Heritage Oaks Hospital, located at 4250 Auburn Blvd in Sacramento, CA, is a fully accredited 125-bed acute psychiatric hospital. Established in 1988, we offer a comprehensive range of inpatient and outpatient services tailored to adolescents, adults, seniors, and military members facing mental health and substance use challenges. Our dedicated clinical team of psychiatrists, therapists, and nurses is committed to delivering exceptional care to support your recovery. We provide specialized programs, including Dual Diagnosis treatment, Electroconvulsive Therapy (ECT), and unique programs for adolescents and seniors. Contact us today for a free, no-cost 24/7 assessment.
| Hospital Name | Heritage Oaks Hospital |
|---|---|
| Facility ID | 054104 |
| Address | 4250 AUBURN BLVD |
|---|---|
| City/Town | Sacramento |
| State | CA |
| ZIP Code | 95841 |
| County/Parish | SACRAMENTO |
| Health System | Universal Health Services |
|---|---|
| Health System Website Domain | uhs.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 100 |
|---|---|
| Health System Total Beds | 12060 |
| Health System Hospital Locations | Alabama, Arkansas, Arizona, California, Colorado, NA, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Louisiana, Massachusetts, Michigan, Mississippi, North Carolina, North Dakota, New Jersey, New Mexico, Nevada, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, Washington and Wisconsin |
| Hospital Type | Psychiatric |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Universal Health Services |
| Emergency Services | Yes |
Krystin brings more than 15 years of dedicated healthcare experience to her role as CEO of Heritage Oaks Hospital. With a background as a Registered Nurse and Licensed Vocational Nurse, she has a deep understanding of patient care and clinical operations. Her extensive experience includes direct nursing care for geriatric psychiatric patients, case management and SUD treatment. Investing more than a half-decade at Heritage Oaks Hospital, Krystin has excelled as the Director of Assessment and Referral and most recently as the Chief Operating Officer (COO). As CEO, Krystin is committed to overseeing hospital policies and implementing practices that ensure operational efficiency, strategic vision, clinical management and financial accountability. Her leadership is characterized by a focus on enhancing the overall quality of care and elevating the experience of both patients and staff. Krystin's comprehensive approach to hospital management emphasizes the importance of regulatory compliance, community engagement, and fostering a professional and positive working environment. Her dedication to excellence and her strategic mindset make her an invaluable asset to Heritage Oaks Hospital. She is currently pursuing a master's degree in business administration with a focus on healthcare management, further enhancing her strategic and operational expertise.
The healthcare career of Ernesto Brizuela spans 25-years, across a breadth of emergency medical services, critical care, and same-day surgery; from working in acute hospital environments to military field settings before transitioning to Behavioral Health in early 2022. Prior to this role, Ernesto served as Assistant Chief Nursing Officer at Heritage Oaks Hospital, and before that he held other healthcare manager and director-level positions, namely as Nurse Administrator for Sutter Alhambra Surgery Center in Sacramento, CA.
Robinson takes a hands-on approach to financial leadership, working closely with teams to improve processes, reduce costs, and make informed business decisions. He values collaboration, transparency, and problem-solving, helping organizations strengthen their financial health while maintaining a strong focus on day-to-day operations. He also has an educational background in Accounting from Hunter College and has gained extensive experience in financial reporting, and general ledger.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 125 |
|---|
| FTE Employees on Payroll | 266.26 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8195 |
| Inpatient Days (Title XIX) | 16336 |
| Total Inpatient Days | 42281 |
| Bed Count | 125 |
| Available Bed Days | 45625 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 551 |
| Discharges (Title XIX) | 1344 |
| Total Discharges | 3487 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8195 |
| Inpatient Days (Title XIX; Adults & Peds) | 16336 |
| Total Inpatient Days (Adults & Peds) | 42281 |
| Bed Count (Adults & Peds) | 125 |
| Available Bed Days (Adults & Peds) | 45625 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 551 |
| Discharges (Title XIX; Adults & Peds) | 1344 |
| Total Discharges (Adults & Peds) | 3487 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| 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 |
|---|
| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | NA |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | NA |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | NA |
| Readmission Score Hospital Return Days for Pneumonia Patients | NA |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission for CABG | NA |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | NA |
| Readmission Group Hospital Return Days for Heart Attack Patients | NA |
| Readmission Group Hospital Return Days for Heart Failure Patients | NA |
| Readmission Group Hospital Return Days for Pneumonia Patients | NA |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission for CABG | NA |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | NA |
| 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 | Feb 01, 2022 |
|---|---|
| Fiscal Year End | Jan 31, 2023 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $24,022 |
|---|---|
| Overhead Expenses (Non-Salary) | $19,470 |
| Depreciation Expense | $1,151 |
| Total Operating Costs | $33,533 |
| Inpatient Charges | $71,361 |
|---|---|
| Outpatient Charges | $12,168 |
| Total Patient Charges | $83,530 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $104 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $12,865 |
| Allowance for Doubtful Accounts | |
| Inventory | $122 |
| Prepaid Expenses | $197 |
| Other Current Assets | |
| Total Current Assets | $13,288 |
| Land Value | $2,507 |
|---|---|
| Land Improvements Value | |
| Building Value | $17,548 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $3,526 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $12,821 |
| Long-Term Investments | |
|---|---|
| Other Assets | $46,102 |
| Total Other Assets | $46,102 |
| Total Assets | $72,210 |
| Accounts Payable | $1,883 |
|---|---|
| Salaries & Wages Payable | $2,155 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $156 |
| Total Current Liabilities | $4,194 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $-4 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-118,903 |
| Total Long-Term Liabilities | $-118,907 |
| Total Liabilities | $-114,712 |
| General Fund Balance | $186,922 |
|---|---|
| Total Fund Balances | $186,922 |
| Total Liabilities & Equity | $72,210 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $71,361 |
|---|---|
| Outpatient Revenue | $12,168 |
| Total Patient Revenue | $83,530 |
| Contractual Allowances & Discounts | $24,646 |
| Net Patient Revenue | $58,884 |
| Total Operating Expenses | $43,183 |
| Net Service Income | $15,701 |
| Other Income | $1,232 |
| Total Income | $16,933 |
| Other Expenses | |
| Net Income | $16,933 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |