Carilion Brambleton Surgical Center

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Carilion Brambleton Surgical Center
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Address:

NOTE:

Website:

www.carilionclinic.org/Carilion/Carilion+Clinic+-+Brambleton+Center

Tax Status:

Teaching StatusTeaching Status
The hospital facility reported membership or accreditation in the Council of Teaching Hospitals and Health Systems (COTH) and/or the Accreditation Council for Graduate Medical Education (ACGME) or they reported no teaching status (NONE.):

For Fiscal Year 10/1/2007 - 9/30/2008
Full Time EquivalentsFull-Time Equivalents (FTEs) The total number of hours paid (including worked hours, benefit hours, contracted hours for agency personnel, and paid hours for contracted services provided within the facility) divided by 2080 and rounded to one decimal place. Contract FTEs (contracted hours for agency personnel and paid hours for contracted services provided within the facility) are included. Home office FTEs are not included.	25
Number Of CasesNumber of cases The total number of patient care visits, i.e., the sum of visits during which an operation was performed plus visits during which an operation was not performed but other patient care was provided.	2,333
Number Of Surgical ProceduresNumber of surgical procedures The total number of surgical procedures performed on patients in the reporting period. There may be more than one procedure per visit.	2,741
Number Of Non-Surgical ProceduresNumber of non-surgical procedures The total number of non-surgical procedures performed on patients in the reporting period. There may be more than one procedure per visit.	0
Number Of Operating RoomsNumber of operating rooms The average number of operating rooms equipped and ready for use within 24 hours during the reporting period. This is a simple average of the number of rooms equipped and ready for use on the first day of the report period and the number of rooms equipped and ready for use on the last day of the report period.	2

Updated on:

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Why is this important?Why is this important?
Hospital financial information was originally intended to benefit of large employers and purchasers of care. However, consumers should know that financially healthy hospitals may be better able to provide charity care and invest in infrastructure, and technology.

Rankings on financial measures are found within the Efficiency tab

Financial Information

For Fiscal Year 10/1/2007 - 9/30/2008

Gross Patient RevenueGross patient revenue Total established full charges for all services provided to patients.	$14,981,763
Net Patient RevenueNet patient revenue Net patient service revenue is total gross patient service revenue, minus total contractual allowances, minus charity care @100% of poverty, minus charity care @200% of poverty, plus or minus accrued payments from/to the Indigent Care Trust Fund or the disproportionate share program.	$7,578,702
Other Operating IncomeOther operating revenue Revenue or gains from the hospital�s ongoing or central operations other than patient care. These may include such activities as educational or research programs, sales of goods and services to other than patients, and sales of personal convenience items and services to patients. Operating gains may be difficult to distinguish from non-operating gains. Providers are asked to report other revenue (or other operating revenue) and operating gains as defined per the 1990 AICPA audit guide.	($22,130)

Labor ExpenseLabor expense All expenses related to employment of personnel by the hospital.	$1,028,691
Non-Labor ExpenseNon-labor expense Any expenses that are not related to labor. Excluding capital and capital-related expenses.	$2,528,527
Capital ExpenseCapital expense Capital expenses are those defined by Medicare as capital expenses. This includes depreciation and interest for capital assets reported as used for patient care, plus Medicare inpatient costs for other capital-related expenses. Medicare inpatient costs for other capital-related expenses including leases, rentals (including license and royalty fees for the use of depreciable assets), insurance expense on depreciable assets, related-organization capital-related costs for assets that are not maintained on the hospital's premises, and taxes on land or depreciable assets used for patient care. Depreciation expenses are calculated on a straight-line basis, using Medicare useful lives. Includes the allocated portion of home office capital expenses. This capital expense amount is not necessarily the same as the Medicare-allowable cost figure.	$93,473
Tax ExpenseTaxes/Tax expense All taxes reported on the hospital's income statement, including: state income tax, federal income tax, real estate tax, business property tax, and business license fees. Does not include payroll taxes, which are reported under Labor Expenses.	$0
Bad Debt ExpenseBad-debt expense Bad-debt expense (or provision for bad debts) as reported on the hospital�s income statement.	$0

Total Operating ExpenseTotal operating expense The sum of all operating expenses.	$3,650,691
Operating IncomeOperating income The net of Net patient revenue plus Other operating income minus Total operating income. This is the value that should be used in the calculation of Operating margin.	$3,905,881
Revenue In Excess Of ExpensesRevenue and gains in excess of expenses The net amount of change in the net assets of the facility. The sum of Operating income and Non-operating income. Note: In proprietary facilities this is called Net Income. This is the value that should be used in the calculation of Total margin.	$3,905,881

Total AssetsTotal assets Total assets as reported on the hospital�s balance sheet.	$933,722,336
Long Term DebtLong-term liabilities/debt Obligations not expected to be liquidated within one year.	$392,172,808

Updated on: 12/10/2009

	This facility does not perform Service Lines.

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Efficiency Indicators

For Fiscal Year 10/1/2007 - 9/30/2008

Indicator Description		Value
Charges
1	Gross revenue per case ($)1 Gross Patient Revenue Per Case The average full patient charge, based on charge schedules, per case. The desired direction is toward a lower value.	6,421.67
2	Net patient revenue per case ($)2 Net Patient Revenue Per Case The average dollar amount expected to be collected per case. The desired direction is toward a lower value.	3,248.48
3	Gross patient revenue per procedure ($)3 Gross Patient Revenue Per Procedure The average full patient charge, based on charge schedules, per procedure. The desired direction is toward a lower value.	5,465.80
4	Net patient revenue per procedure ($)4 Net Patient Revenue Per Procedure The average dollar amount expected to be collected per procedure. The desired direction is toward a lower value.	2,764.94
Costs
5	Cost per case ($)5 Cost Per Case The average total operating cost per case. The desired direction is toward a lower value.	1,564.81
6	Cost per procedure ($)6 Cost Per Procedure The average total operating cost per procedure. The desired direction is toward a lower value.	1,331.88
7	Labor cost per case ($)7 Labor Cost Per Case The average personnel expense per case. The desired direction is toward a lower value.	440.93
8	Non-Labor cost per case ($)8 Non-labor Cost Per Case The average supply, maintenance and non-personnel expense per case. The desired direction is toward a lower value.	1,083.81
9	Capital cost per case ($)9 Capital Cost Per Case The average physical plant costs (e.g., purchasing costs, financing costs and capital taxes) per case. The desired direction is toward a lower value.	40.07
10	Operating income per case ($)10 Operating Income Per Case The amount of profit or loss after paying expenses generated, per case. The desired direction is toward a higher value.	1,674.19
11	Labor cost per procedure ($)11 Labor Cost Per Procedure The average personnel expense per procedure. The desired direction is toward a lower value.	375.30
12	Non-labor cost per procedure ($)12 Non-labor Cost Per Procedure The average supply, maintenance and non-personnel expense per procedure. The desired direction is toward a lower value.	922.48
13	Capital cost per procedure ($)13 Capital Cost Per Procedure The average physical plant costs (e.g., purchasing costs, financing costs and capital taxes) per procedure. The desired direction is toward a lower value.	34.10
14	Operating income per procedure ($)14 Operating Income Per Procedure The amount of profit or loss after paying expenses generated, per procedure. The desired direction is toward a higher value.	1,424.98
Productivity/Utilization
15	Cases per full-time equivalent15 Cases Per Full-Time Equivalent The average number of cases performed per employee or agency personnel. The desired direction is toward a higher value.	93.69
16	Procedure per full-time equivalent16 Procedures Per Full-Time Equivalent The average number of procedures performed per employee or agency personnel. The desired direction is toward a higher value.	110.08
Financial Viability
17	Operating room utilization (%)17 Operating Room Utilization Expressed as a percentage, it is the actual hours of operating room use in relation to the total available operating room hours. The desired direction is toward a higher value.	57.63
18	Total margin (%)18 Total Margin Expressed as a percentage, the net income, earnings or loss that the facility generates in relation to its expenses. The desired direction is toward a higher value.	51.69
19	Return on assets(%)19 Return on Assets Expressed as a percentage, the facility's ability to generate cash on its financial resources (for example, investments, receivables, inventory, physical plant, etc.) The desired direction is toward a higher value.	4.10
20	Cash debt coverage20 Cash Debt Coverage A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.	2.45
Community Support
21	Fixed asset financing ratio21 Fixed Asset Financing Ratio The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.	1.37
22	Charity care, bad debts, and taxes (%)22 Charity Care, Bad Debt and Taxes Expressed as a percentage, it is the amount of charity care (converted to a cost basis,) bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.	0.00
23	Medicaid (%)23 Medicaid Participation Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.	6.94

Updated on: 12/10/2009

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Cardiac Care Information

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Please contact Deborah Waite at deborah@vhi.org or (804) 643-5573 X307 for more information.

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This facility does not perform Obstetrical services

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Updated on: 07/01/2010

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