Shasta Regional Medical Center

Shasta Regional Medical Center, located at 1100 Butte St in Redding, CA, is a 226-bed acute care facility with over 70 years of experience providing comprehensive medical services to Northern California. We offer a wide range of advanced services, including emergency medicine, critical care, cardiovascular services, neurosciences, and orthopedics. Shasta Regional Medical Center is recognized for high-quality care, having been named a Top Cardiovascular Hospital and receiving an "A" grade for patient safety from The Leapfrog Group. We are committed to delivering patient-centered healthcare with compassion and respect, ensuring the well-being of our community. Our dedicated team of over 900 registered nurses, technicians, and support personnel work alongside 300 physicians to provide exceptional care.

Identifiers

Hospital Name Shasta Regional Medical Center
Facility ID 050764

Location

Address 1100 BUTTE ST
City/Town Redding
State CA
ZIP Code 96001
County/Parish SHASTA

Health System

Health System Prime Healthcare
Health System Website Domain primehealthcare.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 46
Health System Total Beds 9912
Health System Hospital Locations Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Prime Healthcare
Emergency Services Yes

Sam Itani, FACHE

Chief Executive Officer

Sam Itani is the Chief Executive Officer of Shasta Regional Medical Center, effective September 16, 2024. He has over 30 years of healthcare management experience. Prior to this role, he served as the CEO of Southwest Healthcare-Corona Regional Medical Center for three years, where he expanded service lines, enhanced operational efficiency, and improved patient care outcomes. Before that, he spent over two decades with Adventist Health in Bakersfield, Calif., serving as Senior Vice President of Operations and leading initiatives such as the development of a comprehensive Breast Center and a certified chest pain center. Sam holds a Master of Science in Clinical Technology from Pittsburgh State University and is a Fellow of the American College of Healthcare Executives.

Brian Bradley, BSN, RN, NEA-BC, CPPS, MBA

Chief Nursing Officer

Claus Daugaard

Chief Financial Officer

Residency Programs

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

Capacity & Services

Licensed Beds 191

Staffing & Personnel

FTE Employees on Payroll 585.31
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 12580
Inpatient Days (Title XIX) 1281
Total Inpatient Days 23830
Bed Count 205
Available Bed Days 74825
Discharges (Title V) NA
Discharges (Title XVIII) 3056
Discharges (Title XIX) 119
Total Discharges 5650

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 10971
Inpatient Days (Title XIX; Adults & Peds) 980
Total Inpatient Days (Adults & Peds) 20891
Bed Count (Adults & Peds) 168
Available Bed Days (Adults & Peds) 61320
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3056
Discharges (Title XIX; Adults & Peds) 119
Total Discharges (Adults & Peds) 5650

Quality Summary

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

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 64%

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) 158

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 1.2
Readmission Score Hospital Return Days for Heart Failure Patients -11.6
Readmission Score Hospital Return Days for Pneumonia Patients -10.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
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 2.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.5
Readmission Score Rate of Readmission for CABG 11.1
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.6
Readmission Score Rate of Readmission After Hip/Knee Replacement 6.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17
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 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 Worse 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 Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $17
Bad Debt Expense $3,363
Uncompensated Care Cost $915
Total Uncompensated Care $7,709

Operating Expenses ($ thousands)

Total Salaries $57,975
Overhead Expenses (Non-Salary) $111,686
Depreciation Expense $12,268
Total Operating Costs $147,406

Charges ($ thousands)

Inpatient Charges $552,903
Outpatient Charges $313,220
Total Patient Charges $866,124

Wage-Related Details ($ thousands)

Core Wage Costs $14,608
Wage Costs (RHC/FQHC)
Adjusted Salaries $57,781
Contract Labor (Patient Care) $9,980
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $3,210
Short-Term Investments
Notes Receivable
Accounts Receivable $115,345
Allowance for Doubtful Accounts $-96,584
Inventory $2,549
Prepaid Expenses $895
Other Current Assets $41,120
Total Current Assets $89,704

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,500
Land Improvements Value $1,324
Building Value $54,610
Leasehold Improvements $30,172
Fixed Equipment Value
Major Movable Equipment $30,658
Minor Depreciable Equipment $1,288
Health IT Assets
Total Fixed Assets $77,354

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $646
Total Other Assets $646
Total Assets $167,704

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $4,724
Salaries & Wages Payable $4,421
Payroll Taxes Payable $176
Short-Term Debt
Deferred Revenue
Other Current Liabilities $31,146
Total Current Liabilities $40,466

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $63,000
Unsecured Loans
Other Long-Term Liabilities $8,405
Total Long-Term Liabilities $71,405
Total Liabilities $111,871

Balance Sheet – Equity ($ thousands)

General Fund Balance $55,833
Total Fund Balances $55,833
Total Liabilities & Equity $167,704

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $35,873
DRG (Post-Oct 1) $12,482
Outlier Payments
DSH Adjustment $1,875
Eligible DSH % $0
Simulated MC Payments $5,437
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $552,901
Outpatient Revenue $313,222
Total Patient Revenue $866,123
Contractual Allowances & Discounts $703,699
Net Patient Revenue $162,424
Total Operating Expenses $169,661
Net Service Income $-7,237
Other Income $1,375
Total Income $-5,862
Other Expenses
Net Income $-5,862

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $21,534
Medicaid Charges $175,388
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Unknown
ERP Version NA
EHR is Changing No