Located at the corner of Lamont Street and Veterans Way in Mountain Home, TN, the James H. Quillen VA Medical Center is dedicated to serving our nation's Veterans with comprehensive and advanced healthcare. Since 1903, we have been committed to improving the health and well-being of over 170,000 Veterans across a 41-county area. Our medical center provides a wide range of services, including primary care, specialized treatments, and long-term care options such as our Community Living Center and Domiciliary. As a teaching hospital, we integrate state-of-the-art technology, education, and research to deliver the highest quality care to our Veterans.
| Hospital Name | James H. Quillen VA Medical Center |
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| Facility ID | 44016F |
| Address | CORNER OF LAMONT STREET AND VETERANS WAY |
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| City/Town | Mountain Home |
| State | TN |
| ZIP Code | 37684 |
| County/Parish | WASHINGTON |
| Health System | Department of Veterans Affairs |
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| Health System Website Domain | VA.gov |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 128 |
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| Health System Total Beds | 73968 |
| Health System Hospital Locations | Alabama, Arkansas, Arizona, California, Colorado, Connecticut, NA, Delaware, Florida, Georgia, Iowa, Idaho, Illinois, Indiana, Kansas, Kentucky, Louisiana, Massachusetts, Maryland, Maine, Michigan, Minnesota, Missouri, Mississippi, Montana, North Carolina, Nebraska, New Jersey, New Mexico, Nevada, New York, Ohio, Oklahoma, Oregon, Pennsylvania, NA, Rhode Island, South Carolina, South Dakota, Tennessee, Texas, Utah, Virginia, Vermont, Washington, Wisconsin, West Virginia and Wyoming |
| Hospital Type | Acute Care - Veterans Administration |
|---|---|
| Hospital Ownership | Veterans Health Administration |
| Ownership Details | Department of Veterans Affairs |
| Emergency Services | Yes |
Effective September 20, 2024, Martina Malek, FACHE, will serve as the Interim Medical Center Director of the James H. Quillen VA Medical Center (JHQVAMC). Martina Malek, FACHE, is the Deputy Director, Customer Experience Tools & Implementation (CX T&I) in the Veterans Experience Office (VEO). Prior to joining the VEO team, Ms. Malek was the Associate Director/Chief Experience Officer of the Minneapolis VAHCS and the VISN 23 Chief Experience Officer. She has held various roles in the VA to include Interim Medical Center Director at St. Cloud VAHCS; Director of the Health Administration Service (HAS) in Minneapolis; and Director of the Prosthetic Treatment Center where she began her VA career as a purchasing agent. She is the daughter of a career Army soldier, a lifelong Army brat, and recently, became an Army Mom. Ms. Malek is a Fellow of the American College of Healthcare Executives (FACHE), a graduate of the Senior Executive Assessment Program (SEAP), and VA's Healthcare Leadership Development Program (HCLDP), as well as a certified VA Mentor. She holds a Master of Nonprofit and Public Administration degree and a Bachelor of Science in Business Administration.
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Dr. Harold Dillon was appointed chief of staff at James H. Quillen VA Medical Center (JHQVAMC) on March 1, 2023. Dillon began his VA career in 2008 as a staff ophthalmologist, here. Prior to his appointment as chief of staff, he served in positions as the chief of surgery and most recently as chief of quality management. He also served as deputy chief of staff and chief of staff at the Rocky Mountain Regional VA Medical Center in Aurora, Colo., from 2016-2019. Dr. Dillon received his B.S. degree in biology from East Tennessee State University in Johnson City, Tenn., and is a 1993 graduate of the James H. Quillen College of Medicine in Johnson City, Tenn. He is an Air Force Veteran having completed residency training in ophthalmology with the Air Force in San Antonio, Texas, along with multiple Air Force assignments including service as a pilot physician.
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Mr. Giancola was appointed as the Assistant Medical Center Director of the James H. Quillen Veterans Affairs Medical Center (JHQVAMC) in Mountain Home, Tennessee, on September 10, 2023. Mr. Giancola brings over 15 years of VA knowledge, experience, and leadership to this position. He is currently focused on further enhancing the high-quality care delivered to our Veterans and support of our staff by providing oversight of the Integrity Compliance Office, Privacy Office, Research Compliance Office, Public Affairs Office, Veteran Experience Office, Patient Advocacy Office, and the Center for Development and Civic Engagement. Mr. Giancola's background and accomplishments include extensive experience working in several VA departments from the front line to Service Chief in levels 1a, 1c, and 2 facilities. He joined the VA as a frontline Program Support Assistant in 2009 at the Louis Stokes VA Medical Center in Cleveland, Ohio. He was later appointed as the Supervisory Program Specialist over the Compensation & Pension Department and the Integrated Disability Evaluation System. Mr. Giancola then joined Network Contracting Office 10 as a Program Analyst in 2015. From 2017 to 2020, he served as the Ambulatory Care Operations Director – Group Practice Manager for the Wilkes-Barre VA Medical Center in Pennsylvania before joining the JHQVAMC as Chief of the Business Office overseeing approximately 350 employees. Mr. Giancola earned his Bachelor of Science degree in physiology and neuroscience from the University of California San Diego in 2008, and his Master of Business Administration from Cleveland State University in 2012 while attending Cleveland State University as part of the Health Care Leadership Development Program and a fellow of the Partnership for Public Service – Excellence in Government program. One of his passions is the development of talent through education and mentoring. He currently serves as preceptor for bachelors- and masters-level students who are studying public health or health administration at a local university and sits on their Health Services Management & Policy Professional Advisory Committee. He was a coach for the Veterans Integrated Service Network 9 Leadership Development Program in 2023 and is currently part of the team creating a leadership development program for the JHQVAMC.
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| Allopathic Residency Program | No |
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| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 515 |
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| FTE Employees on Payroll | NA |
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| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
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| Inpatient Days (Title XVIII) | NA |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | NA |
| Bed Count | NA |
| Available Bed Days | NA |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | NA |
| Discharges (Title XIX) | NA |
| Total Discharges | NA |
| Inpatient Days (Title V; Adults & Peds) | NA |
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| Inpatient Days (Title XVIII; Adults & Peds) | NA |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | NA |
| Bed Count (Adults & Peds) | NA |
| Available Bed Days (Adults & Peds) | NA |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | NA |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | NA |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. Patients were very positive about the quiet atmosphere of the hospital. Hospital does a good job at treating conditions like heart failure so that patients don't have to come back to the hospital. |
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| Care Quality Concerns |
| Nurse Communication – Star Rating | |
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| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
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| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 88% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
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| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | No Different 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 | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | NA |
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| Readmission Score Hospital Return Days for Heart Attack Patients | -4.9 |
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| Readmission Score Hospital Return Days for Heart Failure Patients | -26.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 6.3 |
| 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 | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 17.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Fewer Days Than Average 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) | 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 | 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 | 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) | NA |
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| 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 | NA |
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| Fiscal Year End | NA |
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| EHR | Oracle Health Millennium |
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| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Unknown |
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| ERP Version | NA |
| EHR is Changing | No |