San Joaquin General Hospital, located at 500 W Hospital Road, French Camp, CA, is your community partner for comprehensive healthcare. Established in 1857, we are a 152-bed acute care hospital offering advanced medical and surgical services, specialized high-risk obstetrics, a state-of-the-art Neonatal Intensive Care Unit (Level III NICU), and dedicated pediatric services. As a Level II Trauma Center, we provide 24/7 intensive care and are committed to delivering exceptional care with compassion to every resident of San Joaquin County. We're also shaping the future of medicine through our Graduate Medical Education program.
| Hospital Name | San Joaquin General Hospital |
|---|---|
| Facility ID | 050167 |
| Address | 500 W HOSPITAL ROAD |
|---|---|
| City/Town | French Camp |
| State | CA |
| ZIP Code | 95231 |
| County/Parish | SAN JOAQUIN |
| 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 | Government - Local |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Richard Castro was selected as the new Chief Executive Officer (CEO) of San Joaquin General Hospital (SJGH), approved by the San Joaquin County Board of Supervisors on June 7th, 2022. [16] He brings more than 30 years of experience in hospital operations and leadership. [16] He received his MBA from The Paul Merage School of Business, Healthcare Executive, at the University of California, Irvine. [16] Prior to this role, he served as CEO of Arroyo Grande Community Hospital for 10 years and as Director of Laboratory Services at French Hospital Medical Center. [16]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 152 |
|---|
| FTE Employees on Payroll | 1646.73 |
|---|---|
| FTE Interns & Residents | 64.01 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5605 |
| Inpatient Days (Title XIX) | 11631 |
| Total Inpatient Days | 54255 |
| Bed Count | 206 |
| Available Bed Days | 75190 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1047 |
| Discharges (Title XIX) | 2288 |
| Total Discharges | 10049 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4877 |
| Inpatient Days (Title XIX; Adults & Peds) | 7198 |
| Total Inpatient Days (Adults & Peds) | 43062 |
| Bed Count (Adults & Peds) | 165 |
| Available Bed Days (Adults & Peds) | 60225 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1047 |
| Discharges (Title XIX; Adults & Peds) | 2288 |
| Total Discharges (Adults & Peds) | 10049 |
| Care Quality Stengths | |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients reported significant challenges with transitions between departments in the hospital. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 55% |
|---|
| 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 | 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 | Worse 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) | 220 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 2.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| 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 | 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 | $4,593 |
|---|---|
| Bad Debt Expense | $24,190 |
| Uncompensated Care Cost | $9,371 |
| Total Uncompensated Care | $9,371 |
| Total Salaries | $185,380 |
|---|---|
| Overhead Expenses (Non-Salary) | $294,077 |
| Depreciation Expense | $5,302 |
| Total Operating Costs | $387,212 |
| Inpatient Charges | $1,250,184 |
|---|---|
| Outpatient Charges | $776,894 |
| Total Patient Charges | $2,027,078 |
| Core Wage Costs | $78,166 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $185,380 |
| Contract Labor (Patient Care) | $50,073 |
| Wage Costs (Part A Teaching) | $36 |
| Wage Costs (Interns & Residents) | $1,599 |
| Cash & Bank Balances | $100,800 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $568,523 |
| Allowance for Doubtful Accounts | $-501,347 |
| Inventory | $2,480 |
| Prepaid Expenses | $1,921 |
| Other Current Assets | $37,299 |
| Total Current Assets | $314,174 |
| Land Value | $45 |
|---|---|
| Land Improvements Value | $3,302 |
| Building Value | $115,426 |
| Leasehold Improvements | |
| Fixed Equipment Value | $20,218 |
| Major Movable Equipment | $94,698 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $98,985 |
| Long-Term Investments | |
|---|---|
| Other Assets | $9,958 |
| Total Other Assets | $9,958 |
| Total Assets | $423,117 |
| Accounts Payable | $30,078 |
|---|---|
| Salaries & Wages Payable | $18,812 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $21,367 |
| Total Current Liabilities | $72,187 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $286,746 |
| Total Long-Term Liabilities | $286,746 |
| Total Liabilities | $358,933 |
| General Fund Balance | $64,184 |
|---|---|
| Total Fund Balances | $64,184 |
| Total Liabilities & Equity | $423,117 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,019 |
| DRG (Post-Oct 1) | $12,056 |
| Outlier Payments | |
| DSH Adjustment | $2,070 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $12,086 |
| Total IME Payments | $1,683 |
| Inpatient Revenue | $1,316,911 |
|---|---|
| Outpatient Revenue | $797,968 |
| Total Patient Revenue | $2,114,879 |
| Contractual Allowances & Discounts | $1,814,862 |
| Net Patient Revenue | $300,018 |
| Total Operating Expenses | $479,457 |
| Net Service Income | $-179,439 |
| Other Income | $175,275 |
| Total Income | $-4,165 |
| Other Expenses | |
| Net Income | $-4,165 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | Yes--In Process of Replacing |