Chan Soon-Shiong Medical Center at Windber, located at 600 Somerset Avenue in Windber, PA, is a non-profit acute care hospital dedicated to providing personalized, quality healthcare. Founded in 1906, this 54-bed hospital is committed to innovation, research, and education to meet the community's needs. With over 450 employees, the medical center offers advanced technology and a caring philosophy, striving to heal the mind, body, and spirit through patient-centered care. Chan Soon-Shiong Medical Center at Windber aims to exceed expectations by providing top-quality care in a comfortable, home-like environment. The hospital shares a campus with the Chan Soon-Shiong Institute of Molecular Medicine at Windber (CSSIMMW), a private, non-profit biomedical research center, promoting collaboration in healthcare and research.
| Hospital Name | Chan Soon-Shiong Medical Center at Windber |
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| Facility ID | 390112 |
| Address | 600 SOMERSET AVENUE |
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| City/Town | Windber |
| State | PA |
| ZIP Code | 15963 |
| County/Parish | SOMERSET |
| Health System | Independent |
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| Health System Website Domain | windbercare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 48 |
| Health System Hospital Locations | Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Appointed CEO on May 1, 2025. Brings more than two decades of healthcare and financial leadership experience, strategic insight, and a strong commitment to the organization's mission. Previously served as Vice President and Chief Financial Officer for both the Medical Center and Chan Soon-Shiong Institute of Molecular Medicine, overseeing financial operations, strategic leadership, and operational oversight for key departments. His career includes leadership roles with Conemaugh Health System/Memorial Medical Center, MedcomSoft, and viLogics Inc., as well as experience in corporate compliance, audit, and regulatory affairs. Holds a Bachelor's Degree in Business Economics from the University of Pittsburgh at Johnstown and an MBA from St. Francis College in Loretto, PA. He is a Certified Public Accountant, Chartered Global Management Accountant, and Certified Healthcare Financial Professional. Active in community service, currently serving his second term as a School Director for the Richland School District and has contributed to the region as a youth sports coach, former treasurer of the Highland Community Library, and adjunct accounting instructor at Pennsylvania Highlands Community College.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 48 |
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| FTE Employees on Payroll | 332.61 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | NA |
| Inpatient Days (Title XIX) | 46 |
| Total Inpatient Days | 2846 |
| Bed Count | 47 |
| Available Bed Days | 17155 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 218 |
| Discharges (Title XIX) | 22 |
| Total Discharges | 1075 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | NA |
| Inpatient Days (Title XIX; Adults & Peds) | 46 |
| Total Inpatient Days (Adults & Peds) | 2842 |
| Bed Count (Adults & Peds) | 41 |
| Available Bed Days (Adults & Peds) | 14965 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 218 |
| Discharges (Title XIX; Adults & Peds) | 22 |
| Total Discharges (Adults & Peds) | 1075 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the cleanliness of the hospital. 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. |
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| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| 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 | 83% |
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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 | |
| 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 | 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 | |
| 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) | 166 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 0.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 7.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| 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 | 13.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.4 |
| 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 | 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 | Number of Cases Too Small |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $10 |
|---|---|
| Bad Debt Expense | $2,548 |
| Uncompensated Care Cost | $809 |
| Total Uncompensated Care | $2,263 |
| Total Salaries | $25,617 |
|---|---|
| Overhead Expenses (Non-Salary) | $34,540 |
| Depreciation Expense | $2,486 |
| Total Operating Costs | $43,093 |
| Inpatient Charges | $25,386 |
|---|---|
| Outpatient Charges | $112,056 |
| Total Patient Charges | $137,442 |
| Core Wage Costs | $2,809 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $25,617 |
| Contract Labor (Patient Care) | $3,857 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,295 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $7,355 |
| Allowance for Doubtful Accounts | |
| Inventory | $969 |
| Prepaid Expenses | $479 |
| Other Current Assets | $2,988 |
| Total Current Assets | $15,264 |
| Land Value | $415 |
|---|---|
| Land Improvements Value | $528 |
| Building Value | $29,677 |
| Leasehold Improvements | $952 |
| Fixed Equipment Value | $3,718 |
| Major Movable Equipment | $19,108 |
| Minor Depreciable Equipment | |
| Health IT Assets | $685 |
| Total Fixed Assets | $12,007 |
| Long-Term Investments | $1,548 |
|---|---|
| Other Assets | $2,496 |
| Total Other Assets | $4,044 |
| Total Assets | $31,316 |
| Accounts Payable | $5,704 |
|---|---|
| Salaries & Wages Payable | $1,769 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,326 |
| Deferred Revenue | $1,541 |
| Other Current Liabilities | $6,949 |
| Total Current Liabilities | $17,289 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $3,013 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,583 |
| Total Long-Term Liabilities | $5,596 |
| Total Liabilities | $22,885 |
| General Fund Balance | $8,431 |
|---|---|
| Total Fund Balances | $8,431 |
| Total Liabilities & Equity | $31,316 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $25,386 |
|---|---|
| Outpatient Revenue | $119,004 |
| Total Patient Revenue | $144,390 |
| Contractual Allowances & Discounts | $90,543 |
| Net Patient Revenue | $53,847 |
| Total Operating Expenses | $60,157 |
| Net Service Income | $-6,309 |
| Other Income | $8,394 |
| Total Income | $2,085 |
| Other Expenses | $959 |
| Net Income | $1,126 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,896 |
| Medicaid Charges | $13,766 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |