Regional Hospital of Scranton, located at 746 Jefferson Avenue in Scranton, PA, is a 186-bed acute care facility nationally recognized for providing high-quality healthcare. We excel in orthopedics, robotic surgery, cardiac and stroke care, and neurology, offering all private rooms for patient comfort. As the first hospital in Pennsylvania to earn all four orthopedic certifications from The Joint Commission, we are committed to excellence. Our Heart and Vascular Institute centralizes cardiac procedures in a state-of-the-art setting, providing advanced treatments like TAVR. Choose Regional Hospital of Scranton for innovative and compassionate care.
| Hospital Name | Regional Hospital of Scranton |
|---|---|
| Facility ID | 390237 |
| Address | 746 JEFFERSON AVENUE |
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| City/Town | Scranton |
| State | PA |
| ZIP Code | 18501 |
| County/Parish | LACKAWANNA |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
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| Health System Total Beds | 6172 |
| Health System Hospital Locations | Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Michael P. Curran has more than 20 years of experience as a hospital and health care system executive. [8, 9] He most recently served as chief executive officer for Moses Taylor Hospital and Regional Hospital of Scranton, which are part of the Commonwealth Health Network. [8] He previously served as vice president of operations for the East Region of Prospect Medical Holdings, where he was responsible for the operations of nine acute care facilities. [8, 9] Prior to this, he held executive positions at Crozer Health including the system chief operating officer, president, and chief integration officer. [8, 9] Curran has developed and managed strategy and operations for a number of clinical service lines, including comprehensive cardiovascular services, orthopedic joint replacement, and interventional and diagnostic medical imaging. [8, 9] At Crozer Health, he was the lead system executive in the development of an innovative neurosciences program. [8, 9] He has successfully worked with legislatures in several states to ensure fair and timely reimbursement. [8, 9] Curran holds a Bachelor of Science in biology from Rensselaer Polytechnic Institute in Troy, New York, and a master's degree in health administration from Cornell University in Ithaca, New York. [8, 9] He is a member of the American College of Healthcare Executives. [9] Since becoming CEO in 2022, Curran led the successful merger of Regional and Moses Taylor hospitals. [3] He is a veteran of the U.S. Air Force and worked as a professional firefighter/paramedic before earning his bachelor's degree in nursing and MBA in organizational leadership/management from Franklin University. [6]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 241 |
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| FTE Employees on Payroll | 903.1 |
|---|---|
| FTE Interns & Residents | 28.63 |
| Inpatient Days (Title V) | NA |
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| Inpatient Days (Title XVIII) | 17824 |
| Inpatient Days (Title XIX) | 1533 |
| Total Inpatient Days | 46889 |
| Bed Count | 220 |
| Available Bed Days | 75132 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3152 |
| Discharges (Title XIX) | 1378 |
| Total Discharges | 8306 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 15910 |
| Inpatient Days (Title XIX; Adults & Peds) | 471 |
| Total Inpatient Days (Adults & Peds) | 38461 |
| Bed Count (Adults & Peds) | 188 |
| Available Bed Days (Adults & Peds) | 65084 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3152 |
| Discharges (Title XIX; Adults & Peds) | 1378 |
| Total Discharges (Adults & Peds) | 8306 |
| Care Quality Stengths | Average 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 a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
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| Care Quality Concerns | Patients report challenges the cleanliness of the hospital. 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. |
| Nurse Communication – Star Rating | |
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| 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 | 64% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
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| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| 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) | 168 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -15.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 24.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 17.1 |
| 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 | 9.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.4 |
| Readmission Score Rate of Readmission for CABG | 9.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average 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 | No Different Than the National Rate |
| 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 | No Different Than the National Rate |
| 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) | 0.299 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.372 |
| SSI SIR (Standardized Infection Ratio) | 0.952 |
| CDI SIR (Standardized Infection Ratio) | 0.552 |
| MRSA SIR (Standardized Infection Ratio) | 1.335 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $1,854 |
|---|---|
| Bad Debt Expense | $10,630 |
| Uncompensated Care Cost | $3,608 |
| Total Uncompensated Care | $16,218 |
| Total Salaries | $69,621 |
|---|---|
| Overhead Expenses (Non-Salary) | $190,238 |
| Depreciation Expense | $14,928 |
| Total Operating Costs | $221,062 |
| Inpatient Charges | $722,496 |
|---|---|
| Outpatient Charges | $730,524 |
| Total Patient Charges | $1,453,020 |
| Core Wage Costs | $17,564 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $69,621 |
| Contract Labor (Patient Care) | $20,045 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-2,142 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $49,972 |
| Allowance for Doubtful Accounts | $-9,753 |
| Inventory | $10,742 |
| Prepaid Expenses | $4,017 |
| Other Current Assets | $1,067 |
| Total Current Assets | $53,903 |
| Land Value | $9,779 |
|---|---|
| Land Improvements Value | $2,167 |
| Building Value | $167,614 |
| Leasehold Improvements | $45,911 |
| Fixed Equipment Value | $10,361 |
| Major Movable Equipment | $46,736 |
| Minor Depreciable Equipment | $16,855 |
| Health IT Assets | |
| Total Fixed Assets | $155,452 |
| Long-Term Investments | |
|---|---|
| Other Assets | $8,769 |
| Total Other Assets | $8,769 |
| Total Assets | $218,124 |
| Accounts Payable | $5,841 |
|---|---|
| Salaries & Wages Payable | $6,737 |
| Payroll Taxes Payable | $-12 |
| Short-Term Debt | $1,631 |
| Deferred Revenue | |
| Other Current Liabilities | $318 |
| Total Current Liabilities | $364,753 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,137 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $3,137 |
| Total Liabilities | $367,890 |
| General Fund Balance | $-149,766 |
|---|---|
| Total Fund Balances | $-149,766 |
| Total Liabilities & Equity | $218,124 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,922 |
| DRG (Post-Oct 1) | $27,826 |
| Outlier Payments | |
| DSH Adjustment | $694 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $23,444 |
| Total IME Payments | $1,961 |
| Inpatient Revenue | $722,428 |
|---|---|
| Outpatient Revenue | $730,592 |
| Total Patient Revenue | $1,453,020 |
| Contractual Allowances & Discounts | $1,231,925 |
| Net Patient Revenue | $221,095 |
| Total Operating Expenses | $259,858 |
| Net Service Income | $-38,764 |
| Other Income | $3,121 |
| Total Income | $-35,643 |
| Other Expenses | |
| Net Income | $-35,643 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $14,786 |
| Medicaid Charges | $205,235 |
| Net CHIP Revenue | $109 |
| CHIP Charges | $734 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |