Eden Medical Center

Eden Medical Center, located at 20103 Lake Chabot Road in Castro Valley, CA, delivers comprehensive, award-winning care with the convenience and quality you and your family deserve. As part of the Sutter Health Network, our 130-bed hospital offers private rooms and serves as a regional trauma center for Southern Alameda County. We feature many centers of excellence, including neurosciences, orthopedics, rehabilitation, a birthing center, imaging, and stroke and cancer care. Recognized as a Primary Stroke Center, Eden Medical Center's emergency teams provide nationally recognized critical care 24/7.

Identifiers

Hospital Name Eden Medical Center
Facility ID 050488

Location

Address 20103 LAKE CHABOT ROAD
City/Town Castro Valley
State CA
ZIP Code 94546
County/Parish ALAMEDA

Health System

Health System Sutter Health
Health System Website Domain sutterhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 24
Health System Total Beds 4407
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Sutter Health
Emergency Services Yes

Shannon Thomas

Chief Administrative Officer

Shannon Thomas, RN, MSN, is the new chief administrative officer of Eden Medical Center in Castro Valley. Thomas began her role on March 7, 2022. Thomas comes to Eden Medical Center, part of the Sutter Health not-for-profit integrated network of care, from Sutter’s Novato Community Hospital in Novato, California where she served as chief administrative officer and chief nursing officer since 2019. Prior to Novato Community Hospital, Thomas was director of nursing and site administrator for the Mission Bernal Campus of Sutter’s California Pacific Medical Center (CPMC) in San Francisco where she led the 2017 opening of the new hospital. Thomas began her tenure at CPMC as the clinical manager of the Postpartum/Well Baby nursery. Thomas earned her bachelor’s degree in Nursing from the University of North Carolina, Charlotte before moving to California to work at the University of California, San Francisco where she earned a master’s degree in Nursing Administration.

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 155

Staffing & Personnel

FTE Employees on Payroll 883.71
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13614
Inpatient Days (Title XIX) 3138
Total Inpatient Days 43955
Bed Count 126
Available Bed Days 45990
Discharges (Title V) NA
Discharges (Title XVIII) 2490
Discharges (Title XIX) 503
Total Discharges 8463

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 11841
Inpatient Days (Title XIX; Adults & Peds) 2420
Total Inpatient Days (Adults & Peds) 35345
Bed Count (Adults & Peds) 102
Available Bed Days (Adults & Peds) 37230
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2490
Discharges (Title XIX; Adults & Peds) 503
Total Discharges (Adults & Peds) 8463

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 72%

Mortality Group Indicators

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
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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 208

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -10.2
Readmission Score Hospital Return Days for Pneumonia Patients -12.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.8
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 Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.6
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.5
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) 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 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

Infection SIRs

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 Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $5,970
Bad Debt Expense $9,851
Uncompensated Care Cost $8,533
Total Uncompensated Care $21,726

Operating Expenses ($ thousands)

Total Salaries $142,822
Overhead Expenses (Non-Salary) $236,508
Depreciation Expense $18,621
Total Operating Costs $318,797

Charges ($ thousands)

Inpatient Charges $833,890
Outpatient Charges $441,263
Total Patient Charges $1,275,153

Wage-Related Details ($ thousands)

Core Wage Costs $32,226
Wage Costs (RHC/FQHC)
Adjusted Salaries $143,071
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-32
Short-Term Investments
Notes Receivable
Accounts Receivable $255,364
Allowance for Doubtful Accounts $-191,337
Inventory $3,674
Prepaid Expenses $762
Other Current Assets
Total Current Assets $107,006

Balance Sheet – Fixed Assets ($ thousands)

Land Value $19,553
Land Improvements Value $37,322
Building Value $214,401
Leasehold Improvements $21
Fixed Equipment Value $81,306
Major Movable Equipment $71,199
Minor Depreciable Equipment $2,118
Health IT Assets
Total Fixed Assets $231,986

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $13,026
Other Assets $6,102
Total Other Assets $19,128
Total Assets $358,120

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $11,040
Salaries & Wages Payable $823
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $12,927
Total Current Liabilities $24,790

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $260,559
Unsecured Loans
Other Long-Term Liabilities $4,482
Total Long-Term Liabilities $265,041
Total Liabilities $289,832

Balance Sheet – Equity ($ thousands)

General Fund Balance $68,288
Total Fund Balances $68,288
Total Liabilities & Equity $358,120

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $32,170
DRG (Post-Oct 1) $11,458
Outlier Payments
DSH Adjustment $2,273
Eligible DSH % $0
Simulated MC Payments $19,661
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $842,041
Outpatient Revenue $492,194
Total Patient Revenue $1,334,235
Contractual Allowances & Discounts $944,441
Net Patient Revenue $389,794
Total Operating Expenses $379,330
Net Service Income $10,465
Other Income $16,514
Total Income $26,979
Other Expenses
Net Income $26,979

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $64,307
Medicaid Charges $355,532
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No