Washington Health

Washington Health, located at 2000 Mowry Avenue in Fremont, California, has proudly served the southern Alameda County communities for over 60 years. As an award-winning, 415-bed acute care hospital, Washington Health combines community commitment with cutting-edge technology and a strategic partnership with UCSF Health. We offer a comprehensive range of services, from advanced heart care and cancer programs to specialized women's and children's health services, with a focus on providing excellent and coordinated care. Our dedicated team of medical professionals and state-of-the-art facilities ensure that we meet the everyday and complex healthcare needs of you and your family. Washington Health is committed to providing the highest quality, compassionate care, driven by our Patient First Ethic.

Identifiers

Hospital Name Washington Health
Facility ID 050195

Location

Address 2000 MOWRY AVE
City/Town Fremont
State CA
ZIP Code 94538
County/Parish ALAMEDA

Health System

Health System Independent
Health System Website Domain whhs.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 265
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Washington Hospital Healthcare System
Emergency Services Yes

Kimberly Hartz

Chief Executive Officer

NA

Michael J. Wallace

President, Board of Directors

NA

William F. Nicholson, MD

First Vice President, Board of Directors

NA

Jeannie Yee

Second Vice President, Board of Directors

NA

Bernard Stewart, DDS

Treasurer, Board of Directors

NA

Jacob Eapen, MD

Secretary, Board of Directors

NA

Albert Brooks, MD

President, Washington Township Medical Group and Chief Medical Officer, Washington Township Medical Medical Group

Arrived at Washington Hospital in 2004, helped establish the OB Hospitalist program, served as its director, and became Chief of Medical Services. In 2007, became president of the newly founded Washington Township Medical Group, and in 2010 was named Chief Medical Officer of Washington Health Medical Group. Attended Albert Einstein College of Medicine, completed residency in Obstetrics and Gynecology. Formerly Chair of the Department of Obstetrics and Gynecology, President of the Medical Staff, and served on the Board of Trustees at Alta Bates Summit Medical Center.

Bettina Kurkjian, MD

Interim Chief Medical Officer, Washington Health Medical Group

Brings over two decades of clinical and leadership experience. Board-certified obstetrician and gynecologist, recognized for patient-centered philosophy and dedication to collaborative, high-quality care. Earned medical degree from the University of California, Irvine in 1993 and completed residency in Obstetrics and Gynecology at Kaiser Permanente Oakland Medical Center in 1997. Held multiple medical staff leadership roles, including department chair and service on credentials, Quality of Resource Management, and quality improvement committees. Contributed to systemwide operational enhancements through work with the Lean Promotion Office.

Daniel Nardoni, MBA

Chief Financial Officer, Washington Health Medical Group

Responsible for the daily and long-term financial operations of the organization. Served in a variety of top financial positions in his 25-year career.

Michelle Hudson

Senior Director of Operations and Administrative Services

Integral part of Washington Health Medical Group since 2017, starting as Director of Human Resources. Became Director of Administrative Services in 2018. Provides oversight and leadership to daily operations of WHMG clinics, manages Human Resources, Communications and Administration. Plays a key role in implementation of new programs and services, passionate about mentoring and development of staff.

Jessie Huang

President

NA

John Lee

Chief Information Officer

NA

Laura E Anning

Chief Of Patient Experience

NA

Mary Bowron Dnp

Chief Quality Officer

NA

Thomas McDonagh

Chief Financial Officer

NA

Residency Programs

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

Capacity & Services

Licensed Beds 265

Staffing & Personnel

FTE Employees on Payroll 1591.57
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) 2134
Inpatient Days (Title XVIII) 21318
Inpatient Days (Title XIX) NA
Total Inpatient Days 58053
Bed Count 415
Available Bed Days 140525
Discharges (Title V) 501
Discharges (Title XVIII) 3720
Discharges (Title XIX) NA
Total Discharges 10718

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) 1770
Inpatient Days (Title XVIII; Adults & Peds) 19780
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 48009
Bed Count (Adults & Peds) 369
Available Bed Days (Adults & Peds) 118990
Discharges (Title V; Adults & Peds) 501
Discharges (Title XVIII; Adults & Peds) 3720
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 10718

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours.
Care Quality Concerns 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. 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 73%

Mortality Group Indicators

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 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 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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 155

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 12
Readmission Score Hospital Return Days for Heart Failure Patients 53.6
Readmission Score Hospital Return Days for Pneumonia Patients 77.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.8
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 13
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.8
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 15.4
Readmission Score Rate of Readmission for CABG 11
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.6
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 20.1
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 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 Better 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) Worse Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate Worse 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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,203
Bad Debt Expense $44,516
Uncompensated Care Cost $11,247
Total Uncompensated Care $59,691

Operating Expenses ($ thousands)

Total Salaries $252,114
Overhead Expenses (Non-Salary) $330,674
Depreciation Expense $43,463
Total Operating Costs $517,194

Charges ($ thousands)

Inpatient Charges $1,378,329
Outpatient Charges $953,064
Total Patient Charges $2,331,393

Wage-Related Details ($ thousands)

Core Wage Costs $106,370
Wage Costs (RHC/FQHC)
Adjusted Salaries $252,114
Contract Labor (Patient Care) $2,893
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $13,792
Short-Term Investments
Notes Receivable
Accounts Receivable $359,657
Allowance for Doubtful Accounts $-293,047
Inventory $3,520
Prepaid Expenses $26,376
Other Current Assets
Total Current Assets $124,116

Balance Sheet – Fixed Assets ($ thousands)

Land Value $26,425
Land Improvements Value $16,250
Building Value $781,014
Leasehold Improvements
Fixed Equipment Value $79,189
Major Movable Equipment $294,239
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $559,764

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $267,672
Other Assets $386,000
Total Other Assets $653,672
Total Assets $1,337,553

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $29,359
Salaries & Wages Payable $38,220
Payroll Taxes Payable $1,640
Short-Term Debt
Deferred Revenue
Other Current Liabilities $45,638
Total Current Liabilities $114,856

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $686,361
Total Long-Term Liabilities $686,361
Total Liabilities $801,217

Balance Sheet – Equity ($ thousands)

General Fund Balance $536,195
Total Fund Balances $536,195
Total Liabilities & Equity $1,337,412

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $15,894
DRG (Post-Oct 1) $48,050
Outlier Payments
DSH Adjustment $2,748
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,378,329
Outpatient Revenue $958,828
Total Patient Revenue $2,337,156
Contractual Allowances & Discounts $1,804,107
Net Patient Revenue $533,049
Total Operating Expenses $582,789
Net Service Income $-49,739
Other Income $41,963
Total Income $-7,777
Other Expenses
Net Income $-7,777

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $60,726
Medicaid Charges $492,114
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version Cloudsuite
EHR is Changing No