WVU Medicine Thomas Memorial Hospital, located in South Charleston, WV, has been providing compassionate and advanced healthcare since 1946. As a not-for-profit facility, we are dedicated to serving the Kanawha Valley with a wide range of services, including cancer care, behavioral health, and specialized orthopedic services through our affiliation with WVU Medicine. Our employees, physicians, and volunteers are committed to delivering exceptional care, utilizing the latest technology in a supportive and welcoming environment. We take pride in being part of the community, offering comprehensive medical services for the whole family.
| Hospital Name | Thomas Memorial Hospital |
|---|---|
| Facility ID | 510029 |
| Address | 4605 MACCORKLE AVENUE SW |
|---|---|
| City/Town | South Charleston |
| State | WV |
| ZIP Code | 25309 |
| County/Parish | KANAWHA |
| Health System | WVU Medicine |
|---|---|
| Health System Website Domain | wvumedicine.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| 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 |
Gregory Rosencrance, M.D., F.A.C.P., was named the new president and CEO of Thomas Health in South Charleston. [7] He was previously president of the Cleveland Clinic Indian River Hospital in Vero Beach, Florida. [7] A Charleston native, he received his undergraduate degree from West Virginia University and his medical degree from Marshall University. [7] He completed his residency in internal medicine at Charleston Area Medical Center (CAMC), where he worked for more than two decades. [7] Rosencrance is a Fellow of the American College of Physicians and a Member of the Editorial Board of the American Journal of Medicine. [7]
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Kristin Anderson is also listed as the Vice President of Marketing and Philanthropy for the Thomas Foundation. [6]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 266 |
|---|
| FTE Employees on Payroll | 963.46 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9903 |
| Inpatient Days (Title XIX) | 1754 |
| Total Inpatient Days | 34673 |
| Bed Count | 176 |
| Available Bed Days | 64240 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1953 |
| Discharges (Title XIX) | 225 |
| Total Discharges | 6565 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8431 |
| Inpatient Days (Title XIX; Adults & Peds) | 1026 |
| Total Inpatient Days (Adults & Peds) | 29807 |
| Bed Count (Adults & Peds) | 154 |
| Available Bed Days (Adults & Peds) | 56210 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1953 |
| Discharges (Title XIX; Adults & Peds) | 225 |
| Total Discharges (Adults & Peds) | 6565 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 |
|---|
| 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 | |
| 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) | 220 |
|---|
| 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 | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| 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) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| CLABSI SIR (Standardized Infection Ratio) | 1.484 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.260 |
| SSI SIR (Standardized Infection Ratio) | 0.874 |
| CDI SIR (Standardized Infection Ratio) | 1.069 |
| MRSA SIR (Standardized Infection Ratio) | 0.999 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,105 |
|---|---|
| Bad Debt Expense | $12,090 |
| Uncompensated Care Cost | $4,282 |
| Total Uncompensated Care | $22,974 |
| Total Salaries | $40,978 |
|---|---|
| Overhead Expenses (Non-Salary) | $112,164 |
| Depreciation Expense | $8,774 |
| Total Operating Costs | $193,186 |
| Inpatient Charges | $255,297 |
|---|---|
| Outpatient Charges | $505,765 |
| Total Patient Charges | $761,062 |
| Core Wage Costs | $17,353 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $40,978 |
| Contract Labor (Patient Care) | $28,368 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $796 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | $1,060 |
| Accounts Receivable | $78,843 |
| Allowance for Doubtful Accounts | $-49,619 |
| Inventory | $7,043 |
| Prepaid Expenses | $1,407 |
| Other Current Assets | |
| Total Current Assets | $153,920 |
| Land Value | $12,201 |
|---|---|
| Land Improvements Value | $3,744 |
| Building Value | $172,256 |
| Leasehold Improvements | $14 |
| Fixed Equipment Value | $27,579 |
| Major Movable Equipment | $104,160 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $99,162 |
| Long-Term Investments | $208 |
|---|---|
| Other Assets | $128 |
| Total Other Assets | $335 |
| Total Assets | $253,418 |
| Accounts Payable | $6,276 |
|---|---|
| Salaries & Wages Payable | $686 |
| Payroll Taxes Payable | $45 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $14,174 |
| Total Current Liabilities | $21,181 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $5,534 |
| Total Long-Term Liabilities | $5,534 |
| Total Liabilities | $26,716 |
| General Fund Balance | $226,703 |
|---|---|
| Total Fund Balances | $226,703 |
| Total Liabilities & Equity | $253,418 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $15,918 |
| Outlier Payments | |
| DSH Adjustment | $690 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $254,045 |
|---|---|
| Outpatient Revenue | $527,465 |
| Total Patient Revenue | $781,510 |
| Contractual Allowances & Discounts | $572,558 |
| Net Patient Revenue | $208,952 |
| Total Operating Expenses | $153,142 |
| Net Service Income | $55,810 |
| Other Income | $6,694 |
| Total Income | $62,505 |
| Other Expenses | |
| Net Income | $62,505 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $15,392 |
| Medicaid Charges | $151,503 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |