UT Health Jacksonville, located at 501 S Ragsdale Street, Jacksonville, Texas, is a community-oriented hospital dedicated to providing convenient, quality care with compassion. As part of the UT Health System, we offer a range of comprehensive medical services, including 24/7 emergency care, a Level IV trauma center, surgical services, rehabilitation, and advanced diagnostic technology. We are committed to investing in the latest technology and research to bring world-class medicine to East Texas. Our purpose is caring for people: our patients, our communities, and one another.
| Hospital Name | UT Health Jacksonville |
|---|---|
| Facility ID | 450194 |
| Address | 501 S RAGSDALE |
|---|---|
| City/Town | Jacksonville |
| State | TX |
| ZIP Code | 75766 |
| County/Parish | CHEROKEE |
| Health System | UT Health East Texas |
|---|---|
| Health System Website Domain | uthealtheasttexas.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 864 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | UT Health East Texas |
| Emergency Services | Yes |
DeLeigh Haley, RN, is the permanent CEO of UT Health Jacksonville. Prior to serving as interim CEO of UT Health Jacksonville, she served as interim administrator of East Texas Medical Center-Trinity. She also has experience serving as director of business development and regional director for Tyler-based UT Health East Texas Physicians. She is president of the Rusk Chamber of Commerce and serves on the board of the Crisis Center of Cherokee and Anderson Counties. From a very young age, there were signs DeLeigh Haley might end up in healthcare. As a Whitehouse Elementary School fourth-grader, Haley chose to portray Clara Barton, founder of the American Red Cross, on historical figures day at school. After spending time as director of business development/COO at the Jacksonville hospital, she eventually took over as CEO. Haley said the desire to serve others probably derived from her father, a retired United Methodist minister. Despite Haley's love for bedside nursing, she worked her way up to administration after seeing the benefit her clinical knowledge could make there. She believes she has a unique skillset and point of view to navigate and mediate in between the clinical world and operational and business world to help not only the patients but also the nurses and providers.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 65 |
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| FTE Employees on Payroll | 158.97 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1049 |
| Inpatient Days (Title XIX) | 90 |
| Total Inpatient Days | 4905 |
| Bed Count | 38 |
| Available Bed Days | 13870 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 226 |
| Discharges (Title XIX) | 45 |
| Total Discharges | 1181 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 714 |
| Inpatient Days (Title XIX; Adults & Peds) | 50 |
| Total Inpatient Days (Adults & Peds) | 3254 |
| Bed Count (Adults & Peds) | 32 |
| Available Bed Days (Adults & Peds) | 11680 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 226 |
| Discharges (Title XIX; Adults & Peds) | 45 |
| Total Discharges (Adults & Peds) | 1181 |
| Care Quality Stengths | High overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital struggles with high infection rates |
| 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 | 77% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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 | No Different 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 | |
| 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) | 95 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 34.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 0.9 |
| 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 | 19 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days 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 | 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 | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | 0.923 |
| CDI SIR (Standardized Infection Ratio) | 0.226 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Nov 01, 2021 |
|---|---|
| Fiscal Year End | Oct 31, 2022 |
| Charity Care Cost | $3,384 |
|---|---|
| Bad Debt Expense | $7,266 |
| Uncompensated Care Cost | $4,556 |
| Total Uncompensated Care | $4,685 |
| Total Salaries | $13,417 |
|---|---|
| Overhead Expenses (Non-Salary) | $35,096 |
| Depreciation Expense | $783 |
| Total Operating Costs | $45,028 |
| Inpatient Charges | $81,119 |
|---|---|
| Outpatient Charges | $199,338 |
| Total Patient Charges | $280,457 |
| Core Wage Costs | $2,605 |
|---|---|
| Wage Costs (RHC/FQHC) | $650 |
| Adjusted Salaries | $13,417 |
| Contract Labor (Patient Care) | $2,774 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3,825 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $13,682 |
| Allowance for Doubtful Accounts | $-8,361 |
| Inventory | $839 |
| Prepaid Expenses | $-5,607 |
| Other Current Assets | |
| Total Current Assets | $5,548 |
| Land Value | $930 |
|---|---|
| Land Improvements Value | $41 |
| Building Value | $2,524 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,354 |
| Major Movable Equipment | $5,504 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $5,544 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $11,093 |
| Accounts Payable | $3,193 |
|---|---|
| Salaries & Wages Payable | $870 |
| Payroll Taxes Payable | $19 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $6 |
| Total Current Liabilities | $4,088 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,321 |
| Total Long-Term Liabilities | $1,321 |
| Total Liabilities | $5,409 |
| General Fund Balance | $5,683 |
|---|---|
| Total Fund Balances | $5,683 |
| Total Liabilities & Equity | $11,093 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,030 |
| DRG (Post-Oct 1) | $227 |
| Outlier Payments | |
| DSH Adjustment | $68 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,937 |
| Total IME Payments |
| Inpatient Revenue | $81,119 |
|---|---|
| Outpatient Revenue | $199,338 |
| Total Patient Revenue | $280,457 |
| Contractual Allowances & Discounts | $233,644 |
| Net Patient Revenue | $46,813 |
| Total Operating Expenses | $48,513 |
| Net Service Income | $-1,700 |
| Other Income | $4,672 |
| Total Income | $2,972 |
| Other Expenses | |
| Net Income | $2,972 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,922 |
| Medicaid Charges | $51,561 |
| Net CHIP Revenue | $569 |
| CHIP Charges | $4,347 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |