Page Memorial Hospital, located in Luray, VA, is a 25-bed critical access hospital committed to providing patient-centered care in a modern and welcoming environment. As part of Valley Health, we offer a wide range of services, including emergency care, medical-surgical units, an ICU, and rehabilitation services. Our recent renovations and advanced technology, such as our electronic charting system, ensure efficiency and comfort for our patients. With a dedicated team of physicians covering 18 specialties, we strive to meet the healthcare needs of our community with quality and compassion.
| Hospital Name | Page Memorial Hospital |
|---|---|
| Facility ID | 491307 |
| Address | 200 MEMORIAL DRIVE |
|---|---|
| City/Town | Luray |
| State | VA |
| ZIP Code | 22835 |
| County/Parish | PAGE |
| Health System | Valley Health System |
|---|---|
| Health System Website Domain | valleyhealthlink.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 10 |
|---|---|
| Health System Total Beds | 2270 |
| Health System Hospital Locations | New Jersey, Nevada, Virginia and West Virginia |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Valley Health |
| Emergency Services | Yes |
Also listed as Administrator and CEO of Page Memorial Hospital, and Vice President, Operations, Shenandoah Memorial Hospital and Page Memorial Hospital for Valley Health. He also serves as the Chair of the Board for the Luray-Page Chamber of Commerce representing Valley Health Page Memorial Hospital. He received the Community Star Award from the National Organization of State Offices of Rural Health as VP of operations at Page Memorial Hospital and Shenandoah Memorial Hospital.
Has 37 years of healthcare experience, including 32 years in leadership roles. Provides administrative oversight to hospital and clinic operations at Page Memorial Hospital, as well as oversight for quality, performance improvement, safety, risk management, patient experience, regulatory compliance, and infection prevention programs for the Southern Region Valley Health hospitals (including Shenandoah Memorial and Warren Memorial Hospitals). Holds undergraduate degrees in laboratory technology and medical technology from Auburn University, a Master of Science in Health Administration from Virginia Commonwealth University, Medical College of Virginia. She is a certified professional in healthcare quality (CPHQ), patient safety (CPPS), and healthcare risk management (CPHRM), and is a Fellow of the American College of Healthcare Executives. She is responsible for daily hospital and ambulatory clinic operations.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
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| FTE Employees on Payroll | 142.07 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2495 |
| Inpatient Days (Title XIX) | 15 |
| Total Inpatient Days | 4335 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 337 |
| Discharges (Title XIX) | 3 |
| Total Discharges | 778 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1217 |
| Inpatient Days (Title XIX; Adults & Peds) | 15 |
| Total Inpatient Days (Adults & Peds) | 2267 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 337 |
| Discharges (Title XIX; Adults & Peds) | 3 |
| Total Discharges (Adults & Peds) | 778 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Patients were very positive about the cleanliness of the hospital. 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. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
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| 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 | 72% |
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| 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 | 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 | |
| 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) | 134 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -36.5 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 10.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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 | 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 | 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 | 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 | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $319 |
|---|---|
| Bad Debt Expense | $3,261 |
| Uncompensated Care Cost | $1,849 |
| Total Uncompensated Care | $4,308 |
| Total Salaries | $16,563 |
|---|---|
| Overhead Expenses (Non-Salary) | $26,543 |
| Depreciation Expense | $2,888 |
| Total Operating Costs | $42,007 |
| Inpatient Charges | $11,897 |
|---|---|
| Outpatient Charges | $72,729 |
| Total Patient Charges | $84,625 |
| 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 | $2,774 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $12,483 |
| Allowance for Doubtful Accounts | $-4,980 |
| Inventory | $342 |
| Prepaid Expenses | $398 |
| Other Current Assets | $-914 |
| Total Current Assets | $10,483 |
| Land Value | $394 |
|---|---|
| Land Improvements Value | $728 |
| Building Value | $43,057 |
| Leasehold Improvements | $215 |
| Fixed Equipment Value | $4,839 |
| Major Movable Equipment | $14,456 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $39,036 |
| Long-Term Investments | $1,014 |
|---|---|
| Other Assets | $10,867 |
| Total Other Assets | $11,881 |
| Total Assets | $61,399 |
| Accounts Payable | $3,131 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $187 |
| Deferred Revenue | |
| Other Current Liabilities | $26 |
| Total Current Liabilities | $3,345 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $30,590 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $202 |
| Total Long-Term Liabilities | $30,792 |
| Total Liabilities | $34,136 |
| General Fund Balance | $27,263 |
|---|---|
| Total Fund Balances | $27,263 |
| Total Liabilities & Equity | $61,399 |
| 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 | $11,895 |
|---|---|
| Outpatient Revenue | $77,801 |
| Total Patient Revenue | $89,696 |
| Contractual Allowances & Discounts | $46,042 |
| Net Patient Revenue | $43,653 |
| Total Operating Expenses | $43,107 |
| Net Service Income | $547 |
| Other Income | $2,051 |
| Total Income | $2,598 |
| Other Expenses | $7 |
| Net Income | $2,591 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,716 |
| Medicaid Charges | $10,427 |
| 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 |