Piedmont Rockdale Hospital

Piedmont Rockdale Hospital, located in Conyers, Georgia, is a 161-bed facility dedicated to serving Rockdale County and the surrounding area with high-quality healthcare. As the only acute-care hospital in Rockdale County, Piedmont Rockdale offers 24-hour emergency services, along with a wide range of medical, surgical, and diagnostic care. This includes specialized services such as cardiac care (Certified Chest Pain Center with PCI), stroke services, women's services including a Level III NICU, and advanced surgical options like da Vinci Robotic Surgery. Since joining the Piedmont Healthcare system in 2017, Piedmont Rockdale has been committed to improving the health and well-being of the community through compassionate care and advanced medical technology. Visit us at 1412 Milstead Avenue NE, Conyers, GA 30012, or call 770-918-3000 to learn more.

Identifiers

Hospital Name Piedmont Rockdale Hospital
Facility ID 110091

Location

Address 1412 MILSTEAD AVENUE, NE
City/Town Conyers
State GA
ZIP Code 30012
County/Parish ROCKDALE

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

Monica Hum, M.D.

Chief Executive Officer

Dr. Monica Hum has been the CEO of Piedmont Rockdale Hospital since May 2023. [6, 7] Previously, she served as the hospital's chief medical officer starting in 2021. [6] A colon and rectal surgeon, she joined Piedmont Healthcare in 2003 and was the first female president of the medical staff at Piedmont Atlanta Hospital. [6] She was awarded the 2024 Health Care Executive of the Year award from the Atlanta Business Chronicle. [7] She has focused on integrating 'Care Close to Home,' expanding beds, and adding and expanding service lines at the hospital. [7]

Stewart Witherell

Chief Financial Officer

NA

Efe Efemini, M.D.

Chief Medical Officer

NA

Leigha Fallis

Chief Nursing Officer

NA

Phillip Capes

Executive Director, Operations

NA

Tanya Hoebel

Executive Director, Patient Services

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 107

Staffing & Personnel

FTE Employees on Payroll 874.93
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 8135
Inpatient Days (Title XIX) 3689
Total Inpatient Days 51339
Bed Count 141
Available Bed Days 51465
Discharges (Title V) NA
Discharges (Title XVIII) 1622
Discharges (Title XIX) 661
Total Discharges 9964

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 7353
Inpatient Days (Title XIX; Adults & Peds) 2787
Total Inpatient Days (Adults & Peds) 41560
Bed Count (Adults & Peds) 105
Available Bed Days (Adults & Peds) 38325
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1622
Discharges (Title XIX; Adults & Peds) 661
Total Discharges (Adults & Peds) 9964

Quality Summary

Care Quality Stengths Hospital does an above-average 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 pneumonia so that patients don't have to come back to the hospital.

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 55%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 Better 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 190

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -20
Readmission Score Hospital Return Days for Heart Failure Patients -10.8
Readmission Score Hospital Return Days for Pneumonia Patients 42.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.4
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.4
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.2
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.9
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 More Days Than Average 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 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 Number of Cases Too Small
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) 1.249
CAUTI SIR (Standardized Infection Ratio) 0.718
SSI SIR (Standardized Infection Ratio) 1.881
CDI SIR (Standardized Infection Ratio) 0.099
MRSA SIR (Standardized Infection Ratio) 1.080

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $17,086
Bad Debt Expense $25,836
Uncompensated Care Cost $21,241
Total Uncompensated Care $23,654

Operating Expenses ($ thousands)

Total Salaries $72,166
Overhead Expenses (Non-Salary) $154,165
Depreciation Expense $3,467
Total Operating Costs $202,503

Charges ($ thousands)

Inpatient Charges $604,638
Outpatient Charges $695,435
Total Patient Charges $1,300,073

Wage-Related Details ($ thousands)

Core Wage Costs $15,868
Wage Costs (RHC/FQHC)
Adjusted Salaries $72,166
Contract Labor (Patient Care) $18,602
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $39
Short-Term Investments
Notes Receivable
Accounts Receivable $130,428
Allowance for Doubtful Accounts $-99,978
Inventory $4,396
Prepaid Expenses $1,001
Other Current Assets
Total Current Assets $54,207

Balance Sheet – Fixed Assets ($ thousands)

Land Value $3,689
Land Improvements Value $142
Building Value $36,302
Leasehold Improvements $2,706
Fixed Equipment Value $505
Major Movable Equipment $36,573
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $53,383

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $27,631
Total Other Assets $27,631
Total Assets $135,221

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,623
Salaries & Wages Payable $6,875
Payroll Taxes Payable
Short-Term Debt $1,175
Deferred Revenue
Other Current Liabilities $17
Total Current Liabilities $22,690

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $75,249
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $75,249
Total Liabilities $97,939

Balance Sheet – Equity ($ thousands)

General Fund Balance $37,282
Total Fund Balances $37,282
Total Liabilities & Equity $135,221

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $4,120
DRG (Post-Oct 1) $11,620
Outlier Payments
DSH Adjustment $852
Eligible DSH % $0
Simulated MC Payments $25,228
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $604,638
Outpatient Revenue $695,435
Total Patient Revenue $1,300,073
Contractual Allowances & Discounts $1,082,698
Net Patient Revenue $217,375
Total Operating Expenses $226,332
Net Service Income $-8,956
Other Income $918
Total Income $-8,039
Other Expenses
Net Income $-8,039

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $27,274
Medicaid Charges $236,153
Net CHIP Revenue $22
CHIP Charges $177

EHR Information

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

ERP Information

ERP Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No