Northwest Health - Starke

Northwest Health - Starke, located in Knox, Indiana, is your community hospital dedicated to providing quality healthcare and patient-centered experiences. We offer a wide range of services, including adult acute care, emergency services, surgical services, and diagnostic imaging. Our mission is to deliver accessible, compassionate care in a safe environment, promoting health and healing in the communities we serve. With a focus on patient safety and comfort, we strive to be the healthcare provider of choice in the region, offering seamless, integrated care to meet your needs.

Identifiers

Hospital Name Northwest Health - Starke
Facility ID 150102

Location

Address 102 E CULVER RD
City/Town Knox
State IN
ZIP Code 46534
County/Parish STARKE

Health System

Health System Northwest Health
Health System Website Domain nwhealthIN.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 526
Health System Hospital Locations Indiana

Ownership & Characteristics

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

Mark Casanova

Chief Executive Officer

Named chief executive officer (CEO) at Northwest Health – La Porte and Northwest Health – Starke effective February 10, 2025. Comes from Terre Haute Regional Hospital where he served as CEO. Prior to that, served as president of CHRISTUS Spohn Hospital Corpus Christi - South. Started his career as a respiratory therapist. Holds a Bachelor of Science in cardiopulmonary science from Louisiana State University and a Master of Health Administration from the University of Memphis.

Jeffrey Vice

Administrator

Listed as Administrator for NORTHWEST HEALTH- STARKE in a May 2025 hospital directory. Previously served as interim chief administrative officer at Northwest Health – La Porte and Northwest Health – Starke and chief operating officer of these two hospitals since 2016.

Scott Ellis

Chief Nursing Officer

Appointed Chief Nursing Officer for Northwest Health – La Porte and Northwest Health - Starke in August 2022. Has over 20 years of healthcare experience, most recently as vice president of patient services and chief nursing officer at St. Anthony Regional Hospital. Holds a DNP, MBA, BSB, RN, NEA-BC, CENP, CVRN-BC. Holds degrees from Southeastern Oklahoma State University, Oklahoma City University, Medical University of South Carolina, and Oklahoma Christian University.

Andrea Back

Director of Quality and Patient Experience Champion

Appointed Director of Quality and Patient Experience Champion at Northwest Health – La Porte and Starke in March 2024. Has more than 30 years of healthcare experience, starting as a nurse at Northwest Health – La Porte. Held roles including director of physician quality with Northwest Medical Group and director of patient experience with Northwest Health – La Porte and Starke. Holds a Bachelor of Science in nursing from Saint Joseph's College.

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 53

Staffing & Personnel

FTE Employees on Payroll 98.09
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 668
Inpatient Days (Title XIX) 9
Total Inpatient Days 1544
Bed Count 15
Available Bed Days 5475
Discharges (Title V) NA
Discharges (Title XVIII) 181
Discharges (Title XIX) 55
Total Discharges 400

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 668
Inpatient Days (Title XIX; Adults & Peds) 9
Total Inpatient Days (Adults & Peds) 1544
Bed Count (Adults & Peds) 14
Available Bed Days (Adults & Peds) 5110
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 181
Discharges (Title XIX; Adults & Peds) 55
Total Discharges (Adults & Peds) 400

Quality Summary

Care Quality Stengths 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 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 66%

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 122

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 27.8
Readmission Score Hospital Return Days for Pneumonia Patients 21
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 Not Available
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 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.7
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 Number of cases too small
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

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) N/A
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 $134
Bad Debt Expense $1,259
Uncompensated Care Cost $411
Total Uncompensated Care $1,021

Operating Expenses ($ thousands)

Total Salaries $7,025
Overhead Expenses (Non-Salary) $7,620
Depreciation Expense $781
Total Operating Costs $17,548

Charges ($ thousands)

Inpatient Charges $12,403
Outpatient Charges $71,081
Total Patient Charges $83,484

Wage-Related Details ($ thousands)

Core Wage Costs $1,749
Wage Costs (RHC/FQHC)
Adjusted Salaries $7,025
Contract Labor (Patient Care) $136
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 $4,521
Allowance for Doubtful Accounts $-1,308
Inventory $333
Prepaid Expenses $280
Other Current Assets $5
Total Current Assets $3,833

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value $101
Building Value
Leasehold Improvements $1,760
Fixed Equipment Value $48
Major Movable Equipment $3,403
Minor Depreciable Equipment $737
Health IT Assets
Total Fixed Assets $1,876

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $594
Total Other Assets $594
Total Assets $6,303

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $427
Salaries & Wages Payable $575
Payroll Taxes Payable $62
Short-Term Debt $139
Deferred Revenue
Other Current Liabilities $101
Total Current Liabilities $-13,386

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $278
Total Long-Term Liabilities $278
Total Liabilities $-13,109

Balance Sheet – Equity ($ thousands)

General Fund Balance $19,412
Total Fund Balances $19,412
Total Liabilities & Equity $6,303

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $940
DRG (Post-Oct 1) $241
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments $947
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $12,403
Outpatient Revenue $71,081
Total Patient Revenue $83,484
Contractual Allowances & Discounts $64,850
Net Patient Revenue $18,635
Total Operating Expenses $14,644
Net Service Income $3,991
Other Income $837
Total Income $4,828
Other Expenses
Net Income $4,828

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,254
Medicaid Charges $23,143
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP SAP
ERP Version NA
EHR is Changing No