UCLA Santa Monica Medical Center, located at 1250 16th Street, Santa Monica, CA, is a 281-bed, full-service medical center and the cornerstone of UCLA Health's Santa Monica campus. We offer a complete continuum of healthcare services, from prenatal and neonatal care to geriatric medicine, all within a technologically advanced and welcoming environment. Combining the expertise of an academic medical center with the accessibility of a community hospital, we provide patients the best of both worlds. Our outstanding programs include the Nethercutt Emergency Center, a comprehensive maternity center known as The BirthPlace, and a dedicated Pediatrics Unit as part of UCLA Mattel Children's Hospital. Designed by renowned architect Robert A.M. Stern, our medical center features a tranquil oasis with over 25% of the campus dedicated to green spaces.
| Hospital Name | UCLA Santa Monica Medical Center |
|---|---|
| Facility ID | 050112 |
| Address | 1250 16TH STREET |
|---|---|
| City/Town | Santa Monica |
| State | CA |
| ZIP Code | 90404 |
| County/Parish | LOS ANGELES |
| Health System | UCLA Health |
|---|---|
| Health System Website Domain | uclahealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1221 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | UCLA Health |
| Emergency Services | Yes |
As chief administrative officer for UCLA Medical Center, Santa Monica [6], Paul Watkins was a sponsor for the UCLA Medical Center, Santa Monica PFAC Advisory Council [5]. He was also quoted in relation to UCLA Health receiving the 2018 Practice Greenhealth Emerald Award for sustainability efforts at UCLA Medical Center, Santa Monica [6]. He previously served as the chief administrative officer and chief operating officer for UCLA Medical Center, Santa Monica [2, 10].
K. David Bailey is the Chief Nursing Officer at UCLA Santa Monica Medical Center [3, 4, 7, 8, 9, 11]. His background includes over 25 years in nursing management with leadership positions in critical care, cardiovascular and cardiac rehab nursing, and pulmonary and rehabilitation medicine at hospitals in various states before joining UCLA Health [3, 4, 9]. His research focuses on authentic and relational leadership practices in executive-level nursing, and he has published several articles and presented on various topics [3, 4, 11]. He holds numerous professional affiliations and certifications, including being a Fellow of the American College of Healthcare Executives, the American Academy of Nursing, and the American Organization for Nursing Leadership [4, 11].
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Dr. Philip Levin was appointed chief medical officer of Santa Monica-UCLA Medical Center and Orthopaedic Hospital in 2015 [16]. In this role, he is responsible for developing and leading clinical quality and patient safety initiatives, strengthening physician relationships, and improving the value and efficiency of clinical care delivery [16]. He is a clinical professor of anesthesiology and perioperative medicine and earned his M.D. from the University of Illinois at Chicago, completing his residency at the UCLA David Geffen School of Medicine [16].
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 331 |
|---|
| FTE Employees on Payroll | 2235.98 |
|---|---|
| FTE Interns & Residents | 125.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 28061 |
| Inpatient Days (Title XIX) | 5907 |
| Total Inpatient Days | 87725 |
| Bed Count | 281 |
| Available Bed Days | 102565 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4193 |
| Discharges (Title XIX) | 1011 |
| Total Discharges | 14348 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 25980 |
| Inpatient Days (Title XIX; Adults & Peds) | 5020 |
| Total Inpatient Days (Adults & Peds) | 76263 |
| Bed Count (Adults & Peds) | 243 |
| Available Bed Days (Adults & Peds) | 88695 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4193 |
| Discharges (Title XIX; Adults & Peds) | 1011 |
| Total Discharges (Adults & Peds) | 14348 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | 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 pneumonia 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 | 77% |
|---|
| 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 | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Better 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) | 238 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -11.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 14.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 50.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 10.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19 |
| 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 | 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 | 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 | Better 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 | 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 | Worse 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 | $3,963 |
|---|---|
| Bad Debt Expense | $13,120 |
| Uncompensated Care Cost | $8,056 |
| Total Uncompensated Care | $12,018 |
| Total Salaries | $272,604 |
|---|---|
| Overhead Expenses (Non-Salary) | $539,665 |
| Depreciation Expense | $55,316 |
| Total Operating Costs | $736,193 |
| Inpatient Charges | $1,610,398 |
|---|---|
| Outpatient Charges | $821,426 |
| Total Patient Charges | $2,431,824 |
| Core Wage Costs | $97,748 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $272,672 |
| Contract Labor (Patient Care) | $17,912 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $610 |
| Cash & Bank Balances | $14,930 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $138,600 |
| Allowance for Doubtful Accounts | $-29,330 |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $124,200 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $687,190 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $687,190 |
| Long-Term Investments | $10,790 |
|---|---|
| Other Assets | $104,170 |
| Total Other Assets | $114,960 |
| Total Assets | $926,350 |
| Accounts Payable | $104,080 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,350 |
| Deferred Revenue | |
| Other Current Liabilities | $10,650 |
| Total Current Liabilities | $121,751 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $92,890 |
| Unsecured Loans | $223,480 |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $316,370 |
| Total Liabilities | $438,121 |
| General Fund Balance | $512,100 |
|---|---|
| Total Fund Balances | $512,100 |
| Total Liabilities & Equity | $950,221 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $16,270 |
| DRG (Post-Oct 1) | $54,552 |
| Outlier Payments | |
| DSH Adjustment | $3,031 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $29,806 |
| Total IME Payments | $14,248 |
| Inpatient Revenue | $1,615,827 |
|---|---|
| Outpatient Revenue | $816,828 |
| Total Patient Revenue | $2,432,655 |
| Contractual Allowances & Discounts | $1,596,780 |
| Net Patient Revenue | $835,874 |
| Total Operating Expenses | $812,268 |
| Net Service Income | $23,606 |
| Other Income | $23,966 |
| Total Income | $47,572 |
| Other Expenses | |
| Net Income | $47,572 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $77,859 |
| Medicaid Charges | $270,273 |
| 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 |