**Option 1 (Focus on Awards and Recognition):** "Experience exceptional healthcare at CHI Memorial Hospital Chattanooga, a leading regional referral center and Chattanooga's only 5-star rated hospital. Ranked among the best in Tennessee, our faith-based, non-profit hospital is committed to providing compassionate, advanced care. With a dedicated team of over 700 physicians and a comprehensive range of services, including Centers of Excellence in oncology, cardiac, and orthopedics, we're here to serve you and your family. Discover why CHI Memorial is a top choice for patient satisfaction and clinical excellence." **Option 2 (Focus on Comprehensive Care and Mission):** "CHI Memorial Hospital Chattanooga, located at 2525 DeSales Ave, is dedicated to improving the health of our community through compassionate, faith-based care. As part of CommonSpirit Health, we offer a full spectrum of services, from preventative care to advanced treatments in cardiac, neurosciences, oncology, and more. Our mission extends beyond our walls through community health programs, virtual care, and a commitment to social justice. Experience exceptional care and a healing presence at CHI Memorial."
| Hospital Name | CHI Memorial Hospital Chattanooga |
|---|---|
| Facility ID | 440091 |
| Address | 2525 DESALES AVE |
|---|---|
| City/Town | Chattanooga |
| State | TN |
| ZIP Code | 37404 |
| County/Parish | HAMILTON |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | CommonSpirit Health |
| Emergency Services | No |
Visionary leader Janelle Reilly has dedicated her career to improving community health and well-being. With over 30 years in health care, she held leadership roles in Illinois and Idaho before coming to Chattanooga, Tennessee, to serve as CHI Memorial CEO. She holds a master's degree in health/health care administration/management from University of Missouri–Columbia. Under her leadership, CHI Memorial has achieved remarkable success, including a 5-star ranking from the Centers for Medicare and Medicaid and multiple Leapfrog Hospital Safety Grade A ratings. Janelle spearheaded significant expansion efforts, including plans for a community hospital in North Georgia. Janelle is deeply committed to addressing health equity and social determinants of health. She works with Rhodes College, Memphis, Tennessee, to advance health equity education within CHI Memorial. She is a driving force behind the More in Common Alliance, a $100 million, 10-year partnership with Morehouse School of Medicine, Atlanta, Georgia, aimed at increasing the number of physicians from underrepresented populations. Janelle was instrumental in bringing the first students from this program to CHI Memorial for rotations. Janelle is also a dedicated mentor. She generously shares her expertise with CommonSpirit Health Fellows and leadership team members. She also serves as board chair of the Chattanooga Area Chamber of Commerce board of directors and the Tennessee Hospital Association.
Named in September 2021 as market chief operating officer and president of CHI Memorial Hospital in Chattanooga. As COO, Dr. Scott, who is a registered nurse, will lead efforts to optimize quality, safety, and the patient experience in partnership with physicians, and maximize clinical operations to deliver value to the community. She has more than 22 years of administrative leadership experience in large, complex health systems. Most recently, she served as the COO and executive vice president of Grady Health Systems in Atlanta.
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As President/CEO of the CHI Memorial Foundation, she is part of the staff dedicated to stewarding philanthropic gifts for CHI Memorial.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 431 |
|---|
| FTE Employees on Payroll | 2480 |
|---|---|
| FTE Interns & Residents | 2.44 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 32274 |
| Inpatient Days (Title XIX) | 1162 |
| Total Inpatient Days | 101125 |
| Bed Count | 431 |
| Available Bed Days | 157315 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6553 |
| Discharges (Title XIX) | 312 |
| Total Discharges | 19814 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 27466 |
| Inpatient Days (Title XIX; Adults & Peds) | 638 |
| Total Inpatient Days (Adults & Peds) | 84453 |
| Bed Count (Adults & Peds) | 359 |
| Available Bed Days (Adults & Peds) | 131035 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6553 |
| Discharges (Title XIX; Adults & Peds) | 312 |
| Total Discharges (Adults & Peds) | 19814 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | 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 | 77% |
|---|
| 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 | Worse 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 249 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -10 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -19.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -5.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 11.9 |
| Readmission Score Rate of Readmission for CABG | 11.2 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 16.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer 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 | 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 | 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 | Better 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.214 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.480 |
| SSI SIR (Standardized Infection Ratio) | 0.752 |
| CDI SIR (Standardized Infection Ratio) | 0.249 |
| MRSA SIR (Standardized Infection Ratio) | 0.577 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,165 |
|---|---|
| Bad Debt Expense | $38,677 |
| Uncompensated Care Cost | $17,445 |
| Total Uncompensated Care | $30,549 |
| Total Salaries | $195,691 |
|---|---|
| Overhead Expenses (Non-Salary) | $440,564 |
| Depreciation Expense | $12,090 |
| Total Operating Costs | $578,059 |
| Inpatient Charges | $1,203,119 |
|---|---|
| Outpatient Charges | $1,565,864 |
| Total Patient Charges | $2,768,983 |
| Core Wage Costs | $55,014 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $195,691 |
| Contract Labor (Patient Care) | $6,125 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $42,871 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $115,234 |
| Allowance for Doubtful Accounts | $-39,469 |
| Inventory | $24,482 |
| Prepaid Expenses | $1,352 |
| Other Current Assets | $22,531 |
| Total Current Assets | $167,001 |
| Land Value | $14,526 |
|---|---|
| Land Improvements Value | $16,695 |
| Building Value | $437,953 |
| Leasehold Improvements | $1,275 |
| Fixed Equipment Value | $45,717 |
| Major Movable Equipment | $184,767 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $287,338 |
| Long-Term Investments | $1,450 |
|---|---|
| Other Assets | $48,396 |
| Total Other Assets | $49,846 |
| Total Assets | $504,185 |
| Accounts Payable | $-35,625 |
|---|---|
| Salaries & Wages Payable | $15,387 |
| Payroll Taxes Payable | |
| Short-Term Debt | $10,786 |
| Deferred Revenue | |
| Other Current Liabilities | $25,319 |
| Total Current Liabilities | $15,868 |
| Mortgage Debt | $134,326 |
|---|---|
| Long-Term Notes Payable | $373 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $644 |
| Total Long-Term Liabilities | $135,343 |
| Total Liabilities | $151,211 |
| General Fund Balance | $352,974 |
|---|---|
| Total Fund Balances | $352,974 |
| Total Liabilities & Equity | $504,185 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $18,744 |
| DRG (Post-Oct 1) | $58,497 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | $0 |
| Simulated MC Payments | $69,722 |
| Total IME Payments | $206 |
| Inpatient Revenue | $1,203,577 |
|---|---|
| Outpatient Revenue | $1,565,805 |
| Total Patient Revenue | $2,769,382 |
| Contractual Allowances & Discounts | $2,185,473 |
| Net Patient Revenue | $583,909 |
| Total Operating Expenses | $636,255 |
| Net Service Income | $-52,346 |
| Other Income | $36,221 |
| Total Income | $-16,125 |
| Other Expenses | |
| Net Income | $-16,125 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $11,636 |
| Medicaid Charges | $118,509 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |