Riverside Walter Reed Hospital, located in Gloucester, VA, is a 67-bed acute care facility dedicated to providing exceptional and compassionate care. As the heart of the community, we offer a wide range of services, including 24-hour emergency care, a state-of-the-art Intensive Care Unit, and advanced surgical services. Our dedicated team of professionals and over 50 outstanding physicians are committed to meeting your healthcare needs with specialized services such as cancer care, heart and vascular treatment, orthopedics, women's health, and an advanced stroke network. Experience advanced care, comfort, and safety right here in your community.
| Hospital Name | Riverside Walter Reed Hospital |
|---|---|
| Facility ID | 490130 |
| Address | 7519 HOSPITAL ROAD |
|---|---|
| City/Town | Gloucester |
| State | VA |
| ZIP Code | 23061 |
| County/Parish | GLOUCESTER |
| Health System | Riverside Health System |
|---|---|
| Health System Website Domain | riversideonline.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 725 |
| Health System Hospital Locations | Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Riverside Health System |
| Emergency Services | Yes |
Shelly M. Johnson has been serving as president of Riverside Walter Reed Hospital since August 1 of last year (2022). She has a long history with Riverside, starting at Walter Reed in 1998, where she worked in various administrative positions, including serving as the Director of Finance and Senior Director of Operations. She transitioned to Riverside Regional Medical Center in January 2020, where she served as Associate Vice President for Administration. She holds a master's degree in public administration from Troy State University in Alabama and a bachelor's degree in business from Christopher Newport University.
Lanell Williams, RN, MSN, was appointed as the Chief Nursing Officer (CNO) at Riverside Walter Reed Hospital in August 2023. She has been with RWRH for more than 29 years, serving in a variety of nursing roles and nursing leadership roles including the Assistant Chief Nursing Officer (ACNO), Director of Critical Care Unit, Manager of Medical/Surgical Department, and Manager of Inpatient Services. She previously served as the Interim CNO.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 67 |
|---|
| FTE Employees on Payroll | 337.86 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4126 |
| Inpatient Days (Title XIX) | 146 |
| Total Inpatient Days | 9408 |
| Bed Count | 67 |
| Available Bed Days | 24455 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1090 |
| Discharges (Title XIX) | 21 |
| Total Discharges | 2391 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3190 |
| Inpatient Days (Title XIX; Adults & Peds) | 121 |
| Total Inpatient Days (Adults & Peds) | 7164 |
| Bed Count (Adults & Peds) | 59 |
| Available Bed Days (Adults & Peds) | 21535 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1090 |
| Discharges (Title XIX; Adults & Peds) | 21 |
| Total Discharges (Adults & Peds) | 2391 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients were very positive about the quiet atmosphere of the hospital. 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 |
| 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 | 76% |
|---|
| 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 | 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 | |
| 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) | 151 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -2.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 0.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.4 |
| 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 | 14.1 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.9 |
| 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 | 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 | 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) | 0.508 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.581 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.525 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,694 |
|---|---|
| Bad Debt Expense | $1,802 |
| Uncompensated Care Cost | $3,183 |
| Total Uncompensated Care | $3,183 |
| Total Salaries | $27,506 |
|---|---|
| Overhead Expenses (Non-Salary) | $67,148 |
| Depreciation Expense | $10,109 |
| Total Operating Costs | $87,747 |
| Inpatient Charges | $72,528 |
|---|---|
| Outpatient Charges | $268,702 |
| Total Patient Charges | $341,231 |
| Core Wage Costs | $6,660 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $27,506 |
| Contract Labor (Patient Care) | $5,667 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $5 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $153,644 |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | $3,716 |
| Total Current Assets | $157,364 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $13,913 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $13,913 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $171,277 |
| Accounts Payable | $6,016 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $447 |
| Total Current Liabilities | $6,463 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $804 |
| Total Long-Term Liabilities | $804 |
| Total Liabilities | $7,267 |
| General Fund Balance | $164,010 |
|---|---|
| Total Fund Balances | $164,010 |
| Total Liabilities & Equity | $171,277 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,833 |
| DRG (Post-Oct 1) | $2,496 |
| Outlier Payments | |
| DSH Adjustment | $91 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $4,036 |
| Total IME Payments |
| Inpatient Revenue | $341,231 |
|---|---|
| Outpatient Revenue | |
| Total Patient Revenue | $341,231 |
| Contractual Allowances & Discounts | $233,016 |
| Net Patient Revenue | $108,215 |
| Total Operating Expenses | $94,654 |
| Net Service Income | $13,560 |
| Other Income | $5,283 |
| Total Income | $18,843 |
| Other Expenses | $2,493 |
| Net Income | $16,350 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $19,496 |
| Medicaid Charges | $53,631 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |