Piedmont Walton Hospital

Piedmont Walton Hospital, located in Monroe, Georgia, is your community healthcare provider, delivering high-quality, patient-centered care close to home. As a 77-bed, not-for-profit hospital, we offer 24-hour emergency services with a Level III trauma center, comprehensive surgical care, and advanced diagnostics. Our dedicated team of over 550 employees and 450 physicians is committed to making a positive difference in every life we touch. Piedmont Walton has been recognized as Hospital of the Year multiple times by the Walton Tribune. Choose Piedmont Walton for compassionate and expert medical care.

Identifiers

Hospital Name Piedmont Walton Hospital
Facility ID 110046

Location

Address 2151 W SPRING STREET
City/Town Monroe
State GA
ZIP Code 30655
County/Parish WALTON

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 Yes

Blake Watts

Chief Executive Officer

Blake Watts was named CEO of Piedmont Walton Hospital in mid-February 2023. He previously served as CEO of Piedmont Rockdale Hospital. Watts has significant hospital leadership experience and was instrumental in transitioning Piedmont Rockdale from a for-profit hospital to a nonprofit entity within the Piedmont system. He is credited with leading Piedmont Rockdale during the pandemic, strengthening and expanding clinical and supportive services, and leading expansion and renovation projects there. Before joining Piedmont Rockdale in 2016, he held leadership roles at Barrow Regional Medical Center and Walton Regional Medical Center, where he was chief operating officer and associate administrator.

Vijay Rathinam, M.D.

Chief Medical Officer

NA

Marty Wynn

Chief Financial Officer

Marty Wynn was named chief financial officer (CFO) at Piedmont Walton Hospital in May 2020, bringing over 20 years' experience in the healthcare industry.

Stevanie Reynolds

Chief Nursing Officer

Stevanie Reynolds has been named chief nursing officer for Piedmont Walton Hospital.

Rose Dennis

Executive Director, Patient Services

Rose Dennis is the executive director of patient services at Piedmont Walton Hospital and joined the team in December 2018. She leads and manages clinical and non-clinical services including imaging, laboratory, pharmacy, and food services. She has over 17 years of prior experience at Piedmont Athens Regional Medical Center as the director of respiratory care services and blood gas laboratories.

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 77

Staffing & Personnel

FTE Employees on Payroll 376.75
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 4355
Inpatient Days (Title XIX) 1248
Total Inpatient Days 16943
Bed Count 76
Available Bed Days 27740
Discharges (Title V) NA
Discharges (Title XVIII) 1025
Discharges (Title XIX) 316
Total Discharges 4353

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 3683
Inpatient Days (Title XIX; Adults & Peds) 1032
Total Inpatient Days (Adults & Peds) 13951
Bed Count (Adults & Peds) 69
Available Bed Days (Adults & Peds) 25185
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1025
Discharges (Title XIX; Adults & Peds) 316
Total Discharges (Adults & Peds) 4353

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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 an above-average job of ensuring patients at the hospital do not get infections.
Care Quality Concerns

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 63%

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 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
Mortality Group – Postoperative Respiratory Failure Rate
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate
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) 123

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -17.7
Readmission Score Hospital Return Days for Pneumonia Patients 17.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.9
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 0.9
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 18.9
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) 14.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
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 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 Number of Cases Too Small
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) 0.493
CAUTI SIR (Standardized Infection Ratio) 1.901
SSI SIR (Standardized Infection Ratio) 1.100
CDI SIR (Standardized Infection Ratio) 0.183
MRSA SIR (Standardized Infection Ratio) 3.273

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,196
Bad Debt Expense $14,501
Uncompensated Care Cost $9,053
Total Uncompensated Care $9,054

Operating Expenses ($ thousands)

Total Salaries $33,679
Overhead Expenses (Non-Salary) $57,542
Depreciation Expense $1,150
Total Operating Costs $83,115

Charges ($ thousands)

Inpatient Charges $234,043
Outpatient Charges $447,999
Total Patient Charges $682,043

Wage-Related Details ($ thousands)

Core Wage Costs $7,706
Wage Costs (RHC/FQHC)
Adjusted Salaries $33,679
Contract Labor (Patient Care) $1,233
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $41
Short-Term Investments
Notes Receivable
Accounts Receivable $65,217
Allowance for Doubtful Accounts $-49,295
Inventory $1,898
Prepaid Expenses
Other Current Assets $392
Total Current Assets $25,025

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,189
Land Improvements Value $1,850
Building Value $13,436
Leasehold Improvements $6,932
Fixed Equipment Value $2,132
Major Movable Equipment $11,448
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $25,874

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $18,938
Other Assets $229
Total Other Assets $19,167
Total Assets $70,066

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $6,915
Salaries & Wages Payable $10,350
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities
Total Current Liabilities $17,265

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $40,687
Unsecured Loans
Other Long-Term Liabilities $550
Total Long-Term Liabilities $41,237
Total Liabilities $58,502

Balance Sheet – Equity ($ thousands)

General Fund Balance $11,564
Total Fund Balances $11,564
Total Liabilities & Equity $70,066

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,324
DRG (Post-Oct 1) $6,710
Outlier Payments
DSH Adjustment $182
Eligible DSH % $0
Simulated MC Payments $11,175
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $233,884
Outpatient Revenue $448,159
Total Patient Revenue $682,043
Contractual Allowances & Discounts $553,415
Net Patient Revenue $128,627
Total Operating Expenses $91,221
Net Service Income $37,406
Other Income $1,066
Total Income $38,472
Other Expenses
Net Income $38,472

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,831
Medicaid Charges $94,691
Net CHIP Revenue $4
CHIP Charges $47

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