Piedmont Eastside Medical Center, located at 1700 Medical Way in Snellville, GA, has been a healthcare leader in Gwinnett County for over 40 years. As a 310-bed multi-campus system, we offer comprehensive medical and surgical programs, including cardiovascular care, neurosciences, oncology, orthopedics, robotic surgery, and maternity care with a neonatal intensive care unit. Our commitment to excellence is reflected in our accreditations from DNV and designations such as a Breast Imaging Center of Excellence. With 500 board-certified physicians and a dedicated team, we provide our community with compassionate, high-quality care.
| Hospital Name | Piedmont Eastside Medical Center |
|---|---|
| Facility ID | 110192 |
| Address | 1700 MEDICAL WAY |
|---|---|
| City/Town | Snellville |
| State | GA |
| ZIP Code | 30078 |
| County/Parish | GWINNETT |
| Health System | Piedmont Healthcare |
|---|---|
| Health System Website Domain | piedmont.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 3485 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Piedmont Healthcare |
| Emergency Services | Yes |
Larry Ebert leads Piedmont Eastside Medical Center as CEO. [8] He joined Piedmont in 2017 as the Executive Director of Strategic Operations at Piedmont Athens Regional Medical Center and previously served as Chief Executive Officer at Piedmont Walton Hospital in Monroe for five years. [8, 10] Ebert successfully led Piedmont Walton through its integration into the Piedmont system and has a track record of outstanding performance in hospital operations and creating a positive culture. [8] He is committed to providing high-quality and safe care close to home and ensuring patients in and around Snellville have access to the care they need. [8]
Marty Wynn has been named chief financial officer at Piedmont Eastside Medical Center, bringing more than 25 years' experience in the health care industry. [11] As CFO, Wynn works alongside the Piedmont Eastside leadership team to manage the hospital's financial performance, perform detailed analysis on hospital service lines, and manage the budgeting process. [11] He previously served as CFO of Piedmont Walton Hospital and worked at Piedmont Rockdale. [11] Wynn began his healthcare career in revenue cycle management and has accomplishments including improving cost reductions and margin improvements. [11]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 200 |
|---|
| FTE Employees on Payroll | 834.46 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11665 |
| Inpatient Days (Title XIX) | 5137 |
| Total Inpatient Days | 57585 |
| Bed Count | 206 |
| Available Bed Days | 75190 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1798 |
| Discharges (Title XIX) | 645 |
| Total Discharges | 9678 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8218 |
| Inpatient Days (Title XIX; Adults & Peds) | 4469 |
| Total Inpatient Days (Adults & Peds) | 46337 |
| Bed Count (Adults & Peds) | 138 |
| Available Bed Days (Adults & Peds) | 50370 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1798 |
| Discharges (Title XIX; Adults & Peds) | 645 |
| Total Discharges (Adults & Peds) | 9678 |
| Care Quality Stengths | The hospital is average in every measured mortality rate 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 challenges with communication about thei discharge and follow up instructions. 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. |
| 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 | 55% |
|---|
| 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 | 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) | 189 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 27.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 21.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 52.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 | 13.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.4 |
| 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.777 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.110 |
| SSI SIR (Standardized Infection Ratio) | 0.670 |
| CDI SIR (Standardized Infection Ratio) | 0.252 |
| MRSA SIR (Standardized Infection Ratio) | 0.971 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $16,038 |
|---|---|
| Bad Debt Expense | $30,592 |
| Uncompensated Care Cost | $20,114 |
| Total Uncompensated Care | $24,159 |
| Total Salaries | $83,740 |
|---|---|
| Overhead Expenses (Non-Salary) | $182,935 |
| Depreciation Expense | $4,078 |
| Total Operating Costs | $231,947 |
| Inpatient Charges | $989,402 |
|---|---|
| Outpatient Charges | $803,119 |
| Total Patient Charges | $1,792,521 |
| Core Wage Costs | $16,216 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $83,479 |
| Contract Labor (Patient Care) | $29,064 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $32,390 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $168,937 |
| Allowance for Doubtful Accounts | $-124,474 |
| Inventory | $5,065 |
| Prepaid Expenses | $990 |
| Other Current Assets | |
| Total Current Assets | $103,731 |
| Land Value | $10,140 |
|---|---|
| Land Improvements Value | $950 |
| Building Value | $106,354 |
| Leasehold Improvements | $2,749 |
| Fixed Equipment Value | $896 |
| Major Movable Equipment | $28,447 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $139,914 |
| Long-Term Investments | |
|---|---|
| Other Assets | $74,379 |
| Total Other Assets | $74,379 |
| Total Assets | $318,024 |
| Accounts Payable | $15,279 |
|---|---|
| Salaries & Wages Payable | $18,712 |
| Payroll Taxes Payable | $1,091 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $10 |
| Total Current Liabilities | $35,092 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-712 |
| Total Long-Term Liabilities | $-712 |
| Total Liabilities | $34,380 |
| General Fund Balance | $283,644 |
|---|---|
| Total Fund Balances | $283,644 |
| Total Liabilities & Equity | $318,024 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $4,195 |
| DRG (Post-Oct 1) | $13,922 |
| Outlier Payments | |
| DSH Adjustment | $543 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,505 |
| Total IME Payments |
| Inpatient Revenue | $989,402 |
|---|---|
| Outpatient Revenue | $803,119 |
| Total Patient Revenue | $1,792,521 |
| Contractual Allowances & Discounts | $1,558,922 |
| Net Patient Revenue | $233,599 |
| Total Operating Expenses | $266,676 |
| Net Service Income | $-33,076 |
| Other Income | $4,575 |
| Total Income | $-28,501 |
| Other Expenses | |
| Net Income | $-28,501 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $20,791 |
| Medicaid Charges | $211,868 |
| Net CHIP Revenue | $11 |
| CHIP Charges | $126 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |