Sutter Memorial Medical Center, located at 1700 Coffee Rd in Modesto, CA, is a state-of-the-art healthcare facility dedicated to providing high-quality medical services to the community. As part of the Sutter Health network, we offer a comprehensive range of care, including 24-hour emergency services, inpatient and outpatient surgery, cancer treatment, cardiac care, orthopedics, obstetrics, and newborn intensive care. Our experienced physicians and advanced medical technology ensure optimal patient care in a safe and supportive environment. We are proud to be recognized for our commitment to excellence, including awards such as Healthgrades America's 50 Best Hospitals. Contact us at +1 (209) 526-4500 to learn more.
| Hospital Name | Sutter Memorial Medical Center |
|---|---|
| Facility ID | 050557 |
| Address | 1700 COFFEE RD |
|---|---|
| City/Town | Modesto |
| State | CA |
| ZIP Code | 95355 |
| County/Parish | STANISLAUS |
| 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 |
Tracy Roman was promoted to serve as chief executive officer of Memorial Medical Center in Modesto in early 2024. [3, 4, 7] She previously served as the chief financial officer for Memorial, Sutter Memorial Hospital in Los Banos, and Sutter Tracy Community Hospital. [3, 4, 5, 7] Roman has been with Sutter Health for five years as of early 2024. [3, 4] She has been recognized for her contributions toward expanding patient access and has been a driver in developing and expanding hospital services, including women's and children's health and cancer care. [3, 4, 7] She is also noted as a champion of quality and safety improvements and securing capital investments for infrastructure and strategic growth. [3, 4] Prior to joining Sutter Health in 2019, she held administrative positions at other area hospitals for 18 years, including serving as chief operating officer at Emanuel Medical Center in Turlock. [3, 4] Roman holds a master's degree in healthcare administration from the University of Southern California and a bachelor's degree in accounting from Stanislaus State University. [3, 4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 275 |
|---|
| FTE Employees on Payroll | 1967.78 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 30223 |
| Inpatient Days (Title XIX) | 5240 |
| Total Inpatient Days | 96573 |
| Bed Count | 403 |
| Available Bed Days | 147055 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5290 |
| Discharges (Title XIX) | 854 |
| Total Discharges | 18497 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 27824 |
| Inpatient Days (Title XIX; Adults & Peds) | 4674 |
| Total Inpatient Days (Adults & Peds) | 83413 |
| Bed Count (Adults & Peds) | 356 |
| Available Bed Days (Adults & Peds) | 129900 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5290 |
| Discharges (Title XIX; Adults & Peds) | 854 |
| Total Discharges (Adults & Peds) | 18497 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | 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 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 | 76% |
|---|
| 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 | Worse 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 | Worse 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) | 262 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -3.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 23.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | 10.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.4 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | 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 | $7,338 |
|---|---|
| Bad Debt Expense | $18,494 |
| Uncompensated Care Cost | $11,781 |
| Total Uncompensated Care | $83,914 |
| Total Salaries | $243,401 |
|---|---|
| Overhead Expenses (Non-Salary) | $476,194 |
| Depreciation Expense | $21,003 |
| Total Operating Costs | $643,649 |
| Inpatient Charges | $1,718,989 |
|---|---|
| Outpatient Charges | $1,173,727 |
| Total Patient Charges | $2,892,716 |
| Core Wage Costs | $60,211 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $245,680 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $605 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $558,538 |
| Allowance for Doubtful Accounts | $-434,580 |
| Inventory | $8,500 |
| Prepaid Expenses | $4,350 |
| Other Current Assets | |
| Total Current Assets | $167,312 |
| Land Value | $1,275 |
|---|---|
| Land Improvements Value | $8,321 |
| Building Value | $338,465 |
| Leasehold Improvements | $406 |
| Fixed Equipment Value | $26,292 |
| Major Movable Equipment | $175,665 |
| Minor Depreciable Equipment | $2,801 |
| Health IT Assets | |
| Total Fixed Assets | $172,770 |
| Long-Term Investments | $891 |
|---|---|
| Other Assets | $1,780 |
| Total Other Assets | $2,671 |
| Total Assets | $342,754 |
| Accounts Payable | $22,966 |
|---|---|
| Salaries & Wages Payable | $16,042 |
| Payroll Taxes Payable | |
| Short-Term Debt | $488 |
| Deferred Revenue | $229 |
| Other Current Liabilities | $3,127 |
| Total Current Liabilities | $42,858 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $104,103 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,710 |
| Total Long-Term Liabilities | $105,813 |
| Total Liabilities | $148,671 |
| General Fund Balance | $194,083 |
|---|---|
| Total Fund Balances | $194,083 |
| Total Liabilities & Equity | $342,754 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $58,416 |
| DRG (Post-Oct 1) | $21,643 |
| Outlier Payments | |
| DSH Adjustment | $3,723 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $52,046 |
| Total IME Payments |
| Inpatient Revenue | $1,747,141 |
|---|---|
| Outpatient Revenue | $1,217,001 |
| Total Patient Revenue | $2,964,142 |
| Contractual Allowances & Discounts | $2,200,357 |
| Net Patient Revenue | $763,785 |
| Total Operating Expenses | $719,595 |
| Net Service Income | $44,190 |
| Other Income | $13,533 |
| Total Income | $57,723 |
| Other Expenses | |
| Net Income | $57,723 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $82,554 |
| Medicaid Charges | $682,275 |
| 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 |