Virtua Our Lady of Lourdes Hospital

Virtua Our Lady of Lourdes Hospital, located at 1600 Haddon Avenue in Camden, NJ, provides nationally recognized clinical care to South Jersey. As a regional referral center and teaching hospital, it is a destination for cardiovascular care and the only facility in South Jersey offering kidney, liver, and pancreas transplants. Recognized as a high-performing hospital by U.S. News & World Report, Virtua Our Lady of Lourdes offers advanced services, including minimally invasive neurosurgery, gynecologic, and urologic surgery, as well as the Regional Rehabilitation Center, the only comprehensive rehabilitation facility within a South Jersey hospital. With a dedicated team and a commitment to innovation, we provide high-quality, specialized care close to home.

Identifiers

Hospital Name Virtua Our Lady of Lourdes Hospital
Facility ID 310029

Location

Address 1600 HADDON AVENUE
City/Town Camden
State NJ
ZIP Code 8103
County/Parish CAMDEN

Health System

Health System Virtua Health
Health System Website Domain virtua.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 4
Health System Total Beds 1346
Health System Hospital Locations New Jersey

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - State
Ownership Details Virtua
Emergency Services Yes

Lisa Ferraro

President, Virtua Our Lady of Lourdes Hospital

Senior Vice President, Virtua Health. Prior to transitioning into this role, Ferraro served as an SVP and the chief quality, safety and risk officer. Lisa has been with Virtua for 25 years with roles that focused on integrated operations, patient care, staffing, and case management.

Vikram Bathula, M.D.

Medical Staff Officer

President, Medical Staff. Interim Chair, Medicine. Chief, Section of Cardiology.

Monika Smith, D.O.

Medical Staff Officer

Vice-President, Medical Staff. Chair, Emergency Medicine.

Robert Shmuts, D.O.

Medical Staff Officer

Secretary/Treasurer, Medical Staff.

Michael Driscoll, D.O.

Medical Staff Officer

Immediate Past President, Medical Staff.

Saad Rasheed, M.D.

Department Chair

Chair, Anesthesiology.

Monika Smith, D.O.

Department Chair

Chair, Emergency Medicine.

Vikram Bathula, M.D.

Department Chair

Interim Chair, Medicine.

Rhondalyn McLean, M.D.

Section Chief

Chief, Section of Cardiology.

Chidinma Arole, M.D., MPH, FACOG

Department Chair

Chair, Obstetrics/Gynecology.

David Obando, M.D.

Department Chair

Chair, Pathology.

Anisha Roussel, M.D.

Department Chair

Interim Chair, Pediatrics.

Stephen Scheinthal, D.O.

Department Chair

Chair, Psychiatry.

Glenn Articolo, M.D.

Department Chair

Chair, Radiology.

Joseph Costabile, M.D.

Department Chair

Chair, Surgery.

Arthur Ng, M.D.

Section Chief

Chief, Section of Cardiothoracic.

Residency Programs

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

Capacity & Services

Licensed Beds 340

Staffing & Personnel

FTE Employees on Payroll 2755
FTE Interns & Residents 46.74

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 19916
Inpatient Days (Title XIX) 2709
Total Inpatient Days 62982
Bed Count 290
Available Bed Days 105850
Discharges (Title V) NA
Discharges (Title XVIII) 3492
Discharges (Title XIX) 569
Total Discharges 12207

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 16031
Inpatient Days (Title XIX; Adults & Peds) 2100
Total Inpatient Days (Adults & Peds) 48395
Bed Count (Adults & Peds) 233
Available Bed Days (Adults & Peds) 85045
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3492
Discharges (Title XIX; Adults & Peds) 569
Total Discharges (Adults & Peds) 12207

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in 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 65%

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 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) 152

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 11.3
Readmission Score Hospital Return Days for Heart Failure Patients 6.5
Readmission Score Hospital Return Days for Pneumonia Patients 27.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.1
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 13.6
Readmission Score Rate of Readmission for CABG 9.6
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 21
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.7
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 17.1
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 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 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) 0.303
CAUTI SIR (Standardized Infection Ratio) 0.790
SSI SIR (Standardized Infection Ratio) 1.249
CDI SIR (Standardized Infection Ratio) 0.311
MRSA SIR (Standardized Infection Ratio) 0.335

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $9,314
Bad Debt Expense $413
Uncompensated Care Cost $9,401
Total Uncompensated Care $18,188

Operating Expenses ($ thousands)

Total Salaries $118,029
Overhead Expenses (Non-Salary) $316,650
Depreciation Expense $17,731
Total Operating Costs $362,891

Charges ($ thousands)

Inpatient Charges $1,990,474
Outpatient Charges $1,091,534
Total Patient Charges $3,082,008

Wage-Related Details ($ thousands)

Core Wage Costs $23,388
Wage Costs (RHC/FQHC)
Adjusted Salaries $120,466
Contract Labor (Patient Care) $28,673
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $84

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $25
Short-Term Investments
Notes Receivable
Accounts Receivable $57,466
Allowance for Doubtful Accounts $-11,679
Inventory $4,670
Prepaid Expenses $1,183
Other Current Assets
Total Current Assets $60,820

Balance Sheet – Fixed Assets ($ thousands)

Land Value $28,998
Land Improvements Value $1,319
Building Value $68,668
Leasehold Improvements $27,031
Fixed Equipment Value $182
Major Movable Equipment $91,955
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $170,667

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $52,240
Total Other Assets $52,240
Total Assets $283,727

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $27,132
Salaries & Wages Payable $7,537
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $98
Other Current Liabilities $5,956
Total Current Liabilities $132,985

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $18,094
Total Long-Term Liabilities $18,094
Total Liabilities $151,079

Balance Sheet – Equity ($ thousands)

General Fund Balance $132,648
Total Fund Balances $132,648
Total Liabilities & Equity $283,727

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $55,498
Outlier Payments
DSH Adjustment $2,299
Eligible DSH % $0
Simulated MC Payments $36,492
Total IME Payments $4,278

Revenue & Income Statement ($ thousands)

Inpatient Revenue $2,001,336
Outpatient Revenue $1,124,536
Total Patient Revenue $3,125,872
Contractual Allowances & Discounts $2,680,631
Net Patient Revenue $445,242
Total Operating Expenses $434,680
Net Service Income $10,562
Other Income $13,073
Total Income $23,635
Other Expenses
Net Income $23,635

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $67,438
Medicaid Charges $647,370
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No