Lower Bucks Hospital, located in Bristol, PA, is a not-for-profit acute care hospital dedicated to providing compassionate, high-quality care. As a member of the Prime Healthcare Foundation, we are committed to serving the Bucks County community with an exceptional medical team and advanced technology. Our expertise spans cardiology, surgical services, orthopedics, behavioral health, and family medicine, offering comprehensive services from diagnostics to rehabilitation. We are proud to be a teaching hospital with a respected residency program, shaping the future of healthcare.
| Hospital Name | Lower Bucks Hospital |
|---|---|
| Facility ID | 390070 |
| Address | 501 BATH ROAD |
|---|---|
| City/Town | Bristol |
| State | PA |
| ZIP Code | 19007 |
| County/Parish | BUCKS |
| Health System | Prime Healthcare |
|---|---|
| Health System Website Domain | primehealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 46 |
|---|---|
| Health System Total Beds | 9912 |
| Health System Hospital Locations | Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Prime Healthcare |
| Emergency Services | Yes |
Michael J. Motte, MBA, has over 23 years of experience in healthcare administration. He was appointed CEO of Lower Bucks Hospital on June 28, 2019. Previously, he served as CEO of Capital Medical Center in Olympia, Wash., and system CFO of Mary Black Health System in Spartanburg, S.C. Mr. Motte received an MBA from Pepperdine University in Malibu, Calif. [5, 8]
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Ronak Bhimani, MD, is the Chief Medical Officer at Lower Bucks Hospital in Bristol, PA. He is an internist who is making a significant impact in his community as a physician leader, teacher, and entrepreneur. Before his role at Lower Bucks Hospital, Dr. Bhimani was an academic hospitalist at Suburban Community Hospital in Norristown, PA, for two years. He also served as medical director of Kindred/Avalon Hospice and was a core faculty member in the internal medicine program for residents at Suburban Community. He is involved in medical staff development, optimal utilization management, and cost containment initiatives. [5]
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Kevin Carrion, PHR, SHRM-CP is the Human Resources Director at Lower Bucks Hospital. [5]
Michelle Aliprantis, MBA, is the Regional Director of Business Development, Marketing and Communications. [4, 5]
Dr. Sonia Mehta serves as the CEO and CMO of Region II of Prime Healthcare, which includes hospitals and outpatient locations in Pennsylvania, New Jersey, and Rhode Island. She also holds the position of Corporate Chief Medical Officer and Chief Academic Officer. Dr. Mehta is a board-certified internist and a physician executive with over 25 years of healthcare management experience. [5]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | Yes |
| Licensed Beds | 139 |
|---|
| FTE Employees on Payroll | 352.84 |
|---|---|
| FTE Interns & Residents | 33.83 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2088 |
| Inpatient Days (Title XIX) | 231 |
| Total Inpatient Days | 9326 |
| Bed Count | 105 |
| Available Bed Days | 38325 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 571 |
| Discharges (Title XIX) | 30 |
| Total Discharges | 2912 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1745 |
| Inpatient Days (Title XIX; Adults & Peds) | 51 |
| Total Inpatient Days (Adults & Peds) | 7591 |
| Bed Count (Adults & Peds) | 83 |
| Available Bed Days (Adults & Peds) | 30295 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 571 |
| Discharges (Title XIX; Adults & Peds) | 30 |
| Total Discharges (Adults & Peds) | 2912 |
| 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. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Hospital has had some challengs with infection rates being high. |
| 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 | 62% |
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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 | |
| 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 | 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 | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 148 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -4.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -36.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | 13.4 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.1 |
| 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 | 15.9 |
| 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 | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.116 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $76 |
|---|---|
| Bad Debt Expense | $11,482 |
| Uncompensated Care Cost | $2,231 |
| Total Uncompensated Care | $19,680 |
| Total Salaries | $31,312 |
|---|---|
| Overhead Expenses (Non-Salary) | $41,712 |
| Depreciation Expense | $2,617 |
| Total Operating Costs | $61,600 |
| Inpatient Charges | $216,141 |
|---|---|
| Outpatient Charges | $125,528 |
| Total Patient Charges | $341,670 |
| Core Wage Costs | $5,598 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $31,312 |
| Contract Labor (Patient Care) | $1,928 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $561 |
| Cash & Bank Balances | $749 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $84,284 |
| Allowance for Doubtful Accounts | $-78,378 |
| Inventory | $1,991 |
| Prepaid Expenses | $434 |
| Other Current Assets | |
| Total Current Assets | $9,311 |
| Land Value | $0 |
|---|---|
| Land Improvements Value | $535 |
| Building Value | $11,769 |
| Leasehold Improvements | |
| Fixed Equipment Value | $3,627 |
| Major Movable Equipment | $30,600 |
| Minor Depreciable Equipment | $572 |
| Health IT Assets | |
| Total Fixed Assets | $14,959 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,040 |
| Total Other Assets | $1,040 |
| Total Assets | $25,309 |
| Accounts Payable | $3,167 |
|---|---|
| Salaries & Wages Payable | $1,957 |
| Payroll Taxes Payable | $93 |
| Short-Term Debt | $793 |
| Deferred Revenue | |
| Other Current Liabilities | $89,851 |
| Total Current Liabilities | $95,861 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,696 |
| Total Long-Term Liabilities | $1,696 |
| Total Liabilities | $97,558 |
| General Fund Balance | $-72,248 |
|---|---|
| Total Fund Balances | $-72,248 |
| Total Liabilities & Equity | $25,309 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,315 |
| DRG (Post-Oct 1) | $1,610 |
| Outlier Payments | |
| DSH Adjustment | $282 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $7,597 |
| Total IME Payments | $889 |
| Inpatient Revenue | $216,141 |
|---|---|
| Outpatient Revenue | $125,528 |
| Total Patient Revenue | $341,670 |
| Contractual Allowances & Discounts | $278,020 |
| Net Patient Revenue | $63,650 |
| Total Operating Expenses | $73,024 |
| Net Service Income | $-9,375 |
| Other Income | $1,781 |
| Total Income | $-7,594 |
| Other Expenses | $266 |
| Net Income | $-7,860 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $-4,555 |
| Medicaid Charges | $89,896 |
| Net CHIP Revenue | $711 |
| CHIP Charges | $5,311 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |