Welcome to Watsonville Community Hospital, your trusted community healthcare provider located at 75 Nielson Street, Watsonville, CA. As a 106-bed facility, we offer a comprehensive range of medical and surgical services to the diverse tri-county area of California's Central Coast. Our dedicated team of over 650 employees and 300 physicians is committed to providing compassionate, high-quality care that exceeds patient expectations. At Watsonville Community Hospital, healing begins here, and we strive to be a place of caring and connection for you and your family. We put your health and well-being first in every decision and experience.
| Hospital Name | Watsonville Community Hospital |
|---|---|
| Facility ID | 050194 |
| Address | 75 NIELSON STREET |
|---|---|
| City/Town | Watsonville |
| State | CA |
| ZIP Code | 95076 |
| County/Parish | SANTA CRUZ |
| Health System | Independent |
|---|---|
| Health System Website Domain | pvhealthcaredistrict.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 106 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Pajaro Valley Health Care District |
| Emergency Services | Yes |
Appointed in late 2023, previously chief administrative officer for Sutter Bay Medical Foundation’s Santa Cruz Division. He began there in 2012 as chief administrative officer, then served from September 2017–2019 as CEO for Sutter Eden Medical Center in Castro Valley, returning to Santa Cruz in 2019. An 11-year resident of Capitola, he has master’s degrees in business administration and in public health.
Also serves as a member of the Watsonville Community Hospital Foundation Board and the Salud Para La Gente Board of Directors.
Joined the leadership team in early 2025. Former chief of staff for previous Santa Cruz County Supervisor Zach Friend. Currently serves as the chair for the county's planning commission, and is a member of several other committees.
Marketing and Communications Manager for Community Bridges. Prior to that, spent over 10 years in journalism roles in the Pajaro Valley, including Managing Editor at The Pajaronian and News Editor at Good Times. Alumnus of San Jose State University, Cabrillo College, and Watsonville High School. Lifelong resident of Watsonville. Serves on both the hospital board and the Pajaro Valley Health Care District board.
Over 20 years of experience in education as a teacher, principal, and district administrator. Holds a bachelor's and master's degree in Educational Leadership and Organization. Championed equity in education. Relocated to Santa Cruz County in 2021. Serves on both the hospital board and the Pajaro Valley Health Care District board. Appointed in December 2024.
Chief of Obstetrics and Gynecology at Watsonville Community Hospital and Salud Para La Gente. Born and raised in California. Earned her Doctor of Medicine from UC Davis and her Master of Public Health from UC Berkeley. Has provided OB/GYN care for two decades. Committed to supporting community health through patient care and addressing social determinants of health. Serves on both the hospital board and the Pajaro Valley Health Care District board.
Longtime Watsonville resident who provided care for over 30 years before retiring in 2019. Received his undergraduate degree from UC San Diego and his Doctor of Medicine from the University of Alabama. Served in several leadership roles on the Medical Staff at Watsonville Community Hospital, including Chief of Staff for six years and Board Member for eight. Serves on both the hospital board and the Pajaro Valley Health Care District board.
Nearly 3 decades of local financial leadership as the County Budget Manager, responsible for the County's $1 billion budget. Has served on state boards and committees. Born at Watsonville Community Hospital and raised in the community. Volunteers to create equal access to healthcare, previously serving as Board Chair and Member of Salud Para La Gente. Serves on both the hospital board and the Pajaro Valley Health Care District board.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 106 |
|---|
| FTE Employees on Payroll | 40.37 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 390 |
| Inpatient Days (Title XIX) | 130 |
| Total Inpatient Days | 1216 |
| Bed Count | 106 |
| Available Bed Days | 3286 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 106 |
| Discharges (Title XIX) | 10 |
| Total Discharges | 233 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 361 |
| Inpatient Days (Title XIX; Adults & Peds) | 91 |
| Total Inpatient Days (Adults & Peds) | 938 |
| Bed Count (Adults & Peds) | 90 |
| Available Bed Days (Adults & Peds) | 2790 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 106 |
| Discharges (Title XIX; Adults & Peds) | 10 |
| Total Discharges (Adults & Peds) | 233 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. 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 | 63% |
|---|
| 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 | 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 | |
| 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) | 137 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 41.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 31.1 |
| 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 | 1 |
| 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 | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | 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 | 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 | 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 | Aug 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2022 |
| Charity Care Cost | $133 |
|---|---|
| Bad Debt Expense | $93 |
| Uncompensated Care Cost | $165 |
| Total Uncompensated Care | $2,554 |
| Total Salaries | $5,353 |
|---|---|
| Overhead Expenses (Non-Salary) | $7,608 |
| Depreciation Expense | $170 |
| Total Operating Costs | $11,320 |
| Inpatient Charges | $33,795 |
|---|---|
| Outpatient Charges | $55,105 |
| Total Patient Charges | $88,900 |
| Core Wage Costs | $1,639 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $5,353 |
| Contract Labor (Patient Care) | $904 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $2,873 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | $2,345 |
| Other Current Assets | |
| Total Current Assets | $5,218 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,361 |
| Total Other Assets | $3,361 |
| Total Assets | $8,579 |
| Accounts Payable | $17,509 |
|---|---|
| Salaries & Wages Payable | $147 |
| Payroll Taxes Payable | |
| Short-Term Debt | $26,612 |
| Deferred Revenue | |
| Other Current Liabilities | $8,036 |
| Total Current Liabilities | $52,930 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $4,500 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-6,457 |
| Total Long-Term Liabilities | $-1,957 |
| Total Liabilities | $50,973 |
| General Fund Balance | $-42,394 |
|---|---|
| Total Fund Balances | $-42,394 |
| Total Liabilities & Equity | $8,579 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,306 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $211 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $33,795 |
|---|---|
| Outpatient Revenue | $55,175 |
| Total Patient Revenue | $88,970 |
| Contractual Allowances & Discounts | $78,081 |
| Net Patient Revenue | $10,889 |
| Total Operating Expenses | $12,962 |
| Net Service Income | $-2,073 |
| Other Income | $22,739 |
| Total Income | $20,666 |
| Other Expenses | |
| Net Income | $20,666 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $854 |
| Medicaid Charges | $39,559 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |