Sentara Northern Virginia Medical Center, located at 2300 Opitz Boulevard in Woodbridge, VA, is your community hospital backed by the resources of a major health system. As a 183-bed, not-for-profit Trauma III Medical Center, we combine advanced technology with compassionate, personalized care. Our comprehensive services include primary and emergency care, award-winning specialty centers such as our Heart and Vascular and Women's Health Centers, advanced imaging, cancer treatment, orthopedics, and more. Experience the Sentara difference, where we are committed to providing the right care, right here.
| Hospital Name | Sentara Northern Virginia Medical Center |
|---|---|
| Facility ID | 490113 |
| Address | 2300 OPITZ BOULEVARD |
|---|---|
| City/Town | Woodbridge |
| State | VA |
| ZIP Code | 22191 |
| County/Parish | PRINCE WILLIAM |
| Health System | Sentara Health |
|---|---|
| Health System Website Domain | sentara.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 12 |
|---|---|
| Health System Total Beds | 2686 |
| Health System Hospital Locations | North Carolina and Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Sentara Healthcare |
| Emergency Services | Yes |
Jeff Joyner, MHA, FACHE, is the president of Sentara Northern Virginia Medical Center in Woodbridge, Virginia. [8] He began his tenure at SNVMC in June 2023. [5, 6] Joyner comes to Sentara from Bassett Healthcare Network, where he served as Senior Vice President, Chief Hospital Executive at A.O. Fox Hospital. [5, 6, 8] Prior to that, he was System Vice President, Operations at St. Joseph's Healthcare System in Paterson, N.J. from 2013 to 2015. [5, 6, 8] He is recognized for creating a new culture and philosophy of growth for the hospital. [5, 6] Joyner also oversees operations at the Sentara Lake Ridge and other Sentara facilities in the Northern Virginia region. [8] He has extensive experience in various aspects of healthcare delivery, including support and ancillary services, program development, strategic planning, board and foundation development, physician and medical staff relations and recruitment, managed care, marketing, community relations, system development, population health, and international services. [8]
Heather Casseaux, MSN, NP, has been named vice president of operations at Sentara Northern Virginia Medical Center. [3] She stepped into the VP role March 11 [4] or April 22nd, 2024 [3]. She will oversee all strategic and operational aspects at Sentara Northern Virginia Medical Center. [3, 4] Causseaux joined SNVMC in 2017 as Service Line Director overseeing oncology, wound, hyperbaric, plastic, and urology services. [4] Previously, she worked for Sentara Medical Group as a Nurse Practitioner from 2013-2014 and has more than 19 years of experience in the health care field. [4] Among her recent accomplishments, Causseaux successfully obtained a Certificate of Public Need (COPN) for PET imaging. [4]
Debra Lee, M.D., has been appointed Chief Medical Officer (CMO) at Sentara Northern Virginia Medical Center and transitioned to this new position on April 8 [3, 4]. As CMO, Lee will be responsible for care delivery, clinical quality and safety [3, 4], overseeing the daily operations of medical services with a focus on strategic clinical leadership. [4] Lee joined the SNVMC team as the Emergency Department, Site Medical Director in 2016 and assumed her role as Chief of the SNVMC and Sentara Lake Ridge Emergency Departments in 2020. [4] Lee was appointed President of the SNVMC Medical Staff in 2023. [4] Under her leadership, there have been improvements in the Emergency Department throughput times, patient satisfaction rates, and quality metrics. [4] At the beginning of the COVID-19 pandemic, she developed infection prevention strategies and successfully managed provider staffing throughout the pandemic maintaining minimal staff turnover. [4]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 153 |
|---|
| FTE Employees on Payroll | 960.13 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15591 |
| Inpatient Days (Title XIX) | 3063 |
| Total Inpatient Days | 51164 |
| Bed Count | 147 |
| Available Bed Days | 53655 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2593 |
| Discharges (Title XIX) | 477 |
| Total Discharges | 9623 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 14147 |
| Inpatient Days (Title XIX; Adults & Peds) | 2555 |
| Total Inpatient Days (Adults & Peds) | 42577 |
| Bed Count (Adults & Peds) | 131 |
| Available Bed Days (Adults & Peds) | 47815 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2593 |
| Discharges (Title XIX; Adults & Peds) | 477 |
| Total Discharges (Adults & Peds) | 9623 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| 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 | 59% |
|---|
| 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 | 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) | 177 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 16.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 14.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 25.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.7 |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.6 |
| 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 | 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.458 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.506 |
| SSI SIR (Standardized Infection Ratio) | 1.263 |
| CDI SIR (Standardized Infection Ratio) | 0.154 |
| MRSA SIR (Standardized Infection Ratio) | 0.705 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $11,716 |
|---|---|
| Bad Debt Expense | $23,130 |
| Uncompensated Care Cost | $17,624 |
| Total Uncompensated Care | $17,631 |
| Total Salaries | $99,678 |
|---|---|
| Overhead Expenses (Non-Salary) | $199,096 |
| Depreciation Expense | $11,263 |
| Total Operating Costs | $257,876 |
| Inpatient Charges | $489,427 |
|---|---|
| Outpatient Charges | $528,043 |
| Total Patient Charges | $1,017,470 |
| Core Wage Costs | $23,121 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $99,678 |
| Contract Labor (Patient Care) | $8,110 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,929 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $43,759 |
| Allowance for Doubtful Accounts | |
| Inventory | $4,734 |
| Prepaid Expenses | $2,410 |
| Other Current Assets | |
| Total Current Assets | $54,180 |
| Land Value | $11,320 |
|---|---|
| Land Improvements Value | $14,781 |
| Building Value | $162,904 |
| Leasehold Improvements | $353 |
| Fixed Equipment Value | $45,677 |
| Major Movable Equipment | $117,083 |
| Minor Depreciable Equipment | $3 |
| Health IT Assets | |
| Total Fixed Assets | $118,464 |
| Long-Term Investments | |
|---|---|
| Other Assets | $15,622 |
| Total Other Assets | $15,622 |
| Total Assets | $188,266 |
| Accounts Payable | $7,789 |
|---|---|
| Salaries & Wages Payable | $6,136 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $8,709 |
| Total Current Liabilities | $23,255 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,450 |
| Total Long-Term Liabilities | $8,450 |
| Total Liabilities | $31,705 |
| General Fund Balance | $156,561 |
|---|---|
| Total Fund Balances | $156,561 |
| Total Liabilities & Equity | $188,266 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $19,482 |
| DRG (Post-Oct 1) | $7,706 |
| Outlier Payments | |
| DSH Adjustment | $898 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $14,433 |
| Total IME Payments |
| Inpatient Revenue | $489,427 |
|---|---|
| Outpatient Revenue | $528,043 |
| Total Patient Revenue | $1,017,470 |
| Contractual Allowances & Discounts | $731,170 |
| Net Patient Revenue | $286,300 |
| Total Operating Expenses | $298,600 |
| Net Service Income | $-12,299 |
| Other Income | $7,608 |
| Total Income | $-4,691 |
| Other Expenses | |
| Net Income | $-4,691 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $34,704 |
| Medicaid Charges | $207,832 |
| Net CHIP Revenue | $68 |
| CHIP Charges | $296 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |