California Pacific Medical Center (CPMC) Van Ness Campus, located at 1101 Van Ness Avenue in San Francisco, CA, is a state-of-the-art hospital offering advanced treatments and technology in a welcoming environment. As a high-level regional hospital, the Van Ness Campus provides 24-hour emergency care for both adults and children, along with exceptional specialty services, including a Heart & Vascular Center recognized for heart attack care and a designated primary stroke center. Our comprehensive services also feature high transplant patient outcomes, cutting-edge imaging for gastrointestinal conditions, and a birth center with natural childbirth coaching and a Level III neonatal intensive care unit. Experience innovative and patient-centered care at CPMC Van Ness Campus, part of the Sutter Health Network.
| Hospital Name | California Pacific Medical Center - Van Ness Campus |
|---|---|
| Facility ID | 050047 |
| Address | 1101 VAN NESS AVENUE |
|---|---|
| City/Town | San Francisco |
| State | CA |
| ZIP Code | 94109 |
| County/Parish | SAN FRANCISCO |
| 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 |
Hamila Kownacki is the Chief Executive Officer for Sutter Health's California Pacific Medical Center (CPMC), a network of three acute care hospitals and outpatient centers in San Francisco. [10, 13] She has over two decades of experience at CPMC, including serving as the medical center’s chief operating officer for eight years. [6, 10, 13] Kownacki oversees operations and outpatient services at CPMC's three hospital campuses (Davies, Mission Bernal and Van Ness) and has driven numerous adult tertiary and quaternary programs. [6, 13] She also oversaw the opening of the CPMC Mission Bernal (2018) and CPMC Van Ness (2019) hospitals. [6] She is the first woman and registered nurse to lead CPMC. [6] Her expertise includes business development, management, hospital operations, and Community and Board relations. [10] Kownacki was recognized as one of the “Most Influential Women in Bay Area Business” by the San Francisco Business Times in 2020 and 2023. [10] She has served on several boards, including Jewish Vocational Services, Donor Network West, Meals on Wheels San Francisco, Presidio Surgery Center, San Francisco Endoscopy Center and California Pacific Advanced Imaging. [10] She began her career as an oncology and ICU nurse. [10]
Dr. Anup Singh has been named the new Chief Medical Executive at Sutter's California Pacific Medical Center (CPMC) in San Francisco, effective in mid-June 2025. [7] He previously served as Chief Medical Executive at Sutter Santa Rosa Regional Hospital. [7] In his role at CPMC, he will oversee medical staff engagement, clinical quality and operational performance, while helping to drive innovation and coordination across inpatient and outpatient services. [7]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 480 |
|---|
| FTE Employees on Payroll | 2336.95 |
|---|---|
| FTE Interns & Residents | 90.83 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 21658 |
| Inpatient Days (Title XIX) | 3724 |
| Total Inpatient Days | 85608 |
| Bed Count | 274 |
| Available Bed Days | 100010 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3442 |
| Discharges (Title XIX) | 454 |
| Total Discharges | 14497 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 18097 |
| Inpatient Days (Title XIX; Adults & Peds) | 2342 |
| Total Inpatient Days (Adults & Peds) | 58198 |
| Bed Count (Adults & Peds) | 195 |
| Available Bed Days (Adults & Peds) | 71175 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3442 |
| Discharges (Title XIX; Adults & Peds) | 454 |
| Total Discharges (Adults & Peds) | 14497 |
| Care Quality Stengths | High overall patient satisfaction. |
|---|---|
| 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 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 | 81% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | Better 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 226 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 21.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 8.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 49 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | 10.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | Not Available |
| 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 | $7,943 |
|---|---|
| Bad Debt Expense | $9,086 |
| Uncompensated Care Cost | $10,818 |
| Total Uncompensated Care | $69,548 |
| Total Salaries | $368,732 |
|---|---|
| Overhead Expenses (Non-Salary) | $801,876 |
| Depreciation Expense | $-12 |
| Total Operating Costs | $829,800 |
| Inpatient Charges | $1,720,385 |
|---|---|
| Outpatient Charges | $1,029,761 |
| Total Patient Charges | $2,750,145 |
| Core Wage Costs | $84,084 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $357,752 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $3,550 |
| Cash & Bank Balances | $148,687 |
|---|---|
| Short-Term Investments | $9,995 |
| Notes Receivable | |
| Accounts Receivable | $905,729 |
| Allowance for Doubtful Accounts | $-666,002 |
| Inventory | $21,680 |
| Prepaid Expenses | $9,167 |
| Other Current Assets | $282 |
| Total Current Assets | $498,819 |
| Land Value | $186,506 |
|---|---|
| Land Improvements Value | $30,602 |
| Building Value | $2,523,332 |
| Leasehold Improvements | $61,480 |
| Fixed Equipment Value | $387,930 |
| Major Movable Equipment | $540,442 |
| Minor Depreciable Equipment | $19,897 |
| Health IT Assets | |
| Total Fixed Assets | $2,459,930 |
| Long-Term Investments | $112,198 |
|---|---|
| Other Assets | $34,558 |
| Total Other Assets | $146,756 |
| Total Assets | $3,105,505 |
| Accounts Payable | $62,171 |
|---|---|
| Salaries & Wages Payable | $15,763 |
| Payroll Taxes Payable | |
| Short-Term Debt | $29,843 |
| Deferred Revenue | $96 |
| Other Current Liabilities | $98,504 |
| Total Current Liabilities | $212,825 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $682,680 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,487 |
| Total Long-Term Liabilities | $691,167 |
| Total Liabilities | $903,992 |
| General Fund Balance | $2,201,513 |
|---|---|
| Total Fund Balances | $2,201,513 |
| Total Liabilities & Equity | $3,105,505 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $59,525 |
| DRG (Post-Oct 1) | $20,879 |
| Outlier Payments | |
| DSH Adjustment | $3,996 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $33,216 |
| Total IME Payments | $13,005 |
| Inpatient Revenue | $1,748,097 |
|---|---|
| Outpatient Revenue | $1,055,069 |
| Total Patient Revenue | $2,803,166 |
| Contractual Allowances & Discounts | $1,815,349 |
| Net Patient Revenue | $987,817 |
| Total Operating Expenses | $1,170,608 |
| Net Service Income | $-182,791 |
| Other Income | $91,787 |
| Total Income | $-91,004 |
| Other Expenses | |
| Net Income | $-91,004 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $78,189 |
| Medicaid Charges | $495,487 |
| 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 |