Parrish Medical Center, located at 951 N Washington Ave in Titusville, FL, is your community's not-for-profit public hospital, proudly serving Brevard County. We are nationally recognized for clinical quality, patient safety, and creating a healing environment. As a Joint Commission-certified Primary Stroke Center and Commission on Cancer-certified oncology program, Parrish Medical Center offers advanced care with a focus on patient-centered healing. We are also a Cleveland Clinic Connected member, enhancing our clinical expertise and providing access to world-class resources. At Parrish Medical Center, we are committed to providing Healing Experiences For Everyone All The Time®.
| Hospital Name | Parrish Medical Center |
|---|---|
| Facility ID | 100028 |
| Address | 951 N WASHINGTON AVE |
|---|---|
| City/Town | Titusville |
| State | FL |
| ZIP Code | 32796 |
| County/Parish | BREVARD |
| Health System | Independent |
|---|---|
| Health System Website Domain | parrishhealthcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 208 |
| Health System Hospital Locations | Florida |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Independent |
| Emergency Services | Yes |
Primary contact for North Brevard County Hospital District. [2] Mentioned as President/CEO in a joint press release with Health First. [4] Mentioned as Parrish Healthcare's President and CEO. [7] Cited by Christopher Rajan as Parrish Healthcare President/CEO. [5]
Public Information Officer for North Brevard County Hospital District. [2] Executive Director for the Jess Parrish Medical Foundation Board of Directors. [3]
Board Member since 1998. Chairman, president and CEO of Genesis VII, Inc. Over 32 years of experience in the Aerospace field. Holds a Bachelor of Science in Civil Engineering from Savannah State University and a Master of Aeronautical Science from Embry Riddle Aeronautical University. Certified professional manager and facilitator. Served as Chairman of Brevard County Schools and Chairman of the Titusville Chamber of Commerce. Chairman and president of Viera Charter School. Former Vice Mayor of Titusville. Recipient of the 2021 Business Laureate Award for Junior Achievement. [2] Mentioned as Chairman of the Board at Parrish Healthcare. [4]
Board Member since 2012. Certified public accountant for more than 40 years. Provides tax, accounting and financial advice. Provided wealth management, investment and retirement planning through Retz Financial, Inc. for over 24 years. Real estate investor and licensed Real Estate Broker. [2]
Col. USAF (Ret). Appointed to the Board of Directors in January 2000. Earned a Master of Architecture and a Bachelor of Arts in Architectural Science from Tuskegee University. [2] Listed as Herman Cole, Retired, Colonel USAF/Insurance on the Jess Parrish Medical Foundation Board of Directors. [3]
Included in Becker's Hospital Review 2024 'Chief Transformation Officers to Know' list. Has served as Senior Vice President and Chief Transformation Officer at Parrish Medical Center since 2000. Responsibilities include administration of the Parrish Health Network, community health partnership, strategic planning, business development, sales strategy, brand development, clinical alignment and integration, preventative and health risk assessments and enterprise risk management. Licensed Risk Manager, serving as the President and in-house legal liaison for Florida Medical Insurance Corporation. Holds a Bachelor of Arts degree from Allegheny College and a Juris Doctor degree from New England Law School. [8]
New Medical Director of the Emergency Department as of June 2024. Primary areas of focus will be to develop new patient experience initiatives and lead the advancement of continuous quality improvement metrics. Joined PMC's Emergency Department three years prior through a partnership with TeamHealth. Has more than 12 years of emergency medicine experience. Received his Doctor of Osteopathy degree from Arizona College of Osteopathic Mid-Midwestern University and completed his residency in Emergency Medicine at Maricopa County Hospital. [5]
Associated with TD Bank. [3]
Associated with Eastern Florida State College. [3]
Associated with The Broome Law Firm, P.A. [3]
Franchise Owner, Firehouse Subs & Cosmic Creamery and Creations. [3]
Associated with Ron Norris, Inc. - Buick, GMC, Honda & Ford. [3]
Associated with Merrill Lynch. [3]
Retired, Parrish Medical Center. [3]
Associated with The Watauga Company. [3]
Retired, North Brevard Medical Support. [3]
Real Estate Development. [3]
Retired, Brevard County Schools. [3]
Associated with The Broome Law Firm, P.A. [3]
Director of the Jess Parrish Medical Foundation. Served as immediate past-chair of the Titusville Chamber of Commerce Board of Directors. [7] Also listed as Director on the Jess Parrish Medical Foundation Board of Directors. [3]
Installed as a new board member of the Titusville Chamber of Commerce as of February 2025. [7]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 208 |
|---|
| FTE Employees on Payroll | 768.02 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 8268 |
| Inpatient Days (Title XIX) | 1440 |
| Total Inpatient Days | 29714 |
| Bed Count | 210 |
| Available Bed Days | 76650 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1487 |
| Discharges (Title XIX) | 1536 |
| Total Discharges | 4634 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 7622 |
| Inpatient Days (Title XIX; Adults & Peds) | 1440 |
| Total Inpatient Days (Adults & Peds) | 26471 |
| Bed Count (Adults & Peds) | 201 |
| Available Bed Days (Adults & Peds) | 73365 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1487 |
| Discharges (Title XIX; Adults & Peds) | 1536 |
| Total Discharges (Adults & Peds) | 4634 |
| Care Quality Stengths | The hospital is average in every measured mortality rate 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 | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital has had some challengs with infection rates being high. |
| 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 | 54% |
|---|
| 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 | |
| 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) | 210 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 11.2 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 5.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -23.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| 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 | 13.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.6 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 13.9 |
| 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 | Fewer Days Than Average 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 | 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) | 2.558 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.420 |
| SSI SIR (Standardized Infection Ratio) | 0.646 |
| CDI SIR (Standardized Infection Ratio) | 0.484 |
| MRSA SIR (Standardized Infection Ratio) | 2.520 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $6,216 |
|---|---|
| Bad Debt Expense | $2,742 |
| Uncompensated Care Cost | $6,865 |
| Total Uncompensated Care | $14,213 |
| Total Salaries | $59,677 |
|---|---|
| Overhead Expenses (Non-Salary) | $108,035 |
| Depreciation Expense | $1,933 |
| Total Operating Costs | $118,554 |
| Inpatient Charges | $228,339 |
|---|---|
| Outpatient Charges | $384,954 |
| Total Patient Charges | $613,293 |
| Core Wage Costs | $9,125 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $59,677 |
| Contract Labor (Patient Care) | $3,571 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $6,530 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $42,415 |
| Allowance for Doubtful Accounts | $-26,071 |
| Inventory | $2,958 |
| Prepaid Expenses | $36,147 |
| Other Current Assets | |
| Total Current Assets | $69,826 |
| Land Value | $9,451 |
|---|---|
| Land Improvements Value | $5,786 |
| Building Value | $138,938 |
| Leasehold Improvements | |
| Fixed Equipment Value | $10,770 |
| Major Movable Equipment | $65,813 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $50,729 |
| Long-Term Investments | $88,065 |
|---|---|
| Other Assets | |
| Total Other Assets | $88,065 |
| Total Assets | $208,620 |
| Accounts Payable | $19,609 |
|---|---|
| Salaries & Wages Payable | $9,504 |
| Payroll Taxes Payable | |
| Short-Term Debt | $544 |
| Deferred Revenue | $2,951 |
| Other Current Liabilities | $14,132 |
| Total Current Liabilities | $46,739 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $89,224 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $89,224 |
| Total Liabilities | $135,963 |
| General Fund Balance | $72,657 |
|---|---|
| Total Fund Balances | $72,657 |
| Total Liabilities & Equity | $208,620 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $14,753 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $413 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $12,266 |
| Total IME Payments |
| Inpatient Revenue | $230,618 |
|---|---|
| Outpatient Revenue | $386,133 |
| Total Patient Revenue | $616,751 |
| Contractual Allowances & Discounts | $477,985 |
| Net Patient Revenue | $138,766 |
| Total Operating Expenses | $167,713 |
| Net Service Income | $-28,947 |
| Other Income | $-5,062 |
| Total Income | $-34,008 |
| Other Expenses | |
| Net Income | $-34,008 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,190 |
| Medicaid Charges | $76,275 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH C/S |
|---|---|
| EHR Version | C/S |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |