Experience exceptional care at University of Iowa Health Care Medical Center, located at 500 E Market Street in Iowa City. As Iowa's leading academic medical center, we offer advanced treatments, cutting-edge research, and comprehensive medical education. Our expert team provides specialized care across a wide range of medical specialties. Discover innovative therapies and a commitment to patient well-being at University of Iowa Health Care.
| Hospital Name | University of Iowa Health Care Medical Center |
|---|---|
| Facility ID | 160029 |
| Address | 500 E MARKET STREET |
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| City/Town | Iowa City |
| State | IA |
| ZIP Code | 52245 |
| County/Parish | JOHNSON |
| Health System | University of Iowa Health Care |
|---|---|
| Health System Website Domain | uihc.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 3 |
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| Health System Total Beds | 1351 |
| Health System Hospital Locations | Iowa |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | University of Iowa Health Care |
| Emergency Services | Yes |
Oversees the operational, strategic, and financial performance of Iowa's largest hospital and the state's only tertiary and quaternary medical center. Also plays a key administrative role in advancing the organization's tripartite mission of medical education and training, biomedical research, and patient care and service. Previously served as chief financial officer (CFO) with Emory Healthcare and CFO and associate vice president of UI Health Care from 2018 until 2021. Also served as CEO of University of Virginia Physicians Group. Possesses more than 30 years of healthcare leadership experience. Earned BA and MBA degrees from Brigham Young University.
Has been chief medical officer of University of Iowa Health Care since July 2011. Works closely with other hospital leaders to improve value for the patients, faculty, and staff.
Was named associate director and chief pharmacy officer of University of Iowa Health Care in November 2012. In addition, he is associate dean for clinical education and associate professor (clinical) at the UI College of Pharmacy.
Joined University of Iowa Health Care in April 2021 as chief nurse executive (CNE). Previously served as interim CEO of UI Hospitals & Clinics and interim associate vice president for UI Health Care from March 2022 through November 2023. Has more than 30 years of health care management experience, including nearly 20 years collective experience at Cleveland Clinic and Mayo Clinic.
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Also serves as Senior Assistant Director, clinical enterprise, UI Health Care. Joined the Hospital Administration team in 1983. Is a Fellow in the American College of Healthcare Executives. Current responsibilities include various clinical departments. Has been instrumental in the strategic planning, operational management, and financial leadership for the North Liberty campus. Has over 40 years of experience at UI Health Care. Earned BSN and MHA degrees.
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Previously served as interim chief administrative officer for UI Health Care Stead Family Children's Hospital. Graduated with dual Masters of Business Administration and Health Administration degrees from the University of Iowa's Tippie College of Business and College of Public Health.
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Born and raised on a family farm in Iowa. Completed a dietetic internship at the University of Iowa. Held a management role in Food & Nutrition Services and an administrative fellowship. Served as director of support services for the clinical enterprise for 10 years, responsible for day-to-day operations of various support departments. Earned MHA, MPH, and RD credentials.
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Previously served as ACNO for the Adult Inpatient Divisions at the university campus. Has 17 years of experience as a nurse at UI Health Care, holding various staff and leadership positions. Is a co-leader of clinical planning for the North Liberty campus. Earned DNP, MBA, RN, NEA-BC, and CCRN credentials.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 234 |
|---|
| FTE Employees on Payroll | 641 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 1847 |
|---|---|
| Inpatient Days (Title XVIII) | 7132 |
| Inpatient Days (Title XIX) | 1517 |
| Total Inpatient Days | 20445 |
| Bed Count | 211 |
| Available Bed Days | 77015 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1718 |
| Discharges (Title XIX) | 243 |
| Total Discharges | 4751 |
| Inpatient Days (Title V; Adults & Peds) | 1480 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6604 |
| Inpatient Days (Title XIX; Adults & Peds) | 760 |
| Total Inpatient Days (Adults & Peds) | 17057 |
| Bed Count (Adults & Peds) | 197 |
| Available Bed Days (Adults & Peds) | 71905 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1718 |
| Discharges (Title XIX; Adults & Peds) | 243 |
| Total Discharges (Adults & Peds) | 4751 |
| 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. Patients report challenges the cleanliness of the hospital. |
| Nurse Communication – Star Rating | |
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| 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% |
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| 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 | |
| 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) | 152 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -9.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 15.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -1.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| 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 | 5.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.9 |
| 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) | 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 | 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 | Number of Cases Too Small |
| 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) | 1.669 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.430 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.486 |
| MRSA SIR (Standardized Infection Ratio) | 1.110 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $706 |
|---|---|
| Bad Debt Expense | $46 |
| Uncompensated Care Cost | $717 |
| Total Uncompensated Care | $9,265 |
| Total Salaries | $57,683 |
|---|---|
| Overhead Expenses (Non-Salary) | $127,560 |
| Depreciation Expense | $9,178 |
| Total Operating Costs | $161,267 |
| Inpatient Charges | $204,441 |
|---|---|
| Outpatient Charges | $436,511 |
| Total Patient Charges | $640,952 |
| Core Wage Costs | $11,444 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $57,683 |
| Contract Labor (Patient Care) | $16,018 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $18,792 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $191,509 |
| Allowance for Doubtful Accounts | $-161,994 |
| Inventory | $2,993 |
| Prepaid Expenses | $7,513 |
| Other Current Assets | |
| Total Current Assets | $245,865 |
| Land Value | $4,166 |
|---|---|
| Land Improvements Value | $733 |
| Building Value | $141,180 |
| Leasehold Improvements | |
| Fixed Equipment Value | $84,684 |
| Major Movable Equipment | $28,293 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $54,579 |
| Long-Term Investments | $22,887 |
|---|---|
| Other Assets | $5,369 |
| Total Other Assets | $28,256 |
| Total Assets | $328,700 |
| Accounts Payable | $18,986 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | $14,099 |
| Short-Term Debt | $72,553 |
| Deferred Revenue | $25 |
| Other Current Liabilities | $9,434 |
| Total Current Liabilities | $115,097 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $23,549 |
| Total Long-Term Liabilities | $23,549 |
| Total Liabilities | $138,646 |
| General Fund Balance | $190,054 |
|---|---|
| Total Fund Balances | $190,054 |
| Total Liabilities & Equity | $328,700 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $17,208 |
| Outlier Payments | |
| DSH Adjustment | $219 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $206,837 |
|---|---|
| Outpatient Revenue | $434,116 |
| Total Patient Revenue | $640,952 |
| Contractual Allowances & Discounts | $496,362 |
| Net Patient Revenue | $144,590 |
| Total Operating Expenses | $185,244 |
| Net Service Income | $-40,654 |
| Other Income | $10,410 |
| Total Income | $-30,244 |
| Other Expenses | $849 |
| Net Income | $-31,093 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,374 |
| Medicaid Charges | $75,202 |
| 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 |