Piedmont Athens Regional Medical Center, located at 1199 Prince Avenue in Athens, GA, is a leading 427-bed non-profit hospital serving Athens and northeast Georgia. As a regional referral center, we offer a Level II trauma center, a Level III neonatal intensive care unit (NICU), and a comprehensive network of respected physicians and specialists. Founded in 1919, we are committed to providing accessible, high-quality care to patients of all ages, with national recognition for patient experience and comprehensive services. Piedmont Athens Regional is also proud to be the official healthcare provider for the University of Georgia Athletic Association.
| Hospital Name | Piedmont Athens Regional Medical Center |
|---|---|
| Facility ID | 110074 |
| Address | 1199 PRINCE AVENUE |
|---|---|
| City/Town | Athens |
| State | GA |
| ZIP Code | 30606 |
| County/Parish | CLARKE |
| Health System | Piedmont Healthcare |
|---|---|
| Health System Website Domain | piedmont.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 3485 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Piedmont Healthcare |
| Emergency Services | No |
Michael Burnett was named CEO of Piedmont Athens Regional Medical Center in April 2019, coming from a tenure as CEO of Piedmont Fayette Hospital. [8] He joined Piedmont Healthcare in 1996 and had previously worked at the former Athens Regional Medical Center as a registrar while a student at the University of Georgia. [8] He holds a bachelor's degree in biology from UGA and dual MBA/MHA degrees from Georgia State University. [3] Burnett is noted for his leadership during the COVID-19 pandemic, focusing on supporting caregivers and physicians. [3] He also played a role in the hospital's integration into the Piedmont Healthcare system and the vision for a new patient tower. [15]
NA
Prior to being named Chief Financial Officer at Piedmont Rockdale Hospital in May 2023, Justin Roberts served in various roles at Piedmont Athens Regional, including Director of Finance. [17] He has nearly 15 years of experience in the healthcare industry. Roberts holds a bachelor's degree in Business Administration from Georgia College & State University and a master's degree in Business/Healthcare Administration from Piedmont College in Athens. [17]
Geoffrey Marx, M.D., MS, FHM, was named Chief Medical Officer in July 2022. [10] He has been practicing hospital medicine for over 20 years, primarily at Piedmont Athens Regional since 2005 as a hospitalist. [10] Dr. Marx previously directed the Athens hospitalist program and has led numerous hospital committees. [10] He also serves as Medical Director of Informatics for Piedmont Healthcare. [10] Dr. Marx is a founding faculty member of the Piedmont Athens Regional Graduate Medical Education Internal Medicine residency program and a Clinical Associate Professor for the AU/UGA Medical Partnership program. [10] He earned his undergraduate degree from Duke University, a master's from the University of Mississippi, and his medical degree from the University of Mississippi Medical School, completing his residency at the Medical University of South Carolina. [10]
Jeremiah Bame, RN, was appointed Chief Nursing Officer in May 2022. [4, 9] He has over 15 years of leadership experience at Piedmont, starting as an RN at Piedmont Atlanta Hospital in 2006. [9] Bame has a background in both bedside nursing and operations, having served as manager of productivity analysis for Piedmont's Finance office and as director of inpatient services at Piedmont Newnan Hospital. [9] Prior to his role at Piedmont Athens Regional, he was Chief Nursing Officer at Piedmont Newton Hospital. [9] He holds a Master of Business Administration from Georgia State University and a Bachelor of Science in Nursing from the University of Florida. [9]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 315 |
|---|
| FTE Employees on Payroll | 2331.52 |
|---|---|
| FTE Interns & Residents | 71.07 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 25489 |
| Inpatient Days (Title XIX) | 7812 |
| Total Inpatient Days | 108838 |
| Bed Count | 391 |
| Available Bed Days | 140762 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 5326 |
| Discharges (Title XIX) | 1725 |
| Total Discharges | 21852 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 22347 |
| Inpatient Days (Title XIX; Adults & Peds) | 6235 |
| Total Inpatient Days (Adults & Peds) | 84902 |
| Bed Count (Adults & Peds) | 327 |
| Available Bed Days (Adults & Peds) | 117402 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 5326 |
| Discharges (Title XIX; Adults & Peds) | 1725 |
| Total Discharges (Adults & Peds) | 21852 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 74% |
|---|
| 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 | No Different Than National Average |
| 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) | 184 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -2.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -15.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -23.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.1 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19 |
| 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) | 15.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 | No Different Than the National Rate |
| 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) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.451 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.522 |
| SSI SIR (Standardized Infection Ratio) | 1.041 |
| CDI SIR (Standardized Infection Ratio) | 0.228 |
| MRSA SIR (Standardized Infection Ratio) | 0.436 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $37,432 |
|---|---|
| Bad Debt Expense | $44,644 |
| Uncompensated Care Cost | $44,732 |
| Total Uncompensated Care | $44,741 |
| Total Salaries | $190,164 |
|---|---|
| Overhead Expenses (Non-Salary) | $455,252 |
| Depreciation Expense | $5,132 |
| Total Operating Costs | $473,425 |
| Inpatient Charges | $1,481,645 |
|---|---|
| Outpatient Charges | $1,520,084 |
| Total Patient Charges | $3,001,729 |
| Core Wage Costs | $43,161 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $189,433 |
| Contract Labor (Patient Care) | $21,408 |
| Wage Costs (Part A Teaching) | $588 |
| Wage Costs (Interns & Residents) | $1,061 |
| Cash & Bank Balances | $2,342 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $312,660 |
| Allowance for Doubtful Accounts | $-226,886 |
| Inventory | $14,333 |
| Prepaid Expenses | $14,009 |
| Other Current Assets | |
| Total Current Assets | $179,975 |
| Land Value | $28,469 |
|---|---|
| Land Improvements Value | $2,978 |
| Building Value | $416,368 |
| Leasehold Improvements | $45 |
| Fixed Equipment Value | $3,935 |
| Major Movable Equipment | $99,784 |
| Minor Depreciable Equipment | $3 |
| Health IT Assets | |
| Total Fixed Assets | $454,362 |
| Long-Term Investments | $4,455 |
|---|---|
| Other Assets | |
| Total Other Assets | $4,539 |
| Total Assets | $638,876 |
| Accounts Payable | $70,250 |
|---|---|
| Salaries & Wages Payable | $21,861 |
| Payroll Taxes Payable | |
| Short-Term Debt | $6,030 |
| Deferred Revenue | |
| Other Current Liabilities | $1,804 |
| Total Current Liabilities | $99,945 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $191,919 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $191,919 |
| Total Liabilities | $291,864 |
| General Fund Balance | $347,013 |
|---|---|
| Total Fund Balances | $347,013 |
| Total Liabilities & Equity | $638,876 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $15,347 |
| DRG (Post-Oct 1) | $43,051 |
| Outlier Payments | |
| DSH Adjustment | $1,861 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $69,177 |
| Total IME Payments | $5,394 |
| Inpatient Revenue | $1,481,645 |
|---|---|
| Outpatient Revenue | $1,543,228 |
| Total Patient Revenue | $3,024,873 |
| Contractual Allowances & Discounts | $2,395,060 |
| Net Patient Revenue | $629,813 |
| Total Operating Expenses | $645,416 |
| Net Service Income | $-15,603 |
| Other Income | $88,635 |
| Total Income | $73,032 |
| Other Expenses | |
| Net Income | $73,032 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $47,375 |
| Medicaid Charges | $328,324 |
| Net CHIP Revenue | $25 |
| CHIP Charges | $213 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |