Ventura County Medical Center

Ventura County Medical Center (VCMC), located at 300 Hillmont Avenue in Ventura, CA, is a fully integrated healthcare system committed to providing high-quality, compassionate care to the residents of Ventura County. As the only academic teaching hospital in the county affiliated with the UCLA School of Medicine, VCMC is home to a renowned Family Medicine Residency Program. Designated as a Level II Trauma Center, VCMC is recognized for its exceptional trauma team and comprehensive services, which include a 24-hour Emergency Center, intensive care, and specialized medical and surgical care. VCMC is dedicated to serving all residents, with a particular emphasis on providing access to care for the underserved, offering a wide range of services from obstetrics and gynecology to cardiology and rehabilitation.

Identifiers

Hospital Name Ventura County Medical Center
Facility ID 050159

Location

Address 300 HILLMONT AVENUE
City/Town Ventura
State CA
ZIP Code 93003
County/Parish VENTURA

Health System

Health System Independent
Health System Website Domain ventura.org/healthcare-agency
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 272
Health System Hospital Locations California

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Local
Ownership Details County of Ventura
Emergency Services Yes

John Fankhauser, MD

CEO of Ventura County Medical Center and Santa Paula Hospital

Throughout his career, Dr. John Fankhauser has held various physician executive positions, including Chief Medical Officer (CMO) for VCMC and CMO of Santa Clara Valley Medical Center in San Jose. Prior to 2007, he served as a full-time faculty member for the nationally renowned Ventura Family Medicine Residency Program. From 2013 to 2018, Dr. Fankhauser and his family were actively engaged in a medical mission in Liberia, where he served as the CEO of ELWA Hospital. During this time, the hospital played a crucial role in responding to the Ebola crisis.

Theresa Cho, MD

Director of the Ventura County Health Care Agency

Cho was appointed as the Director of HCA in 2024, and prior served as the Chief Executive Officer for the Health Care Agency's Ambulatory Care System, overseeing 34 clinics across the county for the past four years. Cho is board certified in Family Medicine, completed her residency training at the Ventura County Medical Center (VCMC), and has served as a family physician within the Ventura County Medical System for the last 28 years. She has worked as a hospitalist at VCMC and later joined the residency faculty. As an award-winning teacher of residents, she also led the hospital diabetes management team.

Mike Taylor

Chief Financial Officer

NA

Diana Zenner

Chief Operating Officer

NA

Jill Ward

Chief Financial Officer

NA

Todd Flosi, MD

Associate Chief Medical Officer

NA

Mark Lepore, MD

Associate Chief Medical Officer

NA

Sherri Block

Associate Chief Nurse Executive

NA

Residency Programs

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

Capacity & Services

Licensed Beds 272

Staffing & Personnel

FTE Employees on Payroll 1576.79
FTE Interns & Residents 41.93

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7737
Inpatient Days (Title XIX) 17334
Total Inpatient Days 58857
Bed Count 272
Available Bed Days 99280
Discharges (Title V) NA
Discharges (Title XVIII) 1638
Discharges (Title XIX) 2267
Total Discharges 13777

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7130
Inpatient Days (Title XIX; Adults & Peds) 14562
Total Inpatient Days (Adults & Peds) 49899
Bed Count (Adults & Peds) 188
Available Bed Days (Adults & Peds) 68620
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1638
Discharges (Title XIX; Adults & Peds) 2267
Total Discharges (Adults & Peds) 13777

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 that the care team can be slow at times in meeting their needs. 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 64%

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
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
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 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) 166

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 0.1
Readmission Score Hospital Return Days for Pneumonia Patients -4.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.3
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.7
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 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.4
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
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 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 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 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 Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,189
Bad Debt Expense $32,245
Uncompensated Care Cost $14,289
Total Uncompensated Care $45,471

Operating Expenses ($ thousands)

Total Salaries $219,265
Overhead Expenses (Non-Salary) $400,620
Depreciation Expense $8,902
Total Operating Costs $397,444

Charges ($ thousands)

Inpatient Charges $1,061,535
Outpatient Charges $521,516
Total Patient Charges $1,583,051

Wage-Related Details ($ thousands)

Core Wage Costs $57,088
Wage Costs (RHC/FQHC)
Adjusted Salaries $219,265
Contract Labor (Patient Care) $38,241
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $1,217

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $7,711
Short-Term Investments
Notes Receivable
Accounts Receivable $754,651
Allowance for Doubtful Accounts $-460,586
Inventory $4,128
Prepaid Expenses $62
Other Current Assets
Total Current Assets $307,310

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,054
Land Improvements Value
Building Value $440,755
Leasehold Improvements $42,681
Fixed Equipment Value
Major Movable Equipment $109,652
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $341,443

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $198,262
Total Other Assets $198,262
Total Assets $847,016

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $38,652
Salaries & Wages Payable $5,343
Payroll Taxes Payable
Short-Term Debt $18,110
Deferred Revenue
Other Current Liabilities $80,776
Total Current Liabilities $479,072

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $275,091
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $275,091
Total Liabilities $754,163

Balance Sheet – Equity ($ thousands)

General Fund Balance $92,852
Total Fund Balances $92,852
Total Liabilities & Equity $847,016

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,938
DRG (Post-Oct 1) $14,814
Outlier Payments
DSH Adjustment $2,520
Eligible DSH % $0
Simulated MC Payments $6,348
Total IME Payments $1,437

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,162,024
Outpatient Revenue $975,034
Total Patient Revenue $2,137,058
Contractual Allowances & Discounts $1,617,190
Net Patient Revenue $519,867
Total Operating Expenses $619,885
Net Service Income $-100,017
Other Income $65,400
Total Income $-34,617
Other Expenses
Net Income $-34,617

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $197,378
Medicaid Charges $910,371
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No