Wellstar North Fulton Medical Center

Wellstar North Fulton Medical Center, located at 3000 Hospital Boulevard in Roswell, GA, is dedicated to providing quality, personalized care to each patient. As a Level II Trauma Center, Level II Emergency Cardiac Care Center, and Joint Commission Comprehensive Stroke Center, the hospital is equipped with the latest technology and medical expertise. Wellstar North Fulton offers a wide range of services, including emergency care, neuro care, heart health, and cancer care. The hospital is committed to delivering excellent care through advanced medical practices and community engagement. With a focus on patient-centered care and a healing environment, Wellstar North Fulton Medical Center is a cornerstone of healthcare in the community.

Identifiers

Hospital Name Wellstar North Fulton Medical Center
Facility ID 110198

Location

Address 3000 HOSPITAL BOULEVARD
City/Town Roswell
State GA
ZIP Code 30076
County/Parish FULTON

Health System

Health System Wellstar Health System
Health System Website Domain wellstar.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 9
Health System Total Beds 2456
Health System Hospital Locations Georgia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details Wellstar Health System
Emergency Services Yes

Jon-Paul Croom

President, Wellstar North Fulton Hospital

Jon-Paul Croom is the President of Wellstar North Fulton Hospital, a 202-bed facility located in Roswell, GA. [2] Croom joined Wellstar in April of 2017. [2] He previously served as CEO for the Central Mississippi Medical Center (CMMC) in Jackson, Miss., CEO for Merit Health Rankin in Brandon, Miss., chief operating officer for Clearview Regional Medical Center in Monroe, Ga., and chief operating officer for Roxborough Memorial Hospital in Philadelphia. [8] Croom received his bachelor's degree from Mercer University, in Macon, Ga. and a master's degree in both business administration and health administration from the University of Alabama at Birmingham. [2]

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 167

Staffing & Personnel

FTE Employees on Payroll 941.08
FTE Interns & Residents 5.05

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13471
Inpatient Days (Title XIX) 2188
Total Inpatient Days 52512
Bed Count 178
Available Bed Days 64970
Discharges (Title V) NA
Discharges (Title XVIII) 2060
Discharges (Title XIX) 321
Total Discharges 9650

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 11621
Inpatient Days (Title XIX; Adults & Peds) 1191
Total Inpatient Days (Adults & Peds) 37804
Bed Count (Adults & Peds) 130
Available Bed Days (Adults & Peds) 47450
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2060
Discharges (Title XIX; Adults & Peds) 321
Total Discharges (Adults & Peds) 9650

Quality Summary

Care Quality Stengths Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns Low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has multiple significant high-patient-mortality concerns. 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.

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 56%

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 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 Worse Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 188

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 4.8
Readmission Score Hospital Return Days for Heart Failure Patients 34.9
Readmission Score Hospital Return Days for Pneumonia Patients 7.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12
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 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14.1
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.8
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 16
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 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) 0.497
CAUTI SIR (Standardized Infection Ratio) 0.142
SSI SIR (Standardized Infection Ratio) 0.786
CDI SIR (Standardized Infection Ratio) 0.290
MRSA SIR (Standardized Infection Ratio) 0.153

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $24,099
Bad Debt Expense $30,903
Uncompensated Care Cost $29,611
Total Uncompensated Care $31,057

Operating Expenses ($ thousands)

Total Salaries $94,746
Overhead Expenses (Non-Salary) $204,164
Depreciation Expense $13,893
Total Operating Costs $272,860

Charges ($ thousands)

Inpatient Charges $947,962
Outpatient Charges $602,811
Total Patient Charges $1,550,774

Wage-Related Details ($ thousands)

Core Wage Costs $24,004
Wage Costs (RHC/FQHC)
Adjusted Salaries $94,746
Contract Labor (Patient Care) $11,627
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $49
Short-Term Investments
Notes Receivable
Accounts Receivable $202,863
Allowance for Doubtful Accounts $-142,862
Inventory $6,296
Prepaid Expenses $-621
Other Current Assets
Total Current Assets $65,725

Balance Sheet – Fixed Assets ($ thousands)

Land Value $19,679
Land Improvements Value $3,578
Building Value $129,140
Leasehold Improvements $6,216
Fixed Equipment Value $3,439
Major Movable Equipment $19,011
Minor Depreciable Equipment $59,473
Health IT Assets
Total Fixed Assets $174,347

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $225,737
Total Other Assets $225,737
Total Assets $465,809

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,384
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt $4,868
Deferred Revenue
Other Current Liabilities $9,715
Total Current Liabilities $20,967

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $334,546
Unsecured Loans
Other Long-Term Liabilities $1,043
Total Long-Term Liabilities $335,589
Total Liabilities $356,556

Balance Sheet – Equity ($ thousands)

General Fund Balance $109,253
Total Fund Balances $109,253
Total Liabilities & Equity $465,809

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $5,757
DRG (Post-Oct 1) $18,595
Outlier Payments
DSH Adjustment $190
Eligible DSH % $0
Simulated MC Payments $19,649
Total IME Payments $386

Revenue & Income Statement ($ thousands)

Inpatient Revenue $951,819
Outpatient Revenue $599,488
Total Patient Revenue $1,551,306
Contractual Allowances & Discounts $1,231,180
Net Patient Revenue $320,126
Total Operating Expenses $298,910
Net Service Income $21,217
Other Income $10,291
Total Income $31,508
Other Expenses $64
Net Income $31,444

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $7,770
Medicaid Charges $97,988
Net CHIP Revenue $154
CHIP Charges $1,699

EHR Information

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

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No