West Tennessee Healthcare Bolivar Hospital, located at 650 Nuckolls Road in Bolivar, TN, is committed to providing superior healthcare services to our community. As a critical access hospital with 25 licensed beds, we offer a range of inpatient and outpatient services, including emergency care, a medical-surgical unit, swing beds, diagnostic services, and rehabilitation. Bolivar Hospital is a proud member of West Tennessee Healthcare, ensuring access to a comprehensive network of care. A new, modernized hospital is planned to break ground in late summer 2025 to meet the growing needs of Hardeman County and the surrounding areas.
| Hospital Name | West Tennessee Healthcare Bolivar Hospital |
|---|---|
| Facility ID | 441320 |
| Address | 650 NUCKOLLS ROAD |
|---|---|
| City/Town | Bolivar |
| State | TN |
| ZIP Code | 38008 |
| County/Parish | HARDEMAN |
| Health System | West Tennessee Healthcare |
|---|---|
| Health System Website Domain | wth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 1383 |
| Health System Hospital Locations | Tennessee |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | West Tennessee Healthcare |
| Emergency Services | Yes |
Ruby Kirby has served as the CEO at Bolivar Hospital since 2003. [7] She is also CEO of Camden General Hospital, also an affiliate of the Western Tennessee Healthcare network. [3] Kirby has been with West Tennessee Healthcare since 1979 and has served in several leadership roles. [12] She previously accepted the permanent position of Chief Executive Officer at Camden Hospital in 2021, while remaining CEO at Bolivar Hospital. [7] Prior to that, in 2000, she accepted the position as Director of Nursing at Bolivar Hospital where she was responsible for all patient care staff, the quality of care, patients' satisfaction and regulatory compliance. [7] She began her nursing career working at Jackson-Madison County General Hospital as a staff Registered Nurse on the General Surgery unit, eventually becoming Director of General Surgery and the Surgical Intensive Care Unit. [7] She is a graduate of Union University of Jackson, Tennessee, where she received her Associate of Science in Nursing, and holds an MBA from Bethel University in McKenzie, Tennessee. [7] In 2022, Bolivar General Hospital and CEO Ruby Kirby, R.N., received the Rural Hospital Leadership Team Award from the American Hospital Association (AHA). [3] She was also appointed to the American Hospital Association (AHA) Rural Health Services Council for a one-year term in 2021. [12]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 68.09 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 146 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 322 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 31 |
| Discharges (Title XIX) | NA |
| Total Discharges | 94 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 67 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 220 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 31 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 94 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns | NA |
| 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 |
|---|
| 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 | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 108 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| 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 | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | Number of Cases Too Small |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Number of Cases Too Small |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $88 |
|---|---|
| Bad Debt Expense | $881 |
| Uncompensated Care Cost | $326 |
| Total Uncompensated Care | $326 |
| Total Salaries | $3,758 |
|---|---|
| Overhead Expenses (Non-Salary) | $4,622 |
| Depreciation Expense | $364 |
| Total Operating Costs | $8,270 |
| Inpatient Charges | $1,277 |
|---|---|
| Outpatient Charges | $31,856 |
| Total Patient Charges | $33,133 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $193 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $5,401 |
| Allowance for Doubtful Accounts | $-4,671 |
| Inventory | $105 |
| Prepaid Expenses | $146 |
| Other Current Assets | |
| Total Current Assets | $1,394 |
| Land Value | $42 |
|---|---|
| Land Improvements Value | $142 |
| Building Value | $3,108 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,764 |
| Major Movable Equipment | $3,578 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $1,606 |
| Long-Term Investments | |
|---|---|
| Other Assets | |
| Total Other Assets | |
| Total Assets | $3,000 |
| Accounts Payable | $105 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-21,507 |
| Total Current Liabilities | $-21,402 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $-21,402 |
| General Fund Balance | $24,402 |
|---|---|
| Total Fund Balances | $24,402 |
| Total Liabilities & Equity | $3,000 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $1,277 |
|---|---|
| Outpatient Revenue | $31,856 |
| Total Patient Revenue | $33,133 |
| Contractual Allowances & Discounts | $24,305 |
| Net Patient Revenue | $8,828 |
| Total Operating Expenses | $8,381 |
| Net Service Income | $447 |
| Other Income | $42 |
| Total Income | $490 |
| Other Expenses | |
| Net Income | $490 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $949 |
| Medicaid Charges | $8,380 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |