Vitruvian Health - Bradley Medical Center, located at 2305 Chambliss Ave NW, Cleveland, TN, is dedicated to providing exceptional care to the Southeast Tennessee community. As a 351-bed regional hospital, Bradley Medical Center offers a comprehensive range of medical services, including specialized programs like our accredited Chest Pain Center and Orthopedic Joint Center, as well as 24-hour emergency care. Vitruvian Health acquired Bradley Medical Center on August 1, 2024, demonstrating a commitment to investing in the facility through capital expenditures, expanded clinical capabilities, and strengthened recruitment efforts. Our experienced team of physicians and caregivers is actively involved in promoting community-wide health and wellness. With a focus on innovative healthcare and patient-centered care, we strive to ensure a comfortable and stress-free experience for you and your family.
| Hospital Name | Vitruvian Health - Bradley Medical Center |
|---|---|
| Facility ID | 440185 |
| Address | 2305 CHAMBLISS AVE NW |
|---|---|
| City/Town | Cleveland |
| State | TN |
| ZIP Code | 37311 |
| County/Parish | BRADLEY |
| Health System | Vitruvian Health |
|---|---|
| Health System Website Domain | vitruvianhealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 3 |
|---|---|
| Health System Total Beds | 658 |
| Health System Hospital Locations | Arkansas, Georgia and Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Vitruvian Health |
| Emergency Services | Yes |
Named president and chief executive officer of Bradley Medical Center August 1, 2024. [2, 3, 4, 9, 12] Her leadership through the acquisition has been invaluable. [2, 3] Her commitment to the Cleveland community has been evident throughout her career. [2, 3] She is the first female CEO in the history of what is now Bradley Medical Center. [2, 3, 4] She is from Bradley County and graduated from Bradley County High School. [2] She previously served as assistant chief nursing officer at Bradley Medical Center's Westside Campus. [2] She also previously served as assistant CEO/COO of the hospital before joining Hamilton Health Care System in 2021 and was the chief operating officer at Tennova Healthcare – Cleveland before joining Hamilton Health Care System in 2021. [3, 9] She returned to Bradley Medical Center on August 1, 2024, as president and chief executive officer after spending over three years at Vitruvian Health as executive vice president. [12] She has over 26 years of healthcare leadership experience. [4] She is described as a collaborative leader who also values balancing that trait with accountability. [4] Starting her career in the physician services division and her 13-year tenure as COO and assistant CEO of the hospital have prepared her to make connections with the workforce and understand what matters to her community. [4] She is actively involved with promoting community-wide health and wellness. [13] She has served the community on local boards such as the YMCA Board, the Family Resource Agency Board, and United Way Funds Distribution and Chamber of Commerce Existing Industry Committee. [12] She is a graduate of the Bradley County Chamber of Commerce Leadership Cleveland and a member of the Cleveland/Bradley Chamber of Commerce Board of Directors. [12, 8] Her stated mission is to care for the Cleveland community. [2] She is proud of her team and looks forward to serving with compassion to improve the health and well-being of the communities and be the model for excellence and service in health care. [2] Her first priority in the new role was overseeing the transition and ensuring patient care was not interrupted. [4] Community engagement is high on her priority list and she is thankful to be home and serving her community. [4]
DNP, RN, CNOR. [2, 3] She has served over 28 years as a nurse and as an executive nurse leader, impacting organizational performance and promoting a culture of high quality, safety, and team member engagement. [2] She is a familiar face to the newly named Bradley Medical Center as she previously served as the assistant chief nursing officer, and her transition to vice president and interim chief nursing officer has been seamless. [2] Her leadership was evident during the acquisition as she stood by her team to ensure safe, quality, care. [2] Her drive for excellence was recognized when asked to be involved in the application of the Tennessee Center for Performing Excellence for her facility in Knoxville. [2] She is dedicated to leading change, motivating, and developing effective teams to implement long-term improvements to deliver exceptional service for the community. [2] She is also part of the Leadership Cleveland Class of 2024/25. [7]
MBA. [2] He joins from Hamilton Medical Center. [2] He has over 20 years of executive leadership and 10 years of clinical experience when he practiced as a licensed physical therapist. [2] This combination allows him the ability to help drive operational change with a true understanding of the needs of his departments. [2] He is recognized for his collaborative leadership, strategic planning, patient and associate engagement, and physician partnerships. [2] While at Hamilton, he oversaw the Peeples Cancer Institute, Pharmacy, Imaging, Laboratory, Rehab, Hamilton Spine Health, and Sport to name a few. [2] His departments are already recognizing him for his contributions and support as evidenced by his leadership during the night of the acquisition. [2] The mission to care for the Cleveland community is clearly of top priority for him and his departments. [2]
MBA, MAcc. [2]
RN, MBA. [2] She has over 40 years' experience in Nursing and Management/Administration and is a native of Bradley County. [2] She began her journey at Cleveland State Community College where she received her associate's degree to start her journey as a healthcare executive. [2] She has witnessed a lot of change during her 40-year career at the facility, but her commitment to her team, the patients, and her community never has changed. [2] Witnessing her leadership during the acquisition was evidence of her commitment. [2]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 351 |
|---|
| FTE Employees on Payroll | 743.66 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 9757 |
| Inpatient Days (Title XIX) | 1091 |
| Total Inpatient Days | 43922 |
| Bed Count | 176 |
| Available Bed Days | 64240 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1866 |
| Discharges (Title XIX) | 1496 |
| Total Discharges | 8343 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7755 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 34662 |
| Bed Count (Adults & Peds) | 152 |
| Available Bed Days (Adults & Peds) | 55480 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1866 |
| Discharges (Title XIX; Adults & Peds) | 1496 |
| Total Discharges (Adults & Peds) | 8343 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does a good job at treating conditions like pneumonia 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 | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 heart failure 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 | 52% |
|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 196 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 14.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 31.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -20 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 22 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.329 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.510 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.406 |
| MRSA SIR (Standardized Infection Ratio) | 0.726 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $7,734 |
|---|---|
| Bad Debt Expense | $18,028 |
| Uncompensated Care Cost | $9,465 |
| Total Uncompensated Care | $14,836 |
| Total Salaries | $54,158 |
|---|---|
| Overhead Expenses (Non-Salary) | $81,090 |
| Depreciation Expense | $9,108 |
| Total Operating Costs | $145,378 |
| Inpatient Charges | $814,474 |
|---|---|
| Outpatient Charges | $864,653 |
| Total Patient Charges | $1,679,127 |
| Core Wage Costs | $10,332 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $54,158 |
| Contract Labor (Patient Care) | $4,484 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $15 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $51,351 |
| Allowance for Doubtful Accounts | $-20,597 |
| Inventory | $4,009 |
| Prepaid Expenses | $2,071 |
| Other Current Assets | $742 |
| Total Current Assets | $37,592 |
| Land Value | $4,116 |
|---|---|
| Land Improvements Value | $1,153 |
| Building Value | $85,701 |
| Leasehold Improvements | $14,036 |
| Fixed Equipment Value | $3,637 |
| Major Movable Equipment | $35,176 |
| Minor Depreciable Equipment | $4,012 |
| Health IT Assets | |
| Total Fixed Assets | $59,344 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,186 |
| Total Other Assets | $5,186 |
| Total Assets | $102,121 |
| Accounts Payable | $4,675 |
|---|---|
| Salaries & Wages Payable | $4,772 |
| Payroll Taxes Payable | $462 |
| Short-Term Debt | $931 |
| Deferred Revenue | |
| Other Current Liabilities | $717 |
| Total Current Liabilities | $-20,148 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $149 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $149 |
| Total Liabilities | $-19,999 |
| General Fund Balance | $122,120 |
|---|---|
| Total Fund Balances | $122,120 |
| Total Liabilities & Equity | $102,121 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,575 |
| DRG (Post-Oct 1) | $16,191 |
| Outlier Payments | |
| DSH Adjustment | $815 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $27,537 |
| Total IME Payments |
| Inpatient Revenue | $814,217 |
|---|---|
| Outpatient Revenue | $865,151 |
| Total Patient Revenue | $1,679,368 |
| Contractual Allowances & Discounts | $1,515,911 |
| Net Patient Revenue | $163,458 |
| Total Operating Expenses | $135,248 |
| Net Service Income | $28,210 |
| Other Income | $2,818 |
| Total Income | $31,028 |
| Other Expenses | |
| Net Income | $31,028 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $10,506 |
| Medicaid Charges | $200,811 |
| Net CHIP Revenue | $58 |
| CHIP Charges | $3,535 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |