Banner - University Medical Center Phoenix

Banner - University Medical Center Phoenix, located at 1111 East McDowell Road, is a nationally recognized academic medical center dedicated to providing exceptional care, pioneering research, and training the next generation of healthcare professionals. As one of Arizona's leading hospitals, we offer a wide range of specialty services, including advanced heart care, organ transplantation, high-risk obstetrics, and Level I Trauma care. Our expert team is committed to creating a healing environment focused on your comfort and recovery, utilizing the latest technologies and a collaborative approach to ensure you receive the best possible treatment. We are proud to be ranked among the top hospitals in the nation by U.S. News & World Report and are constantly expanding our facilities to meet the growing needs of our community. Choose Banner - University Medical Center Phoenix for world-class healthcare, right here in Arizona.

Identifiers

Hospital Name Banner - University Medical Center Phoenix
Facility ID 030002

Location

Address 1111 EAST MCDOWELL ROAD
City/Town Phoenix
State AZ
ZIP Code 85006
County/Parish MARICOPA

Health System

Health System Banner Health
Health System Website Domain bannerhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 29
Health System Total Beds 6029
Health System Hospital Locations Arizona, California, Colorado, Nebraska, Nevada and Wyoming

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Banner Health
Emergency Services Yes

Daniel Post

Chief Executive Officer

Named CEO of Banner — University Medical Center Phoenix in December 2019. [9] Post came from Loyola Medicine in Illinois, where he served as regional executive vice president of strategy and business development. [9] He is also referred to as the chief executive officer at Banner - University Medical Division Phoenix. [4] As of February 2024, he was mentioned as the chief executive officer of Banner – University Medical Center Phoenix. [8]

Jeremy Goodman

Chief Medical Officer

Serves as the Chief Medical Officer, Banner-University Medical Center Phoenix of Banner Health. [2, 5]

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 766

Staffing & Personnel

FTE Employees on Payroll 3680.42
FTE Interns & Residents 235.06

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 23973
Inpatient Days (Title XIX) 83700
Total Inpatient Days 188545
Bed Count 656
Available Bed Days 233267
Discharges (Title V) NA
Discharges (Title XVIII) 3227
Discharges (Title XIX) 11389
Total Discharges 30660

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18605
Inpatient Days (Title XIX; Adults & Peds) 51083
Total Inpatient Days (Adults & Peds) 126367
Bed Count (Adults & Peds) 462
Available Bed Days (Adults & Peds) 163921
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3227
Discharges (Title XIX; Adults & Peds) 11389
Total Discharges (Adults & Peds) 30660

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital.
Care Quality Concerns 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 Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 65%

Mortality Group Indicators

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 Worse Than National Average
Mortality Group – Postoperative Respiratory Failure Rate Worse Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 292

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -24
Readmission Score Hospital Return Days for Heart Failure Patients 7.4
Readmission Score Hospital Return Days for Pneumonia Patients 49.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.3
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 11.8
Readmission Score Rate of Readmission for CABG 9.7
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.5
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 16.2
Readmission Group Hospital Return Days for Heart Attack Patients Fewer 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 More Days Than Average 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) NA
CAUTI SIR (Standardized Infection Ratio) NA
SSI SIR (Standardized Infection Ratio) NA
CDI SIR (Standardized Infection Ratio) NA
MRSA SIR (Standardized Infection Ratio) NA

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $15,533
Bad Debt Expense $19,805
Uncompensated Care Cost $20,060
Total Uncompensated Care $32,450

Operating Expenses ($ thousands)

Total Salaries $304,585
Overhead Expenses (Non-Salary) $846,212
Depreciation Expense $57,585
Total Operating Costs $959,875

Charges ($ thousands)

Inpatient Charges $2,830,109
Outpatient Charges $1,469,692
Total Patient Charges $4,299,801

Wage-Related Details ($ thousands)

Core Wage Costs $58,121
Wage Costs (RHC/FQHC)
Adjusted Salaries $304,585
Contract Labor (Patient Care) $87,648
Wage Costs (Part A Teaching) $59
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $14
Short-Term Investments
Notes Receivable
Accounts Receivable $340,759
Allowance for Doubtful Accounts $-205,422
Inventory $33,345
Prepaid Expenses
Other Current Assets $3,313
Total Current Assets $266,644

Balance Sheet – Fixed Assets ($ thousands)

Land Value $11,494
Land Improvements Value $15,510
Building Value $231,008
Leasehold Improvements $3,585
Fixed Equipment Value $636,650
Major Movable Equipment $389,868
Minor Depreciable Equipment
Health IT Assets $1,480
Total Fixed Assets $529,632

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $35,203
Total Other Assets $35,203
Total Assets $831,479

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $20,228
Salaries & Wages Payable $20,039
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $2,326
Other Current Liabilities $29,900
Total Current Liabilities $72,492

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $506,802
Unsecured Loans
Other Long-Term Liabilities $11,896
Total Long-Term Liabilities $518,698
Total Liabilities $591,190

Balance Sheet – Equity ($ thousands)

General Fund Balance $240,289
Total Fund Balances $240,289
Total Liabilities & Equity $831,479

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $40,456
DRG (Post-Oct 1) $14,440
Outlier Payments
DSH Adjustment $4,589
Eligible DSH % $0
Simulated MC Payments $85,727
Total IME Payments $8,096

Revenue & Income Statement ($ thousands)

Inpatient Revenue $2,897,588
Outpatient Revenue $1,469,459
Total Patient Revenue $4,367,047
Contractual Allowances & Discounts $3,280,183
Net Patient Revenue $1,086,864
Total Operating Expenses $1,150,796
Net Service Income $-63,932
Other Income $43,515
Total Income $-20,417
Other Expenses
Net Income $-20,417

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $165,315
Medicaid Charges $1,432,695
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No