Northwest Health - La Porte, located at 1331 State Street in La Porte, Indiana, has been a cornerstone of healthcare in the community for over 40 years. As part of the Northwest Health network, our hospital offers acute care with specialized programs in cardiology, orthopedics, surgical and emergency services, oncology, and maternal health. We are committed to providing accessible, patient-centered care in a safe, modern, and compassionate environment, promoting health and healing in the communities we serve. Featuring 84 private inpatient rooms, advanced technology, and sustainable design, we prioritize quality, patient experience, and staff satisfaction. Visit us to experience healthcare excellence, with services designed for your comfort and well-being.
| Hospital Name | Northwest Health - La Porte |
|---|---|
| Facility ID | 150006 |
| Address | 1331 STATE STREET |
|---|---|
| City/Town | La Porte |
| State | IN |
| ZIP Code | 46350 |
| County/Parish | LA PORTE |
| Health System | Northwest Health |
|---|---|
| Health System Website Domain | nwhealthIN.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 526 |
| Health System Hospital Locations | Indiana |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Mark Casanova has been named chief executive officer (CEO) at Northwest Health – La Porte and Northwest Health – Starke in Knox, Indiana, effective February 10, 2025. [2] Casanova comes to the hospitals from Terre Haute Regional Hospital in Terre Haute, Indiana, where he has served as CEO since 2021. [2] While in Terre Haute he successfully expanded key service lines, increased operational efficiencies, strengthened community engagement, and oversaw a large capital investment in the facility. [2] Prior to that he served as president of CHRISTUS Spohn Hospital Corpus Christi - South in Corpus Christi, Texas, for nine years. [2] Born and raised in New Orleans, he started his career as a respiratory therapist and progressed through leadership ranks at HealthSouth Rehabilitation Hospital and Baptist Memorial Hospital in Memphis, Tennessee, before joining the CHRISTUS Health System. [2] He holds a Bachelor of Science in cardiopulmonary science from Louisiana State University and a Master of Health Administration from the University of Memphis. [2] Throughout his career Mark has had a successful track record for leading quality improvement; patient, physician and employee engagement; physician recruitment and developing service lines. [2]
Thomas J. Rohs, M.D., FACS, FACHE, was appointed as the new chief medical officer (CMO) for all Northwest Health hospitals effective May 6, 2024. [3] Dr. Rohs brings extensive experience and a proven track record of healthcare leadership to Northwest Health. [3] With a career spanning more than 25 years, he has demonstrated exceptional clinical knowledge with special interests in medical staff and professional leadership development, as well as extensive experience in hospital operations and community and board relations. [3] Dr. Rohs is a graduate of The University of Cincinnati College of Medicine and completed his general surgery residency and surgical critical care fellowship at the University of Michigan Hospitals. [3] He has practiced general and trauma surgery in Kalamazoo, Michigan, for the last 25 years. [3] During his time there, he served 10 years as the trauma medical director at Ascension Borgess Hospital and in a number of medical staff leadership positions, ultimately serving as chief of the medical staff. [3] He was asked to serve as chief medical officer for Ascension's Southwest Michigan region in 2019, and then to serve as regional president/CEO from 2022-23. [3] He has served on the Michigan Committee on Trauma of the American College of Surgeons for two decades and as chair from 2019-22. [3] He returned to clinical surgery, resident education and consulting in May of 2023. [3]
Simon Ratliff, the Chief Executive Officer for Northwest Health – La Porte and Starke, has named Jenica Sutherland, MHA, MBA, BSN, RN, as the hospital's Chief Nursing Officer (CNO). [13] In this role, Sutherland will oversee all nursing operations, ensuring the highest standards of care are maintained and that Northwest Health patients receive the utmost attention and support during their healthcare journey. [13] Throughout her nursing career, she has demonstrated exceptional leadership qualities. [13]
Simon Ratliff, chief executive officer at Northwest Health- La Porte and Northwest Health – Starke, has appointed Andrea Back, BSN, as its new director of quality and patient experience champion. [12] In her new role, Back will oversee all aspects of quality assurance, patient safety and patient experience initiatives at Northwest Health – La Porte and Starke. [12] With a commitment to excellence and a passion for improving patient outcomes, she will work closely with the medical staff and administrative team to uphold the highest standards of care. [12] Back has more than 30 years of healthcare experience. [12] She began her career in nursing at Northwest Health – La Porte, and then moved into various roles while increasing responsibilities that included director of physician quality with Northwest Medical Group, and director of patient experience with Northwest Health – La Porte and Starke. [12] Her track record in improving overall hospital patient experience and implementing quality improvement strategies will be valuable as we continue to prioritize the well-being of our patients and excellence in healthcare delivery. [12]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 172 |
|---|
| FTE Employees on Payroll | 574.22 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 6907 |
| Inpatient Days (Title XIX) | 1687 |
| Total Inpatient Days | 20838 |
| Bed Count | 74 |
| Available Bed Days | 27010 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1494 |
| Discharges (Title XIX) | 1094 |
| Total Discharges | 4784 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5740 |
| Inpatient Days (Title XIX; Adults & Peds) | 687 |
| Total Inpatient Days (Adults & Peds) | 16288 |
| Bed Count (Adults & Peds) | 60 |
| Available Bed Days (Adults & Peds) | 21900 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1494 |
| Discharges (Title XIX; Adults & Peds) | 1094 |
| Total Discharges (Adults & Peds) | 4784 |
| 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. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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. |
| 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 | 68% |
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| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 160 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -15.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 19.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 19.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12.7 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.362 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.431 |
| SSI SIR (Standardized Infection Ratio) | 0.414 |
| CDI SIR (Standardized Infection Ratio) | 0.469 |
| MRSA SIR (Standardized Infection Ratio) | 0.799 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,412 |
|---|---|
| Bad Debt Expense | $6,158 |
| Uncompensated Care Cost | $2,574 |
| Total Uncompensated Care | $2,574 |
| Total Salaries | $44,190 |
|---|---|
| Overhead Expenses (Non-Salary) | $111,155 |
| Depreciation Expense | $13,169 |
| Total Operating Costs | $143,775 |
| Inpatient Charges | $292,703 |
|---|---|
| Outpatient Charges | $510,003 |
| Total Patient Charges | $802,707 |
| Core Wage Costs | $11,200 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $44,190 |
| Contract Labor (Patient Care) | $6,772 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-33 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $41,234 |
| Allowance for Doubtful Accounts | $-11,123 |
| Inventory | $4,137 |
| Prepaid Expenses | $2,157 |
| Other Current Assets | $143 |
| Total Current Assets | $36,515 |
| Land Value | $3,046 |
|---|---|
| Land Improvements Value | $2,291 |
| Building Value | $136,086 |
| Leasehold Improvements | $2,566 |
| Fixed Equipment Value | $2,257 |
| Major Movable Equipment | $29,110 |
| Minor Depreciable Equipment | $8,322 |
| Health IT Assets | |
| Total Fixed Assets | $162,343 |
| Long-Term Investments | |
|---|---|
| Other Assets | $9,133 |
| Total Other Assets | $9,133 |
| Total Assets | $207,991 |
| Accounts Payable | $6,148 |
|---|---|
| Salaries & Wages Payable | $5,221 |
| Payroll Taxes Payable | $501 |
| Short-Term Debt | $100 |
| Deferred Revenue | |
| Other Current Liabilities | $2,703 |
| Total Current Liabilities | $79,111 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $22,385 |
| Total Long-Term Liabilities | $22,385 |
| Total Liabilities | $101,496 |
| General Fund Balance | $106,495 |
|---|---|
| Total Fund Balances | $106,495 |
| Total Liabilities & Equity | $207,991 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $10,764 |
| DRG (Post-Oct 1) | $3,780 |
| Outlier Payments | |
| DSH Adjustment | $471 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $9,127 |
| Total IME Payments |
| Inpatient Revenue | $293,586 |
|---|---|
| Outpatient Revenue | $509,120 |
| Total Patient Revenue | $802,707 |
| Contractual Allowances & Discounts | $610,327 |
| Net Patient Revenue | $192,380 |
| Total Operating Expenses | $155,345 |
| Net Service Income | $37,035 |
| Other Income | $5,489 |
| Total Income | $42,524 |
| Other Expenses | |
| Net Income | $42,524 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $21,137 |
| Medicaid Charges | $104,943 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |