Beauregard Health System, located at 600 S Pine Street in DeRidder, LA, is dedicated to providing safe, quality, and cost-effective healthcare services. Serving Beauregard Parish and neighboring communities for nearly 75 years, we offer a wide range of services, including primary care, cardiology, surgical services, and women's health. Our mission is to advance rural healthcare by providing personalized solutions that improve well-being, promote healing, and inspire hope. With a commitment to personal and organizational excellence, the Beauregard Health System team strives to make every care moment impactful. We embrace the fast-paced changes in the medical field to continue offering world-class, mission-driven healthcare.
| Hospital Name | Beauregard Health System |
|---|---|
| Facility ID | 190050 |
| Address | 600 S PINE STREET |
|---|---|
| City/Town | Deridder |
| State | LA |
| ZIP Code | 70634 |
| County/Parish | BEAUREGARD |
| Health System | Independent |
|---|---|
| Health System Website Domain | beauregard.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 49 |
| Health System Hospital Locations | Louisiana |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Beauregard Health System |
| Emergency Services | Yes |
Traci Thibodeaux accepted the position of Chief Executive Officer at Beauregard Health System, effective January 1, 2021. [11, 13] She joined BHS in June of 2017 as the Vice President of Physician and Support Services, overseeing and operations of Beauregard Physician Group, Laboratory, Radiology, Nutritional Services, Environmental Services and Plant Operations. [13] In April 2019, she was promoted to Chief Operating Officer, assuming responsibility for Nursing Services as part of a succession plan. [13] Prior to BHS, she worked at Our Lady of Lourdes Regional Medical Center in Lafayette, holding roles including Director and Vice President of Lourdes Physician Group and Ambulatory Services, and Vice President of Orthopedic and Neurosurgery Service Lines. [11, 13] She also has experience with Cardiovascular Institute of the South, Fresenius Medical Care, and Siemen's Health Services. [13] Thibodeaux holds a Bachelor of Science in Industrial Technology from the University of Louisiana Lafayette and a Master of Healthcare Administration from Our Lady of the Lake College in Baton Rouge. [13] She is committed to the advancement of rural health care and investing in facilities and people. [14]
Jarred Veillon accepted the position of Chief Financial Officer at Beauregard Health System, effective April 3, 2023. [12] He joined BHS in June 2021 as the Assistant Vice President of Finance and was later promoted to Chief Administrative Officer as part of a succession plan for the CFO role. [12] Veillon directly oversees Accounting, Revenue Cycle, Financial Clearance, Business Office, Information Technology, Case Management, Plant Operations, and Materials Management. [12] In his CFO role, he is responsible for developing financial strategies, driving revenue optimizations, overseeing cost control plans, and ensuring organizational financial performance. [12] He holds a Bachelor of Science Degree in Accounting from McNeese State University and is a Certified Rural Hospital Chief Financial Officer. [12] Veillon has 13 years of finance and accounting experience. [12]
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Ashley Mazilly accepted the position of Vice President of Project Management at Beauregard Health System, effective January 6, 2025. [15] She brings over 15 years of leadership and operational experience. [15] Mazilly previously served as Vice President of Finance and Corporate Services, CFO, of Beauregard Electric, where she also led Data Processing and Information Technology. [15] She has healthcare accounting and leadership experience as Controller for Women's and Children's Hospital in Lake Charles. [15] In her current role, she oversees projects for organizational improvement and optimization, and leads Revenue Cycle, Information Technology, Utilization Review, and Health Information Management. [15] Mazilly holds a Bachelor of Science Degree in Accounting from McNeese State University. [15]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 49 |
|---|
| FTE Employees on Payroll | 300.58 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1958 |
| Inpatient Days (Title XIX) | 1196 |
| Total Inpatient Days | 5249 |
| Bed Count | 49 |
| Available Bed Days | 17885 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 435 |
| Discharges (Title XIX) | 512 |
| Total Discharges | 1232 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1456 |
| Inpatient Days (Title XIX; Adults & Peds) | 855 |
| Total Inpatient Days (Adults & Peds) | 3689 |
| Bed Count (Adults & Peds) | 39 |
| Available Bed Days (Adults & Peds) | 14235 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 435 |
| Discharges (Title XIX; Adults & Peds) | 512 |
| Total Discharges (Adults & Peds) | 1232 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| 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 | 70% |
|---|
| 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 | 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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) | 184 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -14.5 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.3 |
| 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 | 0.9 |
| 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 | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | 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 | 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 | Not Available |
| 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) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.830 |
| CDI SIR (Standardized Infection Ratio) | 0.393 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Nov 01, 2021 |
|---|---|
| Fiscal Year End | Oct 31, 2022 |
| Charity Care Cost | $961 |
|---|---|
| Bad Debt Expense | $4,569 |
| Uncompensated Care Cost | $2,283 |
| Total Uncompensated Care | $7,003 |
| Total Salaries | $21,948 |
|---|---|
| Overhead Expenses (Non-Salary) | $38,670 |
| Depreciation Expense | $2,866 |
| Total Operating Costs | $55,125 |
| Inpatient Charges | $34,736 |
|---|---|
| Outpatient Charges | $158,649 |
| Total Patient Charges | $193,385 |
| Core Wage Costs | $4,065 |
|---|---|
| Wage Costs (RHC/FQHC) | $265 |
| Adjusted Salaries | $21,948 |
| Contract Labor (Patient Care) | $2,325 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,046 |
|---|---|
| Short-Term Investments | $964 |
| Notes Receivable | |
| Accounts Receivable | $17,192 |
| Allowance for Doubtful Accounts | $-11,169 |
| Inventory | $2,160 |
| Prepaid Expenses | $1,447 |
| Other Current Assets | |
| Total Current Assets | $23,217 |
| Land Value | $1,738 |
|---|---|
| Land Improvements Value | $704 |
| Building Value | $27,345 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $27,366 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $20,537 |
| Long-Term Investments | $7,495 |
|---|---|
| Other Assets | |
| Total Other Assets | $7,495 |
| Total Assets | $51,249 |
| Accounts Payable | $2,773 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $1,850 |
| Other Current Liabilities | $656 |
| Total Current Liabilities | $5,664 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities | $5,664 |
| General Fund Balance | $45,586 |
|---|---|
| Total Fund Balances | $45,586 |
| Total Liabilities & Equity | $51,249 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,702 |
| DRG (Post-Oct 1) | $226 |
| Outlier Payments | |
| DSH Adjustment | $88 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $34,886 |
|---|---|
| Outpatient Revenue | $158,663 |
| Total Patient Revenue | $193,549 |
| Contractual Allowances & Discounts | $149,333 |
| Net Patient Revenue | $44,216 |
| Total Operating Expenses | $60,617 |
| Net Service Income | $-16,401 |
| Other Income | $18,199 |
| Total Income | $1,797 |
| Other Expenses | $2,487 |
| Net Income | $-690 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $9,897 |
| Medicaid Charges | $51,279 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |