Sequoia Hospital, located at 170 Alameda de las Pulgas in Redwood City, CA, is an accredited, not-for-profit community hospital affiliated with Dignity Health since 1996. Founded in 1950, Sequoia Hospital offers cutting-edge technology and family-oriented patient care, as evidenced by consistently high patient satisfaction scores. Nationally recognized for high-quality inpatient care, Sequoia Hospital's Emergency Room is open 24/7 to provide fast, efficient medical assistance. Access comprehensive services and a dedicated team of expert physicians, nurses, and specialists committed to delivering humankindness when you need it most.
| Hospital Name | Sequoia Hospital |
|---|---|
| Facility ID | 050197 |
| Address | 170 ALAMEDA DE LAS PULGAS |
|---|---|
| City/Town | Redwood City |
| State | CA |
| ZIP Code | 94062 |
| County/Parish | SAN MATEO |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
As President, Bill oversees the operations and strategy of a 208-bed hospital serving the San Francisco Bay Area peninsula, including the nationally recognized Heart and Vascular Institute, the Family Birth Center, and the Center for Total Joint Replacement. Prior to being named Sequoia's President in 2015, Bill served jointly as both Vice President of Physician and Business Development for Sequoia Hospital and Chief Strategy Officer for Dignity Health's Bay Area Service Area. Under Bill's leadership, Sequoia has been recognized locally and nationally for exceptional quality and patient care. Bill serves on numerous boards including the Chamber of San Mateo County, the San Mateo County Economic Development Committee (SAMCEDA), the Hospital Council of Northern California – San Mateo Section, Retirement Plans Sub-Committee of the CommonSpirit Health Board of Stewardship (Chair), the Canada Collage Presidents Advisory Committee, and the San Jose State University College of Health and Human Services Advisory Committee. He received his Bachelor of Science degree in Marketing at Santa Clara University and has a Master of Public Health degree from San Jose State University.
Dr. Anjali Rao is a distinguished physician with nearly 20 years of experience in Northern California and has been an integral part of Sequoia Hospital for 15 years. [14] She has held several key leadership roles at Sequoia Hospital, including serving on the Medical Staff Quality Improvement Committee, founding and directing the Sequoia OB Hospitalist Program, and previously serving as Department Chair of Obstetrics and Gynecology. [14] As CMO, Dr. Rao will act as a key liaison between hospital administration and the medical staff, aligning medical strategies with overall business objectives. [14] She will focus on quality improvement initiatives, optimizing clinical operations, and ensuring compliance with healthcare regulations and ethical standards. [14]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 208 |
|---|
| FTE Employees on Payroll | 659.39 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7021 |
| Inpatient Days (Title XIX) | 234 |
| Total Inpatient Days | 17174 |
| Bed Count | 208 |
| Available Bed Days | 75920 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1681 |
| Discharges (Title XIX) | 45 |
| Total Discharges | 5449 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6014 |
| Inpatient Days (Title XIX; Adults & Peds) | 140 |
| Total Inpatient Days (Adults & Peds) | 12617 |
| Bed Count (Adults & Peds) | 192 |
| Available Bed Days (Adults & Peds) | 70080 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1681 |
| Discharges (Title XIX; Adults & Peds) | 45 |
| Total Discharges (Adults & Peds) | 5449 |
| Care Quality Stengths | High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns |
| 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 | 81% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different 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 | |
| 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 | Better 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) | 132 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -34.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -34.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -30.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.7 |
| Readmission Score Rate of Readmission for CABG | 11.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 2.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 12.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.4 |
| 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 | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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) | Better 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 | $3,381 |
|---|---|
| Bad Debt Expense | $4,605 |
| Uncompensated Care Cost | $4,303 |
| Total Uncompensated Care | $19,843 |
| Total Salaries | $102,778 |
|---|---|
| Overhead Expenses (Non-Salary) | $204,623 |
| Depreciation Expense | $25,446 |
| Total Operating Costs | $263,636 |
| Inpatient Charges | $630,144 |
|---|---|
| Outpatient Charges | $716,391 |
| Total Patient Charges | $1,346,535 |
| Core Wage Costs | $35,713 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $102,778 |
| Contract Labor (Patient Care) | $4,912 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $282 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $224,067 |
| Allowance for Doubtful Accounts | $-173,346 |
| Inventory | $8,200 |
| Prepaid Expenses | $437 |
| Other Current Assets | |
| Total Current Assets | $62,529 |
| Land Value | $43,590 |
|---|---|
| Land Improvements Value | $4,395 |
| Building Value | $294,282 |
| Leasehold Improvements | $498 |
| Fixed Equipment Value | |
| Major Movable Equipment | $54,063 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $328,444 |
| Long-Term Investments | $112,710 |
|---|---|
| Other Assets | $38,955 |
| Total Other Assets | $151,665 |
| Total Assets | $542,638 |
| Accounts Payable | $10,726 |
|---|---|
| Salaries & Wages Payable | $13,398 |
| Payroll Taxes Payable | $61 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $32,776 |
| Total Current Liabilities | $57,942 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $93,483 |
| Total Long-Term Liabilities | $93,483 |
| Total Liabilities | $151,426 |
| General Fund Balance | $391,213 |
|---|---|
| Total Fund Balances | $391,213 |
| Total Liabilities & Equity | $542,638 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $26,985 |
| DRG (Post-Oct 1) | $9,142 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | $9,931 |
| Total IME Payments |
| Inpatient Revenue | $637,700 |
|---|---|
| Outpatient Revenue | $708,834 |
| Total Patient Revenue | $1,346,535 |
| Contractual Allowances & Discounts | $1,051,288 |
| Net Patient Revenue | $295,246 |
| Total Operating Expenses | $307,401 |
| Net Service Income | $-12,155 |
| Other Income | $3,013 |
| Total Income | $-9,142 |
| Other Expenses | |
| Net Income | $-9,142 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,287 |
| Medicaid Charges | $82,215 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |