University Hospitals Ahuja Medical Center, located in Beachwood, Ohio, provides personalized and convenient access to nationally recognized healthcare. As one of the safest and most technologically advanced hospitals in the country, UH Ahuja delivers expert care in primary, specialty, and emergency services. The medical center has undergone significant expansion to meet the growing needs of the community, offering advanced services such as cardiology, orthopedics, women's health, and sports medicine. With a focus on patient- and family-centered care in a healing environment, UH Ahuja is committed to advancing the healthcare experience. The facility is open 24 hours a day, 365 days a year, ensuring access to exceptional care when you need it most.
| Hospital Name | University Hospitals Ahuja Medical Center |
|---|---|
| Facility ID | 360359 |
| Address | 3999 RICHMOND ROAD |
|---|---|
| City/Town | Beachwood |
| State | OH |
| ZIP Code | 44122 |
| 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 | Yes |
Percival I. Kane, Jr., MHA, was named Chief Operating Officer of University Hospitals (UH) Ahuja Medical Center, with his appointment effective January 10, 2022. [3, 6] He is responsible for improving the value of UH Ahuja Medical Center's services to the community, enhancing the hospital's growth and market share, continually improving clinical quality, safety, and patient experience, and furthering integration initiatives within the UH system. [6] He is also leading the hospital through the $236.1 million Phase 2 expansion project, which was slated to open in 2023. [3, 7, 8, 10] Kane joined UH from Cleveland Clinic Marymount Hospital, where he served as Chief Operating Officer. [3, 6, 7, 8] During his tenure there, he provided executive leadership that contributed to growth in admissions, surgical volume, emergency department visits, and OR optimization, and helped the team achieve favorable engagement scores during the pandemic. [6, 8] Kane earned his Master of Health Administration from Saint Louis University School of Public Health and a Bachelor of Science in Public Health Administration from Dillard University in New Orleans. [6, 8] He is a member of various professional and community organizations, including the American College of Healthcare Executives (ACHE) and the National Association of Health Service Executives (NAHSE), and holds a Lean Six Sigma Green Belt Certification. [6]
Jessica Goldstein, MD, FACEP, is the Chief Medical Officer at UH Ahuja Medical Center, a position she assumed in 2021. [4, 5] She is also a clinically practicing emergency medicine physician. [4] Dr. Goldstein began her career at UH in 2010 and served as the first Division Chief of Emergency Medicine at UH Ahuja Medical Center before being named Medical Director of the UH Emergency Medicine Quality Network. [1, 4] In 2020, she received the Anton Fellowship for Physician Leadership. [4] Dr. Goldstein earned her Doctor of Medicine at Weill Cornell Medical College and completed her residency in emergency medicine at the University of Illinois at Chicago Medical Center. [1, 5] She also completed a fellowship in Ultrasonography at MetroHealth Medical Center in Cleveland. [1, 5] She is affiliated with University Hospitals Ahuja Medical Center and UH Cleveland Medical Center and has over 20 years of experience in the medical field. [2] Her areas of interest include healthcare quality and safety and process improvement. [5] Dr. Goldstein is actively involved in the UH Ahuja Phase 2 expansion, particularly the new Emergency Department. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 144 |
|---|
| FTE Employees on Payroll | 983.68 |
|---|---|
| FTE Interns & Residents | 12.79 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11973 |
| Inpatient Days (Title XIX) | 993 |
| Total Inpatient Days | 38118 |
| Bed Count | 153 |
| Available Bed Days | 55845 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2720 |
| Discharges (Title XIX) | 198 |
| Total Discharges | 8818 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10665 |
| Inpatient Days (Title XIX; Adults & Peds) | 874 |
| Total Inpatient Days (Adults & Peds) | 33503 |
| Bed Count (Adults & Peds) | 133 |
| Available Bed Days (Adults & Peds) | 48545 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2720 |
| Discharges (Title XIX; Adults & Peds) | 198 |
| Total Discharges (Adults & Peds) | 8818 |
| Care Quality Stengths | Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 | 66% |
|---|
| 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 | Better 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) | 233 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 12.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 6.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.8 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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) | 0.976 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.535 |
| SSI SIR (Standardized Infection Ratio) | 0.198 |
| CDI SIR (Standardized Infection Ratio) | 0.498 |
| MRSA SIR (Standardized Infection Ratio) | 0.203 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $6,690 |
|---|---|
| Bad Debt Expense | $6,349 |
| Uncompensated Care Cost | $8,201 |
| Total Uncompensated Care | $23,949 |
| Total Salaries | $67,103 |
|---|---|
| Overhead Expenses (Non-Salary) | $174,052 |
| Depreciation Expense | $18,930 |
| Total Operating Costs | $231,403 |
| Inpatient Charges | $412,691 |
|---|---|
| Outpatient Charges | $578,354 |
| Total Patient Charges | $991,045 |
| Core Wage Costs | $14,674 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $67,103 |
| Contract Labor (Patient Care) | $17,139 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $281 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $110,715 |
| Allowance for Doubtful Accounts | $-72,054 |
| Inventory | $7,136 |
| Prepaid Expenses | $227 |
| Other Current Assets | $5 |
| Total Current Assets | $46,933 |
| Land Value | $6,300 |
|---|---|
| Land Improvements Value | $4,764 |
| Building Value | $365,154 |
| Leasehold Improvements | $7 |
| Fixed Equipment Value | $712 |
| Major Movable Equipment | $87,772 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $324,939 |
| Long-Term Investments | |
|---|---|
| Other Assets | $200 |
| Total Other Assets | $200 |
| Total Assets | $372,072 |
| Accounts Payable | $10,901 |
|---|---|
| Salaries & Wages Payable | $11,994 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $5,464 |
| Total Current Liabilities | $28,359 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $28,359 |
| General Fund Balance | $343,713 |
|---|---|
| Total Fund Balances | $343,713 |
| Total Liabilities & Equity | $372,072 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $19,703 |
| DRG (Post-Oct 1) | $6,899 |
| Outlier Payments | |
| DSH Adjustment | $204 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $29,620 |
| Total IME Payments | $137 |
| Inpatient Revenue | $412,691 |
|---|---|
| Outpatient Revenue | $580,048 |
| Total Patient Revenue | $992,739 |
| Contractual Allowances & Discounts | $743,331 |
| Net Patient Revenue | $249,407 |
| Total Operating Expenses | $241,156 |
| Net Service Income | $8,252 |
| Other Income | $1,645 |
| Total Income | $9,897 |
| Other Expenses | |
| Net Income | $9,897 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $13,484 |
| Medicaid Charges | $125,192 |
| 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 |