WVU Medicine Reynolds Memorial Hospital, located in Glen Dale, WV, has been providing quality care close to home for over 100 years. As a non-profit, acute-care community hospital with 94 licensed beds, including a 24-bed Inpatient Psychiatric Unit, we are committed to the health of the Ohio Valley. We offer a range of services, including cardiac rehabilitation, emergency care, oncology, and orthopedics, with advanced practices and a focus on patient well-being. Since joining WVU Medicine, we have continued to expand our services and bring in new specialists, ensuring you don't need to travel far for excellent healthcare.
| Hospital Name | WVU Medicine Reynolds Memorial Hospital |
|---|---|
| Facility ID | 510013 |
| Address | 800 WHEELING AVE |
|---|---|
| City/Town | Glen Dale |
| State | WV |
| ZIP Code | 26038 |
| County/Parish | MARSHALL |
| Health System | WVU Medicine |
|---|---|
| Health System Website Domain | wvumedicine.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 23 |
|---|---|
| Health System Total Beds | 3350 |
| Health System Hospital Locations | Maryland, Ohio, Pennsylvania and West Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | WVU Medicine |
| Emergency Services | Yes |
Previously served as senior administrator at WVU Medicine Harrison Community Hospital, assistant vice president for clinical services at WVU Medicine Wheeling Hospital, and as Reynolds Memorial Hospital's first chief operating officer. Promoted to president and CEO of Reynolds Memorial in January (reported in 2023/2024 news). A pharmacist by training, started at Wheeling Hospital as a pharmacy analyst. Earned Doctor of Pharmacy (Pharm.D.) from Duquesne University and Master of Business Administration (M.B.A.) from Wheeling Jesuit University.
Assumed the role for both hospitals in December 2021, in addition to his role as Wheeling Hospital CEO since 2019. Inducted into Upsilon Phi Delta, an honor society recognizing academic excellence in healthcare management and policy.
Noted for recognizing the impact of investments in the hospital's facilities on the hospital and community.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 127 |
|---|
| FTE Employees on Payroll | 465.98 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3748 |
| Inpatient Days (Title XIX) | 672 |
| Total Inpatient Days | 15068 |
| Bed Count | 94 |
| Available Bed Days | 34310 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 915 |
| Discharges (Title XIX) | 187 |
| Total Discharges | 3604 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3211 |
| Inpatient Days (Title XIX; Adults & Peds) | 551 |
| Total Inpatient Days (Adults & Peds) | 12652 |
| Bed Count (Adults & Peds) | 85 |
| Available Bed Days (Adults & Peds) | 31025 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 915 |
| Discharges (Title XIX; Adults & Peds) | 187 |
| Total Discharges (Adults & Peds) | 3604 |
| Care Quality Stengths | Average overall patient satisfaction. 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 exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| 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 | 69% |
|---|
| 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 | |
| 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 | |
| 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) | 176 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 17.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 11.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| 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 | 18.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| 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 | 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.085 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.943 |
| CDI SIR (Standardized Infection Ratio) | 0.140 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,011 |
|---|---|
| Bad Debt Expense | $5,191 |
| Uncompensated Care Cost | $2,619 |
| Total Uncompensated Care | $9,415 |
| Total Salaries | $48,262 |
|---|---|
| Overhead Expenses (Non-Salary) | $70,671 |
| Depreciation Expense | $3,161 |
| Total Operating Costs | $91,546 |
| Inpatient Charges | $65,962 |
|---|---|
| Outpatient Charges | $233,794 |
| Total Patient Charges | $299,757 |
| Core Wage Costs | $9,894 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $48,262 |
| Contract Labor (Patient Care) | $4,213 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $6,060 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $36,921 |
| Allowance for Doubtful Accounts | $-18,485 |
| Inventory | $2,198 |
| Prepaid Expenses | $476 |
| Other Current Assets | |
| Total Current Assets | $35,874 |
| Land Value | $889 |
|---|---|
| Land Improvements Value | $530 |
| Building Value | $21,025 |
| Leasehold Improvements | $1,312 |
| Fixed Equipment Value | $2,118 |
| Major Movable Equipment | $11,813 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $26,430 |
| Long-Term Investments | |
|---|---|
| Other Assets | $13,775 |
| Total Other Assets | $13,775 |
| Total Assets | $76,079 |
| Accounts Payable | $4,517 |
|---|---|
| Salaries & Wages Payable | $5,778 |
| Payroll Taxes Payable | $119 |
| Short-Term Debt | $4,057 |
| Deferred Revenue | $24,696 |
| Other Current Liabilities | $136 |
| Total Current Liabilities | $43,874 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $7,105 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $7,105 |
| Total Liabilities | $50,979 |
| General Fund Balance | $25,100 |
|---|---|
| Total Fund Balances | $25,100 |
| Total Liabilities & Equity | $76,079 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,053 |
| DRG (Post-Oct 1) | $1,804 |
| Outlier Payments | |
| DSH Adjustment | $206 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $6,513 |
| Total IME Payments |
| Inpatient Revenue | $66,392 |
|---|---|
| Outpatient Revenue | $288,272 |
| Total Patient Revenue | $354,664 |
| Contractual Allowances & Discounts | $231,059 |
| Net Patient Revenue | $123,605 |
| Total Operating Expenses | $118,933 |
| Net Service Income | $4,672 |
| Other Income | $5,383 |
| Total Income | $10,055 |
| Other Expenses | |
| Net Income | $10,055 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $9,731 |
| Medicaid Charges | $57,155 |
| Net CHIP Revenue | $61 |
| CHIP Charges | $304 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |