Morgan County ARH Hospital, located in West Liberty, KY, is your community-focused healthcare provider. As part of the Appalachian Regional Healthcare system, we offer essential medical services including emergency care, surgery, and comprehensive rehabilitation. Our 25-bed critical access hospital features a Med Surg unit, critical care capabilities, and a dedicated emergency department. We are a non-profit hospital committed to providing patient-centered care in a welcoming environment. Recent renovations enhance patient comfort, ensuring your well-being is our top priority.
| Hospital Name | Morgan County ARH Hospital |
|---|---|
| Facility ID | 181307 |
| Address | 476 LIBERTY ROAD |
|---|---|
| City/Town | West Liberty |
| State | KY |
| ZIP Code | 41472 |
| County/Parish | MORGAN |
| Health System | Appalachian Regional Healthcare |
|---|---|
| Health System Website Domain | arh.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 15 |
|---|---|
| Health System Total Beds | 1324 |
| Health System Hospital Locations | Kentucky and West Virginia |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Appalachian Regional Healthcare |
| Emergency Services | Yes |
Allie Archer has been selected for the dual role of Chief Executive Officer and Chief Nursing Officer for Morgan County ARH Hospital in West Liberty, Kentucky. [6] Archer began her career with ARH in 2011 as part of the registered nursing staff at Highlands ARH Regional Medical Center before quickly transitioning into becoming the unit shift supervisor. For almost a decade, she served as the Director of Nursing at Highlands ARH until moving to Morgan County ARH Hospital to become the Chief Nursing Officer. From there, Archer became the Interim Chief Executive Officer for Morgan County ARH and Interim Chief Nursing Officer for Highlands Regional ARH. [6] Throughout her leadership roles, Archer built strong teams, strengthened the bonds between departments, and worked to form close relationships with surrounding facilities. Her approach is an excellent example of thinking outside the box. Intending to enhance patient care and the overall patient experience, she cultivates innovation by using alternate care models and looking for new approaches to ensure progress. [6] “I am grateful for this opportunity to continue serving our community and being part of an amazing organization that encourages me to keep learning and growing,” comments Archer. “We have a fantastic team here at Morgan County ARH and I'm proud to serve the folks who care for our family, friends, and neighbors.” [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 118 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 336 |
| Inpatient Days (Title XIX) | 26 |
| Total Inpatient Days | 1549 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 36 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 214 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 217 |
| Inpatient Days (Title XIX; Adults & Peds) | 26 |
| Total Inpatient Days (Adults & Peds) | 764 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 36 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 214 |
| 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. |
|---|---|
| Care Quality Concerns | NA |
| 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 | 74% |
|---|
| 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 | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| 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 |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 128 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | -4.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| 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) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| 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) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $142 |
|---|---|
| Bad Debt Expense | $1,251 |
| Uncompensated Care Cost | $527 |
| Total Uncompensated Care | $527 |
| Total Salaries | $8,753 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,247 |
| Depreciation Expense | $361 |
| Total Operating Costs | $19,620 |
| Inpatient Charges | $10,783 |
|---|---|
| Outpatient Charges | $54,577 |
| Total Patient Charges | $65,360 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $17 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $1,697 |
| Allowance for Doubtful Accounts | |
| Inventory | $311 |
| Prepaid Expenses | $4 |
| Other Current Assets | |
| Total Current Assets | $2,174 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $14,263 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $7,578 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $9,752 |
| Accounts Payable | $-2 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-2,732 |
| Total Current Liabilities | $-2,734 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $291 |
| Total Long-Term Liabilities | $291 |
| Total Liabilities | $-2,443 |
| General Fund Balance | $12,195 |
|---|---|
| Total Fund Balances | $12,195 |
| Total Liabilities & Equity | $9,752 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $10,783 |
|---|---|
| Outpatient Revenue | $54,577 |
| Total Patient Revenue | $65,360 |
| Contractual Allowances & Discounts | $48,325 |
| Net Patient Revenue | $17,035 |
| Total Operating Expenses | $21,000 |
| Net Service Income | $-3,965 |
| Other Income | $3,989 |
| Total Income | $24 |
| Other Expenses | |
| Net Income | $24 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,954 |
| Medicaid Charges | $17,101 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |