McCullough-Hyde Memorial Hospital, located in Oxford, Ohio, is a comprehensive and fully accredited facility serving nearly 80,000 people annually. As part of the TriHealth system, we provide state-of-the-art technology and patient-centered care, offering services that include emergency care, surgical services, cancer care, and rehabilitation programs. Our recently renovated hospital features a serene and comfortable healing environment complemented by advanced medical technology. We take pride in our history and commitment to delivering high-quality medical services to the Oxford community and surrounding areas. Experience exceptional care at McCullough-Hyde Memorial Hospital, where your health and well-being are our top priorities.
| Hospital Name | McCullough-Hyde Memorial Hospital |
|---|---|
| Facility ID | 360046 |
| Address | 110 NORTH POPLAR STREET |
|---|---|
| City/Town | Oxford |
| State | OH |
| ZIP Code | 45056 |
| County/Parish | BUTLER |
| Health System | TriHealth |
|---|---|
| Health System Website Domain | trihealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1231 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | TriHealth |
| Emergency Services | Yes |
Jeremiah Kirkland is the President and Chief Operating Officer of Bethesda Butler Hospital and McCullough-Hyde Memorial Hospital. He also serves as Senior Executive for TriHealth Women's Services. Since joining TriHealth in 2018 as Executive Director for Women's Services, Kirkland has excelled in progressively more responsible leadership roles, including Director of Operations for Bethesda North Hospital; Interim Chief Diversity Officer; and President and COO of Good Samaritan Hospital at Evendale. He was appointed President & COO of Bethesda Butler in 2022 and of McCullough-Hyde in 2024. Prior to joining TriHealth, Kirkland served as a senior administrator at Strong Memorial Hospital, the medical center of the University of Rochester. Before leading at Strong Memorial Hospital, he worked for 14 years at Rochester General Hospital, the flagship of the Rochester Regional Health System in New York. Kirkland received a bachelor's degree in health care administration from State University of New York-Brockport, and he earned a master's in health administration from Roberts Wesleyan College in Rochester. He is also board certified in health care management through the American College of Healthcare Executives and also completed the Business Certificate Program from Harvard University. He has a passion for partnering with people in the community he serves and working with clinical teams to improve population health.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 94 |
|---|
| FTE Employees on Payroll | 249.69 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1361 |
| Inpatient Days (Title XIX) | 530 |
| Total Inpatient Days | 5381 |
| Bed Count | 52 |
| Available Bed Days | 18980 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 411 |
| Discharges (Title XIX) | 28 |
| Total Discharges | 1529 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1246 |
| Inpatient Days (Title XIX; Adults & Peds) | 92 |
| Total Inpatient Days (Adults & Peds) | 4133 |
| Bed Count (Adults & Peds) | 48 |
| Available Bed Days (Adults & Peds) | 17520 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 411 |
| Discharges (Title XIX; Adults & Peds) | 28 |
| Total Discharges (Adults & Peds) | 1529 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness 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 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 | 78% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| 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 | |
| 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) | 110 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -9.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 17.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| 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 | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.1 |
| 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 | 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 | 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 | 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $684 |
|---|---|
| Bad Debt Expense | $3,092 |
| Uncompensated Care Cost | $1,516 |
| Total Uncompensated Care | $3,962 |
| Total Salaries | $19,157 |
|---|---|
| Overhead Expenses (Non-Salary) | $28,563 |
| Depreciation Expense | $3,250 |
| Total Operating Costs | $41,006 |
| Inpatient Charges | $39,130 |
|---|---|
| Outpatient Charges | $114,302 |
| Total Patient Charges | $153,433 |
| Core Wage Costs | $4,535 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $19,157 |
| Contract Labor (Patient Care) | $271 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $203 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $3,650 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,084 |
| Prepaid Expenses | $-52 |
| Other Current Assets | |
| Total Current Assets | $9,355 |
| Land Value | $7,561 |
|---|---|
| Land Improvements Value | $86 |
| Building Value | $29,337 |
| Leasehold Improvements | $2,272 |
| Fixed Equipment Value | $2,982 |
| Major Movable Equipment | $15,530 |
| Minor Depreciable Equipment | |
| Health IT Assets | $9,695 |
| Total Fixed Assets | $30,729 |
| Long-Term Investments | $12,047 |
|---|---|
| Other Assets | $209 |
| Total Other Assets | $12,256 |
| Total Assets | $52,340 |
| Accounts Payable | $1,869 |
|---|---|
| Salaries & Wages Payable | $1,980 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $41 |
| Total Current Liabilities | $3,890 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $108 |
| Total Long-Term Liabilities | $108 |
| Total Liabilities | $3,998 |
| General Fund Balance | $48,342 |
|---|---|
| Total Fund Balances | $48,342 |
| Total Liabilities & Equity | $52,340 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $719 |
| DRG (Post-Oct 1) | $2,459 |
| Outlier Payments | |
| DSH Adjustment | $88 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $39,130 |
|---|---|
| Outpatient Revenue | $116,561 |
| Total Patient Revenue | $155,691 |
| Contractual Allowances & Discounts | $107,323 |
| Net Patient Revenue | $48,368 |
| Total Operating Expenses | $47,695 |
| Net Service Income | $673 |
| Other Income | $1,955 |
| Total Income | $2,629 |
| Other Expenses | $2,511 |
| Net Income | $118 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,793 |
| Medicaid Charges | $26,065 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |