West Tennessee Healthcare - Henry County Hospital, located in Paris, TN, is dedicated to providing comprehensive and compassionate care to Henry County and the surrounding areas. As a 142-bed hospital, we offer a wide range of inpatient and outpatient services, including emergency care, home health, hospice, and a center for wellness and rehabilitation. Our Cancer Care Center provides advanced outpatient treatments, and we utilize innovative technology like the MAKO SmartRobotics™ system for orthopedic surgeries. With a team of exceptional physicians, nurses, and staff, we are committed to delivering affordable, high-quality, and patient-centered care to meet all your healthcare needs.
| Hospital Name | West Tennessee Healthcare - Henry County Hospital |
|---|---|
| Facility ID | 440132 |
| Address | 301 TYSON AV |
|---|---|
| City/Town | Paris |
| State | TN |
| ZIP Code | 38242 |
| County/Parish | HENRY |
| Health System | West Tennessee Healthcare |
|---|---|
| Health System Website Domain | wth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 1383 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | West Tennessee Healthcare |
| Emergency Services | Yes |
Bell, who has served as Director of Pharmacy at West Tennessee Healthcare—Henry County since 2018, brings a distinguished career in healthcare leadership, clinical excellence, and community-focused innovation to her new role. [3, 8] A Board-Certified Pharmacotherapy Specialist with extensive experience in hospital operations, clinical pharmacy, and healthcare administration, Bell has been instrumental in advancing patient-centered care, expanding access to vital services, and leading critical initiatives such as the 340B Program and COVID-19 vaccine response efforts. [3] Her leadership in developing Henry County Hospital's first ASHP-accredited pharmacy residency program and her work in opioid reduction demonstrate her commitment to improving healthcare outcomes. [3] Bell earned her Doctor of Pharmacy from the University of Tennessee College of Pharmacy (2007) and completed an Ambulatory Care Pharmacy Residency with an emphasis in Academia (2008). [3, 8]
Born at City of Milan Hospital in Milan, TN, spent early years in Hartsville, TN, before graduating from Milan High School. [2] Earned both his Associate and Bachelor's degrees from the University of Tennessee at Martin and later obtained an MBA from the University of Memphis. [2] A Registered Nurse in Tennessee, John has dedicated 36 years to West Tennessee Healthcare, holding leadership roles across multiple hospitals and healthcare systems. [2] His extensive career includes currently serving as Chief Executive Officer at WTH Henry County Hospital, formally serving as Administrator for Milan General Hospital, Camden General Hospital, and Decatur County General Hospital. [2] He also held executive positions overseeing radiology, orthopedics, and patient care services. [2] Prior to returning to Tennessee, he worked in Florida in Director and RN roles. [2] With experience spanning seven hospitals across two states, John brings a wealth of knowledge in healthcare administration and patient care. [2] He is the proud father of two sons: John William, married to Charlotte. Clay, married to Chelsi. John also enjoys time with his grandchildren, T.C. and Lou. [2]
Michelle Seaton started her career in Sales at Four Season's Sales and Service, where she earned top sales performer for several years. [2] Through her years in sales, she led the largest sales group and increased volumes throughout the organization. [2] In her final sales management position, she managed an organization out of Farmington Hills, Michigan where she led a team and increased sales over 300%. [2] Seaton decided to change her path to pursue a career in nursing. [2] At that time, she enrolled at Bethel University where she achieved her Bachelor of Science in Nursing. [2] She began her nursing career at HCMC in 2013 as a Medical Surgical Nurse. [2] In 2014, she was promoted to Nurse Director over HCMC's Observation Unit, Same Day Surgery, and Outpatient Infusion. [2] From 2017 to 2022, Seaton has been the Director of our Medical Surgical Units and Outpatient Infusion Department. [2] Seaton is married to Dr. Jeff Seaton, a professor at Murray State University. [2] She has three daughters: Jessica Espinosa, Tiffany Donnell and Hailey Frizzell. [2] She also has four grandchildren: Noah, Farrah, Jonah, and Ophelia. [2] Her hobbies include playing golf, boating, traveling, supporting the Tennessee Titans and spending time with family and friends. [2]
Janet James comes to Henry County Medical Center with 19 years of experience in rural healthcare and human resources. [2] Most recently, Janet worked with Deaconess Health of Evansville at their Critical Access Hospital locations in Princeton, IN, and Morganfield, KY, as Chief Administrative Officer. [2] While at Deaconess she also worked closely with Rural Health Clinics in both the Indiana and Kentucky markets, as well as in Business Development. [2] Prior to that she served as Administrator at East Wood Clinic in Paris, TN, and as Human Resources Director and Chief Compliance Officer at Trigg County Hospital in western Kentucky. [2]
Josh Roberts has over a decade of service in healthcare administration, including expertise gained from his previous roles as Director of Physician Practices at Henry County Medical Center and as Administrator of East Wood Clinic, an independent primary care group. [2] Prior to his healthcare career, Josh served as a history professor and Honors Program Director at Bethel University. [2] His academic accomplishments include a bachelor's degree from the University of Kentucky, a PhD from Vanderbilt University, and an MBA from Bethel University. [2]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 142 |
|---|
| FTE Employees on Payroll | 485.71 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2864 |
| Inpatient Days (Title XIX) | 1972 |
| Total Inpatient Days | 8723 |
| Bed Count | 43 |
| Available Bed Days | 15695 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 630 |
| Discharges (Title XIX) | 570 |
| Total Discharges | 2001 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2283 |
| Inpatient Days (Title XIX; Adults & Peds) | 1101 |
| Total Inpatient Days (Adults & Peds) | 6873 |
| Bed Count (Adults & Peds) | 34 |
| Available Bed Days (Adults & Peds) | 12410 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 630 |
| Discharges (Title XIX; Adults & Peds) | 570 |
| Total Discharges (Adults & Peds) | 2001 |
| Care Quality Stengths | High overall patient satisfaction. Patients were very positive about the cleanliness of the hospital. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| Nurse Communication – Star Rating | |
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| 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 | 73% |
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| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 173 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -13.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -29.6 |
| 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 | 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 | 0.6 |
| 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 | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.9 |
| 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 | 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 | Better 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.445 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.185 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $2,833 |
|---|---|
| Bad Debt Expense | $5,344 |
| Uncompensated Care Cost | $4,268 |
| Total Uncompensated Care | $4,400 |
| Total Salaries | $37,364 |
|---|---|
| Overhead Expenses (Non-Salary) | $54,949 |
| Depreciation Expense | $3,730 |
| Total Operating Costs | $69,040 |
| Inpatient Charges | $61,084 |
|---|---|
| Outpatient Charges | $205,032 |
| Total Patient Charges | $266,116 |
| Core Wage Costs | $7,059 |
|---|---|
| Wage Costs (RHC/FQHC) | $75 |
| Adjusted Salaries | $37,364 |
| Contract Labor (Patient Care) | $3,297 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,949 |
|---|---|
| Short-Term Investments | $493 |
| Notes Receivable | |
| Accounts Receivable | $46,713 |
| Allowance for Doubtful Accounts | $-33,957 |
| Inventory | $2,930 |
| Prepaid Expenses | $984 |
| Other Current Assets | $520 |
| Total Current Assets | $21,971 |
| Land Value | $795 |
|---|---|
| Land Improvements Value | $1,806 |
| Building Value | $66,208 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $45,431 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $31,892 |
| Long-Term Investments | $1,080 |
|---|---|
| Other Assets | $11,567 |
| Total Other Assets | $12,647 |
| Total Assets | $66,510 |
| Accounts Payable | $1,329 |
|---|---|
| Salaries & Wages Payable | $1,367 |
| Payroll Taxes Payable | $1,881 |
| Short-Term Debt | $333 |
| Deferred Revenue | |
| Other Current Liabilities | $-1,544 |
| Total Current Liabilities | $3,440 |
| Mortgage Debt | $3,383 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $17,330 |
| Total Long-Term Liabilities | $20,712 |
| Total Liabilities | $24,152 |
| General Fund Balance | $42,358 |
|---|---|
| Total Fund Balances | $42,358 |
| Total Liabilities & Equity | $66,510 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,372 |
| DRG (Post-Oct 1) | $3,906 |
| Outlier Payments | |
| DSH Adjustment | $158 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $62,686 |
|---|---|
| Outpatient Revenue | $222,973 |
| Total Patient Revenue | $285,659 |
| Contractual Allowances & Discounts | $203,987 |
| Net Patient Revenue | $81,672 |
| Total Operating Expenses | $92,313 |
| Net Service Income | $-10,641 |
| Other Income | $5,050 |
| Total Income | $-5,591 |
| Other Expenses | $644 |
| Net Income | $-6,235 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,001 |
| Medicaid Charges | $34,881 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |