Piedmont Henry Hospital, located in Stockbridge, Georgia, is a 259-bed, not-for-profit acute care community hospital dedicated to providing comprehensive, high-quality care. As a Level III Trauma Center, we offer 24-hour emergency services, including a dedicated obstetrical emergency department and a Level III Neonatal Intensive Care Unit. Our expert team of over 450 physicians and 1,600 staff members is committed to your well-being, providing a range of services from cancer and heart care to women's services and orthopedics. Piedmont Henry is expanding, with a new East Tower opening in August 2026 to better serve the growing needs of Henry County and surrounding communities.
| Hospital Name | Piedmont Henry Hospital |
|---|---|
| Facility ID | 110191 |
| Address | 1133 EAGLE'S LANDING PARKWAY |
|---|---|
| City/Town | Stockbridge |
| State | GA |
| ZIP Code | 30281 |
| County/Parish | HENRY |
| Health System | Piedmont Healthcare |
|---|---|
| Health System Website Domain | piedmont.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 3485 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Piedmont Healthcare |
| Emergency Services | Yes |
Previously CEO of Piedmont Newton Hospital. He began his role at Piedmont Henry on January 9, 2023. He played an integral role in improving patient experience scores at Piedmont Newton and oversaw construction and expansion of a new oncology space. He also served as Newton County Chamber of Commerce Board Chairman. Prior to joining Piedmont, he worked for CTCA Health and Southeastern Regional Medical Center. [5, 7]
Joined Piedmont Henry as COO on November 14, 2016, bringing over a quarter-century of healthcare experience. He was previously with Rutherford Regional System. [8, 15]
NA
Started her career as an Intensive Care Unit (ICU) nurse. Her experience in critical care includes trauma, open heart, cardiology, neurology, and medical/surgical. She joined Piedmont Henry as CNO in 2017 and has focused on strengthening partnerships with nursing programs and continuing nurse education, including creating a Dedicated Education Unit. [4, 12, 27]
Has extensive experience in the healthcare field. [6, 17, 19]
An obstetrician gynecologist in Stockbridge, GA with over 30 years of experience. She graduated from Temple University Lewis Katz School of Medicine in 1993 and is affiliated with Piedmont Henry Hospital. She specializes in various obstetric and gynecology conditions and procedures and is noted for her involvement in community education and medical missions. [1, 5, 9, 10, 13]
Listed as a Board Member of Piedmont Henry Hospital Inc. and was on a Henry County transition team in 2020 affiliated with the Georgia Department of Transportation. [1, 2, 23, 24]
Listed as a Board Member of Piedmont Henry Hospital Inc. [1, 2, 21]
Listed as a Board Member of Piedmont Henry Hospital Inc. and has served as Chair of the Hospital Authority in Henry County. She was also previously chair of the Henry County Chamber of Commerce and Vice President of Finance for Bennett International Group. [1, 2, 14, 16, 21, 22]
Also listed as Chief Human Resources Officer for Piedmont Healthcare. She has extensive HR leadership experience, including over 20 years at Publix and prior to that as CHRO for Cortland. She holds advanced degrees in Industrial/Organizational Psychology. [1, 26, 28]
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 259 |
|---|
| FTE Employees on Payroll | 1411.94 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15732 |
| Inpatient Days (Title XIX) | 5317 |
| Total Inpatient Days | 84777 |
| Bed Count | 297 |
| Available Bed Days | 106625 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3055 |
| Discharges (Title XIX) | 1130 |
| Total Discharges | 16342 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 13271 |
| Inpatient Days (Title XIX; Adults & Peds) | 3934 |
| Total Inpatient Days (Adults & Peds) | 64180 |
| Bed Count (Adults & Peds) | 229 |
| Available Bed Days (Adults & Peds) | 81805 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3055 |
| Discharges (Title XIX; Adults & Peds) | 1130 |
| Total Discharges (Adults & Peds) | 16342 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital. 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 | 49% |
|---|
| 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 | 7.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 30.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 22 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.3 |
| 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 | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.5 |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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) | 1.001 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.099 |
| SSI SIR (Standardized Infection Ratio) | 0.952 |
| CDI SIR (Standardized Infection Ratio) | 0.162 |
| MRSA SIR (Standardized Infection Ratio) | 0.953 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $23,050 |
|---|---|
| Bad Debt Expense | $50,548 |
| Uncompensated Care Cost | $30,928 |
| Total Uncompensated Care | $30,937 |
| Total Salaries | $118,614 |
|---|---|
| Overhead Expenses (Non-Salary) | $268,107 |
| Depreciation Expense | $6,054 |
| Total Operating Costs | $352,701 |
| Inpatient Charges | $1,130,495 |
|---|---|
| Outpatient Charges | $1,207,984 |
| Total Patient Charges | $2,338,478 |
| Core Wage Costs | $27,779 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $118,014 |
| Contract Labor (Patient Care) | $35,828 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $329 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $248,078 |
| Allowance for Doubtful Accounts | $-187,758 |
| Inventory | $7,117 |
| Prepaid Expenses | $1,229 |
| Other Current Assets | |
| Total Current Assets | $108,188 |
| Land Value | $11,140 |
|---|---|
| Land Improvements Value | $1,432 |
| Building Value | $177,179 |
| Leasehold Improvements | |
| Fixed Equipment Value | $5,950 |
| Major Movable Equipment | $87,770 |
| Minor Depreciable Equipment | $13 |
| Health IT Assets | |
| Total Fixed Assets | $170,390 |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,362 |
| Total Other Assets | $3,367 |
| Total Assets | $281,945 |
| Accounts Payable | $27,678 |
|---|---|
| Salaries & Wages Payable | $12,355 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,445 |
| Deferred Revenue | |
| Other Current Liabilities | $-7 |
| Total Current Liabilities | $41,471 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $55,822 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $55,822 |
| Total Liabilities | $97,293 |
| General Fund Balance | $184,652 |
|---|---|
| Total Fund Balances | $184,652 |
| Total Liabilities & Equity | $281,945 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $7,932 |
| DRG (Post-Oct 1) | $24,655 |
| Outlier Payments | |
| DSH Adjustment | $1,053 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $49,769 |
| Total IME Payments |
| Inpatient Revenue | $1,118,408 |
|---|---|
| Outpatient Revenue | $1,207,984 |
| Total Patient Revenue | $2,326,392 |
| Contractual Allowances & Discounts | $1,880,744 |
| Net Patient Revenue | $445,648 |
| Total Operating Expenses | $386,724 |
| Net Service Income | $58,923 |
| Other Income | $3,366 |
| Total Income | $62,290 |
| Other Expenses | |
| Net Income | $62,290 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $31,529 |
| Medicaid Charges | $254,231 |
| Net CHIP Revenue | $16 |
| CHIP Charges | $169 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |