Located in the heart of Las Vegas at 1800 W Charleston Blvd, University Medical Center (UMC) is Nevada's premier academic medical center and the anchor hospital of the Las Vegas Medical District. As the region's only Level I Trauma Center, Designated Pediatric Trauma Center, Burn Care Center, and Center for Transplantation, UMC offers the highest level of specialized care in the state. With a commitment to patient-centered service and cutting-edge technology, UMC has been serving Southern Nevada since 1931. Trust Nevada's highest level of care—choose UMC.
| Hospital Name | University Medical Center |
|---|---|
| Facility ID | 290007 |
| Address | 1800 W CHARLESTON BLVD |
|---|---|
| City/Town | Las Vegas |
| State | NV |
| ZIP Code | 89102 |
| County/Parish | CLARK |
| Health System | Independent |
|---|---|
| Health System Website Domain | clarkcountynv.gov |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 541 |
| Health System Hospital Locations | Nevada |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Clark County, Nevada |
| Emergency Services | Yes |
Mason Van Houweling serves as the Chief Executive Officer of UMC, providing leadership to a diverse team of 4,000 employees who dedicate their careers to delivering Nevada's highest level of care. [9] While guiding Nevada's most respected academic medical center and its 17 off-site clinic locations, Mason’s strategic vision supports the organization's ability to save and improve the lives of community members. [9] UMC remains dedicated to offering exclusive and highly specialized services, including Nevada's only Level I Trauma Center, only Designated Pediatric Trauma Center, only Burn Care Center and only Center for Transplantation. [9] He was appointed Chief Executive Officer of University Medical Center of Southern Nevada in December of 2014 and served as UMC's Chief Operating Officer prior to his appointment. [13] Responsible for the direction of all strategic, clinical and administrative services at Quantinary Academic Center, Primary Care, and Urgent Care Centers of UMC. [13] Provides policy guidance and program evaluation to management and elected officials; encourages and facilitates consistent improvement in the provision of services to customers by staff; fosters cooperative working relationships with intergovernmental and regulatory agencies, public and private organizations, and UMC staff. [13] Mason brings twenty two years of healthcare experience in both not for profit and for profit settings to UMC, from small community hospitals to those with more than 1,000 beds. [13] Mason has a proven track record of balancing the financial performance of a hospital while providing uncompromised patient care. [13] He has implemented programs for Physician loyalty, improving employee engagement, quality, streamline billing practices, and improve HCAHPS scores. [13] Mason's hospital administration career began at Orlando Regional Medical Center, and continued to progress with Tenet Healthcare, Carolinas Healthcare System and Universal Healthcare. [13] Most recently Mason was Senior Leader to Spring Valley and Valley Hospitals in Las Vegas, Nevada. [13] All the while, Mason continues to serve as a Healthcare Administrator in the Air Force Reserves as a Lieutenant Colonel. [9, 13] As a result of his commitment to innovation, UMC now offers the most advanced surgical technology in Nevada and the state's only pediatric robotic surgery program. [9]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | Yes |
| Licensed Beds | 541 |
|---|
| FTE Employees on Payroll | 3664.8 |
|---|---|
| FTE Interns & Residents | 190.16 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 23390 |
| Inpatient Days (Title XIX) | 25807 |
| Total Inpatient Days | 161248 |
| Bed Count | 537 |
| Available Bed Days | 196576 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2935 |
| Discharges (Title XIX) | 4238 |
| Total Discharges | 24871 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17818 |
| Inpatient Days (Title XIX; Adults & Peds) | 18401 |
| Total Inpatient Days (Adults & Peds) | 114140 |
| Bed Count (Adults & Peds) | 379 |
| Available Bed Days (Adults & Peds) | 138783 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2935 |
| Discharges (Title XIX; Adults & Peds) | 4238 |
| Total Discharges (Adults & Peds) | 24871 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| 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 | 58% |
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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 | 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) | 219 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 65 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 1.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.8 |
| 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 | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | 10.6 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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) | 1.067 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.211 |
| SSI SIR (Standardized Infection Ratio) | 2.093 |
| CDI SIR (Standardized Infection Ratio) | 0.455 |
| MRSA SIR (Standardized Infection Ratio) | 1.194 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $29,793 |
|---|---|
| Bad Debt Expense | $158,464 |
| Uncompensated Care Cost | $56,780 |
| Total Uncompensated Care | $69,306 |
| Total Salaries | $359,713 |
|---|---|
| Overhead Expenses (Non-Salary) | $502,264 |
| Depreciation Expense | $29,244 |
| Total Operating Costs | $714,900 |
| Inpatient Charges | $2,861,204 |
|---|---|
| Outpatient Charges | $1,379,781 |
| Total Patient Charges | $4,240,986 |
| Core Wage Costs | $110,988 |
|---|---|
| Wage Costs (RHC/FQHC) | $2,156 |
| Adjusted Salaries | $359,713 |
| Contract Labor (Patient Care) | $40,072 |
| Wage Costs (Part A Teaching) | $10 |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $115,622 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $691,084 |
| Allowance for Doubtful Accounts | $-334,775 |
| Inventory | $15,820 |
| Prepaid Expenses | $6,070 |
| Other Current Assets | |
| Total Current Assets | $504,958 |
| Land Value | $10,205 |
|---|---|
| Land Improvements Value | $4,846 |
| Building Value | $267,036 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $330,955 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $213,305 |
| Long-Term Investments | |
|---|---|
| Other Assets | $42,082 |
| Total Other Assets | $42,264 |
| Total Assets | $760,528 |
| Accounts Payable | $65,307 |
|---|---|
| Salaries & Wages Payable | $50,807 |
| Payroll Taxes Payable | |
| Short-Term Debt | $6,565 |
| Deferred Revenue | |
| Other Current Liabilities | $25,390 |
| Total Current Liabilities | $148,070 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $39,716 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $760,529 |
| Total Long-Term Liabilities | $800,245 |
| Total Liabilities | $948,315 |
| General Fund Balance | $-189,947 |
|---|---|
| Total Fund Balances | $-187,787 |
| Total Liabilities & Equity | $760,528 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,185 |
| DRG (Post-Oct 1) | $31,698 |
| Outlier Payments | |
| DSH Adjustment | $3,451 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $60,250 |
| Total IME Payments | $6,054 |
| Inpatient Revenue | $2,910,432 |
|---|---|
| Outpatient Revenue | $1,526,359 |
| Total Patient Revenue | $4,436,790 |
| Contractual Allowances & Discounts | $3,587,809 |
| Net Patient Revenue | $848,981 |
| Total Operating Expenses | $861,977 |
| Net Service Income | $-12,996 |
| Other Income | $49,628 |
| Total Income | $36,632 |
| Other Expenses | $46 |
| Net Income | $36,586 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $92,736 |
| Medicaid Charges | $1,468,286 |
| Net CHIP Revenue | $200 |
| CHIP Charges | $3,944 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |