Wellstar Kennestone Regional Medical Center

Wellstar Kennestone Regional Medical Center, located at 677 Church Street in Marietta, GA, is a leading healthcare provider offering advanced medical care for all your needs. As a Top 100 hospital, we provide comprehensive services, including surgical, medical, rehabilitative, and emergency care. Our dedicated team of physicians, nurses, and clinical staff utilizes the latest technology and diagnostic imaging to ensure exceptional patient outcomes. With a Level I Trauma Center verification, comprehensive cardiac services, and a Level I/Comprehensive Stroke Center, we are equipped to handle the most critical cases. We are committed to delivering world-class healthcare to our community and beyond.

Identifiers

Hospital Name Wellstar Kennestone Regional Medical Center
Facility ID 110035

Location

Address 677 CHURCH STREET
City/Town Marietta
State GA
ZIP Code 30060
County/Parish COBB

Health System

Health System Wellstar Health System
Health System Website Domain wellstar.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 9
Health System Total Beds 2456
Health System Hospital Locations Georgia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Wellstar Health System
Emergency Services Yes

Lorrie Liang

Senior Vice President and Hospital President, Wellstar Kennestone Regional Medical Center and Wellstar Windy Hill

Selected from a nationwide search to lead growing regional hospital. Brings more than 25 years of experience in hospital operations, service lines, physician practices, graduate medical education and research in academic and community hospitals and healthcare systems. Holds a Master of Health Services Administration degree from The George Washington University School of Business and an undergraduate degree from the University of Maryland Baltimore County.

Mary Chatman, PhD, RN

Executive Vice President, Acute Care Operations and President, Wellstar Kennestone Regional Medical Center and Windy Hill Hospital

Joined Wellstar in March 2017 as vice president and chief operating officer for Wellstar Kennestone Regional Medical Center, then later in the year, was appointed interim president while still maintaining her chief operating officer duties. In 2018, she was promoted to senior vice president and president, and also assumed responsibility for Wellstar Windy Hill Hospital. Her current scope includes being an executive vice president of the health system and overseeing nine hospitals. Led the charge for the 2020 opening of the Southeast’s largest emergency department at Wellstar Kennestone Regional Medical Center.

Callie Andrews, MSHA, MBA, FACHE

Senior Vice President, Wellstar Health System, and Chief Operating Officer, Wellstar Kennestone and Windy Hill Hospitals

Serves as senior vice president of Wellstar Health System and chief operating officer of Wellstar Kennestone and Windy Hill Hospitals; Acworth, Cherokee and East Cobb Health Parks. Provides oversight of the day-to-day administrative and operational functions. Has over 15 years of experience in executive leadership roles within the healthcare industry, including five years at Wellstar Cobb Hospital, beginning as chief operating officer and being promoted to hospital president. Holds a Bachelor of Science degree at the University of Georgia, a Master of Business Administration, and a Master of Science in Healthcare Administration, both received from the University of Alabama at Birmingham.

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 633

Staffing & Personnel

FTE Employees on Payroll 4595.67
FTE Interns & Residents 178.92

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 50682
Inpatient Days (Title XIX) 12347
Total Inpatient Days 222939
Bed Count 642
Available Bed Days 248776
Discharges (Title V) NA
Discharges (Title XVIII) 8689
Discharges (Title XIX) 1995
Total Discharges 39868

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 45101
Inpatient Days (Title XIX; Adults & Peds) 5700
Total Inpatient Days (Adults & Peds) 172206
Bed Count (Adults & Peds) 533
Available Bed Days (Adults & Peds) 205643
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 8689
Discharges (Title XIX; Adults & Peds) 1995
Total Discharges (Adults & Peds) 39868

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. Patients report challenges with communication about their medications. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

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 61%

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 Better 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 Better 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 Worse 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) 258

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -0.2
Readmission Score Hospital Return Days for Heart Failure Patients -5.2
Readmission Score Hospital Return Days for Pneumonia Patients 2.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.9
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 9.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.1
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12
Readmission Score Rate of Readmission for CABG 10.8
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 17.9
Readmission Score Rate of Readmission After Hip/Knee Replacement 5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
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 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 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) 0.691
CAUTI SIR (Standardized Infection Ratio) 0.257
SSI SIR (Standardized Infection Ratio) 1.320
CDI SIR (Standardized Infection Ratio) 0.323
MRSA SIR (Standardized Infection Ratio) 1.147

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $89,722
Bad Debt Expense $119,465
Uncompensated Care Cost $107,958
Total Uncompensated Care $108,178

Operating Expenses ($ thousands)

Total Salaries $404,232
Overhead Expenses (Non-Salary) $865,324
Depreciation Expense $65,343
Total Operating Costs $1,090,261

Charges ($ thousands)

Inpatient Charges $4,565,180
Outpatient Charges $2,742,343
Total Patient Charges $7,307,523

Wage-Related Details ($ thousands)

Core Wage Costs $118,712
Wage Costs (RHC/FQHC)
Adjusted Salaries $404,232
Contract Labor (Patient Care) $26,581
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $4,884

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $750
Short-Term Investments
Notes Receivable
Accounts Receivable $1,000,877
Allowance for Doubtful Accounts $-720,438
Inventory $27,757
Prepaid Expenses $9,743
Other Current Assets
Total Current Assets $318,689

Balance Sheet – Fixed Assets ($ thousands)

Land Value $45,755
Land Improvements Value $13,507
Building Value $715,931
Leasehold Improvements $3,338
Fixed Equipment Value $74,917
Major Movable Equipment $239,478
Minor Depreciable Equipment $165,642
Health IT Assets
Total Fixed Assets $626,220

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $4,391
Total Other Assets $4,391
Total Assets $949,301

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,707
Salaries & Wages Payable
Payroll Taxes Payable
Short-Term Debt $10,592
Deferred Revenue
Other Current Liabilities $38,936
Total Current Liabilities $57,235

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $533,833
Unsecured Loans
Other Long-Term Liabilities $3,790
Total Long-Term Liabilities $537,624
Total Liabilities $594,859

Balance Sheet – Equity ($ thousands)

General Fund Balance $354,442
Total Fund Balances $354,442
Total Liabilities & Equity $949,301

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $26,702
DRG (Post-Oct 1) $81,256
Outlier Payments
DSH Adjustment $1,849
Eligible DSH % $0
Simulated MC Payments $101,489
Total IME Payments $15,023

Revenue & Income Statement ($ thousands)

Inpatient Revenue $4,597,887
Outpatient Revenue $2,709,899
Total Patient Revenue $7,307,786
Contractual Allowances & Discounts $5,808,263
Net Patient Revenue $1,499,522
Total Operating Expenses $1,269,556
Net Service Income $229,966
Other Income $147,751
Total Income $377,717
Other Expenses $559
Net Income $377,158

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $49,325
Medicaid Charges $594,698
Net CHIP Revenue $1,578
CHIP Charges $12,051

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