The Orlando VA Medical Center, located at 13800 Veterans Way in Orlando, Florida, is a state-of-the-art facility dedicated to serving the region's 400,000 veterans. This 1.2 million-square-foot medical center offers a wide range of services, including acute care, complex specialty care, and advanced diagnostics. It features a large, multi-specialty outpatient clinic, comprehensive mental health services, and a 24/7 emergency department. The facility also includes a Community Living Center, a Residential Rehabilitation Program, and various community-based outpatient clinics to ensure accessible and comprehensive care for our veterans.
| Hospital Name | Orlando VA Medical Center |
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| Facility ID | 10099F |
| Address | 13800 VETERANS WAY |
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| City/Town | Orlando |
| State | FL |
| ZIP Code | 32827 |
| County/Parish | ORANGE |
| Health System | Independent |
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| Health System Website Domain | orlando.va.gov |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 100 |
| Health System Hospital Locations | Florida |
| Hospital Type | Acute Care - Veterans Administration |
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| Hospital Ownership | Veterans Health Administration |
| Ownership Details | Department of Veterans Affairs |
| Emergency Services | Yes |
Timothy J. Cooke was appointed as the Medical Center Director/CEO of the VA Healthcare System in Orlando, Florida on January 19, 2020. The Orlando VA Healthcare System (VAHCS) serves more than 120,000 Veterans in Central Florida and includes various facilities including a Community Living Center, Mental Health Residential Rehabilitation Treatment Programs/Domiciliaries, a Healthcare Center in Viera, a Medical Center in Orlando, a Multispecialty Community Based Outpatient Clinic in Daytona Beach, and five Community-Based Outpatient Clinics in other locations.
Christopher Dyer, MD previously served as the Deputy Chief of Staff for Primary Care, Mental Health, Specialty Care Services, and Pharmacy. He joined the Orlando VA as ACOS for Medicine in 2022 transferring from the Louisville VA where he served as the Deputy Chief of Staff and Interim Chief of Staff. Dr. Dyer began his VA career in 2012 at the South Texas Veterans Health Care System in San Antonio where he served in leadership roles including Nephrology Chief, Associate Program Director, and Site Director for the Nephrology Fellowship Program.
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Mr. Jeffrey Birdsong was selected as the Associate Director for Operations at the Orlando VA Healthcare System (OVAHCS) on September 22, 2024. In his role, Mr. Birdsong oversees various services, including Activations, Supply Chain Management (SCM), Environmental Management Service (EMS), Prosthetics and Sensory Aids Service (PSAS), Nutrition and Food Service (NFS), Facility Management Service (FMS), Healthcare Technology Management (HTM), Canteen (VCS), and OI&T. Prior to this position, he served as the Chief of FMS at Orlando VA for sixteen years. Over the course of his career, Mr. Birdsong has also acted as the Assistant Director for the Bay Pines VA Healthcare System, as well as the Associate Director, Activations Executive, and Assistant Director for the Orlando VA Healthcare System. He has dedicated over twenty-two years to the U.S. Department of Veterans Affairs. Mr. Birdsong began his career in 1993 as the Assistant Chief Engineer at the Big Spring VA Medical Center. In 1999, he became the Chief Engineer at Lawnwood Regional Medical Center in Ft. Pierce, Florida, before returning back to the Department of Veterans Affairs at the Orlando VA Medical Center. Mr. Birdsong earned his undergraduate degree in Aerospace Engineering from Mississippi State University and his Executive MBA from the University of Central Florida. During his undergraduate studies, he participated as a co-op student in the Flight Mechanics Branch at NASA's Marshall Space Flight Center in Huntsville, Alabama. Following his graduation, he launched his VA career as an Engineer Trainee at the Indianapolis VA Medical Center.
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Melanie Thomas MBA is the Public Affairs Officer for the Orlando VA Health Care System. With a strong background in public relations, media relations, and strategic communication, Melanie plays a vital role in shaping the organization's messaging fostering transparency and strengthening connections with Veterans, stakeholders, and the broader community. In her role, Melanie oversees media outreach, crisis communication, and community engagement initiatives, ensuring that Veterans and their families are well-informed about the services and resources available to them. She collaborates with leadership, government agencies, and community partners to promote the mission of serving those who've served. Driven by her servant leader approach and her commitment to effective communication, Melanie works diligently to amplify the voices of Veterans and highlight the impactful work of the Orlando VA Healthcare System.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 100 |
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| FTE Employees on Payroll | NA |
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| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
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| Inpatient Days (Title XVIII) | NA |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | NA |
| Bed Count | NA |
| Available Bed Days | NA |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | NA |
| Discharges (Title XIX) | NA |
| Total Discharges | NA |
| Inpatient Days (Title V; Adults & Peds) | NA |
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| Inpatient Days (Title XVIII; Adults & Peds) | NA |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | NA |
| Bed Count (Adults & Peds) | NA |
| Available Bed Days (Adults & Peds) | NA |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | NA |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | NA |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
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| Care Quality Concerns | Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
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| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 81% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
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| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| 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) | NA |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -8 |
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| Readmission Score Hospital Return Days for Heart Failure Patients | -20.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 27.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 19.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer 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) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| 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 | 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 | Worse Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | NA |
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| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | NA |
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| Fiscal Year End | NA |
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| EHR | Oracle Health Millennium |
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| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
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| ERP Version | NA |
| EHR is Changing | No |