Ochsner Medical Center - New Orleans, located at 1516 Jefferson Highway, is your complete and convenient healthcare destination in the region. As part of Ochsner Health, the leading nonprofit healthcare provider in the Gulf South, we are dedicated to providing personalized, world-class care with a focus on evidence-based medicine and innovative research. Ochsner Medical Center - New Orleans has been named the Best Hospital in Louisiana for 13 consecutive years by U.S. News & World Report. Our expert teams collaborate across specialties to manage even the most complex conditions, ensuring improved communication, outcomes, and patient satisfaction. We have also earned Magnet designation four times, placing us in the top 1% of hospitals across the U.S.
| Hospital Name | Ochsner Medical Center - New Orleans |
|---|---|
| Facility ID | 190036 |
| Address | 1516 JEFFERSON HWY |
|---|---|
| City/Town | New Orleans |
| State | LA |
| ZIP Code | 70121 |
| County/Parish | JEFFERSON |
| Health System | Ochsner Health |
|---|---|
| Health System Website Domain | ochsner.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 19 |
|---|---|
| Health System Total Beds | 3282 |
| Health System Hospital Locations | Louisiana and Mississippi |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Ochsner Health |
| Emergency Services | Yes |
Beth Walker was named the Chief Executive Officer of Ochsner Medical Center – New Orleans, located at 1514 Jefferson Highway, effective September 23, 2024. [3, 5] Previously, she served as CEO of Ochsner Baptist since 2019, where her leadership was instrumental in maintaining a best-in-class patient experience and fostering operational excellence. [3, 5] She is the first female CEO of Ochsner Medical Center. [5] Walker previously served as COO of the ambulatory clinics at Ochsner Medical Center. [5] She holds degrees from Ohio University and The Ohio State University. [5] She is a graduate of GE's Health Management Academy Fellowship, a Fellow of the American College of Healthcare Executives (FACHE), and a certified Dare To Lead facilitator. [5] She has been recognized by Modern Healthcare as an “Up and Comer” and by Becker's Hospital Review as a “Rising Star: 25 Healthcare Leaders Under 40,” and on their list of “Women Hospitals and Healthcare Systems Need to Know.” [5] Walker is active in the community, serving on the board of directors for organizations including the Young Presidents' Organization (YPO), Discovery Health Sciences Foundation, and the Jefferson Chamber of Commerce. [5]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 952 |
|---|
| FTE Employees on Payroll | 10058.4 |
|---|---|
| FTE Interns & Residents | 360.62 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 35445 |
| Inpatient Days (Title XIX) | 2218 |
| Total Inpatient Days | 241989 |
| Bed Count | 1024 |
| Available Bed Days | 373760 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5663 |
| Discharges (Title XIX) | 230 |
| Total Discharges | 38730 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 24983 |
| Inpatient Days (Title XIX; Adults & Peds) | 1418 |
| Total Inpatient Days (Adults & Peds) | 145633 |
| Bed Count (Adults & Peds) | 794 |
| Available Bed Days (Adults & Peds) | 289810 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5663 |
| Discharges (Title XIX; Adults & Peds) | 230 |
| Total Discharges (Adults & Peds) | 38730 |
| Care Quality Stengths | Average overall patient satisfaction. 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. |
| 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 | 72% |
|---|
| 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 | Worse 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) | 171 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 5.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 16.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 10.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | 10.3 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| 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) | Better 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 | Better 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.745 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.255 |
| SSI SIR (Standardized Infection Ratio) | 0.915 |
| CDI SIR (Standardized Infection Ratio) | 0.343 |
| MRSA SIR (Standardized Infection Ratio) | 0.750 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $9,341 |
|---|---|
| Bad Debt Expense | $42,246 |
| Uncompensated Care Cost | $21,105 |
| Total Uncompensated Care | $21,552 |
| Total Salaries | $654,551 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,643,336 |
| Depreciation Expense | $116,649 |
| Total Operating Costs | $1,849,061 |
| Inpatient Charges | $2,663,753 |
|---|---|
| Outpatient Charges | $4,128,569 |
| Total Patient Charges | $6,792,322 |
| Core Wage Costs | $128,671 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $763,097 |
| Contract Labor (Patient Care) | $182,835 |
| Wage Costs (Part A Teaching) | $3,458 |
| Wage Costs (Interns & Residents) | $4,727 |
| Cash & Bank Balances | $1,253 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $451,322 |
| Allowance for Doubtful Accounts | |
| Inventory | $48,977 |
| Prepaid Expenses | $7,067 |
| Other Current Assets | $42,732 |
| Total Current Assets | $570,949 |
| Land Value | $16,786 |
|---|---|
| Land Improvements Value | $35,685 |
| Building Value | $810,050 |
| Leasehold Improvements | $59,459 |
| Fixed Equipment Value | $303,786 |
| Major Movable Equipment | $670,235 |
| Minor Depreciable Equipment | $5,238 |
| Health IT Assets | |
| Total Fixed Assets | $678,808 |
| Long-Term Investments | $24,364 |
|---|---|
| Other Assets | $179,331 |
| Total Other Assets | $203,695 |
| Total Assets | $1,453,453 |
| Accounts Payable | $137,460 |
|---|---|
| Salaries & Wages Payable | $2,411 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $5,303 |
| Other Current Liabilities | $28,926 |
| Total Current Liabilities | $-1,427,731 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $134,603 |
| Total Long-Term Liabilities | $134,603 |
| Total Liabilities | $-1,293,127 |
| General Fund Balance | $2,746,580 |
|---|---|
| Total Fund Balances | $2,746,580 |
| Total Liabilities & Equity | $1,453,453 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $50,497 |
| DRG (Post-Oct 1) | $18,083 |
| Outlier Payments | |
| DSH Adjustment | $4,317 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $131,417 |
| Total IME Payments | $8,796 |
| Inpatient Revenue | $2,663,161 |
|---|---|
| Outpatient Revenue | $4,109,021 |
| Total Patient Revenue | $6,772,182 |
| Contractual Allowances & Discounts | $4,752,379 |
| Net Patient Revenue | $2,019,803 |
| Total Operating Expenses | $2,297,887 |
| Net Service Income | $-278,084 |
| Other Income | $483,582 |
| Total Income | $205,498 |
| Other Expenses | $-7,540 |
| Net Income | $213,038 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $365,122 |
| Medicaid Charges | $1,276,047 |
| Net CHIP Revenue | $2,205 |
| CHIP Charges | $9,743 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |