Providence Queen of the Valley Medical Center, located at 1000 Trancas St, Napa, CA, has served the Napa Valley for over 55 years as the region's largest and most comprehensive healthcare facility. As a 191-bed acute care hospital founded by the Sisters of St. Joseph of Orange, "The Queen" offers a wide array of services, including a Regional Heart Center, Orthopaedic Center, Cancer Center, and Women's Center. Backed by state-of-the-art facilities and leading-edge technology, their outstanding medical team ensures Napa Valley residents receive the best possible care close to home. Recognized as a high-performing hospital in maternity and stroke care by U.S. News & World Report, Providence Queen of the Valley is committed to providing exceptional care.
| Hospital Name | Providence Queen of the Valley Medical Center |
|---|---|
| Facility ID | 050009 |
| Address | 1000 TRANCAS ST |
|---|---|
| City/Town | Napa |
| State | CA |
| ZIP Code | 94558 |
| County/Parish | NAPA |
| Health System | Providence St. Joseph Health |
|---|---|
| Health System Website Domain | providence.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 44 |
|---|---|
| Health System Total Beds | 9633 |
| Health System Hospital Locations | Alaska, California, Illinois, Montana, Oregon and Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Providence St. Joseph Health |
| Emergency Services | Yes |
Attended nursing school at the Medical College of Ohio and Toledo University. His career path has included roles as a neonatal nurse, emergency room nurse, chief nursing officer, and hospital CEO. He received an MBA in 1987 from the University of St. Thomas in Houston, Texas. Before serving as the Northern California service area chief executive, he was the chief executive for Providence Little Company of Mary Medical Centers San Pedro and Torrance for nine years. He has over 30 years of experience and includes leadership positions at Tenet Healthcare and Ascension Health.
MD, MBA, FACOG. She is an OB/Gyn physician and is responsible for providing leadership of medical care and strategic planning for service line development for the hospitals. She moved to Napa in 2015. She graduated from St. Louis University in 2004 with a combined MD/MBA degree and completed a residency at Kaiser Foundation Hospital-Santa Clara. She attended the University of Utah where she received her degree in French. She was at The Queen from 2015 to 2022, served as CMO in Torrance CA before returning to Napa in 2024. She was named chief administrative officer in November 2024. She fell in love with the community and team of caregivers at The Queen, describing it as the first place that truly felt like 'home'.
DNP, MHA, MN, RN, NEA-BC. Her motivation stems from a background in military service and a desire to serve others. She is thrilled to collaborate with physicians, nurses, and caregivers at Providence Queen of the Valley who are deeply committed to the community. She notes that people drawn to work at The Queen are special and have a deep and unwavering commitment to the community, striving to live out the mission and deliver on the promise to know, care for, and ease the way of patients. Her goal is for The Queen to be the best place for nurses to practice in Napa County and beyond. She felt the culture and connection to the mission and community during the interview process, recognizing the strong alignment of people to a unified purpose.
MBA. He was inspired to work in healthcare at age 7 after his grandfather received excellent care in a hospital. He became interested in healthcare operations and finance after witnessing the financial strain of his grandmother's illness. He is excited to work at Providence Queen of the Valley, recognizing its history and role as a fixture in Napa. He is honored to give back and expand service lines and is proud to help the team provide affordable care so patients can focus on their health.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 147 |
|---|
| FTE Employees on Payroll | 666.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 1215 |
|---|---|
| Inpatient Days (Title XVIII) | 9192 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 22130 |
| Bed Count | 119 |
| Available Bed Days | 43435 |
| Discharges (Title V) | 291 |
| Discharges (Title XVIII) | 2381 |
| Discharges (Title XIX) | NA |
| Total Discharges | 5794 |
| Inpatient Days (Title V; Adults & Peds) | 919 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7948 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 17528 |
| Bed Count (Adults & Peds) | 94 |
| Available Bed Days (Adults & Peds) | 34310 |
| Discharges (Title V; Adults & Peds) | 291 |
| Discharges (Title XVIII; Adults & Peds) | 2381 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 5794 |
| 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. 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 | Hospital does not do a good job of treating conditions like heart attacks 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 | 70% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 161 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 43.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -16.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -35.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.1 |
| Readmission Score Rate of Readmission for CABG | 12.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More 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 | 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 | 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 | 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 | 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 | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,191 |
|---|---|
| Bad Debt Expense | $14,371 |
| Uncompensated Care Cost | $4,479 |
| Total Uncompensated Care | $51,922 |
| Total Salaries | $113,858 |
|---|---|
| Overhead Expenses (Non-Salary) | $144,938 |
| Depreciation Expense | $12,912 |
| Total Operating Costs | $269,922 |
| Inpatient Charges | $725,934 |
|---|---|
| Outpatient Charges | $993,787 |
| Total Patient Charges | $1,719,720 |
| Core Wage Costs | $26,631 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $110,563 |
| Contract Labor (Patient Care) | $12,627 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $35,652 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $42,570 |
| Allowance for Doubtful Accounts | $-135 |
| Inventory | $3,713 |
| Prepaid Expenses | $1,208 |
| Other Current Assets | $37 |
| Total Current Assets | $107,590 |
| Land Value | $5,618 |
|---|---|
| Land Improvements Value | $2,635 |
| Building Value | $266,268 |
| Leasehold Improvements | $2,493 |
| Fixed Equipment Value | $29,461 |
| Major Movable Equipment | $140,115 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $166,773 |
| Long-Term Investments | $140,938 |
|---|---|
| Other Assets | $1,863 |
| Total Other Assets | $142,801 |
| Total Assets | $417,164 |
| Accounts Payable | $18,260 |
|---|---|
| Salaries & Wages Payable | $5,963 |
| Payroll Taxes Payable | $33 |
| Short-Term Debt | $929 |
| Deferred Revenue | $691 |
| Other Current Liabilities | $14,908 |
| Total Current Liabilities | $43,261 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $100,908 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,765 |
| Total Long-Term Liabilities | $104,673 |
| Total Liabilities | $147,935 |
| General Fund Balance | $269,230 |
|---|---|
| Total Fund Balances | $269,230 |
| Total Liabilities & Equity | $417,164 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $9,816 |
| DRG (Post-Oct 1) | $32,842 |
| Outlier Payments | |
| DSH Adjustment | $2,110 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $725,824 |
|---|---|
| Outpatient Revenue | $993,095 |
| Total Patient Revenue | $1,718,918 |
| Contractual Allowances & Discounts | $1,425,102 |
| Net Patient Revenue | $293,816 |
| Total Operating Expenses | $342,836 |
| Net Service Income | $-49,020 |
| Other Income | $62,473 |
| Total Income | $13,453 |
| Other Expenses | $953 |
| Net Income | $12,500 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,224 |
| Medicaid Charges | $394,967 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |