**UH Geauga Medical Center, a campus of UH Regional Hospitals,** is your trusted partner for comprehensive healthcare in Geauga County and surrounding communities. Located in Chardon, Ohio, our full-service, 215-bed hospital provides 24/7 emergency care for adults and children, boasting a Level III Trauma Center designation. We offer advanced medical and surgical services, including specialized care through the UH Rainbow Babies & Children's Hospital, UH Seidman Cancer Center, and UH Harrington Heart & Vascular Institute networks. UH Geauga Medical Center is committed to providing patient-centered care with a team of over 400 physicians representing more than 50 specialties, advanced technology, and a dedication to excellence recognized by accreditations in areas like bariatric surgery, breast care, cancer care, and stroke care. We were also designated a high-performing hospital for maternity care in 2022-2023 by U.S. News & World Report. Experience exceptional healthcare close to home.
| Hospital Name | UH Geauga Medical Center, a campus of UH Regional Hospitals |
|---|---|
| Facility ID | 360075 |
| Address | 13207 RAVENNA ROAD |
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| City/Town | Chardon |
| State | OH |
| ZIP Code | 44024 |
| County/Parish | GEAUGA |
| 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 | Proprietary |
| Ownership Details | University Hospitals |
| Emergency Services | Yes |
Appointed chief medical officer of UH Geauga Medical Center effective February 1, 2021. Serves as a liaison between the administration and medical staff and works with executive leadership to enhance clinical programs and services, patient outcomes, safety and quality. Partners with the executive team to hire new physicians. Has leadership experience within multiple roles as an emergency medicine physician and medical director. Was instrumental in creating UH Remote and rapidly accelerating it during the COVID-19 pandemic as the home care medical director. Has experience in linking acute care and post-acute care services. Served as a key leader of the Center for Emergency Medicine clinical operations team. Prior to joining UH in 2019, coordinated a facility transition and helped convert a free-standing emergency department to an inpatient hospital and operating suite, developed protocols and tackled operational issues, and advocated for robust consultative services. Attended the Auburn Career Center Paramedic Program and earned her bachelor's degree in science from John Carroll University. A fellow of the Academy of Emergency Medical Services, attended Case Western Reserve University Frances Payne Bolton School of Nursing and Wright State University Boonshoft School of Medicine.
Assumed the role of Chief Operating Officer of University Hospitals Conneaut, UH Geauga, a campus of UH Regional Hospitals, and UH Geneva Medical Centers in Summer 2024. Previously served as the Chief Operating Officer of UH St. John Medical Center. Believes learning never ends and recently completed his Doctorate of Nursing Practice at Case Western Reserve University. Continues to stay adept with his clinical skills as a first responder at the Chardon Fire Department and spends many weekends caring for and transporting patients to local emergency departments, including at UH Geauga. Was raised in Geauga County and served as a cadet on the Chardon and Munson Fire Departments as a teenager before becoming a firefighter/paramedic. His love for patient care led to nursing, then flight nursing and critical care transport as an acute care nurse practitioner. Sees issues through many different lenses and perspectives as a paramedic, nurse practitioner, and executive.
Cited as President of UH Geauga Medical Center in January 2021.
Listed as Vice President at University Hospitals Geauga Medical Center on the Leadership Geauga Board of Trustees.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 213 |
|---|
| FTE Employees on Payroll | 1075.25 |
|---|---|
| FTE Interns & Residents | 87.79 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7122 |
| Inpatient Days (Title XIX) | 1346 |
| Total Inpatient Days | 26045 |
| Bed Count | 144 |
| Available Bed Days | 52808 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1861 |
| Discharges (Title XIX) | 240 |
| Total Discharges | 6764 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6455 |
| Inpatient Days (Title XIX; Adults & Peds) | 752 |
| Total Inpatient Days (Adults & Peds) | 22067 |
| Bed Count (Adults & Peds) | 131 |
| Available Bed Days (Adults & Peds) | 47932 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1861 |
| Discharges (Title XIX; Adults & Peds) | 240 |
| Total Discharges (Adults & Peds) | 6764 |
| Care Quality Stengths | High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an above-average 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 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 | 70% |
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| 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 | |
| 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 | |
| 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 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -20.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 33.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | 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 | Not Available |
| 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 | 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) | 1.721 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 1.464 |
| CDI SIR (Standardized Infection Ratio) | 0.401 |
| MRSA SIR (Standardized Infection Ratio) | 2.468 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $11,264 |
|---|---|
| Bad Debt Expense | $7,916 |
| Uncompensated Care Cost | $13,520 |
| Total Uncompensated Care | $33,554 |
| Total Salaries | $71,892 |
|---|---|
| Overhead Expenses (Non-Salary) | $188,915 |
| Depreciation Expense | $43,705 |
| Total Operating Costs | $222,673 |
| Inpatient Charges | $257,628 |
|---|---|
| Outpatient Charges | $531,469 |
| Total Patient Charges | $789,097 |
| Core Wage Costs | $21,264 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $71,892 |
| Contract Labor (Patient Care) | $4,634 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $1,799 |
| Cash & Bank Balances | $140 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $87,299 |
| Allowance for Doubtful Accounts | $-65,165 |
| Inventory | $4,555 |
| Prepaid Expenses | $100 |
| Other Current Assets | $108 |
| Total Current Assets | $27,230 |
| Land Value | $3,666 |
|---|---|
| Land Improvements Value | $1,713 |
| Building Value | $88,689 |
| Leasehold Improvements | $38 |
| Fixed Equipment Value | $430 |
| Major Movable Equipment | $64,814 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $43,446 |
| Long-Term Investments | $1,252 |
|---|---|
| Other Assets | $-253 |
| Total Other Assets | $998 |
| Total Assets | $71,674 |
| Accounts Payable | $4,184 |
|---|---|
| Salaries & Wages Payable | $5,881 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $20,289 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $125 |
| Total Long-Term Liabilities | $125 |
| Total Liabilities | $20,414 |
| General Fund Balance | $51,259 |
|---|---|
| Total Fund Balances | $51,259 |
| Total Liabilities & Equity | $71,674 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $11,377 |
| DRG (Post-Oct 1) | $3,908 |
| Outlier Payments | |
| DSH Adjustment | $243 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $16,500 |
| Total IME Payments | $3,457 |
| Inpatient Revenue | $257,628 |
|---|---|
| Outpatient Revenue | $537,851 |
| Total Patient Revenue | $795,479 |
| Contractual Allowances & Discounts | $580,918 |
| Net Patient Revenue | $214,561 |
| Total Operating Expenses | $260,807 |
| Net Service Income | $-46,246 |
| Other Income | $5,970 |
| Total Income | $-40,276 |
| Other Expenses | $507 |
| Net Income | $-40,783 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,925 |
| Medicaid Charges | $130,974 |
| 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 |