WVU Medicine Camden Clark Medical Center, located at 800 Garfield Ave, Parkersburg, WV, is your community's trusted healthcare provider, serving the Mid-Ohio Valley for 125 years. As a 302-bed, not-for-profit acute care facility and part of the renowned WVU Medicine system, we offer advanced medical technology and a highly trained staff to meet your family's healthcare needs for a lifetime. We are proud to be recognized as one of America's 250 Best Hospitals for clinical excellence, providing award-winning care close to home.
| Hospital Name | WVU Medicine Camden Clark Medical Center |
|---|---|
| Facility ID | 510058 |
| Address | 800 GARFIELD AVE |
|---|---|
| City/Town | Parkersburg |
| State | WV |
| ZIP Code | 26101 |
| County/Parish | WOOD |
| 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 |
Steve Altmiller has been the President and CEO of WVU Medicine Camden Clark Medical Center. He is set to retire on August 31. [2, 14] He led the organization through the COVID-19 pandemic. [2] Altmiller has been with Camden Clark for over six years and previously held president/CEO roles at Good Shepherd Medical Center-Marshall and was a President at North Mississippi Medical Cntr and San Juan Regional Medical Center. [8]
Sean Smith is currently the Chief Operating Officer at WVU Medicine Camden Clark Medical Center and President of WVU Medicine Wetzel County Hospital. [2, 13, 14] He will succeed Steve Altmiller as President and CEO of Camden Clark in September. [2, 14] Smith joined Camden Clark in 2011 and has held various management positions including chief operating officer, vice president of physician enterprises and clinical integration, vice president of operations, executive director of Camden Clark Physician Corporation, and director of physician recruitment. [13, 14] He is a two-time graduate of Marshall University. [13, 14]
Janice Midcap is the Chief Experience Officer at Camden Clark Medical Center. Her background includes working as Vice President, Quality/Patient Safety at St. Joseph's Hospital. [8]
Kyle Pierson is the Chief Financial Officer at Camden Clark Medical Center. He previously worked as Chief Financial Officer at Minnie Hamilton Health System. [8]
Dr. Sharileda Vance is the Chief Medical Officer at WVU Medicine Camden Clark. [10] She is the current Medical Director of Primary Care Services for University Health Associates and Camden Clark and serves on several committees within WVU Medicine and Camden Clark. [10] She has been providing medical care in the Mid-Ohio Valley since 1997 and with WVU Medicine since 2019. [10] Dr. Vance is board certified by the American Board of Family Medicine, a member of the American Association of Family Physicians, and completed the Laurence B. Mallory Physician Leadership Academy. [10] She received her Bachelor's degree from Virginia Polytechnic Institute and State University and completed Medical School and residency at West Virginia University. [10]
Vincent McClosky is the new Vice President of Ambulatory Operations at WVU Medicine Camden Clark, starting on August 12. [11] He will oversee offsite and hospital-based clinics. [11] McClosky brings over a decade of healthcare leadership experience, having served as administrator of surgical services at Wellspan Health System and held positions at Geisinger Health System and UPMC. [11] He holds a master of business administration from Scranton University and a master of healthcare administration from Kings College. [11] He is also a first lieutenant of medical logistics in the U.S. Army Reserves. [11]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 343 |
|---|
| FTE Employees on Payroll | 1486.18 |
|---|---|
| FTE Interns & Residents | 17 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 20092 |
| Inpatient Days (Title XIX) | 3068 |
| Total Inpatient Days | 59032 |
| Bed Count | 256 |
| Available Bed Days | 93440 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4109 |
| Discharges (Title XIX) | 606 |
| Total Discharges | 11941 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 17033 |
| Inpatient Days (Title XIX; Adults & Peds) | 2212 |
| Total Inpatient Days (Adults & Peds) | 47470 |
| Bed Count (Adults & Peds) | 220 |
| Available Bed Days (Adults & Peds) | 80300 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4109 |
| Discharges (Title XIX; Adults & Peds) | 606 |
| Total Discharges (Adults & Peds) | 11941 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | 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. |
| 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 | 66% |
|---|
| 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 | No Different Than National Average |
| 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) | 224 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 1.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 42.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 23.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 11.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| 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 | 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| 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) | 0.090 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.614 |
| SSI SIR (Standardized Infection Ratio) | 0.872 |
| CDI SIR (Standardized Infection Ratio) | 0.728 |
| MRSA SIR (Standardized Infection Ratio) | 0.367 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,957 |
|---|---|
| Bad Debt Expense | $14,845 |
| Uncompensated Care Cost | $6,849 |
| Total Uncompensated Care | $23,722 |
| Total Salaries | $93,538 |
|---|---|
| Overhead Expenses (Non-Salary) | $292,391 |
| Depreciation Expense | $19,771 |
| Total Operating Costs | $293,142 |
| Inpatient Charges | $499,250 |
|---|---|
| Outpatient Charges | $671,155 |
| Total Patient Charges | $1,170,405 |
| Core Wage Costs | $30,764 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $93,538 |
| Contract Labor (Patient Care) | $20,520 |
| Wage Costs (Part A Teaching) | $30 |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $7,010 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $101,299 |
| Allowance for Doubtful Accounts | $-46,533 |
| Inventory | $8,630 |
| Prepaid Expenses | $3,790 |
| Other Current Assets | $6,232 |
| Total Current Assets | $98,331 |
| Land Value | $3,369 |
|---|---|
| Land Improvements Value | $5,603 |
| Building Value | $176,837 |
| Leasehold Improvements | $5,451 |
| Fixed Equipment Value | $64,786 |
| Major Movable Equipment | $126,336 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $119,228 |
| Long-Term Investments | $5,162 |
|---|---|
| Other Assets | $34,763 |
| Total Other Assets | $39,925 |
| Total Assets | $257,484 |
| Accounts Payable | $36,954 |
|---|---|
| Salaries & Wages Payable | $10,994 |
| Payroll Taxes Payable | $192 |
| Short-Term Debt | $7,182 |
| Deferred Revenue | $1,714 |
| Other Current Liabilities | $17,084 |
| Total Current Liabilities | $74,120 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $200,051 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $11,842 |
| Total Long-Term Liabilities | $211,893 |
| Total Liabilities | $286,013 |
| General Fund Balance | $-28,529 |
|---|---|
| Total Fund Balances | $-28,529 |
| Total Liabilities & Equity | $257,484 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $27,953 |
| DRG (Post-Oct 1) | $8,932 |
| Outlier Payments | |
| DSH Adjustment | $1,156 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $24,762 |
| Total IME Payments | $1,428 |
| Inpatient Revenue | $508,545 |
|---|---|
| Outpatient Revenue | $689,457 |
| Total Patient Revenue | $1,198,002 |
| Contractual Allowances & Discounts | $840,536 |
| Net Patient Revenue | $357,466 |
| Total Operating Expenses | $385,930 |
| Net Service Income | $-28,464 |
| Other Income | $45,170 |
| Total Income | $16,706 |
| Other Expenses | |
| Net Income | $16,706 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $30,597 |
| Medicaid Charges | $220,738 |
| Net CHIP Revenue | $237 |
| CHIP Charges | $1,028 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |