WVU Medicine-Weirton Medical Center

WVU Medicine-Weirton Medical Center, located at 601 Colliers Way in Weirton, WV, is a 238-bed acute care hospital. As a full member of the WVU Medicine system, we are part of an extensive network of doctors, hospitals, clinics, and specialized institutes across West Virginia, southwestern Pennsylvania, western Maryland, and eastern Ohio. With over 1,400 employees, we are dedicated to providing exceptional, compassionate healthcare to the Upper Ohio Valley and the tri-state region. Since becoming part of WVU Medicine on January 1, 2025, we have expanded access to world-class specialists and subspecialists, ensuring patients receive advanced care close to home.

Identifiers

Hospital Name WVU Medicine-Weirton Medical Center
Facility ID 510023

Location

Address 601 COLLIERS WAY
City/Town Weirton
State WV
ZIP Code 26062
County/Parish HANCOCK

Health System

Health System WVU Medicine
Health System Website Domain wvumedicine.org
Recently Joined Health System (Past 4 Years) Yes

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 Government - Local
Ownership Details WVU Medicine
Emergency Services Yes

David Artman

President and CEO

Became President and CEO on January 1, 2025. Previously served as the hospital's chief operations officer. Has been with Weirton Medical Center since 2012 and previously served as CEO for Kindred Healthcare at Heritage Valley and Kindred Healthcare at Mercy Hospital Pittsburgh.

John C. Frankovitch

President Emeritus and Strategic Advisor

Retired as President and Chief Executive Officer at the end of 2024. Held the post since 2016. Will remain involved as president emeritus of the board of trustees and a strategic adviser, assisting to guide the transition process to WVU Medicine.

Joseph Sayut

Chief Financial Officer

NA

Lisa Conti

Vice President of Ppi Operations

NA

Cristen Nopwaskey

Chief Information Officer

Took the leap into the Healthcare IT field as an RN and an Informatics Council Chair.

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 238

Staffing & Personnel

FTE Employees on Payroll 879.67
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8548
Inpatient Days (Title XIX) 1298
Total Inpatient Days 22536
Bed Count 127
Available Bed Days 46355
Discharges (Title V) NA
Discharges (Title XVIII) 2181
Discharges (Title XIX) 171
Total Discharges 5571

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7792
Inpatient Days (Title XIX; Adults & Peds) 671
Total Inpatient Days (Adults & Peds) 20007
Bed Count (Adults & Peds) 117
Available Bed Days (Adults & Peds) 42705
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2181
Discharges (Title XIX; Adults & Peds) 171
Total Discharges (Adults & Peds) 5571

Quality Summary

Care Quality Stengths 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 an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital

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 54%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 No Different 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 173

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -3.1
Readmission Score Hospital Return Days for Heart Failure Patients -14.4
Readmission Score Hospital Return Days for Pneumonia Patients -13.1
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.7
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.5
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.5
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 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) 1.808
CAUTI SIR (Standardized Infection Ratio) 1.144
SSI SIR (Standardized Infection Ratio) 0.410
CDI SIR (Standardized Infection Ratio) 0.532
MRSA SIR (Standardized Infection Ratio) 1.148

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $4,852
Bad Debt Expense $7,640
Uncompensated Care Cost $6,451
Total Uncompensated Care $18,020

Operating Expenses ($ thousands)

Total Salaries $60,714
Overhead Expenses (Non-Salary) $104,583
Depreciation Expense $4,412
Total Operating Costs $147,263

Charges ($ thousands)

Inpatient Charges $230,568
Outpatient Charges $520,685
Total Patient Charges $751,253

Wage-Related Details ($ thousands)

Core Wage Costs $15,059
Wage Costs (RHC/FQHC)
Adjusted Salaries $60,714
Contract Labor (Patient Care) $6,034
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $12,497
Short-Term Investments
Notes Receivable
Accounts Receivable $112,910
Allowance for Doubtful Accounts $-87,740
Inventory $3,757
Prepaid Expenses $1,745
Other Current Assets
Total Current Assets $69,146

Balance Sheet – Fixed Assets ($ thousands)

Land Value $152
Land Improvements Value $3,319
Building Value $68,250
Leasehold Improvements $1,740
Fixed Equipment Value $15,846
Major Movable Equipment $60,801
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $30,175

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $12,254
Other Assets
Total Other Assets $12,254
Total Assets $111,575

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,199
Salaries & Wages Payable $6,022
Payroll Taxes Payable $1,460
Short-Term Debt $4,514
Deferred Revenue
Other Current Liabilities $9,247
Total Current Liabilities $28,442

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $54,617
Total Long-Term Liabilities $54,617
Total Liabilities $83,059

Balance Sheet – Equity ($ thousands)

General Fund Balance $28,516
Total Fund Balances $28,516
Total Liabilities & Equity $111,575

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $17,298
Outlier Payments
DSH Adjustment $337
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $263,214
Outpatient Revenue $491,771
Total Patient Revenue $754,985
Contractual Allowances & Discounts $572,594
Net Patient Revenue $182,391
Total Operating Expenses $165,297
Net Service Income $17,094
Other Income $9,180
Total Income $26,274
Other Expenses $1,402
Net Income $24,872

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,997
Medicaid Charges $115,117
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