Aurora St. Luke's Medical Center

Aurora St. Luke's Medical Center, located at 2900 W Oklahoma Ave in Milwaukee, WI, is a leading hospital providing expert care and excellent outcomes. As the only hospital in Wisconsin with a 24/7 on-site heart care team, we offer premier cardiac services and are recognized by the American Heart Association and the American Stroke Association for our cardiac and stroke patient care. U.S. News & World Report has consistently ranked Aurora St. Luke's as a top hospital in southeastern Wisconsin. Our comprehensive services include advanced cardiac care, innovative cancer treatments, neurological care, minimally invasive surgery, and a renowned spine program.

Identifiers

Hospital Name Aurora St. Luke's Medical Center
Facility ID 520138

Location

Address 2900 W OKLAHOMA AVE
City/Town Milwaukee
State WI
ZIP Code 53215
County/Parish MILWAUKEE

Health System

Health System Advocate Health
Health System Website Domain advocatehealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 23
Health System Total Beds 6189
Health System Hospital Locations Illinois and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Advocate Health
Emergency Services Yes

Jennifer Schomburg

President, Aurora St. Luke's Medical Center

Jennifer Schomburg is President of Aurora St. Luke's Medical Center and oversees Aurora Health Care's Metro Milwaukee Area, which includes Aurora Sinai Medical Center and Aurora St. Luke's South Shore. [3, 12, 14] She joined Aurora Health Care in July 2024 and has over 20 years of experience in health care administration. [3, 12] Prior to her role at Aurora, she served as a president within the Northwest Region of Common Spirit Health at Virginia Mason Franciscan Health (VMFH). [3] She previously held numerous leadership roles in health systems across the Southwest. [3] Jennifer holds a Bachelor of Arts in Philosophy from Central Methodist College and Master of Health Administration and Master of Philosophy from the University of Missouri-Columbia. [3]

Residency Programs

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

Capacity & Services

Licensed Beds 1213

Staffing & Personnel

FTE Employees on Payroll 5271.7
FTE Interns & Residents 164.02

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 51822
Inpatient Days (Title XIX) 16444
Total Inpatient Days 221110
Bed Count 938
Available Bed Days 348254
Discharges (Title V) NA
Discharges (Title XVIII) 7817
Discharges (Title XIX) 1730
Total Discharges 31347

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 42728
Inpatient Days (Title XIX; Adults & Peds) 12366
Total Inpatient Days (Adults & Peds) 164850
Bed Count (Adults & Peds) 735
Available Bed Days (Adults & Peds) 272056
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 7817
Discharges (Title XIX; Adults & Peds) 1730
Total Discharges (Adults & Peds) 31347

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.
Care Quality Concerns Patients report that the care team can be slow at times in meeting their needs. Hospital has had some challengs with infection rates being high.

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 70%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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 Better Than National Average
Mortality Group – Death Rate for Pneumonia Patients Better Than National Average
Mortality Group – Death Rate for Stroke Patients Better Than National Average
Mortality Group – Pressure Ulcer Rate Worse 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 Worse 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 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 Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 174

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 9.4
Readmission Score Hospital Return Days for Heart Failure Patients 0.1
Readmission Score Hospital Return Days for Pneumonia Patients 9.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 16.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.4
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.6
Readmission Score Rate of Readmission for CABG 10.6
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.6
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 Worse 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 Worse 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.587
CAUTI SIR (Standardized Infection Ratio) 0.790
SSI SIR (Standardized Infection Ratio) 2.288
CDI SIR (Standardized Infection Ratio) 0.549
MRSA SIR (Standardized Infection Ratio) 0.623

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $19,521
Bad Debt Expense $38,392
Uncompensated Care Cost $27,916
Total Uncompensated Care $141,807

Operating Expenses ($ thousands)

Total Salaries $488,281
Overhead Expenses (Non-Salary) $1,241,945
Depreciation Expense $52,181
Total Operating Costs $1,443,476

Charges ($ thousands)

Inpatient Charges $3,355,754
Outpatient Charges $3,993,549
Total Patient Charges $7,349,303

Wage-Related Details ($ thousands)

Core Wage Costs $117,111
Wage Costs (RHC/FQHC)
Adjusted Salaries $457,180
Contract Labor (Patient Care) $55,941
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $3,622

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2,829,111
Short-Term Investments
Notes Receivable
Accounts Receivable $1,304,211
Allowance for Doubtful Accounts $-965,270
Inventory $60,181
Prepaid Expenses $-19,400
Other Current Assets $-2,658,068
Total Current Assets $563,497

Balance Sheet – Fixed Assets ($ thousands)

Land Value $14,768
Land Improvements Value $3,055
Building Value $961,091
Leasehold Improvements $15,434
Fixed Equipment Value $41,947
Major Movable Equipment $256,221
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $454,340

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,978
Total Other Assets $3,978
Total Assets $1,021,815

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $8,805
Salaries & Wages Payable $22,634
Payroll Taxes Payable $4,007
Short-Term Debt
Deferred Revenue
Other Current Liabilities $-2,621,809
Total Current Liabilities $-2,575,032

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $1,985
Unsecured Loans
Other Long-Term Liabilities $832
Total Long-Term Liabilities $2,818
Total Liabilities $-2,572,214

Balance Sheet – Equity ($ thousands)

General Fund Balance $3,594,029
Total Fund Balances $3,594,029
Total Liabilities & Equity $1,021,815

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $82,834
DRG (Post-Oct 1) $28,436
Outlier Payments
DSH Adjustment $5,341
Eligible DSH % $0
Simulated MC Payments $139,600
Total IME Payments $10,743

Revenue & Income Statement ($ thousands)

Inpatient Revenue $3,338,660
Outpatient Revenue $4,043,064
Total Patient Revenue $7,381,724
Contractual Allowances & Discounts $5,647,742
Net Patient Revenue $1,733,982
Total Operating Expenses $1,730,226
Net Service Income $3,756
Other Income $151,010
Total Income $154,765
Other Expenses $-20
Net Income $154,785

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $153,439
Medicaid Charges $1,361,082
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No