The University of Tennessee Medical Center, located in Knoxville at 1924 Alcoa Highway, is a comprehensive academic medical center dedicated to providing patient-centered care to East Tennessee. As a Level 1 Trauma Center and a major teaching hospital, we are at the forefront of research, technology, and treatments. Our services encompass a wide range of specialties, including cardiology, neurosciences, oncology, and orthopedics, supported by specialized centers such as the Heart and Lung Institute and the Brain & Spine Institute. With over 25 locations across the region, we are committed to delivering exceptional medical care close to home.
| Hospital Name | University of Tennessee Medical Center |
|---|---|
| Facility ID | 440015 |
| Address | 1924 ALCOA HIGHWAY |
|---|---|
| City/Town | Knoxville |
| State | TN |
| ZIP Code | 37920 |
| County/Parish | KNOX |
| Health System | Independent |
|---|---|
| Health System Website Domain | utmedicalcenter.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 655 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | University of Tennessee Medical Center |
| Emergency Services | Yes |
Dr. Keith Gray is the President and Chief Executive Officer of The University of Tennessee Medical Center. [2] He previously served as Executive Vice President and Chief Medical Officer at UTMCK. [2] Dr. Gray earned an undergraduate and medical degree from Wake Forest University, completed his general surgery residency and surgical research fellowship at Vanderbilt University Medical Center, and completed a surgical oncology fellowship at the MD Anderson Cancer Center. [2] He has served as Chief of the Division of Surgical Oncology, Chief-of-Staff, medical director of multiple service lines, and Senior Vice President and Chief Medical Officer at UTMC. [7] He is interested in health equity and eliminating health disparities in East Tennessee and has delivered over 100 community lectures. [2] Dr. Gray completed an MBA degree from the Haslam College of Business in 2014, where he served as class president and was voted Physician Leader of the Year. [2] He has been recognized as one of the “Top Docs” by Knoxville's Cityview Magazine and received awards recognizing his outstanding patient care, compassion, and leadership. [2] He is a graduate of Leadership Knoxville and Leadership Tennessee. [2] In the community, he serves as the chair of the Emerald Youth Foundation and a trustee on the United Way of Greater Knoxville board. [2] He is a husband, father of five, and an elder in his church. [2] He enjoys community service, running, family movies, and desserts made by his kids. [2] He became president of the medical center on July 1, 2023, and took over as CEO on April 1, 2024, succeeding Joe Landsman. [10]
Dr. James Shamiyeh is the Executive Vice President and Chief Operating Officer at UTMC. [2] He joined UTMC in 2005 as a pulmonary and critical care physician. [2] He became the medical director of the Heart Lung Vascular Institute in 2016 and in 2019 was named Senior Vice President and Chief Quality Officer before his promotion to his current role as Executive Vice President of Clinical Services in 2022. [2] In connection with the CEO transition, he became the Executive Vice President and Chief Operating Officer, acting as second in command to Dr. Gray, retaining existing responsibilities and adding oversight of the physician enterprise. [4, 7] Dr. Shamiyeh led UTMC's response to the COVID-19 pandemic. [2] He earned an undergraduate degree from Georgia Tech, a medical degree from The University of Tennessee College of Medicine, and completed his internal medicine residency and pulmonary/critical care fellowship at the University of Alabama at Birmingham Hospital. [2] He holds a Master of Science in Public Health from the University of Alabama at Birmingham and a Master of Business Administration from the Haslam College of Business at the University of Tennessee Knoxville. [2]
Maria Sexton was appointed as the new Senior Vice President and Chief Information Officer (CIO) at The University of Tennessee Medical Center, announced January 27, 2025. [12] She has extensive expertise in information technology, information security, risk, compliance and IT audit. [12] Sexton has held senior IT leadership roles at organizations including University Medical Center of Southern Nevada (UMC), MGM Resorts International, Kellogg Company and Walgreens. [12] Most recently, she served as CIO at UMC, overseeing technology services and support for an academic medical center and Level 1 Trauma Center, managing the Information Security Program, and providing strategic guidance on technology capabilities. [12] Sexton earned her Master of Business Administration (MBA) from Western Governors University and a Bachelor of Science in Management Information Systems from the University of Nevada Las Vegas. [12] She holds multiple certifications, including Certified Information Systems Security Professional (CISSP), Certified Information Security Manager (CISM), Certified in Risk and Information Systems Control (CRISC) and Certified Information Systems. [12]
Benjamin Cunningham is the Senior Vice President and Chief Financial Officer at The University of Tennessee Medical Center. [12] He is quoted in the announcement of Maria Sexton's appointment as CIO. [12]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 655 |
|---|
| FTE Employees on Payroll | 4926.83 |
|---|---|
| FTE Interns & Residents | 210.08 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 37389 |
| Inpatient Days (Title XIX) | 1900 |
| Total Inpatient Days | 189009 |
| Bed Count | 698 |
| Available Bed Days | 254800 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 6731 |
| Discharges (Title XIX) | 9728 |
| Total Discharges | 33652 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 31467 |
| Inpatient Days (Title XIX; Adults & Peds) | 1900 |
| Total Inpatient Days (Adults & Peds) | 138433 |
| Bed Count (Adults & Peds) | 538 |
| Available Bed Days (Adults & Peds) | 196400 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 6731 |
| Discharges (Title XIX; Adults & Peds) | 9728 |
| Total Discharges (Adults & Peds) | 33652 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| Care Quality Concerns | Hospital has multiple significant high-patient-mortality 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 | 75% |
|---|
| 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 | 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 | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 267 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -8.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -10.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 5.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| 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 | 4.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.8 |
| Readmission Score Rate of Readmission for CABG | 11.1 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| 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 | 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 | 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) | 0.532 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.816 |
| SSI SIR (Standardized Infection Ratio) | 0.249 |
| CDI SIR (Standardized Infection Ratio) | 0.623 |
| MRSA SIR (Standardized Infection Ratio) | 1.234 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $49,318 |
|---|---|
| Bad Debt Expense | $26,621 |
| Uncompensated Care Cost | $55,463 |
| Total Uncompensated Care | $56,721 |
| Total Salaries | $406,915 |
|---|---|
| Overhead Expenses (Non-Salary) | $844,284 |
| Depreciation Expense | $34,360 |
| Total Operating Costs | $817,189 |
| Inpatient Charges | $1,592,605 |
|---|---|
| Outpatient Charges | $2,104,527 |
| Total Patient Charges | $3,697,132 |
| Core Wage Costs | $58,008 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $411,253 |
| Contract Labor (Patient Care) | $43,634 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $80,817 |
|---|---|
| Short-Term Investments | $18,214 |
| Notes Receivable | |
| Accounts Receivable | $740,768 |
| Allowance for Doubtful Accounts | $-623,122 |
| Inventory | $29,576 |
| Prepaid Expenses | $9,212 |
| Other Current Assets | $37,629 |
| Total Current Assets | $316,798 |
| Land Value | $3,557 |
|---|---|
| Land Improvements Value | |
| Building Value | $165,053 |
| Leasehold Improvements | $374,784 |
| Fixed Equipment Value | |
| Major Movable Equipment | $293,333 |
| Minor Depreciable Equipment | |
| Health IT Assets | $12,492 |
| Total Fixed Assets | $411,043 |
| Long-Term Investments | $258,786 |
|---|---|
| Other Assets | $138,330 |
| Total Other Assets | $397,115 |
| Total Assets | $1,124,957 |
| Accounts Payable | $113,981 |
|---|---|
| Salaries & Wages Payable | $71,052 |
| Payroll Taxes Payable | |
| Short-Term Debt | $11,035 |
| Deferred Revenue | $4,689 |
| Other Current Liabilities | |
| Total Current Liabilities | $258,646 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $540,270 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $15,596 |
| Total Long-Term Liabilities | $555,866 |
| Total Liabilities | $814,512 |
| General Fund Balance | $273,666 |
|---|---|
| Total Fund Balances | $310,444 |
| Total Liabilities & Equity | $1,124,957 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $53,755 |
| DRG (Post-Oct 1) | $19,307 |
| Outlier Payments | |
| DSH Adjustment | $3,677 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $87,019 |
| Total IME Payments | $11,839 |
| Inpatient Revenue | $1,620,379 |
|---|---|
| Outpatient Revenue | $2,353,865 |
| Total Patient Revenue | $3,974,244 |
| Contractual Allowances & Discounts | $2,896,089 |
| Net Patient Revenue | $1,078,155 |
| Total Operating Expenses | $1,268,205 |
| Net Service Income | $-190,050 |
| Other Income | $136,542 |
| Total Income | $-53,508 |
| Other Expenses | |
| Net Income | $-53,508 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $93,983 |
| Medicaid Charges | $438,783 |
| Net CHIP Revenue | $1,899 |
| CHIP Charges | $7,196 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | Yes--In Process of Replacing |