Southern Ohio Medical Center (SOMC), located at 1805 27th Street in Portsmouth, OH, is a leading medical center in the region, dedicated to positively impacting the lives of patients, employees, and the community. SOMC is a 248-bed non-profit hospital that provides comprehensive medical care, including emergency and surgical services. Committed to delivering exceptional care, SOMC upholds strategic values of safety, quality, service, teamwork, and financial performance. Recognized for excellence, SOMC has earned Magnet recognition for nursing and has been named a top workplace in Ohio and the U.S. SOMC strives to honor the dignity and worth of each person while being the best in healthcare.
| Hospital Name | Southern Ohio Medical Center |
|---|---|
| Facility ID | 360008 |
| Address | 1805 27TH STREET |
|---|---|
| City/Town | Portsmouth |
| State | OH |
| ZIP Code | 45662 |
| County/Parish | SCIOTO |
| Health System | Independent |
|---|---|
| Health System Website Domain | somc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 237 |
| Health System Hospital Locations | Ohio |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Southern Ohio Medical Center |
| Emergency Services | Yes |
Ben Gill is the President & CEO of Southern Ohio Medical Center. He highlights the hospital's culture guided by five strategic values: Safety, Quality, Service, Teamwork, and Finance. He mentions SOMC's recognition on FORTUNE's 100 Best Places to Work For list and the hospital's financial stability as an independent community hospital.
Dr. Kendall Stewart is the Vice President for Medical Affairs and the Chief Medical Officer of Southern Ohio Medical Center, and the Chairman and CEO of the SOMC Medical Care Foundation, Inc., a multi-specialty physician practice group. He is a Clinical Professor of Psychiatry at the Ohio University College of Osteopathic Medicine and practices adult psychiatry part-time. He graduated from Berry College and received his MD from the Medical College of Georgia, where he also completed his psychiatric residency. He served as Chief of the Mental Health Clinic at the US Air Force Hospital near Rapid City, South Dakota, before opening his private practice in Portsmouth in 1981. He earned an MBA from Ohio University in 1999. Dr. Stewart is a Diplomate of the American Board of Psychiatry and Neurology and a Distinguished Lifetime Fellow of the American Psychiatric Association. He is a past president of the Ohio Psychiatric Association and a former Chairman of The Ohio Partnership for Excellence. He also served as a member of the Board of Examiners for the Malcolm Baldrige National Quality Award. Dr. Stewart is the senior author of “A Portable Mentor for Organizational Leaders.”
Vicki Noel is the vice president of SOMC Human Resources and Organizational Development. She states that the culture at SOMC is built around mutual trust and employee engagement and that they are committed to encouraging employees to feel comfortable sharing their opinions and grow within the organization.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 237 |
|---|
| FTE Employees on Payroll | 2358 |
|---|---|
| FTE Interns & Residents | 0.42 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11189 |
| Inpatient Days (Title XIX) | 1315 |
| Total Inpatient Days | 36520 |
| Bed Count | 192 |
| Available Bed Days | 70080 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2510 |
| Discharges (Title XIX) | 303 |
| Total Discharges | 9051 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10292 |
| Inpatient Days (Title XIX; Adults & Peds) | 1220 |
| Total Inpatient Days (Adults & Peds) | 31812 |
| Bed Count (Adults & Peds) | 176 |
| Available Bed Days (Adults & Peds) | 64240 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2510 |
| Discharges (Title XIX; Adults & Peds) | 303 |
| Total Discharges (Adults & Peds) | 9051 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. Hospital does an above-average 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 |
| 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 | 71% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Worse 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) | 232 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 2.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 3.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -1.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 9.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days 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) | 0.609 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.162 |
| SSI SIR (Standardized Infection Ratio) | 1.004 |
| CDI SIR (Standardized Infection Ratio) | 0.527 |
| MRSA SIR (Standardized Infection Ratio) | 0.991 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,307 |
|---|---|
| Bad Debt Expense | $7,882 |
| Uncompensated Care Cost | $4,377 |
| Total Uncompensated Care | $52,069 |
| Total Salaries | $169,470 |
|---|---|
| Overhead Expenses (Non-Salary) | $275,761 |
| Depreciation Expense | $17,813 |
| Total Operating Costs | $356,106 |
| Inpatient Charges | $485,935 |
|---|---|
| Outpatient Charges | $943,812 |
| Total Patient Charges | $1,429,748 |
| Core Wage Costs | $56,009 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $169,470 |
| Contract Labor (Patient Care) | $6,185 |
| Wage Costs (Part A Teaching) | $49 |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $28,894 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $73,454 |
| Allowance for Doubtful Accounts | |
| Inventory | $11,008 |
| Prepaid Expenses | $5,107 |
| Other Current Assets | $3,020 |
| Total Current Assets | $121,482 |
| Land Value | $6,125 |
|---|---|
| Land Improvements Value | $11,957 |
| Building Value | $82,980 |
| Leasehold Improvements | $8,958 |
| Fixed Equipment Value | $143,044 |
| Major Movable Equipment | $173,115 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $149,227 |
| Long-Term Investments | $305,165 |
|---|---|
| Other Assets | $14,710 |
| Total Other Assets | $319,875 |
| Total Assets | $590,585 |
| Accounts Payable | $17,048 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $9,421 |
| Deferred Revenue | $3,370 |
| Other Current Liabilities | $22,542 |
| Total Current Liabilities | $52,382 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $115,738 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $21,054 |
| Total Long-Term Liabilities | $136,792 |
| Total Liabilities | $189,173 |
| General Fund Balance | $401,411 |
|---|---|
| Total Fund Balances | $401,411 |
| Total Liabilities & Equity | $590,585 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,126 |
| DRG (Post-Oct 1) | $17,313 |
| Outlier Payments | |
| DSH Adjustment | $911 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $21,325 |
| Total IME Payments | $16 |
| Inpatient Revenue | $485,935 |
|---|---|
| Outpatient Revenue | $943,842 |
| Total Patient Revenue | $1,429,777 |
| Contractual Allowances & Discounts | $1,005,481 |
| Net Patient Revenue | $424,296 |
| Total Operating Expenses | $444,985 |
| Net Service Income | $-20,688 |
| Other Income | $105,910 |
| Total Income | $85,222 |
| Other Expenses | $8,610 |
| Net Income | $76,611 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $62,677 |
| Medicaid Charges | $491,619 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |