Paula Bell, Chief Executive Officer, West Tennessee Healthcare Henry County Hospital

In an interview with Invest:, Paula Bell, chief executive officer of West Tennessee Healthcare at Henry County Hospital, discussed the history of the hospital and its community impact. “The opportunity to shift and come under West Tennessee Healthcare’s umbrella was really critical for our region,” Bell said.

What are some of the significant changes over the past year that have most impacted your organization, and in what ways?

We were called Henry County Medical Center for a long time. This hospital was originally built in the 1950s, but trying to survive as an independent rural healthcare provider is very difficult in this day and age. West Tennessee Healthcare has always been a good partner for Henry County, and so the opportunity to shift and come under their umbrella back in October was really critical for our region and our community to still be able to provide healthcare services. That transition being finalized is definitely the biggest thing for us.

Given your background in clinical pharmacy and healthcare administration, how has this influenced your leadership priorities and decision-making at the hospital?

I come from a healthcare family. My parents owned a community pharmacy here in Paris, and it is funny because I always said I never wanted to be a pharmacist. As a kid, you learn never to say never, because here we are. I ended up going to pharmacy school and just wanted to work in the hospital. I was perfectly happy being a clinical pharmacist. I participated in several residency programs in Memphis and lived there for 12 years before moving back to Paris. I was really happy with that as my career because it is a great way to interact with other healthcare professionals.

After my husband and I had our second child, we decided it was time to come home. All four of our parents lived here, so we moved back to Paris, and it has been the best decision we ever made. I cannot say we were 100% on board with it being the best decision when we first moved back, but it has truly been great. I went to work for the hospital, and the job satisfaction that comes from taking care of people you have known your entire life is indescribable. 

I took the clinical pharmacist position here and started a residency program to improve visibility for rural healthcare. I worked with ASHP to get an accredited program and ran it for several years, starting with one resident and eventually expanding to three. 

When COVID hit, I was the pharmacy director, and the relationship my department had with providers, caring for very sick patients, working through mask mandates, and navigating shortages of supplies and beds, pushed us all to the edge. It challenged us to think differently. I ended up overseeing the COVID vaccine distribution, and we ran large vaccination pods out of our nursing home parking lot. We backed up traffic all over town, and it was truly the highlight of COVID.

From that point forward, I felt more involved with hospital leadership. I had always been engaged, but something shifted. I became more deeply involved in decision-making. We continued developing the pharmacy department, but when financial struggles intensified, we essentially put a “for sale” sign in the yard, aligning with West Tennessee Healthcare. At that point, I decided to throw my name in the hat for leadership. This is my hometown; I was born in this hospital. Taking care of people I have known my whole life brings immense job satisfaction, but ultimately, it is about patient care.

It is my job, and this hospital’s job, to care for our community and provide necessary services. We have had to make difficult decisions, such as closing our obstetrics department, contributing to the maternal healthcare deserts you hear about nationwide. We have had to consolidate services, evaluate where our departments stand, and determine where growth is needed. I truly believe the hardest times are behind us, and the opportunity to grow with West Tennessee Healthcare and step into leadership was something I felt ready to do. Thankfully, they agreed, so here we are.

What outcomes or early indicators have you seen in terms of patient access or community impact due to the opening of the remodeled surgery center?

The surgery center is a great opportunity for us. We underwent remodeling and updated the facility over the last couple of years, and it is now back open. To be honest, many people have an overwhelming fear of entering hospitals. For minor or routine procedures such as colonoscopies, endoscopies, and similar treatments, as long as the patient is healthy enough to have the procedure outside the hospital, it makes a significant difference. It helps the community by encouraging patients who are terrified of hospitals to prioritize essential medical screenings. Colonoscopies are a prime example. I have had family members say, “I need you to open the surgery center because I do not want to come to the hospital.” I completely understand.

Additionally, many procedures no longer require overnight stays. When I first started at Henry County, knee and hip replacements meant a three-day hospital stay. Now, patients go home the same day. Outpatient services are driving the revenue side of healthcare, so having the surgery center is financially beneficial. It also improves patient access, and our surgeons and nurses love working there, especially now that it is a state-of-the-art facility.

How does your partnership with Jackson State Community College link with your overall workforce strategy?

From my perspective, recruiting to a rural area requires having students in your organization. That is the bottom line. In addition to Jackson State, we also have Bethel students, Tennessee College of Applied Technology students, University of Tennessee at Martin nursing students, Murray State University nursing students, pharmacy students, and medical students. It is the perfect recruiting tool. They see what we are like, how much fun we have in our department, and how we operate like a family. Cultivating that culture across all disciplines is critical. Whether it is nursing, radiology, or any other area, ensuring we have a continuous staffing model is essential. When students come in, they realize, “I could stay here,” or, “I am from here and can care for people I know.” It is the same feeling I have.

How can healthcare leaders influence not just clinical outcomes but also long-term economic and social vitality in their communities?

Without a hospital, this community would not attract industry or sustain growth. The economic development in Henry County has been tremendous compared to when I was in high school. Our hospital’s success is critical to infrastructure and business development. Beyond acute and chronic care, we must expand services to attract industries, residents, and visitors, contributing to an overall boost in community revenue. In one way or another, our hospital touches every part of this community, and that role is indispensable.

What are some of the region’s unique opportunities to attract new residents, businesses, and visitors?

We may be a tiny town, but we have so much to offer. After all, rural communities offer unique opportunities that attract visitors and residents alike. By investing in the entire region through highlighting its local charm, economic potential, and quality of life, it can draw more people to areas like ours. As a retirement community and a hub for regional collaboration, there is significant potential to showcase what makes our town special while fostering growth through partnerships with chambers of commerce, healthcare, and education.

Looking ahead, what are the most critical strategic priorities for the hospital over the next few years?

One major priority is addressing maternity deserts. We made the difficult decision to shut down our obstetrics department while still at Henry County Medical Center, which faced community pushback. We serve five to seven counties in northwest Tennessee and southern Kentucky, so reopening obstetrics services is crucial. Beyond patient access, it ties into our designation as a disproportionate share hospital. To qualify for the 340B drug program, which provides discounted medications, we must meet an 11.75% Medicaid inpatient threshold. Obstetrics drives Medicaid volumes, so reopening it will help us regain 340B status. This program allows us to fund unprofitable but essential services, like outpatient infusions, by reinvesting savings into community care.