In an era of rapid transformation, businesses large and small must evolve or risk being left behind. Few understand this better than Reading Hospital and Tower Health, where a 150-year legacy of community care meets the demands of modern healthcare. Through the eyes of their senior leadership team, we explore how Reading Hospital navigates today's complex healthcare landscape—making tough decisions, embracing innovation and reimagining what's possible. Their story reflects challenges many organizations face: the need to evolve while maintaining quality, to change while preserving what matters most. Join us as we discover how this cornerstone of Berks County healthcare is building a stronger future, proving that sometimes the greatest catalyst for positive transformation is change itself.
In an era of rapid transformation, businesses large and small must evolve or risk being left behind. Few understand this better than Reading Hospital and Tower Health, where a 150-year legacy of community care meets the demands of modern healthcare. Through the eyes of their team, we explore how Reading Hospital navigates today's complex healthcare landscape—making tough decisions, embracing innovation and reimagining what's possible. Their story reflects challenges many organizations face: the need to evolve while maintaining quality, to change while preserving what matters most. Join us as we discover how this cornerstone of Berks County healthcare is building a stronger future, proving that sometimes the greatest catalyst for positive transformation is change itself.
The Story Behind Reading Hospital / Tower Health
Reading Hospital's story began in 1867, when local physicians and business leaders developed plans for the area's first hospital. The Reading Dispensary opened downtown in January 1868, moving to northwest Reading in 1886 under its new name, The Reading Hospital.
"The hospital started in town as the Reading Health Dispensary," explains Charles F. Barbera, MD, Reading Hospital President and CEO. "It was a three to four floor row house, where they treated patients on the first floor. There were inpatient beds on the second floor, and the nurse lived on the third floor."
Public demand for hospital care led to consistent expansions, culminating in the 1926 relocation to the present 36-acre site in West Reading.
The move came about through an interesting twist of fate. "The boiler broke in the building," Barbera recounts, "and the director went to the Thun and Janssen families, who owned Vanity Fair, and asked if they would donate a boiler. They said, 'If you move it to West Reading, we'll build you a new hospital!'"
Today, Reading Hospital stands as the anchor institution of Tower Health, treating more than 111,000 patients in 2024—making it Pennsylvania's single busiest emergency site. The facility has grown into a Level I trauma center and the region’s only advanced comprehensive stroke center, while also serving as a teaching hospital partnered with Drexel University College of Medicine.
The Story Behind Reading Hospital / Tower Health
Reading Hospital's story began in 1867, when local physicians and business leaders developed plans for the area's first hospital. The Reading Dispensary opened downtown in January 1868, moving to northwest Reading in 1886 under its new name, The Reading Hospital.
"The hospital started in town as the Reading Health Dispensary," explains Charles F. Barbera, MD, Reading Hospital President and CEO. "It was a three to four floor row house, where they treated patients on the first floor. There were inpatient beds on the second floor, and the nurse lived on the third floor."
Public demand for hospital care led to consistent expansions, culminating in the 1926 relocation to the present 36-acre site in West Reading.
The move came about through an interesting twist of fate. "The boiler broke in the building," Barbera recounts, "and the director went to the Thun and Janssen families, who owned Vanity Fair, and asked if they would donate a boiler. They said, 'If you move it to West Reading, we'll build you a new hospital!'"
Today, Reading Hospital stands as the anchor institution of Tower Health, treating more than 111,000 patients in 2024—making it Pennsylvania's single busiest emergency site. The facility has grown into a Level I trauma center and the region’s only advanced comprehensive stroke center, while also serving as a teaching hospital partnered with Drexel University College of Medicine.
When COVID-19 hit in March 2020, every aspect of Reading Hospital’s operations was challenged to its core. The immense pressure wasn't just about treating an influx of very sick people, it was about completely reimagining how healthcare could be delivered—and fast.
"Like everyone else in business when COVID happened, we had to look at every aspect of our operations," P. Sue Perrotty, former Tower Health CEO and current board member, recalls. "But unlike most businesses, we couldn't just close our doors. We still had to take care of patients."
The pandemic revealed both strengths and areas needing improvement within the organization. "COVID allowed us to look under the hood and fix a lot of things that needed to be fixed in our company," Perrotty reflects. "We tightened up, and we're better today because of it."
During this time, leadership discovered that traditional approaches to staffing, operations and patient care needed fresh thinking. Pamela Hernandez, Executive Vice President and Chief Administrative People Officer, brought a renewed focus on employee engagement and support: "We work for the 11,000 employees. They don't work for us. And your best ideas come from your employees."
The pressure cooker of the pandemic revealed opportunities for continuous improvement across departments. Michael Stern, recently named Tower Health President and CEO, notes that this period accelerated necessary changes.
"We made decisions and operational improvements that would have taken years under normal circumstances," he said.
When COVID-19 hit in March 2020, every aspect of Reading Hospital’s operations was challenged to its core. The immense pressure wasn't just about treating an influx of very sick people, it was about completely reimagining how healthcare could be delivered—and fast.
"Like everyone else in business when COVID happened, we had to look at every aspect of our operations," P. Sue Perrotty, former Tower Health CEO and current board member, recalls. "But unlike most businesses, we couldn't just close our doors. We still had to take care of patients."
The pandemic revealed both strengths and areas needing improvement within the organization. "COVID allowed us to look under the hood and fix a lot of things that needed to be fixed in our company," Perrotty reflects. "We tightened up, and we're better today because of it."
During this time, leadership discovered that traditional approaches to staffing, operations and patient care needed fresh thinking. Pamela Hernandez, Executive Vice President and Chief Administrative People Officer, brought a renewed focus on employee engagement and support: "We work for the 11,000 employees. They don't work for us. And your best ideas come from your employees."
The pressure cooker of the pandemic revealed opportunities for continuous improvement across departments. Michael Stern, recently named Tower Health President and CEO, notes that this period accelerated necessary changes.
"We made decisions and operational improvements that would have taken years under normal circumstances," he said.
Reading Hospital's response to these challenges wasn't just about survival—it was about fundamental transformation. The leadership team faced a clear truth: employee support hadn't been uniformly strong across all departments and roles. They implemented changes that touched every corner and corridor of the organization, from human resources to patient care. "We brought in a lot of changes to ensure that if we treat our employees with compassion, they'll continue to treat our patients with compassion," Perrotty explains.
This philosophy led to concrete changes in how the organization operates. The HR team revamped policies that had been in place for decades, making them more employee friendly. "Many times, the mission is a statement to the outside world," notes Hernandez. "But first you’ve got to make sure you're doing it right on the inside, too."
The organization made tough decisions, including consolidating facilities to ensure long-term sustainability. While closing two locations was difficult and impacted many, the leadership team approached these changes with compassion, ensuring every affected employee received a job offer within the organization.
These changes have paid off. The hospital has seen significant improvements in patient satisfaction, employee retention and financial stability. As Dr. Barbera puts it, "We're not just fixing problems—we're building something better."
Reading Hospital's response to these challenges wasn't just about survival—it was about fundamental transformation. The leadership team faced a clear truth: employee support hadn't been uniformly strong across all departments and roles. They implemented changes that touched every corner and corridor of the organization, from human resources to patient care. "We brought in a lot of changes to ensure that if we treat our employees with compassion, they'll continue to treat our patients with compassion," Perrotty explains.
This philosophy led to concrete changes in how the organization operates. The HR team revamped policies that had been in place for decades, making them more employee friendly. "Many times, the mission is a statement to the outside world," notes Hernandez. "But first you’ve got to make sure you're doing it right on the inside, too."
The organization made tough decisions, including consolidating facilities to ensure long-term sustainability. While closing two locations was difficult and impacted many, the leadership team approached these changes with compassion, ensuring every affected employee received a job offer within the organization.
These changes have paid off. The hospital has seen significant improvements in patient satisfaction, employee retention and financial stability. As Dr. Barbera puts it, "We're not just fixing problems—we're building something better."
As Reading Hospital emerges from this period of transformation, innovation and improvement continue to drive its future. A new cardiac catheterization laboratory, funded by Reading Hospital Foundation and in part through the Greater Berks Development Fund (GBDF), an affiliate of the Greater Reading Chamber Alliance (GRCA), represents just one example of the hospital's commitment to advancing patient care.
The results speak for themselves. The organization has turned cash flow positive while maintaining excellence in clinical care. Employee-driven initiatives, including its "Wildly Important Goals" program, have generated $5.5 million in savings through practical improvements in everything from service hours to quality measures.
As one of Berks County's largest employers, Reading Hospital's impact extends far beyond healthcare. With thousands of employees living and working locally, partnerships with area colleges including Drexel University's College of Medicine, and a commitment to sourcing supplies from local vendors when possible, the hospital helps drive the region's economy. Annually, nearly 70% of Reading’s population passes through the Reading Hospital’s doors and about a quarter of its citizens are served by the Emergency Department.
The organization's commitment to positive change now shines brightly in workplace culture. "We're working hard on bringing the fun back to work," Hernandez explains. "Whether it's Hospital Week or celebrating different departments, we want our team to feel valued and connected." This commitment shows up in creative ways—from lobby digital screens showcasing employee achievements and milestones to a mantra contest to a "Shark Tank" style competition where employees pitch innovative ideas for improving patient care and workplace culture.
With team members from every level collaborating to shape the hospital's future. "We had over a hundred ideas submitted," one team member shares. "And it's become this fun day where everyone gets involved, even our newest employees bringing fresh perspectives to longtime challenges."
As Reading Hospital emerges from this period of transformation, innovation and improvement continue to drive its future. A new cardiac catheterization laboratory, funded by Reading Hospital Foundation and in part through the Greater Berks Development Fund (GBDF), an affiliate of the Greater Reading Chamber Alliance (GRCA), represents just one example of the hospital's commitment to advancing patient care.
The results speak for themselves. The organization has turned cash flow positive while maintaining excellence in clinical care. Employee-driven initiatives, including its "Wildly Important Goals" program, have generated $5.5 million in savings through practical improvements in everything from service hours to quality measures.
As one of Berks County's largest employers, Reading Hospital's impact extends far beyond healthcare. With thousands of employees living and working locally, partnerships with area colleges including Drexel University's College of Medicine, and a commitment to sourcing supplies from local vendors when possible, the hospital helps drive the region's economy. Annually, nearly 70% of Reading’s population passes through the Reading Hospital’s doors and about a quarter of its citizens are served by the Emergency Department.
The organization's commitment to positive change now shines brightly in workplace culture. "We're working hard on bringing the fun back to work," Hernandez explains. "Whether it's Hospital Week or celebrating different departments, we want our team to feel valued and connected." This commitment shows up in creative ways—from lobby digital screens showcasing employee achievements and milestones to a mantra contest to a "Shark Tank" style competition where employees pitch innovative ideas for improving patient care and workplace culture.
With team members from every level collaborating to shape the hospital's future. "We had over a hundred ideas submitted," one team member shares. "And it's become this fun day where everyone gets involved, even our newest employees bringing fresh perspectives to longtime challenges."
Innovation on the Horizon
Through wars and pandemics, cultural revolutions and dramatic changes in medicine, Reading Hospital still stands strong. In any era of unprecedented change, Reading Hospital proves that with the right balance of tradition and transformation, institutions can not only survive but thrive. From investing in cutting-edge technology to fostering a more supportive workplace culture, Reading Hospital continues to evolve to meet tomorrow's healthcare needs. But perhaps most importantly, it remains what it has always been: a place where community members can turn in their moments of greatest need and joy, where compassion and innovation come together to light the way forward.
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