Montclair Hospital Medical Center, located at 5000 San Bernardino Street in Montclair, CA, is a 106-bed acute-care community hospital dedicated to providing an outstanding patient experience. As a member of the Prime Healthcare Foundation, a 501(c)(3) public charity, the hospital offers a wide range of specialized medical, surgical, and diagnostic services, including emergency care, rehabilitation, senior services, maternity care, community services, and cardiopulmonary services. With a dedicated team of highly qualified medical professionals, Montclair Hospital Medical Center strives to deliver quality healthcare in a nurturing environment to the Inland Empire area. The hospital is accredited by The Joint Commission with full standards compliance.
| Hospital Name | Montclair Hospital Medical Center |
|---|---|
| Facility ID | 050758 |
| Address | 5000 SAN BERNARDINO ST |
|---|---|
| City/Town | Montclair |
| State | CA |
| ZIP Code | 91763 |
| County/Parish | SAN BERNARDINO |
| 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 |
Gail Aviado is the CEO of Montclair Hospital Medical Center. [2] She previously worked as a registered nurse at Garfield Hospital Medical Center and started her career at Montclair Hospital Medical Center as a Charge Nurse in 2005, rising through the ranks to become Chief Nursing Officer and eventually CEO. [2, 5, 11] Gail Aviado has a MSN in Leadership and Management from Western Governors University and a Bachelor of Science in Nursing from Angeles University Foundation. [2] Her leadership during the COVID-19 pandemic was noted, and she is also the CEO of Chino Valley Medical Center. [5, 11] She has been recognized as one of the "Women Who Lead" by Inland Empire Magazine and one of Modern Healthcare's Leading Women. [11, 13]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 106 |
|---|
| FTE Employees on Payroll | 258.96 |
|---|---|
| FTE Interns & Residents | 1.39 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2126 |
| Inpatient Days (Title XIX) | 2557 |
| Total Inpatient Days | 10734 |
| Bed Count | 106 |
| Available Bed Days | 38690 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 476 |
| Discharges (Title XIX) | 393 |
| Total Discharges | 2743 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1796 |
| Inpatient Days (Title XIX; Adults & Peds) | 2019 |
| Total Inpatient Days (Adults & Peds) | 8823 |
| Bed Count (Adults & Peds) | 98 |
| Available Bed Days (Adults & Peds) | 35770 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 476 |
| Discharges (Title XIX; Adults & Peds) | 393 |
| Total Discharges (Adults & Peds) | 2743 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients reported significant challenges with transitions between departments in 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 | 62% |
|---|
| 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 | Better 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 | |
| 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) | 153 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -19.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| 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 | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.2 |
| 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 | 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 | Not Available |
| 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 | Not Available |
| 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 | $62 |
|---|---|
| Bad Debt Expense | $7,664 |
| Uncompensated Care Cost | $1,448 |
| Total Uncompensated Care | $6,718 |
| Total Salaries | $20,516 |
|---|---|
| Overhead Expenses (Non-Salary) | $31,602 |
| Depreciation Expense | $2,898 |
| Total Operating Costs | $44,719 |
| Inpatient Charges | $142,792 |
|---|---|
| Outpatient Charges | $113,397 |
| Total Patient Charges | $256,190 |
| Core Wage Costs | $3,860 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $20,516 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $0 |
| Cash & Bank Balances | $5,235 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $73,139 |
| Allowance for Doubtful Accounts | $-65,676 |
| Inventory | $883 |
| Prepaid Expenses | $270 |
| Other Current Assets | $10 |
| Total Current Assets | $84,236 |
| Land Value | $4,300 |
|---|---|
| Land Improvements Value | |
| Building Value | $41,467 |
| Leasehold Improvements | $1,827 |
| Fixed Equipment Value | $3,338 |
| Major Movable Equipment | $14,897 |
| Minor Depreciable Equipment | $764 |
| Health IT Assets | |
| Total Fixed Assets | $38,048 |
| Long-Term Investments | |
|---|---|
| Other Assets | $423 |
| Total Other Assets | $423 |
| Total Assets | $122,707 |
| Accounts Payable | $1,592 |
|---|---|
| Salaries & Wages Payable | $1,554 |
| Payroll Taxes Payable | $339 |
| Short-Term Debt | $714 |
| Deferred Revenue | |
| Other Current Liabilities | $953 |
| Total Current Liabilities | $7,575 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,468 |
| Total Long-Term Liabilities | $1,468 |
| Total Liabilities | $9,043 |
| General Fund Balance | $113,664 |
|---|---|
| Total Fund Balances | $113,664 |
| Total Liabilities & Equity | $122,707 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,294 |
| DRG (Post-Oct 1) | $2,219 |
| Outlier Payments | |
| DSH Adjustment | $743 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $5,867 |
| Total IME Payments | $47 |
| Inpatient Revenue | $142,792 |
|---|---|
| Outpatient Revenue | $113,397 |
| Total Patient Revenue | $256,190 |
| Contractual Allowances & Discounts | $201,309 |
| Net Patient Revenue | $54,880 |
| Total Operating Expenses | $52,118 |
| Net Service Income | $2,762 |
| Other Income | $467 |
| Total Income | $3,229 |
| Other Expenses | $70 |
| Net Income | $3,158 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $17,463 |
| Medicaid Charges | $146,643 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |