Ascension Saint Thomas Hospital West, located in Nashville, Tennessee, is a 541-bed facility providing advanced specialty and emergency care. We are dedicated to delivering compassionate, personalized care with a focus on your health and wellness. Our hospital has earned recognition for high-quality care in areas such as heart and vascular, cancer, orthopedics, and stroke care. With 24/7 emergency services, Ascension Saint Thomas Hospital West is ready to provide the care you need when you need it. We are part of Ascension Saint Thomas, the leading faith-based healthcare system in Tennessee.
| Hospital Name | Ascension Saint Thomas Hospital West |
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| Facility ID | 440082 |
| Address | 4220 HARDING RD, PO BOX 380 |
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| City/Town | Nashville |
| State | TN |
| ZIP Code | 37205 |
| County/Parish | DAVIDSON |
| Health System | Ascension |
|---|---|
| Health System Website Domain | ascension.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 84 |
|---|---|
| Health System Total Beds | 17222 |
| Health System Hospital Locations | Florida, Illinois, Indiana, Kansas, Maryland, Michigan, Oklahoma, NA, Tennessee, Texas and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Ascension |
| Emergency Services | Yes |
Harrison Kiser has been named president and COO of Ascension Saint Thomas Hospital West, effective Dec. 8, 2024. [2, 4] He has served as chief operating officer for Ascension Saint Thomas Hospital West since 2018. [2, 4] Kiser has over 14 years of progressive leadership experience in healthcare, with expertise in hospital operations, strategic development, and clinical program management. [2] Since 2018, he has overseen daily operations for the 541-bed Ascension Saint Thomas Hospital West, including key departments such as perioperative and cardiac services, transplant, and ancillary services. [2] During his tenure as COO, he was responsible for overseeing capital projects, programmatic expansions, and improvements to the hospital campus experience. [2] He also served as vice president of the cardiovascular service line for Ascension Saint Thomas, where he collaborated with physicians and health system leaders on strategic initiatives and hospital partnerships. [2]
Dr. Shubhada Jagasia is President and CEO of Ascension Saint Thomas Hospital, which includes both the Midtown and West campuses. [3, 4] She has been with Ascension Saint Thomas since May 2021. [9] At the West campus, Dr. Jagasia is focusing on the expansion of the facility's robust cardiovascular, transplant, neurosciences, and critical care programs. [9]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 571 |
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| FTE Employees on Payroll | 2988.7 |
|---|---|
| FTE Interns & Residents | 63.46 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 46423 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 206606 |
| Bed Count | 643 |
| Available Bed Days | 234679 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 9077 |
| Discharges (Title XIX) | NA |
| Total Discharges | 36938 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 38273 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 141255 |
| Bed Count (Adults & Peds) | 457 |
| Available Bed Days (Adults & Peds) | 166681 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 9077 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 36938 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. 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. Patients report challenges the cleanliness of the hospital. 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 | 76% |
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| 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 | Better 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 | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Better 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 | 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 194 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 0.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -13.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -15.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | 9.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.687 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.514 |
| SSI SIR (Standardized Infection Ratio) | 0.807 |
| CDI SIR (Standardized Infection Ratio) | 0.373 |
| MRSA SIR (Standardized Infection Ratio) | 0.790 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $51,562 |
|---|---|
| Bad Debt Expense | $35,577 |
| Uncompensated Care Cost | $58,322 |
| Total Uncompensated Care | $112,457 |
| Total Salaries | $258,699 |
|---|---|
| Overhead Expenses (Non-Salary) | $794,528 |
| Depreciation Expense | $43,498 |
| Total Operating Costs | $932,456 |
| Inpatient Charges | $3,152,768 |
|---|---|
| Outpatient Charges | $2,107,692 |
| Total Patient Charges | $5,260,460 |
| Core Wage Costs | $48,699 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $258,699 |
| Contract Labor (Patient Care) | $19,816 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $23,447 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $466,401 |
| Allowance for Doubtful Accounts | $-305,666 |
| Inventory | $22,547 |
| Prepaid Expenses | $134 |
| Other Current Assets | |
| Total Current Assets | $221,991 |
| Land Value | $20,279 |
|---|---|
| Land Improvements Value | $9,714 |
| Building Value | $260,322 |
| Leasehold Improvements | $536,631 |
| Fixed Equipment Value | $183,088 |
| Major Movable Equipment | $296,805 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $448,499 |
| Long-Term Investments | |
|---|---|
| Other Assets | $59,152 |
| Total Other Assets | $59,152 |
| Total Assets | $729,642 |
| Accounts Payable | $20,658 |
|---|---|
| Salaries & Wages Payable | $33,126 |
| Payroll Taxes Payable | |
| Short-Term Debt | $4,943 |
| Deferred Revenue | |
| Other Current Liabilities | $17,613 |
| Total Current Liabilities | $235,748 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $295,100 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,524 |
| Total Long-Term Liabilities | $309,624 |
| Total Liabilities | $545,372 |
| General Fund Balance | $184,270 |
|---|---|
| Total Fund Balances | $184,270 |
| Total Liabilities & Equity | $729,642 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $30,038 |
| DRG (Post-Oct 1) | $91,547 |
| Outlier Payments | |
| DSH Adjustment | $3,480 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $101,289 |
| Total IME Payments | $5,011 |
| Inpatient Revenue | $3,193,159 |
|---|---|
| Outpatient Revenue | $2,071,101 |
| Total Patient Revenue | $5,264,260 |
| Contractual Allowances & Discounts | $4,208,617 |
| Net Patient Revenue | $1,055,643 |
| Total Operating Expenses | $1,053,227 |
| Net Service Income | $2,416 |
| Other Income | $58,706 |
| Total Income | $61,122 |
| Other Expenses | $3,175 |
| Net Income | $57,946 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,552 |
| Medicaid Charges | $415,866 |
| Net CHIP Revenue | $5,345 |
| CHIP Charges | $46,166 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |