Parkview Wabash Hospital, located at 10 John Kissinger Drive in Wabash, IN, is your community-focused healthcare provider. We offer a wide range of services, including a 24/7 Emergency Department, surgical care, inpatient and outpatient rehabilitation, and advanced diagnostic imaging. Our modern facility features comfortable patient rooms, a dedicated team of professionals, and specialized clinics to meet your healthcare needs close to home. Experience compassionate care and advanced technology at Parkview Wabash Hospital, part of the trusted Parkview Health system. We are committed to fostering wellness and healing for all our residents.
| Hospital Name | Parkview Wabash Hospital |
|---|---|
| Facility ID | 151310 |
| Address | 10 JOHN KISSINGER DRIVE |
|---|---|
| City/Town | Wabash |
| State | IN |
| ZIP Code | 46992 |
| County/Parish | WABASH |
| Health System | Parkview Health |
|---|---|
| Health System Website Domain | parkview.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 11 |
|---|---|
| Health System Total Beds | 962 |
| Health System Hospital Locations | Indiana and Ohio |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Parkview Health |
| Emergency Services | Yes |
In a newly expanded role, Debra Potempa leads both Parkview Wabash Hospital and Parkview Huntington Hospital as market president, Parkview Health South. [1] She oversees care for communities throughout Parkview's southernmost service area and leads strategic development initiatives. [1, 2] Potempa was named president of Parkview Wabash Hospital in March 2022. [3] Prior to joining Parkview, she worked for Mercyhealth as system chief nursing officer and vice president of hospital operations. [1, 3] Her experience also includes leadership roles at Provena Health System and The University of Chicago Hospitals. [1, 3] Potempa holds a Master of Science in Nursing from St. Xavier University and a Bachelor of Science in Nursing from DePaul University. [1, 2, 3] She is a board-certified nurse executive – advanced, and a graduate of The Kellogg School's Executive Education Program for Nurse Leaders. [1, 2] She is also a member of the American College of Healthcare Executives and the American Organization of Nurse Leaders. [1, 2] She also serves on the board of directors for the Arc of Wabash County. [4]
Doug Selig serves as vice president of patient care services for both Parkview Huntington and Parkview Wabash Hospitals. [1]
Kerri Mattern is the leader of Community Health Initiatives at Parkview Wabash Hospital. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 198.17 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 958 |
| Inpatient Days (Title XIX) | 62 |
| Total Inpatient Days | 3218 |
| Bed Count | 18 |
| Available Bed Days | 6570 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 348 |
| Discharges (Title XIX) | 23 |
| Total Discharges | 1083 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 927 |
| Inpatient Days (Title XIX; Adults & Peds) | 58 |
| Total Inpatient Days (Adults & Peds) | 3001 |
| Bed Count (Adults & Peds) | 18 |
| Available Bed Days (Adults & Peds) | 6570 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 348 |
| Discharges (Title XIX; Adults & Peds) | 23 |
| Total Discharges (Adults & Peds) | 1083 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. 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 |
| 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 | 75% |
|---|
| 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 | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| 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 |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 145 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -24.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -18.5 |
| 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 | 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 | 17.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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 | 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 | Not Available |
| 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) | 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 Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,677 |
|---|---|
| Bad Debt Expense | $3,443 |
| Uncompensated Care Cost | $2,698 |
| Total Uncompensated Care | $8,352 |
| Total Salaries | $14,071 |
|---|---|
| Overhead Expenses (Non-Salary) | $47,263 |
| Depreciation Expense | $3,593 |
| Total Operating Costs | $56,488 |
| Inpatient Charges | $22,823 |
|---|---|
| Outpatient Charges | $179,696 |
| Total Patient Charges | $202,519 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $23,859 |
| Allowance for Doubtful Accounts | $-14,710 |
| Inventory | $1,035 |
| Prepaid Expenses | $22 |
| Other Current Assets | |
| Total Current Assets | $-11,994 |
| Land Value | $1,209 |
|---|---|
| Land Improvements Value | $1,875 |
| Building Value | $31,519 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2,180 |
| Major Movable Equipment | $14,000 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $32,791 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $20,798 |
| Accounts Payable | $1,539 |
|---|---|
| Salaries & Wages Payable | $636 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $7,301 |
| Total Current Liabilities | $9,476 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $20,345 |
| Total Long-Term Liabilities | $20,345 |
| Total Liabilities | $29,821 |
| General Fund Balance | $-9,024 |
|---|---|
| Total Fund Balances | $-9,024 |
| Total Liabilities & Equity | $20,798 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $23,476 |
|---|---|
| Outpatient Revenue | $180,715 |
| Total Patient Revenue | $204,191 |
| Contractual Allowances & Discounts | $143,008 |
| Net Patient Revenue | $61,183 |
| Total Operating Expenses | $61,873 |
| Net Service Income | $-690 |
| Other Income | $589 |
| Total Income | $-100 |
| Other Expenses | $-2 |
| Net Income | $-98 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,370 |
| Medicaid Charges | $14,450 |
| Net CHIP Revenue | $85 |
| CHIP Charges | $516 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |