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.
| Hospital Name | Suburban Community Hospital |
|---|---|
| Facility ID | 390116 |
| Address | 2701 DEKALB PIKE |
|---|---|
| City/Town | Norristown |
| State | PA |
| ZIP Code | 19401 |
| County/Parish | MONTGOMERY |
| Health System | Prime Healthcare |
|---|---|
| Health System Website Domain | primehealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| 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 |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Prime Healthcare |
| Emergency Services | Yes |
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 is the Regional Chief Nursing Officer | Region II at Suburban Community Hospital. [6]
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]
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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, 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]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 73 |
|---|
| FTE Employees on Payroll | 278.12 |
|---|---|
| FTE Interns & Residents | 29.22 |
| 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 |
| 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 |
| 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 |
| 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 | |
|---|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 194 |
|---|
| 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 |
| 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 Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,245 |
|---|---|
| Bad Debt Expense | $5,938 |
| Uncompensated Care Cost | $2,496 |
| Total Uncompensated Care | $7,643 |
| Total Salaries | $24,923 |
|---|---|
| Overhead Expenses (Non-Salary) | $36,538 |
| Depreciation Expense | $2,198 |
| Total Operating Costs | $52,188 |
| Inpatient Charges | $150,033 |
|---|---|
| Outpatient Charges | $103,314 |
| Total Patient Charges | $253,347 |
| 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 |
| 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 |
| 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 |
| Long-Term Investments | |
|---|---|
| Other Assets | $676 |
| Total Other Assets | $676 |
| Total Assets | $35,328 |
| 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 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $2,978 |
| Total Long-Term Liabilities | $2,978 |
| Total Liabilities | $113,777 |
| General Fund Balance | $-78,450 |
|---|---|
| Total Fund Balances | $-78,450 |
| Total Liabilities & Equity | $35,328 |
| 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 |
| 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 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $8,380 |
| Medicaid Charges | $66,922 |
| Net CHIP Revenue | $263 |
| CHIP Charges | $2,514 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | S3 |
| EHR is Changing | No |