Doctors Hospital of Manteca

Identifiers

Hospital Name	Doctors Hospital of Manteca
Facility ID	050118

Location

Address	1205 E NORTH STREET
City/Town	Manteca
State	CA
ZIP Code	95336
County/Parish	SAN JOAQUIN

Health System

Health System	Tenet Healthcare Corporation
Health System Website Domain	tenethealth.com
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	2
Health System Total Beds	425
Health System Hospital Locations	California

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Voluntary non-profit - Other
Ownership Details	Tenet Healthcare
Emergency Services	Yes

Tina Burch

Chief Executive Officer Chief Nursing Officer

Appointed Chief Executive Officer of Doctors Hospital of Manteca in September 2024. [12] Also serves as Chief Nursing Officer (CNO). [12] Began her nursing career with Doctors Hospital of Manteca in 1991, having over 33 years of service as of late 2024. [6], [9], [10] Previous roles at Doctors Hospital of Manteca include Critical Care Services Director, Sepsis/Stroke/Dialysis Coordinator, Clinical Manager of Inpatient Nursing Services, and Director of Clinical Quality Improvement/Patient Safety. [2], [3], [6], [10] Earned her BSN from CSU Stanislaus and MSN from Grand Canyon University. [2], [3], [6], [10] Her honors include Employee of the Year in 2005 and was a Tenet Hero Nominee in 2010. [2], [3], [12] She is a registered nurse and holds a Master of Science in Nursing. [6]

Rob Giorgiani

Market Chief Financial Officer

Appointed as Chief Financial Officer (CFO) of Doctors Hospital of Manteca and Emanuel Medical Center in May 2023. [13], [14], [15] He previously served as CFO of St. Mary's Hospital and Richmond Community Hospital in Richmond, Virginia, since December 2021. [7], [13], [14] Prior to that, he was Assistant CFO over seven acute care facilities in the greater Richmond area. [7], [13], [14] He earned his Bachelor of Science degree in Chemical Engineering from Virginia Tech, Master of Systems Engineering degree from the University of Virginia and Master of Business Administration degree in Management and Finance Specialty from Indiana University. [7], [13], [14] He holds an MBA, MEng, and is a CPA. [4], [7], [14]

Dianna Romo

Chief Human Resources Officer

Chief Human Resources Officer at Emanuel Medical Center and Doctors Hospital of Manteca. [5] She has been at Emanuel Medical Center since 2011 and has served in various Human Resources roles including Director, Manager, and Generalist. [18] She earned her Bachelor of Science degree in Business Administration & Management and a Master’s in Business Administration, both from California State University Stanislaus. [18]

Ricky Panag

Associate Administrator

Associate Administrator at Doctors Hospital of Manteca. [5] No specific background information was found in the provided search results.

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	71

Staffing & Personnel

FTE Employees on Payroll	325.4
FTE Interns & Residents	NA

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	3857
Inpatient Days (Title XIX)	1113
Total Inpatient Days	14569
Bed Count	73
Available Bed Days	26645
Discharges (Title V)	NA
Discharges (Title XVIII)	792
Discharges (Title XIX)	144
Total Discharges	3446

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	3281
Inpatient Days (Title XIX; Adults & Peds)	904
Total Inpatient Days (Adults & Peds)	12024
Bed Count (Adults & Peds)	65
Available Bed Days (Adults & Peds)	23725
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	792
Discharges (Title XIX; Adults & Peds)	144
Total Discharges (Adults & Peds)	3446

Quality Summary

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.
Care Quality Concerns	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	60%

Mortality Group Indicators

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	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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better)	160

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	Not Available
Readmission Score Hospital Return Days for Heart Failure Patients	18.6
Readmission Score Hospital Return Days for Pneumonia Patients	12
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies)	13.5
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	1
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	18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	20.2
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	17.1
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	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	No Different than expected
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	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

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	Jun 01, 2022
Fiscal Year End	May 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$1,315
Bad Debt Expense	$5,713
Uncompensated Care Cost	$1,845
Total Uncompensated Care	$16,979

Operating Expenses ($ thousands)

Total Salaries	$42,558
Overhead Expenses (Non-Salary)	$71,678
Depreciation Expense	$2,730
Total Operating Costs	$100,217

Charges ($ thousands)

Inpatient Charges	$608,731
Outpatient Charges	$820,136
Total Patient Charges	$1,428,867

Wage-Related Details ($ thousands)

Core Wage Costs	$10,470
Wage Costs (RHC/FQHC)
Adjusted Salaries	$42,558
Contract Labor (Patient Care)	$4,719
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$1
Short-Term Investments
Notes Receivable
Accounts Receivable	$81,117
Allowance for Doubtful Accounts	$-59,102
Inventory	$2,658
Prepaid Expenses	$550
Other Current Assets	$20,131
Total Current Assets	$45,356

Balance Sheet – Fixed Assets ($ thousands)

Land Value	$1,663
Land Improvements Value	$1,116
Building Value	$35,708
Leasehold Improvements	$5,559
Fixed Equipment Value	$10,941
Major Movable Equipment	$30,731
Minor Depreciable Equipment
Health IT Assets	$10,554
Total Fixed Assets	$23,783

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets	$4,907
Total Other Assets	$4,907
Total Assets	$74,046

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$5,841
Salaries & Wages Payable	$1,136
Payroll Taxes Payable	$2,346
Short-Term Debt
Deferred Revenue
Other Current Liabilities	$7,342
Total Current Liabilities	$16,664

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt	$722
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities	$408
Total Long-Term Liabilities	$1,130
Total Liabilities	$17,794

Balance Sheet – Equity ($ thousands)

General Fund Balance	$56,252
Total Fund Balances	$56,252
Total Liabilities & Equity	$74,046

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$3,238
DRG (Post-Oct 1)	$7,028
Outlier Payments
DSH Adjustment	$308
Eligible DSH %	$0
Simulated MC Payments	$8,712
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$611,830
Outpatient Revenue	$811,845
Total Patient Revenue	$1,423,675
Contractual Allowances & Discounts	$1,309,595
Net Patient Revenue	$114,080
Total Operating Expenses	$114,240
Net Service Income	$-160
Other Income	$131
Total Income	$-29
Other Expenses
Net Income	$-29

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$20,505
Medicaid Charges	$544,729
Net CHIP Revenue
CHIP Charges

EHR Information

EHR	MEDITECH
EHR Version	Unknown
EHR is Changing	No

ERP Information

ERP	MEDITECH
ERP Version	NA
EHR is Changing	No