Sentara Norfolk General Hospital

Sentara Norfolk General Hospital, located at 600 Gresham Dr in Norfolk, VA, is a 525-bed tertiary care facility and the region's first Magnet Hospital. As the only Level I Trauma Center and Burn Trauma Unit in Hampton Roads, we provide comprehensive, patient-centered care. Our hospital is interconnected with the Sentara Heart Hospital and serves as a primary teaching institution for Eastern Virginia Medical School. We are proud of our high-quality heart program and commitment to medical breakthroughs, including pioneering minimally invasive surgical techniques. Sentara Norfolk General Hospital is dedicated to serving our community with compassion, expertise, and a relentless pursuit of excellence.

Identifiers

Hospital Name Sentara Norfolk General Hospital
Facility ID 490007

Location

Address 600 GRESHAM DR
City/Town Norfolk
State VA
ZIP Code 23507
County/Parish NORFOLK CITY

Health System

Health System Sentara Health
Health System Website Domain sentara.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 12
Health System Total Beds 2686
Health System Hospital Locations North Carolina and Virginia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Sentara Health
Emergency Services Yes

Liisa Ortegon

President, Sentara Norfolk General Hospital

Liisa Ortegon was named President of Sentara Norfolk General Hospital after a nationwide search. [10] She joined Sentara from Houston Methodist Hospital, Texas Medical Center, where she served as senior vice president of operations and chief nursing executive. [10] She has more than 30 years of health care experience, ranging from bedside nursing to service line and hospital administration. [3] Prior to Sentara, Ortegon led transformational projects for cardiology and cardiovascular surgery, neurology, oncology and organ transplants at Houston Methodist Hospital. [3] She leads the Hampton Roads region's Level 1 adult trauma and tertiary referral center, which includes the Nightingale Regional Air Ambulance and the Sentara Heart Hospital. [3]

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 525

Staffing & Personnel

FTE Employees on Payroll 3473.41
FTE Interns & Residents 199.97

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 39766
Inpatient Days (Title XIX) 8616
Total Inpatient Days 167919
Bed Count 472
Available Bed Days 172280
Discharges (Title V) NA
Discharges (Title XVIII) 5932
Discharges (Title XIX) 949
Total Discharges 24046

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 32411
Inpatient Days (Title XIX; Adults & Peds) 6708
Total Inpatient Days (Adults & Peds) 130730
Bed Count (Adults & Peds) 394
Available Bed Days (Adults & Peds) 143810
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 5932
Discharges (Title XIX; Adults & Peds) 949
Total Discharges (Adults & Peds) 24046

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Hospital has multiple significant high-patient-mortality 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.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 74%

Mortality Group Indicators

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 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 Worse Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 187

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -1.3
Readmission Score Hospital Return Days for Heart Failure Patients 26.4
Readmission Score Hospital Return Days for Pneumonia Patients 29.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.2
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.6
Readmission Score Rate of Readmission for CABG 10.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.9
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 Worse 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 Not Available
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.621
CAUTI SIR (Standardized Infection Ratio) 0.288
SSI SIR (Standardized Infection Ratio) 0.506
CDI SIR (Standardized Infection Ratio) 0.389
MRSA SIR (Standardized Infection Ratio) 0.915

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $33,716
Bad Debt Expense $25,946
Uncompensated Care Cost $40,518
Total Uncompensated Care $40,645

Operating Expenses ($ thousands)

Total Salaries $291,683
Overhead Expenses (Non-Salary) $981,955
Depreciation Expense $4,828
Total Operating Costs $990,298

Charges ($ thousands)

Inpatient Charges $2,129,267
Outpatient Charges $1,748,403
Total Patient Charges $3,877,670

Wage-Related Details ($ thousands)

Core Wage Costs $76,391
Wage Costs (RHC/FQHC)
Adjusted Salaries $297,897
Contract Labor (Patient Care) $26,542
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $40,242
Short-Term Investments
Notes Receivable
Accounts Receivable $222,647
Allowance for Doubtful Accounts
Inventory $24,266
Prepaid Expenses $24,748
Other Current Assets
Total Current Assets $322,832

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,625
Land Improvements Value $7,233
Building Value $385,686
Leasehold Improvements $3,225
Fixed Equipment Value $178,385
Major Movable Equipment $428,070
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $422,806

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $1,347
Other Assets $52,032
Total Other Assets $53,379
Total Assets $799,017

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $61,524
Salaries & Wages Payable $24,934
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $31,335
Total Current Liabilities $116,646

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $42,069
Total Long-Term Liabilities $42,069
Total Liabilities $158,715

Balance Sheet – Equity ($ thousands)

General Fund Balance $630,752
Total Fund Balances $640,302
Total Liabilities & Equity $799,017

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $75,600
DRG (Post-Oct 1) $25,986
Outlier Payments
DSH Adjustment $4,797
Eligible DSH % $0
Simulated MC Payments $60,065
Total IME Payments $14,174

Revenue & Income Statement ($ thousands)

Inpatient Revenue $2,129,267
Outpatient Revenue $1,746,825
Total Patient Revenue $3,876,092
Contractual Allowances & Discounts $2,538,993
Net Patient Revenue $1,337,099
Total Operating Expenses $1,272,142
Net Service Income $64,957
Other Income $55,261
Total Income $120,219
Other Expenses $-50,479
Net Income $170,698

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $129,740
Medicaid Charges $757,051
Net CHIP Revenue $34
CHIP Charges $376

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No