Sentara RMH Medical Center, located in Harrisonburg, VA, is a 238-bed community hospital dedicated to providing high-quality, patient-centered care to a seven-county region in the Shenandoah Valley. As a Magnet-recognized facility, we are committed to clinical excellence and patient safety. Our comprehensive services include behavioral health, cancer care, heart and vascular services, emergency medicine, maternity care, and more. Since 1912, we have proudly served the community and continue to evolve to meet your healthcare needs while partnering with local organizations to enhance community health. At Sentara RMH, our commitment to serving you remains constant.
| Hospital Name | Sentara RMH Medical Center |
|---|---|
| Facility ID | 490004 |
| Address | 2010 HEALTH CAMPUS DRIVE |
|---|---|
| City/Town | Harrisonburg |
| State | VA |
| ZIP Code | 22801 |
| County/Parish | HARRISONBURG CITY |
| Health System | Sentara Health |
|---|---|
| Health System Website Domain | sentara.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 12 |
|---|---|
| Health System Total Beds | 2686 |
| Health System Hospital Locations | North Carolina and Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sentara Healthcare |
| Emergency Services | Yes |
Doug Moyer is the president of Sentara RMH Medical Center, a 238-bed hospital located in Harrisonburg, Va. He joined Sentara in January of 2017. Prior to this, he was CEO for CHS Virginia Hospital Network and for CHS/Southside Regional Medical Center in Petersburg since 2000. Moyer began his healthcare career as an athletic trainer in a sports medicine physical therapy program. From 1998-1999 he was director of physical therapy/program development for Johns Hopkins Health System, where he completed his administrative residency and fellowship. He holds a Master of Science in Health Administration from Virginia Commonwealth University and a Bachelor of Science in Community Health from Ohio University. Moyer has a track record of producing results with physician recruitment and retention, is accustomed to working in a competitive marketplace and in a multi-hospital system, and has had administrative responsibility over the construction of a replacement hospital facility. As president, Moyer is focused on delivering quality care and the best possible patient experience.
Dr. Robert Garwood is the Chief Medical Officer and Medical Director of General and Bariatric Surgery at Sentara RMH Medical Center. He is a Surgery specialist practicing in Harrisonburg, VA, with 24 years of experience, and is affiliated with Sentara RMH Medical Center. Dr. Garwood graduated from the Pennsylvania State University College of Medicine in 2001. He specializes in General Surgery and is noted for explaining conditions well to patients. He also offers telehealth appointments. Dr. Garwood performs procedures such as Gallbladder Removal, and treats conditions like Gallstones and Cholecystitis and Gallstones at Sentara RMH Medical Center. His professional background also includes research and publications in medical journals related to surgical outcomes.
Gina Yost was named Chief Nursing Officer (CNO) for Sentara RMH Medical Center in February 2023. She is a registered nurse with more than 29 years of clinical and leadership experience. Yost has been a team member of Sentara in Harrisonburg for 27 years, serving in several supervisory capacities, including three years as the Director of Surgical Services. A Shenandoah Valley native, she has clinical experience in critical care, emergency medicine, and surgical care. As CNO, Yost is responsible for patient care departments, recruitment and retention strategies for nursing personnel, continuing education for nurses, and standards of care and policies. She holds a Master of Science in Nursing Administration from Liberty University and a Bachelor of Science in Nursing from James Madison University, and is pursuing a Doctor of Nursing Practice from Liberty University, expected in December 2024. She is a member of the American Nurses Association, Virginia Nurses Association, American Organization for Nursing Leadership, and Virginia Organization for Nurse Executives and Leaders.
Catherine Hughes was hired as Vice President of Operations for Sentara RMH Medical Center, starting in March 2022. Prior to this role, she was the Director of Patient Care Services at Sentara Martha Jefferson Hospital. Hughes brings 18 years of experience with oversight over both clinical and operational services, including the Outpatient Surgery Center, Medical Imaging, Wound Care, Patient Satisfaction, Facilities, Nutrition Services, Environmental Services, Security, and Guest Services. She holds a Master of Science in Business Administration with a focus on Strategic Planning and Marketing from Walden University, and a Bachelor of Science in Culinary Nutrition Arts from Johnson & Wales University. She is a Registered Dietitian and a member of the American College of Healthcare Executives (ACHE). Hughes is described as a passionate and engaged leader with a proven track record of leading successful teams and developing and implementing strategic plans for organizational quality improvement, service line growth, and employee engagement.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 238 |
|---|
| FTE Employees on Payroll | 1700.81 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 18429 |
| Inpatient Days (Title XIX) | 1646 |
| Total Inpatient Days | 48317 |
| Bed Count | 238 |
| Available Bed Days | 86870 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3777 |
| Discharges (Title XIX) | 347 |
| Total Discharges | 11281 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17214 |
| Inpatient Days (Title XIX; Adults & Peds) | 1159 |
| Total Inpatient Days (Adults & Peds) | 33896 |
| Bed Count (Adults & Peds) | 204 |
| Available Bed Days (Adults & Peds) | 74460 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3777 |
| Discharges (Title XIX; Adults & Peds) | 347 |
| Total Discharges (Adults & Peds) | 11281 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns |
| 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 | 63% |
|---|
| 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 | Better 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) | 169 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 0.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -4.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.9 |
| Readmission Score Rate of Readmission for CABG | 10.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days 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 | No Different 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) | 1.062 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.275 |
| SSI SIR (Standardized Infection Ratio) | 1.458 |
| CDI SIR (Standardized Infection Ratio) | 0.412 |
| MRSA SIR (Standardized Infection Ratio) | 1.333 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $10,136 |
|---|---|
| Bad Debt Expense | $12,605 |
| Uncompensated Care Cost | $14,109 |
| Total Uncompensated Care | $17,108 |
| Total Salaries | $173,004 |
|---|---|
| Overhead Expenses (Non-Salary) | $330,409 |
| Depreciation Expense | $20,350 |
| Total Operating Costs | $360,868 |
| Inpatient Charges | $399,832 |
|---|---|
| Outpatient Charges | $759,830 |
| Total Patient Charges | $1,159,662 |
| Core Wage Costs | $30,855 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $173,004 |
| Contract Labor (Patient Care) | $10,046 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $15,453 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $63,733 |
| Allowance for Doubtful Accounts | |
| Inventory | $8,308 |
| Prepaid Expenses | $4,431 |
| Other Current Assets | |
| Total Current Assets | $113,131 |
| Land Value | $19,374 |
|---|---|
| Land Improvements Value | $4,677 |
| Building Value | $50,570 |
| Leasehold Improvements | $40 |
| Fixed Equipment Value | $46,465 |
| Major Movable Equipment | $121,307 |
| Minor Depreciable Equipment | $12 |
| Health IT Assets | |
| Total Fixed Assets | $111,613 |
| Long-Term Investments | $40,166 |
|---|---|
| Other Assets | $20,863 |
| Total Other Assets | $61,029 |
| Total Assets | $285,773 |
| Accounts Payable | $14,391 |
|---|---|
| Salaries & Wages Payable | $13,494 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $11,807 |
| Total Current Liabilities | $64,190 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $13,175 |
| Total Long-Term Liabilities | $13,175 |
| Total Liabilities | $77,365 |
| General Fund Balance | $208,408 |
|---|---|
| Total Fund Balances | $208,408 |
| Total Liabilities & Equity | $285,773 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $31,479 |
| DRG (Post-Oct 1) | $11,251 |
| Outlier Payments | |
| DSH Adjustment | $1,146 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $17,672 |
| Total IME Payments |
| Inpatient Revenue | $399,832 |
|---|---|
| Outpatient Revenue | $759,830 |
| Total Patient Revenue | $1,159,662 |
| Contractual Allowances & Discounts | $751,357 |
| Net Patient Revenue | $408,305 |
| Total Operating Expenses | $501,428 |
| Net Service Income | $-93,122 |
| Other Income | $5,990 |
| Total Income | $-87,132 |
| Other Expenses | |
| Net Income | $-87,132 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $36,726 |
| Medicaid Charges | $163,719 |
| Net CHIP Revenue | $154 |
| CHIP Charges | $648 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |