Johnston Memorial Hospital, located at 16000 Johnston Memorial Drive in Abingdon, VA, is a not-for-profit, 116-bed modern medical facility. We are dedicated to providing quality healthcare to the residents of this region, offering advanced technology and specialty care close to home. Our comprehensive services include emergency care, surgery, heart and vascular care, cancer treatment, orthopedics, rehabilitation, and a family birthing center. As part of Ballad Health, we are committed to delivering excellent, patient-centered care, supported by a dedicated team and recognized for our high standards of practice.
| Hospital Name | Johnston Memorial Hospital |
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| Facility ID | 490053 |
| Address | 16000 JOHNSTON MEMORIAL DRIVE |
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| City/Town | Abingdon |
| State | VA |
| ZIP Code | 24211 |
| County/Parish | WASHINGTON |
| Health System | Ballad Health |
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| Health System Website Domain | balladhealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 16 |
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| Health System Total Beds | 2519 |
| Health System Hospital Locations | Tennessee and Virginia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Ballad Health |
| Emergency Services | Yes |
Has nearly two decades of healthcare experience and has served as CEO of Johnston Memorial Hospital in Abingdon, Virginia, since early 2018. He previously served as a regional chief financial officer and an assistant administrator for Ballad Health facilities in Russell, Smyth and Washington County, Virginia, for nearly 10 years.
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Is a King University nursing program alumna. She began her career as a registered nurse at the facility and previously served as the corporate director of clinical staffing support for Ballad Health's float pool. She earned both her bachelor's degree in nursing and a master's degree in nursing administration from King University.
A seasoned physician leader with expertise in operational, clinical and strategic healthcare leadership, effective December 2024. In his new role, Dr. Sulzer oversees the clinical operations of Johnston Memorial Hospital, Russell County Hospital and Smyth County Community Hospital, ensuring the delivery of high-quality care and enhancing patient outcomes. He is responsible for implementing and maintaining clinical quality standards, supporting medical staff and collaborating with teams across departments to drive operational efficiency and strategic growth. Dr. Sulzer also leads efforts to advance physician engagement and development, foster multidisciplinary collaboration and support the hospital's mission to deliver exceptional care to the community.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 116 |
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| FTE Employees on Payroll | 487.81 |
|---|---|
| FTE Interns & Residents | 42.81 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8207 |
| Inpatient Days (Title XIX) | 1278 |
| Total Inpatient Days | 26994 |
| Bed Count | 100 |
| Available Bed Days | 36500 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1731 |
| Discharges (Title XIX) | 116 |
| Total Discharges | 5791 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7538 |
| Inpatient Days (Title XIX; Adults & Peds) | 557 |
| Total Inpatient Days (Adults & Peds) | 23988 |
| Bed Count (Adults & Peds) | 86 |
| Available Bed Days (Adults & Peds) | 31390 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1731 |
| Discharges (Title XIX; Adults & Peds) | 116 |
| Total Discharges (Adults & Peds) | 5791 |
| Care Quality Stengths | Average overall patient satisfaction. 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. |
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| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. 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 attacks so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
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| 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 | 62% |
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| 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) | 219 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 23.6 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -22.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 0.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 15.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17 |
| 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 | 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 | Number of Cases Too Small |
| 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) | 0.667 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.752 |
| SSI SIR (Standardized Infection Ratio) | 1.017 |
| CDI SIR (Standardized Infection Ratio) | 0.228 |
| MRSA SIR (Standardized Infection Ratio) | 1.286 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $1,961 |
|---|---|
| Bad Debt Expense | $5,663 |
| Uncompensated Care Cost | $2,977 |
| Total Uncompensated Care | $2,977 |
| Total Salaries | $44,741 |
|---|---|
| Overhead Expenses (Non-Salary) | $132,115 |
| Depreciation Expense | $12,630 |
| Total Operating Costs | $137,171 |
| Inpatient Charges | $281,004 |
|---|---|
| Outpatient Charges | $583,572 |
| Total Patient Charges | $864,576 |
| Core Wage Costs | $8,813 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $37,731 |
| Contract Labor (Patient Care) | $10,350 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $652 |
| Cash & Bank Balances | $30 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $79,935 |
| Allowance for Doubtful Accounts | $-62,354 |
| Inventory | $2,791 |
| Prepaid Expenses | $582 |
| Other Current Assets | |
| Total Current Assets | $36,294 |
| Land Value | $5,488 |
|---|---|
| Land Improvements Value | $1,172 |
| Building Value | $163,918 |
| Leasehold Improvements | $6,100 |
| Fixed Equipment Value | |
| Major Movable Equipment | $89,692 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $103,755 |
| Long-Term Investments | $154,925 |
|---|---|
| Other Assets | $6,191 |
| Total Other Assets | $161,116 |
| Total Assets | $301,165 |
| Accounts Payable | $8,845 |
|---|---|
| Salaries & Wages Payable | $4,772 |
| Payroll Taxes Payable | |
| Short-Term Debt | $23,413 |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $37,217 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $128,802 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,670 |
| Total Long-Term Liabilities | $130,472 |
| Total Liabilities | $167,689 |
| General Fund Balance | $133,476 |
|---|---|
| Total Fund Balances | $133,476 |
| Total Liabilities & Equity | $301,165 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,929 |
| DRG (Post-Oct 1) | $11,584 |
| Outlier Payments | |
| DSH Adjustment | $456 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $19,130 |
| Total IME Payments | $2,746 |
| Inpatient Revenue | $280,797 |
|---|---|
| Outpatient Revenue | $583,761 |
| Total Patient Revenue | $864,558 |
| Contractual Allowances & Discounts | $676,249 |
| Net Patient Revenue | $188,309 |
| Total Operating Expenses | $176,857 |
| Net Service Income | $11,453 |
| Other Income | $5,363 |
| Total Income | $16,816 |
| Other Expenses | $119 |
| Net Income | $16,696 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $17,132 |
| Medicaid Charges | $162,399 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | No |