Norwalk Hospital, a member of Nuvance Health, is a 366-bed acute care academic hospital serving Fairfield County, Connecticut, and the surrounding New York Metropolitan area. We provide a range of medical, surgical, and wellness services, including a Level II Trauma Center and specialized centers for stroke, joint replacement, cancer, and heart care. Our expert teams utilize advanced technology and research-based methods to deliver innovative and compassionate care. As a teaching hospital, we are affiliated with Yale University and New York Medical College, offering residency programs that reflect our commitment to excellence and the future of healthcare. We are dedicated to improving the health of every person in our community through efficient, exceptional, and innovative care.
| Hospital Name | Norwalk Hospital |
|---|---|
| Facility ID | 070034 |
| Address | 24 STEVENS STREET |
|---|---|
| City/Town | Norwalk |
| State | CT |
| ZIP Code | 6856 |
| County/Parish | FAIRFIELD |
| Health System | Nuvance Health |
|---|---|
| Health System Website Domain | nuvancehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 1348 |
| Health System Hospital Locations | Connecticut and New York |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Nuvance Health |
| Emergency Services | Yes |
Appointed in February 2024, the first Latino to serve as Chair of the Board of Directors. Formerly served as Vice Chair. He is the Executive Director of the Avangrid Foundation and Director of Corporate Citizenship at Avangrid (as of Feb 2024). As of 2022, he was the director of development and philanthropic services for Fairfield County's Community Foundation. [9], [2]
Appointed as the new Vice Chair in February 2024. [9]
Appointed as Chief of Staff in February 2024. She has served in many leadership roles over the past 14 years, including Vice Chair of the emergency department (2015) and Associate Chief of the Medical Staff (2022). She holds a medical degree from the University of California, San Francisco Medical School and a Bachelor of Arts degree in Government with a health policy focus from Harvard University. [9]
Chief of pulmonary and critical care medicine and the medical director of pulmonary rehabilitation at Norwalk Hospital. She is also a member of the Norwalk Hospital Board of Directors. Dr. Ahasic has advanced training in occupational and environmental medicine and holds a Master of Public Health degree. She was recognized as a 2021 Female Trailblazer for her dedication to addressing equity in leadership and wellness for women physicians. [2], [11], [20]
Joined the Board of Directors in February 2024 as the newest member. He is the Managing Principal of Westport Capital Partners. His experience includes property acquisition through repositioning and disposition of fund assets across the United States, Europe, and Japan. [9]
Mentioned as a new board member in January 2022. [2], [11]
Mentioned as a new board member in January 2022. He is vice president of Peter DiNardo Enterprises, a family owned commercial real estate investment, development and property management business. He has served on the Norwalk Hospital Foundation Board for more than a decade and has worked with multiple charities. [2], [11]
Dr. Gill-Meyer has been with Nuvance Health Medical Practice since joining the Norwalk hospitalist program in 2015. She is a Clinical Assistant Professor of Medicine at Larner College of Medicine, University of Vermont. She served as the Clerkship Medical Director at Norwalk Hospital before becoming Associate Program Director. She is a certified healthcare simulation educator and developed the simulation curriculum for the internal medicine residency program. [20]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 328 |
|---|
| FTE Employees on Payroll | 1168.72 |
|---|---|
| FTE Interns & Residents | 72.28 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15849 |
| Inpatient Days (Title XIX) | 6776 |
| Total Inpatient Days | 40926 |
| Bed Count | 218 |
| Available Bed Days | 79153 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2980 |
| Discharges (Title XIX) | 1712 |
| Total Discharges | 8889 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13503 |
| Inpatient Days (Title XIX; Adults & Peds) | 4877 |
| Total Inpatient Days (Adults & Peds) | 32727 |
| Bed Count (Adults & Peds) | 152 |
| Available Bed Days (Adults & Peds) | 55064 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2980 |
| Discharges (Title XIX; Adults & Peds) | 1712 |
| Total Discharges (Adults & Peds) | 8889 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated 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 | 65% |
|---|
| 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 | Better 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 | Worse 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) | 186 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -3.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 21.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 23.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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 | 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) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $7,549 |
|---|---|
| Bad Debt Expense | $23,922 |
| Uncompensated Care Cost | $14,131 |
| Total Uncompensated Care | $28,411 |
| Total Salaries | $110,390 |
|---|---|
| Overhead Expenses (Non-Salary) | $283,890 |
| Depreciation Expense | $21,876 |
| Total Operating Costs | $292,944 |
| Inpatient Charges | $499,817 |
|---|---|
| Outpatient Charges | $568,141 |
| Total Patient Charges | $1,067,957 |
| Core Wage Costs | $27,618 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $110,419 |
| Contract Labor (Patient Care) | $2,506 |
| Wage Costs (Part A Teaching) | $18 |
| Wage Costs (Interns & Residents) | $1,480 |
| Cash & Bank Balances | $7,090 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $35,478 |
| Allowance for Doubtful Accounts | |
| Inventory | $9,149 |
| Prepaid Expenses | $7,812 |
| Other Current Assets | $2,093 |
| Total Current Assets | $127,787 |
| Land Value | $21,524 |
|---|---|
| Land Improvements Value | $1,941 |
| Building Value | $379,222 |
| Leasehold Improvements | $11,639 |
| Fixed Equipment Value | |
| Major Movable Equipment | $263,921 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $243,175 |
| Long-Term Investments | $86,404 |
|---|---|
| Other Assets | $333,581 |
| Total Other Assets | $419,984 |
| Total Assets | $790,946 |
| Accounts Payable | $21,529 |
|---|---|
| Salaries & Wages Payable | $9,505 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,751 |
| Deferred Revenue | |
| Other Current Liabilities | $41,883 |
| Total Current Liabilities | $75,668 |
| Mortgage Debt | $217,983 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $28,954 |
| Total Long-Term Liabilities | $246,937 |
| Total Liabilities | $322,606 |
| General Fund Balance | $468,340 |
|---|---|
| Total Fund Balances | $468,340 |
| Total Liabilities & Equity | $790,946 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $36,162 |
| Outlier Payments | |
| DSH Adjustment | $636 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $17,958 |
| Total IME Payments | $4,946 |
| Inpatient Revenue | $505,161 |
|---|---|
| Outpatient Revenue | $631,541 |
| Total Patient Revenue | $1,136,703 |
| Contractual Allowances & Discounts | $801,813 |
| Net Patient Revenue | $334,890 |
| Total Operating Expenses | $394,280 |
| Net Service Income | $-59,390 |
| Other Income | $19,546 |
| Total Income | $-39,844 |
| Other Expenses | $8,506 |
| Net Income | $-48,350 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $33,968 |
| Medicaid Charges | $183,297 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |