Northwest Medical Center, located at 6200 N La Cholla Blvd in Tucson, AZ, is a 300-bed hospital dedicated to meeting the healthcare needs of the Tucson community. With over 640 physicians and a comprehensive team of healthcare professionals, we offer a wide range of inpatient and outpatient services, including emergency care, heart and stroke care, weight-loss surgery, and spine and joint programs. We also operate six convenient urgent care centers throughout Tucson, providing accessible care when you need it most. Northwest Medical Center is committed to delivering high-quality, compassionate, and patient-focused care, with a special emphasis on women's health through Arizona's first freestanding, self-contained medical facility for women.
| Hospital Name | Northwest Medical Center |
|---|---|
| Facility ID | 030085 |
| Address | 6200 NORTH LA CHOLLA BOULEVARD |
|---|---|
| City/Town | Tucson |
| State | AZ |
| ZIP Code | 85741 |
| County/Parish | PIMA |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
|---|---|
| Health System Total Beds | 6172 |
| Health System Hospital Locations | Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Ben Ridder has been hired as CEO of Northwest Medical Center in Tucson, Ariz., according to an Oct. 3 LinkedIn post from Northwest Healthcare. Mr. Ridder joins the 287-bed hospital from Knoxville, Tenn.-based Tennova Healthcare, where he most recently led Jefferson City, Tenn.-based Jefferson Memorial Hospital as CEO, according to his LinkedIn page.
Brian Sinotte, FACHE, is the Market Chief Executive Officer for Northwest Healthcare, which includes Northwest Medical Center, Oro Valley Hospital, Northwest Medical Center Sahuarita, Northwest Medical Center Houghton and an expansive ambulatory network across Pima County. As Market CEO, Brian is charged with leading Northwest Healthcare's commitment to delivering Tucson and the surrounding communities with high quality, accessible healthcare. For more than 15 years Brian has researched the intersection of effective execution through enterprise alignment and high reliability cultures in the healthcare space. As a result, he deploys the Line of Site system which brings complex organizations into alignment and ensures focused execution across the enterprise. Prior to his work with CHHD Brian has held key C-suite roles in health care including as the Market President for Duke LifePoint's UP Health System in Michigan.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 300 |
|---|
| FTE Employees on Payroll | 1090.96 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14325 |
| Inpatient Days (Title XIX) | 2144 |
| Total Inpatient Days | 60710 |
| Bed Count | 253 |
| Available Bed Days | 92345 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3230 |
| Discharges (Title XIX) | 2682 |
| Total Discharges | 13020 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12707 |
| Inpatient Days (Title XIX; Adults & Peds) | 819 |
| Total Inpatient Days (Adults & Peds) | 48788 |
| Bed Count (Adults & Peds) | 203 |
| Available Bed Days (Adults & Peds) | 74095 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3230 |
| Discharges (Title XIX; Adults & Peds) | 2682 |
| Total Discharges (Adults & Peds) | 13020 |
| Care Quality Stengths | |
|---|---|
| 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 significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of the hospital. 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 |
| 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 | 51% |
|---|
| 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 | Worse 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) | 232 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -8.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 3.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 4.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 11.8 |
| Readmission Score Rate of Readmission for CABG | 10.8 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.9 |
| 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 | 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 |
| 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 Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $2,123 |
|---|---|
| Bad Debt Expense | $13,471 |
| Uncompensated Care Cost | $3,672 |
| Total Uncompensated Care | $28,261 |
| Total Salaries | $87,577 |
|---|---|
| Overhead Expenses (Non-Salary) | $233,815 |
| Depreciation Expense | $10,895 |
| Total Operating Costs | $311,915 |
| Inpatient Charges | $1,386,318 |
|---|---|
| Outpatient Charges | $1,483,340 |
| Total Patient Charges | $2,869,658 |
| Core Wage Costs | $13,329 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $87,577 |
| Contract Labor (Patient Care) | $27,652 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-104 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $63,071 |
| Allowance for Doubtful Accounts | $-14,536 |
| Inventory | $15,962 |
| Prepaid Expenses | $2,451 |
| Other Current Assets | $165 |
| Total Current Assets | $67,009 |
| Land Value | $25,200 |
|---|---|
| Land Improvements Value | $10,724 |
| Building Value | $126,146 |
| Leasehold Improvements | $100,828 |
| Fixed Equipment Value | $6,956 |
| Major Movable Equipment | $81,649 |
| Minor Depreciable Equipment | $20,143 |
| Health IT Assets | |
| Total Fixed Assets | $208,965 |
| Long-Term Investments | |
|---|---|
| Other Assets | $13,228 |
| Total Other Assets | $13,228 |
| Total Assets | $289,203 |
| Accounts Payable | $16,712 |
|---|---|
| Salaries & Wages Payable | $6,348 |
| Payroll Taxes Payable | $810 |
| Short-Term Debt | $2,696 |
| Deferred Revenue | |
| Other Current Liabilities | $3,077 |
| Total Current Liabilities | $-150,879 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $48,735 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $570 |
| Total Long-Term Liabilities | $49,305 |
| Total Liabilities | $-101,573 |
| General Fund Balance | $390,776 |
|---|---|
| Total Fund Balances | $390,776 |
| Total Liabilities & Equity | $289,203 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $36,388 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $913 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $49,915 |
| Total IME Payments |
| Inpatient Revenue | $1,386,049 |
|---|---|
| Outpatient Revenue | $1,483,609 |
| Total Patient Revenue | $2,869,658 |
| Contractual Allowances & Discounts | $2,551,348 |
| Net Patient Revenue | $318,309 |
| Total Operating Expenses | $321,392 |
| Net Service Income | $-3,083 |
| Other Income | $-618 |
| Total Income | $-3,700 |
| Other Expenses | |
| Net Income | $-3,700 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $32,217 |
| Medicaid Charges | $468,291 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |