Virtua Marlton Hospital, located at 90 Brick Road, Marlton, NJ, is a regional medical center offering a comprehensive range of inpatient and outpatient services. As a leading destination for cardiovascular care, we provide advanced surgical procedures, including specialized spine care and joint replacement, along with cutting-edge technology for accurate diagnoses. Our 198-bed facility features 24/7 emergency services, including a certified chest pain center, and rehabilitation services to support swift recovery. Virtua Marlton is dedicated to delivering trusted healthcare services and promoting the well-being of the South Jersey community.
| Hospital Name | Virtua West Jersey Hospital Marlton |
|---|---|
| Facility ID | 310022 |
| Address | 100 BOWMAN DRIVE |
|---|---|
| City/Town | Voorhees |
| State | NJ |
| ZIP Code | 8043 |
| County/Parish | CAMDEN |
| Health System | Virtua Health |
|---|---|
| Health System Website Domain | virtua.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1346 |
| Health System Hospital Locations | New Jersey |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Virtua |
| Emergency Services | Yes |
Mark Nessel is a senior vice president for Virtua Health and president of Virtua's hospitals in Marlton and Voorhees. [5] He is responsible for managing the day-to-day operations of his hospitals' facilities and implementing the health system's strategy. [5] Prior to joining Virtua, Nessel served as Executive Vice President and Chief Operating Officer of Lourdes Health System, where he oversaw operations. [5] Before his tenure at Lourdes, Nessel served as a senior vice president at St. Mary Medical Center and Aria Health. [5] Nessel earned his Bachelor of Arts and Master of Business Administration degrees from Temple University. [5] He sits on the board of directors of Catholic Housing and Community Services of the Archdiocese of Philadelphia. [5] He provided leadership oversight for the development of high-quality, safe and cost-effective services, and had direct administrative oversight for nursing, mental health services, surgical services, plant operations, pharmacy, laboratory, food services, security, information systems, inpatient and outpatient rehabilitation and Imaging. [5]
Dr. Turner is an emergency medicine physician with TeamHealth and the Director of Emergency Medicine at Virtua Marlton Hospital. [12] He is a graduate of the University of Medicine and Dentistry of New Jersey. [12] Dr. Turner has served as a trustee with the Virtua Health Foundation Board since 2002. [12]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 402 |
|---|
| FTE Employees on Payroll | 3181.43 |
|---|---|
| FTE Interns & Residents | 29.05 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 45177 |
| Inpatient Days (Title XIX) | 3432 |
| Total Inpatient Days | 148679 |
| Bed Count | 587 |
| Available Bed Days | 214255 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 8316 |
| Discharges (Title XIX) | 630 |
| Total Discharges | 30244 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 35223 |
| Inpatient Days (Title XIX; Adults & Peds) | 841 |
| Total Inpatient Days (Adults & Peds) | 106279 |
| Bed Count (Adults & Peds) | 463 |
| Available Bed Days (Adults & Peds) | 168995 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 8316 |
| Discharges (Title XIX; Adults & Peds) | 630 |
| Total Discharges (Adults & Peds) | 30244 |
| 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 | 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. |
| 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% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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) | 145 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 16.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 15.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.3 |
| 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 | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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 | Better 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 | 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) | 0.206 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.429 |
| SSI SIR (Standardized Infection Ratio) | 1.031 |
| CDI SIR (Standardized Infection Ratio) | 0.449 |
| MRSA SIR (Standardized Infection Ratio) | 0.218 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $9,743 |
|---|---|
| Bad Debt Expense | $3,094 |
| Uncompensated Care Cost | $10,276 |
| Total Uncompensated Care | $47,974 |
| Total Salaries | $306,326 |
|---|---|
| Overhead Expenses (Non-Salary) | $583,844 |
| Depreciation Expense | $78,926 |
| Total Operating Costs | $796,087 |
| Inpatient Charges | $2,965,270 |
|---|---|
| Outpatient Charges | $2,702,197 |
| Total Patient Charges | $5,667,467 |
| Core Wage Costs | $59,087 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $310,901 |
| Contract Labor (Patient Care) | $26,349 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $505 |
| Cash & Bank Balances | $16,774 |
|---|---|
| Short-Term Investments | $7,202 |
| Notes Receivable | |
| Accounts Receivable | $115,939 |
| Allowance for Doubtful Accounts | $-24,222 |
| Inventory | $5,079 |
| Prepaid Expenses | $6,673 |
| Other Current Assets | $15,364 |
| Total Current Assets | $142,808 |
| Land Value | $71,305 |
|---|---|
| Land Improvements Value | $31,041 |
| Building Value | $384,818 |
| Leasehold Improvements | |
| Fixed Equipment Value | $158,527 |
| Major Movable Equipment | $912,487 |
| Minor Depreciable Equipment | $343 |
| Health IT Assets | |
| Total Fixed Assets | $529,222 |
| Long-Term Investments | $1,516,940 |
|---|---|
| Other Assets | $238,894 |
| Total Other Assets | $1,755,834 |
| Total Assets | $2,427,863 |
| Accounts Payable | $68,322 |
|---|---|
| Salaries & Wages Payable | $20,787 |
| Payroll Taxes Payable | |
| Short-Term Debt | $12,509 |
| Deferred Revenue | $3,506 |
| Other Current Liabilities | $149,969 |
| Total Current Liabilities | $255,093 |
| Mortgage Debt | $497,642 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $49,296 |
| Total Long-Term Liabilities | $546,938 |
| Total Liabilities | $802,031 |
| General Fund Balance | $1,625,832 |
|---|---|
| Total Fund Balances | $1,625,832 |
| Total Liabilities & Equity | $2,427,863 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $85,885 |
| Outlier Payments | |
| DSH Adjustment | $1,314 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $47,515 |
| Total IME Payments | $2,381 |
| Inpatient Revenue | $2,991,105 |
|---|---|
| Outpatient Revenue | $2,799,808 |
| Total Patient Revenue | $5,790,913 |
| Contractual Allowances & Discounts | $4,832,479 |
| Net Patient Revenue | $958,434 |
| Total Operating Expenses | $890,170 |
| Net Service Income | $68,264 |
| Other Income | $79,026 |
| Total Income | $147,290 |
| Other Expenses | $222,570 |
| Net Income | $-75,279 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $98,767 |
| Medicaid Charges | $971,517 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |