Broadlawns Medical Center, located at 1801 Hickman Road in Des Moines, IA, is your community healthcare partner. As a non-profit organization and Polk County's safety net hospital, we are dedicated to providing high-quality, accessible, and cost-effective care to all, regardless of circumstance. Our comprehensive services include emergency care, acute and specialized medical treatment, mental health services, and dentistry. With a focus on community wellness and a patient-first approach, Broadlawns has proudly served the Des Moines area for over a century and accepts most insurance plans, including Medicare and Medicaid. We are committed to building a healthier community for everyone.
| Hospital Name | Broadlawns Medical Center |
|---|---|
| Facility ID | 160101 |
| Address | 1801 HICKMAN ROAD |
|---|---|
| City/Town | Des Moines |
| State | IA |
| ZIP Code | 50314 |
| County/Parish | POLK |
| Health System | Independent |
|---|---|
| Health System Website Domain | broadlawns.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 200 |
| Health System Hospital Locations | Iowa |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Broadlawns Medical Center |
| Emergency Services | Yes |
Serves as President and Chief Executive Officer of Broadlawns Medical Center effective July 15, 2024. [7] Comes to Broadlawns with more than 25 years of experience in hospital operations and physician group management. [7] Previously served as Vice President, Operations at UnityPoint Health – Des Moines. [7]
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Serves as the Chief Nursing Officer and Vice President of Nursing for Broadlawns Medical Center. Joined the staff in 2013 as the Director of Surgical Services and Intensive Care. Promoted in 2017 to Acute Inpatient Care Administrator and in 2021 into his current leadership position with oversight of all nursing services. [5] Prior to joining Broadlawns, served as the Clinical Supervisor of Surgical Services and the Intensive and Coronary Care Units for Mary Greeley Medical Center. Worked as an RN in Intensive Care and Surgery at Mercy Medical Center and Mary Greeley Medical Center. Earned a master of business administration and bachelor of science in nursing from Upper Iowa University and a diploma in nursing from Mercy College of Health Sciences. [5]
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Promoted to the Executive Leadership Team in March 2022. Joined BMC in 2015 and most recently served as the Chief Marketing and External Relations Officer. [9]
Joined Broadlawns Medical Center in April 2022. Previously served as CEO of Big Brothers Big Sisters of Central Iowa. Was the first African-American woman member of the West Des Moines City Council. Graduated from Drake University with bachelor's and master's degrees. Previously senior vice president of human resources at Bankers Trust, a member of the Greater Des Moines Partnership Diversity Committee, and a psychiatric technician at Broadlawns. [13]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 200 |
|---|
| FTE Employees on Payroll | 1288.3 |
|---|---|
| FTE Interns & Residents | 1288.33 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3025 |
| Inpatient Days (Title XIX) | 12513 |
| Total Inpatient Days | 26250 |
| Bed Count | 113 |
| Available Bed Days | 41245 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 201 |
| Discharges (Title XIX) | 1981 |
| Total Discharges | 3674 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2919 |
| Inpatient Days (Title XIX; Adults & Peds) | 12373 |
| Total Inpatient Days (Adults & Peds) | 25123 |
| Bed Count (Adults & Peds) | 107 |
| Available Bed Days (Adults & Peds) | 39055 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 201 |
| Discharges (Title XIX; Adults & Peds) | 1981 |
| Total Discharges (Adults & Peds) | 3674 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 80% |
|---|
| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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) | 212 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| 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) | 13.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| 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) | 14.8 |
| 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 | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| 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 | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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 | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | 0.435 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.506 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.211 |
| MRSA SIR (Standardized Infection Ratio) | 0.817 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $4,630 |
|---|---|
| Bad Debt Expense | $10,077 |
| Uncompensated Care Cost | $9,019 |
| Total Uncompensated Care | $9,019 |
| Total Salaries | $110,977 |
|---|---|
| Overhead Expenses (Non-Salary) | $121,320 |
| Depreciation Expense | $9,998 |
| Total Operating Costs | $141,327 |
| Inpatient Charges | $72,889 |
|---|---|
| Outpatient Charges | $251,530 |
| Total Patient Charges | $324,419 |
| Core Wage Costs | $19,653 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $110,977 |
| Contract Labor (Patient Care) | $8,830 |
| Wage Costs (Part A Teaching) | $249 |
| Wage Costs (Interns & Residents) | $705 |
| Cash & Bank Balances | $67,619 |
|---|---|
| Short-Term Investments | $104,527 |
| Notes Receivable | |
| Accounts Receivable | $14,492 |
| Allowance for Doubtful Accounts | |
| Inventory | $2,888 |
| Prepaid Expenses | |
| Other Current Assets | $2,343 |
| Total Current Assets | $274,078 |
| Land Value | $2,097 |
|---|---|
| Land Improvements Value | $10,775 |
| Building Value | $58,464 |
| Leasehold Improvements | |
| Fixed Equipment Value | $76,310 |
| Major Movable Equipment | $62,775 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $122,822 |
| Long-Term Investments | $3,079 |
|---|---|
| Other Assets | $23,093 |
| Total Other Assets | $26,173 |
| Total Assets | $423,073 |
| Accounts Payable | $9,028 |
|---|---|
| Salaries & Wages Payable | $17,619 |
| Payroll Taxes Payable | |
| Short-Term Debt | $819 |
| Deferred Revenue | $82,665 |
| Other Current Liabilities | $2,072 |
| Total Current Liabilities | $112,257 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $50,233 |
| Total Long-Term Liabilities | $50,233 |
| Total Liabilities | $162,490 |
| General Fund Balance | $260,583 |
|---|---|
| Total Fund Balances | $260,583 |
| Total Liabilities & Equity | $423,073 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $469 |
| DRG (Post-Oct 1) | $1,194 |
| Outlier Payments | |
| DSH Adjustment | $202 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,450 |
| Total IME Payments | $190 |
| Inpatient Revenue | $77,857 |
|---|---|
| Outpatient Revenue | $352,461 |
| Total Patient Revenue | $430,318 |
| Contractual Allowances & Discounts | $260,772 |
| Net Patient Revenue | $169,546 |
| Total Operating Expenses | $232,297 |
| Net Service Income | $-62,751 |
| Other Income | $87,359 |
| Total Income | $24,608 |
| Other Expenses | |
| Net Income | $24,608 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |