Located in Memphis, TN, at 1265 Union Ave Suite 700, Methodist Le Bonheur Healthcare is a comprehensive, not-for-profit healthcare system dedicated to improving the health and well-being of our communities. Since 1918, we have provided exceptional, innovative, and compassionate care, growing into a network of six hospitals and numerous outpatient facilities. Our commitment to quality has earned us recognition as the "Best Hospital in Memphis" by U.S. News & World Report, and our associates have voted us a "Great Place to Work." At Methodist Le Bonheur Healthcare, we offer a wide spectrum of care and are committed to serving all, regardless of circumstance.
| Hospital Name | Methodist Le Bonheur Healthcare |
|---|---|
| Facility ID | 440049 |
| Address | 1265 UNION AVE SUITE 700 |
|---|---|
| City/Town | Memphis |
| State | TN |
| ZIP Code | 38104 |
| County/Parish | SHELBY |
| Health System | Methodist Le Bonheur Healthcare |
|---|---|
| Health System Website Domain | methodisthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 1653 |
| Health System Hospital Locations | Mississippi and Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Methodist Le Bonheur Healthcare |
| Emergency Services | Yes |
Florence Jones, RN, DNP, was named Chief Executive Officer of Methodist North Hospital. [9] Her 41-year career in healthcare includes 25 years of healthcare administration and leadership roles including serving as chief nursing officer at Methodist South before joining the leadership team as CNO at Methodist North. [9] Prior to Joining Methodist in 2008, Jones held leadership positions in healthcare systems across the southeast. [9] She is a licensed registered nurse (RN); Nurse Executive, Advanced- Board Certified (NEA-BC); former board examiner for the Tennessee Center for Performance Excellence and Fellow in the American College of Healthcare Executives. [9]
Ocpivia Stafford, PharmD, MBA, was named president of Methodist South Hospital in Whitehaven after a nationwide search. [18] Stafford has served as interim president for the 156-bed hospital since November 2020. [18] She joined MLH in 2006, serving as a staff pharmacist before assuming pharmacy leadership roles at Methodist University Hospital and then Methodist Olive Branch Hospital. [18] She later became Methodist South's pharmacy director and in 2018 advanced to vice president of support and professional services for the hospital. [18] In 2021, Stafford was recognized as one of Memphis Business Journal's Super Women in Business. [18] She holds a bachelor's degree from Dillard University, a doctorate in pharmacy from Florida Agricultural & Mechanical University, and an executive MBA from the University of Memphis. [18] She is currently a candidate for fellowship in the American College of Healthcare Executives. [18]
Tim A. Slocum was named president of Methodist University Hospital. [16, 21] Slocum was named chief operating officer of the hospital in 2019 and was named interim president in December 2020. [16, 21] Michael Ugwueke, president and CEO for Methodist Le Bonheur Healthcare, stated that Slocum had dedicated his two-decade career to improving patient outcomes and making healthcare more accessible and has provided exceptional operational and strategic leadership. [16, 21]
Rebecca Cullison is the president of Methodist Le Bonheur Germantown Hospital. [3, 6, 11] She began her career with Methodist in 2004 as an administrative resident after graduate school. [3, 6] Over the years, she has held numerous positions with increasing responsibilities, and was named vice president in 2012. [3, 6] In 2016, she left this role to become the chief executive officer of The Village at Germantown, an affiliate of Methodist. [3, 6] Rebecca was then named president of Methodist Le Bonheur Germantown Hospital in 2018. [3, 6] She holds a Bachelor of Science degree in Healthcare Administration from the University of Alabama, and a Master of Science in Health Administration from the University of Alabama at Birmingham (UAB). [3] According to a 2020 article, her leadership team at Methodist Le Bonheur Germantown Hospital was the only one in the Memphis metro area with an all-female C-suite. [6]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 1593 |
|---|
| FTE Employees on Payroll | 7602 |
|---|---|
| FTE Interns & Residents | 275.79 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 65134 |
| Inpatient Days (Title XIX) | 46507 |
| Total Inpatient Days | 353883 |
| Bed Count | 1314 |
| Available Bed Days | 479610 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 10191 |
| Discharges (Title XIX) | 10956 |
| Total Discharges | 52855 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 45641 |
| Inpatient Days (Title XIX; Adults & Peds) | 24362 |
| Total Inpatient Days (Adults & Peds) | 215283 |
| Bed Count (Adults & Peds) | 901 |
| Available Bed Days (Adults & Peds) | 328865 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 10191 |
| Discharges (Title XIX; Adults & Peds) | 10956 |
| Total Discharges (Adults & Peds) | 52855 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. 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 | 68% |
|---|
| 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 | 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 | 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) | 230 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 5.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | 11.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.5 |
| 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 | 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) | 0.401 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.280 |
| SSI SIR (Standardized Infection Ratio) | 0.380 |
| CDI SIR (Standardized Infection Ratio) | 0.161 |
| MRSA SIR (Standardized Infection Ratio) | 0.842 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $131,974 |
|---|---|
| Bad Debt Expense | $12,247 |
| Uncompensated Care Cost | $135,277 |
| Total Uncompensated Care | $275,146 |
| Total Salaries | $791,221 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,124,197 |
| Depreciation Expense | $100,664 |
| Total Operating Costs | $1,547,249 |
| Inpatient Charges | $3,607,382 |
|---|---|
| Outpatient Charges | $2,946,197 |
| Total Patient Charges | $6,553,580 |
| Core Wage Costs | $106,744 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $791,221 |
| Contract Labor (Patient Care) | $109,572 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $24 |
| Cash & Bank Balances | $-9,890 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $168,645 |
| Allowance for Doubtful Accounts | |
| Inventory | $25,904 |
| Prepaid Expenses | $3,852 |
| Other Current Assets | |
| Total Current Assets | $188,511 |
| Land Value | $64,960 |
|---|---|
| Land Improvements Value | $42,769 |
| Building Value | $989,526 |
| Leasehold Improvements | $41,116 |
| Fixed Equipment Value | $389,496 |
| Major Movable Equipment | $635,135 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $767,556 |
| Long-Term Investments | |
|---|---|
| Other Assets | $25,484 |
| Total Other Assets | $25,484 |
| Total Assets | $981,550 |
| Accounts Payable | $63,447 |
|---|---|
| Salaries & Wages Payable | $55,486 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-19,066 |
| Total Current Liabilities | $99,866 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $461 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,473 |
| Total Long-Term Liabilities | $2,934 |
| Total Liabilities | $102,800 |
| General Fund Balance | $878,750 |
|---|---|
| Total Fund Balances | $878,750 |
| Total Liabilities & Equity | $981,550 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $87,578 |
| DRG (Post-Oct 1) | $32,421 |
| Outlier Payments | |
| DSH Adjustment | $8,364 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $112,290 |
| Total IME Payments | $10,843 |
| Inpatient Revenue | $3,605,924 |
|---|---|
| Outpatient Revenue | $3,263,771 |
| Total Patient Revenue | $6,869,695 |
| Contractual Allowances & Discounts | $5,151,067 |
| Net Patient Revenue | $1,718,628 |
| Total Operating Expenses | $1,915,419 |
| Net Service Income | $-196,791 |
| Other Income | $158,980 |
| Total Income | $-37,811 |
| Other Expenses | |
| Net Income | $-37,811 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $203,442 |
| Medicaid Charges | $1,685,625 |
| Net CHIP Revenue | $1,235 |
| CHIP Charges | $3,842 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | Yes--In Process of Replacing |