Northwest Health - Porter, located at 85 East US Hwy 6 in Valparaiso, IN, is dedicated to providing accessible, patient-centered care in a safe and compassionate environment, promoting health and healing in the communities we serve. As a leading healthcare provider in Northwest Indiana, we offer a broad range of services, including emergency care, heart care, maternity care, and orthopedic services, along with specialized programs such as the Joint Replacement Center and Spine Center. With a focus on patient experience and quality outcomes, our experienced caregivers and advanced technology ensure you and your family receive the best possible care in a welcoming environment. We are committed to medical excellence and patient-centered care.
| Hospital Name | Northwest Health - Porter |
|---|---|
| Facility ID | 150035 |
| Address | 85 EAST US HWY 6 |
|---|---|
| City/Town | Valparaiso |
| State | IN |
| ZIP Code | 46383 |
| County/Parish | PORTER |
| Health System | Northwest Health |
|---|---|
| Health System Website Domain | nwhealthIN.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 526 |
| Health System Hospital Locations | Indiana |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
James Leonard, D.O., FACEP, is the Chief Executive Officer for Northwest Health – Porter. [5, 11, 12] He was appointed to the role after serving as interim CEO since August 1. [4, 5] He is the first physician to be named CEO of the organization. [4, 5] Dr. Leonard joined Northwest Health in 2013 and has previously served as ER medical director, administrative physician executive, and market chief medical officer. [4, 5] As chief medical officer, he oversaw graduate medical education and medical staff services, was involved with infection prevention and pharmacy, and led the COVID-19 response. [4] He earned his medical degree from Midwestern University, Chicago College of Osteopathic Medicine, and is board certified by the American Osteopathic Board of Emergency Medicine. [4, 5] He is also a fellow of the American College of Emergency Physicians. [4, 5]
Gena DeMuth, MS, BSN, RN, CEN, is the Chief Nursing Officer (CNO) for Northwest Health – Porter, appointed by CEO James Leonard. [11, 12] She brings nearly 20 years of experience in nursing leadership and served as interim CNO for Northwest Health – Porter since May 2023. [11, 12] She joined Northwest Health – Starke in 2014 and has held various positions including director of medical-surgical care at Northwest Health – Porter and director of risk management and infection prevention at Northwest Health – La Porte and Starke. [11, 12] DeMuth holds a Master of Science in Forensic Nursing from Fitchburg State University and a Bachelor of Science in Nursing from Valparaiso University. [11, 12] She is also a board-certified emergency nurse. [11, 12]
Dr. Thomas J. Rohs, M.D., FACS, FACHE, was appointed as the new chief medical officer (CMO) for all Northwest Health hospitals effective May 6, 2024. [3, 6] He brings over 25 years of experience in healthcare leadership with clinical knowledge and special interests in medical staff and professional leadership development, as well as experience in hospital operations and community and board relations. [3, 6] Dr. Rohs is a graduate of The University of Cincinnati College of Medicine and completed his general surgery residency and surgical critical care fellowship at the University of Michigan Hospitals. [3, 6] He practiced general and trauma surgery for 25 years in Kalamazoo, Michigan, and held various leadership positions including trauma medical director and chief of the medical staff at Ascension Borgess Hospital, and served as chief medical officer and regional president/CEO for Ascension's Southwest Michigan region. [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 301 |
|---|
| FTE Employees on Payroll | 1150.73 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 19359 |
| Inpatient Days (Title XIX) | 2264 |
| Total Inpatient Days | 57747 |
| Bed Count | 199 |
| Available Bed Days | 79169 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3703 |
| Discharges (Title XIX) | 1737 |
| Total Discharges | 11088 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17119 |
| Inpatient Days (Title XIX; Adults & Peds) | 907 |
| Total Inpatient Days (Adults & Peds) | 46652 |
| Bed Count (Adults & Peds) | 153 |
| Available Bed Days (Adults & Peds) | 62379 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3703 |
| Discharges (Title XIX; Adults & Peds) | 1737 |
| Total Discharges (Adults & Peds) | 11088 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional 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. Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. |
| 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% |
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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 | 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 | Worse 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 160 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 21.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 15.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.6 |
| 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 | 10 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | 10.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.9 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | Worse 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.432 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.298 |
| SSI SIR (Standardized Infection Ratio) | 0.249 |
| CDI SIR (Standardized Infection Ratio) | 0.496 |
| MRSA SIR (Standardized Infection Ratio) | 0.460 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,047 |
|---|---|
| Bad Debt Expense | $12,220 |
| Uncompensated Care Cost | $3,713 |
| Total Uncompensated Care | $3,713 |
| Total Salaries | $92,234 |
|---|---|
| Overhead Expenses (Non-Salary) | $196,442 |
| Depreciation Expense | $-43,526 |
| Total Operating Costs | $322,209 |
| Inpatient Charges | $1,170,698 |
|---|---|
| Outpatient Charges | $1,395,161 |
| Total Patient Charges | $2,565,860 |
| Core Wage Costs | $24,361 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $92,234 |
| Contract Labor (Patient Care) | $24,321 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-71 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $72,747 |
| Allowance for Doubtful Accounts | $-9,948 |
| Inventory | $11,621 |
| Prepaid Expenses | $4,255 |
| Other Current Assets | $112 |
| Total Current Assets | $78,716 |
| Land Value | $11,544 |
|---|---|
| Land Improvements Value | $5,524 |
| Building Value | $191,897 |
| Leasehold Improvements | $11,951 |
| Fixed Equipment Value | $7,486 |
| Major Movable Equipment | $53,386 |
| Minor Depreciable Equipment | $16,686 |
| Health IT Assets | |
| Total Fixed Assets | $176,782 |
| Long-Term Investments | |
|---|---|
| Other Assets | $16,143 |
| Total Other Assets | $16,143 |
| Total Assets | $271,641 |
| Accounts Payable | $12,281 |
|---|---|
| Salaries & Wages Payable | $12,857 |
| Payroll Taxes Payable | $960 |
| Short-Term Debt | $3,514 |
| Deferred Revenue | |
| Other Current Liabilities | $3,619 |
| Total Current Liabilities | $-434,461 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $25,837 |
| Total Long-Term Liabilities | $25,837 |
| Total Liabilities | $-408,623 |
| General Fund Balance | $680,264 |
|---|---|
| Total Fund Balances | $680,264 |
| Total Liabilities & Equity | $271,641 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $31,163 |
| DRG (Post-Oct 1) | $10,597 |
| Outlier Payments | |
| DSH Adjustment | $801 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $26,199 |
| Total IME Payments |
| Inpatient Revenue | $1,170,698 |
|---|---|
| Outpatient Revenue | $1,395,161 |
| Total Patient Revenue | $2,565,860 |
| Contractual Allowances & Discounts | $2,195,231 |
| Net Patient Revenue | $370,629 |
| Total Operating Expenses | $288,675 |
| Net Service Income | $81,954 |
| Other Income | $3,877 |
| Total Income | $85,831 |
| Other Expenses | |
| Net Income | $85,831 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $49,989 |
| Medicaid Charges | $344,363 |
| Net CHIP Revenue | |
| CHIP Charges | $0 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |