Parkview Huntington Hospital

Identifiers

Hospital Name	Parkview Huntington Hospital
Facility ID	150091

Location

Address	2001 STULTS RD
City/Town	Huntington
State	IN
ZIP Code	46750
County/Parish	HUNTINGTON

Health System

Health System	Parkview Health
Health System Website Domain	parkview.com
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	11
Health System Total Beds	962
Health System Hospital Locations	Indiana and Ohio

Ownership & Characteristics

Hospital Type	Acute Care Hospitals
Hospital Ownership	Voluntary non-profit - Private
Ownership Details	Parkview Health
Emergency Services	Yes

Debra Potempa

Market President, Parkview Health South

In a newly expanded role, Debra Potempa, will lead both Parkview Wabash Hospital and Parkview Huntington Hospital. As market president, Parkview Health South, Potempa will oversee care for communities throughout Parkview's southernmost service area. [2] Prior to joining Parkview, she worked for Mercyhealth, which serves northern Illinois and southern Wisconsin, where she had been system chief nursing officer and vice president of hospital operations. Her extensive nursing background and operational leadership experience also includes leadership roles at Provena Health System and The University of Chicago Hospitals. [2]

Doug Selig

Vice President of Patient Care Services

Doug Selig, who has served as president of Parkview Huntington Hospital since 2021, will become vice president of patient care services for both Parkview Huntington and Parkview Wabash. [2] Selig previously served as vice president of patient care at PHH under the leadership of President Juli Johnson. [1] Selig joined Parkview in 2007 as manager of the neurology, trauma and orthopedics unit at Parkview Hospital, now Parkview Hospital Randallia. He transitioned to PHH in 2008 to serve as manager of the emergency department, medication infusion unit and shift supervision before being appointed vice president of patient care in 2014. [1] He is a lifelong resident of Huntington County, aside from his four years serving in the U.S. Air Force. [1, 4] Selig currently serves on the board of the United Way of Huntington County. [1, 4] He is also a graduate of the Huntington County Leadership Academy and is an active member of The Awakening Church in Huntington. [1, 4] Selig holds a Master of Science degree in Nursing Leadership and Management from Western Governors University and a Master of Business Administration degree in Healthcare Administration from Indiana Wesleyan University. He is an Advanced Nurse Executive with the American Nurses Credentialing Center and a Lean Six Sigma Black Belt. [1, 4]

Residency Programs

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

Capacity & Services

Licensed Beds	36

Staffing & Personnel

FTE Employees on Payroll	225.13
FTE Interns & Residents	NA

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	982
Inpatient Days (Title XIX)	143
Total Inpatient Days	4787
Bed Count	36
Available Bed Days	13140
Discharges (Title V)	NA
Discharges (Title XVIII)	296
Discharges (Title XIX)	37
Total Discharges	1514

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	982
Inpatient Days (Title XIX; Adults & Peds)	118
Total Inpatient Days (Adults & Peds)	4182
Bed Count (Adults & Peds)	36
Available Bed Days (Adults & Peds)	13140
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	296
Discharges (Title XIX; Adults & Peds)	37
Total Discharges (Adults & Peds)	1514

Quality Summary

Care Quality Stengths	High 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	Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital struggles with high infection rates

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	68%

Mortality Group Indicators

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
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
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
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)	133

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	Not Available
Readmission Score Hospital Return Days for Heart Failure Patients	-6.3
Readmission Score Hospital Return Days for Pneumonia Patients	38.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies)	13
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
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	18.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	18.9
Readmission Score Rate of Readmission After Hip/Knee Replacement	Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	17.4
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	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	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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio)	N/A
CAUTI SIR (Standardized Infection Ratio)	N/A
SSI SIR (Standardized Infection Ratio)	N/A
CDI SIR (Standardized Infection Ratio)	0.291
MRSA SIR (Standardized Infection Ratio)	N/A

Fiscal Period

Fiscal Year Begin	Jan 01, 2022
Fiscal Year End	Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$1,737
Bad Debt Expense	$3,710
Uncompensated Care Cost	$2,522
Total Uncompensated Care	$3,669

Operating Expenses ($ thousands)

Total Salaries	$18,645
Overhead Expenses (Non-Salary)	$46,243
Depreciation Expense	$5,558
Total Operating Costs	$53,485

Charges ($ thousands)

Inpatient Charges	$47,514
Outpatient Charges	$208,295
Total Patient Charges	$255,810

Wage-Related Details ($ thousands)

Core Wage Costs	$5,163
Wage Costs (RHC/FQHC)
Adjusted Salaries	$23,110
Contract Labor (Patient Care)
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$2
Short-Term Investments
Notes Receivable
Accounts Receivable	$24,672
Allowance for Doubtful Accounts	$-15,934
Inventory	$421
Prepaid Expenses	$-11
Other Current Assets
Total Current Assets	$28,848

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value	$646
Building Value	$10,173
Leasehold Improvements	$1,457
Fixed Equipment Value	$337
Major Movable Equipment	$13,125
Minor Depreciable Equipment	$2,075
Health IT Assets
Total Fixed Assets	$11,172

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments	$44,214
Other Assets	$254
Total Other Assets	$44,468
Total Assets	$84,488

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$1,253
Salaries & Wages Payable	$1,040
Payroll Taxes Payable
Short-Term Debt	$193
Deferred Revenue
Other Current Liabilities	$2,933
Total Current Liabilities	$5,418

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable	$334
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities	$334
Total Liabilities	$5,752

Balance Sheet – Equity ($ thousands)

General Fund Balance	$78,736
Total Fund Balances	$78,736
Total Liabilities & Equity	$84,488

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$1,322
DRG (Post-Oct 1)	$750
Outlier Payments
DSH Adjustment	$62
Eligible DSH %	$0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$45,296
Outpatient Revenue	$208,295
Total Patient Revenue	$253,592
Contractual Allowances & Discounts	$184,334
Net Patient Revenue	$69,258
Total Operating Expenses	$69,116
Net Service Income	$142
Other Income	$-3,756
Total Income	$-3,614
Other Expenses
Net Income	$-3,614

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue	$5,180
Medicaid Charges	$28,994
Net CHIP Revenue	$20
CHIP Charges	$72

EHR Information

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

ERP Information

ERP	Oracle
ERP Version	Fusion 10
EHR is Changing	No