OhioHealth Van Wert Hospital

OhioHealth Van Wert Hospital, located at 1250 S Washington Street, Van Wert, OH, has provided quality care to Van Wert and surrounding communities for over a century. As part of the OhioHealth network, the hospital offers expanded services and access to a wide range of specialists while remaining committed to improving the health and wellness of all patients. The hospital delivers routine, emergency, and specialty care, with OhioHealth physicians providing advanced, patient-centered care to effectively meet your health needs. Recent renovations have modernized the facility, ensuring a comfortable experience for patients and visitors.

Identifiers

Hospital Name OhioHealth Van Wert Hospital
Facility ID 360071

Location

Address 1250 S WASHINGTON STREET
City/Town Van Wert
State OH
ZIP Code 45891
County/Parish VAN WERT

Health System

Health System OhioHealth
Health System Website Domain ohiohealth.com
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 14
Health System Total Beds 3515
Health System Hospital Locations Ohio

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details OhioHealth
Emergency Services No

Paula Stabler

President, OhioHealth Van Wert Hospital

Paula Stabler, MSN, RN, is the president of Van Wert Hospital, where she previously served as Chief Nursing Officer and senior director of patient care services from 2022-2025. A strategic, results-driven healthcare leader, Stabler brings extensive experience in clinical and operational leadership, patient-centered care, and hospital administration. She is passionate about serving the Van Wert community and mentoring the next generation of local healthcare providers. She has extensive experience in both for-profit and non-profit healthcare organizations. Stabler also served as director of Van Wert Health's Emergency Department and Emergency Medical Services from 2015 โ€“ 2020. Stabler is a graduate of Wright State University with a Bachelor of Science for nursing and received a Master of Science for nursing management and leadership from Western Governors University. She serves on the boards of the YWCA of Van Wert County and United Way of Van Wert County, the Energy Special Improvement District of Van Wert County, Van Wert Health Collaborative and Van Wert Overdose Prevention Coalition.

Leslie Beining

Chief Nursing Officer

Leslie Beining, MSN, RN, has been named chief nursing officer at OhioHealth Van Wert Hospital. She understands the importance of compassionate, collaborative care and is dedicated to empowering nurses.

Residency Programs

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

Capacity & Services

Licensed Beds 120

Staffing & Personnel

FTE Employees on Payroll 224.98
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 909
Inpatient Days (Title XIX) 107
Total Inpatient Days 3074
Bed Count 34
Available Bed Days 12410
Discharges (Title V) NA
Discharges (Title XVIII) 306
Discharges (Title XIX) 43
Total Discharges 1017

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 864
Inpatient Days (Title XIX; Adults & Peds) 47
Total Inpatient Days (Adults & Peds) 1765
Bed Count (Adults & Peds) 27
Available Bed Days (Adults & Peds) 9855
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 306
Discharges (Title XIX; Adults & Peds) 43
Total Discharges (Adults & Peds) 1017

Quality Summary

Care Quality Stengths High overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. 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 Hospital struggles with high infection rates

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication โ€“ Star Rating
Doctor Communication โ€“ Star Rating
Staff Responsiveness โ€“ Star Rating
Communication About Medicines โ€“ Star Rating
Discharge Information โ€“ Star Rating
Care Transition โ€“ Star Rating
Cleanliness โ€“ Star Rating
Quietness โ€“ Star Rating
Overall Hospital Rating โ€“ Star Rating
Recommend Hospital โ€“ Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 69%

Mortality Group Indicators

Mortality Group โ€“ Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Heart Attack Patients
Mortality Group โ€“ Death Rate for CABG Surgery Patients
Mortality Group โ€“ Death Rate for COPD Patients
Mortality Group โ€“ Death Rate for Heart Failure Patients
Mortality Group โ€“ Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group โ€“ Death Rate for Stroke Patients
Mortality Group โ€“ Pressure Ulcer Rate No Different Than National Average
Mortality Group โ€“ Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group โ€“ Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group โ€“ In-Hospital Fall with Hip Fracture Rate
Mortality Group โ€“ Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group โ€“ Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group โ€“ Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Sepsis Rate No Different Than National Average
Mortality Group โ€“ Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group โ€“ Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group โ€“ 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) 130

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients -45.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
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 1.1
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 Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement 3.8
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 14.9
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Number of Cases Too Small
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) No Different Than the National Rate
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 Number of Cases Too Small
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) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) 1.494
CDI SIR (Standardized Infection Ratio) 0.000
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 $595
Bad Debt Expense $2,374
Uncompensated Care Cost $1,715
Total Uncompensated Care $5,430

Operating Expenses ($ thousands)

Total Salaries $15,700
Overhead Expenses (Non-Salary) $49,234
Depreciation Expense $10,988
Total Operating Costs $59,875

Charges ($ thousands)

Inpatient Charges $26,378
Outpatient Charges $97,687
Total Patient Charges $124,065

Wage-Related Details ($ thousands)

Core Wage Costs $6,736
Wage Costs (RHC/FQHC) $207
Adjusted Salaries $15,700
Contract Labor (Patient Care) $748
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet โ€“ Current Assets ($ thousands)

Cash & Bank Balances $2,342
Short-Term Investments
Notes Receivable
Accounts Receivable $18,888
Allowance for Doubtful Accounts $-8,879
Inventory $404
Prepaid Expenses $965
Other Current Assets $2,640
Total Current Assets $16,361

Balance Sheet โ€“ Fixed Assets ($ thousands)

Land Value $5,225
Land Improvements Value
Building Value $71,749
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $56,501
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $66,564

Balance Sheet โ€“ Other Assets ($ thousands)

Long-Term Investments $13,399
Other Assets $8,848
Total Other Assets $22,248
Total Assets $105,172

Balance Sheet โ€“ Current Liabilities ($ thousands)

Accounts Payable $3,466
Salaries & Wages Payable $2,755
Payroll Taxes Payable
Short-Term Debt $1,133
Deferred Revenue
Other Current Liabilities $1,210
Total Current Liabilities $8,565

Balance Sheet โ€“ Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $58,564
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $58,564
Total Liabilities $67,130

Balance Sheet โ€“ Equity ($ thousands)

General Fund Balance $38,043
Total Fund Balances $38,043
Total Liabilities & Equity $105,172

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $1,937
DRG (Post-Oct 1)
Outlier Payments
DSH Adjustment $28
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $26,378
Outpatient Revenue $97,712
Total Patient Revenue $124,089
Contractual Allowances & Discounts $68,251
Net Patient Revenue $55,839
Total Operating Expenses $64,927
Net Service Income $-9,088
Other Income $2,918
Total Income $-6,170
Other Expenses
Net Income $-6,170

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,582
Medicaid Charges $20,174
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No