Providence Saint John's Health Center

Providence Saint John's Health Center, located at 2121 Santa Monica Blvd in Santa Monica, CA, has served the community since 1942, earning a reputation for clinical excellence and compassionate care. As a nationally renowned 266-bed hospital, Providence Saint John's offers advanced diagnostics and specialty care, including heart and vascular, oncology, orthopedics, and women's health services. Home to the Saint John's Cancer Institute, the health center is dedicated to clinical research and medical advancements. With a commitment to providing cutting-edge medicine and personalized attention, Providence Saint John's fosters an environment of inspired healing for the mind, body, and spirit. The hospital has received recognition as one of "America's 250 Best Hospitals" and is also honored as a "World's Best Hospital" by Newsweek.

Identifiers

Hospital Name Providence Saint John's Health Center
Facility ID 050290

Location

Address 2121 SANTA MONICA BLVD
City/Town Santa Monica
State CA
ZIP Code 90404
County/Parish LOS ANGELES

Health System

Health System Providence St. Joseph Health
Health System Website Domain providence.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 44
Health System Total Beds 9633
Health System Hospital Locations Alaska, California, Illinois, Montana, Oregon and Washington

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Providence St. Joseph Health
Emergency Services Yes

Michael Ricks

Chief Executive

Appointed chief executive for Providence Saint John's Health Center in September 2019. [7] Has more than 23 years of healthcare leadership experience. [7] Previously served as Executive Vice President and Chief Operating Officer for Hoag Memorial Hospital Presbyterian. [7] Responsible for the day-to-day operations of Hoag's Newport Beach and Irvine campuses and health centers. [7] His collaborative leadership style and passion for driving best-practice initiatives resulted in growing Hoag's clinical institutes and expanding its ambulatory footprint. [7] Also served in leadership positions at Sentara Healthcare and Dignity Health. [7] Earned a Master of Health Administration degree at Washington University's School of Medicine. [7] Also serves as chief executive of the Providence Los Angeles Coastal Service Area. [5, 16]

Jared Amerson

Chief Administrative Officer

John Goeders

Chief Financial Officer

Mina Kang, M.D.

Chief Medical Officer

Carol Nishikubo, M.D.

President, Executive Committee of Medical Staff

Stephanie Nolan, DNP, RN

Chief Nursing Officer

Paul Makarewicz

Chief Mission Integration Officer

Laura Morton Rowe

Chief Human Resource Officer

Rhonda Hall

Chief Human Resources Officer, Coastal Service Area

Timothy Feil

Executive Director, Quality

Sheryl Bourgeois

Foundation President and Chief Executive Officer

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 317

Staffing & Personnel

FTE Employees on Payroll 1100.76
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) 1569
Inpatient Days (Title XVIII) 21676
Inpatient Days (Title XIX) NA
Total Inpatient Days 53650
Bed Count 228
Available Bed Days 83220
Discharges (Title V) 276
Discharges (Title XVIII) 5023
Discharges (Title XIX) NA
Total Discharges 12119

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) 1373
Inpatient Days (Title XVIII; Adults & Peds) 19776
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 42757
Bed Count (Adults & Peds) 193
Available Bed Days (Adults & Peds) 70445
Discharges (Title V; Adults & Peds) 276
Discharges (Title XVIII; Adults & Peds) 5023
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 12119

Quality Summary

Care Quality Stengths Average overall patient satisfaction.
Care Quality Concerns Patients report that the care team can be slow at times in meeting their needs. 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.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 78%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients Better Than National Average
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 Better Than National Average
Mortality Group – Death Rate for Stroke Patients Better 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 212

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -3.6
Readmission Score Hospital Return Days for Heart Failure Patients -9.7
Readmission Score Hospital Return Days for Pneumonia Patients 46
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.1
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.5
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG 9.9
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.5
Readmission Score Rate of Readmission After Hip/Knee Replacement 2.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.8
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 Worse 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 Better Than the National Rate
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

Infection SIRs

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 Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,166
Bad Debt Expense $5,756
Uncompensated Care Cost $4,886
Total Uncompensated Care $36,333

Operating Expenses ($ thousands)

Total Salaries $145,629
Overhead Expenses (Non-Salary) $284,908
Depreciation Expense $8,441
Total Operating Costs $448,971

Charges ($ thousands)

Inpatient Charges $948,038
Outpatient Charges $612,300
Total Patient Charges $1,560,338

Wage-Related Details ($ thousands)

Core Wage Costs $30,397
Wage Costs (RHC/FQHC)
Adjusted Salaries $145,629
Contract Labor (Patient Care) $39,716
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-36,547
Short-Term Investments
Notes Receivable
Accounts Receivable $66,605
Allowance for Doubtful Accounts $-0
Inventory $8,913
Prepaid Expenses $929
Other Current Assets $466
Total Current Assets $73,584

Balance Sheet – Fixed Assets ($ thousands)

Land Value $150,000
Land Improvements Value $2,810
Building Value $111,168
Leasehold Improvements $1,586
Fixed Equipment Value $6,860
Major Movable Equipment $79,080
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $288,817

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $299,013
Other Assets $1,339
Total Other Assets $300,352
Total Assets $662,754

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $32,609
Salaries & Wages Payable $16,274
Payroll Taxes Payable
Short-Term Debt $1,267
Deferred Revenue $3,358
Other Current Liabilities $19,452
Total Current Liabilities $73,938

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $123,256
Unsecured Loans
Other Long-Term Liabilities $21,229
Total Long-Term Liabilities $144,484
Total Liabilities $218,423

Balance Sheet – Equity ($ thousands)

General Fund Balance $444,331
Total Fund Balances $444,331
Total Liabilities & Equity $662,754

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $62,943
DRG (Post-Oct 1) $19,362
Outlier Payments
DSH Adjustment $1,613
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $947,599
Outpatient Revenue $610,439
Total Patient Revenue $1,558,038
Contractual Allowances & Discounts $1,134,439
Net Patient Revenue $423,599
Total Operating Expenses $593,462
Net Service Income $-169,862
Other Income $35,112
Total Income $-134,750
Other Expenses
Net Income $-134,750

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $16,409
Medicaid Charges $137,200
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No