Pottstown Hospital

Located in Pottstown, PA, Pottstown Hospital, a member of Tower Health, is a 213-bed facility offering a comprehensive range of health services, including inpatient and outpatient care, medical, surgical, diagnostic, and emergency services. Accredited by The Joint Commission, Pottstown Hospital is recognized for its quality outcomes and clinical expertise. The hospital is nationally recognized for its cancer program and is designated as a Primary Stroke Center. It is also Joint Commission-certified for hip and knee replacement and heart failure. We are committed to providing compassionate, safe, and quality care to our community.

Identifiers

Hospital Name Pottstown Hospital
Facility ID 390123

Location

Address 1600 EAST HIGH STREET
City/Town Pottstown
State PA
ZIP Code 19464
County/Parish MONTGOMERY

Health System

Health System Tower Health
Health System Website Domain towerhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 5
Health System Total Beds 1196
Health System Hospital Locations Pennsylvania

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Tower Health
Emergency Services Yes

Richard McLaughlin, MD, MBA

President and Chief Executive Officer

Appointed President and Chief Executive Officer of Phoenixville Hospital and Pottstown Hospital in April 2024. Started at Pottstown Hospital in 1999 as an attending Emergency Medicine physician, became Chairman and Medical Director of Emergency Medicine in 2005, Chief Medical Officer at Pottstown Hospital in 2015, and Chief Medical Officer of both Pottstown and Phoenixville Hospitals in 2022. From 2007 to 2019, was President and CEO of Tri-County Emergency Physicians. Graduated cum laude from Jefferson Medical College of Thomas Jefferson University with a Doctor of Medicine.

James Cook, DNP, MBA, RN, NE-BC

Chief Operating Officer and Chief Nursing Officer

NA

Ana M Davitt, MD

Chief Medical Officer

NA

Susan Keown, MBA, BSN

Chief Quality Officer

NA

Michael F. Szymanski, CPA

Chief Financial Officer

NA

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 201

Staffing & Personnel

FTE Employees on Payroll 542.42
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 9282
Inpatient Days (Title XIX) 318
Total Inpatient Days 25769
Bed Count 185
Available Bed Days 67525
Discharges (Title V) NA
Discharges (Title XVIII) 1940
Discharges (Title XIX) 57
Total Discharges 6048

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 8451
Inpatient Days (Title XIX; Adults & Peds) 318
Total Inpatient Days (Adults & Peds) 23569
Bed Count (Adults & Peds) 167
Available Bed Days (Adults & Peds) 60955
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1940
Discharges (Title XIX; Adults & Peds) 57
Total Discharges (Adults & Peds) 6048

Quality Summary

Care Quality Stengths
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 47%

Mortality Group Indicators

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 Worse 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 200

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 7.3
Readmission Score Hospital Return Days for Pneumonia Patients 8.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.1
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 7.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.5
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 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 Worse 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) 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) 0.909
CAUTI SIR (Standardized Infection Ratio) 0.569
SSI SIR (Standardized Infection Ratio) 0.830
CDI SIR (Standardized Infection Ratio) 0.987
MRSA SIR (Standardized Infection Ratio) 0.969

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,093
Bad Debt Expense $9,462
Uncompensated Care Cost $2,870
Total Uncompensated Care $13,190

Operating Expenses ($ thousands)

Total Salaries $53,531
Overhead Expenses (Non-Salary) $129,499
Depreciation Expense $1,077
Total Operating Costs $171,378

Charges ($ thousands)

Inpatient Charges $464,156
Outpatient Charges $470,175
Total Patient Charges $934,331

Wage-Related Details ($ thousands)

Core Wage Costs $15,063
Wage Costs (RHC/FQHC)
Adjusted Salaries $53,531
Contract Labor (Patient Care) $7,266
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1
Short-Term Investments
Notes Receivable
Accounts Receivable $28,874
Allowance for Doubtful Accounts $-12,886
Inventory $4,929
Prepaid Expenses $1,060
Other Current Assets
Total Current Assets $-166,912

Balance Sheet – Fixed Assets ($ thousands)

Land Value $3,778
Land Improvements Value $1,545
Building Value $61,019
Leasehold Improvements $942
Fixed Equipment Value $4,448
Major Movable Equipment $11,042
Minor Depreciable Equipment $799
Health IT Assets $-9,024
Total Fixed Assets $37,792

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,309
Total Other Assets $1,309
Total Assets $-127,812

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $10,055
Salaries & Wages Payable $2,230
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $711
Other Current Liabilities $9,719
Total Current Liabilities $22,714

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $1,018
Unsecured Loans
Other Long-Term Liabilities $306
Total Long-Term Liabilities $1,325
Total Liabilities $24,038

Balance Sheet – Equity ($ thousands)

General Fund Balance $-151,850
Total Fund Balances $-151,850
Total Liabilities & Equity $-127,812

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,103
DRG (Post-Oct 1) $14,910
Outlier Payments
DSH Adjustment $260
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $464,847
Outpatient Revenue $474,286
Total Patient Revenue $939,133
Contractual Allowances & Discounts $799,901
Net Patient Revenue $139,232
Total Operating Expenses $183,030
Net Service Income $-43,798
Other Income $2,326
Total Income $-41,472
Other Expenses
Net Income $-41,472

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $18,299
Medicaid Charges $156,028
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Infor
ERP Version S3
EHR is Changing No