Located at 350 Hawthorne Avenue in Oakland, CA, Alta Bates Summit Medical Center is a leading healthcare provider in the San Francisco Bay Area. As a general acute care hospital with 309 licensed beds, we offer a comprehensive range of medical services, including emergency care. Our dedicated team of physicians and clinicians is committed to providing high-quality, patient-centered care. We take pride in our excellence across various specialties, ensuring you and your family receive the best possible treatment.
| Hospital Name | Alta Bates Summit Medical Center |
|---|---|
| Facility ID | 050043 |
| Address | 350 HAWTHORNE AVENUE |
|---|---|
| City/Town | Oakland |
| State | CA |
| ZIP Code | 94609 |
| County/Parish | ALAMEDA |
| Health System | Sutter Health |
|---|---|
| Health System Website Domain | sutterhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 24 |
|---|---|
| Health System Total Beds | 4407 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sutter Health |
| Emergency Services | Yes |
NA
David D. Clark, FACHE, served as interim CEO at Alta Bates Summit for the year prior to May 2020. [14] He is an accomplished healthcare executive with more than 25 years of leadership, including 15 years as CEO in various hospitals and health systems. [14] Before his interim CEO position at Alta Bates Summit, Clark was interim chief operating officer for El Camino Health in Mountain View. [14] Prior to joining Sutter, Clark served in executive roles at Intermountain Healthcare, Trinity Health, and CHRISTUS Health. [14] He earned an MBA in Health Organization Management from Texas Tech University and a B.S. in Finance from Brigham Young University. [14]
Dr. Roos previously served as Chief Medical Executive at Alta Bates Summit Medical Center, a Sutter Health facility in Oakland, California, where he oversaw two complex acute care hospitals and an inpatient behavioral hospital. [20] Dr. Roos graduated in mathematics and computer science at Academic College in Prague, Czech Republic, and received his Doctor of Medicine degree at Charles University's First Faculty of Medicine. [20] He completed his internship and residency at University of California, San Francisco. [20] Dr. Roos earned his MBA at Auburn University's Harbert College. [20]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 569 |
|---|
| FTE Employees on Payroll | 1262.57 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 19624 |
| Inpatient Days (Title XIX) | 3151 |
| Total Inpatient Days | 54283 |
| Bed Count | 403 |
| Available Bed Days | 147095 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3716 |
| Discharges (Title XIX) | 418 |
| Total Discharges | 9830 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17742 |
| Inpatient Days (Title XIX; Adults & Peds) | 2858 |
| Total Inpatient Days (Adults & Peds) | 49212 |
| Bed Count (Adults & Peds) | 367 |
| Available Bed Days (Adults & Peds) | 133955 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3716 |
| Discharges (Title XIX; Adults & Peds) | 418 |
| Total Discharges (Adults & Peds) | 9830 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | 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 | 75% |
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| 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 | Better 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 | Worse 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) | 247 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -16.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -25.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13 |
| Readmission Score Rate of Readmission for CABG | 9.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,861 |
|---|---|
| Bad Debt Expense | $6,087 |
| Uncompensated Care Cost | $5,511 |
| Total Uncompensated Care | $41,027 |
| Total Salaries | $196,461 |
|---|---|
| Overhead Expenses (Non-Salary) | $303,848 |
| Depreciation Expense | $37,614 |
| Total Operating Costs | $417,537 |
| Inpatient Charges | $1,120,551 |
|---|---|
| Outpatient Charges | $623,139 |
| Total Patient Charges | $1,743,690 |
| Core Wage Costs | $42,780 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $194,700 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-12,545 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $2,741 |
| Accounts Receivable | $656,043 |
| Allowance for Doubtful Accounts | $-480,966 |
| Inventory | $10,675 |
| Prepaid Expenses | $7,678 |
| Other Current Assets | $281 |
| Total Current Assets | $307,652 |
| Land Value | $24,255 |
|---|---|
| Land Improvements Value | $6,403 |
| Building Value | $1,088,332 |
| Leasehold Improvements | $1,833 |
| Fixed Equipment Value | $120,444 |
| Major Movable Equipment | $222,056 |
| Minor Depreciable Equipment | $6,141 |
| Health IT Assets | |
| Total Fixed Assets | $528,516 |
| Long-Term Investments | $16,219 |
|---|---|
| Other Assets | $28,633 |
| Total Other Assets | $44,853 |
| Total Assets | $881,021 |
| Accounts Payable | $40,002 |
|---|---|
| Salaries & Wages Payable | $1,781 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $148 |
| Other Current Liabilities | $24,792 |
| Total Current Liabilities | $66,723 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $181,288 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $6,157 |
| Total Long-Term Liabilities | $187,446 |
| Total Liabilities | $254,169 |
| General Fund Balance | $623,489 |
|---|---|
| Total Fund Balances | $626,853 |
| Total Liabilities & Equity | $881,021 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $51,030 |
| DRG (Post-Oct 1) | $16,438 |
| Outlier Payments | |
| DSH Adjustment | $4,436 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,386 |
| Total IME Payments |
| Inpatient Revenue | $1,142,543 |
|---|---|
| Outpatient Revenue | $693,506 |
| Total Patient Revenue | $1,836,049 |
| Contractual Allowances & Discounts | $1,306,353 |
| Net Patient Revenue | $529,695 |
| Total Operating Expenses | $500,309 |
| Net Service Income | $29,386 |
| Other Income | $17,910 |
| Total Income | $47,297 |
| Other Expenses | |
| Net Income | $47,297 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $69,388 |
| Medicaid Charges | $446,477 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |