Piedmont Newton Hospital, located at 5126 Hospital Drive NE in Covington, Georgia, has been providing quality healthcare to Newton County and surrounding communities for over 60 years. As a 103-bed acute care community hospital, we offer a wide range of services, including 24-hour emergency care, women's services, and a Level II NICU. Our recent $10 million expansion and renovation of the Emergency Department ensures we are well-equipped to deliver the best possible patient-centered care. With over 650 employees and 475 physicians, Piedmont Newton is dedicated to making a positive difference in every life we touch.
| Hospital Name | Piedmont Newton Hospital |
|---|---|
| Facility ID | 110018 |
| Address | 5126 HOSPITAL DRIVE NE |
|---|---|
| City/Town | Covington |
| State | GA |
| ZIP Code | 30014 |
| County/Parish | NEWTON |
| 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 - Private |
| Ownership Details | Piedmont Healthcare |
| Emergency Services | Yes |
Lindsey Petrini serves as chief executive officer of Piedmont Newton Hospital, a 107-bed hospital in Covington, Georgia. As CEO, Petrini oversees day-to-day operations at the hospital and works to advance high-quality care close to home for the Newton County community. She builds relationships within the community, among medical staff and across Piedmont to ensure the organization provides seamlessly integrated care. Since joining the organization in 2023, Petrini has led Piedmont Newton to earn Leapfrog Grade A for delivering high-quality, safe care. She has advanced specialties in multiple areas, including Oncology, Cardiology, Orthopedics and Women's Health. Prior to joining Piedmont Newton, Petrini spent much of her hospital administration career at Wellstar North Fulton Hospital in Roswell, Georgia. She began her role as vice president, chief operating officer in 2016. From 2016-2017, she served as interim president, leading the organization through the transition from a for-profit hospital under previous ownership to a non-profit hospital as part of Wellstar. Petrini is an active member of the community. She serves on multiple boards, including the Newton County Chamber of Commerce, Newton County Tomorrow and the North Georgia Advisory Board for Synovus Bank. She is also serving as president of the Georgia chapter of the American College of Healthcare Executives for the remainder of 2025. Petrini received her bachelor's degree from the University of Central Arkansas in Conway, Arkansas. She earned a master's degree in journalism from the University of Arkansas at Little Rock and a Master of Business Administration from the University of Georgia. She and her husband, John, have two older children, Morgan and Sean, and a 5-year-old daughter, Lydia.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 90 |
|---|
| FTE Employees on Payroll | 435.42 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5802 |
| Inpatient Days (Title XIX) | 1736 |
| Total Inpatient Days | 25339 |
| Bed Count | 94 |
| Available Bed Days | 34310 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1189 |
| Discharges (Title XIX) | 415 |
| Total Discharges | 5627 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5146 |
| Inpatient Days (Title XIX; Adults & Peds) | 1235 |
| Total Inpatient Days (Adults & Peds) | 20895 |
| Bed Count (Adults & Peds) | 78 |
| Available Bed Days (Adults & Peds) | 28470 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1189 |
| Discharges (Title XIX; Adults & Peds) | 415 |
| Total Discharges (Adults & Peds) | 5627 |
| Care Quality Stengths | The hospital is average in every measured mortality rate 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 |
| 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 | 58% |
|---|
| 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 | |
| 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) | 202 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 19.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -8.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.7 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| 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 | Number of Cases Too Small |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.238 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.792 |
| SSI SIR (Standardized Infection Ratio) | 0.409 |
| CDI SIR (Standardized Infection Ratio) | 0.313 |
| MRSA SIR (Standardized Infection Ratio) | 0.354 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,434 |
|---|---|
| Bad Debt Expense | $16,775 |
| Uncompensated Care Cost | $11,709 |
| Total Uncompensated Care | $12,148 |
| Total Salaries | $47,039 |
|---|---|
| Overhead Expenses (Non-Salary) | $94,360 |
| Depreciation Expense | $1,347 |
| Total Operating Costs | $122,735 |
| Inpatient Charges | $321,799 |
|---|---|
| Outpatient Charges | $626,050 |
| Total Patient Charges | $947,849 |
| Core Wage Costs | $11,486 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $47,039 |
| Contract Labor (Patient Care) | $7,395 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $103 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $86,219 |
| Allowance for Doubtful Accounts | $-66,885 |
| Inventory | $2,346 |
| Prepaid Expenses | |
| Other Current Assets | $2,450 |
| Total Current Assets | $37,682 |
| Land Value | $1,270 |
|---|---|
| Land Improvements Value | $944 |
| Building Value | $30,940 |
| Leasehold Improvements | $2,706 |
| Fixed Equipment Value | $1,500 |
| Major Movable Equipment | $19,707 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $36,772 |
| Long-Term Investments | |
|---|---|
| Other Assets | $17 |
| Total Other Assets | $17 |
| Total Assets | $74,471 |
| Accounts Payable | $12,461 |
|---|---|
| Salaries & Wages Payable | $4,931 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,233 |
| Deferred Revenue | |
| Other Current Liabilities | $470 |
| Total Current Liabilities | $20,095 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $2,899 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $2,899 |
| Total Liabilities | $22,994 |
| General Fund Balance | $51,476 |
|---|---|
| Total Fund Balances | $51,476 |
| Total Liabilities & Equity | $74,471 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,062 |
| DRG (Post-Oct 1) | $8,024 |
| Outlier Payments | |
| DSH Adjustment | $333 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $15,932 |
| Total IME Payments |
| Inpatient Revenue | $321,192 |
|---|---|
| Outpatient Revenue | $626,657 |
| Total Patient Revenue | $947,849 |
| Contractual Allowances & Discounts | $799,322 |
| Net Patient Revenue | $148,527 |
| Total Operating Expenses | $141,399 |
| Net Service Income | $7,128 |
| Other Income | $2,394 |
| Total Income | $9,522 |
| Other Expenses | $51 |
| Net Income | $9,472 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,127 |
| Medicaid Charges | $163,518 |
| Net CHIP Revenue | $15 |
| CHIP Charges | $155 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |