Providence Cedars-Sinai Tarzana Medical Center

Located at 18321 Clark Street in Tarzana, CA, Providence Cedars-Sinai Tarzana Medical Center provides compassionate, high-quality care to the San Fernando Valley. As a leading medical facility, we offer a wide range of services, including primary care, women's and children's health, heart and vascular care, neurosciences, and emergency services. Our state-of-the-art facility features advanced technology, all-private patient rooms in the new Friese Family Tower, and an expanded Emergency Department. With a dedicated team of over 800 physicians and a commitment to clinical excellence, we proudly elevate care in the Valley through our partnership with Cedars-Sinai, bringing world-class healthcare close to home. Since 1973, we have been honored to serve the community's physical, emotional, social, and spiritual needs.

Identifiers

Hospital Name Providence Cedars-Sinai Tarzana Medical Center
Facility ID 050761

Location

Address 18321 CLARK STREET
City/Town Tarzana
State CA
ZIP Code 91356
County/Parish LOS ANGELES

Health System

Health System Providence St. Joseph Health
Health System Website Domain providence.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 44
Health System Total Beds 9633
Health System Hospital Locations Alaska, California, Illinois, Montana, Oregon and Washington

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Providence St. Joseph Health
Emergency Services Yes

Nick Lymberopoulos

Chief Executive

Has served as chief operating officer for Providence Tarzana for more than four years. He has more than 28 years of experience as a health care manager with expertise in finance and operations. [3, 7] Led the hospital's $644 million Tarzana Reimagined construction project. [5] Grateful for the opportunity to serve the hospital, caregivers, and community and humbled to lead the growth as the hospital becomes a destination hospital. [3, 5]

Howard Davis, MD

Chief Medical Officer

NA

Deb Carver, RN

Chief Nursing Officer

NA

Jessica Trimble

Chief Financial Officer/Executive Director of Operations

NA

Anne Lurch

Chief Human Resources Officer

NA

Shawn Kiley

Chief Mission Integration Officer

NA

Matthew Rinnert

Chief Philanthropy Officer

Also listed as President and Chief Philanthropy Officer for the Providence Tarzana Foundation. [11] Expressed gratitude for the Friese family's investment and the community's support. [8]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs Yes
Pediatric Residency Program No

Capacity & Services

Licensed Beds 245

Staffing & Personnel

FTE Employees on Payroll 1016.55
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) 3256
Inpatient Days (Title XVIII) 15305
Inpatient Days (Title XIX) NA
Total Inpatient Days 49090
Bed Count 218
Available Bed Days 79570
Discharges (Title V) 697
Discharges (Title XVIII) 3443
Discharges (Title XIX) NA
Total Discharges 12100

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) 1924
Inpatient Days (Title XVIII; Adults & Peds) 13767
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 37220
Bed Count (Adults & Peds) 188
Available Bed Days (Adults & Peds) 68620
Discharges (Title V; Adults & Peds) 697
Discharges (Title XVIII; Adults & Peds) 3443
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 12100

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. 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.

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 66%

Mortality Group Indicators

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 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 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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 170

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 49.2
Readmission Score Hospital Return Days for Heart Failure Patients 22.4
Readmission Score Hospital Return Days for Pneumonia Patients 25.5
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 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.4
Readmission Score Rate of Readmission for CABG 11.6
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
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 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 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

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 Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,830
Bad Debt Expense $4,158
Uncompensated Care Cost $4,007
Total Uncompensated Care $42,333

Operating Expenses ($ thousands)

Total Salaries $122,130
Overhead Expenses (Non-Salary) $146,264
Depreciation Expense $12,198
Total Operating Costs $320,586

Charges ($ thousands)

Inpatient Charges $847,806
Outpatient Charges $479,573
Total Patient Charges $1,327,379

Wage-Related Details ($ thousands)

Core Wage Costs $29,850
Wage Costs (RHC/FQHC)
Adjusted Salaries $122,130
Contract Labor (Patient Care) $12,161
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $31,394
Short-Term Investments
Notes Receivable
Accounts Receivable $17,693
Allowance for Doubtful Accounts $-0
Inventory $4,174
Prepaid Expenses $929
Other Current Assets $78
Total Current Assets $87,586

Balance Sheet – Fixed Assets ($ thousands)

Land Value $65,000
Land Improvements Value $-536
Building Value $149,462
Leasehold Improvements $830
Fixed Equipment Value $3,177
Major Movable Equipment $80,636
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $642,190

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $92,077
Other Assets $7,152
Total Other Assets $99,229
Total Assets $829,005

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $32,861
Salaries & Wages Payable $23,225
Payroll Taxes Payable $-1
Short-Term Debt $1,552
Deferred Revenue $74
Other Current Liabilities $26,276
Total Current Liabilities $84,194

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $14,003
Unsecured Loans
Other Long-Term Liabilities $7,956
Total Long-Term Liabilities $21,959
Total Liabilities $106,153

Balance Sheet – Equity ($ thousands)

General Fund Balance $722,853
Total Fund Balances $722,853
Total Liabilities & Equity $829,005

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $34,163
DRG (Post-Oct 1) $13,252
Outlier Payments
DSH Adjustment $3,100
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $847,806
Outpatient Revenue $479,388
Total Patient Revenue $1,327,194
Contractual Allowances & Discounts $1,034,446
Net Patient Revenue $292,748
Total Operating Expenses $391,617
Net Service Income $-98,868
Other Income $4,767
Total Income $-94,101
Other Expenses
Net Income $-94,101

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $23,942
Medicaid Charges $274,413
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No