Saint Agnes Medical Center

Saint Agnes Medical Center, located at 1303 E. Herndon Ave. in Fresno, CA, has been serving the Central Valley for over 95 years with compassionate, high-quality medical care. As a 436-bed state-of-the-art facility, we offer a wide array of services, from emergency and diagnostic care to advanced cardiac and orthopedic treatments. Saint Agnes is proud to be recognized as a Baby-Friendly designated birth facility and a top hospital nationally for spine and orthopedic surgery. We are committed to providing comprehensive care for you and your loved ones, remaining your trusted health partner for life.

Identifiers

Hospital Name Saint Agnes Medical Center
Facility ID 050093

Location

Address 1303 E HERNDON AVE
City/Town Fresno
State CA
ZIP Code 93710
County/Parish FRESNO

Health System

Health System Independent
Health System Website Domain samc.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 436
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details Saint Agnes Medical Center
Emergency Services Yes

Gurvinder Kaur, MD, MHA

President and Market Leader

Joined Saint Agnes after serving as Chief Medical Officer and Vice President of Central Valley Network for Adventist Health. Prior to that, Senior Regional Director of Vituity. Her leadership at Adventist Health included a key role in reigniting and expanding patient services.

John C. Evanko, MD, MBA, FACOG

Chief Medical Officer

Accomplished physician executive with extensive leadership experience in both academic and community health care settings. Most recently served as Executive Vice President and Chief Medical Officer at The Medical Centre Insurance Company Vermont (MCIC Vermont). Earned undergraduate degree from Princeton University, Medical Degree from New York Medical College, and MBA from Columbia Business School. Formally trained in Obstetrics & Gynecology, Board Certified Fellow of the American College of OBGYN.

Cheryl Harless, DNP

Chief Nursing Officer

Sara K. Frauenheim

Chief Development Officer

Long-term leader at Saint Agnes Medical Center. Has worked closely with agriculture, higher education, travel, tourism and health care organizations to further mission growth initiatives. Primary contact for the Foundation Board. Holds a Bachelor's degree in Mass Communications and Journalism from Fresno State.

William Evo

Vice President, Operations

Seasoned health care executive and multidisciplinary leader. Prior to joining Saint Agnes, served as Chief Healthcare Facilities Officer for the Montana Department of Public Health and Human Services. Before this appointment, worked at Trinity Health in Livonia for seven years in a variety of director roles. Received Juris Doctor in Healthcare Law from the University of Detroit Mercy School of Law and Bachelor's degree in Business Administration and Pre-Law from Michigan State University.

Sonya Pizzo

Vice President, Saint Agnes Medical Foundation

Eric McMurtrey

Vice President, Central Valley Health Plan

Jim Smith

Mission Leader

Mireya Samaniego, MD

Chief Ambulatory Medical Officer

Gail Breton

Chief Human Resources Officer

Jenny Hernandez

Vice President, Finance

Ivonne Der Torosian

Vice President, Community Health & Well-Being

Rick Wolf

General Counsel

Casey Fares

Director, Marketing & Communications

More than 15 years of experience. Named Marketing and Communications Director in 2023. Works to develop, organize and execute overall marketing and communication strategies. Serves as the lead for internal communications.

Akkara Srauy

Director, Business Development & Strategy

Mehdi Hakimipour, MD

Designated Institutional Official and Program Director, Internal Medicine

Skyler Kiddy, MS

Director, Graduate Medical Education

Jesse Kellar, MD, MBA, FACEP

Program Director, Emergency Medicine

Michael Moya, MD

Program Director (Interim) Family Medicine

Clifton van Putten, MD, FASA

Program Director, Transitional

Phillip Kim, MD, MPH

Associate Program Director, Family Medicine

Jusel Ruelan, DO

Associate Program Director, Family Medicine

Residency Programs

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

Capacity & Services

Licensed Beds 436

Staffing & Personnel

FTE Employees on Payroll 2317.31
FTE Interns & Residents 95.64

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 38177
Inpatient Days (Title XIX) 14298
Total Inpatient Days 117692
Bed Count 384
Available Bed Days 140160
Discharges (Title V) NA
Discharges (Title XVIII) 6816
Discharges (Title XIX) 3267
Total Discharges 28202

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 34834
Inpatient Days (Title XIX; Adults & Peds) 12427
Total Inpatient Days (Adults & Peds) 101047
Bed Count (Adults & Peds) 339
Available Bed Days (Adults & Peds) 123735
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 6816
Discharges (Title XIX; Adults & Peds) 3267
Total Discharges (Adults & Peds) 28202

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 60%

Mortality Group Indicators

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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 308

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -3.1
Readmission Score Hospital Return Days for Heart Failure Patients 23.5
Readmission Score Hospital Return Days for Pneumonia Patients 18.4
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 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.2
Readmission Score Rate of Readmission for CABG 10.3
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 22
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.6
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 18.3
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More Days Than Average per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients More 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 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) No Different 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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,981
Bad Debt Expense $18,157
Uncompensated Care Cost $7,701
Total Uncompensated Care $47,753

Operating Expenses ($ thousands)

Total Salaries $258,723
Overhead Expenses (Non-Salary) $407,825
Depreciation Expense $24,127
Total Operating Costs $538,814

Charges ($ thousands)

Inpatient Charges $1,320,591
Outpatient Charges $917,478
Total Patient Charges $2,238,068

Wage-Related Details ($ thousands)

Core Wage Costs $47,037
Wage Costs (RHC/FQHC)
Adjusted Salaries $258,723
Contract Labor (Patient Care) $13,371
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $1,133

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $124,375
Short-Term Investments
Notes Receivable $137,634
Accounts Receivable $113,658
Allowance for Doubtful Accounts $-12,849
Inventory $9,055
Prepaid Expenses $944
Other Current Assets $5,347
Total Current Assets $400,097

Balance Sheet – Fixed Assets ($ thousands)

Land Value $8,448
Land Improvements Value $7,697
Building Value $267,238
Leasehold Improvements $4,236
Fixed Equipment Value $97,533
Major Movable Equipment $185,771
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $156,950

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $15,149
Other Assets $35,391
Total Other Assets $50,540
Total Assets $607,586

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $68,104
Salaries & Wages Payable $26,045
Payroll Taxes Payable
Short-Term Debt $3,147
Deferred Revenue $5,966
Other Current Liabilities $3,796
Total Current Liabilities $107,059

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $89,938
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $89,938
Total Liabilities $196,997

Balance Sheet – Equity ($ thousands)

General Fund Balance $410,590
Total Fund Balances $410,590
Total Liabilities & Equity $607,586

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $21,726
DRG (Post-Oct 1) $68,871
Outlier Payments
DSH Adjustment $7,538
Eligible DSH % $0
Simulated MC Payments $41,927
Total IME Payments $11,647

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,322,390
Outpatient Revenue $918,438
Total Patient Revenue $2,240,828
Contractual Allowances & Discounts $1,662,639
Net Patient Revenue $578,189
Total Operating Expenses $666,549
Net Service Income $-88,360
Other Income $31,943
Total Income $-56,417
Other Expenses
Net Income $-56,417

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $86,151
Medicaid Charges $682,928
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