**Overview:** University of Iowa Health Care Medical Center, located in Iowa City, is Iowa's only comprehensive academic medical center. We are dedicated to "Changing Medicine, Changing Lives" through world-class clinical care, innovative research, and exceptional medical education. Our expert team of physicians, nurses, and staff provides a wide range of specialized services for adults and children, from primary care to complex surgeries and transplants. Nationally recognized in multiple specialties, including ophthalmology and cancer care, we are committed to providing patient-centered care with compassion, accountability, respect, and excellence. Discover the difference at University of Iowa Health Care – where advanced medicine meets heartfelt care, and where we strive to improve the health of Iowans and communities beyond.
| Hospital Name | University of Iowa Health Care Medical Center |
|---|---|
| Facility ID | 160058 |
| Address | 200 HAWKINS DRIVE |
|---|---|
| City/Town | Iowa City |
| State | IA |
| ZIP Code | 52242 |
| County/Parish | JOHNSON |
| Health System | University of Iowa Health Care |
|---|---|
| Health System Website Domain | uihc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1351 |
| Health System Hospital Locations | Iowa |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - State |
| 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. Plays a key administrative role in advancing the organization's tripartite mission of medical education and training, biomedical research, and patient care and service. Before his appointment as CEO, Haws served as chief financial officer (CFO) with Emory Healthcare, part of Emory University in Atlanta. [6, 9]
Oversees the management of patient care operations, ancillary services, and related support services at UI Health Care. Working with hospital leaders, department chairs, and others, she develops and monitors operational strategies that strengthen inpatient, outpatient, and surgical services within the clinical enterprise, which covers multiple medical campuses. [6, 7, 10]
Joined University of Iowa Health Care in April 2021 as chief nurse executive (CNE). Has more than 30 years of health care management experience—including nearly 20 years collective experience at Cleveland Clinic and Mayo Clinic. In 2017, she earned a Doctor of Nursing Practice in Health Systems Leadership from Chamberlain University. Hunter is credentialed by the American Nurses Credentialing Center as a Nurse Executive Advanced–Board Certified. [4, 6, 9, 10]
Has been chief medical officer of University of Iowa Health Care since July 2011. She works closely with other hospital leaders to improve value for the patients, faculty, and staff. [6, 9, 10]
As chief administrative officer of Stead Family Children's Hospital, he provides on-site leadership, which includes managing financial performance, clinical quality, and employee, physician, and community relations. He also serves as the executive leader for the UI Center for Disabilities and Development (CDD) and Children's and Women's Services at UI Health Care. Leste previously served as vice president of operations for Children's Minnesota. [6, 7, 8]
Chief administrative officer of UI Health Care Medical Center Downtown. [7, 10]
Serves as Senior Assistant Director, clinical enterprise, UI Health Care. Joined the Hospital Administration team in 1983 and is a Fellow in the American College of Healthcare Executives. Her current responsibilities include: neurosciences (neurology, neurosurgery, and psychiatry), ophthalmology, oral surgery and hospital dentistry, orthopedics and sports medicine, otolaryngology, pathology, radiology, and women's health. [6, 10]
Associate chief medical officer of the health system's downtown campus. [7]
Associate chief nursing officer of the downtown campus. [7]
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. [6, 10]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 1103 |
|---|
| FTE Employees on Payroll | 9934.14 |
|---|---|
| FTE Interns & Residents | 697.07 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 47885 |
| Inpatient Days (Title XIX) | 2345 |
| Total Inpatient Days | 220210 |
| Bed Count | 727 |
| Available Bed Days | 265213 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6943 |
| Discharges (Title XIX) | 321 |
| Total Discharges | 31951 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 39003 |
| Inpatient Days (Title XIX; Adults & Peds) | 1458 |
| Total Inpatient Days (Adults & Peds) | 147234 |
| Bed Count (Adults & Peds) | 508 |
| Available Bed Days (Adults & Peds) | 185278 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6943 |
| Discharges (Title XIX; Adults & Peds) | 321 |
| Total Discharges (Adults & Peds) | 31951 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an above-average 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 reported concerns with being abel to have quiet rest in the hospital 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. |
| 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 | 71% |
|---|
| 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 | 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 | Better 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) | 222 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 29.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 30.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 1.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 15 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 10.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.7 |
| 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 | 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 | Worse 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.848 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.663 |
| SSI SIR (Standardized Infection Ratio) | 0.866 |
| CDI SIR (Standardized Infection Ratio) | 0.467 |
| MRSA SIR (Standardized Infection Ratio) | 0.651 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $19,429 |
|---|---|
| Bad Debt Expense | $38,287 |
| Uncompensated Care Cost | $28,597 |
| Total Uncompensated Care | $30,038 |
| Total Salaries | $655,784 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,779,477 |
| Depreciation Expense | $54,541 |
| Total Operating Costs | $1,746,009 |
| Inpatient Charges | $3,470,277 |
|---|---|
| Outpatient Charges | $4,161,583 |
| Total Patient Charges | $7,631,860 |
| Core Wage Costs | $211,296 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $716,180 |
| Contract Labor (Patient Care) | $93,126 |
| Wage Costs (Part A Teaching) | $3,984 |
| Wage Costs (Interns & Residents) | $12,298 |
| Cash & Bank Balances | $11,906 |
|---|---|
| Short-Term Investments | $157,686 |
| Notes Receivable | |
| Accounts Receivable | $1,280,824 |
| Allowance for Doubtful Accounts | $-986,021 |
| Inventory | $65,712 |
| Prepaid Expenses | $16,390 |
| Other Current Assets | $2,872 |
| Total Current Assets | $867,342 |
| Land Value | $23,356 |
|---|---|
| Land Improvements Value | $32,186 |
| Building Value | $1,806,342 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $637,870 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $1,185,805 |
| Long-Term Investments | $1,783,667 |
|---|---|
| Other Assets | $227,361 |
| Total Other Assets | $2,011,028 |
| Total Assets | $4,064,174 |
| Accounts Payable | $136,251 |
|---|---|
| Salaries & Wages Payable | $131,211 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $120,468 |
| Total Current Liabilities | $387,930 |
| Mortgage Debt | $805,006 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $170,750 |
| Total Long-Term Liabilities | $975,756 |
| Total Liabilities | $1,363,686 |
| General Fund Balance | $2,700,488 |
|---|---|
| Total Fund Balances | $2,700,488 |
| Total Liabilities & Equity | $4,064,174 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $30,685 |
| DRG (Post-Oct 1) | $9,560 |
| Outlier Payments | |
| DSH Adjustment | $2,435 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $22,305 |
| Total IME Payments | $10,608 |
| Inpatient Revenue | $3,470,277 |
|---|---|
| Outpatient Revenue | $4,161,583 |
| Total Patient Revenue | $7,631,860 |
| Contractual Allowances & Discounts | $5,381,683 |
| Net Patient Revenue | $2,250,178 |
| Total Operating Expenses | $2,435,261 |
| Net Service Income | $-185,083 |
| Other Income | $637,574 |
| Total Income | $452,491 |
| Other Expenses | |
| Net Income | $452,491 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $214,829 |
| Medicaid Charges | $1,356,965 |
| Net CHIP Revenue | $4,030 |
| CHIP Charges | $23,916 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |