Dignity Health - California Hospital Medical Center, located in downtown Los Angeles, has been serving the community for over 130 years. As a 318-bed acute care nonprofit hospital, we offer a wide range of services, including a Level II Trauma Center, comprehensive cardiac and surgical services, and the Los Angeles Center for Women's Health. Our recently opened Grand Tower features a dramatically expanded Emergency Department and Family Birth Center with advanced technology and increased patient comfort. We are committed to providing advanced, equitable care for all Angelenos and building a healthier community.
| Hospital Name | Dignity Health - California Hospital Medical Center |
|---|---|
| Facility ID | 050149 |
| Address | 1401 SOUTH GRAND AVENUE |
|---|---|
| City/Town | Los Angeles |
| State | CA |
| ZIP Code | 90015 |
| County/Parish | LOS ANGELES |
| 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 - Other |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Alina Moran has been named president of Dignity Health – California Hospital Medical Center (CHMC) and will lead the overall direction, strategy, and operation of the hospital. In her most recent role, Moran served as chief executive officer for NYC Health + Hospitals/ Metropolitan, a 338-bed acute care facility in East Harlem, NY, as well as chief patient growth officer for the NYC Health + Hospitals system. A veteran health care executive with more than 20 years of experience, Moran is a seasoned, dynamic leader with a diverse background in hospital administration. She has a remarkable record of achievement, having demonstrated success in initiating culture change with a focus on decreasing readmission rates, improving safety measures, and implementing strategic initiatives. Her work led Metropolitan to be recognized for meeting the highest national patient safety standards, while achieving distinction for high performance in COPD, heart failure, and stroke care. Moran holds a Master of Public Administration (MPA) degree from Baruch College and a Bachelor of Science from Brown University. Additionally, Moran is an active community leader and was involved in the establishment of the Rhode Island Political Action Committee and Brown University Latino Alumni Council. Moran was also named to the inaugural list of “Notable Women in Health Care” by Crain's New York Business in 2018, and has been honored by a variety of prestigious national organizations.
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 290 |
|---|
| FTE Employees on Payroll | 1509.51 |
|---|---|
| FTE Interns & Residents | 29.65 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 6147 |
| Inpatient Days (Title XIX) | 14851 |
| Total Inpatient Days | 78238 |
| Bed Count | 318 |
| Available Bed Days | 116070 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 876 |
| Discharges (Title XIX) | 2798 |
| Total Discharges | 14339 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5324 |
| Inpatient Days (Title XIX; Adults & Peds) | 9464 |
| Total Inpatient Days (Adults & Peds) | 61689 |
| Bed Count (Adults & Peds) | 264 |
| Available Bed Days (Adults & Peds) | 96360 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 876 |
| Discharges (Title XIX; Adults & Peds) | 2798 |
| Total Discharges (Adults & Peds) | 14339 |
| 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. 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 | 63% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| 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) | 238 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 19.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | Not Available |
| 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 | 18 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| 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 | 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 | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Number of Cases Too Small |
| 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 |
| 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 | $18,314 |
|---|---|
| Bad Debt Expense | $7,857 |
| Uncompensated Care Cost | $20,168 |
| Total Uncompensated Care | $41,246 |
| Total Salaries | $173,934 |
|---|---|
| Overhead Expenses (Non-Salary) | $384,150 |
| Depreciation Expense | $20,108 |
| Total Operating Costs | $352,340 |
| Inpatient Charges | $980,423 |
|---|---|
| Outpatient Charges | $591,573 |
| Total Patient Charges | $1,571,996 |
| Core Wage Costs | $38,847 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $173,934 |
| Contract Labor (Patient Care) | $16,148 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $554 |
| Cash & Bank Balances | $157,793 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $318,211 |
| Allowance for Doubtful Accounts | $-274,962 |
| Inventory | $5,951 |
| Prepaid Expenses | $907 |
| Other Current Assets | |
| Total Current Assets | $358,135 |
| Land Value | $197,694 |
|---|---|
| Land Improvements Value | $1,192 |
| Building Value | $84,858 |
| Leasehold Improvements | $772 |
| Fixed Equipment Value | $719 |
| Major Movable Equipment | $27,128 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $282,044 |
| Long-Term Investments | |
|---|---|
| Other Assets | $191,697 |
| Total Other Assets | $191,697 |
| Total Assets | $831,877 |
| Accounts Payable | $19,738 |
|---|---|
| Salaries & Wages Payable | $16,321 |
| Payroll Taxes Payable | $93 |
| Short-Term Debt | $210 |
| Deferred Revenue | |
| Other Current Liabilities | $83,746 |
| Total Current Liabilities | $122,332 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $882 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $25,777 |
| Total Long-Term Liabilities | $26,660 |
| Total Liabilities | $148,992 |
| General Fund Balance | $682,885 |
|---|---|
| Total Fund Balances | $682,885 |
| Total Liabilities & Equity | $831,877 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,207 |
| DRG (Post-Oct 1) | $3,426 |
| Outlier Payments | |
| DSH Adjustment | $2,486 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $20,551 |
| Total IME Payments | $450 |
| Inpatient Revenue | $985,533 |
|---|---|
| Outpatient Revenue | $586,463 |
| Total Patient Revenue | $1,571,996 |
| Contractual Allowances & Discounts | $1,021,682 |
| Net Patient Revenue | $550,314 |
| Total Operating Expenses | $558,085 |
| Net Service Income | $-7,771 |
| Other Income | $38,714 |
| Total Income | $30,943 |
| Other Expenses | |
| Net Income | $30,943 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $108,139 |
| Medicaid Charges | $976,128 |
| 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 |