Beckley ARH Hospital, located at 306 Stanaford Road in Beckley, WV, is a not-for-profit, 173-bed acute care facility dedicated to serving Southern West Virginia since 1956. As part of the Appalachian Regional Healthcare (ARH) system, we are committed to improving the health and well-being of our communities with comprehensive medical, surgical, and psychiatric services, including a Level IV Trauma Center Emergency Room. Our state-of-the-art facility features advanced imaging, a cath lab, and a dedicated behavioral science unit, ensuring you receive the highest quality care close to home. Nestled in the mountains, Beckley ARH Hospital values nature and fosters a strong family atmosphere.
| Hospital Name | Beckley ARH Hospital |
|---|---|
| Facility ID | 510062 |
| Address | 306 STANAFORD ROAD |
|---|---|
| City/Town | Beckley |
| State | WV |
| ZIP Code | 25801 |
| County/Parish | RALEIGH |
| 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 | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Appalachian Regional Healthcare |
| Emergency Services | Yes |
Todd Howell was named CEO of Beckley ARH Hospital on January 29, 2024. He previously served as Vice President of Professional Services at VCU Health-Community Memorial Hospital in South Hill, Va. He has worked in healthcare for over 30 years, with experience in hospital administration, including overseeing hospital operations and departments such as radiation and medical oncology, cardiopulmonary and rehabilitation, and engineering and new construction. He also oversaw the design, construction, and move into a replacement hospital. Howell initially received an undergraduate degree in pastoral ministries before entering healthcare. He trained to become a nursing home administrator and has worked in Florida, Kentucky, Minnesota, and North Carolina.
Joey Preast was named Chief Operating Officer for Beckley ARH Hospital in March 2025. He most recently served in a dual capacity as CEO of Summers County ARH and assistant administrator for Beckley ARH. He is a native of Fayetteville, WV, and received his bachelor's degree from Mountain State University and a master's degree in healthcare administration from Marshall University.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 173 |
|---|
| FTE Employees on Payroll | 575.36 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8025 |
| Inpatient Days (Title XIX) | 1082 |
| Total Inpatient Days | 22279 |
| Bed Count | 72 |
| Available Bed Days | 26280 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1522 |
| Discharges (Title XIX) | 246 |
| Total Discharges | 4974 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6859 |
| Inpatient Days (Title XIX; Adults & Peds) | 972 |
| Total Inpatient Days (Adults & Peds) | 18885 |
| Bed Count (Adults & Peds) | 61 |
| Available Bed Days (Adults & Peds) | 22265 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1522 |
| Discharges (Title XIX; Adults & Peds) | 246 |
| Total Discharges (Adults & Peds) | 4974 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. 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 |
| 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 | 61% |
|---|
| 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 | 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 212 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 27.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 29.8 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 39.9 |
| 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 | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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 | 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) | 3.415 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.769 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.505 |
| MRSA SIR (Standardized Infection Ratio) | 3.198 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $538 |
|---|---|
| Bad Debt Expense | $5,396 |
| Uncompensated Care Cost | $2,289 |
| Total Uncompensated Care | $8,336 |
| Total Salaries | $43,920 |
|---|---|
| Overhead Expenses (Non-Salary) | $106,475 |
| Depreciation Expense | $3,160 |
| Total Operating Costs | $124,021 |
| Inpatient Charges | $159,830 |
|---|---|
| Outpatient Charges | $227,823 |
| Total Patient Charges | $387,654 |
| Core Wage Costs | $11,853 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $43,920 |
| Contract Labor (Patient Care) | $17,652 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $54 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $29,765 |
| Allowance for Doubtful Accounts | $-65,466 |
| Inventory | $2,019 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $-33,059 |
| Land Value | $33 |
|---|---|
| Land Improvements Value | $941 |
| Building Value | $15,525 |
| Leasehold Improvements | $34,304 |
| Fixed Equipment Value | |
| Major Movable Equipment | $3,300 |
| Minor Depreciable Equipment | $25,411 |
| Health IT Assets | $67 |
| Total Fixed Assets | $24,099 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $-8,960 |
| Accounts Payable | $-55,949 |
|---|---|
| Salaries & Wages Payable | $868 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $10,834 |
| Total Current Liabilities | $-44,247 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-3 |
| Total Long-Term Liabilities | $-3 |
| Total Liabilities | $-44,251 |
| General Fund Balance | $35,291 |
|---|---|
| Total Fund Balances | $35,291 |
| Total Liabilities & Equity | $-8,960 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,895 |
| DRG (Post-Oct 1) | $10,518 |
| Outlier Payments | |
| DSH Adjustment | $508 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $10,206 |
| Total IME Payments |
| Inpatient Revenue | $148,532 |
|---|---|
| Outpatient Revenue | $280,203 |
| Total Patient Revenue | $428,735 |
| Contractual Allowances & Discounts | $319,583 |
| Net Patient Revenue | $109,152 |
| Total Operating Expenses | $150,395 |
| Net Service Income | $-41,243 |
| Other Income | $17,773 |
| Total Income | $-23,470 |
| Other Expenses | |
| Net Income | $-23,470 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $19,072 |
| Medicaid Charges | $95,050 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |