Parkview Regional Medical Center, located at 600 South Bonham Street in Mexia, Texas, is dedicated to making communities healthier. As a licensed 58-bed acute care facility, we offer quality medical and surgical care, rehabilitation services, and 24/7 emergency care. Serving a 50-mile radius, Parkview Regional is committed to providing compassionate and advanced healthcare to Limestone, Freestone, Hill, and Leon counties.
| Hospital Name | Parkview Regional Medical Center |
|---|---|
| Facility ID | 450400 |
| Address | 600 SOUTH BONHAM STREET |
|---|---|
| City/Town | Mexia |
| State | TX |
| ZIP Code | 76667 |
| County/Parish | LIMESTONE |
| Health System | ScionHealth |
|---|---|
| Health System Website Domain | scionhealth.com |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 14 |
|---|---|
| Health System Total Beds | 1669 |
| Health System Hospital Locations | Alabama, Idaho, Mississippi, Ohio, Oklahoma, South Carolina, Tennessee, Texas, Wisconsin, West Virginia and Wyoming |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | ScionHealth |
| Emergency Services | Yes |
Doug Holzbog joined Parkview Regional Hospital as Chief Executive Officer in April 2024.
Anil Jain joined the Parkview Regional Hospital team in 2025 in the role of Market Chief Financial Officer, also overseeing Ennis Regional Medical Center and Palestine Regional Medical Center. Anil is an accomplished healthcare finance professional, with more than 44 years of experience. He began his career with HCA, progressing to hospital CFO roles. He later joined Tenet Healthcare, serving as project CFO and interim CFO for multiple facilities. Anil graduated from the University of Tennessee at Martin in 1978 with honors in Accounting. He earned his MBA from Emory University and is a licensed CPA. Outside of work, Anil is an avid runner and walker. He is married to Neeru Jain and has two daughters, Renita and Rachel. He enjoys spending time with his grandchildren, Alina and Avi, and is expecting another grandson.
Penny Nole joined Parkview Regional Hospital as Chief Nursing Officer in September 2024.
Tim O’Neal, MBA, BSN, RN, joined Parkview Regional Hospital and Ennis Regional Medical Center as Chief Operating Officer in 2024 after working as a Project Executive for ScionHealth – serving as Chief Nursing Officer and Chief Operating Officer – at facilities in Ohio and Wyoming. Born and raised in a small town in West Virginia, Tim has more than 20 years of healthcare experience in nursing complemented by more than 15 years of leadership experience in large-scale, fast-paced healthcare settings. He's served patients and communities in various capacities, from Emergency Room and Trauma nursing to the ICU, to instructing the next generations of caregivers as faculty, and in leadership roles in ER, Trauma, and Emergency Preparedness departments. Tim is a results-focused executive who believes in servant/transformation leadership. Lean/Six Sigma-trained, Tim earned his associate's degree Nursing in 2001, his Bachelor of Nursing 2003, and his Master of Business Administration in 2013. Tim lives in the area and has been married for 20 years. He has two children, 17 and 14 years of age.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 59 |
|---|
| FTE Employees on Payroll | 101.29 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 578 |
| Inpatient Days (Title XIX) | NA |
| Total Inpatient Days | 1283 |
| Bed Count | 49 |
| Available Bed Days | 17885 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 176 |
| Discharges (Title XIX) | NA |
| Total Discharges | 407 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 460 |
| Inpatient Days (Title XIX; Adults & Peds) | NA |
| Total Inpatient Days (Adults & Peds) | 984 |
| Bed Count (Adults & Peds) | 43 |
| Available Bed Days (Adults & Peds) | 15695 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 176 |
| Discharges (Title XIX; Adults & Peds) | NA |
| Total Discharges (Adults & Peds) | 407 |
| 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 | Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital struggles with high infection rates |
| 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 | 78% |
|---|
| 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 | No Different 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 | |
| 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 | |
| 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) | 90 |
|---|
| 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 | 47 |
| 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) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Number of Cases Too Small |
| 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 | Number of cases too small |
| 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 | 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 | 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) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | N/A |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Apr 01, 2022 |
|---|---|
| Fiscal Year End | Mar 31, 2023 |
| Charity Care Cost | $1,449 |
|---|---|
| Bad Debt Expense | $4,051 |
| Uncompensated Care Cost | $2,412 |
| Total Uncompensated Care | $2,770 |
| Total Salaries | $8,345 |
|---|---|
| Overhead Expenses (Non-Salary) | $17,056 |
| Depreciation Expense | $140 |
| Total Operating Costs | $22,278 |
| Inpatient Charges | $22,816 |
|---|---|
| Outpatient Charges | $71,665 |
| Total Patient Charges | $94,481 |
| Core Wage Costs | $2,589 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $8,345 |
| Contract Labor (Patient Care) | $649 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-860 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $367 |
| Allowance for Doubtful Accounts | |
| Inventory | $718 |
| Prepaid Expenses | $306 |
| Other Current Assets | |
| Total Current Assets | $708 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | $3,085 |
| Fixed Equipment Value | |
| Major Movable Equipment | $4,731 |
| Minor Depreciable Equipment | $306 |
| Health IT Assets | |
| Total Fixed Assets | $2,639 |
| Long-Term Investments | |
|---|---|
| Other Assets | $2,044 |
| Total Other Assets | $2,044 |
| Total Assets | $5,391 |
| Accounts Payable | $1,611 |
|---|---|
| Salaries & Wages Payable | $611 |
| Payroll Taxes Payable | $235 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $1,808 |
| Total Current Liabilities | $4,265 |
| Mortgage Debt | $-7,299 |
|---|---|
| Long-Term Notes Payable | $987 |
| Unsecured Loans | $1,787 |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $-4,525 |
| Total Liabilities | $-260 |
| General Fund Balance | $5,651 |
|---|---|
| Total Fund Balances | $5,651 |
| Total Liabilities & Equity | $5,391 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $846 |
| DRG (Post-Oct 1) | $1,073 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $22,816 |
|---|---|
| Outpatient Revenue | $72,129 |
| Total Patient Revenue | $94,945 |
| Contractual Allowances & Discounts | $71,346 |
| Net Patient Revenue | $23,599 |
| Total Operating Expenses | $24,781 |
| Net Service Income | $-1,182 |
| Other Income | $31 |
| Total Income | $-1,151 |
| Other Expenses | |
| Net Income | $-1,151 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,211 |
| Medicaid Charges | $13,635 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Unknown |
|---|---|
| EHR Version | NA |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |