UToledo Health - HealthLuminate

Identifiers

Hospital Name	UToledo Health
Facility ID	360048

Location

Address	3000 ARLINGTON AVENUE
City/Town	Toledo
State	OH
ZIP Code	43699
County/Parish	LUCAS

Health System

Health System	Independent
Health System Website Domain	utmc.utoledo.edu
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	1
Health System Total Beds	319
Health System Hospital Locations	Ohio

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Government - State
Ownership Details	Governmental, State
Emergency Services	Yes

Charles Callahan, Ph.D.

Executive Vice President for Health Affairs

Dr. Charles Callahan was named Executive Vice President for Health Affairs effective Feb. [2]. Appointed in February 2025, Callahan is the first leader in this new role overseeing UToledo Health and leading strategic growth of the institution's healthcare enterprise. [5]. As the UToledo Health executive vice president for health affairs, Callahan works to further collaboration between the University of Toledo Medical Center, University of Toledo Physicians and the UToledo College of Medicine and Life Sciences. [5]. Before joining UToledo, Callahan spent much of his career in administrative roles at Memorial Health in Springfield, Illinois, including serving as president of the five hospital Memorial Hospital Group and president and CEO of the 500-bed Springfield Memorial Hospital, as well as chief operating officer and chief quality officer. [5, 10]. Callahan has more than 50 professional publications in the areas of brain injury rehabilitation, neuropsychology, emergency/trauma medicine, healthcare process improvement and outcomes measurement. [5]. He previously served on the editorial boards of Rehabilitation Psychology and The Journal of Head Trauma Rehabilitation. [5]. Callahan completed the Baldrige National Quality Executive Fellowship in 2018 and is a Lean Six Sigma Black Belt. [5]. He is past president of the American Psychological Association's Division of Rehabilitation Psychology. [5]. Callahan is board certified in rehabilitation psychology and is a Fellow of the American Psychological Association and the American College of Healthcare Executives. [7, 10]. Callahan earned his Ph. D. and master's degree in clinical psychology from the University of Nebraska‐Lincoln, his M.B.A. from the University of Illinois‐Springfield and his bachelor's degree in psychology from Creighton University. [7].

Dan Barbee

Chief Executive Officer

Dan Barbee was named chief executive officer at The University of Toledo Medical Center effective Nov. 8, 2024. [2]. He previously led UTMC from 2016 to 2020 and returned to serve as CEO effective Friday, November 8, 2024. [4, 6]. After leaving the CEO role in 2020, he became president of rural markets for Cincinnati-based Bon Secours Mercy Health. [8]. Barbee's previous roles at UTMC also include vice president of clinical services and chief operating officers, as well as other leadership positions. [6]. He joined the medical center in 2011 as chief nursing officer and associate executive director. [4, 8]. His education includes a Bachelor of Nursing degree from Illinois State University Mennonite College of Nursing, and Master of Business Administration from the University of Phoenix. [6].

Jason Schroeder, MD

Chief Physician Officer

Jason Schroeder, MD was named chief physician officer for UToledo Health after a long history at The University of Toledo. [2]. Schroeder was promoted to professor of surgery in 2023. [2]. From January, 2020, to August, 2021, Schroeder served as interim chair of the Department of Surgery and again from September, 2023, through present. [2]. In June, 2024, he was appointed Interim Chief Physician Executive of University of Toledo Physicians LLC. [2]. Prior to joining The University of Toledo, Schroeder worked as a clinical attending at Virginia Commonwealth University Health System/Medical College of Virginia Department of Neurosurgery and as a general practice neurosurgeon at Neurosurgical Associates of Northwest Ohio in a private surgical practice. [2]. Jason Schroeder, MD was appointed associate dean for clinical affairs of The University of Toledo College of Medicine and Life Sciences in August 2024. [2]. He is a professor of surgery in the Department of Surgery, Division of Neurosurgery, with brain tumor, spine tumor, outcomes research and radiosurgery as areas of research interest. [2]. Schroeder joined The University of Toledo in 2013 as an assistant professor of surgery in the Department of Surgery, Division of Neurosurgery. [2]. In 2014, he was appointed chief of the Division of Neurosurgery, and in 2019 he was promoted to associate professor of surgery. [2].

Michael Ellis, MD

Chief Medical Officer

Michael W. Ellis, MD, FIDSA, FACP, is chief medical officer at The University of Toledo Medical Center. As such, he ensures the delivery of patient-centered, university-quality care. [2]. Ellis graduated from the United States Military Academy at West Point and earned his medical degree from Case Western Reserve University School of Medicine. [2]. He completed an internal medicine residency at Walter Reed Army Medical Center in Washington, D.C., as well as a fellowship in infectious diseases at Brooke Army Medical Center in San Antonio. [2].

Christine Stesney-Ridenour

Chief Operating Officer

Christine Stesney-Ridenour is chief operating officer for The University of Toledo Medical Center. [2]. She joined UTMC in 2020 after serving in a variety of management roles in hospitals and medical systems, most recently as the president of Beaumont Hospitals in Michigan. [2]. Stesney-Ridenour's 35-year career in hospital management includes oversight of a range of hospital functions, including operating budgets, personnel management and strategic planning. [2]. As president of Beaumont Hospitals, she had primary administrative responsibilities for three hospitals totaling more than $2.2 billion in gross revenue. [2].

Troy Holmes

Chief Financial Officer

Russell Smith

Senior Hospital Administrator

Kurt Kless

Chief Nursing Officer, UTMC

Residency Programs

Allopathic Residency Program	Yes
Dental Residency Program	Yes
Osteopathic Residency Program	No
Other Residency Programs	No
Pediatric Residency Program	No

Capacity & Services

Licensed Beds	319

Staffing & Personnel

FTE Employees on Payroll	1867.42
FTE Interns & Residents	88.27

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	9044
Inpatient Days (Title XIX)	1268
Total Inpatient Days	40888
Bed Count	212
Available Bed Days	77380
Discharges (Title V)	NA
Discharges (Title XVIII)	1729
Discharges (Title XIX)	222
Total Discharges	7473

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	7987
Inpatient Days (Title XIX; Adults & Peds)	1206
Total Inpatient Days (Adults & Peds)	35386
Bed Count (Adults & Peds)	184
Available Bed Days (Adults & Peds)	67160
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	1729
Discharges (Title XIX; Adults & Peds)	222
Total Discharges (Adults & Peds)	7473

Quality Summary

Care Quality Stengths	Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital	62%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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	No Different 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better)	169

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	-7
Readmission Score Hospital Return Days for Heart Failure Patients	-0.8
Readmission Score Hospital Return Days for Pneumonia Patients	20.7
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	9.6
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy	5.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery	0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate	14.4
Readmission Score Rate of Readmission for CABG	10.5
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients	17.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement	Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	15.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	16.5
Readmission Group Hospital Return Days for Heart Attack Patients	Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients	Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients	Average Days 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	No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy	No Different Than the National Rate
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	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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio)	0.357
CAUTI SIR (Standardized Infection Ratio)	0.339
SSI SIR (Standardized Infection Ratio)	0.813
CDI SIR (Standardized Infection Ratio)	0.271
MRSA SIR (Standardized Infection Ratio)	0.846

Fiscal Period

Fiscal Year Begin	Jul 01, 2022
Fiscal Year End	Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$1,459
Bad Debt Expense	$7,665
Uncompensated Care Cost	$3,211
Total Uncompensated Care	$19,573

Operating Expenses ($ thousands)

Total Salaries	$125,851
Overhead Expenses (Non-Salary)	$289,723
Depreciation Expense	$12,402
Total Operating Costs	$329,035

Charges ($ thousands)

Inpatient Charges	$682,342
Outpatient Charges	$838,369
Total Patient Charges	$1,520,711

Wage-Related Details ($ thousands)

Core Wage Costs	$38,546
Wage Costs (RHC/FQHC)
Adjusted Salaries	$132,234
Contract Labor (Patient Care)	$4,389
Wage Costs (Part A Teaching)	$365
Wage Costs (Interns & Residents)	$1,029

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$-39,091
Short-Term Investments
Notes Receivable
Accounts Receivable	$73,354
Allowance for Doubtful Accounts
Inventory	$10,661
Prepaid Expenses
Other Current Assets	$1,909
Total Current Assets	$46,833

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value	$3,575
Building Value	$215,929
Leasehold Improvements
Fixed Equipment Value	$147,124
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets	$99,644

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments	$88,807
Other Assets	$172
Total Other Assets	$88,979
Total Assets	$235,456

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$15,129
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt	$16,861
Deferred Revenue	$22,325
Other Current Liabilities	$-2,941
Total Current Liabilities	$51,374

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable	$50,877
Unsecured Loans
Other Long-Term Liabilities	$516
Total Long-Term Liabilities	$51,393
Total Liabilities	$102,768

Balance Sheet – Equity ($ thousands)

General Fund Balance	$132,689
Total Fund Balances	$132,689
Total Liabilities & Equity	$235,456

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$5,087
DRG (Post-Oct 1)	$16,587
Outlier Payments
DSH Adjustment	$798
Eligible DSH %	$0
Simulated MC Payments	$31,449
Total IME Payments	$4,276

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$682,342
Outpatient Revenue	$838,374
Total Patient Revenue	$1,520,716
Contractual Allowances & Discounts	$1,226,113
Net Patient Revenue	$294,603
Total Operating Expenses	$418,182
Net Service Income	$-123,579
Other Income	$142,027
Total Income	$18,449
Other Expenses	$3,283
Net Income	$15,166

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$32,123
Medicaid Charges	$232,284
Net CHIP Revenue
CHIP Charges

EHR Information

EHR	Epic
EHR Version	EpicCare Inpatient (not Community Connect)
EHR is Changing	No

ERP Information

ERP	Infor
ERP Version	S3
EHR is Changing	No