DMC Harper University Hospital, located in Detroit, MI, is a specialty referral hospital with over 150 years of service, offering expertise in neuroscience, cardiovascular services, and minimally invasive surgery. As a leading teaching institution in partnership with Wayne State University School of Medicine, Harper is staffed by medical experts engaged in pioneering research and clinical trials. Nationally recognized, we provide innovative treatments and advanced diagnostics, including designation as an Advanced Primary Stroke Center by The Joint Commission. Our dedicated clinicians, researchers, and educators collaborate to deliver exceptional surgical services, robotic surgery, and advanced technology for comprehensive patient care.
| Hospital Name | DMC Harper University Hospital |
|---|---|
| Facility ID | 230104 |
| Address | 3990 JOHN R STREET |
|---|---|
| City/Town | Detroit |
| State | MI |
| ZIP Code | 48201 |
| County/Parish | WAYNE |
| Health System | Tenet Healthcare Corporation |
|---|---|
| Health System Website Domain | tenethealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 27 |
|---|---|
| Health System Total Beds | 7109 |
| Health System Hospital Locations | Arizona, California, Florida, Massachusetts, Michigan, Oklahoma, South Carolina, South Dakota, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Tenet Healthcare Corporation |
| Emergency Services | Yes |
Josh Hester was named CEO of the Detroit Medical Center (DMC) Adult Central Campus (ACC) in April 2024 after serving as COO since 2022. [8] The campus includes DMC Detroit Receiving Hospital, DMC Harper University Hospital, the DMC Heart Hospital, and DMC Hutzel Women's Hospital. [8] He joined the DMC in 2021 as the COO at DMC Sinai-Grace Hospital in Detroit, before moving into the COO role at ACC. [8] He came to the DMC from Gadsden Regional Medical Center in Gadsden, Ala., where he served as COO for more than four years. [8] Hester earned his bachelor's degree in health care management from the University of Alabama at Birmingham and his master's degree in health administration from Pennsylvania State University, University Park. [8]
Sonia Eden, M.D., has been appointed Chief of Neurosurgery at DMC Harper University Hospital. [7] Dr. Eden is a native of Detroit and returned after spending 12 years at the Ascension Borgess Brain and Spine Institute in Kalamazoo. [7] She specializes in minimally invasive spine surgery and has expertise in complex spine surgery, sacroiliac joint surgery, endoscopic and minimally invasive brain surgery, brain and spine tumor surgery and stereotactic radiosurgery. [7] Dr. Eden earned a bachelor's degree in mechanical engineering from Yale University before going to medical school at the University of Michigan, where she received her medical degree and completed an internship in General Surgery, and a six-year residency in Neurological Surgery. [7] Dr. Eden also completed a clinical Fellowship in Minimally Invasive Spine Surgery at Semmes-Murphey Clinic in Memphis, Tenn. [7] Dr. Eden has a passion for serving others and has been very active in the community, including working with Big Brother Big Sisters of America, the YWCA, and Links, Inc. [7]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 712 |
|---|
| FTE Employees on Payroll | 1179.5 |
|---|---|
| FTE Interns & Residents | 254.76 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7947 |
| Inpatient Days (Title XIX) | 10848 |
| Total Inpatient Days | 66018 |
| Bed Count | 237 |
| Available Bed Days | 86640 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1130 |
| Discharges (Title XIX) | 418 |
| Total Discharges | 11438 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6478 |
| Inpatient Days (Title XIX; Adults & Peds) | 4668 |
| Total Inpatient Days (Adults & Peds) | 44137 |
| Bed Count (Adults & Peds) | 177 |
| Available Bed Days (Adults & Peds) | 64605 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1130 |
| Discharges (Title XIX; Adults & Peds) | 418 |
| Total Discharges (Adults & Peds) | 11438 |
| Care Quality Stengths | Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of 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. |
| 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 | 44% |
|---|
| 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 | 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 | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 42 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 19.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 32.1 |
| 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 | 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 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | 11.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.6 |
| 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 | 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) | 1.203 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.551 |
| SSI SIR (Standardized Infection Ratio) | 0.593 |
| CDI SIR (Standardized Infection Ratio) | 0.425 |
| MRSA SIR (Standardized Infection Ratio) | 0.998 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $170 |
|---|---|
| Bad Debt Expense | $14,802 |
| Uncompensated Care Cost | $3,108 |
| Total Uncompensated Care | $3,108 |
| Total Salaries | $123,241 |
|---|---|
| Overhead Expenses (Non-Salary) | $304,043 |
| Depreciation Expense | $23,570 |
| Total Operating Costs | $331,329 |
| Inpatient Charges | $953,821 |
|---|---|
| Outpatient Charges | $1,000,480 |
| Total Patient Charges | $1,954,301 |
| Core Wage Costs | $19,118 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $122,312 |
| Contract Labor (Patient Care) | $34,663 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $149,242 |
| Allowance for Doubtful Accounts | $-88,572 |
| Inventory | $5,891 |
| Prepaid Expenses | $675 |
| Other Current Assets | |
| Total Current Assets | $110,377 |
| Land Value | $4,140 |
|---|---|
| Land Improvements Value | $299 |
| Building Value | $321,021 |
| Leasehold Improvements | $10 |
| Fixed Equipment Value | $8,716 |
| Major Movable Equipment | $62,967 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $189,867 |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,727 |
| Total Other Assets | $3,727 |
| Total Assets | $303,971 |
| Accounts Payable | $23,820 |
|---|---|
| Salaries & Wages Payable | $5,600 |
| Payroll Taxes Payable | $16 |
| Short-Term Debt | $1,194 |
| Deferred Revenue | $858 |
| Other Current Liabilities | $1,227 |
| Total Current Liabilities | $32,716 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $17,220 |
| Total Long-Term Liabilities | $17,220 |
| Total Liabilities | $49,936 |
| General Fund Balance | $254,035 |
|---|---|
| Total Fund Balances | $254,035 |
| Total Liabilities & Equity | $303,971 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $11,620 |
| DRG (Post-Oct 1) | $3,367 |
| Outlier Payments | |
| DSH Adjustment | $1,932 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $28,374 |
| Total IME Payments | $5,259 |
| Inpatient Revenue | $953,821 |
|---|---|
| Outpatient Revenue | $1,000,480 |
| Total Patient Revenue | $1,954,301 |
| Contractual Allowances & Discounts | $1,578,030 |
| Net Patient Revenue | $376,271 |
| Total Operating Expenses | $427,284 |
| Net Service Income | $-51,013 |
| Other Income | $27,496 |
| Total Income | $-23,516 |
| Other Expenses | |
| Net Income | $-23,516 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $81,477 |
| Medicaid Charges | $726,876 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |