Sutter Roseville Medical Center

Sutter Roseville Medical Center, located at One Medical Plaza, Roseville, CA, offers comprehensive acute care services for all ages. As a Level II Trauma Center, verified by the American College of Surgeons, we serve a seven-county region with advanced emergency care. Our Level III NICU provides specialized care for critically ill newborns, supported by expert neonatologists and nurses. We have been recognized as one of America's 50 Best Hospitals, reflecting our commitment to superior clinical quality year after year. With a recent expansion featuring a larger emergency department, a new ICU, and a healing garden, we continue to enhance our services to meet the growing needs of our community.

Identifiers

Hospital Name Sutter Roseville Medical Center
Facility ID 050309

Location

Address ONE MEDICAL PLAZA
City/Town Roseville
State CA
ZIP Code 95661
County/Parish PLACER

Health System

Health System Sutter Health
Health System Website Domain sutterhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 24
Health System Total Beds 4407
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Sutter Health
Emergency Services Yes

Tammy Powers

CEO

Tammy Powers, a registered nurse, has been named the new CEO of Sutter Roseville Medical Center, effective Oct. 2. She previously served as the chief administrative officer at Sutter Davis Hospital for two years, where she was also the chief nursing executive for three years prior to her CAO appointment. Before joining Sutter Davis, Powers was an assistant administrator at Sutter Medical Center, Sacramento, where she served as the strategic, operational and administrative leader for the Women's and Children's Center.

Dr. Vanessa Walker

Chief Medical Executive

Dr. Vanessa Walker is the new Sutter Roseville Chief Medical Executive. She is a practicing pulmonary and critical care physician at the hospital and has served as its director for physician quality since 2020. Dr. Walker holds a master's degree in clinical informatics from Duke University and brings a wealth of experience in leadership and service to her patients and colleagues.

Rosangel Klein

VP of Operations

NA

Kirk Wade

Assistant Administrator, Ancillary & Support Servi

NA

Residency Programs

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

Capacity & Services

Licensed Beds 328

Staffing & Personnel

FTE Employees on Payroll 2578.19
FTE Interns & Residents 11.63

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 37248
Inpatient Days (Title XIX) 6659
Total Inpatient Days 108047
Bed Count 318
Available Bed Days 116070
Discharges (Title V) NA
Discharges (Title XVIII) 7390
Discharges (Title XIX) 1041
Total Discharges 24006

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 33665
Inpatient Days (Title XIX; Adults & Peds) 3097
Total Inpatient Days (Adults & Peds) 83953
Bed Count (Adults & Peds) 246
Available Bed Days (Adults & Peds) 89790
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 7390
Discharges (Title XIX; Adults & Peds) 1041
Total Discharges (Adults & Peds) 24006

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital.
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 79%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients Worse Than National Average
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 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 Better 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) 224

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -15.3
Readmission Score Hospital Return Days for Heart Failure Patients 0.9
Readmission Score Hospital Return Days for Pneumonia Patients 4.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 11.5
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.6
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average 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 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 Better 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 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 No Different Than the National Rate
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) Better 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 $8,572
Bad Debt Expense $20,320
Uncompensated Care Cost $13,428
Total Uncompensated Care $53,456

Operating Expenses ($ thousands)

Total Salaries $346,509
Overhead Expenses (Non-Salary) $594,081
Depreciation Expense $34,780
Total Operating Costs $802,361

Charges ($ thousands)

Inpatient Charges $2,144,971
Outpatient Charges $1,373,076
Total Patient Charges $3,518,048

Wage-Related Details ($ thousands)

Core Wage Costs $93,767
Wage Costs (RHC/FQHC)
Adjusted Salaries $347,699
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $747
Short-Term Investments
Notes Receivable
Accounts Receivable $624,599
Allowance for Doubtful Accounts $-464,163
Inventory $10,272
Prepaid Expenses $583
Other Current Assets
Total Current Assets $215,822

Balance Sheet – Fixed Assets ($ thousands)

Land Value $9,593
Land Improvements Value $23,307
Building Value $478,391
Leasehold Improvements $6,304
Fixed Equipment Value
Major Movable Equipment $101,511
Minor Depreciable Equipment $12,920
Health IT Assets
Total Fixed Assets $319,402

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $495
Other Assets $68,330
Total Other Assets $68,824
Total Assets $604,049

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $26,437
Salaries & Wages Payable $2,598
Payroll Taxes Payable
Short-Term Debt $684
Deferred Revenue
Other Current Liabilities $2,355
Total Current Liabilities $32,074

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $115,777
Unsecured Loans
Other Long-Term Liabilities $1,865
Total Long-Term Liabilities $117,642
Total Liabilities $149,716

Balance Sheet – Equity ($ thousands)

General Fund Balance $454,332
Total Fund Balances $454,332
Total Liabilities & Equity $604,049

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $85,109
DRG (Post-Oct 1) $32,199
Outlier Payments
DSH Adjustment $3,528
Eligible DSH % $0
Simulated MC Payments $59,674
Total IME Payments $2,427

Revenue & Income Statement ($ thousands)

Inpatient Revenue $2,204,267
Outpatient Revenue $1,442,341
Total Patient Revenue $3,646,608
Contractual Allowances & Discounts $2,576,648
Net Patient Revenue $1,069,960
Total Operating Expenses $940,590
Net Service Income $129,370
Other Income $6,605
Total Income $135,975
Other Expenses
Net Income $135,975

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $96,919
Medicaid Charges $609,751
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No