Located in the heart of Los Angeles at 1225 Wilshire Boulevard, PIH Health Good Samaritan Hospital is a 408-bed non-profit acute care facility with a rich history dating back to 1885. As the oldest hospital in Los Angeles and a part of the PIH Health network since 2019, we provide compassionate, patient-centered care to meet the diverse needs of our community. Our downtown campus includes a hospital and a medical office building, offering a comprehensive range of services, including specialized care in cardiology, oncology, women's health, and emergency services. We are committed to investing in the community's health and wellness, providing financial assistance and outreach programs to improve access to quality healthcare for all. Nationally recognized for excellence, PIH Health Good Samaritan Hospital is dedicated to delivering advanced medical technology and a holistic approach to health.
| Hospital Name | PIH Health Good Samaritan Hospital |
|---|---|
| Facility ID | 050471 |
| Address | 1225 WILSHIRE BOULEVARD |
|---|---|
| City/Town | Los Angeles |
| State | CA |
| ZIP Code | 90017 |
| County/Parish | LOS ANGELES |
| Health System | PIH Health |
|---|---|
| Health System Website Domain | pihhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 1094 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | PIH Health |
| Emergency Services | No |
Patrick Rohan, FACHE, was named Chief Executive Officer (CEO) of Good Samaritan Hospital in October 2023. Since joining the hospital, he has led transformative growth initiatives, including the opening of a new Cardiac Catheterization Lab and Progressive Care Unit (PCU). Under his leadership, the hospital has introduced cutting-edge technology, including advanced robotic surgical systems and state-of-the-art ultrasound technology, further enhancing patient care and surgical precision. Rohan is also spearheading the development of a new $1.2 billion hospital, set to break ground in summer 2024, a project that will redefine healthcare access and innovation for the community. Additionally, during his tenure, Good Samaritan Hospital has achieved its highest employee and physician engagement scores in years, reflecting his commitment to a positive workplace culture and exceptional patient care. Beyond the hospital, Rohan is deeply engaged in the community. He serves on the Los Gatos Chamber of Commerce Board of Directors and has overseen substantial grantmaking efforts to organizations such as Mother's Milk Bank, March of Dimes, United Way, as well as to the City of San Jose to help address homelessness, reinforcing his dedication to improving the well-being of the broader community. Before joining Good Samaritan Hospital, Rohan served as CEO of Medical City Frisco, where he oversaw major expansions, including a complex spine deformity program, advanced cardiac and oncology services, a $54 million medical office building, and a $91 million patient tower expansion. Prior to that, he held executive leadership roles at Medical City Plano and several HCA Healthcare hospitals in Florida. Rohan holds a Master of Business Administration and a Bachelor of Arts in Business Management from Florida Atlantic University. He is a Fellow of the American College of Healthcare Executives (FACHE) and was recognized as a “40 Under 40” honoree by the Dallas Business Journal in 2021.
Dr. Rich Briones has served as Chief Medical Officer (CMO) of Good Samaritan Hospital since January 2022, bringing more than 20 years of clinical experience as a board-certified anesthesiologist. A dedicated physician leader, he is passionate about delivering high-quality, compassionate care and improving the health of the community at large. Dr. Briones has played a key role in advancing physician-nurse collaboration, ensuring seamless care integration, and driving service line growth.
Nancy Charron-Escribano, MSN, was appointed Chief Nursing Officer (CNO) at Good Samaritan Hospital in August 2024, bringing over 29 years of healthcare experience, including 12 years in leadership. A dedicated advocate for patient care, nursing excellence, and staff development, she is committed to fostering a collaborative and high-performing nursing culture.
Geoff Hill joined Good Samaritan Hospital as Chief Operating Officer (COO) in March 2025, bringing over a decade of leadership experience within HCA Healthcare. With a strong background in hospital operations, strategic growth, and financial management, he is dedicated to enhancing patient care, optimizing hospital performance, and expanding key service lines.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 380 |
|---|
| FTE Employees on Payroll | 1335.12 |
|---|---|
| FTE Interns & Residents | 8.44 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14075 |
| Inpatient Days (Title XIX) | 10925 |
| Total Inpatient Days | 64566 |
| Bed Count | 318 |
| Available Bed Days | 116070 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2818 |
| Discharges (Title XIX) | 1636 |
| Total Discharges | 11820 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10051 |
| Inpatient Days (Title XIX; Adults & Peds) | 8761 |
| Total Inpatient Days (Adults & Peds) | 48779 |
| Bed Count (Adults & Peds) | 256 |
| Available Bed Days (Adults & Peds) | 93440 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2818 |
| Discharges (Title XIX; Adults & Peds) | 1636 |
| Total Discharges (Adults & Peds) | 11820 |
| Care Quality Stengths | |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients reported significant challenges with transitions between departments in 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 Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. 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 | 62% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 266 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 55.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 29.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 30.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.9 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | 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 | 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) | 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 | $4,686 |
|---|---|
| Bad Debt Expense | $4,977 |
| Uncompensated Care Cost | $5,857 |
| Total Uncompensated Care | $11,106 |
| Total Salaries | $149,499 |
|---|---|
| Overhead Expenses (Non-Salary) | $251,526 |
| Depreciation Expense | $7,032 |
| Total Operating Costs | $353,243 |
| Inpatient Charges | $1,455,395 |
|---|---|
| Outpatient Charges | $545,094 |
| Total Patient Charges | $2,000,489 |
| Core Wage Costs | $32,563 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $149,499 |
| Contract Labor (Patient Care) | $23,788 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,407 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $4,849 |
| Accounts Receivable | $455,183 |
| Allowance for Doubtful Accounts | $-362,988 |
| Inventory | $5,549 |
| Prepaid Expenses | $6,115 |
| Other Current Assets | $45,020 |
| Total Current Assets | $310,616 |
| Land Value | $204,149 |
|---|---|
| Land Improvements Value | $274 |
| Building Value | $46,842 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $85,764 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $312,045 |
| Long-Term Investments | $78,096 |
|---|---|
| Other Assets | $8,574 |
| Total Other Assets | $86,670 |
| Total Assets | $709,332 |
| Accounts Payable | $73,245 |
|---|---|
| Salaries & Wages Payable | $22,468 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $7,030 |
| Other Current Liabilities | $149,611 |
| Total Current Liabilities | $258,193 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $31,434 |
| Total Long-Term Liabilities | $31,434 |
| Total Liabilities | $289,627 |
| General Fund Balance | $361,581 |
|---|---|
| Total Fund Balances | $419,705 |
| Total Liabilities & Equity | $709,332 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $46,052 |
| Outlier Payments | |
| DSH Adjustment | $5,866 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $29,693 |
| Total IME Payments | $720 |
| Inpatient Revenue | $1,455,395 |
|---|---|
| Outpatient Revenue | $545,094 |
| Total Patient Revenue | $2,000,489 |
| Contractual Allowances & Discounts | $1,600,868 |
| Net Patient Revenue | $399,621 |
| Total Operating Expenses | $440,969 |
| Net Service Income | $-41,348 |
| Other Income | $30,862 |
| Total Income | $-10,486 |
| Other Expenses | |
| Net Income | $-10,486 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $51,776 |
| Medicaid Charges | $619,762 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Sunrise |
|---|---|
| EHR Version | Sunrise |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |