Titus Regional Medical Center

Titus Regional Medical Center, located in Mount Pleasant, Texas, is a leading healthcare provider committed to the health and well-being of Northeast Texas. As a 174-bed Joint Commission-accredited hospital, we offer a comprehensive range of services, including cardiology, orthopedics, emergency care, and women's health. Our Level III Trauma Center designation ensures expert care during critical situations. With a mission to lead the transformation for healthier tomorrows, our dedicated team provides compassionate, patient-centered care, utilizing advanced technology and a culture of excellence. Visit us at 2001 N Jefferson Ave to experience healthcare that puts you first.

Identifiers

Hospital Name Titus Regional Medical Center
Facility ID 450080

Location

Address 2001 N JEFFERSON
City/Town Mount Pleasant
State TX
ZIP Code 75455
County/Parish TITUS

Health System

Health System Independent
Health System Website Domain titusregional.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 165
Health System Hospital Locations Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Titus County Hospital District
Emergency Services Yes

Patricia Boeckmann

Chief Executive Officer

Patricia Boeckmann was promoted to Chief Executive Officer of Titus Regional Medical Center (TRMC) effective February 7, 2025. She previously served as the Chief Operating Officer (COO) and Chief Administrative Officer (CAO) of The Clinics of Titus (TCOT) since joining the health system in 2016. She began her healthcare career as a Registered Nurse in a rural hospital in North Dakota, with much of her clinical practice occurring in the operating room. She completed her Master's in Healthcare Administration at the University of Minnesota in 1996. She brings over thirty years of experience in operations, clinical initiatives, and patient safety from her work with Straub Medical Center in Hawaii and Allina Health Care in Minnesota. During the COVID pandemic, her clinical and emergency management leadership were instrumental in the health system's local response. She was a key contributor in the development of TCOT and the growth of over seventy-five (75) physicians and advanced practice professionals to the area. Boeckmann is a mother of 3 children and has 5 grandchildren.

Kathy Griffis

Chief Nursing Officer

Andy Fortenberry

Chief Financial Officer

William Hooks, Jr., MD

Chief Medical Officer

Milan Sekulic, MD

TCOT Chief Executive Physician

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 165

Staffing & Personnel

FTE Employees on Payroll 661.26
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2849
Inpatient Days (Title XIX) 215
Total Inpatient Days 10385
Bed Count 49
Available Bed Days 17885
Discharges (Title V) NA
Discharges (Title XVIII) 714
Discharges (Title XIX) 145
Total Discharges 2843

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2322
Inpatient Days (Title XIX; Adults & Peds) 117
Total Inpatient Days (Adults & Peds) 7663
Bed Count (Adults & Peds) 41
Available Bed Days (Adults & Peds) 14965
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 714
Discharges (Title XIX; Adults & Peds) 145
Total Discharges (Adults & Peds) 2843

Quality Summary

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 a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital.
Care Quality Concerns Hospital has had some challengs with infection rates being high.

Hospital Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 62%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 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
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 178

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -23.9
Readmission Score Hospital Return Days for Heart Failure Patients 9.5
Readmission Score Hospital Return Days for Pneumonia Patients -19.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.4
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 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 12.6
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16
Readmission Group Hospital Return Days for Heart Attack Patients Fewer Days Than Average 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 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 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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) N/A
CAUTI SIR (Standardized Infection Ratio) N/A
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.136
MRSA SIR (Standardized Infection Ratio) N/A

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,257
Bad Debt Expense $3,473
Uncompensated Care Cost $7,244
Total Uncompensated Care $7,458

Operating Expenses ($ thousands)

Total Salaries $43,199
Overhead Expenses (Non-Salary) $67,792
Depreciation Expense $5,825
Total Operating Costs $72,532

Charges ($ thousands)

Inpatient Charges $86,781
Outpatient Charges $172,172
Total Patient Charges $258,953

Wage-Related Details ($ thousands)

Core Wage Costs $6,519
Wage Costs (RHC/FQHC) $157
Adjusted Salaries $43,199
Contract Labor (Patient Care) $5,827
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $24,866
Short-Term Investments
Notes Receivable
Accounts Receivable $1,946
Allowance for Doubtful Accounts $-44,519
Inventory $1,180
Prepaid Expenses $951
Other Current Assets
Total Current Assets $41,475

Balance Sheet – Fixed Assets ($ thousands)

Land Value $3,754
Land Improvements Value $4,474
Building Value $64,481
Leasehold Improvements
Fixed Equipment Value $21,957
Major Movable Equipment $62,204
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $37,055

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $4,335
Total Other Assets $4,335
Total Assets $82,864

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $7,838
Salaries & Wages Payable $2,259
Payroll Taxes Payable $241
Short-Term Debt $697
Deferred Revenue
Other Current Liabilities $2,013
Total Current Liabilities $15,471

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $12,116
Unsecured Loans
Other Long-Term Liabilities $1,012
Total Long-Term Liabilities $13,128
Total Liabilities $28,599

Balance Sheet – Equity ($ thousands)

General Fund Balance $54,265
Total Fund Balances $54,265
Total Liabilities & Equity $82,864

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $6,032
Outlier Payments
DSH Adjustment $247
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $87,747
Outpatient Revenue $232,289
Total Patient Revenue $320,036
Contractual Allowances & Discounts $230,342
Net Patient Revenue $89,694
Total Operating Expenses $110,990
Net Service Income $-21,296
Other Income $19,075
Total Income $-2,222
Other Expenses
Net Income $-2,222

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $9,595
Medicaid Charges $30,518
Net CHIP Revenue $546
CHIP Charges $2,569

EHR Information

EHR Epic Community Connect
EHR Version EpicCare Community Connect
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No