North Mississippi Medical Center (NMMC) - Eupora, located at 70 Medical Plaza, Eupora, MS, is a not-for-profit acute care hospital with a 38-bed capacity and a 35-bed long-term care facility. NMMC-Eupora is dedicated to providing accessible, high-quality, and cost-effective healthcare to the community. For patients needing additional rehabilitation, 20 beds are designated for swing bed care. NMMC-Eupora is part of North Mississippi Health Services and offers a range of services, including emergency, surgical, and long-term care. The facility also has several affiliated clinics, including family and pediatric clinics.
| Hospital Name | North Mississippi Medical Center - Eupora |
|---|---|
| Facility ID | 250020 |
| Address | 70 MEDICAL PLAZA |
|---|---|
| City/Town | Eupora |
| State | MS |
| ZIP Code | 39744 |
| County/Parish | WEBSTER |
| Health System | North Mississippi Health Services |
|---|---|
| Health System Website Domain | nmhs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 7 |
|---|---|
| Health System Total Beds | 978 |
| Health System Hospital Locations | Alabama and Mississippi |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | North Mississippi Health Services |
| Emergency Services | Yes |
Robin Mixon, FACHCA, FACHE, is administrator of North Mississippi Medical Center-Eupora and North Mississippi Medical Center-Hamilton. She is a Fellow of the American College of Health Care Administrators and the American College of Healthcare Executives. [3] Mixon, who joined the hospital's staff in 2004, became a licensed nursing home administrator in 2013 and was promoted to associate hospital administrator and nursing home administrator in 2014. [3] She assumed the role of NMMC-Eupora administrator in 2018 and added leadership responsibility for the Hamilton hospital in 2023. [3] She earned a bachelor's degree in business administration with a concentration in management from Mississippi University for Women and a master's degree in health administration from Trident University International. [3] She is a licensed preceptor under the Mississippi Board of Nursing Home Administrators as well as a certified health safety professional and a certified rural health professional. [3] Mixon was named among Mississippi Business Journal Distinguished Leading Business Women in 2022 and was a Business Women. [3] She is a member of the American College of Healthcare Executives, the American College of Health Care Administrators, the Mississippi Rural Health Association and the Mississippi Public Health Association. [8] She was among the members of the first class of the Mississippi Hospital Association Emerging Leaders. [8] Mixon currently serves as assistant governor for Rotary Club District 6820 and is actively involved in the Eupora 20th Century Club and First Baptist Church Eupora. [8]
Susan Vaughan, MSN, RN, has been named as Chief Nursing Officer. [7] Vaughan comes to Eupora from Ochsner Rush Health System in Meridian, where she had served as director of hospital operations for medical, surgical, cardiac telemetry, orthopedic, short stay and wound care departments since November 2021. [7] She previously worked as chief operating officer for Haxtun Health District and chief nursing officer for Kit Carson County Health Service, both in Colorado, and as medical-surgical director and hospital educator for Henderson County Community Hospital in Lexington, Tennessee. [3] Vaughan completed her associate degree in nursing at Hinds Community College in 1992. [7] She earned her bachelor's and master's degrees in nursing from Walden University in 2013 and 2015, respectively. [7] According to Robin Mixon, NMMC-Eupora administrator, “Susan brings a wealth of wisdom and experience that will benefit our team. She is both committed to patient safety and quality and a compassionate, proven leader.” [7]
Kelvin Monroe, CPA, serves as CFO for NMHS' six community hospitals in Amory, Iuka, Eupora, Pontotoc and West Point, Mississippi, and Hamilton, Alabama. [3] He also serves as the assistant administrator for North Mississippi Medical Center Gilmore-Amory. [3] Prior to joining NMHS, he served as chief financial officer for Gilmore Memorial Hospital in Amory. [3] The hospital joined NMHS in 2019, becoming NMMC Gilmore-Amory. [3] Monroe received his bachelor's degree in business with an emphasis in accounting from Mississippi State University in 2005 and completed his master's degree in business administration at MSU in 2006. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 43 |
|---|
| FTE Employees on Payroll | 139.56 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3581 |
| Inpatient Days (Title XIX) | 85 |
| Total Inpatient Days | 4628 |
| Bed Count | 38 |
| Available Bed Days | 13870 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 363 |
| Discharges (Title XIX) | 20 |
| Total Discharges | 566 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1286 |
| Inpatient Days (Title XIX; Adults & Peds) | 85 |
| Total Inpatient Days (Adults & Peds) | 1945 |
| Bed Count (Adults & Peds) | 38 |
| Available Bed Days (Adults & Peds) | 13870 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 363 |
| Discharges (Title XIX; Adults & Peds) | 20 |
| Total Discharges (Adults & Peds) | 566 |
| 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 Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | 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 | 59% |
|---|
| 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 | 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 | |
| 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 | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 80 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -13.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -30.5 |
| 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 | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| 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 | 15.7 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| 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) | N/A |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 0.344 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $747 |
|---|---|
| Bad Debt Expense | $1,553 |
| Uncompensated Care Cost | $1,296 |
| Total Uncompensated Care | $1,345 |
| Total Salaries | $13,459 |
|---|---|
| Overhead Expenses (Non-Salary) | $12,252 |
| Depreciation Expense | $646 |
| Total Operating Costs | $21,641 |
| Inpatient Charges | $17,309 |
|---|---|
| Outpatient Charges | $43,944 |
| Total Patient Charges | $61,253 |
| Core Wage Costs | $1,946 |
|---|---|
| Wage Costs (RHC/FQHC) | $459 |
| Adjusted Salaries | $13,419 |
| Contract Labor (Patient Care) | $1,758 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $544 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,023 |
| Allowance for Doubtful Accounts | |
| Inventory | $452 |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets | $3,146 |
| Land Value | $221 |
|---|---|
| Land Improvements Value | $243 |
| Building Value | $8,047 |
| Leasehold Improvements | $658 |
| Fixed Equipment Value | |
| Major Movable Equipment | $19,135 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $3,393 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,556 |
| Total Other Assets | $1,556 |
| Total Assets | $8,095 |
| Accounts Payable | $431 |
|---|---|
| Salaries & Wages Payable | $1,510 |
| Payroll Taxes Payable | $150 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $3,211 |
| Total Current Liabilities | $5,301 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $6,540 |
| Total Long-Term Liabilities | $6,540 |
| Total Liabilities | $11,841 |
| General Fund Balance | $-3,746 |
|---|---|
| Total Fund Balances | $-3,746 |
| Total Liabilities & Equity | $8,095 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $2,252 |
| Outlier Payments | |
| DSH Adjustment | $38 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $20,934 |
|---|---|
| Outpatient Revenue | $47,349 |
| Total Patient Revenue | $68,283 |
| Contractual Allowances & Discounts | $47,312 |
| Net Patient Revenue | $20,971 |
| Total Operating Expenses | $25,711 |
| Net Service Income | $-4,740 |
| Other Income | $2,754 |
| Total Income | $-1,987 |
| Other Expenses | |
| Net Income | $-1,987 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,329 |
| Medicaid Charges | $7,376 |
| Net CHIP Revenue | |
| CHIP Charges | $139 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |