Braxton County Memorial Hospital

Braxton County Memorial Hospital, located at 230 Hospital Plaza, Weston, WV, is your community hospital dedicated to providing excellent healthcare services with personal attention. As a member of WVU Medicine, we offer high-quality healthcare close to home, including 24-hour emergency care, inpatient and outpatient surgery, and home health services. Established in 1981, we are a non-profit critical access hospital committed to serving the communities of Braxton and surrounding counties. We strive every day to make a difference in our patients' lives by providing compassionate, patient-centered care.

Identifiers

Hospital Name Braxton County Memorial Hospital
Facility ID 510038

Location

Address 230 HOSPITAL PLAZA
City/Town Weston
State WV
ZIP Code 26452
County/Parish LEWIS

Health System

Health System WVU Medicine
Health System Website Domain wvumedicine.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 23
Health System Total Beds 3350
Health System Hospital Locations Maryland, Ohio, Pennsylvania and West Virginia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details WVU Medicine
Emergency Services Yes

David Hess

Regional CEO

MD

Leslie Lawson

President

MBA, FACHE. Accomplished healthcare executive, most recently served as chief operating officer of WVU Medicine Thomas Hospitals, overseeing hospital operations and strategic growth initiatives. Brings expertise in hospital administration, physician practice management, financial stewardship, and clinical program development. Previously played a key role in expanding the WVU Heart and Vascular Institute. Held leadership positions at WVU Hospitals, instrumental in service line development, physician recruitment, and operational improvements. Helped establish WVU's telestroke network and advanced key programs in stroke, cancer, and cardiovascular care. Over 34 years of leadership experience.

Christopher Conrad

Chief Medical Officer/Chief of Staff

DO

Darla Gant

Medical Director of RHC

MD

Kimberly Harvey

Director of Clinical Services

NA

Tim Lewis

Vice President of Patient Care Services

NP

Russell Plywaczynski

Vice President of Finance

CPA

Melissa Rose

Director of Compliance/Risk Management

RN, BSN

Trista Rush

Director of Quality

RN, BSN

Walt Smith

Director of Radiology and Clinical Support Services

RT (R) CT

Kendra Westfall

AVP Human Resources, United Hospital Center

MBA, MS, BSN, RN

Residency Programs

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

Capacity & Services

Licensed Beds 70

Staffing & Personnel

FTE Employees on Payroll 282.33
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 624
Inpatient Days (Title XIX) 91
Total Inpatient Days 2279
Bed Count 49
Available Bed Days 17885
Discharges (Title V) NA
Discharges (Title XVIII) 173
Discharges (Title XIX) 23
Total Discharges 702

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 610
Inpatient Days (Title XIX; Adults & Peds) 21
Total Inpatient Days (Adults & Peds) 2008
Bed Count (Adults & Peds) 43
Available Bed Days (Adults & Peds) 15695
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 173
Discharges (Title XIX; Adults & Peds) 23
Total Discharges (Adults & Peds) 702

Quality Summary

Care Quality Stengths Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours
Care Quality Concerns Hospital struggles with high infection rates

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 62%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group – Death Rate for Heart Attack Patients
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 No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 103

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -3.8
Readmission Score Hospital Return Days for Pneumonia Patients 18.5
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.2
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 Not Available
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 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.8
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 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 Number of cases too small
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) N/A
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $233
Bad Debt Expense $152
Uncompensated Care Cost $284
Total Uncompensated Care $1,275

Operating Expenses ($ thousands)

Total Salaries $10,274
Overhead Expenses (Non-Salary) $14,872
Depreciation Expense $1,113
Total Operating Costs $21,231

Charges ($ thousands)

Inpatient Charges $20,026
Outpatient Charges $52,538
Total Patient Charges $72,564

Wage-Related Details ($ thousands)

Core Wage Costs $1,248
Wage Costs (RHC/FQHC)
Adjusted Salaries $10,274
Contract Labor (Patient Care) $242
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $4,892
Short-Term Investments
Notes Receivable
Accounts Receivable $4,593
Allowance for Doubtful Accounts
Inventory $1,130
Prepaid Expenses $4,291
Other Current Assets
Total Current Assets $14,906

Balance Sheet – Fixed Assets ($ thousands)

Land Value $10,640
Land Improvements Value
Building Value $7,344
Leasehold Improvements
Fixed Equipment Value $5,444
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $22,511

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $32,933
Other Assets $1,588
Total Other Assets $34,522
Total Assets $71,939

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,327
Salaries & Wages Payable $1,758
Payroll Taxes Payable
Short-Term Debt $2,111
Deferred Revenue
Other Current Liabilities $-1,879
Total Current Liabilities $4,317

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $16
Unsecured Loans
Other Long-Term Liabilities $4,237
Total Long-Term Liabilities $4,253
Total Liabilities $8,570

Balance Sheet – Equity ($ thousands)

General Fund Balance $63,369
Total Fund Balances $63,369
Total Liabilities & Equity $71,939

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $1,419
Outlier Payments
DSH Adjustment $63
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $20,686
Outpatient Revenue $59,174
Total Patient Revenue $79,860
Contractual Allowances & Discounts $56,505
Net Patient Revenue $23,355
Total Operating Expenses $25,146
Net Service Income $-1,791
Other Income $915
Total Income $-876
Other Expenses $325
Net Income $-1,201

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $2,836
Medicaid Charges $19,501
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