Holy Redeemer Hospital, located in Meadowbrook, PA, is a full-service, 239-bed acute care facility dedicated to providing compassionate, high-quality care. As part of Redeemer Health and rooted in the tradition of the Sisters of the Redeemer, we offer a wide range of services, including cancer care in partnership with MD Anderson Cancer Center at Cooper, maternity care with a Level III Neonatal Intensive Care Unit, emergency services, and advanced heart and vascular care. We are committed to caring for you and your family through every stage of life, with specialized programs and a focus on community health needs. Experience exceptional medical care delivered with respect and a commitment to your well-being at Holy Redeemer Hospital.
| Hospital Name | Holy Redeemer Hospital |
|---|---|
| Facility ID | 390097 |
| Address | 1648 HUNTINGDON PIKE |
|---|---|
| City/Town | Meadowbrook |
| State | PA |
| ZIP Code | 19046 |
| County/Parish | MONTGOMERY |
| Health System | Independent |
|---|---|
| Health System Website Domain | redeemerhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 168 |
| Health System Hospital Locations | Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Redeemer Health |
| Emergency Services | Yes |
Retiring effective July 15, 2024, after 31 years as CEO. [7] Established a culture of safety and reliability at Redeemer Health. [7] Involved in the acquisition of Chestnut Hill Hospital. [10]
Assumed role July 15, 2024. [7] Accomplished health care leader with deep expertise in leading integrated health care organizations. [7] Established health care innovator with extensive expertise leading and advising health care organizations to achieve top national performance in quality, safety and delivery of care, along with high satisfaction rates. [7] Previously Founder and CEO of Denali Health LLC since 2015, and had two decades in executive leadership, including President and CEO of St. Mary Medical Center. [7] Previously Chair, Board of Managers and Treasurer, Board of Managers for Community Care Collaborative. [3]
Quoted regarding the hospital's recognition for excellence in patient safety and earning an A grade in hospital safety. [2, 8]
Provides administrative and strategic leadership for the entire cancer program at Redeemer Health and oversees daily management and coordination of operations for cancer-related services within designated ambulatory sites. [1] Has a longstanding history of delivering quality care and serving the community in key leadership roles. [1] Previously served as the Medical Director for Restorative Plastic and Reconstructive Surgery, Director of Surgical Services, and Chair of Surgery at Holy Redeemer Hospital. [1] Board-certified in plastic and reconstructive surgery. [1] Earned medical degree from University of Des Moines College of Osteopathic Medicine, completed general surgical residency at Memorial Hospital in York, PA, and fellowship in Plastics and Reconstructive Surgery at Philadelphia College of Osteopathic Medicine. [1] Received a master's degree in Healthcare Management from Harvard University in May 2021. [1] Quoted regarding high scores in a hospital safety survey related to staff collaboration, effective leadership, and qualifications of nurses and ICU physicians. [6]
Quoted regarding continued efforts to prioritize patient safety, fostering Safe Care principles, and the hospital's recognition for low rates of healthcare-associated infections. [2, 5] Also quoted on the hospital's "A" grade for patient safety. [6]
Quoted on the celebration of continued success in patient safety at Holy Redeemer Hospital and the focus and responsiveness from caregivers, staff, and leadership. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 168 |
|---|
| FTE Employees on Payroll | 1019.72 |
|---|---|
| FTE Interns & Residents | 2.42 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11802 |
| Inpatient Days (Title XIX) | 2839 |
| Total Inpatient Days | 43781 |
| Bed Count | 213 |
| Available Bed Days | 77745 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2527 |
| Discharges (Title XIX) | 813 |
| Total Discharges | 9075 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10814 |
| Inpatient Days (Title XIX; Adults & Peds) | 1650 |
| Total Inpatient Days (Adults & Peds) | 32705 |
| Bed Count (Adults & Peds) | 171 |
| Available Bed Days (Adults & Peds) | 62415 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2527 |
| Discharges (Title XIX; Adults & Peds) | 813 |
| Total Discharges (Adults & Peds) | 9075 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | |
| 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) | 209 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 29.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -0.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 8.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| 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 | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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 | 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.600 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.324 |
| SSI SIR (Standardized Infection Ratio) | 0.530 |
| CDI SIR (Standardized Infection Ratio) | 0.360 |
| MRSA SIR (Standardized Infection Ratio) | 0.588 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,010 |
|---|---|
| Bad Debt Expense | $4,810 |
| Uncompensated Care Cost | $3,305 |
| Total Uncompensated Care | $17,952 |
| Total Salaries | $100,478 |
|---|---|
| Overhead Expenses (Non-Salary) | $155,013 |
| Depreciation Expense | $9,088 |
| Total Operating Costs | $217,394 |
| Inpatient Charges | $362,455 |
|---|---|
| Outpatient Charges | $478,364 |
| Total Patient Charges | $840,818 |
| Core Wage Costs | $11,262 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $100,478 |
| Contract Labor (Patient Care) | $10,428 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $62,971 |
| Allowance for Doubtful Accounts | $-37,365 |
| Inventory | $4,363 |
| Prepaid Expenses | |
| Other Current Assets | $6,909 |
| Total Current Assets | $187,821 |
| Land Value | $143 |
|---|---|
| Land Improvements Value | $2,752 |
| Building Value | $149,519 |
| Leasehold Improvements | $1,425 |
| Fixed Equipment Value | $3,085 |
| Major Movable Equipment | $67,400 |
| Minor Depreciable Equipment | $3 |
| Health IT Assets | |
| Total Fixed Assets | $56,633 |
| Long-Term Investments | $36,858 |
|---|---|
| Other Assets | $9,752 |
| Total Other Assets | $46,610 |
| Total Assets | $291,065 |
| Accounts Payable | $8,911 |
|---|---|
| Salaries & Wages Payable | $16,740 |
| Payroll Taxes Payable | |
| Short-Term Debt | $3,893 |
| Deferred Revenue | $74 |
| Other Current Liabilities | $2,699 |
| Total Current Liabilities | $52,086 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $66,613 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $738 |
| Total Long-Term Liabilities | $67,351 |
| Total Liabilities | $119,437 |
| General Fund Balance | $171,627 |
|---|---|
| Total Fund Balances | $171,627 |
| Total Liabilities & Equity | $291,065 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,098 |
| DRG (Post-Oct 1) | $16,791 |
| Outlier Payments | |
| DSH Adjustment | $1,337 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments | $58 |
| Inpatient Revenue | $362,455 |
|---|---|
| Outpatient Revenue | $486,677 |
| Total Patient Revenue | $849,131 |
| Contractual Allowances & Discounts | $632,968 |
| Net Patient Revenue | $216,163 |
| Total Operating Expenses | $255,491 |
| Net Service Income | $-39,328 |
| Other Income | $32,021 |
| Total Income | $-7,307 |
| Other Expenses | |
| Net Income | $-7,307 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $22,715 |
| Medicaid Charges | $144,508 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |