Piedmont Columbus Regional Northside

Piedmont Columbus Regional Northside, located at 100 First Court in Columbus, GA, is a 100-bed acute care hospital dedicated to providing exceptional patient care in a modern and welcoming environment. As part of the Piedmont Healthcare family, we offer a comprehensive range of medical and surgical services, including orthopedics, rehabilitation, and bariatric surgery. Our focus is on delivering outstanding clinical quality with a commitment to customer service. We are proud to be a Comprehensive Bariatrics Center and a Blue Cross Blue Shield Bariatrics Center of Excellence, offering advanced surgical services, including da Vinci XI robotics. At Piedmont Columbus Regional Northside, you'll find compassionate care in a healing atmosphere.

Identifiers

Hospital Name Piedmont Columbus Regional Northside
Facility ID 110200

Location

Address 100 FRIST COURT
City/Town Columbus
State GA
ZIP Code 31909
County/Parish MUSCOGEE

Health System

Health System Piedmont Healthcare
Health System Website Domain piedmont.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 17
Health System Total Beds 3485
Health System Hospital Locations Georgia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Piedmont Healthcare
Emergency Services No

M. Scott Hill

CEO, Piedmont Columbus Regional

CEO of Piedmont Columbus Regional and Corporate Senior Vice President. [3, 6, 11]

Laura Drew

Northside Campus COO

Formerly served as senior vice president of quality and regulatory compliance at Piedmont Columbus since 2012. Holds an MBA from Capella University and is Six Sigma Black Belt certified. [2] Commented on the Northside Emergency Department expansion opening. [4]

Cary Burcham

Chief Nursing Officer, Piedmont Columbus Regional

Chief Nursing Officer for Piedmont Columbus Regional. [1, 11]

Chris Edwards, M.D.

Chief Medical Officer, Piedmont Columbus Regional

Most recently served as CMO of Maury Regional Health in Columbia, Tenn. Has experience practicing as an internal medicine physician and helped launch the hospitalist program at Piedmont Athens Regional in the early 2000s. [2]

Allen Holladay

Chief Financial Officer, Piedmont Columbus Regional

CFO of Piedmont Columbus Regional. [1, 6]

Holly Lehmberg

Northside Campus Executive Director of Nursing

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 100

Staffing & Personnel

FTE Employees on Payroll 427.99
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6605
Inpatient Days (Title XIX) 672
Total Inpatient Days 19381
Bed Count 71
Available Bed Days 25915
Discharges (Title V) NA
Discharges (Title XVIII) 1437
Discharges (Title XIX) 143
Total Discharges 4522

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6114
Inpatient Days (Title XIX; Adults & Peds) 577
Total Inpatient Days (Adults & Peds) 17920
Bed Count (Adults & Peds) 66
Available Bed Days (Adults & Peds) 24090
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1437
Discharges (Title XIX; Adults & Peds) 143
Total Discharges (Adults & Peds) 4522

Quality Summary

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 Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 77%

Mortality Group Indicators

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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 160

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -23.3
Readmission Score Hospital Return Days for Pneumonia Patients -0.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.7
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 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.3
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 13.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.6
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
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 Not Available
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
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 Number of Cases Too Small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.739
CAUTI SIR (Standardized Infection Ratio) 0.708
SSI SIR (Standardized Infection Ratio) 0.606
CDI SIR (Standardized Infection Ratio) 0.117
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,570
Bad Debt Expense $7,391
Uncompensated Care Cost $7,875
Total Uncompensated Care $9,686

Operating Expenses ($ thousands)

Total Salaries $35,423
Overhead Expenses (Non-Salary) $69,426
Depreciation Expense $692
Total Operating Costs $100,372

Charges ($ thousands)

Inpatient Charges $261,183
Outpatient Charges $325,485
Total Patient Charges $586,668

Wage-Related Details ($ thousands)

Core Wage Costs $6,747
Wage Costs (RHC/FQHC)
Adjusted Salaries $35,287
Contract Labor (Patient Care) $4,056
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $0
Short-Term Investments
Notes Receivable
Accounts Receivable $50,656
Allowance for Doubtful Accounts $-34,115
Inventory $3,787
Prepaid Expenses $812
Other Current Assets
Total Current Assets $33,159

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,030
Land Improvements Value $1,813
Building Value $45,868
Leasehold Improvements
Fixed Equipment Value $755
Major Movable Equipment $19,720
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $57,232

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets
Total Other Assets
Total Assets $90,391

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,215
Salaries & Wages Payable $4,760
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $48,662
Total Current Liabilities $59,637

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $3,279
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $3,279
Total Liabilities $62,916

Balance Sheet – Equity ($ thousands)

General Fund Balance $27,475
Total Fund Balances $27,475
Total Liabilities & Equity $90,391

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $3,192
DRG (Post-Oct 1) $10,304
Outlier Payments
DSH Adjustment
Eligible DSH %
Simulated MC Payments $11,568
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $261,155
Outpatient Revenue $325,499
Total Patient Revenue $586,654
Contractual Allowances & Discounts $451,169
Net Patient Revenue $135,485
Total Operating Expenses $106,116
Net Service Income $29,368
Other Income $-1
Total Income $29,368
Other Expenses
Net Income $29,368

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $5,322
Medicaid Charges $46,558
Net CHIP Revenue $1
CHIP Charges $10

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No