Sherman Oaks Hospital, located at 4929 Van Nuys Blvd in Sherman Oaks, CA, is a 153-bed acute care facility dedicated to providing advanced technology and compassionate care. As a member of Prime Healthcare Foundation, the hospital is committed to serving the San Fernando Valley and Los Angeles County with a wide spectrum of medical and surgical services. Nationally recognized for quality, including being named a "100 Top Hospital," Sherman Oaks Hospital offers 24/7 emergency care, award-winning heart and stroke care, imaging services, and a multi-specialty clinic to ensure a smooth transition from hospital to home. Our dedicated team of clinical professionals utilizes an interdisciplinary approach to deliver personalized, patient-centered care.
| Hospital Name | Sherman Oaks Hospital |
|---|---|
| Facility ID | 050755 |
| Address | 4929 VAN NUYS BLVD |
|---|---|
| City/Town | Sherman Oaks |
| State | CA |
| ZIP Code | 91403 |
| County/Parish | LOS ANGELES |
| Health System | Prime Healthcare |
|---|---|
| Health System Website Domain | primehealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Prime Healthcare |
| Emergency Services | Yes |
Dr. Sunny Bhatia is the President and Chief Medical Officer of Prime Healthcare and CEO of Prime Healthcare Region I. He also serves as Chief Medical Officer at Sherman Oaks Hospital. He is a quadruple board-certified interventional cardiologist. Under his leadership, Sherman Oaks Hospital has been recognized multiple times as a “100 Top Hospital”. He joined Prime Healthcare in 2011 as Chief Medical Officer at Sherman Oaks Hospital and Encino Hospital Medical Center. He is a Fellow of the American College of Cardiology, Society for Cardiac Angiography and Interventions, and American College of Healthcare Executives.
EM V. Garcia serves as the Chief Executive Officer of Encino Hospital Medical Center and Sherman Oaks Hospital under Prime Healthcare. He is a nursing professoriate and nurse practitioner with multiple post-doctoral, doctoral, and graduate degrees and various certifications. He oversees hospital operations, manages profit and loss, integrates strategic plans, and fosters collaboration. He has been recognized among Community Hospital CEOs to Know.
Roland L. Santos is the Chief Nursing Officer (CNO) of Encino Hospital Medical Center and Sherman Oaks Hospital. He oversees the clinical and administrative operations of both hospitals, fosters collaboration between clinical departments, and provides management and oversight for various nursing departments. He also leads the development of high-quality, cost-effective, and integrated clinical programs. He is the current President of the Philippine Nurses Association of Southern California.
Dr. Jason Greenspan is a Member-at-Large on the Governing Board and the Associate Director of Emergency Services at Sherman Oaks Hospital. He is an emergency medicine specialist with over 25 years of experience. He received his Bachelor's degree from the University of California, Berkeley, and his MD from the University of Southern California, completing his residency in Emergency Medicine at LAC+USC Medical Center where he was Chief Resident.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 153 |
|---|
| FTE Employees on Payroll | 422.56 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7948 |
| Inpatient Days (Title XIX) | 2449 |
| Total Inpatient Days | 18830 |
| Bed Count | 112 |
| Available Bed Days | 40880 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1646 |
| Discharges (Title XIX) | 292 |
| Total Discharges | 3794 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6935 |
| Inpatient Days (Title XIX; Adults & Peds) | 2162 |
| Total Inpatient Days (Adults & Peds) | 16516 |
| Bed Count (Adults & Peds) | 96 |
| Available Bed Days (Adults & Peds) | 35040 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1646 |
| Discharges (Title XIX; Adults & Peds) | 292 |
| Total Discharges (Adults & Peds) | 3794 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients reported concerns with being abel to have quiet rest in the hospital 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 | 51% |
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| 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 | 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) | 156 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 40.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 72.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 46.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | 14.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18 |
| 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) | Number of Cases Too Small |
| 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 | 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 | 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 | $45 |
|---|---|
| Bad Debt Expense | $7,960 |
| Uncompensated Care Cost | $1,624 |
| Total Uncompensated Care | $1,624 |
| Total Salaries | $37,519 |
|---|---|
| Overhead Expenses (Non-Salary) | $52,070 |
| Depreciation Expense | $3,564 |
| Total Operating Costs | $77,179 |
| Inpatient Charges | $338,726 |
|---|---|
| Outpatient Charges | $87,139 |
| Total Patient Charges | $425,866 |
| Core Wage Costs | $5,859 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $37,519 |
| Contract Labor (Patient Care) | $383 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3,018 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $134,743 |
| Allowance for Doubtful Accounts | $-117,680 |
| Inventory | $1,158 |
| Prepaid Expenses | $540 |
| Other Current Assets | $138 |
| Total Current Assets | $36,933 |
| Land Value | $6,803 |
|---|---|
| Land Improvements Value | |
| Building Value | $50,670 |
| Leasehold Improvements | |
| Fixed Equipment Value | $349 |
| Major Movable Equipment | $21,680 |
| Minor Depreciable Equipment | $1,827 |
| Health IT Assets | |
| Total Fixed Assets | $42,711 |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,933 |
| Total Other Assets | $3,933 |
| Total Assets | $83,576 |
| Accounts Payable | $2,392 |
|---|---|
| Salaries & Wages Payable | $3,358 |
| Payroll Taxes Payable | $600 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $12,326 |
| Total Current Liabilities | $18,676 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-94,287 |
| Total Long-Term Liabilities | $-94,287 |
| Total Liabilities | $-75,611 |
| General Fund Balance | $159,187 |
|---|---|
| Total Fund Balances | $159,187 |
| Total Liabilities & Equity | $83,576 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $15,740 |
| DRG (Post-Oct 1) | $6,163 |
| Outlier Payments | |
| DSH Adjustment | $2,232 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $4,622 |
| Total IME Payments |
| Inpatient Revenue | $341,023 |
|---|---|
| Outpatient Revenue | $84,842 |
| Total Patient Revenue | $425,866 |
| Contractual Allowances & Discounts | $332,584 |
| Net Patient Revenue | $93,282 |
| Total Operating Expenses | $89,589 |
| Net Service Income | $3,693 |
| Other Income | $2,169 |
| Total Income | $5,862 |
| Other Expenses | |
| Net Income | $5,862 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $26,360 |
| Medicaid Charges | $138,082 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |