Located at 7007 Powers Boulevard in Parma, Ohio, University Hospitals Parma Medical Center is a 332-bed acute care hospital that has been serving the residents of Parma, Brooklyn, Seven Hills, North Royalton, and surrounding communities for over 60 years. As part of the University Hospitals system, we offer advanced medical technologies and employ over 500 physicians in more than 30 specialties, including emergency medicine, heart and vascular care, cancer care through the University Hospitals Seidman Cancer Center, and orthopedics. Recognized nationally for our orthopedic program and cardiovascular outcomes, and rated five stars by CMS, we are committed to delivering exceptional, patient-centered care close to home. Our services extend beyond the main hospital to include four medical buildings and satellite facilities, ensuring comprehensive healthcare is readily accessible.
| Hospital Name | University Hospitals Parma Medical Center |
|---|---|
| Facility ID | 360041 |
| Address | 7007 POWERS BOULEVARD |
|---|---|
| City/Town | Parma |
| State | OH |
| ZIP Code | 44129 |
| County/Parish | CUYAHOGA |
| Health System | University Hospitals |
|---|---|
| Health System Website Domain | uhhospitals.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 13 |
|---|---|
| Health System Total Beds | 3443 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | University Hospitals |
| Emergency Services | No |
James Hill has served as Chief Operating Officer at University Hospitals Parma Medical Center. [5, 12, 17] He previously held the dual role of CMO and COO. [5] He is a practicing anesthesiologist and worked in the ICU. [6] He is an Assistant Professor in the Department of Anesthesiology and Perioperative Medicine at Case Western Reserve University's School of Medicine. [6] He has mentored medical residents and fellows and has two patents. [6] He lives in Independence, the hometown of his wife. [6]
Christopher J. Dussel was promoted to Chief Medical Officer at University Hospitals Parma Medical Center in 2022. [5, 7] He previously served as Associate Chief Medical Officer. [5] He was the Medical Director of Emergency Medical Services since June 2019, overseeing operations of the Emergency Department and EMS in eight cities under the hospital's medical control. [5] He also oversaw the EMS Education Program. [5] He is a practicing emergency medicine physician. [5] Prior to joining University Hospitals, he held leadership roles at Summa Health System. [5] He earned his medical degree from Northeast Ohio Universities College of Medicine (NEOMED) and completed his Emergency Medicine Residency at Summa Health System. [5] He earned his MBA from Youngstown State University and is a Fellow of the American College of Healthcare Executives (FACHE). [5, 8] He lives in Portage County on a working farm. [5]
Yvonne Moon was selected as the new Chief Nursing Officer at University Hospitals Parma Medical Center in 2024. [12, 17] She was promoted from Chief Nursing Officer of UH's two easternmost hospitals. [12, 17] She has spent 14 years as a nurse leader at UH Conneaut and Geneva medical centers, serving as CNO of both for three years. [12, 17] She began her UH career as an Emergency Department nurse at UH Geneva Medical Center. [12, 17] She has a master's degree in Healthcare Administration and a bachelor's degree in Nursing from Ohio University. [12, 17] She is a certified gerontological nurse and is pursuing her doctorate in Nursing Practice. [12, 17]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 309 |
|---|
| FTE Employees on Payroll | 1011.52 |
|---|---|
| FTE Interns & Residents | 30.13 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 10738 |
| Inpatient Days (Title XIX) | 949 |
| Total Inpatient Days | 34710 |
| Bed Count | 190 |
| Available Bed Days | 69350 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2584 |
| Discharges (Title XIX) | 208 |
| Total Discharges | 7987 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 9031 |
| Inpatient Days (Title XIX; Adults & Peds) | 717 |
| Total Inpatient Days (Adults & Peds) | 28587 |
| Bed Count (Adults & Peds) | 158 |
| Available Bed Days (Adults & Peds) | 57670 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2584 |
| Discharges (Title XIX; Adults & Peds) | 208 |
| Total Discharges (Adults & Peds) | 7987 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | 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 | 68% |
|---|
| 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 | 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) | 197 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -7.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -16.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 13.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.8 |
| Readmission Score Rate of Readmission for CABG | 11.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 6.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.6 |
| 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) | 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 | 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) | 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) | 0.183 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.213 |
| SSI SIR (Standardized Infection Ratio) | 0.523 |
| CDI SIR (Standardized Infection Ratio) | 0.414 |
| MRSA SIR (Standardized Infection Ratio) | 0.223 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $5,252 |
|---|---|
| Bad Debt Expense | $4,322 |
| Uncompensated Care Cost | $6,284 |
| Total Uncompensated Care | $18,477 |
| Total Salaries | $69,307 |
|---|---|
| Overhead Expenses (Non-Salary) | $145,902 |
| Depreciation Expense | $17,854 |
| Total Operating Costs | $196,039 |
| Inpatient Charges | $385,818 |
|---|---|
| Outpatient Charges | $457,117 |
| Total Patient Charges | $842,935 |
| Core Wage Costs | $15,624 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $69,307 |
| Contract Labor (Patient Care) | $9,282 |
| Wage Costs (Part A Teaching) | $25 |
| Wage Costs (Interns & Residents) | $283 |
| Cash & Bank Balances | $674 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $85,322 |
| Allowance for Doubtful Accounts | $-59,770 |
| Inventory | $4,980 |
| Prepaid Expenses | $554 |
| Other Current Assets | $504 |
| Total Current Assets | $33,280 |
| Land Value | $5,307 |
|---|---|
| Land Improvements Value | $4,781 |
| Building Value | $107,589 |
| Leasehold Improvements | |
| Fixed Equipment Value | $77 |
| Major Movable Equipment | $37,410 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $99,439 |
| Long-Term Investments | $7,920 |
|---|---|
| Other Assets | $974 |
| Total Other Assets | $8,893 |
| Total Assets | $141,612 |
| Accounts Payable | $11,720 |
|---|---|
| Salaries & Wages Payable | $420 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $630 |
| Total Current Liabilities | $27,247 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $169 |
| Total Long-Term Liabilities | $169 |
| Total Liabilities | $27,416 |
| General Fund Balance | $114,196 |
|---|---|
| Total Fund Balances | $114,196 |
| Total Liabilities & Equity | $141,612 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,520 |
| DRG (Post-Oct 1) | $6,382 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $28,274 |
| Total IME Payments | $1,482 |
| Inpatient Revenue | $385,818 |
|---|---|
| Outpatient Revenue | $462,749 |
| Total Patient Revenue | $848,567 |
| Contractual Allowances & Discounts | $658,304 |
| Net Patient Revenue | $190,263 |
| Total Operating Expenses | $215,209 |
| Net Service Income | $-24,946 |
| Other Income | $3,478 |
| Total Income | $-21,468 |
| Other Expenses | $25 |
| Net Income | $-21,493 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $11,289 |
| Medicaid Charges | $100,969 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |