Located at 9000 W Wisconsin Ave in Milwaukee, WI, Children's Wisconsin is the region's only independent healthcare system dedicated solely to the health and well-being of children. As one of the leading pediatric health care centers in the U.S., our pediatric-trained experts are completely focused on kids, offering a wide range of care and support for children of all ages, including medical, dental, and mental health services. At Children's Wisconsin, our mission (CARE) guides us in our vision: Wisconsin kids will be the healthiest in the nation. We are a community of dedicated professionals with an unwavering passion for caring for kids whenever and wherever they need us.
Hospital Name | Children's Wisconsin |
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Facility ID | 523300 |
Address | 9000 W WISCONSIN AVE |
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City/Town | Milwaukee |
State | WI |
ZIP Code | 53226 |
County/Parish | MILWAUKEE |
Health System | Children's Wisconsin |
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Health System Website Domain | childrenswi.org |
Recently Joined Health System (Past 4 Years) | No |
Health System Total Hospitals | 2 |
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Health System Total Beds | 338 |
Health System Hospital Locations | Wisconsin |
Hospital Type | Childrens |
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Hospital Ownership | Voluntary non-profit - Other |
Ownership Details | Children's Wisconsin |
Emergency Services | Yes |
As chief medical officer, Rainer Gedeit, MD, provides medical leadership, works closely with hospital and provider partners, and serves as a liaison between providers and hospital administration on our Milwaukee campus. [10] He is responsible for the achievement of provider quality clinical care standards, and providing input on the operational efficiency of patient care services. [10] In addition, he oversees and has direct responsibility for assuring compliance with provider governance and expectations, including the credentialing and privileging processes for Medical Staff Services office on our Milwaukee campus. [10] For the past 30 years, Dr. Gedeit has practiced and served in various hospital and clinical administrative roles within both Children's Wisconsin and the Medical College of Wisconsin (MCW), including being the former Associate Chief Medical Officer. [10] His experience at Children's includes medical director for Respiratory Care Services, a position he's held since 1998, as well as associate medical director for Pediatric Critical Care since 1993. [10] He was elected to chief of medicine from 2001 – 2011, president of Medical Staff Services from 2012 – 2015, and Children's Specialty Group board of directors member since 2016. [10] Since 2015, he's been associate program director for the Pediatric Critical Care Fellowship Program with MCW, as well as a professor of Pediatrics within MCW's Department of Pediatrics since 2011. [10] Dr. Gedeit earned his medical degree from Loyola University Stritch School of Medicine in Maywood, Illinois. [10] He then completed his residency in Pediatrics at the Loyola University Medical Center, and his fellowship in Pediatric Critical Care Medicine within MCW and Children's from 1990 – 1993. [10] Dr. Gedeit lives in Pewaukee with his wife, Margie, and has four adult daughters – all who are involved with work in health care. [10]
Scott Turner serves as president and chief operating officer for Children's Wisconsin hospitals, the state's only health system dedicated 100% to kids and teens. [5] He also serves as executive vice president for Children's Wisconsin. [5] In his role, Scott provides oversight for Milwaukee and Fox Valley hospital operations, specialty clinic locations throughout the state, and information systems. [5] Always focused on Children's belief that kids deserve the best, he also oversees Children's Research Institute and provides strategic guidance throughout the Children's system, including identifying sustainable ways Children's can continue to deliver the highest quality care. [5] Prior to joining Children's in 2018, Scott was executive director for University of Iowa Stead Family Children's Hospital, and chief operating officer for University of Iowa Hospitals and Clinics. [5] He also spent nine years at Oregon Health & Science University where he served as the associate hospital administrator with responsibility for inpatient, outpatient and support services, and as the administrator for the Department of Pediatrics. [5] Scott also served as Senior Administrator for the Department of Medicine at University of Kansas Medical Center and Project Manager at Premera Blue Cross in Mountlake Terrace, Washington. [5] Scott earned a master's degree in Hospital and Health Administration from the University of Iowa and a bachelor's degree in Planning, Public Policy and Management from the University of Oregon. [5] Scott is a board member of Ronald McDonald House Charities Eastern Wisconsin and the United Way of Greater Milwaukee and Waukesha County. [5]
Aaron Kinney is an accomplished healthcare executive currently serving as the Chief Operating Officer of Children's Specialty Group at Children's Wisconsin. [12] With a strong foundation in military operations and extensive experience in healthcare administration, Aaron has established himself as a strategic leader driving impactful change within the pediatric healthcare landscape. [12] Throughout his tenure, Aaron has led the transformation of the Herma Heart Institute and Cardiac Service Line, elevating it to recognition as one of the top 10 pediatric cardiac centers by the U.S. News and World Report for three consecutive years. [12] His commitment to excellence has been acknowledged through prestigious awards such as the Children's Champion Advocacy Award and the Milwaukee Business Journal's “40 Under 40” Award. [12] Recognized for his collaborative management approach and visionary leadership, Aaron is dedicated to fostering innovation, driving sustainable growth, and delivering exceptional care to pediatric patients. [12]
Allopathic Residency Program | No |
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Dental Residency Program | Yes |
Osteopathic Residency Program | No |
Other Residency Programs | No |
Pediatric Residency Program | No |
Licensed Beds | 296 |
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FTE Employees on Payroll | 2811.9 |
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FTE Interns & Residents | 197.07 |
Inpatient Days (Title V) | NA |
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Inpatient Days (Title XVIII) | 57 |
Inpatient Days (Title XIX) | 20062 |
Total Inpatient Days | 70350 |
Bed Count | 298 |
Available Bed Days | 108770 |
Discharges (Title V) | NA |
Discharges (Title XVIII) | 9 |
Discharges (Title XIX) | 2068 |
Total Discharges | 9781 |
Inpatient Days (Title V; Adults & Peds) | NA |
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Inpatient Days (Title XVIII; Adults & Peds) | 34 |
Inpatient Days (Title XIX; Adults & Peds) | 7731 |
Total Inpatient Days (Adults & Peds) | 26167 |
Bed Count (Adults & Peds) | 132 |
Available Bed Days (Adults & Peds) | 48180 |
Discharges (Title V; Adults & Peds) | NA |
Discharges (Title XVIII; Adults & Peds) | 9 |
Discharges (Title XIX; Adults & Peds) | 2068 |
Total Discharges (Adults & Peds) | 9781 |
Care Quality Stengths | The hospital is average in every measured mortality rate |
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Care Quality Concerns | NA |
Nurse Communication – Star Rating | |
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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 |
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Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
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Mortality Group – Death Rate for Heart Attack Patients | |
Mortality Group – Death Rate for CABG Surgery Patients | |
Mortality Group – Death Rate for COPD Patients | |
Mortality Group – Death Rate for Heart Failure Patients | |
Mortality Group – Death Rate for Pneumonia Patients | |
Mortality Group – Death Rate for Stroke Patients | |
Mortality Group – Pressure Ulcer Rate | |
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
Mortality Group – Iatrogenic Pneumothorax Rate | |
Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
Mortality Group – Postoperative Respiratory Failure Rate | |
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
Mortality Group – Postoperative Sepsis Rate | |
Mortality Group – Postoperative Wound Dehiscence Rate | |
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | Not Available |
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Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
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Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
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 | Not Available |
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
Readmission Score Rate of Readmission for CABG | Not Available |
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
Readmission Group Rate of Readmission for CABG | Not Available |
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
CLABSI SIR (Standardized Infection Ratio) | NA |
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CAUTI SIR (Standardized Infection Ratio) | NA |
SSI SIR (Standardized Infection Ratio) | NA |
CDI SIR (Standardized Infection Ratio) | NA |
MRSA SIR (Standardized Infection Ratio) | NA |
Fiscal Year Begin | Jan 01, 2022 |
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Fiscal Year End | Dec 31, 2022 |
Charity Care Cost | |
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Bad Debt Expense | |
Uncompensated Care Cost | |
Total Uncompensated Care |
Total Salaries | $236,093 |
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Overhead Expenses (Non-Salary) | $519,139 |
Depreciation Expense | $28,966 |
Total Operating Costs | $654,408 |
Inpatient Charges | $891,978 |
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Outpatient Charges | $563,473 |
Total Patient Charges | $1,455,451 |
Core Wage Costs | |
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Wage Costs (RHC/FQHC) | |
Adjusted Salaries | |
Contract Labor (Patient Care) | |
Wage Costs (Part A Teaching) | |
Wage Costs (Interns & Residents) |
Cash & Bank Balances | $51,817 |
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Short-Term Investments | |
Notes Receivable | |
Accounts Receivable | $132,161 |
Allowance for Doubtful Accounts | $-2,599 |
Inventory | $10,737 |
Prepaid Expenses | $3,598 |
Other Current Assets | |
Total Current Assets | $437,551 |
Land Value | $13,115 |
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Land Improvements Value | $13,473 |
Building Value | $629,200 |
Leasehold Improvements | $278,434 |
Fixed Equipment Value | |
Major Movable Equipment | $246,608 |
Minor Depreciable Equipment | |
Health IT Assets | |
Total Fixed Assets | $635,099 |
Long-Term Investments | $264,329 |
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Other Assets | $1,014,663 |
Total Other Assets | $1,278,992 |
Total Assets | $2,351,642 |
Accounts Payable | $87,566 |
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Salaries & Wages Payable | $36,780 |
Payroll Taxes Payable | $19,034 |
Short-Term Debt | $5,891 |
Deferred Revenue | |
Other Current Liabilities | $8,372 |
Total Current Liabilities | $164,281 |
Mortgage Debt | |
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Long-Term Notes Payable | $459,718 |
Unsecured Loans | |
Other Long-Term Liabilities | $46,521 |
Total Long-Term Liabilities | $506,238 |
Total Liabilities | $670,519 |
General Fund Balance | $1,681,123 |
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Total Fund Balances | $1,681,123 |
Total Liabilities & Equity | $2,351,642 |
DRG (Non-Outlier) | |
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DRG (Pre-Oct 1) | |
DRG (Post-Oct 1) | |
Outlier Payments | |
DSH Adjustment | |
Eligible DSH % | |
Simulated MC Payments | |
Total IME Payments |
Inpatient Revenue | $867,132 |
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Outpatient Revenue | $597,127 |
Total Patient Revenue | $1,464,259 |
Contractual Allowances & Discounts | $669,159 |
Net Patient Revenue | $795,099 |
Total Operating Expenses | $755,232 |
Net Service Income | $39,867 |
Other Income | $57,061 |
Total Income | $96,929 |
Other Expenses | |
Net Income | $96,929 |
Cost-to-Charge Ratio | |
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Net Medicaid Revenue | |
Medicaid Charges | |
Net CHIP Revenue | |
CHIP Charges |
EHR | Epic |
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EHR Version | EpicCare Inpatient (not Community Connect) |
EHR is Changing | No |
ERP | Workday |
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ERP Version | NA |
EHR is Changing | No |