Located at 1300 W 7th St in San Pedro, CA, Providence Little Company of Mary Medical Center San Pedro is dedicated to providing comprehensive, high-quality medical care that addresses the mind, body, and spirit of each patient. As a mission-driven organization, the hospital strives to meet the specific needs of patients and their families, ensuring residents of the South Bay have access to specialized medical services close to home. Recognized as the South Bay's first Primary Stroke Center, the facility features an Acute Rehabilitation Program ranked among the top 1% nationally and holds Baby-Friendly Hospital status. Providence Little Company of Mary Medical Center San Pedro is committed to innovation, quality, and excellence in all the medical services offered.
| Hospital Name | Providence Little Company of Mary Medical Center San Pedro |
|---|---|
| Facility ID | 050078 |
| Address | 1300 W 7TH ST |
|---|---|
| City/Town | San Pedro |
| State | CA |
| ZIP Code | 90732 |
| County/Parish | LOS ANGELES |
| Health System | Providence St. Joseph Health |
|---|---|
| Health System Website Domain | providence.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 44 |
|---|---|
| Health System Total Beds | 9633 |
| Health System Hospital Locations | Alaska, California, Illinois, Montana, Oregon and Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Providence St. Joseph Health |
| Emergency Services | No |
Michael Ricks has nearly three decades of healthcare leadership experience. He previously served as Chief Executive for Providence Saint John's Health Center for four years. Earlier in his career, he was the Executive Vice President and Chief Operating Officer for Hoag Memorial Hospital Presbyterian. Prior to Hoag, he held leadership positions such as Hospital President and CEO, Chief Operating Officer, and Vice President of Operations at Sentara Healthcare and Dignity Health.
Nate Mabry is the Chief Administrative Officer at Providence Little Company of Mary Medical Center San Pedro. He has nearly 20 years of experience in the healthcare industry. He started as a Certified Nursing Assistant (CNA) and Emergency Medical Technician (EMT) and then became a nurse. Prior to his role at Providence Little Company of Mary Medical Center San Pedro, Mabry was the Chief Nursing Officer at CHA Hollywood Presbyterian Medical Center.
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John Goeders serves as executive finance lead over Saint John's Health Center, Little Company of Mary Medical Center – Torrance, and Little Company of Mary Medical Center – San Pedro as Coastal Service Area CFO for Providence. Prior to joining Providence in March of 2020, John was VP, Strategic Planning and Revenue Cycle at Huntington Hospital in Pasadena. Prior to Huntington, he worked at Ernst & Young LLP. John received his BA, Business Economics at University of California, Santa Barbara, and his MBA at Redlands University.
Jennifer Kozakowski joined Providence Saint Joseph Health in January 2016 and assumed the role of Chief Mission Integration Officer for the Little Company of Mary South Bay ministries in January 2020. Before joining Providence, she served in various health care operational executive leadership roles. She is responsible for the Ethics Committee and Consultation Service, as well as the formation of all employees, leaders, medical staff, and board members. She holds a Bachelor of Science in Nursing, a Master of Nursing (Administration), and a Master of Public Health (Health Services Management) all from UCLA.
Result 9 lists him as Chief Operating Officer, Executive Director, Business Development & Strategy.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 259 |
|---|
| FTE Employees on Payroll | 553.62 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | 1497 |
|---|---|
| Inpatient Days (Title XVIII) | 5759 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 23214 |
| Bed Count | 96 |
| Available Bed Days | 37070 |
| Discharges (Title V) | 293 |
| Discharges (Title XVIII) | 1011 |
| Discharges (Title XIX) | NA |
| Total Discharges | 4349 |
| Inpatient Days (Title V; Adults & Peds) | 1270 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5325 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 20752 |
| Bed Count (Adults & Peds) | 84 |
| Available Bed Days (Adults & Peds) | 32690 |
| Discharges (Title V; Adults & Peds) | 293 |
| Discharges (Title XVIII; Adults & Peds) | 1011 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 4349 |
| 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 |
| 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 | 67% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 171 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 8.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 8.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| 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 | 1.1 |
| 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 | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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 |
| 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 | $1,932 |
|---|---|
| Bad Debt Expense | $2,917 |
| Uncompensated Care Cost | $2,646 |
| Total Uncompensated Care | $16,286 |
| Total Salaries | $89,052 |
|---|---|
| Overhead Expenses (Non-Salary) | $80,436 |
| Depreciation Expense | $4,412 |
| Total Operating Costs | $206,426 |
| Inpatient Charges | $644,169 |
|---|---|
| Outpatient Charges | $278,942 |
| Total Patient Charges | $923,111 |
| Core Wage Costs | $15,856 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $89,052 |
| Contract Labor (Patient Care) | $4,773 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $6,052 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $22,260 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,718 |
| Prepaid Expenses | $533 |
| Other Current Assets | $6 |
| Total Current Assets | $67,979 |
| Land Value | $1,776 |
|---|---|
| Land Improvements Value | $416 |
| Building Value | $72,970 |
| Leasehold Improvements | $480 |
| Fixed Equipment Value | $19,102 |
| Major Movable Equipment | $58,658 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $41,701 |
| Long-Term Investments | $23,861 |
|---|---|
| Other Assets | $489 |
| Total Other Assets | $24,350 |
| Total Assets | $134,031 |
| Accounts Payable | $8,522 |
|---|---|
| Salaries & Wages Payable | $9,139 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,866 |
| Deferred Revenue | |
| Other Current Liabilities | $14,943 |
| Total Current Liabilities | $41,708 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $23,769 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $461 |
| Total Long-Term Liabilities | $24,230 |
| Total Liabilities | $65,938 |
| General Fund Balance | $68,092 |
|---|---|
| Total Fund Balances | $68,092 |
| Total Liabilities & Equity | $134,031 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,241 |
| DRG (Post-Oct 1) | $2,810 |
| Outlier Payments | |
| DSH Adjustment | $332 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $11,829 |
| Total IME Payments |
| Inpatient Revenue | $644,191 |
|---|---|
| Outpatient Revenue | $278,871 |
| Total Patient Revenue | $923,062 |
| Contractual Allowances & Discounts | $723,609 |
| Net Patient Revenue | $199,453 |
| Total Operating Expenses | $253,560 |
| Net Service Income | $-54,107 |
| Other Income | $4,442 |
| Total Income | $-49,665 |
| Other Expenses | |
| Net Income | $-49,665 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $36,384 |
| Medicaid Charges | $319,678 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |