UPMC Altoona - HealthLuminate

Identifiers

Hospital Name	UPMC Altoona
Facility ID	390073

Location

Address	620 HOWARD AVENUE
City/Town	Altoona
State	PA
ZIP Code	16601
County/Parish	BLAIR

Health System

Health System	UPMC
Health System Website Domain	UPMC.com
Recently Joined Health System (Past 4 Years)	No

Health System Size & Scope

Health System Total Hospitals	29
Health System Total Beds	6359
Health System Hospital Locations	Maryland, New York and Pennsylvania

Ownership & Characteristics

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

Michael Corso

President

Appointed president of UPMC Altoona and UPMC Bedford. Served as interim president since March, following the retirement of Jan Fisher. Joined UPMC Altoona in 1994 as an administrative intern. Has served in multiple leadership roles with progressive responsibilities at both campuses over the past 30 years. Graduated from Penn State University with a bachelor's degree in health policy and administration and from Saint Francis University with a master's degree in business administration and management.

Thomas Pham, MD

Clinical Director, Operating Room (OR)

Appointed Clinical Director, Operating Room (OR) for UPMC Altoona. Earned his MD at Lewis Katz School of Medicine at Temple University and completed his anesthesiology residency at UPMC. Since joining the faculty in 2023, has served as a charge anesthesiologist at Altoona and progressively taken on administrative responsibility, including becoming a member of the UPMC Altoona Credentialing Committee. In his role, he will oversee and manage perioperative operations, ensure efficiency, safety, and quality, coordinate daily staffing, scheduling, and resource allocation, work closely with hospital leadership, surgical teams, and anesthesia personnel, play a key role in quality improvement, OR management metrics, and policy development, foster a collaborative work culture, and serve as the primary liaison for anesthesiology services.

Quratulain Samoon, MD

Director of Cardiovascular Anesthesiology

Appointed Director of Cardiovascular Anesthesiology at UPMC Altoona. Completed her medical degree at Sindh Medical College, anesthesiology residency at Case Western Reserve University, and cardiothoracic anesthesiology fellowship at Cleveland Clinic. Has served at Associate Director of Cardiac Anesthesiology at UPMC Altoona since 2022. In her role, she will lead the cardiac anesthesiology service, overseeing clinical operations, staffing, and patient care pathways, ensure compliance with institutional and regulatory standards, focus on delivering high-quality, safe, and efficient anesthesia care, develop long-term strategies for service growth, collaborate with multidisciplinary teams, and drive quality improvement initiatives. Her role also includes advancing education, mentoring staff, promoting a culture of excellence, and enhancing awareness of the service across the UPMC system.

David J. Sinopoli, MD, MPH, MBA

Chief of Anesthesiology and Director of Perioperative Operations for UPMC Perioperative Services

Took on the role of Chief of Anesthesiology at UPMC Altoona, effective August 1, 2023. Officially joined the department as faculty and assumed the leadership of the UPMC Altoona Anesthesiology Department. Also serves as the Director of Perioperative Operations for UPMC Perioperative Services. Brings exceptional clinical and programmatic leadership experience in anesthesiology and perioperative services. Previously served as a co-Executive Director at MedStar Medical Group Anesthesiology and Chairman of Anesthesiology and Director of Quality, Patient Safety & Education at MedStar Franklin Square Medical Center and MedStar Harbor Hospital. Holds an MD from Rutgers/Robert Wood Johnson Medical School as well as an MPH and MBA from Bloomberg School of Public Health & Carey Business School, Johns Hopkins University. In his role as Chief Anesthesiologist at Altoona, he will oversee and direct all clinical operations, including staffing and scheduling, budget and revenue cycle management, OR management, hospital peer review and credentialing, quality, communications, and faculty affairs.

Stacey-Ann Okoth

Chief Nursing Officer, Vice President of Patient Care Services UPMC Altoona & UPMC...

Listed with this title which includes responsibility at UPMC Altoona. Additional background information specifically about her role at UPMC Altoona was not available in the search results.

Residency Programs

Allopathic Residency Program	Yes
Dental Residency Program	No
Osteopathic Residency Program	Yes
Other Residency Programs	No
Pediatric Residency Program	No

Capacity & Services

Licensed Beds	349

Staffing & Personnel

FTE Employees on Payroll	1451
FTE Interns & Residents	29

Inpatient Utilization

Inpatient Days (Title V)	NA
Inpatient Days (Title XVIII)	15294
Inpatient Days (Title XIX)	4100
Total Inpatient Days	82099
Bed Count	364
Available Bed Days	133708
Discharges (Title V)	NA
Discharges (Title XVIII)	2903
Discharges (Title XIX)	290
Total Discharges	14758

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds)	NA
Inpatient Days (Title XVIII; Adults & Peds)	14056
Inpatient Days (Title XIX; Adults & Peds)	1790
Total Inpatient Days (Adults & Peds)	66511
Bed Count (Adults & Peds)	323
Available Bed Days (Adults & Peds)	118743
Discharges (Title V; Adults & Peds)	NA
Discharges (Title XVIII; Adults & Peds)	2903
Discharges (Title XIX; Adults & Peds)	290
Total Discharges (Adults & Peds)	14758

Quality Summary

Care Quality Stengths	Hospital does an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns	Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported concerns with being abel to have quiet rest in the hospital 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	No Different Than National Average
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)	195

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients	9.8
Readmission Score Hospital Return Days for Heart Failure Patients	-9.5
Readmission Score Hospital Return Days for Pneumonia Patients	-7.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies)	13
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy	8.6
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy	4.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery	0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate	14.4
Readmission Score Rate of Readmission for CABG	10.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients	18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate	20.2
Readmission Score Rate of Readmission After Hip/Knee Replacement	4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide)	14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate	16
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	No Different Than the National Rate
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)	0.841
CAUTI SIR (Standardized Infection Ratio)	0.777
SSI SIR (Standardized Infection Ratio)	0.409
CDI SIR (Standardized Infection Ratio)	0.786
MRSA SIR (Standardized Infection Ratio)	0.931

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost	$4,298
Bad Debt Expense	$8,681
Uncompensated Care Cost	$6,019
Total Uncompensated Care	$6,170

Operating Expenses ($ thousands)

Total Salaries	$148,772
Overhead Expenses (Non-Salary)	$403,481
Depreciation Expense	$15,941
Total Operating Costs	$418,037

Charges ($ thousands)

Inpatient Charges	$813,555
Outpatient Charges	$1,434,302
Total Patient Charges	$2,247,857

Wage-Related Details ($ thousands)

Core Wage Costs	$48,780
Wage Costs (RHC/FQHC)
Adjusted Salaries	$145,885
Contract Labor (Patient Care)	$35,469
Wage Costs (Part A Teaching)	$600
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances	$34
Short-Term Investments
Notes Receivable	$50,058
Accounts Receivable	$244,833
Allowance for Doubtful Accounts	$-176,609
Inventory	$4,048
Prepaid Expenses	$223
Other Current Assets
Total Current Assets	$128,378

Balance Sheet – Fixed Assets ($ thousands)

Land Value	$6,916
Land Improvements Value	$4,517
Building Value	$156,672
Leasehold Improvements	$1,190
Fixed Equipment Value	$24,801
Major Movable Equipment	$120,206
Minor Depreciable Equipment
Health IT Assets	$672
Total Fixed Assets	$130,198

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments	$0
Other Assets
Total Other Assets	$0
Total Assets	$258,576

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable	$5,333
Salaries & Wages Payable	$3,796
Payroll Taxes Payable
Short-Term Debt	$53
Deferred Revenue	$15
Other Current Liabilities	$4,221
Total Current Liabilities	$13,418

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable	$150
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities	$150
Total Liabilities	$13,568

Balance Sheet – Equity ($ thousands)

General Fund Balance	$244,945
Total Fund Balances	$245,008
Total Liabilities & Equity	$258,576

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)	$7,598
DRG (Post-Oct 1)	$22,858
Outlier Payments
DSH Adjustment	$1,308
Eligible DSH %	$0
Simulated MC Payments	$57,315
Total IME Payments	$964

Revenue & Income Statement ($ thousands)

Inpatient Revenue	$815,454
Outpatient Revenue	$1,467,713
Total Patient Revenue	$2,283,167
Contractual Allowances & Discounts	$1,756,317
Net Patient Revenue	$526,850
Total Operating Expenses	$552,253
Net Service Income	$-25,403
Other Income	$20,956
Total Income	$-4,448
Other Expenses	$5
Net Income	$-4,453

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio	$0
Net Medicaid Revenue
Medicaid Charges
Net CHIP Revenue	$259
CHIP Charges	$2,208

EHR Information

EHR	MEDITECH Expanse
EHR Version	Expanse
EHR is Changing	Yes--In Process of Replacing

ERP Information

ERP	Oracle
ERP Version	Fusion 10
EHR is Changing	No