Doctors Medical Center of Modesto, located at 1441 Florida Avenue, is a full-service healthcare facility dedicated to providing exceptional medical care to the Central Valley community since 1962. Our multidisciplinary team of physicians and healthcare professionals offers preventative and diagnostic services, utilizing some of the world’s leading technologies. Recognized for our innovative cardiac and neonatal intensive care, as well as advanced stroke and trauma treatment, our outstanding doctors represent most major medical specialties. As a Level II Trauma Center and Comprehensive Stroke Center—the only one in the Central Valley—Doctors Medical Center is committed to providing advanced care when you and your loved ones need it most.
| Hospital Name | Doctors Medical Center of Modesto |
|---|---|
| Facility ID | 050464 |
| Address | 1441 FLORIDA AVENUE |
|---|---|
| City/Town | Modesto |
| State | CA |
| ZIP Code | 95350 |
| County/Parish | STANISLAUS |
| Health System | Tenet Healthcare Corporation |
|---|---|
| Health System Website Domain | tenethealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 27 |
|---|---|
| Health System Total Beds | 7109 |
| Health System Hospital Locations | Arizona, California, Florida, Massachusetts, Michigan, Oklahoma, South Carolina, South Dakota, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Tenet Healthcare Corporation |
| Emergency Services | Yes |
Jay Krishnaswamy was appointed as Chief Executive Officer (CEO) of Doctors Medical Center in August 2022. He has extensive experience in healthcare administration and has been with Tenet Healthcare for more than 20 years. Jay came to Modesto from the Tenet home office in Dallas where he was serving as the Vice President of Hospital Operations. Jay previously served as CEO of other hospitals within Tenet. Jay was familiar with Doctors Medical Center before joining as CEO, having served as Associate Administrator from 2004 to 2008, as well as Chief Quality Officer from 2002 to 2004. Jay earned his Masters of Public Health from Johns Hopkins University – Bloomberg School of Public Health in Baltimore, Maryland, and his M.S. in Health Services Research from Case Western Reserve University in Cleveland, Ohio.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 461 |
|---|
| FTE Employees on Payroll | 1606.62 |
|---|---|
| FTE Interns & Residents | 27.48 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 23291 |
| Inpatient Days (Title XIX) | 11881 |
| Total Inpatient Days | 118619 |
| Bed Count | 380 |
| Available Bed Days | 138700 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3740 |
| Discharges (Title XIX) | 1741 |
| Total Discharges | 21321 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 19912 |
| Inpatient Days (Title XIX; Adults & Peds) | 6256 |
| Total Inpatient Days (Adults & Peds) | 93348 |
| Bed Count (Adults & Peds) | 291 |
| Available Bed Days (Adults & Peds) | 106215 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3740 |
| Discharges (Title XIX; Adults & Peds) | 1741 |
| Total Discharges (Adults & Peds) | 21321 |
| Care Quality Stengths | |
|---|---|
| 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 Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. 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. |
| 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 | 59% |
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| 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 | 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 | Worse 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) | 191 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 31 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 38.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 38.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| 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 | 15.3 |
| Readmission Score Rate of Readmission for CABG | 13.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | 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 | Jun 01, 2022 |
|---|---|
| Fiscal Year End | May 31, 2023 |
| Charity Care Cost | $8,188 |
|---|---|
| Bad Debt Expense | $23,420 |
| Uncompensated Care Cost | $10,653 |
| Total Uncompensated Care | $33,051 |
| Total Salaries | $254,344 |
|---|---|
| Overhead Expenses (Non-Salary) | $402,182 |
| Depreciation Expense | $9,233 |
| Total Operating Costs | $566,991 |
| Inpatient Charges | $5,663,532 |
|---|---|
| Outpatient Charges | $2,439,178 |
| Total Patient Charges | $8,102,710 |
| Core Wage Costs | $61,777 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $254,304 |
| Contract Labor (Patient Care) | $34,181 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $515,757 |
| Allowance for Doubtful Accounts | $-380,451 |
| Inventory | $9,685 |
| Prepaid Expenses | $2,511 |
| Other Current Assets | |
| Total Current Assets | $320,353 |
| Land Value | $6,931 |
|---|---|
| Land Improvements Value | $1,649 |
| Building Value | $153,717 |
| Leasehold Improvements | $334 |
| Fixed Equipment Value | $23,986 |
| Major Movable Equipment | $126,043 |
| Minor Depreciable Equipment | |
| Health IT Assets | $12,485 |
| Total Fixed Assets | $87,585 |
| Long-Term Investments | |
|---|---|
| Other Assets | $12,652 |
| Total Other Assets | $12,652 |
| Total Assets | $420,590 |
| Accounts Payable | $30,651 |
|---|---|
| Salaries & Wages Payable | $20,667 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,174 |
| Deferred Revenue | $9 |
| Other Current Liabilities | $63,505 |
| Total Current Liabilities | $116,006 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,344 |
| Total Long-Term Liabilities | $3,344 |
| Total Liabilities | $119,351 |
| General Fund Balance | $301,239 |
|---|---|
| Total Fund Balances | $301,239 |
| Total Liabilities & Equity | $420,590 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $21,852 |
| DRG (Post-Oct 1) | $44,764 |
| Outlier Payments | |
| DSH Adjustment | $6,570 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $65,583 |
| Total IME Payments | $2,034 |
| Inpatient Revenue | $5,679,356 |
|---|---|
| Outpatient Revenue | $2,415,565 |
| Total Patient Revenue | $8,094,922 |
| Contractual Allowances & Discounts | $7,422,187 |
| Net Patient Revenue | $672,734 |
| Total Operating Expenses | $656,558 |
| Net Service Income | $16,176 |
| Other Income | $36,420 |
| Total Income | $52,597 |
| Other Expenses | |
| Net Income | $52,597 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $163,234 |
| Medicaid Charges | $3,460,185 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |