Ochsner Medical Center - Kenner

Ochsner Medical Center - Kenner, located at 180 West Esplanade Avenue in Kenner, LA, provides award-winning care and a full range of services to meet your family's healthcare needs. Our services include 24-hour Level II emergency care, maternity and women's services, advanced outpatient diagnostics and therapy, and a renowned wound care and hyperbarics program. We are also home to one of the largest multidisciplinary neuroendocrine tumor programs in the United States, attracting patients from around the world. Schedule your same-day or next-day appointment today by calling 504-468-8600 or through MyOchsner!

Identifiers

Hospital Name Ochsner Medical Center - Kenner
Facility ID 190274

Location

Address 180 WEST ESPLANADE AVENUE
City/Town Kenner
State LA
ZIP Code 70065
County/Parish JEFFERSON

Health System

Health System Ochsner Health
Health System Website Domain ochsner.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 19
Health System Total Beds 3282
Health System Hospital Locations Louisiana and Mississippi

Ownership & Characteristics

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

Stephen Robinson Jr.

CEO, Ochsner Medical Center – Kenner and the River Region

NA

Thomas Rhodes

Chief Operating Officer of the River Region

Thomas Rhodes oversees Ochsner facilities in Kenner, LaPlace, Destrehan and Luling. He has over 20 years of experience in healthcare and 13 years of leadership experience. His previous roles include pulmonary service line director, director of rehab services, director of operations, and system chair of the pulmonary council for Houston Methodist Hospital System. Most recently, he was responsible for hospital operations at Houston Methodist West and Houston Methodist Continuing Care Hospitals. Rhodes earned a Master of Science degree in healthcare administration from Texas Tech University and a Bachelor of Science in clinic services management from Texas Tech Health Science Center. He is a fellow in the American College of Healthcare Executives and has served as an advisory board member for Houston Community College, PIMA Medical Institute, and Texas Southern University.

Jennifer Melton

Director of Women's Services and CHAMPS Team Leader at Ochsner Kenner

Jennifer Melton, BSN, RNC, IBCLC, is the Director of Women's Services and CHAMPS Team Leader at Ochsner Kenner. She was involved in Ochsner Kenner becoming Baby-Friendly designated.

Residency Programs

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

Capacity & Services

Licensed Beds 110

Staffing & Personnel

FTE Employees on Payroll 907.31
FTE Interns & Residents 36.8

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3350
Inpatient Days (Title XIX) 187
Total Inpatient Days 27188
Bed Count 115
Available Bed Days 41975
Discharges (Title V) NA
Discharges (Title XVIII) 752
Discharges (Title XIX) 41
Total Discharges 6188

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2851
Inpatient Days (Title XIX; Adults & Peds) 105
Total Inpatient Days (Adults & Peds) 20684
Bed Count (Adults & Peds) 94
Available Bed Days (Adults & Peds) 34310
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 752
Discharges (Title XIX; Adults & Peds) 41
Total Discharges (Adults & Peds) 6188

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional 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 does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital.

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 64%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 148

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 35.6
Readmission Score Hospital Return Days for Heart Failure Patients -7.6
Readmission Score Hospital Return Days for Pneumonia Patients -4.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.6
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 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.6
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
Readmission Group Hospital Return Days for Heart Attack Patients More Days Than Average 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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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 Not Available
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 Number of Cases Too Small
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) 0.204
CAUTI SIR (Standardized Infection Ratio) 0.423
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.169
MRSA SIR (Standardized Infection Ratio) 0.481

Fiscal Period

Fiscal Year Begin May 01, 2022
Fiscal Year End Apr 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,342
Bad Debt Expense $7,781
Uncompensated Care Cost $4,324
Total Uncompensated Care $4,324

Operating Expenses ($ thousands)

Total Salaries $64,427
Overhead Expenses (Non-Salary) $135,012
Depreciation Expense $9,363
Total Operating Costs $179,959

Charges ($ thousands)

Inpatient Charges $239,887
Outpatient Charges $486,664
Total Patient Charges $726,551

Wage-Related Details ($ thousands)

Core Wage Costs $13,887
Wage Costs (RHC/FQHC)
Adjusted Salaries $72,538
Contract Labor (Patient Care) $13,683
Wage Costs (Part A Teaching) $10
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $8
Short-Term Investments
Notes Receivable
Accounts Receivable $-6,433
Allowance for Doubtful Accounts
Inventory $4,294
Prepaid Expenses $379
Other Current Assets $1,946
Total Current Assets $2,171

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $106
Building Value $5,780
Leasehold Improvements $624
Fixed Equipment Value $1,519
Major Movable Equipment $43,651
Minor Depreciable Equipment $141
Health IT Assets
Total Fixed Assets $15,503

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $11,534
Total Other Assets $11,534
Total Assets $29,208

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $5,139
Salaries & Wages Payable $78
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $-17
Other Current Liabilities $1,802
Total Current Liabilities $-148,045

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $12,810
Total Long-Term Liabilities $12,810
Total Liabilities $-135,235

Balance Sheet – Equity ($ thousands)

General Fund Balance $164,444
Total Fund Balances $164,444
Total Liabilities & Equity $29,208

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $3,324
DRG (Post-Oct 1) $3,763
Outlier Payments
DSH Adjustment $377
Eligible DSH % $0
Simulated MC Payments $21,665
Total IME Payments $1,283

Revenue & Income Statement ($ thousands)

Inpatient Revenue $239,905
Outpatient Revenue $486,664
Total Patient Revenue $726,569
Contractual Allowances & Discounts $532,760
Net Patient Revenue $193,809
Total Operating Expenses $199,439
Net Service Income $-5,629
Other Income $5,917
Total Income $288
Other Expenses $-25
Net Income $313

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $37,537
Medicaid Charges $139,010
Net CHIP Revenue $1,739
CHIP Charges $6,670

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