Piedmont Cartersville Medical Center

Piedmont Cartersville Medical Center, located at 960 Joe Frank Harris Parkway in Cartersville, GA, is a leading healthcare provider dedicated to delivering quality care to our community. As a 139-bed acute care hospital, certified Primary Stroke Center, and Level III Trauma Center, we offer a wide range of services, including award-winning knee and hip replacement and maternity care. Our facility has been recognized as one of Healthgrades America's 250 Best Hospitals and features advanced technology, including robotic surgery and a fully integrated cancer treatment center, The Hope Center. With a dedicated team of medical professionals and a patient-centered approach, we strive to provide exceptional health outcomes for every individual. We are open 24/7 to serve your needs.

Identifiers

Hospital Name Piedmont Cartersville Medical Center
Facility ID 110030

Location

Address 960 JOE FRANK HARRIS PARKWAY
City/Town Cartersville
State GA
ZIP Code 30120
County/Parish BARTOW

Health System

Health System Piedmont Healthcare
Health System Website Domain piedmont.org
Recently Joined Health System (Past 4 Years) Yes

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 Voluntary non-profit - Private
Ownership Details Piedmont Healthcare
Emergency Services Yes

Lori Rakes

Chief Executive Officer

Lori Rakes has been named chief executive officer at Piedmont Cartersville Medical Center. [2, 3] She is entering her 35th year of acute healthcare experience. A registered nurse by background, she has over 20 years of senior leadership experience. [2, 3] She served as Chief Operating Officer since 2009. [2] She earned an undergraduate degree from Old Dominion University and a master's degree from Pfeiffer University. [2, 3] Rakes currently leads the Piedmont Cartersville affiliation with Woodland High School's health science magnet program, serves on the board of directors for Recovery Bartow, and is an active member at Crosspoint City Church. She lives in Cartersville with her husband, Wes, and daughter, Miranda. She has two grown sons, Sam and Luke. [2, 3]

Mark Senger

Chief Medical Officer

Lindsay Gard

Chief Financial Officer

Jan Tidwell

Chief Nursing Officer

Joe Wach

Executive Director, Patient Services

Phoebe Stieber

Executive Director, Hospital Operations

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 112

Staffing & Personnel

FTE Employees on Payroll 659.02
FTE Interns & Residents 2.37

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 7646
Inpatient Days (Title XIX) 1821
Total Inpatient Days 30404
Bed Count 119
Available Bed Days 32487
Discharges (Title V) NA
Discharges (Title XVIII) 1214
Discharges (Title XIX) 370
Total Discharges 5762

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 6292
Inpatient Days (Title XIX; Adults & Peds) 869
Total Inpatient Days (Adults & Peds) 23777
Bed Count (Adults & Peds) 98
Available Bed Days (Adults & Peds) 26754
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1214
Discharges (Title XIX; Adults & Peds) 370
Total Discharges (Adults & Peds) 5762

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. 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 does not do a good job of treating conditions like pneumonia 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 60%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
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) 176

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 21.5
Readmission Score Hospital Return Days for Heart Failure Patients 39
Readmission Score Hospital Return Days for Pneumonia Patients 34.2
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.8
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 14.2
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.2
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.8
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 More Days Than Average 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 No Different Than the National Rate
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) 0.510
CAUTI SIR (Standardized Infection Ratio) 0.535
SSI SIR (Standardized Infection Ratio) 0.538
CDI SIR (Standardized Infection Ratio) 0.156
MRSA SIR (Standardized Infection Ratio) 0.590

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Jun 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $10,538
Bad Debt Expense $492
Uncompensated Care Cost $10,609
Total Uncompensated Care $11,597

Operating Expenses ($ thousands)

Total Salaries $35,727
Overhead Expenses (Non-Salary) $84,248
Depreciation Expense $5,316
Total Operating Costs $108,852

Charges ($ thousands)

Inpatient Charges $582,233
Outpatient Charges $588,572
Total Patient Charges $1,170,805

Wage-Related Details ($ thousands)

Core Wage Costs $6,649
Wage Costs (RHC/FQHC)
Adjusted Salaries $35,727
Contract Labor (Patient Care) $18,148
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $71,605
Short-Term Investments
Notes Receivable
Accounts Receivable $36,989
Allowance for Doubtful Accounts
Inventory $3,439
Prepaid Expenses $697
Other Current Assets $-95
Total Current Assets $116,647

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,434
Land Improvements Value $-4,010
Building Value $38,062
Leasehold Improvements $20,046
Fixed Equipment Value $45,670
Major Movable Equipment $46,916
Minor Depreciable Equipment $-1,528
Health IT Assets
Total Fixed Assets $55,490

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $21
Other Assets $2,439
Total Other Assets $2,460
Total Assets $174,598

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $12,625
Salaries & Wages Payable $14,072
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $650
Total Current Liabilities $55,032

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $52
Total Long-Term Liabilities $52
Total Liabilities $55,084

Balance Sheet – Equity ($ thousands)

General Fund Balance $119,514
Total Fund Balances $119,514
Total Liabilities & Equity $174,598

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $11,952
Outlier Payments
DSH Adjustment $195
Eligible DSH % $0
Simulated MC Payments $15,188
Total IME Payments $64

Revenue & Income Statement ($ thousands)

Inpatient Revenue $582,832
Outpatient Revenue $588,753
Total Patient Revenue $1,171,585
Contractual Allowances & Discounts $1,047,666
Net Patient Revenue $123,918
Total Operating Expenses $119,975
Net Service Income $3,943
Other Income $2,101
Total Income $6,045
Other Expenses
Net Income $6,045

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $10,348
Medicaid Charges $144,493
Net CHIP Revenue $5
CHIP Charges $81

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