Adventist Health Glendale, located at 1509 E Wilson Terrace, Glendale, CA, is a 515-bed medical center founded on the Seventh-day Adventist faith, dedicated to improving community health. As the largest medical center serving the San Fernando Valley, it offers a wide range of clinical services with physicians who are leaders in their specialties. Adventist Health Glendale is committed to providing expert, award-winning care designed to inspire health, wholeness, and hope, ensuring that patients and their families experience more of what life has to offer. Founded in 1905, the hospital has a rich legacy of healing.
| Hospital Name | Adventist Health Glendale |
|---|---|
| Facility ID | 050239 |
| Address | 1509 E WILSON TERRACE |
|---|---|
| City/Town | Glendale |
| State | CA |
| ZIP Code | 91206 |
| County/Parish | LOS ANGELES |
| Health System | Adventist Health |
|---|---|
| Health System Website Domain | adventisthealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 26 |
|---|---|
| Health System Total Beds | 3713 |
| Health System Hospital Locations | California, Hawaii and Oregon |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Adventist Health |
| Emergency Services | Yes |
Alice Issai joined Adventist Health Glendale in 2018. Under her leadership, the medical center has become a world-class destination for oncology, cardiovascular medicine, neurosciences, and orthopedics. She has created an environment that attracts physician leaders to the Glendale community. [3] Ms. Issai was recently recognized as a Woman of Influence in Healthcare by the Los Angeles Business Journal. [3, 9] In August 2024, she was also named president of Adventist Health's new Glendale and Simi Valley service area. [5, 14]
Jinhee Nguyen leads a team of more than 900 nurses at Adventist Health Glendale. Under her leadership, the hospital has earned the Healthgrades Patient Safety Excellence Award for the past six years. [3, 9] Under her direction, Adventist Health Glendale achieved Magnet designation from the American Nurses Credentialing Center in just three years, recognizing excellence in patient care and innovation in professional nursing practice. [3, 9] Ms. Nguyen emphasizes employee engagement, physician engagement, and patient engagement, striving to cultivate an environment where the healthcare workforce can thrive. [9] She was recently recognized as a Woman of Influence in Healthcare by the Los Angeles Business Journal. [3, 9]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 515 |
|---|
| FTE Employees on Payroll | 1502.86 |
|---|---|
| FTE Interns & Residents | 21.71 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 28208 |
| Inpatient Days (Title XIX) | 3792 |
| Total Inpatient Days | 70091 |
| Bed Count | 323 |
| Available Bed Days | 117895 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5624 |
| Discharges (Title XIX) | 666 |
| Total Discharges | 15318 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 25815 |
| Inpatient Days (Title XIX; Adults & Peds) | 2657 |
| Total Inpatient Days (Adults & Peds) | 59566 |
| Bed Count (Adults & Peds) | 277 |
| Available Bed Days (Adults & Peds) | 101105 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5624 |
| Discharges (Title XIX; Adults & Peds) | 666 |
| Total Discharges (Adults & Peds) | 15318 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. 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 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 | 66% |
|---|
| 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 | Better 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 215 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 2.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 4.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 30.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.7 |
| 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 | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 10.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days 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 | 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 | Worse 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 | $5,407 |
|---|---|
| Bad Debt Expense | $14,769 |
| Uncompensated Care Cost | $8,465 |
| Total Uncompensated Care | $8,465 |
| Total Salaries | $172,975 |
|---|---|
| Overhead Expenses (Non-Salary) | $375,866 |
| Depreciation Expense | $9,223 |
| Total Operating Costs | $432,349 |
| Inpatient Charges | $2,023,429 |
|---|---|
| Outpatient Charges | $1,024,163 |
| Total Patient Charges | $3,047,591 |
| Core Wage Costs | $34,822 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $172,975 |
| Contract Labor (Patient Care) | $13,307 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $301 |
| Cash & Bank Balances | $1,418 |
|---|---|
| Short-Term Investments | $604 |
| Notes Receivable | $1,452 |
| Accounts Receivable | $601,324 |
| Allowance for Doubtful Accounts | $-597,811 |
| Inventory | $8,661 |
| Prepaid Expenses | $1,018 |
| Other Current Assets | |
| Total Current Assets | $54,333 |
| Land Value | $3,726 |
|---|---|
| Land Improvements Value | $3,845 |
| Building Value | $367,192 |
| Leasehold Improvements | $6,353 |
| Fixed Equipment Value | $30,457 |
| Major Movable Equipment | $127,708 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $179,893 |
| Long-Term Investments | |
|---|---|
| Other Assets | $6,034 |
| Total Other Assets | $6,034 |
| Total Assets | $240,261 |
| Accounts Payable | $17,303 |
|---|---|
| Salaries & Wages Payable | $15,082 |
| Payroll Taxes Payable | $531 |
| Short-Term Debt | |
| Deferred Revenue | $57 |
| Other Current Liabilities | $4,825 |
| Total Current Liabilities | $70,418 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $175,544 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $21,626 |
| Total Long-Term Liabilities | $197,170 |
| Total Liabilities | $267,588 |
| General Fund Balance | $-27,327 |
|---|---|
| Total Fund Balances | $-27,327 |
| Total Liabilities & Equity | $240,261 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $64,040 |
| DRG (Post-Oct 1) | $24,691 |
| Outlier Payments | |
| DSH Adjustment | $10,980 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $31,970 |
| Total IME Payments | $3,021 |
| Inpatient Revenue | $2,023,464 |
|---|---|
| Outpatient Revenue | $1,038,786 |
| Total Patient Revenue | $3,062,250 |
| Contractual Allowances & Discounts | $2,583,799 |
| Net Patient Revenue | $478,451 |
| Total Operating Expenses | $548,841 |
| Net Service Income | $-70,391 |
| Other Income | $30,006 |
| Total Income | $-40,385 |
| Other Expenses | |
| Net Income | $-40,385 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $120,655 |
| Medicaid Charges | $769,533 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |