UTMB Health, located at 301 University Boulevard in Galveston, TX, is a leading academic health center dedicated to improving health through education, research, and patient care. Founded in 1891, UTMB offers world-class healthcare services with a rich history of medical innovation and excellence. Our Galveston campus includes a major teaching hospital, specialized clinics, and a Level I trauma center, serving both local residents and visitors. UTMB is committed to advancing health in the community and beyond, making it a cornerstone of the island's medical and academic landscape. Experience compassionate care and cutting-edge treatments at UTMB Health.
| Hospital Name | UTMB Health |
|---|---|
| Facility ID | 450018 |
| Address | 301 UNIVERSITY BOULEVARD |
|---|---|
| City/Town | Galveston |
| State | TX |
| ZIP Code | 77555 |
| County/Parish | GALVESTON |
| Health System | Independent |
|---|---|
| Health System Website Domain | utsystem.edu |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 740 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - State |
| Ownership Details | The University of Texas Medical Branch |
| Emergency Services | Yes |
Physician-researcher.
Now also incorporating inpatient services into his responsibilities.
Remains senior vice president and chief medical and clinical innovation officer, will now supervise nursing services.
Currently senior vice president and dean for the UTMB School of Nursing. Will also serve as chief integration officer, helping coordinate and implement processes throughout the system.
A former executive at Mount Sinai Health System and Rush University.
Professor & Chair, ad interim, Department of Internal Medicine Vice President and Chief Transformation Officer Professor of Cardiovascular Medicine. Formerly medical director at the University of Michigan's Frankel Cardiovascular Center Clinics.
Most recently served as vice chair for innovation at Rush University's Department of Internal Medicine. Worked with Dr. Reiser since the two met at Harvard Medical School.
Before joining UTMB, served as chief operating officer at Denver Health and Hospital Authority in Colorado. Received a Bachelor of Science degree from Auburn University, an MBA at Emory University and a Doctor of Science from the University of Alabama at Birmingham.
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PhD.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 740 |
|---|
| FTE Employees on Payroll | 5319.34 |
|---|---|
| FTE Interns & Residents | 572.91 |
| Inpatient Days (Title V) | 8352 |
|---|---|
| Inpatient Days (Title XVIII) | 24365 |
| Inpatient Days (Title XIX) | 6231 |
| Total Inpatient Days | 191716 |
| Bed Count | 819 |
| Available Bed Days | 296943 |
| Discharges (Title V) | 2663 |
| Discharges (Title XVIII) | 4804 |
| Discharges (Title XIX) | 2309 |
| Total Discharges | 38422 |
| Inpatient Days (Title V; Adults & Peds) | 903 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 20377 |
| Inpatient Days (Title XIX; Adults & Peds) | 5899 |
| Total Inpatient Days (Adults & Peds) | 132461 |
| Bed Count (Adults & Peds) | 617 |
| Available Bed Days (Adults & Peds) | 223103 |
| Discharges (Title V; Adults & Peds) | 2663 |
| Discharges (Title XVIII; Adults & Peds) | 4804 |
| Discharges (Title XIX; Adults & Peds) | 2309 |
| Total Discharges (Adults & Peds) | 38422 |
| Care Quality Stengths | Average overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. |
|---|---|
| Care Quality Concerns | 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 attacks so that patients don't have to come back to the hospital. 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. Hospital does not do a good job of treating conditions like pneumonia 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 | 73% |
|---|
| 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 | 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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) | 184 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 22.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 26.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 23 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.8 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 16.9 |
| Readmission Score Rate of Readmission for CABG | 11.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| 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 | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average 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 | Worse 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 | Worse 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.085 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.856 |
| SSI SIR (Standardized Infection Ratio) | 0.808 |
| CDI SIR (Standardized Infection Ratio) | 0.608 |
| MRSA SIR (Standardized Infection Ratio) | 1.406 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $68,102 |
|---|---|
| Bad Debt Expense | $66,412 |
| Uncompensated Care Cost | $85,445 |
| Total Uncompensated Care | $91,057 |
| Total Salaries | $1,359,864 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,398,108 |
| Depreciation Expense | $183,630 |
| Total Operating Costs | $1,804,400 |
| Inpatient Charges | $2,093,636 |
|---|---|
| Outpatient Charges | $4,923,494 |
| Total Patient Charges | $7,017,130 |
| Core Wage Costs | $263,033 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $1,359,864 |
| Contract Labor (Patient Care) | $27,596 |
| Wage Costs (Part A Teaching) | $6,760 |
| Wage Costs (Interns & Residents) | $11,851 |
| Cash & Bank Balances | $85,769 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $266,274 |
| Allowance for Doubtful Accounts | |
| Inventory | $45,807 |
| Prepaid Expenses | |
| Other Current Assets | $32,317 |
| Total Current Assets | $496,406 |
| Land Value | $42,168 |
|---|---|
| Land Improvements Value | $416,569 |
| Building Value | $2,792,537 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $1,089,848 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $2,020,291 |
| Long-Term Investments | $664,549 |
|---|---|
| Other Assets | $1,151,880 |
| Total Other Assets | $1,816,429 |
| Total Assets | $4,333,126 |
| Accounts Payable | $232,772 |
|---|---|
| Salaries & Wages Payable | $57,227 |
| Payroll Taxes Payable | |
| Short-Term Debt | $250,793 |
| Deferred Revenue | $78,011 |
| Other Current Liabilities | $175,289 |
| Total Current Liabilities | $794,092 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $148,538 |
| Total Long-Term Liabilities | $148,538 |
| Total Liabilities | $942,630 |
| General Fund Balance | $186,722 |
|---|---|
| Total Fund Balances | $3,390,496 |
| Total Liabilities & Equity | $4,333,126 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,004 |
| DRG (Post-Oct 1) | $54,335 |
| Outlier Payments | |
| DSH Adjustment | $2,587 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $79,863 |
| Total IME Payments | $19,326 |
| Inpatient Revenue | $2,093,651 |
|---|---|
| Outpatient Revenue | $2,888,441 |
| Total Patient Revenue | $4,982,092 |
| Contractual Allowances & Discounts | $3,789,591 |
| Net Patient Revenue | $1,192,502 |
| Total Operating Expenses | $1,549,050 |
| Net Service Income | $-356,549 |
| Other Income | $473,539 |
| Total Income | $116,991 |
| Other Expenses | $2,961 |
| Net Income | $114,030 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $251,671 |
| Medicaid Charges | $803,973 |
| Net CHIP Revenue | $5,390 |
| CHIP Charges | $33,361 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |