LeConte Medical Center

LeConte Medical Center, located in beautiful Sevierville, TN, delivers exceptional healthcare with a personal touch. As part of the Covenant Health network, we offer a wide range of services, including emergency care, advanced surgical procedures, state-of-the-art imaging and diagnostics, cancer treatment, and rehabilitation services. We are also renowned for our outstanding Dolly Parton Birthing Unit and comprehensive women's services. At LeConte, our mission is to provide patient-focused care and improve the quality of life in our community through better health.

Identifiers

Hospital Name LeConte Medical Center
Facility ID 440081

Location

Address 742 MIDDLECREEK ROAD
City/Town Sevierville
State TN
ZIP Code 37862
County/Parish SEVIER

Health System

Health System Covenant Health (TN)
Health System Website Domain covenanthealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 10
Health System Total Beds 2045
Health System Hospital Locations Tennessee

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Other
Ownership Details Covenant Health (TN)
Emergency Services Yes

Aaron Burns

President and Chief Administrative Officer, LeConte Medical Center

Since 2022, Aaron Burns has served as Chief Administrative Officer at LeConte Medical Center. Prior to this role, he was the hospital's vice president of support services. [4] His responsibilities include oversight of hospital operations, including outpatient and ancillary services. [2] He assisted LeConte Medical Center in COVID-19 efforts and ensured the safety of patients and staff. [4] His direct responsibilities also include hospital patient safety officer and compliance liaison. [4] Burns professional experience includes serving as assistant chief executive officer at a healthcare organization in Mississippi and director of operations for Mercy Health Physicians in Kentucky. [4] He holds an MBA in healthcare administration from Bethel University and a bachelor's degree in marketing from Murray State University. [4] He is a member of the American College of Healthcare Executives. [2, 4, 5]

Jackie Hounshell

Vice President and Chief Financial Officer, LeConte Medical Center

Jackie Hounshell is the Vice President and Chief Financial Officer at LeConte Medical Center. [1, 2] She previously served as CFO of Morristown-Hamblen Health System. [3]

Jodi Whitaker, RN

Chief Nursing Officer, LeConte Medical Center

Jodi Whitaker, RN is the Chief Nursing Officer at LeConte Medical Center. [1, 4] She has also been listed as Vice President/Chief Nursing Officer at Covenant Health and LeConte Medical Center. [11]

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 79

Staffing & Personnel

FTE Employees on Payroll 422
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 3678
Inpatient Days (Title XIX) NA
Total Inpatient Days 18250
Bed Count 60
Available Bed Days 21900
Discharges (Title V) NA
Discharges (Title XVIII) 799
Discharges (Title XIX) NA
Total Discharges 4261

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2734
Inpatient Days (Title XIX; Adults & Peds) NA
Total Inpatient Days (Adults & Peds) 12625
Bed Count (Adults & Peds) 42
Available Bed Days (Adults & Peds) 15330
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 799
Discharges (Title XIX; Adults & Peds) NA
Total Discharges (Adults & Peds) 4261

Quality Summary

Care Quality Stengths High 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 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 67%

Mortality Group Indicators

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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 230

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -22
Readmission Score Hospital Return Days for Pneumonia Patients -20.1
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 11.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.2
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 17.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.7
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.390
CAUTI SIR (Standardized Infection Ratio) 0.000
SSI SIR (Standardized Infection Ratio) 0.681
CDI SIR (Standardized Infection Ratio) 0.051
MRSA SIR (Standardized Infection Ratio) 0.000

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $5,800
Bad Debt Expense $10,897
Uncompensated Care Cost $8,353
Total Uncompensated Care $8,388

Operating Expenses ($ thousands)

Total Salaries $34,737
Overhead Expenses (Non-Salary) $83,493
Depreciation Expense $5,190
Total Operating Costs $107,941

Charges ($ thousands)

Inpatient Charges $92,466
Outpatient Charges $377,724
Total Patient Charges $470,190

Wage-Related Details ($ thousands)

Core Wage Costs $5,414
Wage Costs (RHC/FQHC)
Adjusted Salaries $28,975
Contract Labor (Patient Care) $4,436
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-356
Short-Term Investments
Notes Receivable
Accounts Receivable $12,599
Allowance for Doubtful Accounts
Inventory $2,254
Prepaid Expenses $381
Other Current Assets
Total Current Assets $15,027

Balance Sheet – Fixed Assets ($ thousands)

Land Value $790
Land Improvements Value $42
Building Value $82,098
Leasehold Improvements $25
Fixed Equipment Value
Major Movable Equipment $56,393
Minor Depreciable Equipment
Health IT Assets $6,823
Total Fixed Assets $72,095

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $1,210
Total Other Assets $1,210
Total Assets $88,332

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,555
Salaries & Wages Payable $2,264
Payroll Taxes Payable $122
Short-Term Debt $292
Deferred Revenue
Other Current Liabilities $1,446
Total Current Liabilities $7,679

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $977
Total Long-Term Liabilities $977
Total Liabilities $8,656

Balance Sheet – Equity ($ thousands)

General Fund Balance $79,676
Total Fund Balances $79,676
Total Liabilities & Equity $88,332

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $5,063
DRG (Post-Oct 1) $1,673
Outlier Payments
DSH Adjustment $202
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $94,865
Outpatient Revenue $376,209
Total Patient Revenue $471,074
Contractual Allowances & Discounts $344,814
Net Patient Revenue $126,260
Total Operating Expenses $118,230
Net Service Income $8,030
Other Income $8,163
Total Income $16,193
Other Expenses
Net Income $16,193

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $13,250
Medicaid Charges $58,629
Net CHIP Revenue $913
CHIP Charges $2,605

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No