Piedmont Augusta Hospital

Piedmont Augusta Hospital, located at 1350 Walton Way in Augusta, GA, has been serving the community for over 200 years, providing comprehensive and state-of-the-art medical and surgical care. As an 812-bed acute-care facility and part of the Piedmont Healthcare system, Piedmont Augusta offers a wide range of services, including emergency care, cardiovascular services, orthopedics, neuroscience, oncology, bariatrics, and robotic surgery. We are committed to delivering high-quality, compassionate care while enhancing the health and well-being of our patients and the community. With a focus on safety, quality, and innovation, Piedmont Augusta is dedicated to being a leader in healthcare for the region.

Identifiers

Hospital Name Piedmont Augusta Hospital
Facility ID 110028

Location

Address 1350 WALTON WAY
City/Town Augusta
State GA
ZIP Code 30901
County/Parish RICHMOND

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 Government - Hospital District or Authority
Ownership Details Piedmont Healthcare
Emergency Services Yes

Lily J. Henson, MD

Chief Executive Officer

Lily Jung Henson, MD, MMM, FAAN, FACHE, is the CEO of Piedmont Augusta Hub in Augusta Georgia. Previously she was the CEO of Piedmont Henry Hospital in Stockbridge, Georgia, where she also previously served as the chief medical officer. Dr. Henson is a former Thomas C. Dolan Executive Diversity Program scholar of the American College of Healthcare Executives (ACHE) and formerly served as a Regent at Large in ACHE's District 2. She practiced neurology for 30 years in Seattle, focusing on multiple sclerosis.

Dave Belkoski

Chief Financial Officer

NA

Brent Robinson

Chief Operating Officer

NA

Barry Jenkins, M.D.

Chief Medical Officer

NA

Janee Dock

Chief Nursing Officer

NA

Scott Ansede

Executive Director, Physician Services

NA

Nicholas Wood

Executive Director/Administrator, Piedmont McDuffie

NA

Jessica Edmonds

Executive Director/Human Resources Business Partner

NA

Residency Programs

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

Capacity & Services

Licensed Beds 551

Staffing & Personnel

FTE Employees on Payroll 2321.79
FTE Interns & Residents 5.22

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 40492
Inpatient Days (Title XIX) 7281
Total Inpatient Days 124071
Bed Count 482
Available Bed Days 184576
Discharges (Title V) NA
Discharges (Title XVIII) 7113
Discharges (Title XIX) 1674
Total Discharges 23385

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 21705
Inpatient Days (Title XIX; Adults & Peds) 4402
Total Inpatient Days (Adults & Peds) 75004
Bed Count (Adults & Peds) 259
Available Bed Days (Adults & Peds) 103226
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 7113
Discharges (Title XIX; Adults & Peds) 1674
Total Discharges (Adults & Peds) 23385

Quality Summary

Care Quality Stengths Hospital does an exceptional 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. 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 failure 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 63%

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 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 Worse 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) 252

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -4.4
Readmission Score Hospital Return Days for Heart Failure Patients 36.6
Readmission Score Hospital Return Days for Pneumonia Patients 8.7
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 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 0.7
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.7
Readmission Score Rate of Readmission for CABG 11.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 18.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.1
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.6
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
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 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 Better 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 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) 0.513
CAUTI SIR (Standardized Infection Ratio) 0.423
SSI SIR (Standardized Infection Ratio) 0.455
CDI SIR (Standardized Infection Ratio) 0.459
MRSA SIR (Standardized Infection Ratio) 0.448

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $21,102
Bad Debt Expense $29,297
Uncompensated Care Cost $30,116
Total Uncompensated Care $30,116

Operating Expenses ($ thousands)

Total Salaries $170,821
Overhead Expenses (Non-Salary) $358,104
Depreciation Expense $33,580
Total Operating Costs $479,804

Charges ($ thousands)

Inpatient Charges $941,561
Outpatient Charges $623,592
Total Patient Charges $1,565,153

Wage-Related Details ($ thousands)

Core Wage Costs $44,001
Wage Costs (RHC/FQHC)
Adjusted Salaries $170,821
Contract Labor (Patient Care) $39,932
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-1,300
Short-Term Investments
Notes Receivable
Accounts Receivable $150,883
Allowance for Doubtful Accounts $-55,062
Inventory $13,920
Prepaid Expenses
Other Current Assets $4,687
Total Current Assets $154,555

Balance Sheet – Fixed Assets ($ thousands)

Land Value $18,247
Land Improvements Value $4,949
Building Value $354,617
Leasehold Improvements $8,764
Fixed Equipment Value $17,021
Major Movable Equipment $431,071
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $275,494

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $443,174
Other Assets $8,783
Total Other Assets $451,957
Total Assets $882,006

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $32,462
Salaries & Wages Payable $18,865
Payroll Taxes Payable
Short-Term Debt $19,381
Deferred Revenue
Other Current Liabilities $64,547
Total Current Liabilities $135,255

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $196,434
Total Long-Term Liabilities $196,434
Total Liabilities $331,689

Balance Sheet – Equity ($ thousands)

General Fund Balance $550,317
Total Fund Balances $550,317
Total Liabilities & Equity $882,006

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $46,644
DRG (Post-Oct 1) $14,294
Outlier Payments
DSH Adjustment $1,228
Eligible DSH % $0
Simulated MC Payments $60,106
Total IME Payments $337

Revenue & Income Statement ($ thousands)

Inpatient Revenue $957,021
Outpatient Revenue $608,140
Total Patient Revenue $1,565,160
Contractual Allowances & Discounts $1,077,797
Net Patient Revenue $487,363
Total Operating Expenses $528,925
Net Service Income $-41,562
Other Income $-25,379
Total Income $-66,940
Other Expenses $-104
Net Income $-66,837

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $30,528
Medicaid Charges $125,081
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No