AdventHealth Gordon

AdventHealth Gordon, located at 1035 Red Bud Road in Calhoun, GA, is a 69-bed acute care hospital and part of the trusted AdventHealth network. Our world-class team is committed to providing compassionate, whole-person care to heal your body, ease your mind, and lift your spirit. We offer a range of services, including emergency care, heart care, surgical services, and comprehensive programs for seniors. Patients consistently give us high ratings, recognizing our commitment to quality and service excellence. Experience exceptional care and innovative technology in a warm, community-focused setting at AdventHealth Gordon.

Identifiers

Hospital Name AdventHealth Gordon
Facility ID 110023

Location

Address 1035 RED BUD ROAD
City/Town Calhoun
State GA
ZIP Code 30701
County/Parish GORDON

Health System

Health System AdventHealth
Health System Website Domain adventhealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 34
Health System Total Beds 8772
Health System Hospital Locations Colorado, Florida, Georgia, Kansas, Kentucky, North Carolina, Texas and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details AdventHealth
Emergency Services No

Chris Self

President/Chief Executive Officer

Chris Self is the president and CEO of AdventHealth Gordon and AdventHealth Murray.

Edward Pelote

Chief Operating Officer

Edward Pelote was named Chief Operating Officer for AdventHealth Gordon on November 10, 2024. He brings over a decade of healthcare leadership with a commitment to operational excellence, strategic growth, and service line innovation. Pelote joined AdventHealth Gordon and AdventHealth Murray as executive director of operations in March 2024, where he led critical projects and oversaw departments such as Nutritional Services, Radiology, and the Sleep Lab. He was also involved in strategic planning, enhancing scorecard performance, and ensuring efficient, high-quality care. Prior to AdventHealth, he was director of service line development at Loma Linda University Health.

Joseph Joyave, MD

Chief Medical Officer

NA

Karen Bell

Chief Nursing Officer

NA

Steve Gotshall

Chief Financial Officer

NA

Scott Hill

Vice President of Physician Enterprise

NA

Jeni Ingersoll

Vice President, Human Resources

NA

Maxwell Parrott

Chief Medical Officer

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program Yes
Osteopathic Residency Program Yes
Other Residency Programs Yes
Pediatric Residency Program No

Capacity & Services

Licensed Beds 69

Staffing & Personnel

FTE Employees on Payroll 872.64
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5612
Inpatient Days (Title XIX) 1024
Total Inpatient Days 21259
Bed Count 69
Available Bed Days 25185
Discharges (Title V) NA
Discharges (Title XVIII) 1012
Discharges (Title XIX) 225
Total Discharges 3991

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4738
Inpatient Days (Title XIX; Adults & Peds) 394
Total Inpatient Days (Adults & Peds) 17666
Bed Count (Adults & Peds) 61
Available Bed Days (Adults & Peds) 22265
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1012
Discharges (Title XIX; Adults & Peds) 225
Total Discharges (Adults & Peds) 3991

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital has had some challengs with infection rates being high.

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 74%

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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 195

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 4.1
Readmission Score Hospital Return Days for Pneumonia Patients -10.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 12
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 6.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.3
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) 13.6
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
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 No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
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) 0.000
CAUTI SIR (Standardized Infection Ratio) 2.690
SSI SIR (Standardized Infection Ratio) 2.635
CDI SIR (Standardized Infection Ratio) 0.602
MRSA SIR (Standardized Infection Ratio) 1.240

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $8,712
Bad Debt Expense $11,249
Uncompensated Care Cost $10,529
Total Uncompensated Care $14,060

Operating Expenses ($ thousands)

Total Salaries $79,894
Overhead Expenses (Non-Salary) $115,108
Depreciation Expense $9,016
Total Operating Costs $123,380

Charges ($ thousands)

Inpatient Charges $324,824
Outpatient Charges $569,211
Total Patient Charges $894,035

Wage-Related Details ($ thousands)

Core Wage Costs $14,310
Wage Costs (RHC/FQHC)
Adjusted Salaries $63,174
Contract Labor (Patient Care) $4,386
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $79,337
Short-Term Investments
Notes Receivable
Accounts Receivable $44,989
Allowance for Doubtful Accounts $-12,525
Inventory $4,153
Prepaid Expenses $1,316
Other Current Assets $153
Total Current Assets $116,548

Balance Sheet – Fixed Assets ($ thousands)

Land Value $4,983
Land Improvements Value $1,735
Building Value $101,442
Leasehold Improvements
Fixed Equipment Value $17,141
Major Movable Equipment $48,593
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $79,882

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $8,629
Total Other Assets $8,629
Total Assets $205,059

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $4,028
Salaries & Wages Payable $15,434
Payroll Taxes Payable
Short-Term Debt $5,454
Deferred Revenue
Other Current Liabilities $-4,513
Total Current Liabilities $20,404

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $28,871
Unsecured Loans
Other Long-Term Liabilities $1,335
Total Long-Term Liabilities $30,207
Total Liabilities $50,611

Balance Sheet – Equity ($ thousands)

General Fund Balance $154,448
Total Fund Balances $154,448
Total Liabilities & Equity $205,059

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $8,223
DRG (Post-Oct 1) $2,404
Outlier Payments
DSH Adjustment $194
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $320,645
Outpatient Revenue $690,336
Total Patient Revenue $1,010,981
Contractual Allowances & Discounts $822,514
Net Patient Revenue $188,467
Total Operating Expenses $194,930
Net Service Income $-6,463
Other Income $-11,166
Total Income $-17,629
Other Expenses
Net Income $-17,629

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,575
Medicaid Charges $94,970
Net CHIP Revenue
CHIP Charges

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 Yes--In Process of Replacing