CALIFORNIA HOSPITAL MEDICAL CENTER – LOS ANGELES
1. Top 10 Disparities
The following table lists the ten largest health equity disparities identified for this reporting period.
Disparities for each hospital equity measure are identified by comparing the rate ratios by stratification groups. Rate ratios are calculated differently for measures with preferred low rates and those with preferred high rates. Rate ratios are calculated after applying the California Health and Human Services Agency's "Data De-Identification Guidelines (DDG)," dated September 23, 2016.
The table below highlights the ten widest health equity disparities identified by hospitals and hospital systems during this reporting period. Measure names have been shortened for display purposes. To view each measure in full, please download the complete Hospital Equity Report using the link below.
| Measure | Stratification | Stratification Group | Stratification Group Rate | Reference Group | Reference Rate | Rate Ratio |
|---|---|---|---|---|---|---|
|
1.
HCAI 30-Day readmission
|
Expected Payor | Medicare | 15.8% | Private | 7.6% | 4.20 |
|
2.
HCAI 30-Day readmission
|
Expected Payor | Other | 14.4% | Private | 7.6% | 3.80 |
|
3.
HCAI 30-Day readmission
|
Expected Payor | Medicaid | 13.2% | Private | 7.6% | 3.50 |
|
4.
HCAI 30-Day readmission
|
Age (excluding maternal measures) | 50 to 64 | 17.7% | 18 to 34 | 7.9% | 2.20 |
|
5.
HCAI 30-Day readmission
|
Age (excluding maternal measures) | 65 and older | 14.3% | 18 to 34 | 7.9% | 1.80 |
|
6.
HCAI 30-Day readmission
|
Age (excluding maternal measures) | 35 to 49 | 14.1% | 18 to 34 | 7.9% | 1.80 |
|
7.
HCAI 30-Day readmission
|
Race and/or Ethnicity | Black or African American | 17.7% | Asian | 10.7% | 1.60 |
|
8.
HCAI 30-Day readmission
|
Race and/or Ethnicity | White | 15.2% | Asian | 10.7% | 1.40 |
|
9.
HCAI 30-Day readmission NOBH
|
Sex Assigned at Birth | Male | 13.4% | Female | 9.8% | 1.40 |
|
10.
HCAI 30-Day readmission
|
Sex Assigned at Birth | Male | 15.7% | Female | 11.8% | 1.30 |
2. Equity Plan
In April 2025, California Hospital Medical Center achieved the Joint Commission Excellent Health Outcomes for All Certification. The top 10 disparities identified were all related to all-cause unplanned 30-day readmission hospital rates across payor types, sex, race/ethnicity, and age. We determined that the majority of our initiatives impact ongoing social and physical health for these groups and thereby impact readmissions.
Some of these initiatives include: Frequent Utilizer System Engagement (FUSE), Social Workers' assessment, California Bridge Program which addresses substance abuse, mental health counselling through Hope Street Margolis Family Center, FOCUS (Frontlines of Communities in the United States) through Gilead Sciences to support patients with HIV and Hepatitis C, as well as local partnerships with community-based organizations (i.e., churches, food distribution center, People Assisting the Homeless [PATH], Homeless Outreach Program Integrated Care System (HOPICS), community health improvement grant, Replate, Para Su Salud), partnerships with recuperative care, California Community Foundation's Care coordinated Initiative. Our care coordination teams facilitate many of these efforts for inpatients and emergency department patients. Moreover, we are compliant with Senate Bill 1152 to ensure needs for transportation, weather appropriate clothing, provision of a meal, and medications are offered to those experiencing homelessness. Interpreter services are provided to communicate using the patient's preferred language. New employee orientation and annual education is provided to all staff for health equity, workplace violence, and implicit bias competencies.
Population impact: Chronically homeless who are high utilizers of the emergency department.
Actions planned: Utilize FUSE program to address the health disparities for those who are chronically homeless and who are high utilizers of the emergency department by coordinating with John Wesley County Hospital (primary care) and Housing Works (to find permanent housing).
Measurable objectives: Reducing the number of annual emergency visits and measuring the number of participants.
Timeframe: Annual
Population impact: Emergency patients with substance abuse
Actions planned: Partnership with CA Bridge program who helps in training caregivers to identify and support patients of substance abuse. They also bring supportive tools and referrals to connect patients to services.
Measurable objectives: Number of referrals and trainings
Timeframe: Annual
Population impact: Pediatric mental health
Actions planned: Ongoing mental health services provided to our pediatric population (and their families) through Hope Street Margolis Family Center
Measurable objectives: Number of services provided
Timeframe: Annual
Population impact: HIV and Hepatitis C community members
Actions planned: Partnership with the FOCUS program, which is a Gilead Sciences public health initiative that partners with community organizations and hospitals to provide HIV and Hepatitis C (HCV) testing and facilitate linkage to care.
Measurable objectives: Number of tests provided, education offered, and referrals given.
Timeframe: Annual
Population impact: Addressing those who experience food insecurity.
Actions planned: Partnership with Replate by donating our cafeteria/kitchen food daily to Replate who then coordinates with food distribution centers.
Measurable objectives: Donating daily 100% of food that can be used by Replate
Timeframe: Monthly
Population impact: Those who have challenges navigating health care insurance, particularly with Medi-Cal.
Actions planned: Para Su Salud is a program that helps increase access to health care for low-income, uninsured families living in the hospital service area, especially for those whose first language is Spanish.
Measurable objectives: 75% enrollment of client applications that are referred
Timeframe: Annual
Population impact: Caregiver/Employee health equity competencies
Actions planned: Annual education for all caregivers to learn about health equity, implicit bias, and Diversity, Equity, Inclusion and Belonging.
Measurable objectives: All caregivers will receive and complete the training.
Timeframe: Annual
Population impact: Patients whose first language is NOT English
Actions planned: Utilization of interpreter services, whether by an in-person interpreter or use of a virtual interpreter and to document the use of interpreter services.
Measurable objectives: Patients whose primary language is other than English will have documentation of the use of interpreter services.
Timeframe: Annual
3. Structural Measures
| Centers for Medicare & Medicaid Services (CMS) Hospital Commitment to Health Equity Structural (HCHE) Measure | Yes/No |
|---|---|
Our hospital system strategic plan identifies priority populations who currently experience health disparities |
Yes |
Our hospital system strategic plan identifies healthcare equity goals and discrete action steps to achieve these goals |
Yes |
Our hospital system strategic plan outlines specific resources that have been dedicated to achieving our equity goals |
Yes |
Our hospital system strategic plan describes our approach for engaging key stakeholders, such as community-based organizations |
Yes |
Our hospital strategic plan identifies healthcare equity goals and discrete action steps to achieve these goals |
Yes |
Our hospital system has training for staff in culturally sensitive collection of demographics and/or social determinant of health information |
Yes |
Our hospital system inputs demographic and/or social determinant of health information collected from patients into structured, interoperable data elements using a certified EHR technology |
Yes |
Our hospital system stratifies key performance indicators by demographic and/or social determinants of health variables to identify equity gaps and includes this information in hospital performance dashboards |
Yes |
Our hospital system participates in local, regional or national quality improvement activities focused on reducing health disparities |
Yes |
Our hospital system senior leadership, including chief executives and the entire hospital board of trustees, annually reviews our strategic plan for achieving health equity |
Yes |
Our hospital system senior leadership, including chief executives and the entire hospital board of trustees, annually reviews key performance indicators stratified by demographic and/or social factors |
Yes |
4. Web Address for Equity Report
5. Download Equity Measures Report
Click on the link below to download the equity measures report.
Click on the link below to download all equity measures reports.