AdventHealth Murray, located in Chatsworth, Georgia, is dedicated to providing expert and compassionate healthcare close to home. As part of the AdventHealth system, we extend the healing ministry of Christ by caring for the whole person—body, mind, and spirit. Our hospital offers a range of services, including 24/7 emergency care, advanced medical treatments, and specialized units, all delivered in a modern and comfortable setting. We are proud to be recognized for our commitment to quality and patient safety, including being named a Becker's Top General Hospital. At AdventHealth Murray, you can count on our caring team to heal your body, soothe your mind, and lift your spirits.
| Hospital Name | AdventHealth Murray |
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| Facility ID | 110050 |
| Address | 707 OLD DALTON ELLIJAY ROAD, PO BOX 1406 |
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| City/Town | Chatsworth |
| State | GA |
| ZIP Code | 30705 |
| County/Parish | MURRAY |
| Health System | AdventHealth |
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| Health System Website Domain | adventhealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
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| Health System Total Beds | 8772 |
| Health System Hospital Locations | Colorado, Florida, Georgia, Kansas, Kentucky, North Carolina, Texas and Wisconsin |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | AdventHealth |
| Emergency Services | Yes |
Isaac Sendros is the AdventHealth Georgia Market Chief Executive Officer and continues to serve as CEO of AdventHealth Redmond in Rome, GA.
Michael Ciurea is the Vice President and Administrator at AdventHealth Murray. He most recently served as director of operations at Adventhealth Celebration (Fla.). He previously served as director of operations at AdventHealth East Orlando and AdventHealth Winter Park (Fla.), where he played a key role in the Epic EMR transition and led major construction projects.
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Karen Bell joined AdventHealth in 2013. She served in various nurse leader roles at AdventHealth Orlando, including director of nursing for the inpatient cardiovascular, cardiothoracic transplant and wound care service lines. In 2018, Karen began serving as the chief nursing officer at AdventHealth Manchester. In November 2021, she became the vice president and chief nursing officer of AdventHealth Gordon and AdventHealth Murray. Bell received her Bachelor of Science in Nursing from the University of Pittsburgh in Pennsylvania and a Master of Science in Nursing degree from the University of Central Florida in Orlando.
Steve Gotshall began his role as chief financial officer of AdventHealth Gordon and AdventHealth Murray in April 2022. He has been part of the AdventHealth team for over 14 years and previously served as associate vice president of finance of AdventHealth Daytona Beach. Gotshall earned a bachelor's degree with an emphasis in finance from Southern Adventist University and a Master of Business Administration from the University of Central Florida.
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Edward Pelote is the chief operating officer for AdventHealth Gordon and AdventHealth Murray. Pelote joined AdventHealth Gordon and AdventHealth Murray as executive director of operations in March 2024. In this role, he served as a key partner to the executive team, leading critical projects and overseeing essential departments. He was instrumental in strategic planning efforts, enhancing scorecard performance and ensuring efficient, high-quality care. Prior to joining the organization, he served as director of service line development at Loma Linda University Health. Pelote is an active volunteer, dedicating his time as a board member for Simpli Service Inc. and serving as a youth mentor.
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| Allopathic Residency Program | No |
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| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 42 |
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| FTE Employees on Payroll | 149.73 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
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| Inpatient Days (Title XVIII) | 993 |
| Inpatient Days (Title XIX) | 195 |
| Total Inpatient Days | 2794 |
| Bed Count | 29 |
| Available Bed Days | 10585 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 254 |
| Discharges (Title XIX) | 67 |
| Total Discharges | 775 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 993 |
| Inpatient Days (Title XIX; Adults & Peds) | 195 |
| Total Inpatient Days (Adults & Peds) | 2794 |
| Bed Count (Adults & Peds) | 29 |
| Available Bed Days (Adults & Peds) | 10585 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 254 |
| Discharges (Title XIX; Adults & Peds) | 67 |
| Total Discharges (Adults & Peds) | 775 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. 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 a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
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| Care Quality Concerns | Hospital struggles with high infection rates |
| Nurse Communication – Star Rating | |
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| 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 | 72% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
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| Mortality Group – Death Rate for Heart Attack Patients | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 140 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
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| Readmission Score Hospital Return Days for Heart Failure Patients | -14.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -38.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| 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 | Not Available |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.352 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
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| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $2,541 |
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| Bad Debt Expense | $3,547 |
| Uncompensated Care Cost | $3,021 |
| Total Uncompensated Care | $4,849 |
| Total Salaries | $15,085 |
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| Overhead Expenses (Non-Salary) | $23,904 |
| Depreciation Expense | $1,070 |
| Total Operating Costs | $21,116 |
| Inpatient Charges | $37,206 |
|---|---|
| Outpatient Charges | $158,467 |
| Total Patient Charges | $195,673 |
| Core Wage Costs | $1,538 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $15,931 |
| Contract Labor (Patient Care) | $1,458 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $10,033 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,410 |
| Allowance for Doubtful Accounts | $-4,275 |
| Inventory | $600 |
| Prepaid Expenses | $172 |
| Other Current Assets | |
| Total Current Assets | $14,805 |
| Land Value | $1,498 |
|---|---|
| Land Improvements Value | $134 |
| Building Value | $2,986 |
| Leasehold Improvements | |
| Fixed Equipment Value | $827 |
| Major Movable Equipment | $5,615 |
| Minor Depreciable Equipment | |
| Health IT Assets | $1,253 |
| Total Fixed Assets | $6,010 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,515 |
| Total Other Assets | $1,515 |
| Total Assets | $22,330 |
| Accounts Payable | $601 |
|---|---|
| Salaries & Wages Payable | $-31 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $2,698 |
| Total Current Liabilities | $3,268 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $364 |
| Total Long-Term Liabilities | $364 |
| Total Liabilities | $3,632 |
| General Fund Balance | $18,698 |
|---|---|
| Total Fund Balances | $18,698 |
| Total Liabilities & Equity | $22,330 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,335 |
| DRG (Post-Oct 1) | $617 |
| Outlier Payments | |
| DSH Adjustment | $37 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $35,615 |
|---|---|
| Outpatient Revenue | $184,977 |
| Total Patient Revenue | $220,591 |
| Contractual Allowances & Discounts | $181,307 |
| Net Patient Revenue | $39,285 |
| Total Operating Expenses | $38,988 |
| Net Service Income | $297 |
| Other Income | $-895 |
| Total Income | $-599 |
| Other Expenses | |
| Net Income | $-599 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $1,915 |
| Medicaid Charges | $34,677 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | Yes--In Process of Replacing |