St. Anthony Hospital, located in Gig Harbor, Washington, provides expert and compassionate healthcare services for the entire family. Our experienced physicians, nurses, and clinicians offer a wide range of services, including nationally recognized cancer care, 24/7 emergency services, and expert surgical services. We also provide a peaceful healing environment with our Snuffin Healing Garden. As part of Virginia Mason Franciscan Health, we are proud to be a Pathway to Excellence® designated hospital, featuring some of the finest primary and specialty physicians in the region.
| Hospital Name | Saint Anthony Hospital |
|---|---|
| Facility ID | 500151 |
| Address | 11567 CANTERWOOD BOULEVARD NW |
|---|---|
| City/Town | Gig Harbor |
| State | WA |
| ZIP Code | 98332 |
| County/Parish | PIERCE |
| Health System | Virginia Mason Franciscan Health |
|---|---|
| Health System Website Domain | vmfh.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 1552 |
| Health System Hospital Locations | Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Independent |
| Emergency Services | Yes |
Johnson is responsible for directing the operations of the hospital along with implementing strategy and growth of services within the community. Dino joined Virginia Mason Franciscan Health in 2005 as a bedside nurse within the Emergency Services department. Over the course of the next 15 years he has held progressive leadership positions as a nurse educator, process improvement consultant, manager of emergency services, director of emergency services, and chief nursing officer prior to becoming President.
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 80 |
|---|
| FTE Employees on Payroll | 526.14 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 13421 |
| Inpatient Days (Title XIX) | 310 |
| Total Inpatient Days | 35539 |
| Bed Count | 112 |
| Available Bed Days | 40880 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2348 |
| Discharges (Title XIX) | 59 |
| Total Discharges | 5032 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11739 |
| Inpatient Days (Title XIX; Adults & Peds) | 310 |
| Total Inpatient Days (Adults & Peds) | 31104 |
| Bed Count (Adults & Peds) | 96 |
| Available Bed Days (Adults & Peds) | 35040 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2348 |
| Discharges (Title XIX; Adults & Peds) | 59 |
| Total Discharges (Adults & Peds) | 5032 |
| 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 | 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 |
| 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 | 70% |
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| 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 | 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) | 192 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -1.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -9.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.1 |
| 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 | 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) | 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) | 0.201 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.660 |
| SSI SIR (Standardized Infection Ratio) | 0.810 |
| CDI SIR (Standardized Infection Ratio) | 0.099 |
| MRSA SIR (Standardized Infection Ratio) | 0.623 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,659 |
|---|---|
| Bad Debt Expense | $6,515 |
| Uncompensated Care Cost | $3,778 |
| Total Uncompensated Care | $16,321 |
| Total Salaries | $66,938 |
|---|---|
| Overhead Expenses (Non-Salary) | $141,821 |
| Depreciation Expense | $9,662 |
| Total Operating Costs | $193,673 |
| Inpatient Charges | $545,311 |
|---|---|
| Outpatient Charges | $731,499 |
| Total Patient Charges | $1,276,809 |
| Core Wage Costs | $17,851 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $74,195 |
| Contract Labor (Patient Care) | $12,269 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $16 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $159,952 |
| Allowance for Doubtful Accounts | $-136,007 |
| Inventory | $4,857 |
| Prepaid Expenses | $254 |
| Other Current Assets | |
| Total Current Assets | $30,611 |
| Land Value | $3,532 |
|---|---|
| Land Improvements Value | $2,067 |
| Building Value | $134,477 |
| Leasehold Improvements | $21,910 |
| Fixed Equipment Value | $967 |
| Major Movable Equipment | $69,962 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $86,389 |
| Long-Term Investments | $1,060 |
|---|---|
| Other Assets | $4,200 |
| Total Other Assets | $5,260 |
| Total Assets | $122,261 |
| Accounts Payable | $-88 |
|---|---|
| Salaries & Wages Payable | $5,182 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $7,970 |
| Total Current Liabilities | $14,485 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,351 |
| Total Long-Term Liabilities | $2,351 |
| Total Liabilities | $16,836 |
| General Fund Balance | $105,425 |
|---|---|
| Total Fund Balances | $105,425 |
| Total Liabilities & Equity | $122,261 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,378 |
| DRG (Post-Oct 1) | $19,734 |
| Outlier Payments | |
| DSH Adjustment | $238 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $545,310 |
|---|---|
| Outpatient Revenue | $726,298 |
| Total Patient Revenue | $1,271,608 |
| Contractual Allowances & Discounts | $1,071,524 |
| Net Patient Revenue | $200,083 |
| Total Operating Expenses | $208,759 |
| Net Service Income | $-8,675 |
| Other Income | $15,747 |
| Total Income | $7,072 |
| Other Expenses | |
| Net Income | $7,072 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $13,928 |
| Medicaid Charges | $181,409 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |