UofL Health - Jewish Hospital, located in downtown Louisville, is an internationally renowned 462-bed quaternary medical center. As a teaching hospital with a strong emphasis on research and education, Jewish Hospital is dedicated to developing cutting-edge advancements across various specialties, including heart care, neurosciences, orthopedics, and surgical care. The hospital is recognized for its numerous medical firsts in Kentucky, the nation, and the world, such as performing the world's first hand transplant. As a tertiary referral center, Jewish Hospital provides the highest quality care to all patients.
| Hospital Name | UofL Health - Jewish Hospital |
|---|---|
| Facility ID | 180040 |
| Address | 200 ABRAHAM FLEXNER WAY |
|---|---|
| City/Town | Louisville |
| State | KY |
| ZIP Code | 40202 |
| County/Parish | JEFFERSON |
| Health System | UofL Health |
|---|---|
| Health System Website Domain | uoflhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1758 |
| Health System Hospital Locations | Kentucky |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UofL Health |
| Emergency Services | Yes |
Throughout his 20-year career in healthcare leadership, Walsh has established himself as an operations expert, creating financial stability and powering growth for the facilities he leads. [13] He came to Jewish Hospital from Community Health Systems, Inc. – Quorum Health Corporation, where he had held various positions since 2011, most recently as Project Chief Executive Officer. [13] Prior to that, he served as CEO of Affinity Medical Center in Massillon, Ohio. [13] Before his tenure with Quorum Health, Walsh spent time with American Hospital Association, Northlake Medical Center, and Promina Health System. [13] He also brings a unique perspective as a clinician, practicing as a respiratory therapist for more than 10 years. [13] Walsh now resides in Louisville, is active in the United Way, Chamber of Commerce, American Heart Association and Ohio Hospital Association where he served as a Board Member. [13]
His impressive track record, dedication to healthcare excellence, and commitment to community involvement align perfectly with the hospital's mission. [7] He previously served in a dual role as vice president of operations and ethics and compliance officer at HCA Fairview Park Hospital in Dublin, Ga. [10] In 2023, he served as Interim-CEO at Taylor Regional Hospital. [7] In his spare time, he enjoys a variety of interests, including sports, reading, cooking and most importantly, spending quality time with his family. [7] He lives in Indiana with his wife and daughter and serves on the boards of South .... [7]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 1261 |
|---|
| FTE Employees on Payroll | 3501.69 |
|---|---|
| FTE Interns & Residents | 78.98 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 30695 |
| Inpatient Days (Title XIX) | 2985 |
| Total Inpatient Days | 195859 |
| Bed Count | 789 |
| Available Bed Days | 287985 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4588 |
| Discharges (Title XIX) | 544 |
| Total Discharges | 36945 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 23122 |
| Inpatient Days (Title XIX; Adults & Peds) | 1404 |
| Total Inpatient Days (Adults & Peds) | 106497 |
| Bed Count (Adults & Peds) | 460 |
| Available Bed Days (Adults & Peds) | 167900 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4588 |
| Discharges (Title XIX; Adults & Peds) | 544 |
| Total Discharges (Adults & Peds) | 36945 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 61% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | Worse Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | Worse Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 161 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 28.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 27.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 23.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.5 |
| Readmission Score Rate of Readmission for CABG | 9.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 1.383 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.633 |
| SSI SIR (Standardized Infection Ratio) | 0.786 |
| CDI SIR (Standardized Infection Ratio) | 0.685 |
| MRSA SIR (Standardized Infection Ratio) | 1.070 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,511 |
|---|---|
| Bad Debt Expense | $49,255 |
| Uncompensated Care Cost | $21,886 |
| Total Uncompensated Care | $21,886 |
| Total Salaries | $291,062 |
|---|---|
| Overhead Expenses (Non-Salary) | $752,215 |
| Depreciation Expense | $13,632 |
| Total Operating Costs | $895,856 |
| Inpatient Charges | $1,905,389 |
|---|---|
| Outpatient Charges | $1,698,286 |
| Total Patient Charges | $3,603,675 |
| Core Wage Costs | $58,248 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $291,062 |
| Contract Labor (Patient Care) | $76,201 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $244 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $749,148 |
| Allowance for Doubtful Accounts | $-599,870 |
| Inventory | $22,969 |
| Prepaid Expenses | $2,147 |
| Other Current Assets | |
| Total Current Assets | $181,641 |
| Land Value | $17,130 |
|---|---|
| Land Improvements Value | $646 |
| Building Value | $50,914 |
| Leasehold Improvements | $29,147 |
| Fixed Equipment Value | $30,401 |
| Major Movable Equipment | $67,601 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $130,031 |
| Long-Term Investments | $274 |
|---|---|
| Other Assets | $309,799 |
| Total Other Assets | $310,073 |
| Total Assets | $621,746 |
| Accounts Payable | $76,730 |
|---|---|
| Salaries & Wages Payable | $1 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $34,231 |
| Total Current Liabilities | $46,933 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $16 |
| Total Long-Term Liabilities | $16 |
| Total Liabilities | $46,949 |
| General Fund Balance | $574,797 |
|---|---|
| Total Fund Balances | $574,797 |
| Total Liabilities & Equity | $621,746 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $14,490 |
| DRG (Post-Oct 1) | $44,829 |
| Outlier Payments | |
| DSH Adjustment | $5,720 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $72,477 |
| Total IME Payments | $1,095 |
| Inpatient Revenue | $1,920,005 |
|---|---|
| Outpatient Revenue | $1,718,457 |
| Total Patient Revenue | $3,638,462 |
| Contractual Allowances & Discounts | $2,506,577 |
| Net Patient Revenue | $1,131,884 |
| Total Operating Expenses | $1,043,277 |
| Net Service Income | $88,608 |
| Other Income | $31,022 |
| Total Income | $119,630 |
| Other Expenses | |
| Net Income | $119,630 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $624,905 |
| Medicaid Charges | $1,296,552 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |