UAB Callahan Eye Hospital, located at 1720 University Boulevard in Birmingham, Alabama, is a world-renowned facility dedicated to preserving and restoring vision. As one of the nation's busiest eye care centers and the only Level 1 Ocular Trauma Center in the U.S. with a 24/7 eye emergency department, we offer comprehensive services ranging from routine eye exams to advanced surgical procedures. Our expert UAB ophthalmologists utilize state-of-the-art technology and groundbreaking research to provide award-winning patient care. With 16 dedicated operating rooms and a commitment to innovation, UAB Callahan Eye is transforming the future of eye care and addressing the world's blinding diseases.
| Hospital Name | UAB Callahan Eye Hospital |
|---|---|
| Facility ID | 010018 |
| Address | 1720 UNIVERSITY BLVD STE 305 |
|---|---|
| City/Town | Birmingham |
| State | AL |
| ZIP Code | 35233 |
| County/Parish | JEFFERSON |
| Health System | UAB Health System |
|---|---|
| Health System Website Domain | uabmedicine.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 2599 |
| Health System Hospital Locations | Alabama |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UAB Health System |
| Emergency Services | Yes |
Jarrod Johnson has been named the chief executive officer of UAB Callahan Eye as of October 1, 2024. [2, 3] He has over 25 years of experience in the health care industry. [2, 3, 6, 9] Prior to joining UAB, Johnson served as president of UPMC Carlisle in Pennsylvania, where he focused on recruitment efforts, expanding service lines, and improving patient access while reducing lengths of stay. [2, 6, 9] He previously held the position of chief operating officer of Cook County Health System in Chicago, Illinois. [2, 3, 6] His background also includes roles at Erie County Medical Center in Buffalo, New York; Brooks Memorial Hospital in Dunkirk, New York; Optim Health System in Savannah, Georgia; UK King's Daughters Medical Center in Ashland, Kentucky; and Alegent Health (now CHI Health) in Omaha, Nebraska. [2, 6, 9] Johnson holds a bachelor's degree in economics from Lehigh University and an MBA with a concentration in health care administration from Howard University. [2, 3, 6] He also has a certificate in managing health care delivery from Harvard University. [2, 6]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 106 |
|---|
| FTE Employees on Payroll | 264.42 |
|---|---|
| FTE Interns & Residents | 7.26 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 72 |
| Inpatient Days (Title XIX) | 17 |
| Total Inpatient Days | 363 |
| Bed Count | 6 |
| Available Bed Days | 2190 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 27 |
| Discharges (Title XIX) | 8 |
| Total Discharges | 140 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 72 |
| Inpatient Days (Title XIX; Adults & Peds) | 17 |
| Total Inpatient Days (Adults & Peds) | 363 |
| Bed Count (Adults & Peds) | 6 |
| Available Bed Days (Adults & Peds) | 2190 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 27 |
| Discharges (Title XIX; Adults & Peds) | 8 |
| Total Discharges (Adults & Peds) | 140 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | NA |
| 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 | 96% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| 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 | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| 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) | 110 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Number of Cases Too Small |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,083 |
|---|---|
| Bad Debt Expense | $5,081 |
| Uncompensated Care Cost | $2,235 |
| Total Uncompensated Care | $2,235 |
| Total Salaries | $25,285 |
|---|---|
| Overhead Expenses (Non-Salary) | $66,417 |
| Depreciation Expense | $5,615 |
| Total Operating Costs | $49,432 |
| Inpatient Charges | $3,220 |
|---|---|
| Outpatient Charges | $222,391 |
| Total Patient Charges | $225,611 |
| Core Wage Costs | $3,255 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $25,285 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12,138 |
|---|---|
| Short-Term Investments | $11,477 |
| Notes Receivable | |
| Accounts Receivable | $38,706 |
| Allowance for Doubtful Accounts | $-29,814 |
| Inventory | $2,280 |
| Prepaid Expenses | $655 |
| Other Current Assets | $4,848 |
| Total Current Assets | $42,526 |
| Land Value | $3,145 |
|---|---|
| Land Improvements Value | $128 |
| Building Value | $58,151 |
| Leasehold Improvements | |
| Fixed Equipment Value | $10,320 |
| Major Movable Equipment | $48,187 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $41,552 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $84,078 |
| Accounts Payable | $5,218 |
|---|---|
| Salaries & Wages Payable | $1,973 |
| Payroll Taxes Payable | $182 |
| Short-Term Debt | $1,536 |
| Deferred Revenue | $1,345 |
| Other Current Liabilities | |
| Total Current Liabilities | $10,253 |
| Mortgage Debt | $28,243 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $28,243 |
| Total Liabilities | $38,497 |
| General Fund Balance | $45,582 |
|---|---|
| Total Fund Balances | $45,582 |
| Total Liabilities & Equity | $84,078 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $175 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $124 |
| Total IME Payments | $82 |
| Inpatient Revenue | $3,220 |
|---|---|
| Outpatient Revenue | $296,195 |
| Total Patient Revenue | $299,416 |
| Contractual Allowances & Discounts | $206,980 |
| Net Patient Revenue | $92,436 |
| Total Operating Expenses | $91,702 |
| Net Service Income | $734 |
| Other Income | $1,993 |
| Total Income | $2,727 |
| Other Expenses | $1,449 |
| Net Income | $1,277 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,407 |
| Medicaid Charges | $9,861 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |