Salinas Valley Health

Salinas Valley Health, located at 450 East Romie Lane in Salinas, CA, is dedicated to providing quality healthcare and improving the well-being of the community. Founded in 1953, this 263-bed medical center employs over 2,036 staff members and has more than 300 board-certified physicians. Salinas Valley Health offers a wide range of specialized services, including the Harden Memorial Heart Program, Joint Replacement Center, Regional Spine Center, Comprehensive Community Cancer Program, and a Level III Neonatal Intensive Care Unit. We are committed to delivering exceptional, compassionate, and culturally sensitive care to our patients. With a strong affiliation with Stanford Medicine Children's Health for our NICU, we ensure the highest level of care for our most critically ill babies.

Identifiers

Hospital Name Salinas Valley Health
Facility ID 050334

Location

Address 450 EAST ROMIE LANE
City/Town Salinas
State CA
ZIP Code 93901
County/Parish MONTEREY

Health System

Health System Independent
Health System Website Domain salinasvalleyhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 263
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Salinas Valley Memorial Healthcare System
Emergency Services Yes

Allen Radner, MD

President / CEO

Joined the medical staff of Salinas Valley Health in 1994 and previously served ten years on the executive team as the healthcare system's Chief Medical Officer. In 2019, he became Chief Executive Officer of Salinas Valley Health Medical Clinics. He has played a pivotal role in expanding access to care and addressing critical and cultural community health needs, and has been instrumental in helping achieve and maintain exceptional patient safety and clinical quality metrics.

Michelle Childs

Chief Human Resources Officer

Augustine Lopez

Chief Financial Officer

Clement Miller, MSN, RN, NEA-BC

Chief Operating Officer

Carla Spencer, MSN, RN, NEA-BC

Chief Nursing Officer

Gary Ray

Chief Legal Officer

Alysha Hyland

Chief Administrative Officer

Tim Albert, MD, MHCM

Chief Clinical Officer

Orlando Rodriguez, MD

Chief Medical Officer Ambulatory Services

Adrienne Laurent

Chief Strategic Communications Officer

Tiffany DiTullio

Chief Administrative Officer/Community Wellness

Clint Hoffman

Chief Administrative Officer, Physician Integration and Business Development, and Chief Operating Officer, Salinas Valley Medical Clinic

Residency Programs

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

Capacity & Services

Licensed Beds 263

Staffing & Personnel

FTE Employees on Payroll 1720.81
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 19234
Inpatient Days (Title XIX) 1651
Total Inpatient Days 49486
Bed Count 240
Available Bed Days 87600
Discharges (Title V) NA
Discharges (Title XVIII) 4185
Discharges (Title XIX) 426
Total Discharges 11897

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18072
Inpatient Days (Title XIX; Adults & Peds) 1155
Total Inpatient Days (Adults & Peds) 42308
Bed Count (Adults & Peds) 216
Available Bed Days (Adults & Peds) 78840
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 4185
Discharges (Title XIX; Adults & Peds) 426
Total Discharges (Adults & Peds) 11897

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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 heart failure so that patients don't have to come back to the hospital.
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 74%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 Better 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) 164

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -1.1
Readmission Score Hospital Return Days for Heart Failure Patients -21.2
Readmission Score Hospital Return Days for Pneumonia Patients 5.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 13.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.1
Readmission Score Rate of Readmission for CABG 9.1
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.1
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Fewer Days Than Average 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 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 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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $3,101
Bad Debt Expense $15,197
Uncompensated Care Cost $6,212
Total Uncompensated Care $58,603

Operating Expenses ($ thousands)

Total Salaries $235,240
Overhead Expenses (Non-Salary) $343,134
Depreciation Expense
Total Operating Costs $492,917

Charges ($ thousands)

Inpatient Charges $1,518,986
Outpatient Charges $1,328,234
Total Patient Charges $2,847,220

Wage-Related Details ($ thousands)

Core Wage Costs $105,733
Wage Costs (RHC/FQHC) $651
Adjusted Salaries $235,240
Contract Labor (Patient Care) $21,925
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $328,625
Short-Term Investments
Notes Receivable
Accounts Receivable $85,106
Allowance for Doubtful Accounts
Inventory $8,016
Prepaid Expenses
Other Current Assets $12,542
Total Current Assets $434,290

Balance Sheet – Fixed Assets ($ thousands)

Land Value $24,884
Land Improvements Value $1,940
Building Value $372,272
Leasehold Improvements $6,160
Fixed Equipment Value
Major Movable Equipment $233,095
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $212,426

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $469,416
Other Assets $33,493
Total Other Assets $502,909
Total Assets $1,149,625

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,781
Salaries & Wages Payable $24,665
Payroll Taxes Payable $0
Short-Term Debt $23,568
Deferred Revenue
Other Current Liabilities $46,942
Total Current Liabilities $98,956

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $131,344
Total Long-Term Liabilities $131,344
Total Liabilities $230,300

Balance Sheet – Equity ($ thousands)

General Fund Balance $919,326
Total Fund Balances $919,326
Total Liabilities & Equity $1,149,625

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $17,911
DRG (Post-Oct 1) $56,841
Outlier Payments
DSH Adjustment $4,872
Eligible DSH % $0
Simulated MC Payments $12,956
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,519,006
Outpatient Revenue $1,328,214
Total Patient Revenue $2,847,220
Contractual Allowances & Discounts $2,211,240
Net Patient Revenue $635,980
Total Operating Expenses $578,374
Net Service Income $57,606
Other Income $53,809
Total Income $111,416
Other Expenses $49,268
Net Income $62,147

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $94,615
Medicaid Charges $849,142
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH
EHR Version Unknown
EHR is Changing Yes--In Process of Replacing

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No