Baptist Health Louisville, located at 4000 Kresge Way, is a leading 519-bed hospital providing a wide range of healthcare services to the Louisville community. As a Magnet-designated hospital, we are recognized for excellence in nursing and patient care. Our comprehensive services include advanced heart and stroke care, cancer treatment through the Charles and Mimi Osborn Cancer Center, and specialized women's health services with private maternity rooms. We are dedicated to clinical excellence and providing the highest quality and safest care possible. Baptist Health Louisville is proud to be recognized as a top hospital in the Louisville metro area.
| Hospital Name | Baptist Health Louisville |
|---|---|
| Facility ID | 180130 |
| Address | 4000 KRESGE WAY |
|---|---|
| City/Town | Louisville |
| State | KY |
| ZIP Code | 40207 |
| County/Parish | JEFFERSON |
| Health System | Baptist Health (KY) |
|---|---|
| Health System Website Domain | baptisthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 2152 |
| Health System Hospital Locations | Indiana and Kentucky |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Baptist Health |
| Emergency Services | Yes |
Began his role on July 17, 2023. He previously served as chief operations and physician executive at Gulf Coast Medical Center in Ft. Myers, Florida, for six years. Velez has 19 years of progressive administrative experience and is known for his talent for bringing people together to share ideas collaboratively to foster better decision-making. He combined his computer science skills with his desire to become a physician. He began his healthcare career in Colorado Springs, Colorado, where he spent 11 years as an emergency medicine physician. The University of Pennsylvania School of Medicine graduate received his bachelor's degree in computer science. He was a chief software engineer for a Massachusetts company for two years while an undergraduate at the University of Vermont. While still working in the ER, Dr. Velez began his crossover to administrative roles melding his information technology and medicine backgrounds. In 2007, he joined Memorial Health System in Colorado Springs as its chief medical information officer after working on an electronic health record project with the system.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 519 |
|---|
| FTE Employees on Payroll | 2710.58 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 40669 |
| Inpatient Days (Title XIX) | 1497 |
| Total Inpatient Days | 113381 |
| Bed Count | 454 |
| Available Bed Days | 165954 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 8122 |
| Discharges (Title XIX) | 225 |
| Total Discharges | 24083 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 37156 |
| Inpatient Days (Title XIX; Adults & Peds) | 1104 |
| Total Inpatient Days (Adults & Peds) | 92701 |
| Bed Count (Adults & Peds) | 404 |
| Available Bed Days (Adults & Peds) | 147704 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 8122 |
| Discharges (Title XIX; Adults & Peds) | 225 |
| Total Discharges (Adults & Peds) | 24083 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. 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 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. 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% |
|---|
| 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 | Worse Than National Average |
| Mortality Group – Death Rate for Stroke Patients | Worse Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | Worse 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) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -18.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -17.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.1 |
| Readmission Score Rate of Readmission for CABG | 9.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average 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 | 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 | Better 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) | 1.141 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.604 |
| SSI SIR (Standardized Infection Ratio) | 1.404 |
| CDI SIR (Standardized Infection Ratio) | 0.414 |
| MRSA SIR (Standardized Infection Ratio) | 0.814 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $3,282 |
|---|---|
| Bad Debt Expense | $26,891 |
| Uncompensated Care Cost | $7,024 |
| Total Uncompensated Care | $7,682 |
| Total Salaries | $215,510 |
|---|---|
| Overhead Expenses (Non-Salary) | $510,038 |
| Depreciation Expense | $18,532 |
| Total Operating Costs | $615,345 |
| Inpatient Charges | $1,840,885 |
|---|---|
| Outpatient Charges | $2,810,981 |
| Total Patient Charges | $4,651,866 |
| Core Wage Costs | $48,503 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $215,510 |
| Contract Labor (Patient Care) | $47,214 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $578,969 |
| Allowance for Doubtful Accounts | $-491,020 |
| Inventory | $14,696 |
| Prepaid Expenses | |
| Other Current Assets | $27,193 |
| Total Current Assets | $129,842 |
| Land Value | $9,129 |
|---|---|
| Land Improvements Value | $11,845 |
| Building Value | $322,846 |
| Leasehold Improvements | $856 |
| Fixed Equipment Value | $70,229 |
| Major Movable Equipment | $228,988 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $264,516 |
| Long-Term Investments | |
|---|---|
| Other Assets | $-69,357 |
| Total Other Assets | $-69,357 |
| Total Assets | $325,001 |
| Accounts Payable | $12,244 |
|---|---|
| Salaries & Wages Payable | $1 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $16,251 |
| Total Current Liabilities | $28,496 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $256,829 |
| Total Long-Term Liabilities | $256,829 |
| Total Liabilities | $285,325 |
| General Fund Balance | $39,675 |
|---|---|
| Total Fund Balances | $39,675 |
| Total Liabilities & Equity | $325,001 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,989 |
| DRG (Post-Oct 1) | $79,832 |
| Outlier Payments | |
| DSH Adjustment | $1,146 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $1,843,832 |
|---|---|
| Outpatient Revenue | $2,810,981 |
| Total Patient Revenue | $4,654,812 |
| Contractual Allowances & Discounts | $3,977,706 |
| Net Patient Revenue | $677,107 |
| Total Operating Expenses | $725,548 |
| Net Service Income | $-48,441 |
| Other Income | $37,825 |
| Total Income | $-10,616 |
| Other Expenses | |
| Net Income | $-10,616 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $58,537 |
| Medicaid Charges | $447,508 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |