Bon Secours Maryview Medical Center, located at 3636 High Street in Portsmouth, Virginia, is a leading healthcare provider offering advanced medical services with a compassionate touch. As a 346-bed non-profit hospital, we attract specialists from top programs nationwide, ensuring patients receive cutting-edge technology and high-quality care. We are committed to patient safety, consistently earning an "A" grade from the Leapfrog Hospital Safety Grade. Bon Secours Maryview Medical Center extends the compassionate ministry of Jesus by improving the health and well-being of our communities and providing essential care to those in need.
| Hospital Name | Bon Secours Maryview Medical Center |
|---|---|
| Facility ID | 490017 |
| Address | 3636 HIGH STREET |
|---|---|
| City/Town | Portsmouth |
| State | VA |
| ZIP Code | 23707 |
| County/Parish | PORTSMOUTH CITY |
| Health System | Bon Secours Mercy Health |
|---|---|
| Health System Website Domain | bsmhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 31 |
|---|---|
| Health System Total Beds | 6715 |
| Health System Hospital Locations | Kentucky, Ohio, South Carolina and Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Bon Secours Mercy Health |
| Emergency Services | Yes |
Shane Knisley is the current President of Bon Secours Maryview Medical Center in Portsmouth VA. As president, Shane is responsible for the overall operational success of the hospital. [6] He joined Bon Secours in 2018 and previously served as President of Mercy Health – Clermont Hospital and Chief Operating Officer of Mercy Health – Fairfield Hospital. [3, 6] Before joining Bon Secours Mercy Health, Knisley worked for Sparks Health System and Lake Granbury Medical Center. [3, 6] He served in the U.S. Navy for 23 years, retiring in 2014. [3, 6] Knisley holds a bachelor's degree in Information Systems Management from the University of Maryland University College and a Master of Health Administration from Baylor University's Army-Baylor Program. [3, 6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 346 |
|---|
| FTE Employees on Payroll | 961.99 |
|---|---|
| FTE Interns & Residents | 33.96 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12158 |
| Inpatient Days (Title XIX) | 238 |
| Total Inpatient Days | 43405 |
| Bed Count | 160 |
| Available Bed Days | 58247 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2212 |
| Discharges (Title XIX) | 73 |
| Total Discharges | 8039 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10712 |
| Inpatient Days (Title XIX; Adults & Peds) | 209 |
| Total Inpatient Days (Adults & Peds) | 37775 |
| Bed Count (Adults & Peds) | 138 |
| Available Bed Days (Adults & Peds) | 50217 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2212 |
| Discharges (Title XIX; Adults & Peds) | 73 |
| Total Discharges (Adults & Peds) | 8039 |
| Care Quality Stengths | Average overall patient satisfaction. 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 |
| 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 | 54% |
|---|
| 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 | 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 | Worse 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) | 174 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -8.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -5.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12 |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | 10.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.3 |
| 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) | 0.604 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.222 |
| SSI SIR (Standardized Infection Ratio) | 0.736 |
| CDI SIR (Standardized Infection Ratio) | 0.018 |
| MRSA SIR (Standardized Infection Ratio) | 0.148 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $3,814 |
|---|---|
| Bad Debt Expense | $21,032 |
| Uncompensated Care Cost | $8,375 |
| Total Uncompensated Care | $8,375 |
| Total Salaries | $88,506 |
|---|---|
| Overhead Expenses (Non-Salary) | $268,095 |
| Depreciation Expense | $10,729 |
| Total Operating Costs | $306,025 |
| Inpatient Charges | $431,039 |
|---|---|
| Outpatient Charges | $1,004,934 |
| Total Patient Charges | $1,435,973 |
| Core Wage Costs | $18,795 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $88,506 |
| Contract Labor (Patient Care) | $15,711 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $460 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $112,091 |
| Allowance for Doubtful Accounts | $-82,856 |
| Inventory | $12,584 |
| Prepaid Expenses | $781 |
| Other Current Assets | |
| Total Current Assets | $43,661 |
| Land Value | $4,637 |
|---|---|
| Land Improvements Value | $4,751 |
| Building Value | $140,413 |
| Leasehold Improvements | $21,176 |
| Fixed Equipment Value | $15,281 |
| Major Movable Equipment | $89,494 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $105,020 |
| Long-Term Investments | $2,385 |
|---|---|
| Other Assets | $189,532 |
| Total Other Assets | $191,916 |
| Total Assets | $340,597 |
| Accounts Payable | $9,647 |
|---|---|
| Salaries & Wages Payable | $1,573 |
| Payroll Taxes Payable | $-3 |
| Short-Term Debt | |
| Deferred Revenue | $280 |
| Other Current Liabilities | $40,630 |
| Total Current Liabilities | $52,127 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $34,600 |
| Total Long-Term Liabilities | $34,600 |
| Total Liabilities | $86,728 |
| General Fund Balance | $253,869 |
|---|---|
| Total Fund Balances | $253,869 |
| Total Liabilities & Equity | $340,597 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,093 |
| DRG (Post-Oct 1) | $22,122 |
| Outlier Payments | |
| DSH Adjustment | $1,060 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $10,437 |
| Total IME Payments | $2,464 |
| Inpatient Revenue | $431,077 |
|---|---|
| Outpatient Revenue | $1,004,903 |
| Total Patient Revenue | $1,435,979 |
| Contractual Allowances & Discounts | $1,087,996 |
| Net Patient Revenue | $347,983 |
| Total Operating Expenses | $356,602 |
| Net Service Income | $-8,619 |
| Other Income | $11,965 |
| Total Income | $3,347 |
| Other Expenses | $-116 |
| Net Income | $3,463 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $78,066 |
| Medicaid Charges | $307,405 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |