Phoenixville Hospital

Phoenixville Hospital, located at 140 Nutt Road in Phoenixville, PA, is your community healthcare provider, offering comprehensive medical services. As a 144-bed facility, we provide exceptional care through emergency services, inpatient care, outpatient procedures, and community outreach programs. Our award-winning cardiovascular program, fully accredited cancer center, and advanced robotic surgery program demonstrate our commitment to clinical excellence. Phoenixville Hospital is accredited by The Joint Commission and recognized for quality outcomes in areas such as joint replacement and stroke care. We are dedicated to being a place of healing and connection for you and your family.

Identifiers

Hospital Name Phoenixville Hospital
Facility ID 390127

Location

Address 140 NUTT ROAD
City/Town Phoenixville
State PA
ZIP Code 19460
County/Parish CHESTER

Health System

Health System Tower Health
Health System Website Domain towerhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 1196
Health System Hospital Locations Pennsylvania

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Tower Health
Emergency Services Yes

Richard McLaughlin, MD, MBA

Chief Executive Officer

Appointed President and Chief Executive Officer of Phoenixville Hospital and Pottstown Hospital in April 2024. [4] Responsible for the strategic, operational, and financial performance for both hospitals. [4] Previously served as Chief Medical Officer at Pottstown Hospital and promoted to Chief Medical Officer of both Pottstown and Phoenixville Hospitals in 2022. [4] Started at Pottstown Hospital in 1999 as an attending Emergency Medicine physician, and in 2005, took on the role of Chairman and Medical Director of Emergency Medicine. [4] From 2007 to 2019, was President and CEO of Tri-County Emergency Physicians. [4] Graduated cum laude from Jefferson Medical College of Thomas Jefferson University. [4]

James Cook, DNP, MBA, RN, NE-BC

Chief Operating Officer

Sandra Crabtree, DNP, RN, MBA

Vice President, Chief Nursing Officer

Michael F. Szymanski, CPA

Chief Financial Officer

Ana M Davitt, MD

Chief Medical Officer

Residency Programs

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

Capacity & Services

Licensed Beds 116

Staffing & Personnel

FTE Employees on Payroll 669.14
FTE Interns & Residents 20.78

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8551
Inpatient Days (Title XIX) 587
Total Inpatient Days 30826
Bed Count 130
Available Bed Days 47450
Discharges (Title V) NA
Discharges (Title XVIII) 1932
Discharges (Title XIX) 146
Total Discharges 7120

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7397
Inpatient Days (Title XIX; Adults & Peds) 382
Total Inpatient Days (Adults & Peds) 23550
Bed Count (Adults & Peds) 102
Available Bed Days (Adults & Peds) 37230
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1932
Discharges (Title XIX; Adults & Peds) 146
Total Discharges (Adults & Peds) 7120

Quality Summary

Care Quality Stengths High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns 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 heart failure so that patients don't have to come back to 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 63%

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
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 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) 188

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -11.1
Readmission Score Hospital Return Days for Heart Failure Patients 25.3
Readmission Score Hospital Return Days for Pneumonia Patients 11.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.1
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.7
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.1
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.5
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients More 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 Number of Cases Too Small
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) 0.798
CAUTI SIR (Standardized Infection Ratio) 1.202
SSI SIR (Standardized Infection Ratio) 0.560
CDI SIR (Standardized Infection Ratio) 0.498
MRSA SIR (Standardized Infection Ratio) 0.674

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,063
Bad Debt Expense $6,371
Uncompensated Care Cost $2,255
Total Uncompensated Care $6,632

Operating Expenses ($ thousands)

Total Salaries $64,845
Overhead Expenses (Non-Salary) $130,366
Depreciation Expense $759
Total Operating Costs $175,477

Charges ($ thousands)

Inpatient Charges $505,098
Outpatient Charges $459,470
Total Patient Charges $964,567

Wage-Related Details ($ thousands)

Core Wage Costs $14,476
Wage Costs (RHC/FQHC)
Adjusted Salaries $64,845
Contract Labor (Patient Care) $4,771
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $744

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2
Short-Term Investments
Notes Receivable
Accounts Receivable $29,104
Allowance for Doubtful Accounts $-11,797
Inventory $4,896
Prepaid Expenses $1,432
Other Current Assets
Total Current Assets $-95,751

Balance Sheet – Fixed Assets ($ thousands)

Land Value $1,975
Land Improvements Value $1,032
Building Value $15,293
Leasehold Improvements $705
Fixed Equipment Value $2,985
Major Movable Equipment $14,467
Minor Depreciable Equipment $109
Health IT Assets
Total Fixed Assets $17,435

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $26,920
Total Other Assets $26,920
Total Assets $-51,396

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,438
Salaries & Wages Payable $6,010
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $4,593
Total Current Liabilities $18,041

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $35,403
Unsecured Loans
Other Long-Term Liabilities $1,538
Total Long-Term Liabilities $36,941
Total Liabilities $54,982

Balance Sheet – Equity ($ thousands)

General Fund Balance $-106,378
Total Fund Balances $-106,378
Total Liabilities & Equity $-51,396

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,379
DRG (Post-Oct 1) $16,616
Outlier Payments
DSH Adjustment $318
Eligible DSH % $0
Simulated MC Payments $17,148
Total IME Payments $1,875

Revenue & Income Statement ($ thousands)

Inpatient Revenue $507,243
Outpatient Revenue $459,470
Total Patient Revenue $966,713
Contractual Allowances & Discounts $797,421
Net Patient Revenue $169,291
Total Operating Expenses $195,210
Net Service Income $-25,919
Other Income $3,158
Total Income $-22,761
Other Expenses
Net Income $-22,761

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $15,623
Medicaid Charges $109,937
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version S3
EHR is Changing No