Vanderbilt Tullahoma-Harton Hospital, located at 1801 N Jackson St in Tullahoma, TN, is dedicated to providing personalized, high-quality healthcare to you and your family within your community. As part of the Vanderbilt Health system, our 135-bed facility offers a wide range of inpatient and outpatient medical and surgical services, including emergency care, cardiology, women's services, orthopedics, and rehabilitation. We are accredited by The Joint Commission and are committed to delivering exceptional care when you need it most. With over 450 employees, we are proud to be one of the largest employers in Coffee County, making a significant impact through patient care, training, and community support.
| Hospital Name | Vanderbilt Tullahoma-Harton Hospital |
|---|---|
| Facility ID | 440144 |
| Address | 1801 N JACKSON ST BOX 460 |
|---|---|
| City/Town | Tullahoma |
| State | TN |
| ZIP Code | 37388 |
| County/Parish | COFFEE |
| Health System | Vanderbilt Health |
|---|---|
| Health System Website Domain | vanderbilthealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1580 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Vanderbilt University Medical Center |
| Emergency Services | Yes |
Marilyn Smith, DNP, MSN, RN, NE-BC, is honored and proud to serve as your Chief Nursing Officer. The nursing culture at VTHH is one in which nurses collaborate with other disciplines to make decisions about the care they provide for their patients, families, and the community. At VTHH, they are committed to creating an environment that promotes trust, collaboration, and excellence. Nurses are empowered to improve their professional practice and the outcomes of their patients. She is grateful to be serving at VTHH where she is able to advocate for and be the voice for their nurses. Her goal is to continue fostering an environment wherein nurses play an active role in making the decisions that affect their practice and ultimately drive quality, compassionate, and safe care for their patients.
Kathy Watts, MSN, RN, SANE-A, is the Director of Vanderbilt's Emergency Department in Tullahoma, also known as the VTHH ED. The environment on the unit is fast-paced, focused on teamwork, and full of learning opportunities. They care for patients of all ages in the community who are being treated for a wide variety of urgent, emergent, or even life-threatening problems. Their patients are unique because of diverse diagnoses and specialized medical needs. One of the perks of working on the unit is their dedication to teamwork which creates a family atmosphere.
Travis Capers has been selected as the first president of Vanderbilt Regional Community Hospitals, which includes Vanderbilt Tullahoma-Harton Hospital. He leads the community-based hospitals within Vanderbilt Health. Capers previously served as president of SSM Health St. Mary's Hospital, a 500-bed hospital in St. Louis, for six years. Earlier, he was CEO of Ochsner Medical Center West Bank Region from 2011-2016, and chief operating officer of HCA TriStar Division in Nashville.
Elaine Niblett, RN, is the Director of the Medical/Surgical/Telemetry Unit, also known as VTHH Med/Surg. The environment on the unit is friendly, patient-focused, and based on teamwork. They care for adult and pediatric patients from infants to geriatrics who are being treated for a variety of medical diagnoses.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 135 |
|---|
| FTE Employees on Payroll | 430.45 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5878 |
| Inpatient Days (Title XIX) | 949 |
| Total Inpatient Days | 16458 |
| Bed Count | 71 |
| Available Bed Days | 24203 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1174 |
| Discharges (Title XIX) | 305 |
| Total Discharges | 4011 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4669 |
| Inpatient Days (Title XIX; Adults & Peds) | 376 |
| Total Inpatient Days (Adults & Peds) | 12050 |
| Bed Count (Adults & Peds) | 57 |
| Available Bed Days (Adults & Peds) | 19093 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1174 |
| Discharges (Title XIX; Adults & Peds) | 305 |
| Total Discharges (Adults & Peds) | 4011 |
| Care Quality Stengths | Average overall patient satisfaction. 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. |
|---|---|
| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| 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 | 64% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | |
| 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) | 174 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -11.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 0.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 11.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.6 |
| 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 | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.2 |
| 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 | 16.5 |
| 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 | 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 | 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) | 1.172 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.759 |
| SSI SIR (Standardized Infection Ratio) | 3.812 |
| CDI SIR (Standardized Infection Ratio) | 0.296 |
| MRSA SIR (Standardized Infection Ratio) | 3.111 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $7,196 |
|---|---|
| Bad Debt Expense | $3,055 |
| Uncompensated Care Cost | $7,791 |
| Total Uncompensated Care | $11,546 |
| Total Salaries | $37,236 |
|---|---|
| Overhead Expenses (Non-Salary) | $44,349 |
| Depreciation Expense | $3,168 |
| Total Operating Costs | $88,916 |
| Inpatient Charges | $229,833 |
|---|---|
| Outpatient Charges | $280,941 |
| Total Patient Charges | $510,774 |
| Core Wage Costs | $9,257 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $37,236 |
| Contract Labor (Patient Care) | $865 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,548 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $9,763 |
| Allowance for Doubtful Accounts | |
| Inventory | $2,846 |
| Prepaid Expenses | |
| Other Current Assets | $188 |
| Total Current Assets | $14,345 |
| Land Value | $1,880 |
|---|---|
| Land Improvements Value | $320 |
| Building Value | $9,082 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | $17,795 |
| Health IT Assets | |
| Total Fixed Assets | $23,252 |
| Long-Term Investments | |
|---|---|
| Other Assets | $801 |
| Total Other Assets | $801 |
| Total Assets | $38,399 |
| Accounts Payable | $4,433 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $446 |
| Total Current Liabilities | $4,879 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | $375 |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $375 |
| Total Liabilities | $5,254 |
| General Fund Balance | $33,145 |
|---|---|
| Total Fund Balances | $33,145 |
| Total Liabilities & Equity | $38,399 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,345 |
| DRG (Post-Oct 1) | $7,932 |
| Outlier Payments | |
| DSH Adjustment | $262 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $7,043 |
| Total IME Payments |
| Inpatient Revenue | $229,515 |
|---|---|
| Outpatient Revenue | $281,258 |
| Total Patient Revenue | $510,774 |
| Contractual Allowances & Discounts | $431,285 |
| Net Patient Revenue | $79,489 |
| Total Operating Expenses | $85,986 |
| Net Service Income | $-6,497 |
| Other Income | $114 |
| Total Income | $-6,383 |
| Other Expenses | $8,166 |
| Net Income | $-14,549 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $6,581 |
| Medicaid Charges | $76,967 |
| Net CHIP Revenue | $309 |
| CHIP Charges | $2,628 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |