Community Hospital of Huntington Park, located at 2623 E. Slauson Ave in Huntington Park, CA, has served the community for over 50 years, offering a wide range of medical and surgical services. As an 81-bed acute care hospital, we are fully accredited and committed to providing high-quality care with compassion. Our services include cardiology, critical care, emergency services, gastroenterology, gynecology, orthopedics, and more. With over 170 physicians and a dedicated team of over 349 employees, we welcome everyone, regardless of background or finances, and strive to improve the overall health of the communities we serve.
| Hospital Name | Community Hospital of Huntington Park |
|---|---|
| Facility ID | 050091 |
| Address | 2623 E SLAUSON AVE |
|---|---|
| City/Town | Huntington Park |
| State | CA |
| ZIP Code | 90255 |
| County/Parish | LOS ANGELES |
| Health System | Avanti Hospitals |
|---|---|
| Health System Website Domain | avantihospitals.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 183 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Avanti Hospitals |
| Emergency Services | Yes |
Joined Pipeline Health in July 2024 as Chief Executive Officer of both East Los Angeles Doctors Hospital and Community Hospital of Huntington Park. Previously served as CEO of these two hospitals under Avanti Hospitals leadership from 2011 to 2014. Was employed by Avanti for 19 years, serving in various roles, including the company's Senior Vice President for Quality, Risk and Accreditation from 2014 to 2016. Between 2016-202? was CEO of the Alta Hospitals System, part of the Prospect Medical Holdings' California operations. Holds a master of business administration degree from the University of Phoenix and a medical degree from the Universidad Autonoma de Baja California School of Medicine in Mexicali, Mexico.
Appointed Chief Nursing Officer effective Dec. 2, 2024. Prior to joining Pipeline Health, served as CNO at several different hospitals, including: West Anaheim Medical Center, Jackson Memorial Hospital in Miami, Florida (2022 to 2023), MemorialCare Health System, Long Beach (2018 to 2022), Emanuel Medical Center, Turlock, California (2018), and Doctors Hospital of Manteca, Manteca, California (2016 to 2018). At Kaiser Permanente's San Jose Medical Center, served four years as Service Director for a 29-bed Emergency Department and Urgent Care facility. Holds a master's of science degree in nursing administration as well as a bachelor's of science degree, both from the University of Houston. Proficient in Spanish and holds several state and national nursing certifications.
Thoracic and Cardiac Surgery.
Pulmonary Diseases.
Emergency Medicine.
NA
Internal Medicine.
General Surgery.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | Yes |
| Pediatric Residency Program | Yes |
| Licensed Beds | 81 |
|---|
| FTE Employees on Payroll | 290.69 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2502 |
| Inpatient Days (Title XIX) | 3129 |
| Total Inpatient Days | 15204 |
| Bed Count | 81 |
| Available Bed Days | 29565 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 475 |
| Discharges (Title XIX) | 742 |
| Total Discharges | 3301 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2259 |
| Inpatient Days (Title XIX; Adults & Peds) | 2733 |
| Total Inpatient Days (Adults & Peds) | 13118 |
| Bed Count (Adults & Peds) | 73 |
| Available Bed Days (Adults & Peds) | 26645 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 475 |
| Discharges (Title XIX; Adults & Peds) | 742 |
| Total Discharges (Adults & Peds) | 3301 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. 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 |
| 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 | 51% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 221 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -15.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| 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 | Not Available |
| 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) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.7 |
| 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) | Number of Cases Too Small |
| 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 | Number of cases too small |
| 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 | Number of Cases Too Small |
| 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 | $781 |
|---|---|
| Bad Debt Expense | $20,510 |
| Uncompensated Care Cost | $3,921 |
| Total Uncompensated Care | $10,852 |
| Total Salaries | $26,096 |
|---|---|
| Overhead Expenses (Non-Salary) | $43,830 |
| Depreciation Expense | $2,849 |
| Total Operating Costs | $60,469 |
| Inpatient Charges | $250,267 |
|---|---|
| Outpatient Charges | $153,533 |
| Total Patient Charges | $403,800 |
| Core Wage Costs | $3,421 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $26,096 |
| Contract Labor (Patient Care) | $10,524 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $667 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $49,103 |
| Allowance for Doubtful Accounts | $-41,962 |
| Inventory | $859 |
| Prepaid Expenses | $411 |
| Other Current Assets | |
| Total Current Assets | $19,488 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | $5,057 |
| Fixed Equipment Value | $27 |
| Major Movable Equipment | $9,011 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $3,261 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $22,749 |
| Accounts Payable | $13,424 |
|---|---|
| Salaries & Wages Payable | $1,444 |
| Payroll Taxes Payable | $110 |
| Short-Term Debt | $-53,916 |
| Deferred Revenue | |
| Other Current Liabilities | $35,748 |
| Total Current Liabilities | $31,914 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $279 |
| Total Long-Term Liabilities | $279 |
| Total Liabilities | $32,193 |
| General Fund Balance | $-9,445 |
|---|---|
| Total Fund Balances | $-9,445 |
| Total Liabilities & Equity | $22,749 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,087 |
| DRG (Post-Oct 1) | $1,450 |
| Outlier Payments | |
| DSH Adjustment | $166 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $7,788 |
| Total IME Payments |
| Inpatient Revenue | $250,238 |
|---|---|
| Outpatient Revenue | $153,562 |
| Total Patient Revenue | $403,800 |
| Contractual Allowances & Discounts | $341,461 |
| Net Patient Revenue | $62,339 |
| Total Operating Expenses | $69,926 |
| Net Service Income | $-7,587 |
| Other Income | $1,318 |
| Total Income | $-6,269 |
| Other Expenses | |
| Net Income | $-6,269 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $11,096 |
| Medicaid Charges | $232,084 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Paragon |
|---|---|
| EHR Version | Paragon |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | NA |