Located in the heart of Gwinnett County, Northside Hospital Gwinnett is a leading Level II Trauma Center that offers nationally recognized healthcare. Our 388-bed facility features the Strickland Heart Center, Gwinnett Women's Pavilion, and cancer genetic testing. With 1,600 physicians and over 7,100 employees, we are dedicated to providing exceptional care, demonstrated by innovative additions such as the STAAT MOD units for critical care. Experience advanced technology, a diverse surgical staff, and patient-centered amenities, all designed to meet the growing healthcare needs of our community. We deliver more babies each year than any other community hospital in the country.
| Hospital Name | Northside Hospital Gwinnett |
|---|---|
| Facility ID | 110087 |
| Address | 1000 MEDICAL CENTER BOULEVARD |
|---|---|
| City/Town | Lawrenceville |
| State | GA |
| ZIP Code | 30046 |
| County/Parish | GWINNETT |
| Health System | Northside Hospital System |
|---|---|
| Health System Website Domain | northside.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 5 |
|---|---|
| Health System Total Beds | 1392 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Northside Hospital System |
| Emergency Services | No |
Stated mission is to provide world-class health care locally so people don't need to leave the county. [5] Joined the Rainbow Village Board of Directors in 2020. [7] Listed as a Special Purpose Member of the Gwinnett Medical Center Foundation Board Executive Committee. [14]
Native of Middle Georgia. Graduate of Georgia State University with Masters of Health Administration and Masters of Business Administration. Served in several health systems holding various senior executive positions of progressing authority and scope of responsibility. Earned BBA from Georgia Southwestern State University, MSA from Columbus State University, and MHA and MBA from Georgia State University. A Fellow of the American College of Healthcare Executives and a Fellow of the Healthcare Financial Management Association. Also a Certified Patient Experience Professional. Serves or has served on various civic, community, and professional organizations such as Georgia Association of Healthcare Executives, Community Foundation of Northeast Georgia, United Way, Rotary Club of Duluth, Georgia Gwinnett College Board of Trustees, Annandale Village, and Leadership Gwinnett. Past State of Georgia Regent for the American College of Healthcare Executives. Has spoken regionally and nationally on subjects ranging from The Impact of Reform on Medicare/Medicaid to Workforce Retention strategies. Married to Margaret, they live in Duluth, Georgia, with their two sons, Trey and Will. [12] Shared information about the hospital system's growth at the Southwest Gwinnett Chamber's March First Friday Breakfast. [13]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 353 |
|---|
| FTE Employees on Payroll | 4005.17 |
|---|---|
| FTE Interns & Residents | 68.08 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 30118 |
| Inpatient Days (Title XIX) | 20841 |
| Total Inpatient Days | 157232 |
| Bed Count | 404 |
| Available Bed Days | 147460 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4528 |
| Discharges (Title XIX) | 2805 |
| Total Discharges | 23318 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 27730 |
| Inpatient Days (Title XIX; Adults & Peds) | 12789 |
| Total Inpatient Days (Adults & Peds) | 127776 |
| Bed Count (Adults & Peds) | 331 |
| Available Bed Days (Adults & Peds) | 120815 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4528 |
| Discharges (Title XIX; Adults & Peds) | 2805 |
| Total Discharges (Adults & Peds) | 23318 |
| 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. |
| 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 | 69% |
|---|
| 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 | No Different Than National Average |
| 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 | 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) | 254 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -0.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 14 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 12.7 |
| Readmission Score Rate of Readmission for CABG | 10 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.9 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.6 |
| 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 | 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 | 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 | No Different Than the National Rate |
| 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) | 0.764 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.917 |
| SSI SIR (Standardized Infection Ratio) | 0.905 |
| CDI SIR (Standardized Infection Ratio) | 0.685 |
| MRSA SIR (Standardized Infection Ratio) | 0.648 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $59,987 |
|---|---|
| Bad Debt Expense | $152,607 |
| Uncompensated Care Cost | $90,147 |
| Total Uncompensated Care | $90,147 |
| Total Salaries | $479,894 |
|---|---|
| Overhead Expenses (Non-Salary) | $622,351 |
| Depreciation Expense | $47,998 |
| Total Operating Costs | $905,559 |
| Inpatient Charges | $2,102,321 |
|---|---|
| Outpatient Charges | $2,496,445 |
| Total Patient Charges | $4,598,766 |
| Core Wage Costs | $112,557 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $479,894 |
| Contract Labor (Patient Care) | $74,444 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $418 |
| Cash & Bank Balances | $-6,631 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $702,301 |
| Allowance for Doubtful Accounts | $-597,057 |
| Inventory | $18,768 |
| Prepaid Expenses | $12,672 |
| Other Current Assets | |
| Total Current Assets | $457,407 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $614,751 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $494,053 |
| Long-Term Investments | |
|---|---|
| Other Assets | $-65,211 |
| Total Other Assets | $-65,211 |
| Total Assets | $886,249 |
| Accounts Payable | $170,121 |
|---|---|
| Salaries & Wages Payable | $42,698 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $45,587 |
| Total Current Liabilities | $258,407 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $151,462 |
| Total Long-Term Liabilities | $151,462 |
| Total Liabilities | $409,869 |
| General Fund Balance | $476,380 |
|---|---|
| Total Fund Balances | $476,380 |
| Total Liabilities & Equity | $886,249 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $57,016 |
| Outlier Payments | |
| DSH Adjustment | $1,682 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $53,248 |
| Total IME Payments | $4,166 |
| Inpatient Revenue | $2,102,777 |
|---|---|
| Outpatient Revenue | $2,877,268 |
| Total Patient Revenue | $4,980,045 |
| Contractual Allowances & Discounts | $3,909,538 |
| Net Patient Revenue | $1,070,507 |
| Total Operating Expenses | $1,097,525 |
| Net Service Income | $-27,017 |
| Other Income | $83,129 |
| Total Income | $56,112 |
| Other Expenses | $31,989 |
| Net Income | $24,123 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $56,227 |
| Medicaid Charges | $379,873 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |