Located in Seattle, WA, Harborview Medical Center at 325 9th Avenue is a premier healthcare destination providing specialized and comprehensive care to patients throughout the Pacific Northwest. As the region's only Level I adult and pediatric trauma and burn center, we offer expert emergency services and serve as a vital resource for disaster preparedness. Our dedicated team of UW Medicine physicians and staff is committed to delivering exceptional patient care across a wide range of specialties, including trauma, burn care, neurosciences, and more. We are proud to serve the most vulnerable members of our community.
| Hospital Name | Harborview Medical Center |
|---|---|
| Facility ID | 500064 |
| Address | 325 9TH AVENUE |
|---|---|
| City/Town | Seattle |
| State | WA |
| ZIP Code | 98104 |
| County/Parish | KING |
| Health System | UW Medicine |
|---|---|
| Health System Website Domain | uwmedicine.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1166 |
| Health System Hospital Locations | Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | UW Medicine |
| Emergency Services | Yes |
Sommer Kleweno Walley has been named the new chief executive officer of Harborview Medical Center in Seattle. [7] She began her Harborview career in 1997 as a speech language pathologist. [11] After serving in many leadership positions across the organization, she joined Harborview's Executive Team in 2017 when she was promoted to Senior Associate Administrator for SEICS (Surgical, Emergent, Integrated Clinical Services). [11] Since her appointment as Interim Chief Executive Officer in December 2020, Sommer has demonstrated remarkable and steady leadership. [7, 11] Walley shares insights into the unique role of the hospital, its financial turnaround, and upcoming plans for growth, including a new tower expansion. [6] She emphasizes the importance of patient-centered care and community partnerships. [6] Her focus is on the mission of Harborview, her commitment to the well-being of employees, and her dedication to strengthening relationships with Harborview's labor partners. [7] She remained focused on Harborview's mission to serve the most vulnerable members of the community and improve health outcomes for historically underserved populations. [11] Her work to acknowledge and remedy institutional racism and unconscious bias illustrates her commitment to eliminating race-based inequities. [11]
Madeline Grant is the Chief Administrative Officer at Harborview Medical Center. [5]
Dr. Carolyn Brenner is the Medical Director, Mental Health & Addictions Service at Harborview Medical Center. [5] She is also an Associate Professor in the Department of Psychiatry & Behavioral Sciences. [5]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 413 |
|---|
| FTE Employees on Payroll | 4146.7 |
|---|---|
| FTE Interns & Residents | 354.78 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 26742 |
| Inpatient Days (Title XIX) | 8550 |
| Total Inpatient Days | 137296 |
| Bed Count | 406 |
| Available Bed Days | 148190 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2741 |
| Discharges (Title XIX) | 750 |
| Total Discharges | 14010 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 21928 |
| Inpatient Days (Title XIX; Adults & Peds) | 6684 |
| Total Inpatient Days (Adults & Peds) | 107866 |
| Bed Count (Adults & Peds) | 313 |
| Available Bed Days (Adults & Peds) | 114245 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2741 |
| Discharges (Title XIX; Adults & Peds) | 750 |
| Total Discharges (Adults & Peds) | 14010 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in 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 pneumonia so that patients don't have to come back to the hospital. Hospital has had some challengs with infection rates being high. |
| 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 | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| 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 | Worse 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 319 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 9.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 36 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | Not Available |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.836 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.141 |
| SSI SIR (Standardized Infection Ratio) | 2.919 |
| CDI SIR (Standardized Infection Ratio) | 1.217 |
| MRSA SIR (Standardized Infection Ratio) | 1.904 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $59,660 |
|---|---|
| Bad Debt Expense | $24,865 |
| Uncompensated Care Cost | $67,850 |
| Total Uncompensated Care | $94,757 |
| Total Salaries | $465,502 |
|---|---|
| Overhead Expenses (Non-Salary) | $872,208 |
| Depreciation Expense | $28,372 |
| Total Operating Costs | $1,033,203 |
| Inpatient Charges | $2,176,528 |
|---|---|
| Outpatient Charges | $973,135 |
| Total Patient Charges | $3,149,663 |
| Core Wage Costs | $137,586 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $465,502 |
| Contract Labor (Patient Care) | $121,241 |
| Wage Costs (Part A Teaching) | $672 |
| Wage Costs (Interns & Residents) | $58 |
| Cash & Bank Balances | $257,032 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $661,491 |
| Allowance for Doubtful Accounts | $-454,598 |
| Inventory | $13,418 |
| Prepaid Expenses | $14,126 |
| Other Current Assets | |
| Total Current Assets | $547,169 |
| Land Value | $2,432 |
|---|---|
| Land Improvements Value | $7,707 |
| Building Value | $493,465 |
| Leasehold Improvements | $14,158 |
| Fixed Equipment Value | $126,475 |
| Major Movable Equipment | $166,544 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $271,843 |
| Long-Term Investments | $281,029 |
|---|---|
| Other Assets | $66,557 |
| Total Other Assets | $347,587 |
| Total Assets | $1,166,599 |
| Accounts Payable | $46,451 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | $73,244 |
| Short-Term Debt | |
| Deferred Revenue | $3,891 |
| Other Current Liabilities | $44,121 |
| Total Current Liabilities | $210,949 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $171,770 |
| Total Long-Term Liabilities | $171,770 |
| Total Liabilities | $382,719 |
| General Fund Balance | $686,446 |
|---|---|
| Total Fund Balances | $783,880 |
| Total Liabilities & Equity | $1,166,599 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $13,960 |
| DRG (Post-Oct 1) | $27,534 |
| Outlier Payments | |
| DSH Adjustment | $3,532 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $31,755 |
| Total IME Payments | $10,613 |
| Inpatient Revenue | $2,177,549 |
|---|---|
| Outpatient Revenue | $1,206,159 |
| Total Patient Revenue | $3,383,708 |
| Contractual Allowances & Discounts | $2,182,092 |
| Net Patient Revenue | $1,201,617 |
| Total Operating Expenses | $1,337,709 |
| Net Service Income | $-136,092 |
| Other Income | $132,119 |
| Total Income | $-3,972 |
| Other Expenses | $-24,273 |
| Net Income | $20,300 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $273,298 |
| Medicaid Charges | $1,063,426 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | Yes--In Process of Replacing |