Southern Regional Medical Center, located at 11 Upper Riverdale Road SW in Riverdale, GA, is a 331-bed acute care hospital dedicated to providing quality and compassionate healthcare. As part of Prime Healthcare, we are recognized for excellence in patient care at both the state and national levels. Our services include a Certified Primary Stroke Center, an accredited Chest Pain Center, a Women's Life Center with labor and delivery suites, and a Level III Neonatal Intensive Care Unit. We prioritize a patient- and family-centered approach to care and are committed to investing in the caregivers of tomorrow to enhance quality, access, and equity in healthcare within our community.
| Hospital Name | Southern Regional Medical Center |
|---|---|
| Facility ID | 110165 |
| Address | 11 UPPER RIVERDALE ROAD, SW |
|---|---|
| City/Town | Riverdale |
| State | GA |
| ZIP Code | 30274 |
| County/Parish | CLAYTON |
| Health System | Prime Healthcare |
|---|---|
| Health System Website Domain | primehealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 46 |
|---|---|
| Health System Total Beds | 9912 |
| Health System Hospital Locations | Alabama, California, Georgia, Illinois, Indiana, Kansas, Michigan, Missouri, New Jersey, Nevada, Ohio, Pennsylvania, Rhode Island and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Prime Healthcare |
| Emergency Services | Yes |
Named President and Chief Executive Officer at Southern Regional Medical Center on August 8, 2022. Joined Southern Regional and Prime Healthcare with over 30 years of healthcare experience. Previously served as System Chief Operating Officer and CEO at Bethesda Health in Boynton Beach, Florida, COO at Florida Medical Center, and Vice President of Operations at SurgiCare Surgical Associates in New Jersey. Also served in various leadership roles at Broward Health in Florida. Strengths include cultivating a culture of mentorship, developing strong leaders, strategic planning, and delivering integrated, patient-focused solutions and high-quality, compassionate care. Earned a Master of Science in Leadership Organizational Behavior from Nova Southeastern University and a Bachelor of Science from the University of Phoenix, Florida.
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Selected as the executive director of nursing to lead and help execute operations alongside the chief nursing officer. Throughout the last six years, she has overseen the hospital's clinical and emergency services education efforts. In this capacity, she will continue to guide clinical teams and advise hospital leaders.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 376 |
|---|
| FTE Employees on Payroll | 651.64 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3669 |
| Inpatient Days (Title XIX) | 3601 |
| Total Inpatient Days | 33077 |
| Bed Count | 244 |
| Available Bed Days | 89060 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 714 |
| Discharges (Title XIX) | 574 |
| Total Discharges | 6979 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2910 |
| Inpatient Days (Title XIX; Adults & Peds) | 2877 |
| Total Inpatient Days (Adults & Peds) | 23723 |
| Bed Count (Adults & Peds) | 210 |
| Available Bed Days (Adults & Peds) | 76650 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 714 |
| Discharges (Title XIX; Adults & Peds) | 574 |
| Total Discharges (Adults & Peds) | 6979 |
| Care Quality Stengths | Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to 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. Patients report challenges the cleanliness of the hospital. 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 pneumonia so that patients don't have to come back to the hospital. |
| 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 | 43% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| 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 | |
| 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) | 296 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 3.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 41.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| 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 | 1.1 |
| 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 | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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 | 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 | 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 | Number of Cases Too Small |
| 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) | 0.860 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.985 |
| CDI SIR (Standardized Infection Ratio) | 0.292 |
| MRSA SIR (Standardized Infection Ratio) | 1.590 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,975 |
|---|---|
| Bad Debt Expense | $41,858 |
| Uncompensated Care Cost | $11,168 |
| Total Uncompensated Care | $19,919 |
| Total Salaries | $48,217 |
|---|---|
| Overhead Expenses (Non-Salary) | $85,145 |
| Depreciation Expense | $2,851 |
| Total Operating Costs | $124,701 |
| Inpatient Charges | $315,700 |
|---|---|
| Outpatient Charges | $261,537 |
| Total Patient Charges | $577,237 |
| Core Wage Costs | $10,687 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $48,217 |
| Contract Labor (Patient Care) | $10,241 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $2,396 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $221,391 |
| Allowance for Doubtful Accounts | $-206,737 |
| Inventory | $3,131 |
| Prepaid Expenses | $897 |
| Other Current Assets | $466 |
| Total Current Assets | $58,580 |
| Land Value | $10,100 |
|---|---|
| Land Improvements Value | $646 |
| Building Value | $26,035 |
| Leasehold Improvements | |
| Fixed Equipment Value | $109 |
| Major Movable Equipment | $40,279 |
| Minor Depreciable Equipment | $3,051 |
| Health IT Assets | |
| Total Fixed Assets | $30,695 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,975 |
| Total Other Assets | $5,975 |
| Total Assets | $95,251 |
| Accounts Payable | $7,084 |
|---|---|
| Salaries & Wages Payable | $3,271 |
| Payroll Taxes Payable | $728 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $7,579 |
| Total Current Liabilities | $18,662 |
| Mortgage Debt | $5,328 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $5,328 |
| Total Liabilities | $23,990 |
| General Fund Balance | $71,261 |
|---|---|
| Total Fund Balances | $71,261 |
| Total Liabilities & Equity | $95,251 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,201 |
| DRG (Post-Oct 1) | $2,159 |
| Outlier Payments | |
| DSH Adjustment | $615 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $14,220 |
| Total IME Payments |
| Inpatient Revenue | $315,700 |
|---|---|
| Outpatient Revenue | $261,537 |
| Total Patient Revenue | $577,237 |
| Contractual Allowances & Discounts | $470,792 |
| Net Patient Revenue | $106,446 |
| Total Operating Expenses | $133,362 |
| Net Service Income | $-26,917 |
| Other Income | $2,881 |
| Total Income | $-24,035 |
| Other Expenses | $130 |
| Net Income | $-24,165 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $24,466 |
| Medicaid Charges | $141,475 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |