Waterside Health and Rehab Center

General Info

Address:
249 South Newtown Road
Norfolk, VA 23502
Get Directions

  (757) 892-5500

Administrator:
Chris Acorn
Administrator

Stays


For Fiscal year 1/1/2018 - 12/31/2018
Patient days41,681
Full Time Equivalents187

Rates

Semi-Private Daily Room Rate 245
Private Daily Room Rate 285

Updated on: 11/26/2019

Efficiency Indicators

For Fiscal Year 1/1/2018 - 12/31/2018
What are Efficiency Indicators?

Charges

Indicator Description Quartile Rank 1 through 4
1 Gross Patient Revenue Per Adjusted Patient Day: The average full patient charge, based on charge schedules, per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 186.24 226.67
2 226.67 263.57
3 263.57 310.64
4 310.64 576.00
(lower is better)
186.24 
280.02
.
3
 576.00
2 Net Patient Revenue Per Adjusted Patient Day: The average dollar amount expected to be collected per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 115.32 162.74
2 162.74 182.53
3 182.53 199.52
4 199.52 333.38
(lower is better)
115.32 
152.98
.
1
 333.38

Costs

Indicator Description Quartile Rank 1 through 4
3 Cost Per Adjusted Patient Day: The average total operating cost per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 144.31 162.37
2 162.37 180.76
3 180.76 216.12
4 216.12 331.93
(lower is better)
144.31 
199.01
.
3
 331.93
4 Labor Cost Per Adjusted Patient Day: The average personnel expense per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 72.21 101.34
2 101.34 108.88
3 108.88 120.40
4 120.40 185.34
(lower is better)
72.21 
146.43
.
4
 185.34
5 Non-Labor Cost Per Adjusted Patient Day: The average supply, maintenance and non-personnel expense per adjusted admission or patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 23.07 40.79
2 40.79 52.46
3 52.46 73.27
4 73.27 138.81
(lower is better)
23.07 
35.61
.
1
 138.81
6 Capital Cost Per Adjusted Patient Day: The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.96 4.40
2 4.40 6.86
3 6.86 13.89
4 13.89 60.30
(lower is better)
0.96 
4.88
.
2
 60.30

Productivity/Utilization

Indicator Description Quartile Rank 1 through 4
7 Paid Hours Per Adjusted Patient Day: The average number of hours the nursing facility paid to employees or an agency, per adjusted patient day. Patient days are adjusted by case mix and by outpatient and ancillary service revenues. The desired direction is toward a lower value.
QuartileMin.Max.
1 2.72 3.82
2 3.82 4.30
3 4.30 5.00
4 5.00 6.94
(lower is better)
2.72 
5.41
.
4
 6.94

Financial Viability

Indicator Description Quartile Rank 1 through 4
8 Total Margin: Expressed as a percentage, the profit or loss after tax expense that the facility generates in relation to its expenses. The desired direction is toward a higher value.
QuartileMax.Min.
1 16.66 4.66
2 4.66 0.66
3 0.66 -9.23
4 -9.23 -32.46
(higher is better)
16.66 
-29.89
.
4
 -32.46
9 Return on Assets: Expressed as a percentage, the facility's ability to generate cash on its financial resources (e.g., investments, receivables, inventory, physical plant, etc.). The desired direction is toward a higher value.
QuartileMax.Min.
1 66.47 26.75
2 26.75 2.35
3 2.35 -2.42
4 -2.42 -75.04
(higher is better)
66.47 
-48.54
.
4
 -75.04
10 Cash Debt Coverage Ratio: A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.
QuartileMax.Min.
1 13.44 0.00
2 0.00 0.00
3 0.00 0.00
4 0.00 -35.64
(higher is better)
13.44 
0.00
.
1
 -35.64
11 Fixed Asset Financing Ratio: The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.
QuartileMin.Max.
1 0.00 0.00
2 0.00 0.04
3 0.04 0.33
4 0.33 11.30
(lower is better)
0.00 
0.08
.
3
 11.30

Community Support

Indicator Description Quartile Rank 1 through 4
12 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.
QuartileMax.Min.
1 17.02 7.71
2 7.71 4.74
3 4.74 3.04
4 3.04 0.00
(higher is better)
17.02 
6.07
.
2
 0.00
13 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.
QuartileMax.Min.
1 87.43 76.61
2 76.61 67.71
3 67.71 50.52
4 50.52 0.00
(higher is better)
87.43 
74.42
.
2
 0.00

Want all this information and more?

Get the complete current Industry Report on a CD in excel files

Updated on: 11/26/2019

Financial Information

For Fiscal Year 1/1/2018 - 12/31/2018

Revenue

  • Gross patient revenue $20,143,978
  • Contractual allowance $9,139,088
  • Net patient revenue $11,004,890
  • Other operating revenue $17,057

Expense

  • Labor$10,533,906
  • Non-labor$2,561,736
  • Capital$351,360
  • Taxes$142,056
  • Bad-debt$726,962
  • Total expense$14,316,020
  • .
  • Operating income($3,294,073)
  • Net non-operating gains (loss)$0
  • Revenue and gains
    in excess of expenses and losses($3,294,073)

Balance Sheet

  • Current assets$3,351,727
  • Net fixed assets$1,845,605
  • Other assets$0
  • Total assets$5,197,332
  • .
  • Current liabilities$1,009,318
  • Long term liabilities$153,970
  • Total liabilities$1,163,288
  • Net worth$4,034,044
Click here for more information on operating and total margins.

Updated on: 11/26/2019

Staffing

Be careful when comparing staffing levels of different nursing facilities.
Information comes from data that the nursing facility reports to its state agency.
It contains the nursing facility staffing hours for a two-week period prior to the time of the state inspection.
The Centers for Medicare & Medicaid Services (CMS) receives this data and converts it into the number of staff hours per resident per day.
How to Read a Staffing Chart
Waterside Health and Rehab CenterVirginia AverageNational Average
Average number of residents per day89.788.877.5
Total number of licensed nurse staff hours per resident per day1 hour 56 minutes1 hour 49 minutes1 hour 40 minutes
RN hours per resident per day29 minutes43 minutes45 minutes
LPN/LVN hours per resident per day1 hour 26 minutes1 hour 5 minutes55 minutes
Nurse aide hours per resident per day2 hour 23 minutes2 hour 11 minutes2 hour 23 minutes
Physical therapist staff hours per resident per day4 minutes5 minutes4 minutes

Updated on: 10/28/2020

Quality Measures

Information comes from data that the nursing home regularly report on all residents. It includes aspects of residents' health, physical funcioning, mental status and general well being. The Centers for Medicare & Medicaid Services (CMS) receives this data and converts it into the number of staff hours per resident per day.
Read why Quality Measures are important to you at www.Medicare.gov

Short-Stay Residents

Quality Measures Score (higher are better) State Nation
Percentage of short-stay residents assessed and appropriately given the pneumococcal vaccine 91.9%
1.8%
1.7%
Percentage of short-stay residents who made improvements in function 53.1%
82.9%
84.3%
Percentage of short-stay residents who were assessed and appropriately given the seasonal influenza vaccine 96.8%
20.8%
19.7%
Quality Measures Score (lower are better) State Nation
Percentage of short-stay residents who were rehospitalized after a nursing home admission 15.6%
10.3%
10.7%
Percentage of short-stay residents who had an outpatient emergency department visit 12.8%
1.7%
1.5%
Percentage of short-stay residents who newly received an antipsychotic medication 3.3%
17.1%
19.8%

Long-Stay Residents

Quality Measures Score (higher are better) State Nation
Percentage of long-stay residents assessed and appropriately given the pneumococcal vaccine 100%
14.2%
14.2%
Percentage of long-stay residents assessed and appropriately given the seasonal influenza vaccine 100%
68%
68.3%
Quality Measures Score (lower are better) State Nation
Percentage of long-stay residents who received an antipsychotic medication 11.8%
83.9%
81.8%
Percentage of long-stay residents whose ability to move independently worsened 24.6%
19.7%
20.1%
Percentage of long-stay residents who received an antianxiety or hypnotic medication 22.9%
7.3%
7.7%
Percentage of high risk long-stay residents with pressure ulcers 13.4%
96%
96%
Number of hospitalizations per 1000 long-stay resident days 1.3%
1%
0.9%
Number of outpatient emergency department visits per 1000 long-stay resident days 0.4%
N/A N/A
Percentage of long-stay residents whose need for help with daily activities has increased 25%
5.5%
5.9%
Percentage of long-stay residents who lose too much weight 1.9%
48.4%
54.6%
Percentage of low risk long-stay residents who lose control of their bowels or bladder 57.5%
1.8%
1.3%
Percentage of long-stay residents with a catheter inserted and left in their bladder 0.7%
2.6%
3.2%
Percentage of long-stay residents with a urinary tract infection 1.2%
5.1%
2.3%
Percentage of long-stay residents who have depressive symptoms 0%
0.2%
0.2%
Percentage of long-stay residents who were physically restrained 0%
3.4%
3.5%
Percentage of long-stay residents experiencing one or more falls with major injury 0.9%
93.9%
90.7%

Updated on: 10/28/2020