Adventist Health White Memorial, located at 1720 Cesar E. Chavez Avenue in Los Angeles, CA, is a leading 353-bed nonprofit, faith-based teaching hospital. Founded in 1913, we offer a comprehensive range of inpatient, outpatient, emergency, and diagnostic services to the communities in and near downtown Los Angeles. We are deeply committed to our community, providing high-quality care with a focus on patient safety and positive outcomes, as demonstrated by our recognition with the Patient Safety Excellence Award™. As a teaching hospital, we are dedicated to educating the next generation of healthcare professionals while remaining a safe and trusted healthcare provider.
| Hospital Name | Adventist Health White Memorial |
|---|---|
| Facility ID | 050103 |
| Address | 1720 CESAR E CHAVEZ AVENUE |
|---|---|
| City/Town | Los Angeles |
| State | CA |
| ZIP Code | 90033 |
| County/Parish | LOS ANGELES |
| Health System | Adventist Health |
|---|---|
| Health System Website Domain | adventisthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 26 |
|---|---|
| Health System Total Beds | 3713 |
| Health System Hospital Locations | California, Hawaii and Oregon |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Adventist Health |
| Emergency Services | No |
John Raffoul, DPA, FACHE, is the president of Adventist Health White Memorial. He has served the communities in and near downtown Los Angeles for over 100 years. White Memorial is a 353-bed teaching hospital. John began his career at White Memorial in 1984 as an accountant and moved up through leadership positions, including chief financial officer and chief operating officer, assuming the role of president in 2015. He holds a doctorate in public administration from University of La Verne, a master's degree in finance from California State University, San Bernardino, and a bachelor's degree in accounting from Loma Linda University. He also teaches accounting and finance at the University of Southern California and serves on several boards, including the Hospital Association of Southern California and L.A. Care Health Plan.
Mara Bryant is listed as the Chief Operating Officer / Operations Executive at Adventist Health White Memorial in Los Angeles, California.
Chip Owens, MBA, is the Chief Financial Officer at Adventist Health White Memorial. He was quoted in relation to a power outage at the hospital.
Leila Ibushi-Thompson, MSN, BSN, RN, serves as patient care executive for Adventist Health White Memorial. As of September 2023, she had 19 years of progressive leadership experience in areas including Critical Care, Cath lab/ IR, and OR. Her previous role was Chief Nursing Executive at Kaiser Permanente in Baldwin Park. She earned her bachelor's in nursing from the University of Texas at Arlington and holds a master's degree in both nursing leadership and management from Western Governors University. She holds certifications in Lean Six Sigma Green Belt and Nurse Executive Board Certification.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 336 |
|---|
| FTE Employees on Payroll | 1401.19 |
|---|---|
| FTE Interns & Residents | 70.89 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8332 |
| Inpatient Days (Title XIX) | 16218 |
| Total Inpatient Days | 83522 |
| Bed Count | 310 |
| Available Bed Days | 113150 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1553 |
| Discharges (Title XIX) | 3236 |
| Total Discharges | 17753 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7684 |
| Inpatient Days (Title XIX; Adults & Peds) | 11025 |
| Total Inpatient Days (Adults & Peds) | 66288 |
| Bed Count (Adults & Peds) | 248 |
| Available Bed Days (Adults & Peds) | 90520 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1553 |
| Discharges (Title XIX; Adults & Peds) | 3236 |
| Total Discharges (Adults & Peds) | 17753 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 | 61% |
|---|
| 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 | |
| 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 | 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) | 195 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 5.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -2.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 15.7 |
| 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 | 13.9 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.7 |
| 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 | 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 | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| 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 | $7,244 |
|---|---|
| Bad Debt Expense | $8,059 |
| Uncompensated Care Cost | $8,671 |
| Total Uncompensated Care | $8,671 |
| Total Salaries | $157,759 |
|---|---|
| Overhead Expenses (Non-Salary) | $364,433 |
| Depreciation Expense | $6,944 |
| Total Operating Costs | $374,448 |
| Inpatient Charges | $1,968,873 |
|---|---|
| Outpatient Charges | $941,890 |
| Total Patient Charges | $2,910,763 |
| Core Wage Costs | $33,668 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $157,904 |
| Contract Labor (Patient Care) | $16,215 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $951 |
| Cash & Bank Balances | $448,001 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $610,949 |
| Allowance for Doubtful Accounts | $-560,149 |
| Inventory | $7,706 |
| Prepaid Expenses | $2,044 |
| Other Current Assets | |
| Total Current Assets | $602,998 |
| Land Value | $2,627 |
|---|---|
| Land Improvements Value | $6,958 |
| Building Value | $297,833 |
| Leasehold Improvements | $1,058 |
| Fixed Equipment Value | $1,604 |
| Major Movable Equipment | $106,659 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $109,357 |
| Long-Term Investments | |
|---|---|
| Other Assets | $350 |
| Total Other Assets | $350 |
| Total Assets | $712,704 |
| Accounts Payable | $13,549 |
|---|---|
| Salaries & Wages Payable | $13,322 |
| Payroll Taxes Payable | $349 |
| Short-Term Debt | |
| Deferred Revenue | $818 |
| Other Current Liabilities | $19,415 |
| Total Current Liabilities | $79,461 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $72,174 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,974 |
| Total Long-Term Liabilities | $81,148 |
| Total Liabilities | $160,609 |
| General Fund Balance | $552,096 |
|---|---|
| Total Fund Balances | $552,096 |
| Total Liabilities & Equity | $712,704 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,025 |
| DRG (Post-Oct 1) | $5,337 |
| Outlier Payments | |
| DSH Adjustment | $3,173 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $33,377 |
| Total IME Payments | $2,652 |
| Inpatient Revenue | $1,968,877 |
|---|---|
| Outpatient Revenue | $947,035 |
| Total Patient Revenue | $2,915,912 |
| Contractual Allowances & Discounts | $2,511,486 |
| Net Patient Revenue | $404,426 |
| Total Operating Expenses | $522,193 |
| Net Service Income | $-117,767 |
| Other Income | $86,390 |
| Total Income | $-31,377 |
| Other Expenses | |
| Net Income | $-31,377 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $205,401 |
| Medicaid Charges | $1,470,951 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |