Roane Medical Center, located in Harriman, TN, is dedicated to providing top-quality healthcare that is local, accessible, and welcoming. As part of Covenant Health, our modern facility features advanced technologies and a skilled team focused on treating each patient with personalized care. We offer a range of services, including emergency care, surgical services, diagnostic imaging, and rehabilitation support. Roane Medical Center is committed to enhancing the quality of life in our community through superior health services that exceed expectations. Our state-of-the-art hospital includes private patient rooms, advanced surgery suites, and specialized women's imaging services to ensure the best possible patient experience.
| Hospital Name | Roane Medical Center |
|---|---|
| Facility ID | 440031 |
| Address | 8045 ROANE MEDICAL CENTER DRIVE |
|---|---|
| City/Town | Harriman |
| State | TN |
| ZIP Code | 37748 |
| County/Parish | ROANE |
| Health System | Covenant Health (TN) |
|---|---|
| Health System Website Domain | covenanthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 10 |
|---|---|
| Health System Total Beds | 2045 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Covenant Health (TN) |
| Emergency Services | Yes |
Jason Pilant is President and Chief Administrative Officer of Roane Medical Center – a member of the Covenant Health healthcare network. Pilant, an East Knoxville, TN native, obtained his B.S. degree in Nutrition and Food Science from the University of Tennessee. Following this, he pursued a master's degree in business with a specialization in IT Project Management at Lincoln Memorial University. His academic journey culminated in a Doctorate in Healthcare Administration from Franklin University. With over 19 years of experience at Covenant Health, Jason has worked across various entities including Covenant Corporate, LeConte Medical Center, Fort Sanders Regional, and currently Roane Medical. His roles have encompassed sourcing and purchasing, supply chain management, staff management, finance, budgeting, capital acquisitions, and project management. For the past 11 years at Roane Medical Center, he has held the positions of Vice President/Chief Operating Officer, progressing to President/Chief Administrative Officer in April 2017. Jason has been recognized for his accomplishments, including being named a Fellow in the American College of Health Care Executives (ACHE) and holding leadership positions as President and Board Member of the East Tennessee Healthcare Executives Association. He is actively involved in various organizations such as the Roane County Purchasing Commission, the boards of the Michael Dunn Center and The Roane Alliance, and serves as an active member of the Tennessee Hospital Association (THA) Small and Rural Hospital Constituency Executive Committee. Jason has also served as President of the Harriman Rotary Club where he remains a member today. He has also contributed to the Roane County Emergency Service Committee. Furthermore, he is a graduate of the Roane County Leadership and East Tennessee Regional Leadership programs. Jason has received several awards, including ACHE's early careerist award, the Knoxville Business Journal's 40 under 40 recognition, and the Tennessee Hospital Association Diversity Champion award.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 105 |
|---|
| FTE Employees on Payroll | 224 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2816 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 11538 |
| Bed Count | 52 |
| Available Bed Days | 18980 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 710 |
| Discharges (Title XIX) | NA |
| Total Discharges | 3606 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2413 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 9642 |
| Bed Count (Adults & Peds) | 46 |
| Available Bed Days (Adults & Peds) | 16790 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 710 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 3606 |
| 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 |
| 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 | 71% |
|---|
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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) | 184 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 4.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -10.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| 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 | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 0.475 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.398 |
| SSI SIR (Standardized Infection Ratio) | 0.532 |
| CDI SIR (Standardized Infection Ratio) | 0.083 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,575 |
|---|---|
| Bad Debt Expense | $4,166 |
| Uncompensated Care Cost | $3,691 |
| Total Uncompensated Care | $3,843 |
| Total Salaries | $17,508 |
|---|---|
| Overhead Expenses (Non-Salary) | $25,715 |
| Depreciation Expense | $3,052 |
| Total Operating Costs | $38,617 |
| Inpatient Charges | $59,144 |
|---|---|
| Outpatient Charges | $88,159 |
| Total Patient Charges | $147,303 |
| Core Wage Costs | $3,160 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $14,751 |
| Contract Labor (Patient Care) | $2,365 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $36 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $4,733 |
| Allowance for Doubtful Accounts | |
| Inventory | $324 |
| Prepaid Expenses | $299 |
| Other Current Assets | |
| Total Current Assets | $27,431 |
| Land Value | $4,092 |
|---|---|
| Land Improvements Value | $50 |
| Building Value | $46,339 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $26,035 |
| Minor Depreciable Equipment | |
| Health IT Assets | $3,434 |
| Total Fixed Assets | $46,229 |
| Long-Term Investments | |
|---|---|
| Other Assets | $349 |
| Total Other Assets | $349 |
| Total Assets | $74,010 |
| Accounts Payable | $1,501 |
|---|---|
| Salaries & Wages Payable | $1,215 |
| Payroll Taxes Payable | $72 |
| Short-Term Debt | $74 |
| Deferred Revenue | $21 |
| Other Current Liabilities | $22,870 |
| Total Current Liabilities | $25,754 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $215 |
| Total Long-Term Liabilities | $215 |
| Total Liabilities | $25,969 |
| General Fund Balance | $48,041 |
|---|---|
| Total Fund Balances | $48,041 |
| Total Liabilities & Equity | $74,010 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,260 |
| DRG (Post-Oct 1) | $4,295 |
| Outlier Payments | |
| DSH Adjustment | $149 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $60,379 |
|---|---|
| Outpatient Revenue | $87,100 |
| Total Patient Revenue | $147,479 |
| Contractual Allowances & Discounts | $103,189 |
| Net Patient Revenue | $44,289 |
| Total Operating Expenses | $43,223 |
| Net Service Income | $1,067 |
| Other Income | $943 |
| Total Income | $2,010 |
| Other Expenses | |
| Net Income | $2,010 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,132 |
| Medicaid Charges | $19,926 |
| Net CHIP Revenue | $7 |
| CHIP Charges | $38 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |