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Riverside Convalescent Center - Mathews

General Info

Address:
PO Box 370
Mathews, VA 23109
Get Directions

  (804) 725-9443
Administrator:
Crystal Calvert
Administrator

Parent Company: Riverside Health System

Facility Comments: At Riverside Convalescent Center - Mathews we have beautiful grounds where residents are encouraged to enjoy the great outdoors in a safe and secure environment.

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Website: www.riversideonline.com

Stays


For Fiscal year 1/1/2022 - 12/31/2022
Licensed beds60
Patient days20,544
Full Time Equivalents55

Rates

Semi-Private Daily Room Rate 305
Private Daily Room Rate 330
Updated on: 12/14/2023

Efficiency Indicators

For Fiscal Year 1/1/2022 - 12/31/2022
What are Efficiency Indicators?

Charges

Indicator Description Quartile Rank 1 through 4
1 Gross Patient Revenue Per Adjusted Patient Day: The average full patient charge, based on charge schedules, per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 202.08 261.83
2 261.83 300.98
3 300.98 362.82
4 362.82 587.48
(lower is better)
202.08 
587.48
.
4
 587.48
2 Net Patient Revenue Per Adjusted Patient Day: The average dollar amount expected to be collected per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 184.32 219.72
2 219.72 246.38
3 246.38 281.73
4 281.73 417.72
(lower is better)
184.32 
257.03
.
3
 417.72

Costs

Indicator Description Quartile Rank 1 through 4
3 Cost Per Adjusted Patient Day: The average total operating cost per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 190.13 226.81
2 226.81 258.59
3 258.59 281.19
4 281.19 405.74
(lower is better)
190.13 
281.46
.
4
 405.74
4 Labor Cost Per Adjusted Patient Day: The average personnel expense per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 91.96 128.99
2 128.99 144.96
3 144.96 175.93
4 175.93 255.99
(lower is better)
91.96 
209.09
.
4
 255.99
5 Non-Labor Cost Per Adjusted Patient Day: The average supply, maintenance and non-personnel expense per adjusted admission or patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 39.98 52.39
2 52.39 67.73
3 67.73 105.49
4 105.49 147.55
(lower is better)
39.98 
62.80
.
2
 147.55
6 Capital Cost Per Adjusted Patient Day: The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.42 5.47
2 5.47 16.31
3 16.31 30.63
4 30.63 101.05
(lower is better)
0.42 
7.78
.
2
 101.05

Productivity/Utilization

Indicator Description Quartile Rank 1 through 4
7 Paid Hours Per Adjusted Patient Day: The average number of hours the nursing facility paid to employees or an agency, per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 2.33 3.52
2 3.52 4.34
3 4.34 5.52
4 5.52 10.86
(lower is better)
2.33 
5.26
.
3
 10.86

Financial Viability

Indicator Description Quartile Rank 1 through 4
8 Total Margin: Expressed as a percentage, the profit or loss after tax expense that the facility generates in relation to its expenses. The desired direction is toward a higher value.
QuartileMax.Min.
1 25.66 7.06
2 7.06 3.23
3 3.23 -2.37
4 -2.37 -41.25
(higher is better)
25.66 
-4.90
.
4
 -41.25
9 Return on Assets: Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical plant, etc.). The desired direction is toward a higher value.
QuartileMax.Min.
1 94.22 19.76
2 19.76 5.23
3 5.23 -4.70
4 -4.70 -65.87
(higher is better)
94.22 
-10.82
.
4
 -65.87
10 Cash Debt Coverage Ratio: A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.
QuartileMax.Min.
1 4.19 0.01
2 0.01 0.00
3 0.00 -0.01
4 -0.01 -185.86
(higher is better)
4.19 
0.00
.
1
 -185.86
11 Fixed Asset Financing Ratio: The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.00 0.00
2 0.00 0.00
3 0.00 0.03
4 0.03 40.37
(lower is better)
0.00 
0.01
.
3
 40.37

Community Support

Indicator Description Quartile Rank 1 through 4
12 Charity Care, Bad Debt and Taxes: Expressed as a percentage, it is the amount of charity care (converted to a cost basis), bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.
QuartileMax.Min.
1 11.34 5.39
2 5.39 3.61
3 3.61 2.23
4 2.23 -1.69
(higher is better)
11.34 
0.64
.
4
 -1.69
13 Medicaid Participation: Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.
QuartileMax.Min.
1 88.94 80.77
2 80.77 74.16
3 74.16 66.71
4 66.71 0.00
(higher is better)
88.94 
86.85
.
1
 0.00

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Updated on: 12/14/2023

Financial Information

For Fiscal Year 1/1/2022 - 12/31/2022

Revenue

  • Gross patient revenue $12,829,339
  • Contractual allowance $7,216,418
  • Bad-debt$20,516
  • Net patient revenue $5,592,405
  • Other operating revenue $247,547

Expense

  • Labor$4,566,145
  • Non-labor$1,371,440
  • Capital$169,806
  • Taxes$18,657
  • Total expense$6,126,048
  • .
  • Operating income($286,096)
  • Net non-operating gains (loss)$125
  • Revenue and gains
    in excess of expenses and losses($285,971)

Balance Sheet

  • Current assets$3,077,354
  • Net fixed assets$1,094,234
  • Other assets$0
  • Total assets$4,171,588
  • .
  • Current liabilities$423,043
  • Long term liabilities$8,261
  • Total liabilities$431,304
  • Net worth$3,740,284
Click here for more information on operating and total margins.
Updated on: 12/14/2023

Staffing

Be careful when comparing staffing levels of different nursing facilities.
Information comes from data that the nursing facility reports to its state agency.
It contains the nursing facility staffing hours for a two-week period prior to the time of the state inspection.
The Centers for Medicare & Medicaid Services (CMS) receives this data and converts it into the number of staff hours per resident per day.
How to Read a Staffing Chart
Riverside Convalescent Center - MathewsVirginia AverageNational Average
Average number of residents per dayN/A89.776.5
Total number of licensed nurse staff hours per resident per dayN/A1 hour 36 minutes1 hour 34 minutes
RN hours per resident per dayN/A36 minutes41 minutes
LPN/LVN hours per resident per dayN/A1 hour 53 minutes
Nurse aide hours per resident per day2 hour 12 minutes1 hour 59 minutes2 hour 12 minutes
Physical therapist staff hours per resident per dayN/A5 minutes4 minutes
Updated on: 04/27/2022

Quality Measures

Information comes from data that the nursing home regularly report on all residents. It includes aspects of residents' health, physical funcioning, mental status and general well being. The Centers for Medicare & Medicaid Services (CMS) receives this data and converts it into the number of staff hours per resident per day.
Read why Quality Measures are important to you at www.Medicare.gov
Updated on: 04/27/2022