Oklahoma Heart Hospital, located at 4050 West Memorial Road in Oklahoma City, is the state's largest and most comprehensive facility dedicated to the prevention and treatment of heart disease. Our mission is to provide excellence in quality and service, placing the patient at the center of our design and decisions. We are committed to delivering the highest quality nursing care, supported by a team of award-winning and dedicated nurses. Through the Oklahoma Heart Hospital Research Foundation, we offer early access to the most advanced cardiovascular procedures, devices, and medications, ensuring our patients receive innovative and compassionate care. At Oklahoma Heart Hospital, we strive to help patients fighting heart disease lead better and longer lives.
| Hospital Name | Oklahoma Heart Hospital |
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| Facility ID | 370215 |
| Address | 4050 WEST MEMORIAL ROAD |
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| City/Town | Oklahoma City |
| State | OK |
| ZIP Code | 73120 |
| County/Parish | OKLAHOMA |
| Health System | Oklahoma Heart Hospital |
|---|---|
| Health System Website Domain | okheart.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
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| Health System Total Beds | 142 |
| Health System Hospital Locations | Oklahoma |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Physician |
| Ownership Details | Oklahoma Heart Hospital |
| Emergency Services | Yes |
A native of Oklahoma City, he has served as chief executive officer of the Oklahoma Heart Hospital (OHH) since 2006, and medical director and chairman of the board for OHH since 2002. [1] Since 1998, he has provided patient care as an interventional and clinical cardiologist at Oklahoma Cardiology Associates in Oklahoma City. [1] He also currently serves as director and president of the Oklahoma Foundation for Cardiovascular Research. [1] Dr. Harvey received his medical degree from the University of Oklahoma College of Medicine in Oklahoma City. [1]
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Previously served as Chief Information Officer at Oklahoma Heart Hospital. [2] She has also worked as a Certified Medical Assistant and Director of Clinical Systems at Oklahoma Heart Hospital. [2] Michelle studied at the University of Central Oklahoma, Francis Tuttle Technology Center, and Putnam City Schools. [2]
Leaders attribute the ongoing quality focus to clinician and caregiver leadership at the executive and board levels. The CEO is a practicing cardiologist, the COO is a nurse, and the board is composed largely of physicians. [4] According to COO Peggy Tipton, "improving quality is a journey that never ends.” [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 98 |
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| FTE Employees on Payroll | 1540.16 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11746 |
| Inpatient Days (Title XIX) | 1786 |
| Total Inpatient Days | 27146 |
| Bed Count | 97 |
| Available Bed Days | 35405 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2800 |
| Discharges (Title XIX) | 337 |
| Total Discharges | 10066 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11746 |
| Inpatient Days (Title XIX; Adults & Peds) | 1786 |
| Total Inpatient Days (Adults & Peds) | 27146 |
| Bed Count (Adults & Peds) | 97 |
| Available Bed Days (Adults & Peds) | 35405 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2800 |
| Discharges (Title XIX; Adults & Peds) | 337 |
| Total Discharges (Adults & Peds) | 10066 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. 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 |
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| Care Quality Concerns | 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 | 92% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Worse 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 | Worse Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| 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 | Worse 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) | 138 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 8.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 8.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 30.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 10.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| 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 | 16.9 |
| 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 | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | Not Available |
| 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) | 0.418 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.815 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.219 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $501 |
|---|---|
| Bad Debt Expense | $9,937 |
| Uncompensated Care Cost | $2,660 |
| Total Uncompensated Care | $5,166 |
| Total Salaries | $181,216 |
|---|---|
| Overhead Expenses (Non-Salary) | $170,338 |
| Depreciation Expense | $13,882 |
| Total Operating Costs | $235,270 |
| Inpatient Charges | $499,996 |
|---|---|
| Outpatient Charges | $636,584 |
| Total Patient Charges | $1,136,580 |
| Core Wage Costs | $25,795 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $181,216 |
| Contract Labor (Patient Care) | $718 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $39,806 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $170,643 |
| Allowance for Doubtful Accounts | $-118,222 |
| Inventory | $5,001 |
| Prepaid Expenses | $7,403 |
| Other Current Assets | $52 |
| Total Current Assets | $108,219 |
| Land Value | $7,374 |
|---|---|
| Land Improvements Value | $1,611 |
| Building Value | $145,088 |
| Leasehold Improvements | $23,908 |
| Fixed Equipment Value | $2,052 |
| Major Movable Equipment | $54,524 |
| Minor Depreciable Equipment | $115,078 |
| Health IT Assets | |
| Total Fixed Assets | $134,546 |
| Long-Term Investments | $12,417 |
|---|---|
| Other Assets | $26,081 |
| Total Other Assets | $38,919 |
| Total Assets | $281,684 |
| Accounts Payable | $17,032 |
|---|---|
| Salaries & Wages Payable | $14,381 |
| Payroll Taxes Payable | $303 |
| Short-Term Debt | $6,658 |
| Deferred Revenue | |
| Other Current Liabilities | $5,437 |
| Total Current Liabilities | $41,611 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $132,152 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-3,002 |
| Total Long-Term Liabilities | $129,150 |
| Total Liabilities | $170,761 |
| General Fund Balance | $110,923 |
|---|---|
| Total Fund Balances | $110,923 |
| Total Liabilities & Equity | $281,684 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $35,430 |
| DRG (Post-Oct 1) | $10,983 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $501,270 |
|---|---|
| Outpatient Revenue | $755,255 |
| Total Patient Revenue | $1,256,525 |
| Contractual Allowances & Discounts | $914,520 |
| Net Patient Revenue | $342,005 |
| Total Operating Expenses | $351,554 |
| Net Service Income | $-9,550 |
| Other Income | $16,161 |
| Total Income | $6,611 |
| Other Expenses | |
| Net Income | $6,611 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,138 |
| Medicaid Charges | $61,083 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |