Wellstar Cobb Hospital, located in Austell, Georgia, delivers compassionate and advanced medical care. As part of the Wellstar Health System, our hospital provides comprehensive services, including emergency care (Level III Trauma Center), surgery, rehabilitation, and specialized treatments. We are dedicated to offering whole-person, high-quality care using cutting-edge technology and expertise tailored to each patient's unique needs. Our skilled and compassionate team is committed to supporting the health and wellness of the South Cobb County community.
| Hospital Name | Wellstar Cobb Hospital |
|---|---|
| Facility ID | 110143 |
| Address | 3950 AUSTELL RD |
|---|---|
| City/Town | Austell |
| State | GA |
| ZIP Code | 30106 |
| County/Parish | COBB |
| Health System | Wellstar Health System |
|---|---|
| Health System Website Domain | wellstar.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 9 |
|---|---|
| Health System Total Beds | 2456 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Wellstar Health System |
| Emergency Services | No |
John Kueven is SVP and president of Wellstar Paulding Hospital and interim president of Wellstar Cobb Hospital. He has fostered a collaborative culture focused on high reliability and led Wellstar Paulding Hospital to achieve an “A” rating from The Leapfrog Group. Under his leadership, Wellstar Paulding was recognized with the Georgia Oglethorpe Award and, in 2020, became the first and only hospital in Georgia to receive the Malcolm Baldrige National Quality Award. Prior to joining Wellstar in 2018, John was chief operating officer of Memorial Hermann Katy and worked for Boston Children's Hospital as director of transplant and utilization management. He previously served in leadership roles at North Mississippi Medical Center. John received a master's degree in health care administration management and a Master of Business Administration degree from the University of Alabama at Birmingham; a Bachelor of Business Administration degree from Millsaps College; and an associate degree in nursing from Itawamba Community College. He is an active member of the healthcare community and his local community, currently serving as President of the Georgia Association of Healthcare Executives. He is also treasurer and incoming President of the University of Alabama at Birmingham's Graduate Program of Hospital Administration Board, a member of the Sterling Board of Directors, a member of the International Hospital Federation Young Executive Leaders, and the Paulding County Chamber Board of Directors. He is a deacon in his church and an active member of the Paulding County Rotary Club. He is a Fellow in the American College of Healthcare Executives.
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 382 |
|---|
| FTE Employees on Payroll | 2553.44 |
|---|---|
| FTE Interns & Residents | 21.14 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 17983 |
| Inpatient Days (Title XIX) | 9438 |
| Total Inpatient Days | 106904 |
| Bed Count | 367 |
| Available Bed Days | 133955 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2859 |
| Discharges (Title XIX) | 1611 |
| Total Discharges | 18838 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 16514 |
| Inpatient Days (Title XIX; Adults & Peds) | 4854 |
| Total Inpatient Days (Adults & Peds) | 82650 |
| Bed Count (Adults & Peds) | 308 |
| Available Bed Days (Adults & Peds) | 112420 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2859 |
| Discharges (Title XIX; Adults & Peds) | 1611 |
| Total Discharges (Adults & Peds) | 18838 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report significant challenges with Staff responsiveness to their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 59% |
|---|
| 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 | 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) | 246 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 27.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 18.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 15.7 |
| 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 | 13.9 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.9 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| 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 | Worse 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 | 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) | 0.794 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.983 |
| SSI SIR (Standardized Infection Ratio) | 1.023 |
| CDI SIR (Standardized Infection Ratio) | 0.506 |
| MRSA SIR (Standardized Infection Ratio) | 1.430 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $62,517 |
|---|---|
| Bad Debt Expense | $73,133 |
| Uncompensated Care Cost | $74,670 |
| Total Uncompensated Care | $79,794 |
| Total Salaries | $224,316 |
|---|---|
| Overhead Expenses (Non-Salary) | $618,132 |
| Depreciation Expense | $36,049 |
| Total Operating Costs | $789,952 |
| Inpatient Charges | $1,890,162 |
|---|---|
| Outpatient Charges | $3,005,401 |
| Total Patient Charges | $4,895,563 |
| Core Wage Costs | $65,449 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $224,316 |
| Contract Labor (Patient Care) | $14,527 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $487 |
| Cash & Bank Balances | $56 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $597,120 |
| Allowance for Doubtful Accounts | $-446,544 |
| Inventory | $26,265 |
| Prepaid Expenses | $9,049 |
| Other Current Assets | |
| Total Current Assets | $185,946 |
| Land Value | $19,969 |
|---|---|
| Land Improvements Value | $6,040 |
| Building Value | $288,171 |
| Leasehold Improvements | $285 |
| Fixed Equipment Value | $54,773 |
| Major Movable Equipment | $124,821 |
| Minor Depreciable Equipment | $67,206 |
| Health IT Assets | |
| Total Fixed Assets | $221,863 |
| Long-Term Investments | |
|---|---|
| Other Assets | $14,575 |
| Total Other Assets | $14,575 |
| Total Assets | $422,384 |
| Accounts Payable | $8,273 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | $4,340 |
| Deferred Revenue | |
| Other Current Liabilities | $27,635 |
| Total Current Liabilities | $40,249 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $125,485 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $5,794 |
| Total Long-Term Liabilities | $131,278 |
| Total Liabilities | $171,527 |
| General Fund Balance | $250,857 |
|---|---|
| Total Fund Balances | $250,857 |
| Total Liabilities & Equity | $422,384 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,888 |
| DRG (Post-Oct 1) | $24,269 |
| Outlier Payments | |
| DSH Adjustment | $1,495 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $45,871 |
| Total IME Payments | $1,064 |
| Inpatient Revenue | $1,909,495 |
|---|---|
| Outpatient Revenue | $2,991,751 |
| Total Patient Revenue | $4,901,245 |
| Contractual Allowances & Discounts | $4,004,220 |
| Net Patient Revenue | $897,025 |
| Total Operating Expenses | $842,448 |
| Net Service Income | $54,577 |
| Other Income | $139,676 |
| Total Income | $194,253 |
| Other Expenses | $4,162 |
| Net Income | $190,092 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $44,838 |
| Medicaid Charges | $572,472 |
| Net CHIP Revenue | $1,032 |
| CHIP Charges | $9,617 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |