Suburban Community Hospital

Suburban Community Hospital, located at 2701 Dekalb Pike in Norristown, PA, is a not-for-profit acute care hospital dedicated to delivering quality healthcare to Montgomery County and the surrounding region for over 75 years. As a member of the Prime Healthcare Foundation, Suburban Community Hospital offers a range of services, including emergency care, cardiology, and specialized inpatient care. We are proud to be recognized for our patient safety and commitment to community wellness. Experience compassionate, high-quality care at Suburban Community Hospital, where your health is our priority.

Identifiers

Hospital Name Suburban Community Hospital
Facility ID 390116

Location

Address 2701 DEKALB PIKE
City/Town Norristown
State PA
ZIP Code 19401
County/Parish MONTGOMERY

Health System

Health System Prime Healthcare
Health System Website Domain primehealthcare.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 46
Health System Total Beds 9912
Health System Hospital Locations Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas

Ownership & Characteristics

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

Michael Motte, MBA

Chief Executive Officer

Michael Motte, MBA, is the Chief Executive Officer at Suburban Community Hospital. He has over 23 years of experience in healthcare administration and was previously the CEO of St. Alexius Hospital in St. Louis and Capital Medical Center in Olympia, WA, and system CFO of Mary Black Health System in Spartanburg, SC. He received an MBA from Pepperdine University in Malibu, CA. [6] As the CEO of Suburban Community Hospital, he is committed and humbled to be part of the Montgomery County community, focusing on continuing high-quality healthcare, expanding services, and being the clinician of choice and healthcare destination. His vision is to build and maintain the trust, confidence, reliability, and access that patients seek. [8]

Jacqueline Pester-Babcock MSN, RN

Regional Chief Nursing Officer | Region II

Jacqueline Pester-Babcock MSN, RN is the Regional Chief Nursing Officer | Region II at Suburban Community Hospital. [6]

Mary Frances Stapleton, MSN, RN, CEN, NE-BC

Chief Nursing Officer

Mary Frances Stapleton, MSN, RN, CEN, NE-BC, is an experienced healthcare administrator who was appointed as the Chief Nursing Officer at Suburban Community Hospital in March 2024. She has over 25 years of nursing experience, with a focus on emergency, critical care, behavioral health, and medical-surgical areas. [6]

David Lim

Chief Financial Officer

NA

Kevin Carrion, PHR, SHRM-CP

Human Resources Director

NA

Michelle Aliprantis, MBA

Regional Director of Marketing, and Communications

Michelle Aliprantis, MBA, is the Regional Director of Marketing and Communications for Prime Healthcare Pennsylvania Region, which consists of three hospitals: Lower Bucks Hospital, Roxborough Memorial Hospital, and Suburban Community Hospital. She also oversees marketing for the Roxborough School of Nursing located in Philadelphia. Michelle has nearly 20 years of experience in health care strategy, business development, marketing, and communications. She holds a master's degree in health care administration and achieved summa cum laude honors from Gwynedd Mercy University. [6]

Mathew Mathew, MD, FACS

Chief Medical Officer

Mathew Mathew, MD, FACS, has been a member of Prime Healthcare at Suburban Community Hospital since 2018, where he has held positions such as Program Director, Hospitalist, and Chief Medical Officer. Before joining Prime Healthcare, he was the Medical Director at Trinity Health in Livonia, MI, where he focused on improving quality of care and patient outcomes. He also served as Interim Chief Medical Officer and VPMA at St. Mary Medical Center through Trinity Health in Langhorne, PA, and held leadership positions at Nazareth Hospital and Mercy Philadelphia Hospital in Philadelphia, PA. He received a B.S. in Chemistry and M.B.B.S. [6]

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 73

Staffing & Personnel

FTE Employees on Payroll 278.12
FTE Interns & Residents 29.22

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2377
Inpatient Days (Title XIX) 233
Total Inpatient Days 7668
Bed Count 111
Available Bed Days 40515
Discharges (Title V) NA
Discharges (Title XVIII) 548
Discharges (Title XIX) 37
Total Discharges 1977

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1998
Inpatient Days (Title XIX; Adults & Peds) 196
Total Inpatient Days (Adults & Peds) 6726
Bed Count (Adults & Peds) 99
Available Bed Days (Adults & Peds) 36135
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 548
Discharges (Title XIX; Adults & Peds) 37
Total Discharges (Adults & Peds) 1977

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital.
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 52%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 194

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 3.6
Readmission Score Hospital Return Days for Pneumonia Patients -32.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
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 20.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
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 Fewer Days Than Average per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) Not Available
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 Number of Cases Too Small
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 Not Available
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) 1.565
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.443
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,245
Bad Debt Expense $5,938
Uncompensated Care Cost $2,496
Total Uncompensated Care $7,643

Operating Expenses ($ thousands)

Total Salaries $24,923
Overhead Expenses (Non-Salary) $36,538
Depreciation Expense $2,198
Total Operating Costs $52,188

Charges ($ thousands)

Inpatient Charges $150,033
Outpatient Charges $103,314
Total Patient Charges $253,347

Wage-Related Details ($ thousands)

Core Wage Costs $5,450
Wage Costs (RHC/FQHC)
Adjusted Salaries $24,923
Contract Labor (Patient Care) $3,170
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $437

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $2,550
Short-Term Investments
Notes Receivable
Accounts Receivable $68,540
Allowance for Doubtful Accounts $-62,454
Inventory $1,795
Prepaid Expenses $252
Other Current Assets
Total Current Assets $11,461

Balance Sheet – Fixed Assets ($ thousands)

Land Value $3,500
Land Improvements Value $131
Building Value $18,456
Leasehold Improvements
Fixed Equipment Value $266
Major Movable Equipment $12,878
Minor Depreciable Equipment $914
Health IT Assets
Total Fixed Assets $23,191

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $676
Total Other Assets $676
Total Assets $35,328

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,937
Salaries & Wages Payable $1,958
Payroll Taxes Payable $365
Short-Term Debt
Deferred Revenue
Other Current Liabilities $105,540
Total Current Liabilities $110,800

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,978
Total Long-Term Liabilities $2,978
Total Liabilities $113,777

Balance Sheet – Equity ($ thousands)

General Fund Balance $-78,450
Total Fund Balances $-78,450
Total Liabilities & Equity $35,328

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,722
DRG (Post-Oct 1) $1,704
Outlier Payments
DSH Adjustment $268
Eligible DSH % $0
Simulated MC Payments $4,570
Total IME Payments $847

Revenue & Income Statement ($ thousands)

Inpatient Revenue $150,033
Outpatient Revenue $103,314
Total Patient Revenue $253,347
Contractual Allowances & Discounts $211,337
Net Patient Revenue $42,010
Total Operating Expenses $61,461
Net Service Income $-19,452
Other Income $2,580
Total Income $-16,871
Other Expenses
Net Income $-16,871

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $8,380
Medicaid Charges $66,922
Net CHIP Revenue $263
CHIP Charges $2,514

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