Smyth County Community Hospital

Smyth County Community Hospital, located at 245 Medical Park Drive in Marion, VA, is your trusted community healthcare provider. As part of the Ballad Health system, our 44-bed hospital offers a wide range of services, including 24/7 emergency care with physician access, surgery, and rehabilitation. We are dedicated to providing high-quality, compassionate care to the Appalachian Highlands. Our facility also houses a medical office building and offers convenient pharmacy and lab services.

Identifiers

Hospital Name Smyth County Community Hospital
Facility ID 490038

Location

Address 245 MEDICAL PARK DRIVE
City/Town Marion
State VA
ZIP Code 24354
County/Parish SMYTH

Health System

Health System Ballad Health
Health System Website Domain balladhealth.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 16
Health System Total Beds 2519
Health System Hospital Locations Tennessee and Virginia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Ballad Health
Emergency Services Yes

Dale Clark

Vice President and Chief Executive Officer

Experienced healthcare executive named to the role in May 2021. He previously served as interim vice president and chief executive officer for Wise County hospitals in Ballad Health's Northwest Market and as chief operating officer for Indian Path Community Hospital. Clark began his medical career as a pharmacist in 1984 and has held administrative and management positions since the mid-1990s at various healthcare facilities. He is a licensed pharmacist and a fellow in the American College of Healthcare Executives. Clark earned a bachelor's degree in pharmacy from Virginia Commonwealth University and a master's degree in health administration from Virginia Commonwealth University.

Brooke Davis

Chief Financial Officer

Selected to serve as the chief financial officer of Johnston Memorial Hospital, Smyth County Community Hospital, and Russell County Hospital, effective December 1, 2024. She oversees the financial operations, including strategic financial planning, budget development and management, and coordination of fiscal performance. Davis has over five years of executive experience in healthcare finance, previously serving as chief financial officer for Ballad Health's behavioral health service line. She began her career at Ballad Health in 2019 as a financial analyst. Davis earned a bachelor's degree in accounting and marketing management from Virginia Tech and a master's degree in business administration from East Tennessee State University.

Chad Couch, MD

President, Northern Region (Ballad Health)

NA

Mhroos Peters, MD

VP, Chief Medical Officer

NA

Trista Ruff, RN

Associate Administrator/Chief Nursing Officer - SCCH

NA

Erica Dillard, CPA

Controller

NA

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 170

Staffing & Personnel

FTE Employees on Payroll 137.48
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 1078
Inpatient Days (Title XIX) 45
Total Inpatient Days 2929
Bed Count 20
Available Bed Days 7300
Discharges (Title V) NA
Discharges (Title XVIII) 339
Discharges (Title XIX) 13
Total Discharges 878

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 1033
Inpatient Days (Title XIX; Adults & Peds) 45
Total Inpatient Days (Adults & Peds) 2705
Bed Count (Adults & Peds) 16
Available Bed Days (Adults & Peds) 5840
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 339
Discharges (Title XIX; Adults & Peds) 13
Total Discharges (Adults & Peds) 878

Quality Summary

Care Quality Stengths Average 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.
Care Quality Concerns Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. 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 69%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
Mortality Group – Postoperative Wound Dehiscence Rate
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate
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) 146

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 20
Readmission Score Hospital Return Days for Pneumonia Patients 28.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13
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
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 17.9
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.6
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 More 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 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 Number of Cases Too Small
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) N/A
CDI SIR (Standardized Infection Ratio) 0.000
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $597
Bad Debt Expense $1,952
Uncompensated Care Cost $1,012
Total Uncompensated Care $1,012

Operating Expenses ($ thousands)

Total Salaries $15,472
Overhead Expenses (Non-Salary) $32,300
Depreciation Expense $3,642
Total Operating Costs $42,077

Charges ($ thousands)

Inpatient Charges $47,895
Outpatient Charges $159,951
Total Patient Charges $207,846

Wage-Related Details ($ thousands)

Core Wage Costs $2,021
Wage Costs (RHC/FQHC) $45
Adjusted Salaries $13,385
Contract Labor (Patient Care) $1,539
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $27
Short-Term Investments
Notes Receivable
Accounts Receivable $20,024
Allowance for Doubtful Accounts $-15,213
Inventory $980
Prepaid Expenses $106
Other Current Assets $1,551
Total Current Assets $10,279

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,085
Land Improvements Value $798
Building Value $57,806
Leasehold Improvements $63
Fixed Equipment Value $16,181
Major Movable Equipment $40,801
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $46,857

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $669
Other Assets $342
Total Other Assets $1,010
Total Assets $58,146

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,121
Salaries & Wages Payable $1,591
Payroll Taxes Payable
Short-Term Debt $52
Deferred Revenue
Other Current Liabilities $190
Total Current Liabilities $4,011

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $15,392
Unsecured Loans
Other Long-Term Liabilities $353
Total Long-Term Liabilities $15,745
Total Liabilities $19,756

Balance Sheet – Equity ($ thousands)

General Fund Balance $38,390
Total Fund Balances $38,390
Total Liabilities & Equity $58,146

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $688
DRG (Post-Oct 1) $1,902
Outlier Payments
DSH Adjustment $28
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $77,352
Outpatient Revenue $130,516
Total Patient Revenue $207,867
Contractual Allowances & Discounts $162,115
Net Patient Revenue $45,753
Total Operating Expenses $47,771
Net Service Income $-2,018
Other Income $407
Total Income $-1,612
Other Expenses
Net Income $-1,612

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $4,162
Medicaid Charges $44,459
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Infor
ERP Version Unknown
EHR is Changing NA