Valleywise Health Medical Center, located at 2601 East Roosevelt Street in Phoenix, AZ, is a comprehensive healthcare system dedicated to providing exceptional care to every patient, every time. As the Phoenix area's only public teaching hospital, Valleywise Health is home to Arizona's only nationally verified burn center and a Level I Trauma Center. With its new, state-of-the-art medical center, Valleywise offers a wide range of services, including emergency care, trauma services, behavioral health, and specialized programs for women and children. For over 140 years, Valleywise Health has been committed to serving the community with compassionate, innovative, and safe healthcare solutions.
| Hospital Name | Valleywise Health Medical Center |
|---|---|
| Facility ID | 030022 |
| Address | 2601 EAST ROOSEVELT STREET |
|---|---|
| City/Town | Phoenix |
| State | AZ |
| ZIP Code | 85008 |
| County/Parish | MARICOPA |
| Health System | Independent |
|---|---|
| Health System Website Domain | valleywisehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 758 |
| Health System Hospital Locations | Arizona |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | Valleywise Health |
| Emergency Services | No |
Steve Purves became President & Chief Executive Officer of Valleywise Health in Phoenix, Arizona in September 2013. Valleywise Health is Arizona's largest and longest serving public teaching hospital and health care system and includes the Roosevelt Campus- Hospital, the Arizona Burn Center, the Arizona Children's Center, a Level I Trauma Center, two behavioral health centers and a network of 13 Federally Qualified Health Centers that serve Phoenix and Maricopa County. [3] Since 2013, Mr. Purves led a $120 million financial turnaround at Valleywise Health and helped secure $935 million in general obligation bonds passed by voter referendum in 2014. [3] These funds will allow Valleywise Health to replace aging facilities and to reinvent its’ care model to better serve the public in the years to come. [3] Mr. Purves works with the publicly elected five-member Board of Directors who represent the Maricopa County Special Health Care District, to provide executive leadership for the growth and development of Valleywise Health. [3] He received his master's degree in Healthcare Administration from Trinity University in San Antonio, Texas, and his bachelor's degree in Health Education from Springfield College in Springfield, MA. [6]
Michelle Barker, a highly experienced and passionate health care leader, became Senior Vice President and Chief Executive Officer of Valleywise Health's 11 Federally Qualified Health Centers (FQHC) in 2023. [3] Michelle, who has over 30 years of experience working with hospitals and health systems, previously served as Chairman of the Valleywise Community Health Centers Governing Council, which maintains oversight of our FQHCs as well clinics located at Valleywise Health's Comprehensive Health Centers. [3]
Michael White, MD, joined Valleywise Health as Executive Vice President, Chief Clinical Officer (EVP, CCO) in August 2019. [3] In his role, Dr. White works to advance the Mission, Vision and Values of Valleywise Health to improve clinical outcomes, enhance patient experience, and grow key programs. [3] He also serves as a liaison with our partners at District Medical Group and the Creighton University Arizona Health Education Alliance. [3]
Claire Agnew has served as Executive Vice President and Chief Financial Officer (CFO) of Valleywise Health since December 2020. [3] She is responsible for the development and implementation of financial strategies, operating and capital budgets, revenue cycle, and system of financial reporting and controls that support the mission and goals of Valleywise Health. [3] She has over 25 years of healthcare finance experience in the Valley, having previously held financial leadership roles at Phoenix Children's Hospital and Banner Health, and began her professional career with Arthur Andersen. [3]
Lia Christiansen joined Valleywise Health as Chief Administrative Officer (CAO) in February 2021. [3] As CAO, she will lead Human Resources, IT, Marketing, Business Development, Ancillary and Support departments and key Care Reimagined projects such as construction of the new medical center. [3] Lia most recently served as Chief Operating Officer for Acute Care for M Health Fairview, located in Minneapolis, Minnesota. [3] Prior to her role with M Health Fairview, she worked in the HealthEast Care system in St. Paul, Minnesota serving as Vice President for Hospital Operations and as Vice President of Shared Operations. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 758 |
|---|
| FTE Employees on Payroll | 2771.7 |
|---|---|
| FTE Interns & Residents | 219.35 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3909 |
| Inpatient Days (Title XIX) | 7033 |
| Total Inpatient Days | 65336 |
| Bed Count | 301 |
| Available Bed Days | 109865 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 606 |
| Discharges (Title XIX) | 3927 |
| Total Discharges | 14090 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3145 |
| Inpatient Days (Title XIX; Adults & Peds) | 5733 |
| Total Inpatient Days (Adults & Peds) | 43952 |
| Bed Count (Adults & Peds) | 211 |
| Available Bed Days (Adults & Peds) | 77015 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 606 |
| Discharges (Title XIX; Adults & Peds) | 3927 |
| Total Discharges (Adults & Peds) | 14090 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 | 56% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Number of Cases Too Small |
| 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 | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $82,934 |
|---|---|
| Bad Debt Expense | $34,374 |
| Uncompensated Care Cost | $91,955 |
| Total Uncompensated Care | $239,162 |
| Total Salaries | $298,232 |
|---|---|
| Overhead Expenses (Non-Salary) | $598,659 |
| Depreciation Expense | $45,664 |
| Total Operating Costs | $655,199 |
| Inpatient Charges | $1,334,731 |
|---|---|
| Outpatient Charges | $1,178,549 |
| Total Patient Charges | $2,513,280 |
| Core Wage Costs | $67,134 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $298,232 |
| Contract Labor (Patient Care) | $73,153 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $407,718 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $243,964 |
| Allowance for Doubtful Accounts | $-158,255 |
| Inventory | $12,217 |
| Prepaid Expenses | $13,491 |
| Other Current Assets | $7,521 |
| Total Current Assets | $652,905 |
| Land Value | $35,325 |
|---|---|
| Land Improvements Value | |
| Building Value | $906,691 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $299,501 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $796,596 |
| Long-Term Investments | |
|---|---|
| Other Assets | $748 |
| Total Other Assets | $748 |
| Total Assets | $1,450,250 |
| Accounts Payable | $89,680 |
|---|---|
| Salaries & Wages Payable | $27,087 |
| Payroll Taxes Payable | $1,072 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $54,694 |
| Total Current Liabilities | $181,375 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $671,881 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $414,093 |
| Total Long-Term Liabilities | $1,085,974 |
| Total Liabilities | $1,267,349 |
| General Fund Balance | $182,900 |
|---|---|
| Total Fund Balances | $182,900 |
| Total Liabilities & Equity | $1,450,250 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,788 |
| DRG (Post-Oct 1) | $6,771 |
| Outlier Payments | |
| DSH Adjustment | $1,234 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $16,631 |
| Total IME Payments | $2,730 |
| Inpatient Revenue | $1,334,731 |
|---|---|
| Outpatient Revenue | $1,283,209 |
| Total Patient Revenue | $2,617,940 |
| Contractual Allowances & Discounts | $2,108,541 |
| Net Patient Revenue | $509,399 |
| Total Operating Expenses | $896,891 |
| Net Service Income | $-387,493 |
| Other Income | $331,923 |
| Total Income | $-55,570 |
| Other Expenses | |
| Net Income | $-55,570 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $209,054 |
| Medicaid Charges | $1,368,962 |
| Net CHIP Revenue | $1,266 |
| CHIP Charges | $5,541 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |