Upson Regional Medical Center, located in Thomaston, Georgia, has been your trusted healthcare provider for over 70 years, serving middle Georgia. We are a full-service, DNV Healthcare accredited organization committed to delivering exceptional, safe, and compassionate care to our patients and families. Our team of over 500 healthcare professionals utilizes the latest technology to offer a wide range of services, including primary and specialty care, diagnostic and treatment services, and rehabilitation. Experience our patient-centered approach through virtual visits and our user-friendly patient portal.
| Hospital Name | Upson Regional Medical Center |
|---|---|
| Facility ID | 110002 |
| Address | 801 W GORDON STREET |
|---|---|
| City/Town | Thomaston |
| State | GA |
| ZIP Code | 30286 |
| County/Parish | UPSON |
| Health System | Independent |
|---|---|
| Health System Website Domain | urmc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 119 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Upson County Hospital, Inc. |
| Emergency Services | Yes |
Effective Jan 20, 2025. Brings nearly 30 years of healthcare experience, most recently served as CEO of Emory University Hospital Midtown and Emory University Hospital Smyrna. In the role, he oversaw capital projects totaling more than $600 million. [8] Brings vast experience in hospital administration. [16]
Retiring after serving in the role since 2019. [8] Hospital Chief Executive Officer and President. [14]
NA
ARNP, MN. Responsible for leadership of all nursing functions. Most recently served as Chief Nursing Officer at North Shore Medical Center in Miami, Florida. Has also held senior leadership positions with CHRISTUS Health, Scotland Memorial Hospital, and Lakewood Ranch Medical Center. Leadership is diverse, ranging from the successful start up of a new 120-bed acute care hospital to creation of a safety net healthcare system. Focuses on the provision of clinically excellent patient care, improvement of the patient experience, and support of employee engagement and satisfaction. Earned Bachelor of Science Degree in Nursing from Barton College and Master of Nursing (ARNP) degree from the University of Florida. Currently working towards a doctorate degree from Northwestern State University. Native of Georgia. [15]
NA
NA
NA
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 119 |
|---|
| FTE Employees on Payroll | 612.79 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3869 |
| Inpatient Days (Title XIX) | 1006 |
| Total Inpatient Days | 15796 |
| Bed Count | 81 |
| Available Bed Days | 29565 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 763 |
| Discharges (Title XIX) | 304 |
| Total Discharges | 3890 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1877 |
| Inpatient Days (Title XIX; Adults & Peds) | 358 |
| Total Inpatient Days (Adults & Peds) | 9709 |
| Bed Count (Adults & Peds) | 53 |
| Available Bed Days (Adults & Peds) | 19345 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 763 |
| Discharges (Title XIX; Adults & Peds) | 304 |
| Total Discharges (Adults & Peds) | 3890 |
| Care Quality Stengths | High overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital does not do a good job of treating conditions like heart attacks 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 | 70% |
|---|
| 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 | Worse Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Worse 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 | |
| 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) | 174 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 29.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 9.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -3.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| 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 | 14.6 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| 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) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average 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 | 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 | 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) | 0.529 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.272 |
| SSI SIR (Standardized Infection Ratio) | 0.277 |
| CDI SIR (Standardized Infection Ratio) | 0.354 |
| MRSA SIR (Standardized Infection Ratio) | 0.712 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $4,759 |
|---|---|
| Bad Debt Expense | $26,016 |
| Uncompensated Care Cost | $10,063 |
| Total Uncompensated Care | $10,063 |
| Total Salaries | $49,172 |
|---|---|
| Overhead Expenses (Non-Salary) | $68,167 |
| Depreciation Expense | $6,927 |
| Total Operating Costs | $82,457 |
| Inpatient Charges | $138,699 |
|---|---|
| Outpatient Charges | $272,527 |
| Total Patient Charges | $411,226 |
| Core Wage Costs | $7,038 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $49,172 |
| Contract Labor (Patient Care) | $3,868 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $7,868 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $57,532 |
| Allowance for Doubtful Accounts | $-39,150 |
| Inventory | $3,217 |
| Prepaid Expenses | $2,531 |
| Other Current Assets | |
| Total Current Assets | $119,421 |
| Land Value | $1,857 |
|---|---|
| Land Improvements Value | $1,055 |
| Building Value | $73,007 |
| Leasehold Improvements | $1,490 |
| Fixed Equipment Value | $15,484 |
| Major Movable Equipment | $60,659 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $47,622 |
| Long-Term Investments | $128,031 |
|---|---|
| Other Assets | $2,670 |
| Total Other Assets | $130,701 |
| Total Assets | $297,744 |
| Accounts Payable | $1,257 |
|---|---|
| Salaries & Wages Payable | $2,845 |
| Payroll Taxes Payable | $775 |
| Short-Term Debt | $2,374 |
| Deferred Revenue | $26 |
| Other Current Liabilities | $3,409 |
| Total Current Liabilities | $92,020 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $1,140 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $1,140 |
| Total Liabilities | $93,160 |
| General Fund Balance | $204,584 |
|---|---|
| Total Fund Balances | $204,584 |
| Total Liabilities & Equity | $297,744 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,872 |
| DRG (Post-Oct 1) | $1,879 |
| Outlier Payments | |
| DSH Adjustment | $231 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $140,450 |
|---|---|
| Outpatient Revenue | $298,678 |
| Total Patient Revenue | $439,128 |
| Contractual Allowances & Discounts | $326,394 |
| Net Patient Revenue | $112,734 |
| Total Operating Expenses | $117,338 |
| Net Service Income | $-4,605 |
| Other Income | $-35,744 |
| Total Income | $-40,349 |
| Other Expenses | $-0 |
| Net Income | $-40,349 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,912 |
| Medicaid Charges | $71,588 |
| Net CHIP Revenue | $674 |
| CHIP Charges | $1,188 |
| EHR | MEDITECH C/S |
|---|---|
| EHR Version | C/S |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |