Terre Haute Regional Hospital, located at 3901 South 7th Street in Terre Haute, Indiana, is a 278-bed, full-service hospital that has been providing quality care to the Wabash Valley community for over 135 years. As a leading acute care facility within the Union Health system, we offer comprehensive medical services, including emergency care, orthopedics, cardiology, and maternity services. Our hospital features state-of-the-art units such as an ICU, surgical services, and a rehabilitation center, all supported by a skilled and compassionate staff. We are committed to excellence in patient care and reinvesting in our community to provide modern amenities and advanced technology for a welcoming and healing atmosphere.
| Hospital Name | Terre Haute Regional Hospital |
|---|---|
| Facility ID | 150046 |
| Address | 3901 S SEVENTH ST |
|---|---|
| City/Town | Terre Haute |
| State | IN |
| ZIP Code | 47802 |
| County/Parish | VIGO |
| Health System | Independent |
|---|---|
| Health System Website Domain | regionalhospital.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 278 |
| Health System Hospital Locations | Indiana |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Terre Haute Regional Hospital |
| Emergency Services | Yes |
Mark Casanova was named chief executive officer of Terre Haute Regional Hospital, effective Jan. 6, 2021. [21] He previously served as president of CHRISTUS Spohn Hospital Corpus Christi-South in Corpus Christi, Texas, for nine years. [21] Casanova began his career as a Respiratory Therapist and progressed through management at Health South and Baptist Health Memorial in Memphis, Tennessee. [21] He holds an undergraduate degree in cardiopulmonary science from Louisiana State University and a Master's in Health Administration from the University of Memphis. [21] His experience includes leading quality improvement, patient, physician, and employee engagement, physician recruitment, and developing clinical service lines. [21]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 278 |
|---|
| FTE Employees on Payroll | 378.78 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5361 |
| Inpatient Days (Title XIX) | 952 |
| Total Inpatient Days | 16479 |
| Bed Count | 141 |
| Available Bed Days | 51465 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1232 |
| Discharges (Title XIX) | 192 |
| Total Discharges | 3854 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4206 |
| Inpatient Days (Title XIX; Adults & Peds) | 952 |
| Total Inpatient Days (Adults & Peds) | 12927 |
| Bed Count (Adults & Peds) | 117 |
| Available Bed Days (Adults & Peds) | 42705 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1232 |
| Discharges (Title XIX; Adults & Peds) | 192 |
| Total Discharges (Adults & Peds) | 3854 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns |
| 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 | 66% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| 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 | No Different Than National Average |
| 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) | 152 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -4.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 9.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -2.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 11.9 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.4 |
| Readmission Score Rate of Readmission for CABG | 10.9 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| 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) | 1.091 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.406 |
| SSI SIR (Standardized Infection Ratio) | 0.398 |
| CDI SIR (Standardized Infection Ratio) | 0.242 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Sep 01, 2022 |
|---|---|
| Fiscal Year End | Aug 31, 2023 |
| Charity Care Cost | $3,540 |
|---|---|
| Bad Debt Expense | $3,625 |
| Uncompensated Care Cost | $4,064 |
| Total Uncompensated Care | $9,131 |
| Total Salaries | $30,765 |
|---|---|
| Overhead Expenses (Non-Salary) | $65,339 |
| Depreciation Expense | $5,521 |
| Total Operating Costs | $105,289 |
| Inpatient Charges | $408,029 |
|---|---|
| Outpatient Charges | $406,419 |
| Total Patient Charges | $814,449 |
| Core Wage Costs | $6,967 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $30,765 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $23,734 |
| Allowance for Doubtful Accounts | $-4,769 |
| Inventory | $6,983 |
| Prepaid Expenses | $528 |
| Other Current Assets | |
| Total Current Assets | $26,679 |
| Land Value | $1,263 |
|---|---|
| Land Improvements Value | $3,238 |
| Building Value | $38,668 |
| Leasehold Improvements | $9,588 |
| Fixed Equipment Value | $35,121 |
| Major Movable Equipment | $47,460 |
| Minor Depreciable Equipment | $8,183 |
| Health IT Assets | |
| Total Fixed Assets | $27,677 |
| Long-Term Investments | $3,063 |
|---|---|
| Other Assets | $2,472 |
| Total Other Assets | $5,535 |
| Total Assets | $59,891 |
| Accounts Payable | $2,829 |
|---|---|
| Salaries & Wages Payable | $2,511 |
| Payroll Taxes Payable | $4,787 |
| Short-Term Debt | $276 |
| Deferred Revenue | |
| Other Current Liabilities | $27 |
| Total Current Liabilities | $10,430 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $487 |
| Unsecured Loans | $-319,205 |
| Other Long-Term Liabilities | $122 |
| Total Long-Term Liabilities | $-318,596 |
| Total Liabilities | $-308,167 |
| General Fund Balance | $368,058 |
|---|---|
| Total Fund Balances | $368,058 |
| Total Liabilities & Equity | $59,891 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $800 |
| DRG (Post-Oct 1) | $11,593 |
| Outlier Payments | |
| DSH Adjustment | $443 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $8,756 |
| Total IME Payments |
| Inpatient Revenue | $407,860 |
|---|---|
| Outpatient Revenue | $406,904 |
| Total Patient Revenue | $814,764 |
| Contractual Allowances & Discounts | $702,426 |
| Net Patient Revenue | $112,338 |
| Total Operating Expenses | $96,105 |
| Net Service Income | $16,234 |
| Other Income | $339 |
| Total Income | $16,572 |
| Other Expenses | $0 |
| Net Income | $16,572 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $20,334 |
| Medicaid Charges | $196,485 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |