Sutter Delta Medical Center, located at 3901 Lone Tree Way in Antioch, CA, is a 145-bed general medical and surgical hospital dedicated to improving the health and well-being of the East Contra Costa County community. As a Level II Trauma Center and a not-for-profit teaching hospital, we provide advanced medical care, including 24/7 emergency services staffed by board-certified physicians. Sutter Delta is proud to be recognized for high performance in treating COPD and heart failure, offering comprehensive and compassionate care for your entire family. With a focus on meeting community needs and a commitment to excellence, we strive to deliver a unified and seamless healthcare experience.
| Hospital Name | Sutter Delta Medical Center |
|---|---|
| Facility ID | 050523 |
| Address | 3901 LONE TREE WAY |
|---|---|
| City/Town | Antioch |
| State | CA |
| ZIP Code | 94509 |
| County/Parish | CONTRA COSTA |
| Health System | Sutter Health |
|---|---|
| Health System Website Domain | sutterhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 24 |
|---|---|
| Health System Total Beds | 4407 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sutter Health |
| Emergency Services | Yes |
Trevor D. Brand was named CEO of Sutter Delta Medical Center in Antioch, Calif. in August 2024. [8, 12, 13] Brand comes to Sutter Health from City of Hope Atlanta, where he was chief operating officer, managing operations across six states and overseeing $2 billion in annual revenue. [8, 13, 15] Under his leadership, service line performance improved, increasing hospital revenue by 13%. [8, 13] At City of Hope Atlanta, Brand also focused on fostering a culture of trust, implementing “people plans” that enhanced employee retention and engagement and reduced turnover rates by 5% annually. [8, 13] He also initiated a capital planning process resulting in a $10 million equipment and facilities improvement plan. [8, 13] Brand's previous roles include chief operating officer/senior vice president of Operations at City of Hope Phoenix and chief of staff and vice president of Strategic Initiatives at City of Hope National. [8, 13, 15] He also held leadership positions at Erlanger Health System in Tennessee and North Carolina. [8, 13] Brand holds a master's degree in healthcare administration from Georgia State University and a bachelor's degree in healthcare management from Austin Peay State University. [8, 13] He is a Fellow of the American College of Healthcare Executives. [8, 13]
Sherie C. Hickman was the chief executive officer of Sutter Delta Medical Center in Antioch, beginning her role on Jan. 2, 2019, and retiring earlier in 2024. [11, 12, 13] Hickman came to Sutter Delta from Novato Community Hospital, where she served as administrator for two years. [11] She has a background in healthcare leadership spanning outpatient care, hospital administration, post-acute care services, and health plan administration. [11] Her previous roles included chief operating officer at Novant Health/Presbyterian Healthcare System in North Carolina, Kaiser Foundation Hospitals and Health Plan, and Dignity Health/Sequoia Hospital. [11] Hickman is a fellow in the American College of Healthcare Executives (ACHE), a member and past president of the California Association of Healthcare Leaders, a member of the Women Healthcare Executives group of Northern California, and of the National Association of Health Services Executives. [11] She earned a bachelor's degree in business administration from the University of Washington, Seattle, and a master's degree in hospital administration from the University of Minnesota, Minneapolis. [11] She has completed advanced leadership programs at the University of Southern California, Stanford University, and Harvard University Business School. [11]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 111 |
|---|
| FTE Employees on Payroll | 586.61 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8836 |
| Inpatient Days (Title XIX) | 1816 |
| Total Inpatient Days | 24956 |
| Bed Count | 119 |
| Available Bed Days | 43435 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1903 |
| Discharges (Title XIX) | 403 |
| Total Discharges | 6036 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7998 |
| Inpatient Days (Title XIX; Adults & Peds) | 1595 |
| Total Inpatient Days (Adults & Peds) | 21483 |
| Bed Count (Adults & Peds) | 107 |
| Available Bed Days (Adults & Peds) | 39055 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1903 |
| Discharges (Title XIX; Adults & Peds) | 403 |
| Total Discharges (Adults & Peds) | 6036 |
| Care Quality Stengths | 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. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in 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 | 55% |
|---|
| 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 | |
| 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) | 176 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 0.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 2.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 20.8 |
| 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 | 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 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.1 |
| 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 | 16.6 |
| 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 | 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | 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 | 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 | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $3,712 |
|---|---|
| Bad Debt Expense | $7,269 |
| Uncompensated Care Cost | $5,444 |
| Total Uncompensated Care | $31,475 |
| Total Salaries | $85,174 |
|---|---|
| Overhead Expenses (Non-Salary) | $129,975 |
| Depreciation Expense | $7,734 |
| Total Operating Costs | $191,573 |
| Inpatient Charges | $488,518 |
|---|---|
| Outpatient Charges | $386,165 |
| Total Patient Charges | $874,683 |
| Core Wage Costs | $24,208 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $85,326 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $383 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $151,736 |
| Allowance for Doubtful Accounts | $-119,768 |
| Inventory | $1,787 |
| Prepaid Expenses | $251 |
| Other Current Assets | |
| Total Current Assets | $68,398 |
| Land Value | $456 |
|---|---|
| Land Improvements Value | $10,826 |
| Building Value | $82,351 |
| Leasehold Improvements | $307 |
| Fixed Equipment Value | $20,944 |
| Major Movable Equipment | $41,958 |
| Minor Depreciable Equipment | $401 |
| Health IT Assets | |
| Total Fixed Assets | $51,175 |
| Long-Term Investments | |
|---|---|
| Other Assets | $2,187 |
| Total Other Assets | $2,187 |
| Total Assets | $121,760 |
| Accounts Payable | $4,322 |
|---|---|
| Salaries & Wages Payable | $1,336 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $1,349 |
| Total Current Liabilities | $7,007 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $624 |
| Total Long-Term Liabilities | $624 |
| Total Liabilities | $7,631 |
| General Fund Balance | $114,129 |
|---|---|
| Total Fund Balances | $114,129 |
| Total Liabilities & Equity | $121,760 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $21,385 |
| DRG (Post-Oct 1) | $7,210 |
| Outlier Payments | |
| DSH Adjustment | $1,824 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $11,173 |
| Total IME Payments |
| Inpatient Revenue | $493,576 |
|---|---|
| Outpatient Revenue | $400,988 |
| Total Patient Revenue | $894,564 |
| Contractual Allowances & Discounts | $685,097 |
| Net Patient Revenue | $209,467 |
| Total Operating Expenses | $215,149 |
| Net Service Income | $-5,682 |
| Other Income | $2,197 |
| Total Income | $-3,485 |
| Other Expenses | |
| Net Income | $-3,485 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $33,612 |
| Medicaid Charges | $313,249 |
| 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 |