Onslow Memorial Hospital

Onslow Memorial Hospital, located in Jacksonville, NC, is a 162-bed acute care community hospital dedicated to providing high-quality healthcare services to Onslow County and the surrounding areas. Founded in 1944 and accredited by The Joint Commission, we offer a wide range of services, including state-of-the-art diagnostic imaging, emergency care, medical and surgical services, intensive care, maternity and women's health, and rehabilitation services. Our modern facilities include a cardiac cath lab, neurodiagnostic lab, and a women's imaging center. We are committed to providing patient-centered care and improving the health and well-being of our community.

Identifiers

Hospital Name Onslow Memorial Hospital
Facility ID 340042

Location

Address 317 WESTERN BOULEVARD
City/Town Jacksonville
State NC
ZIP Code 28540
County/Parish ONSLOW

Health System

Health System Independent
Health System Website Domain onslow.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 150
Health System Hospital Locations North Carolina

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Governmental, County
Emergency Services Yes

Penney Burlingame Deal, DHA, RN, FACHE

President and Chief Executive Officer

Dr. Penney Burlingame Deal holds a doctorate in healthcare administration and has over 16 years of leadership experience at Onslow Memorial Hospital (OMH), previously serving as chief operating officer. [10] She began her career at OMH as an ED nurse after earning an associate degree in nursing in 1993. [10] Her roles at OMH have included ED nurse, ADT coordinator, and director of urgent care. [10] She became senior vice president of nursing and clinical services and was involved in rebuilding the hospital and leading clinical initiatives such as the radiation oncology program, the Imaging Center for Women, and the Wound Care program. [10] She assumed the role of chief operating officer in March 2015 and was named chief executive officer in July 2016. [10]

Carl Biber

Chief Financial Officer

Taylor Flowers

SVP Human Resources

Thomas Jenkins

SVP Clinical Services

Erin Tallman

SVP Patient Advocacy/Compliance Officer

Rose Morgan, DNP, MS, RN, CENP

Chief Nursing Officer/Senior Vice President

John Kohler, MD, MBA, FAAP

Senior Vice President, Chief Medical Officer

Residency Programs

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

Capacity & Services

Licensed Beds 150

Staffing & Personnel

FTE Employees on Payroll 847.2
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8921
Inpatient Days (Title XIX) 1588
Total Inpatient Days 30961
Bed Count 162
Available Bed Days 59130
Discharges (Title V) NA
Discharges (Title XVIII) 1399
Discharges (Title XIX) 330
Total Discharges 6496

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 8155
Inpatient Days (Title XIX; Adults & Peds) 1354
Total Inpatient Days (Adults & Peds) 25787
Bed Count (Adults & Peds) 148
Available Bed Days (Adults & Peds) 54020
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1399
Discharges (Title XIX; Adults & Peds) 330
Total Discharges (Adults & Peds) 6496

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 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 54%

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
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 Worse Than National Average
Mortality Group – Death Rate for Stroke Patients No Different Than National Average
Mortality Group – Pressure Ulcer Rate Worse 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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 222

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 29.5
Readmission Score Hospital Return Days for Pneumonia Patients 39.9
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 Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
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 17.5
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) 15.3
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.6
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.532
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.257
MRSA SIR (Standardized Infection Ratio) 4.425

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $5,134
Bad Debt Expense $33,291
Uncompensated Care Cost $14,090
Total Uncompensated Care $14,093

Operating Expenses ($ thousands)

Total Salaries $58,152
Overhead Expenses (Non-Salary) $89,845
Depreciation Expense $6,234
Total Operating Costs $125,608

Charges ($ thousands)

Inpatient Charges $132,588
Outpatient Charges $338,307
Total Patient Charges $470,895

Wage-Related Details ($ thousands)

Core Wage Costs $12,829
Wage Costs (RHC/FQHC)
Adjusted Salaries $58,152
Contract Labor (Patient Care) $2,314
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $14,368
Short-Term Investments
Notes Receivable
Accounts Receivable $22,364
Allowance for Doubtful Accounts
Inventory $4,653
Prepaid Expenses $2,684
Other Current Assets $1,416
Total Current Assets $60,189

Balance Sheet – Fixed Assets ($ thousands)

Land Value $58,764
Land Improvements Value
Building Value
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $58,764

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $25,950
Total Other Assets $25,950
Total Assets $144,903

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,460
Salaries & Wages Payable $8,209
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $11,808
Total Current Liabilities $29,344

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $28,176
Long-Term Notes Payable $11,186
Unsecured Loans
Other Long-Term Liabilities $4,054
Total Long-Term Liabilities $43,417
Total Liabilities $72,761

Balance Sheet – Equity ($ thousands)

General Fund Balance $72,141
Total Fund Balances $72,141
Total Liabilities & Equity $144,903

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $12,859
Outlier Payments
DSH Adjustment $386
Eligible DSH % $0
Simulated MC Payments $6,290
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $129,158
Outpatient Revenue $341,737
Total Patient Revenue $470,895
Contractual Allowances & Discounts $315,511
Net Patient Revenue $155,385
Total Operating Expenses $147,997
Net Service Income $7,387
Other Income $3,355
Total Income $10,742
Other Expenses $1,380
Net Income $9,362

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $29,131
Medicaid Charges $83,747
Net CHIP Revenue $18
CHIP Charges $77

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP MEDITECH
ERP Version NA
EHR is Changing No