Cedars-Sinai Marina del Rey Hospital, located at 4650 Lincoln Blvd in Marina del Rey, CA, is a 133-bed nonprofit community hospital dedicated to serving the coastal and westside communities of Los Angeles. We provide a range of inpatient and outpatient medical services, including 24/7 emergency care, with expertise in specialty areas such as spine care, weight management, and orthopedics. We are currently building a new, state-of-the-art, nine-story hospital set to be completed in 2026, designed to enhance our surgical capabilities and patient care. During construction, we remain fully open and operational, committed to providing exceptional care with the same dedicated staff and services you trust. Experience our focus on complete healing with complimentary valet parking and wireless internet, as we cater to your medical and personal needs before, during, and after your stay.
| Hospital Name | Cedars-Sinai Marina del Rey Hospital |
|---|---|
| Facility ID | 050740 |
| Address | 4650 LINCOLN BLVD |
|---|---|
| City/Town | Marina del Rey |
| State | CA |
| ZIP Code | 90291 |
| County/Parish | LOS ANGELES |
| Health System | Cedars-Sinai Health System |
|---|---|
| Health System Website Domain | cedars-sinai.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1373 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Cedars-Sinai Health System |
| Emergency Services | Yes |
Bryan Croft has been named the new executive vice president and chief operating officer of Cedars-Sinai Medical Center and as chief executive officer of Cedars-Sinai Marina del Rey Hospital. Croft began his new role in June 2023. He had been serving as senior vice president of operations at Cedars-Sinai, joining in 2010 as vice president of operations and promoted to senior vice president in 2017. Before joining Cedars-Sinai, he served as vice president of operations for Houston Methodist Hospital and previously for The Queen's Medical Center in Honolulu. In his 13 years at Cedars-Sinai, Croft has led operational initiatives in response to the COVID-19 pandemic, the planning process for a new Cedars-Sinai Marina del Rey Hospital replacement facility, and the development of new clinical programs. He also played a key role on patient experience pilot projects in faculty clinics.
Cedars-Sinai Marina del Rey Hospital has appointed Jessica Almeida, DNP, RN, as its new chief nursing officer. Almeida will lead the nursing staff as they prepare for the hospital's move to a new facility, set to open in late 2026. Almeida, who joined the hospital in 2023 as associate director of nursing operations, has served as interim chief nursing officer since May 2024. With over two decades of clinical experience, she has worked in neonatal intensive care units, emergency departments, and medical-surgical divisions. Her leadership background includes overseeing hospital initiatives to improve communication, interdisciplinary care, and operational efficiency. Prior to joining Marina del Rey Hospital, Almeida served as the executive director of operations at Cedars-Sinai Providence Tarzana Medical Center, where she focused on patient flow, clinical informatics, and hospital construction projects. Almeida earned her doctorate in nursing practice and her master's in nursing from Capella University in Minneapolis.
Joanne Laguna-Kennedy, MSN, RN, is the vice president of hospital operations and chief operating officer of Marina del Rey Hospital.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 145 |
|---|
| FTE Employees on Payroll | 642.58 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8337 |
| Inpatient Days (Title XIX) | 946 |
| Total Inpatient Days | 22875 |
| Bed Count | 103 |
| Available Bed Days | 37595 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1694 |
| Discharges (Title XIX) | 166 |
| Total Discharges | 4972 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7329 |
| Inpatient Days (Title XIX; Adults & Peds) | 813 |
| Total Inpatient Days (Adults & Peds) | 20247 |
| Bed Count (Adults & Peds) | 91 |
| Available Bed Days (Adults & Peds) | 33215 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1694 |
| Discharges (Title XIX; Adults & Peds) | 166 |
| Total Discharges (Adults & Peds) | 4972 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | 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 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. |
| 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 | 63% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| 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 | Better 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 | |
| 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) | 182 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 36.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 28.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 | 0.6 |
| 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 | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | 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 | 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) | 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 | $2,113 |
|---|---|
| Bad Debt Expense | $2,744 |
| Uncompensated Care Cost | $2,675 |
| Total Uncompensated Care | $23,443 |
| Total Salaries | $74,750 |
|---|---|
| Overhead Expenses (Non-Salary) | $96,624 |
| Depreciation Expense | $2,255 |
| Total Operating Costs | $166,990 |
| Inpatient Charges | $594,054 |
|---|---|
| Outpatient Charges | $428,421 |
| Total Patient Charges | $1,022,475 |
| Core Wage Costs | $13,076 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $74,750 |
| Contract Labor (Patient Care) | $19,615 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $27,750 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $75,499 |
| Allowance for Doubtful Accounts | $-56,014 |
| Inventory | $1,597 |
| Prepaid Expenses | $1,528 |
| Other Current Assets | |
| Total Current Assets | $57,193 |
| Land Value | $65,560 |
|---|---|
| Land Improvements Value | $126 |
| Building Value | $47,592 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $30,126 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $110,017 |
| Long-Term Investments | |
|---|---|
| Other Assets | $14,534 |
| Total Other Assets | $14,534 |
| Total Assets | $181,744 |
| Accounts Payable | $11,565 |
|---|---|
| Salaries & Wages Payable | $7,446 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,144 |
| Deferred Revenue | |
| Other Current Liabilities | $86,805 |
| Total Current Liabilities | $106,960 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,457 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $6,744 |
| Total Long-Term Liabilities | $10,201 |
| Total Liabilities | $117,161 |
| General Fund Balance | $64,583 |
|---|---|
| Total Fund Balances | $64,583 |
| Total Liabilities & Equity | $181,744 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,456 |
| DRG (Post-Oct 1) | $17,647 |
| Outlier Payments | |
| DSH Adjustment | $852 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $577,038 |
|---|---|
| Outpatient Revenue | $442,092 |
| Total Patient Revenue | $1,019,129 |
| Contractual Allowances & Discounts | $860,102 |
| Net Patient Revenue | $159,027 |
| Total Operating Expenses | $177,193 |
| Net Service Income | $-18,166 |
| Other Income | $4,261 |
| Total Income | $-13,905 |
| Other Expenses | $107 |
| Net Income | $-14,012 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,922 |
| Medicaid Charges | $194,039 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |