Piedmont Fayette Hospital

Piedmont Fayette Hospital, located in Fayetteville, Georgia, is a 310-bed acute care community hospital dedicated to clinical excellence, wellness, and exceptional service. We offer 24-hour emergency services, along with comprehensive medical, surgical, and women's services. Our advanced technologies include robotic surgery and a state-of-the-art cancer center, demonstrating our commitment to innovative and compassionate healthcare close to home. With over 2,000 employees and 750 physicians, we provide specialized care in areas such as cancer, heart, orthopedics, and wound care. Piedmont Fayette is honored to be recognized for high-quality care and making a positive difference in the lives of our patients.

Identifiers

Hospital Name Piedmont Fayette Hospital
Facility ID 110215

Location

Address 1255 HIGHWAY 54 WEST
City/Town Fayetteville
State GA
ZIP Code 30214
County/Parish FAYETTE

Health System

Health System Piedmont Healthcare
Health System Website Domain piedmont.org
Recently Joined Health System (Past 4 Years) No

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

Stephen Porter

Chief Executive Officer

Stephen Porter serves as the chief executive officer of Piedmont Fayette Hospital and Corporate Senior Vice President for Piedmont Healthcare. [2] He joined Piedmont Fayette in June 2019. [2] Under Porter's leadership, Piedmont Fayette continues to expand services, particularly in cardiology, oncology, neurology, stroke care and surgical services. [2] Prior to joining Piedmont, Porter served as CEO of Roper St. Francis Healthcare in Charleston, S.C., where he led the hospital's plans for a $150 million expansion. [4, 8] He has more than 25 years of healthcare experience. [2, 4] He is a graduate of James Madison University and has his Master of Health Administration from the Medical College of Virginia. [2, 4]

Scott Wolfe

Chief Financial Officer

Angela Swayne, M.D.

Chief Medical Officer

Hannah Simmons

Chief Nursing Officer

Kevin Clark

Chief Operating Officer

Residency Programs

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

Capacity & Services

Licensed Beds 221

Staffing & Personnel

FTE Employees on Payroll 1677.09
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 19065
Inpatient Days (Title XIX) 4771
Total Inpatient Days 92801
Bed Count 294
Available Bed Days 104122
Discharges (Title V) NA
Discharges (Title XVIII) 3791
Discharges (Title XIX) 1071
Total Discharges 18631

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 12055
Inpatient Days (Title XIX; Adults & Peds) 2742
Total Inpatient Days (Adults & Peds) 53901
Bed Count (Adults & Peds) 186
Available Bed Days (Adults & Peds) 64702
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3791
Discharges (Title XIX; Adults & Peds) 1071
Total Discharges (Adults & Peds) 18631

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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 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 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 71%

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) 238

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -17.1
Readmission Score Hospital Return Days for Heart Failure Patients 2
Readmission Score Hospital Return Days for Pneumonia Patients 43.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.4
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.9
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.6
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.8
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.1
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.4
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.6
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
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 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 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 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) 0.265
CAUTI SIR (Standardized Infection Ratio) 0.178
SSI SIR (Standardized Infection Ratio) 0.755
CDI SIR (Standardized Infection Ratio) 0.155
MRSA SIR (Standardized Infection Ratio) 0.412

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $23,229
Bad Debt Expense $50,478
Uncompensated Care Cost $30,489
Total Uncompensated Care $30,493

Operating Expenses ($ thousands)

Total Salaries $141,408
Overhead Expenses (Non-Salary) $306,321
Depreciation Expense $6,500
Total Operating Costs $388,050

Charges ($ thousands)

Inpatient Charges $1,212,510
Outpatient Charges $1,572,075
Total Patient Charges $2,784,585

Wage-Related Details ($ thousands)

Core Wage Costs $35,166
Wage Costs (RHC/FQHC)
Adjusted Salaries $140,553
Contract Labor (Patient Care) $25,212
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $4,394
Short-Term Investments
Notes Receivable
Accounts Receivable $260,029
Allowance for Doubtful Accounts $-186,693
Inventory $7,577
Prepaid Expenses $2,212
Other Current Assets $10
Total Current Assets $128,405

Balance Sheet – Fixed Assets ($ thousands)

Land Value $9,449
Land Improvements Value $1,178
Building Value $219,044
Leasehold Improvements $4,825
Fixed Equipment Value $2,381
Major Movable Equipment $132,596
Minor Depreciable Equipment $5
Health IT Assets
Total Fixed Assets $167,581

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $967
Total Other Assets $1,023
Total Assets $297,009

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $24,721
Salaries & Wages Payable $14,979
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $85
Total Current Liabilities $39,785

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $48,202
Unsecured Loans
Other Long-Term Liabilities
Total Long-Term Liabilities $48,202
Total Liabilities $87,987

Balance Sheet – Equity ($ thousands)

General Fund Balance $209,023
Total Fund Balances $209,023
Total Liabilities & Equity $297,009

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $9,272
DRG (Post-Oct 1) $29,274
Outlier Payments
DSH Adjustment $982
Eligible DSH % $0
Simulated MC Payments $52,593
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $1,212,510
Outpatient Revenue $1,572,075
Total Patient Revenue $2,784,585
Contractual Allowances & Discounts $2,268,630
Net Patient Revenue $515,954
Total Operating Expenses $447,730
Net Service Income $68,225
Other Income $6,664
Total Income $74,889
Other Expenses
Net Income $74,889

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $33,274
Medicaid Charges $265,410
Net CHIP Revenue $29
CHIP Charges $235

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