WVU Medicine Princeton Community Hospital, located at 122 12th Street in Princeton, WV, is a leading healthcare provider in southern West Virginia. As a full member of the WVU Medicine health system, we offer a wide range of services with a commitment to excellent patient experiences. Our 203-bed acute care facility is fully accredited and recognized by U.S. News & World Report as a high-performing hospital for COPD, heart failure, and knee replacement. With 420 physicians and mid-level providers, we also operate a 64-bed psychiatric hospital and multiple primary and specialty care clinics through Mercer Medical Group, ensuring accessible and dependable care for our community. We strive for a culture of trust, integrity, and compassion, always ready when you need us.
| Hospital Name | WVU Medicine Princeton Community Hospital |
|---|---|
| Facility ID | 510046 |
| Address | 122 12TH STREET |
|---|---|
| City/Town | Princeton |
| State | WV |
| ZIP Code | 24740 |
| County/Parish | MERCER |
| Health System | WVU Medicine |
|---|---|
| Health System Website Domain | wvumedicine.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 23 |
|---|---|
| Health System Total Beds | 3350 |
| Health System Hospital Locations | Maryland, Ohio, Pennsylvania and West Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Local |
| Ownership Details | WVU Medicine |
| Emergency Services | Yes |
Karen L. Bowling currently serves as Executive Vice President Government Affairs for West Virginia University Health System (WVU Medicine) and as the President and CEO for Princeton Community Hospital. [2] Prior to these positions, Karen was Cabinet Secretary of the West Virginia Department of Health and Human Resources (DHHR) under Governor Earl Ray Tomblin from 2013 until January of 2017. [2] Before taking the helm of DHHR, Bowling held a variety of direct care and leadership positions in the health care and education arena. [2] Her career started as an emergency room nurse in a small rural hospital in Wyoming County. [2] She continued to work in acute care and hospital supervision until 1983, when she joined the Wyoming County Board of Education to develop the School Health Program. [2] Bowling served in a number of management capacities in both the hospital setting and higher education until 1990 when she began working in hospital administration. [2] In 2001, Bowling became the CEO of Raleigh General Hospital in Beckley, West Virginia. [2] She has served in various leadership roles at the West Virginia Hospital Association, including Chairperson. [2] She was a board member of many not-for-profit organizations. [2] A native of Mullens, West Virginia, Bowling graduated from Bluefield State College with an Associate Degree in Nursing. [2] She continued her education at West Virginia University, where she received a Bachelor of Science in Nursing and a Master of Science in Primary Healthcare Nursing. [2] She also earned an MS in Higher Education. [2]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 267 |
|---|
| FTE Employees on Payroll | 1212.04 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11490 |
| Inpatient Days (Title XIX) | 3157 |
| Total Inpatient Days | 35657 |
| Bed Count | 115 |
| Available Bed Days | 41975 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2043 |
| Discharges (Title XIX) | 211 |
| Total Discharges | 5991 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8922 |
| Inpatient Days (Title XIX; Adults & Peds) | 2529 |
| Total Inpatient Days (Adults & Peds) | 26794 |
| Bed Count (Adults & Peds) | 97 |
| Available Bed Days (Adults & Peds) | 35405 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2043 |
| Discharges (Title XIX; Adults & Peds) | 211 |
| Total Discharges (Adults & Peds) | 5991 |
| 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. |
|---|---|
| Care Quality Concerns | Patients report challenges the cleanliness of the hospital. Hospital struggles with high infection rates |
| 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 | 55% |
|---|
| 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 | |
| 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) | 171 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 15.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| 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 | 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 | Not Available |
| 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) | 3.082 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.671 |
| SSI SIR (Standardized Infection Ratio) | 1.027 |
| CDI SIR (Standardized Infection Ratio) | 0.760 |
| MRSA SIR (Standardized Infection Ratio) | 2.206 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $705 |
|---|---|
| Bad Debt Expense | $11,375 |
| Uncompensated Care Cost | $3,654 |
| Total Uncompensated Care | $10,079 |
| Total Salaries | $83,896 |
|---|---|
| Overhead Expenses (Non-Salary) | $169,217 |
| Depreciation Expense | $9,280 |
| Total Operating Costs | $190,323 |
| Inpatient Charges | $257,916 |
|---|---|
| Outpatient Charges | $524,404 |
| Total Patient Charges | $782,320 |
| Core Wage Costs | $19,008 |
|---|---|
| Wage Costs (RHC/FQHC) | $35 |
| Adjusted Salaries | $83,896 |
| Contract Labor (Patient Care) | $10,507 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $51,229 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $113,745 |
| Allowance for Doubtful Accounts | |
| Inventory | $5,502 |
| Prepaid Expenses | $1,873 |
| Other Current Assets | $5,887 |
| Total Current Assets | $99,183 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $57,074 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $52,012 |
| Long-Term Investments | |
|---|---|
| Other Assets | $24,760 |
| Total Other Assets | $24,760 |
| Total Assets | $175,955 |
| Accounts Payable | $12,629 |
|---|---|
| Salaries & Wages Payable | $6,071 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,449 |
| Deferred Revenue | |
| Other Current Liabilities | $1,297 |
| Total Current Liabilities | $21,447 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $57,000 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $36,964 |
| Total Long-Term Liabilities | $93,964 |
| Total Liabilities | $115,411 |
| General Fund Balance | $60,544 |
|---|---|
| Total Fund Balances | $60,544 |
| Total Liabilities & Equity | $175,955 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,354 |
| DRG (Post-Oct 1) | $14,217 |
| Outlier Payments | |
| DSH Adjustment | $960 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $251,422 |
|---|---|
| Outpatient Revenue | $576,144 |
| Total Patient Revenue | $827,566 |
| Contractual Allowances & Discounts | $537,316 |
| Net Patient Revenue | $290,250 |
| Total Operating Expenses | $253,113 |
| Net Service Income | $37,137 |
| Other Income | $12,822 |
| Total Income | $49,959 |
| Other Expenses | |
| Net Income | $49,959 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $31,281 |
| Medicaid Charges | $194,394 |
| Net CHIP Revenue | $282 |
| CHIP Charges | $957 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |