Memorial Hospital Los Banos, a Sutter Health affiliate, provides quality, compassionate inpatient and outpatient healthcare to the Merced County community. Located at 520 West I Street in Los Banos, CA, our full-service hospital offers 24-hour emergency care, a Rural Health Clinic, and a Family Birthing Center. We also provide comprehensive services, including inpatient and outpatient surgery, obstetrics, pediatrics, intensive care, and diagnostic imaging. Recognized as a Primary Stroke Center, we are committed to delivering exceptional care when you need it most.
| Hospital Name | Memorial Hospital Los Banos |
|---|---|
| Facility ID | 050528 |
| Address | 520 WEST I ST |
|---|---|
| City/Town | Los Banos |
| State | CA |
| ZIP Code | 93635 |
| County/Parish | MERCED |
| Health System | Sutter Health |
|---|---|
| Health System Website Domain | sutterhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 24 |
|---|---|
| Health System Total Beds | 4407 |
| Health System Hospital Locations | California |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sutter Health |
| Emergency Services | Yes |
Named Chief Administrative Officer of Memorial Hospital Los Banos on Aug. 8 [5, 10]. Committed to moving the organization forward in a way that makes Memorial Hospital Los Banos a great place to work, practice, and receive care [5]. Focuses on providing an exceptional quality experience, and ensures patients feel confident seeking care [5]. Marion began her nursing career at Memorial Hospital of Los Banos in 2002 and became chief nurse executive in 2014 [10]. She is well known by the local community and is an advocate for the physicians, the hospital and patients [10]. A registered nurse, she has experience as a certified nursing assistant, registered nurse, nurse traveler, obstetrics (OB) staff/charge nurse, OB and Rural Health Clinic manager, chief nurse executive and most recently interim hospital administrator [10].
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 48 |
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| FTE Employees on Payroll | 232.23 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1401 |
| Inpatient Days (Title XIX) | 398 |
| Total Inpatient Days | 5745 |
| Bed Count | 26 |
| Available Bed Days | 9490 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 408 |
| Discharges (Title XIX) | 122 |
| Total Discharges | 1824 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1241 |
| Inpatient Days (Title XIX; Adults & Peds) | 197 |
| Total Inpatient Days (Adults & Peds) | 4265 |
| Bed Count (Adults & Peds) | 22 |
| Available Bed Days (Adults & Peds) | 8030 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 408 |
| Discharges (Title XIX; Adults & Peds) | 122 |
| Total Discharges (Adults & Peds) | 1824 |
| Care Quality Stengths | Average overall patient satisfaction. 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. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns |
| 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 | 60% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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) | 150 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -24.5 |
| 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 | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.9 |
| 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 | Fewer 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 | 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 | 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 | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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 | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,171 |
|---|---|
| Bad Debt Expense | $4,677 |
| Uncompensated Care Cost | $3,329 |
| Total Uncompensated Care | $11,623 |
| Total Salaries | $28,662 |
|---|---|
| Overhead Expenses (Non-Salary) | $53,277 |
| Depreciation Expense | $2,308 |
| Total Operating Costs | $75,230 |
| Inpatient Charges | $91,290 |
|---|---|
| Outpatient Charges | $233,167 |
| Total Patient Charges | $324,456 |
| Core Wage Costs | $8,649 |
|---|---|
| Wage Costs (RHC/FQHC) | $712 |
| Adjusted Salaries | $28,925 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,797 |
|---|---|
| Short-Term Investments | $116 |
| Notes Receivable | |
| Accounts Receivable | $48,874 |
| Allowance for Doubtful Accounts | $-35,736 |
| Inventory | $961 |
| Prepaid Expenses | $132 |
| Other Current Assets | |
| Total Current Assets | $26,442 |
| Land Value | $918 |
|---|---|
| Land Improvements Value | $1,753 |
| Building Value | $14,227 |
| Leasehold Improvements | |
| Fixed Equipment Value | $4,424 |
| Major Movable Equipment | $15,563 |
| Minor Depreciable Equipment | $244 |
| Health IT Assets | |
| Total Fixed Assets | $10,750 |
| Long-Term Investments | |
|---|---|
| Other Assets | $465 |
| Total Other Assets | $465 |
| Total Assets | $37,656 |
| Accounts Payable | $2,692 |
|---|---|
| Salaries & Wages Payable | $1,986 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $2 |
| Other Current Liabilities | $100 |
| Total Current Liabilities | $4,780 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $318 |
| Total Long-Term Liabilities | $318 |
| Total Liabilities | $5,099 |
| General Fund Balance | $32,558 |
|---|---|
| Total Fund Balances | $32,558 |
| Total Liabilities & Equity | $37,656 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,463 |
| DRG (Post-Oct 1) | $971 |
| Outlier Payments | |
| DSH Adjustment | $133 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $1,803 |
| Total IME Payments |
| Inpatient Revenue | $91,411 |
|---|---|
| Outpatient Revenue | $235,844 |
| Total Patient Revenue | $327,256 |
| Contractual Allowances & Discounts | $226,338 |
| Net Patient Revenue | $100,918 |
| Total Operating Expenses | $81,939 |
| Net Service Income | $18,979 |
| Other Income | $955 |
| Total Income | $19,934 |
| Other Expenses | |
| Net Income | $19,934 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $18,898 |
| Medicaid Charges | $161,125 |
| 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 |