Discover exceptional care at Sharon Regional Health System, located at 740 East State Street in Sharon, PA. As a leading healthcare provider, we offer a wide range of services, including heart and vascular care, cancer treatment, orthopedics, and emergency services. Our commitment to the community is reflected in our comfortable patient areas, landscaped outdoor spaces, and recent renovations. With a focus on advanced technology and a compassionate approach, Sharon Regional is dedicated to improving your health and well-being. Visit our website or call 724-983-3911 to learn more.
| Hospital Name | Sharon Regional Health System |
|---|---|
| Facility ID | 390211 |
| Address | 740 EAST STATE STREET |
|---|---|
| City/Town | Sharon |
| State | PA |
| ZIP Code | 16146 |
| County/Parish | MERCER |
| Health System | Independent |
|---|---|
| Health System Website Domain | sharonregional.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 193 |
| Health System Hospital Locations | Pennsylvania |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Tenor Health Foundation |
| Emergency Services | Yes |
NA
Achieved board certification in healthcare management as a Fellow of the American College of Healthcare Executives. A licensed registered nurse and advanced practice nurse, Smith incorporates her clinical background into her leadership role. She received her bachelor's degree in Nursing from the University of Pittsburgh and her master's degree in Nursing from Gannon University, and holds a doctorate of Nursing Practice from Duquesne University. Smith is also board certified as an Adult Health Clinical Nurse Specialist, Advanced Nurse Executive, and Health & Wellness Nurse Coach. Prior to her current role as COO, Smith has held several key positions within Sharon Regional Health System, including interim CEO and chief quality officer. Previously, she was vice president of care management and market director of case management for ValleyCare Health System of Ohio. Smith currently serves on the board of directors for The Arc of Mercer County Foundation and Laurel Technical.
Earned a Master's of Health Service Administration from Georgia Southern University and a Bachelor's in Science Allied Health/Athletic Training from Slippery Rock University. McNeil previously was director of sports medicine for Enduracare Therapy Management Services of Georgia.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 193 |
|---|
| FTE Employees on Payroll | 601.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5073 |
| Inpatient Days (Title XIX) | 3114 |
| Total Inpatient Days | 26110 |
| Bed Count | 150 |
| Available Bed Days | 54686 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1106 |
| Discharges (Title XIX) | 418 |
| Total Discharges | 4855 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4311 |
| Inpatient Days (Title XIX; Adults & Peds) | 3037 |
| Total Inpatient Days (Adults & Peds) | 23240 |
| Bed Count (Adults & Peds) | 129 |
| Available Bed Days (Adults & Peds) | 47021 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1106 |
| Discharges (Title XIX; Adults & Peds) | 418 |
| Total Discharges (Adults & Peds) | 4855 |
| 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. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. |
| 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 | 52% |
|---|
| 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) | 155 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -15.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -6.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| 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 | 1.4 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| 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 | 20 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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 | 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 | 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 | Number of Cases Too Small |
| 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) | 0.329 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.398 |
| SSI SIR (Standardized Infection Ratio) | 2.225 |
| CDI SIR (Standardized Infection Ratio) | 0.574 |
| MRSA SIR (Standardized Infection Ratio) | 1.207 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $620 |
|---|---|
| Bad Debt Expense | $2,834 |
| Uncompensated Care Cost | $1,207 |
| Total Uncompensated Care | $4,736 |
| Total Salaries | $39,058 |
|---|---|
| Overhead Expenses (Non-Salary) | $83,882 |
| Depreciation Expense | $1,918 |
| Total Operating Costs | $111,401 |
| Inpatient Charges | $234,260 |
|---|---|
| Outpatient Charges | $336,357 |
| Total Patient Charges | $570,617 |
| Core Wage Costs | $8,971 |
|---|---|
| Wage Costs (RHC/FQHC) | $31 |
| Adjusted Salaries | $39,058 |
| Contract Labor (Patient Care) | $3,380 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-109 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $80,937 |
| Allowance for Doubtful Accounts | $-54,250 |
| Inventory | $3,122 |
| Prepaid Expenses | $249 |
| Other Current Assets | |
| Total Current Assets | $38,506 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $22,377 |
| Leasehold Improvements | $4,128 |
| Fixed Equipment Value | |
| Major Movable Equipment | $16,788 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $28,315 |
| Long-Term Investments | $3,573 |
|---|---|
| Other Assets | $52 |
| Total Other Assets | $3,625 |
| Total Assets | $70,446 |
| Accounts Payable | $8,186 |
|---|---|
| Salaries & Wages Payable | $5,463 |
| Payroll Taxes Payable | |
| Short-Term Debt | $21 |
| Deferred Revenue | |
| Other Current Liabilities | $1,877 |
| Total Current Liabilities | $15,548 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $22,225 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $40,788 |
| Total Long-Term Liabilities | $63,012 |
| Total Liabilities | $78,560 |
| General Fund Balance | $-8,114 |
|---|---|
| Total Fund Balances | $-8,114 |
| Total Liabilities & Equity | $70,446 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,803 |
| DRG (Post-Oct 1) | $8,107 |
| Outlier Payments | |
| DSH Adjustment | $432 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $234,260 |
|---|---|
| Outpatient Revenue | $337,262 |
| Total Patient Revenue | $571,522 |
| Contractual Allowances & Discounts | $455,684 |
| Net Patient Revenue | $115,838 |
| Total Operating Expenses | $123,386 |
| Net Service Income | $-7,548 |
| Other Income | $9,364 |
| Total Income | $1,815 |
| Other Expenses | |
| Net Income | $1,815 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $9,878 |
| Medicaid Charges | $81,016 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |