METHODIST HOSPITALS OF DALLAS: Form 990, tax year 2014
View the entire original 990 at ProPublica ↗
- Organization
- METHODIST HOSPITALS OF DALLAS (EIN 75-0800661)
- Tax period
- 2014-10-01 to 2015-09-30
- Filed
- 2016-08-10
- IRS object ID
- 201622239349301212
- Schema version
- 2014v6.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2016-08-10T10:51:36-05:00 | ReturnTs |
| Tax Period End | 2015-09-30 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2014-10-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 750800661 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | METHODIST HOSPITALS OF DALLAS & | BusinessNameLine1Txt |
| Business Name Line2 | PAVILION PROPERTIES | BusinessNameLine2Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | METH | BusinessNameControlTxt |
| Phone | 2149474581 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1441 N BECKLEY AVE DWIGHT WILLIAMS | AddressLine1Txt |
| City | DALLAS | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 752031201 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | MICHAEL J SCHAEFER | PersonNm |
| Person Title | EXEC VICE PRES/CFO | PersonTitleTxt |
| Phone | 2149474581 | PhoneNum |
| Signature | 2016-03-29 | SignatureDt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2014 | TaxYr |
| Build TS | 2016-12-15 16:53:06Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Change | Yes (X) | AddressChangeInd |
Doing Business As Name DoingBusinessAsName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | METHODIST HEALTH SYSTEM | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | MICHAEL J SCHAEFER | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1441 N BECKLEY AVE | AddressLine1Txt |
| City | DALLAS | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 75203 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,111,997,285 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/ | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1935 | FormationYr |
| Legal Domicile State | TX | LegalDomicileStateCd |
| Activity Or Mission | TO IMPROVE AND SAVE LIVES THROUGH COMPASSIONATE QUALITY HEALTH CARE. | ActivityOrMissionDesc |
| Voting Members Governing Body | 28 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 24 | VotingMembersIndependentCnt |
| Total Employee | 7995 | TotalEmployeeCnt |
| Total Volunteers | 1115 | TotalVolunteersCnt |
| Total Gross UBI | $2,333,883 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $2,099,595 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $10,416,651 | PYContributionsGrantsAmt |
| CY Contributions Grants | $23,566,286 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $1,047,668,376 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $1,048,537,757 | CYProgramServiceRevenueAmt |
| PY Investment Income | $12,155,284 | PYInvestmentIncomeAmt |
| CY Investment Income | $20,079,278 | CYInvestmentIncomeAmt |
| PY Other Revenue | $7,290,293 | PYOtherRevenueAmt |
| CY Other Revenue | $8,532,807 | CYOtherRevenueAmt |
| PY Total Revenue | $1,077,530,604 | PYTotalRevenueAmt |
| CY Total Revenue | $1,100,716,128 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $26,758,436 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $31,325,871 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $491,784,391 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $509,807,615 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $247,518 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $421,953,365 | PYOtherExpensesAmt |
| CY Other Expenses | $415,408,521 | CYOtherExpensesAmt |
| PY Total Expenses | $940,496,192 | PYTotalExpensesAmt |
| CY Total Expenses | $956,542,007 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $137,034,412 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $144,174,121 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $1,693,625,688 | TotalAssetsBOYAmt |
| Total Assets EOY | $1,805,740,704 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $537,913,422 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $552,214,440 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,155,712,266 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $1,253,526,264 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | TO IMPROVE AND SAVE LIVES THROUGH COMPASSIONATE QUALITY HEALTH CARE IN A MANNER THAT REFLECTS A COMMITMENT TO CHRISTIAN CONCEPTS OF LIFE AND LEARNING (SEE CONTINUATION ON SCHEDULE O) | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $851,837,127 | ExpenseAmt |
| Grant | $31,325,871 | GrantAmt |
| Revenue | $1,054,610,435 | RevenueAmt |
| Desc | THE PRIMARY MISSION OF THE METHODIST HOSPITALS OF DALLAS D/B/A METHODIST HEALTH SYSTEM (MHS) IS TO SERVE PEOPLE IN DEFINED SERVICE AREAS BY MEETING THEIR HEALTH NEEDS EFFECTIVELY AND IN A MANNER THAT REFLECTS A COMMITMENT TO CHRISTIAN CONCEPTS OF LIFE AND LEARNING. THIS MISSION IS PURSUED BY OPERATING FOUR GENERAL ACUTE-CARE HOSPITALS AND OTHER HEALTHCARE SERVICES, EDUCATION AND SUPPORT PROGRAMS NEEDED BY THE COMMUNITIES IN NORTH CENTRAL TEXAS. (SEE CONTINUATION ON SCHEDULE O) | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $0 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $0 | RevenueAmt |
| Desc | PRIOR TO TAX YEAR ENDING SEPTEMBER 30,2014 PAVILION PROPERTIES, WHICH IS WHOLLY OWNED BY METHODIST HOSPITALS OF DALLAS (MHD), AND IS TAX-EXEMPT AS A IRC SECTION 501(C)(2) TITLE HOLDING COMPANY FILED A SEPERATE FORM 990 AND 990-T TO REPORT ITS ACTIVITIES. PURSUANT TO THE PAGE 5 INSTRUCTIONS FOR FORM 990-T WHICH READ IN PART: "THE CONSOLIDATED RETURN PROVISIONS OF SECTION 1501 DO NOT APPLY TO EXEMPT ORGANIZATIONS, EXCEPT FOR ORGANIZATIONS HAVING TITLE HOLDING COMPANIES. IF A TITLE HOLDING CORPORATION DESCRIBED IN IRC SECTION 501(C)(2) PAYS ANY AMOUNT OF ITS NET INCOME FOR A TAX YEAR TO AN ORGANIZATION EXEMPT FROM TAX UNDER SECTION 501(A) (SEE CONTINUATION ON SCHEDULE O) | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Expenses | $851,837,127 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | 0 | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | 0 | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (1) | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | Yes (1) | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | Yes (1) | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | Yes (1) | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | 0 | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 420 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 7995 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 28 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 24 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | 0 | MembersOrStockholdersInd |
| Election Of Board Members | 0 | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | 0 | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | MICHAEL J SCHAEFER | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 2149474510 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1441 N BECKLEY AVE | AddressLine1Txt |
| City | DALLAS | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 75203 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (58 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| COLLINS JOHN | ||||||||||
| CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| CAMPBELL GREG | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| CANEDY JOHN RANDALL | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| FOLSOM STEVE | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| FORTSON JOE | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| FULTON DUNCAN | ||||||||||
| VICE CHAIR | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| SCHNEIDER ALLEN DO | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| SNAYD JOSEPH | ||||||||||
| VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| YARBROUGH JULIE | ||||||||||
| SEC/VICE CHAIRMAN | 2.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||||
| DAVIS LEVI | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| FINCH MICHAEL MD | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| GEORGE LARRY D MIN | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| GRINER RICHARD | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| HASLEY ROBERT D MIN | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| JACKSONBRENDA | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| MCATEE DAVID | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| MCDONNOUGH CLINT | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| MUELLER STEPHEN MD | ||||||||||
| DIR/MCMC MED DIR ICU | 15.00 | Yes (X) | $195,000 | $10,000 | $0 | 5.00 | ||||
| PARKHILL KAREN | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| PATTERSON SHERON D MIN | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| RICKS RON | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| SCHENKEL PETE | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| SCHRADER GEORGE | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| SWAFFORD JAMES | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| VELEZ RUBEN MD | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| WALKER W KELVIN | ||||||||||
| DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| FORD JOHN | ||||||||||
| FORMER DIR | 2.00 | Yes (X) | $0 | $0 | $0 | |||||
| MANSFIELD STEPHEN PHD | ||||||||||
| PRES/CEO | 40.00 | Yes (X) | Yes (X) | $1,842,534 | $0 | $271,574 | ||||
| SCHAEFER MICHAEL | ||||||||||
| TREA/ ASST SEC/EVP/CFO | 40.00 | Yes (X) | $971,620 | $0 | $72,712 | |||||
| MILONE ROBERT | ||||||||||
| ASST TREA | 40.00 | Yes (X) | $191,236 | $0 | $36,640 | |||||
| PRICE MICHAEL | ||||||||||
| ASST SEC/CLO | 40.00 | Yes (X) | $576,726 | $0 | $94,621 | |||||
| BAUMGARTNER JOHN | ||||||||||
| SVP/CONTROLLER | 40.00 | $479,762 | $0 | $48,956 | Yes (X) | |||||
| BOX APRIL | ||||||||||
| MHSF PRES | 40.00 | $495,030 | $0 | $68,207 | Yes (X) | |||||
| BRIZIUS CHARLES | ||||||||||
| SVP | 40.00 | $391,914 | $0 | $36,665 | Yes (X) | |||||
| FARROW PAUL | ||||||||||
| SVP/PRES MEDHEALTH | 40.00 | $299,267 | $0 | $50,794 | Yes (X) | |||||
| FLYNN CHERYL | ||||||||||
| SVP | 40.00 | $420,829 | $0 | $68,276 | Yes (X) | |||||
| GERDES MELISSA | ||||||||||
| PRES ACO | 40.00 | $233,559 | $0 | $26,824 | Yes (X) | |||||
| HUTCHENRIDER EKENNETH | ||||||||||
| PRES MRMC | 40.00 | $493,802 | $0 | $79,175 | Yes (X) | |||||
| IRVINE LAURA | ||||||||||
| EVP STSTEM ALIGNMENT | 40.00 | $751,115 | $0 | $99,381 | Yes (X) | |||||
| LAUKATLS FRAN | ||||||||||
| PRES MCMC | 40.00 | $241,747 | $0 | $20,481 | Yes (X) | |||||
| LEA JAN | ||||||||||
| SVP | 40.00 | $279,741 | $0 | $38,740 | Yes (X) | |||||
| MCNUTT PAMELA | ||||||||||
| SVP | 40.00 | $596,589 | $0 | $86,858 | Yes (X) | |||||
| PHILLIPS JOHN | ||||||||||
| PRES MMMC | 40.00 | $420,128 | $0 | $75,691 | Yes (X) | |||||
| PIERCE LESLIE | ||||||||||
| SVP | 40.00 | $264,945 | $0 | $26,551 | Yes (X) | |||||
| STOYANOFF PAM | ||||||||||
| EVP/COO | 40.00 | $903,774 | $0 | $138,005 | Yes (X) | |||||
| TEDDER STEPHEN | ||||||||||
| AVP/ASST GENERAL COUNSEL | 40.00 | $241,873 | $0 | $16,002 | Yes (X) | |||||
| TRIFONEJOHN | ||||||||||
| SVP | 40.00 | $258,577 | $0 | $30,302 | Yes (X) | |||||
| WALKER RANDY | ||||||||||
| SVP | 40.00 | $349,180 | $0 | $56,689 | Yes (X) | |||||
| FRASIER NORA | ||||||||||
| VP MMMC | 40.00 | $218,365 | $0 | $19,821 | Yes (X) | |||||
| GIACOMA TRACY | ||||||||||
| VP MDMC | 40.00 | $220,483 | $0 | $36,531 | Yes (X) | |||||
| RAMBERGER KARLA | ||||||||||
| VP MDMC | 40.00 | $234,815 | $0 | $32,305 | Yes (X) | |||||
| SIMPSON ROBERT | ||||||||||
| VP MRMC | 40.00 | $258,190 | $0 | $27,309 | Yes (X) | |||||
| STREJC IRENE | ||||||||||
| VP MRMC | 40.00 | $234,035 | $0 | $22,253 | Yes (X) | |||||
| KOONSMAN MARTIN MD | ||||||||||
| FORMER DIR/ MDMC MEDICAL DIR | 15.00 | $110,310 | $20,833 | $0 | 5.00 | Yes (X) | ||||
| BAGCHI SAM MD | ||||||||||
| FORMER CMO | 40.00 | $443,140 | $0 | $63,472 | Yes (X) | |||||
| CLARKDAVID | ||||||||||
| FORMER PRES. MDMC | 40.00 | $151,465 | $0 | $22,621 | Yes (X) | |||||
| DAVIS JONATHAN | ||||||||||
| FORMER MMMC PRES | 40.00 | $600,746 | $0 | $88,003 | Yes (X) | |||||
| SEIMER SCOTT | ||||||||||
| FORMER SVP | 40.00 | $106,709 | $0 | $15,265 | Yes (X) | |||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $13,477,206 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $30,833 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $1,770,724 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 780 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| ANESTHESIA CONSULTANTS | |||||
| 221 W COLORADO | DALLAS | TX | 75203 | MEDICAL | $4,829,963 |
| FRESENIUS MEDICAL CARE-DALLAS | |||||
| PO BOX 749959 | LOS ANGELES | CA | 90074 | MEDICAL | $2,400,311 |
| STERIS CORP ENDOSCOPY | |||||
| PO BOX 676548 | DALLAS | TX | 75267 | MEDICAL | $2,122,930 |
| PRECEPTOR CONSULTING | |||||
| 1203 SHADOW LANE | FORT MYERS | FL | 33901 | CONSULTING | $1,474,861 |
| PERKINS AND WILL | |||||
| 10100 N CENTRA EXPWY | DALLAS | TX | 75231 | ARCHHITECTS | $1,428,247 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 70 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $21,116,174 | RelatedOrganizationsAmt |
| Government Grants | $746,552 | GovernmentGrantsAmt |
| All Other Contributions | $1,703,560 | AllOtherContributionsAmt |
| Total Contributions | $23,566,286 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| NET PATIENT SERVICE RE | 621990 | $1,021,741,387 | $1,018,467,617 | $3,273,770 |
| RELATED PURPOSE JOINT | 621990 | $23,034,248 | $23,004,974 | $29,274 |
| RELATED PURPOSE WHOLLY | 621990 | $3,762,122 | $3,762,122 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $1,048,537,757 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $17,467,302 | TotalRevenueColumnAmt |
| Exclusion | $17,467,302 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $126,246 | TotalRevenueColumnAmt |
| Exclusion | $126,246 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $14,421,172 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $11,281,157 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,140,015 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,140,015 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,138,847 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $1,168 | UnrelatedBusinessRevenueAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $2,611,976 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $0 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $2,611,976 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,611,976 | TotalRevenueColumnAmt |
| Exclusion | $2,611,976 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (2 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| OTHER PROGRAM RELATED | 621990 | $6,307,478 | $6,236,875 | $70,603 |
| UNRELATED BUSINESS INC | 621990 | -$1,040,932 | -$1,040,932 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $5,266,546 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,100,716,128 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,054,610,435 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $2,333,883 | UnrelatedBusinessRevenueAmt |
| Exclusion | $20,205,524 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $31,194,331 | TotalAmt |
| Program Services | $31,194,331 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $131,540 | TotalAmt |
| Program Services | $131,540 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,934,679 | TotalAmt |
| Management And General | $10,934,679 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $424,202,591 | TotalAmt |
| Program Services | $375,851,872 | ProgramServicesAmt |
| Management And General | $48,157,198 | ManagementAndGeneralAmt |
| Fundraising | $193,521 | FundraisingAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,457,876 | TotalAmt |
| Program Services | $12,940,291 | ProgramServicesAmt |
| Management And General | $1,511,199 | ManagementAndGeneralAmt |
| Fundraising | $6,386 | FundraisingAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $31,529,765 | TotalAmt |
| Program Services | $22,734,993 | ProgramServicesAmt |
| Management And General | $8,763,688 | ManagementAndGeneralAmt |
| Fundraising | $31,084 | FundraisingAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $28,682,704 | TotalAmt |
| Program Services | $25,086,114 | ProgramServicesAmt |
| Management And General | $3,583,191 | ManagementAndGeneralAmt |
| Fundraising | $13,399 | FundraisingAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,167,313 | TotalAmt |
| Management And General | $1,167,313 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $191,076 | TotalAmt |
| Management And General | $191,076 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $149,818 | TotalAmt |
| Management And General | $149,818 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $633,418 | TotalAmt |
| Management And General | $633,418 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $26,537,173 | TotalAmt |
| Program Services | $18,272,896 | ProgramServicesAmt |
| Management And General | $8,264,277 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,007,777 | TotalAmt |
| Management And General | $8,007,777 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,257,619 | TotalAmt |
| Program Services | $3,498,693 | ProgramServicesAmt |
| Management And General | $1,755,798 | ManagementAndGeneralAmt |
| Fundraising | $3,128 | FundraisingAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $12,715,329 | TotalAmt |
| Program Services | $11,211,900 | ProgramServicesAmt |
| Management And General | $1,503,429 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,237,252 | TotalAmt |
| Program Services | $11,237,252 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,074,469 | TotalAmt |
| Program Services | $752,154 | ProgramServicesAmt |
| Management And General | $322,315 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $310,370 | TotalAmt |
| Program Services | $164,116 | ProgramServicesAmt |
| Management And General | $146,254 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $13,875,605 | TotalAmt |
| Program Services | $13,875,605 | ProgramServicesAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $15,885,417 | TotalAmt |
| Program Services | $15,885,417 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,871,120 | TotalAmt |
| Program Services | $66,225,862 | ProgramServicesAmt |
| Management And General | $4,645,258 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,772,614 | TotalAmt |
| Program Services | $3,553,265 | ProgramServicesAmt |
| Management And General | $219,349 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| SUPPLIES | $212,323,553 | $211,941,351 | $382,202 |
| EQUIPMENT & MAINTENANCE | $25,513,814 | $23,550,700 | $1,963,114 |
| EMPLOYEE RETENTION, REC | $5,341,390 | $3,728,775 | $1,612,615 |
| INCOME TAX | $543,394 | $543,394 |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $956,542,007 | TotalAmt |
| Program Services | $851,837,127 | ProgramServicesAmt |
| Management And General | $104,457,362 | ManagementAndGeneralAmt |
| Fundraising | $247,518 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $407,354 | BOYAmt |
| EOY | $473,060 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $746,772,237 | BOYAmt |
| EOY | $796,295,308 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $112,942,448 | BOYAmt |
| EOY | $171,185,095 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $365,711 | BOYAmt |
| EOY | $458,342 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $84,276,313 | BOYAmt |
| EOY | $51,432,808 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $23,520,896 | BOYAmt |
| EOY | $25,073,040 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $8,626,365 | BOYAmt |
| EOY | $7,699,755 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $1,399,514,442 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $714,057,266 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $673,628,824 | BOYAmt |
| EOY | $685,457,176 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $26,324,352 | BOYAmt |
| EOY | $25,544,998 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $847,101 | BOYAmt |
| EOY | $976,082 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,037,618 | BOYAmt |
| EOY | $38,146,847 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,029,368 | BOYAmt |
| EOY | $2,022,191 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $847,101 | BOYAmt |
| EOY | $976,002 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,693,625,688 | BOYAmt |
| EOY | $1,805,740,704 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $135,492,163 | BOYAmt |
| EOY | $112,948,358 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $3,540,916 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $414,448,613 | BOYAmt |
| EOY | $425,283,565 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $421,197 | BOYAmt |
| EOY | $307,878 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | -$12,448,551 | BOYAmt |
| EOY | $10,133,723 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $537,913,422 | BOYAmt |
| EOY | $552,214,440 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,154,084,664 | BOYAmt |
| EOY | $1,253,526,264 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,627,602 | BOYAmt |
| EOY | $0 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,155,712,266 | BOYAmt |
| EOY | $1,253,526,264 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,693,625,688 | BOYAmt |
| EOY | $1,805,740,704 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $144,174,121 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$44,374,030 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$1,986,093 | OtherChangesInNetAssetsAmt |
| Info In Schedule O Part XII | Yes (X) | InfoInScheduleOPartXIIInd |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | 0 | FederalGrantAuditRequiredInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Political Expenditures | $0 | PoliticalExpendituresAmt |
| Volunteer Hours | 0 | VolunteerHoursCnt |
| Section4955 Organization Tax | $0 | Section4955OrganizationTaxAmt |
| Section4955 Managers Tax | $0 | Section4955ManagersTaxAmt |
Total Direct Lobbying TotalDirectLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $205,318 | FilingOrganizationsTotalAmt |
Total Lobbying Expend TotalLobbyingExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $205,318 | FilingOrganizationsTotalAmt |
Other Exempt Purpose Expend OtherExemptPurposeExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $1,224,393,942 | FilingOrganizationsTotalAmt |
Total Exempt Purpose Expend TotalExemptPurposeExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $1,224,599,260 | FilingOrganizationsTotalAmt |
Lobbying Nontaxable Amount LobbyingNontaxableAmountGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $1,000,000 | FilingOrganizationsTotalAmt |
Grassroots Nontaxable GrassrootsNontaxableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $250,000 | FilingOrganizationsTotalAmt |
Tot Lbbyng Grassroot Mns Non Tx TotLbbyngGrassrootMnsNonTxGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $0 | FilingOrganizationsTotalAmt |
Tot Lbby Expend Mns Lbbyng Non Tx TotLbbyExpendMnsLbbyngNonTxGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Filing Organizations Total | $0 | FilingOrganizationsTotalAmt |
Avg Lobbying Nontaxable Amount AvgLobbyingNontaxableAmountGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $1,000,000 | CurrentYearMinus3Amt |
| Current Year Minus2 | $1,000,000 | CurrentYearMinus2Amt |
| Current Year Minus1 | $1,000,000 | CurrentYearMinus1Amt |
| Current Year | $1,000,000 | CurrentYearAmt |
| Total | $4,000,000 | TotalAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Lobbying Ceiling | $6,000,000 | LobbyingCeilingAmt |
Avg Total Lobbying Expend AvgTotalLobbyingExpendGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $297,348 | CurrentYearMinus3Amt |
| Current Year Minus2 | $332,798 | CurrentYearMinus2Amt |
| Current Year Minus1 | $253,934 | CurrentYearMinus1Amt |
| Current Year | $205,318 | CurrentYearAmt |
| Total | $1,089,398 | TotalAmt |
Avg Grassroots Nontaxable AvgGrassrootsNontaxableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Current Year Minus3 | $250,000 | CurrentYearMinus3Amt |
| Current Year Minus2 | $250,000 | CurrentYearMinus2Amt |
| Current Year Minus1 | $250,000 | CurrentYearMinus1Amt |
| Current Year | $250,000 | CurrentYearAmt |
| Total | $1,000,000 | TotalAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grassroots Ceiling | $1,500,000 | GrassrootsCeilingAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART II-A, LINE 1(B) | FormAndLineReferenceDesc |
| Explanation | THE ABOVE AMOUNT REPRESENTS TWO COMPONENTS: (1) THE PORTION OF DUES TO PROFESSIONAL ORGANIZATIONS SUCH AS THE AMERICAN HOSPITAL ASSOCIATION AND THE TEXAS HOSPITAL ASSOCIATION TO EDUCATE GOVERNMENTAL LEADERS ON LEGISLATION AFFECTING THE ORGANIZATIONS ABILITY TO CARRY OUT ITS EXEMPT PURPOSE (2) FEES PAID BY MHS TO A LAW FIRM SPECIFICALLY TO LOBBY LEGISLATORS REGARDING IMPORTANT HEALTHCARE ISSUES. | ExplanationTxt |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $1,627,602 | BeginningYearBalanceAmt |
| Contributions | $36,240,616 | ContributionsAmt |
| Other Expenditures | $1,627,602 | OtherExpendituresAmt |
| End Year Balance | $36,240,616 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $1,199,107 | BeginningYearBalanceAmt |
| Contributions | $2,061,986 | ContributionsAmt |
| Other Expenditures | $1,633,491 | OtherExpendituresAmt |
| End Year Balance | $1,627,602 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $3,639,120 | BeginningYearBalanceAmt |
| Contributions | $1,199,107 | ContributionsAmt |
| Other Expenditures | $3,639,120 | OtherExpendituresAmt |
| End Year Balance | $1,199,107 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| End Year Balance | $3,639,120 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| End Year Balance | $531,102 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.00000 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.11800 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.88200 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | 0 | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (1) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (1) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $44,258,171 | OtherCostOrOtherBasisAmt |
| Book Value | $44,258,171 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $838,374,615 | OtherCostOrOtherBasisAmt |
| Depreciation | $343,525,147 | DepreciationAmt |
| Book Value | $494,849,468 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $516,881,656 | OtherCostOrOtherBasisAmt |
| Depreciation | $370,532,119 | DepreciationAmt |
| Book Value | $146,349,537 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $685,457,176 | TotalBookValueLandBuildingsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Desc | INTERCOMPANY LOANS | Desc |
| Amt | $10,133,723 | Amt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $10,133,723 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART V, LINE 4: | ENDOWED FUNDS ARE HELD ON A RESTRICTED BASIS FOR THE PURPOSE OF FUNDING LARGE CAPITAL PROJECTS AND SPECIAL PROGRAMS. METHODIST HOSPITALS OF DALLAS FOUNDATION , AN ORGANIZATION OPERATED EXCLUSIVELY FOR THE BENEFIT OF METHODIST HOSPITALS OF DALLAS, CURRENTLY HOLDS FUNDS THAT ARE ENDOWED. METHODIST HOSPITALS OF DALLAS IS THE SOLE MEMBER OF METHODIST HOSPITAL OF DALLAS FOUNDATION. |
| PART X, LINE 2: | MHS HAS CONCLUDED THAT IT DOES NOT HAVE ANY UNRECOGNIZED TAX BENEFITS RESULTING FROM CURRENT OR PRIOR PERIOD TAX POSITIONS. ACCORDINGLY, NO ADDITIONAL DISCLOSURES HAVE BEEN MADE IN THE FINANCIAL STATEMENTS. MHS DOES NOT HAVE ANY OUTSTANDING INTEREST OR PENALTIES, AND NONE HAVE BEEN RECORDED IN THE CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS FOR THE YEARS ENDED SEPTEMBER 30, 2015 AND 2014. |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| Most Hospitals Policy | Yes (X) | MostHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
| Percent100 | Yes (X) | Percent100Ind |
| FPG Reference Discounted Care | 0 | FPGReferenceDiscountedCareInd |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $101,280,852 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,417,722 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $99,863,130 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07060 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $121,006,800 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $126,575,419 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | -$5,568,619 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $222,287,652 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $127,993,141 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $94,294,511 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07060 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,906,796 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $313,831 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,592,965 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00180 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $31,845,620 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,067,058 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $22,778,562 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01610 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $12,492,666 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $2,361,238 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $10,131,428 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00720 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $583,069 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $82,861 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $500,208 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00040 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $31,194,331 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $31,194,331 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02200 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $79,022,482 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $11,824,988 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $67,197,494 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04750 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $301,310,134 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $139,818,129 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $161,492,005 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11810 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $45,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $45,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,400,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $1,400,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00100 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,209,278 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $2,209,278 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00160 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $3,654,278 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $3,654,278 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00260 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $108,896,328 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $324,170,370 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $427,425,072 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$103,254,702 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp (5 entries)
| Primary ActivitiesPrimaryActivitiesTxt | Org Profit Or OwnershipOrgProfitOrOwnershipPct | Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct |
|---|---|---|
| 1 METHODIST MCKINNEY HOSPITAL LLC | ||
| HOSPITAL | 0.57520 | 0.35650 |
| 2 METHODIST MCKINNEY HOSPITAL PROPERTY LLC | ||
| REAL ESTATE HOLDINGS OF METHODIST MCKINNEY HOSPITAL | 0.59900 | 0.24270 |
| 3 SRP-MEDICA INVESTORS ADDISON LP | ||
| REAL ESTATE HOLDINGS ENTITY FOR METHODIST HOSPITAL FOR SURGERY | 0.21840 | 0.22250 |
| 4 METDALSPI LLC (THROUGH METDALSPI HOLDING LLC) | ||
| HOSPITAL | 0.50500 | 0.49000 |
| 5 MHD-USO MANAGEMENT COMPANYLP | ||
| MANAGEMENT SERVICES FOR ONCOLOGY PRACTICE | 0.71400 | 0.28600 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 7 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (7 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Childrens HospitalChildrensHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|
| METHODIST DALLAS MEDICAL CENTER | |||||||||||
| 1 | 1441 N BECKLEY AVE | DALLAS | TX | 75203 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | ||
| METHODIST CHARLTON MEDICAL CENTER | |||||||||||
| 2 | 3500 W WHEATLAND RD | DALLAS | TX | 75237 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | |||
| METHODIST MANSFIELD MEDICAL CENTER | |||||||||||
| 3 | 2700 E BROAD STREET | DALLAS | TX | 76063 | Yes (X) | Yes (X) | Yes (X) | ||||
| METHODIST RICHARDSON MEDICAL CENTER | |||||||||||
| 4 | 2831 E GEORGE W BUSH HWY | RICHARDSON | TX | 75082 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | |||
| METHODIST REHABILITATION HOSPITAL | |||||||||||
| 5 | 3020 W WHEATLAND RD | DALLAS | TX | 75237 | Yes (X) | REHABILITATION HOSPITAL | |||||
| METHODIST MCKINNEY HOSPITAL | |||||||||||
| 6 | 8000 W ELDORADO PWKY | MCKINNEY | TX | 75070 | Yes (X) | Yes (X) | Yes (X) | ||||
| METHODIST HOSPITAL FOR SURGERY | |||||||||||
| 7 | 17101 DALLAS PWKY | ADDISON | TX | 75001 | Yes (X) | Yes (X) | Yes (X) | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (7 entries)
| FacilityFacilityNum | First Licensed CY Or PYFirstLicensedCYOrPYInd | Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd | CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | Paper Copy Public InspectionPaperCopyPublicInspectionInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | Strategy AttachedStrategyAttachedInd | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Income Level CriteriaIncomeLevelCriteriaInd | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Provided Nonprofit ContactProvidedNonprofitContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd | FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd | FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd | FAP Notice DisplayedFAPNoticeDisplayedInd | Communtity Notified FAPCommuntityNotifiedFAPInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | FAP Notified Upon AdmissionFAPNotifiedUponAdmissionInd | FAP Notified Before DischargeFAPNotifiedBeforeDischargeInd | FAP Notified All PatientsFAPNotifiedAllPatientsInd | Documented Elig DeterminationDocumentedEligDeterminationInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Other Method UsedOtherMethodUsedInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd | Information GapsInformationGapsInd | No Emergency CareNoEmergencyCareInd | Medicare RatesMedicareRatesInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| METHODIST DALLAS MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 100.000000000000 | 100.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |||
| METHODIST CHARLTON MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 100.000000000000 | 100.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |||
| METHODIST MANSFIELD MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 100.000000000000 | 100.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | Yes (X) | ||
| METHODIST RICHARDSON MEDICAL CENTER | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 100.000000000000 | 100.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION | Yes (X) | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | ||||
| METHODIST REHABILITATION HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 100.000000000000 | 100.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 0 | Yes (X) | 0 | 0 | Yes (X) | Yes (X) | ||||||||||||
| METHODIST MCKINNEY HOSPITAL | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 200.000000000000 | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (1) | 0 | 0 | Yes (X) | Yes (X) | ||||||||||||||||
| METHODIST HOSPITAL FOR SURGERY | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | 0 | Yes (1) | Yes (X) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | Yes (X) | Yes (1) | 12 | Yes (1) | WWW.METHODISTHEALTHSYSTEM.ORG/BODY.CFM?ID=2697 | 0 | 0 | Yes (1) | Yes (X) | 200.000000000000 | 200.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | 0 | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | Yes (X) | |||||||||||||||||
Supplemental Information SupplementalInformationGrp (34 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| METHODIST DALLAS MEDICAL CENTER | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST DALLAS MEDICAL CENTER'S PRIMARY SERVICE AREA IS LOCATED WITHIN DALLAS COUNTY (PRIMARILY SOUTHERN DALLAS COUNTY) AND THEREFORE, FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS USED. THE DCHHS-LED CHNA WAS DEVELOPED IN COLLABORATION WITH THE PARKLAND COMMUNITY HEALTH INSTITUTE. THE SUPPORTING PUBLIC HEALTH IMPROVEMENT (PHI) WORKGROUP CONSISTED OF HEALTHCARE EXECUTIVES FROM THE LEADING HOSPITAL SYSTEMS IN DALLAS COUNTY; LEADERSHIP OF CIVIC ORGANIZATIONS, SCHOOLS AND HEALTH DEPARTMENTS; AND REPRESENTATIVES OF LOCAL UNIVERSITIES. METHODIST HEALTH SYSTEM WAS REPRESENTED ON THE PHI WORKGROUP. A TRIANGULATION OF SECONDARY QUANTITATIVE DATA, FOCUS GROUP DATA, AND INTERVIEW DATA PROVIDES INFORMATION TO THE DALLAS COUNTY CHNA. THE CHNA REFLECTS A COMMUNITY-BASED APPROACH THAT CONSIDERS BOTH QUANTITATIVE AND QUALITATIVE DATA. OVERSIGHT OF THE CHNA WAS PROVIDED BY THE DCHHS PUBLIC HEALTH INFRASTRUCTURE DIVISION AND THE PHI WORKGROUP. THE PHI WORKGROUP PROVIDED A DIVERSE PERSPECTIVE ON HEALTH ISSUES AS WELL AS ASSETS AND PRIORITIES. THERE WERE TWO COMMUNITY FOCUS GROUPS EARLY IN THE DATA COLLECTION PROCESS AND KEY INFORMANT INTERVIEWS AS KEY HEALTH ISSUES BEGAN TO EMERGE PROVIDED CONTEXT FOR AND UNDERSTANDING OF THE SECONDARY QUANTITATIVE DATA. THIS ALLOWED THE PHI WORKGROUP TO IDENTIFY AND PRIORITIZE THE TOP HEALTH ISSUES THAT FACE DALLAS COUNTY RESIDENTS. THE DRAFT OF THE DALLAS COUNTY CHNA WAS POSTED ON THE DALLAS COUNTY HEALTH AND HUMAN SERVICES WEBSITE FOR A TWO WEEK PUBLIC COMMENT PERIOD. AVAILABILITY OF THE DRAFT WAS ANNOUNCED AT THE DALLAS COUNTY PUBLIC HEALTH ADVISORY COMMITTEE MEETING, PARKLAND BOARD OF MANAGERS MEETING, AND SHARED WITH CHNA QUALITATIVE PARTICIPANTS AND PHI WORKGROUP FOR DISTRIBUTION. THE PHI WORKGROUP CO-CHAIRS RESPONDED TO ALL COMMENTS THAT WERE RECEIVED.THE DALLAS COUNTY PUBLIC HEALTH IMPROVEMENT WORKGROUP: MARTHA BLAINE, MBA COMMUNITY COUNCIL OF GREATER DALLAS; RICHARD BRILEY, MS CITY OF GARLAND HEALTH DEPARTMENT; RAY BUNYARD, CPA BAYLOR HEALTH CARE SYSTEM; LESLIE CASEY, HEALTH INDUSTRY COUNCIL; JENNIFER COLEMAN, MA, BAYLOR HEALTH CARE SYSTEM; SUMMER COLLINS, MPH DALLAS/FT. WORTH HOSPITAL COUNCIL; CECE COX, JD RESOURCE CENTER DALLAS; RHONDA DALFONSO, RN, DESOTO ISD; NATALIE DEAN-WOOD, FACHE, TEXAS HEALTH RESOURCES; CDR JAMES DICKENS, FNP-C, FAANP, CDC REGIONAL MINORITY HEALTH CONSULTANT; JENNIFER EDWARDS, PHD, DALLAS COUNTY HEALTH AND HUMAN SERVICES; FORNEY FLEMING, III, MD, MBA, UNIVERSITY OF TEXAS AT DALLAS; DEVIN HILL, MBA, BAYLOR HEALTH CARE SYSTEM; DENA JACKSON, PHD, DALLAS WOMEN'S FOUNDATION; KRISTIN JENKINS, JD, MBA, FACHE DALLAS/FT. WORTH HOSPITAL COUNCIL; LORETTA JOHNSON, URBAN LEAGUE OF GREATER DALLAS; EDWARD JONES, AIDS ARMS; SUZANNE KUBELKA, DALLAS INDEPENDENT SCHOOL DISTRICT; BRENDA LOCKEY, MBA, METHODIST HEALTH SYSTEM; LEONOR MARQUEZ, MBA, MSW LOS BARRIOS UNIDOS COMMUNITY CLINIC; SUE PICKENS, MED, PARKLAND HEALTH AND HOSPITAL SYSTEM; JILL SCIGLIANO, UNITED WAY; JOYCE TAPLEY, MHA, MARTIN LUTHER KING JR. FAMILY HEALTH CLINIC; VIKKI YEATTS, MSN, RN, CITY OF GARLAND HEALTH DEPARTMENT. AGENCIES REPRESENTED BY FOCUS GROUP PARTICIPANTS:AMERICAN DIABETES ASSOCIATION, AMERICAN HEART ASSOCIATION SOUTHWEST AFFILIATE, COMMUNITY DENTAL CARE, INJURY PREVENTION CENTER OF GREATER DALLAS, NORTH TEXAS BEHAVIORAL HEALTH AUTHORITY, PARKLAND HEALTH AND HOSPITAL SYSTEM ASIAN OUTREACH, THE YMCA OF METROPOLITAN DALLAS, URBAN LEAGUE OF GREATER DALLAS AND NORTH CENTRAL TEXAS, U.S. ENVIRONMENTAL PROTECTION AGENCY REGION 6. |
| METHODIST CHARLTON MEDICAL CENTER | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST CHARLTON MEDICAL CENTER'S PRIMARY SERVICE AREA IS LOCATED WITHIN DALLAS COUNTY (PRIMARILY SOUTHERN DALLAS COUNTY) AND THEREFORE FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS USED. THE DCHHS-LED CHNA WAS DEVELOPED IN COLLABORATION WITH THE PARKLAND COMMUNITY HEALTH INSTITUTE. THE SUPPORTING PUBLIC HEALTH IMPROVEMENT (PHI) WORKGROUP CONSISTED OF HEALTHCARE EXECUTIVES FROM THE LEADING HOSPITAL SYSTEMS IN DALLAS COUNTY; LEADERSHIP OF CIVIC ORGANIZATIONS, SCHOOLS AND HEALTH DEPARTMENTS; AND REPRESENTATIVES OF LOCAL UNIVERSITIES. METHODIST HEALTH SYSTEM WAS REPRESENTED ON THE PHI WORKGROUP. A TRIANGULATION OF SECONDARY QUANTITATIVE DATA, FOCUS GROUP DATA, AND INTERVIEW DATA PROVIDES INFORMATION TO THE DALLAS COUNTY CHNA. THE CHNA REFLECTS A COMMUNITY-BASED APPROACH THAT CONSIDERS BOTH QUANTITATIVE AND QUALITATIVE DATA. OVERSIGHT OF THE CHNA WAS PROVIDED BY THE DCHHS PUBLIC HEALTH INFRASTRUCTURE DIVISION AND THE PHI WORKGROUP. THE PHI WORKGROUP PROVIDED A DIVERSE PERSPECTIVE ON HEALTH ISSUES AS WELL AS ASSETS AND PRIORITIES. THERE WERE TWO COMMUNITY FOCUS GROUPS EARLY IN THE DATA COLLECTION PROCESS AND KEY INFORMANT INTERVIEWS AS KEY HEALTH ISSUES BEGAN TO EMERGE PROVIDED CONTEXT FOR AND UNDERSTANDING OF THE SECONDARY QUANTITATIVE DATA. THIS ALLOWED THE PHI WORKGROUP TO IDENTIFY AND PRIORITIZE THE TOP HEALTH ISSUES THAT FACE DALLAS COUNTY RESIDENTS. THE DRAFT OF THE DALLAS COUNTY CHNA WAS POSTED ON THE DALLAS COUNTY HEALTH AND HUMAN SERVICES WEBSITE FOR A TWO WEEK PUBLIC COMMENT PERIOD. AVAILABILITY OF THE DRAFT WAS ANNOUNCED AT THE DALLAS COUNTY PUBLIC HEALTH ADVISORY COMMITTEE MEETING, PARKLAND BOARD OF MANAGERS MEETING, AND SHARED WITH CHNA QUALITATIVE PARTICIPANTS AND PHI WORKGROUP FOR DISTRIBUTION. THE PHI WORKGROUP CO-CHAIRS RESPONDED TO ALL COMMENTS THAT WERE RECEIVED. THE DALLAS COUNTY PUBLIC HEALTH IMPROVEMENT WORKGROUP:MARTHA BLAINE, MBA COMMUNITY COUNCIL OF GREATER DALLAS; RICHARD BRILEY, MS CITY OF GARLAND HEALTH DEPARTMENT; RAY BUNYARD, CPA BAYLOR HEALTH CARE SYSTEM; LESLIE CASEY, HEALTH INDUSTRY COUNCIL; JENNIFER COLEMAN, MA, BAYLOR HEALTH CARE SYSTEM; SUMMER COLLINS, MPH DALLAS/FT. WORTH HOSPITAL COUNCIL; CECE COX, JD RESOURCE CENTER DALLAS; RHONDA DALFONSO, RN, DESOTO ISD; NATALIE DEAN-WOOD, FACHE, TEXAS HEALTH RESOURCES; CDR JAMES DICKENS, FNP-C, FAANP, CDC REGIONAL MINORITY HEALTH CONSULTANT; JENNIFER EDWARDS, PHD, DALLAS COUNTY HEALTH AND HUMAN SERVICES; FORNEY FLEMING, III, MD, MBA, UNIVERSITY OF TEXAS AT DALLAS; DEVIN HILL, MBA, BAYLOR HEALTH CARE SYSTEM; DENA JACKSON, PHD, DALLAS WOMEN'S FOUNDATION; KRISTIN JENKINS, JD, MBA, FACHE DALLAS/FT. WORTH HOSPITAL COUNCIL; LORETTA JOHNSON, URBAN LEAGUE OF GREATER DALLAS; EDWARD JONES, AIDS ARMS; SUZANNE KUBELKA, DALLAS INDEPENDENT SCHOOL DISTRICT; BRENDA LOCKEY, MBA, METHODIST HEALTH SYSTEM; LEONOR MARQUEZ, MBA, MSW LOS BARRIOS UNIDOS COMMUNITY CLINIC; SUE PICKENS, MED, PARKLAND HEALTH AND HOSPITAL SYSTEM; JILL SCIGLIANO, UNITED WAY; JOYCE TAPLEY, MHA, MARTIN LUTHER KING JR. FAMILY HEALTH CLINIC; VIKKI YEATTS, MSN, RN, CITY OF GARLAND HEALTH DEPARTMENT THE AGENCIES REPRESENTED BY FOCUS GROUP PARTICIPANTS: AMERICAN DIABETES ASSOCIATION, AMERICAN HEART ASSOCIATION SOUTHWEST AFFILIATE, COMMUNITY DENTAL CARE, INJURY PREVENTION CENTER OF GREATER DALLAS, NORTH TEXAS BEHAVIORAL HEALTH AUTHORITY, PARKLAND HEALTH AND HOSPITAL SYSTEM ASIAN OUTREACH, THE YMCA OF METROPOLITAN DALLAS, URBAN LEAGUE OF GREATER DALLAS AND NORTH CENTRAL TEXAS, U.S. ENVIRONMENTAL PROTECTION AGENCY REGION 6. |
| METHODIST MANSFIELD MEDICAL CENTER | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST MANSFIELD MEDICAL CENTER'S PRIMARY SERVICE AREA IS LOCATED WITHIN TARRANT COUNTY, PRIMARILY SOUTHEAST TARRANT COUNTY WITH THREE LESSER POPULATED ZIP CODES FALLING IN EASTERN JOHNSON COUNTY AND NORTHWEST ELLIS COUNTY. THEREFORE, FOR THE PURPOSES OF ITS CHNA REQUIREMENT "TEXAS HEALTHCARE TRANSFORMATION AND QUALITY IMPROVEMENT PROGRAM" REQUIRED CHNA FOR REGIONAL HEALTHCARE PARTNERSHIP 10 COVERING NINE COUNTIES INCLUDING TARRANT, JOHNSON AND ELLIS COUNTIES WAS USED. THE CHNA INCLUDES BOTH QUALITATIVE AND QUANTITATIVE DATA. THE PRIMARY DATA COLLECTION ACTIVITIES INCLUDED STAKEHOLDER SURVEYS AND PROVIDER READINESS ASSESSMENTS. ADDITIONALLY, THE RHP PLAN TEAM REVIEWED AND INCORPORATED RELEVANT AND APPROPRIATE PRIOR EXISTING SUB-REGIONAL COMMUNITY HEALTH NEEDS ASSESSMENTS. ALSO COLLECTED WAS SECONDARY DATA FROM NATIONAL AND STATE SOURCES TO CREATE A FULL COMMUNITY PROFILE THAT INCLUDES BIRTH AND DEATH CHARACTERISTICS, INDICATORS OF HEALTH CARE ACCESS, CHRONIC DISEASE PREVALENCE RATES, AS WELL AS DEMOGRAPHIC VARIABLES AFFECTING REGIONAL HEALTH SUCH AS INSURANCE STATUS, SOCIOECONOMIC STATUS AND EDUCATIONAL ATTAINMENT LEVEL. SOME DATA IS PRESENTED WITH COMPARISONS TO STATE AND NATIONAL DATA, FRAMING THE SCOPE OF AN ISSUE AS IT RELATES TO INDIVIDUAL COUNTIES AND THE REGION. REGION 10 RHP CONDUCTED STAKEHOLDER SURVEYS, ASSESSED PROVIDER READINESS, COLLECTED AND ANALYZED RELEVANT DATA ABOUT THE REGION, AND ENGAGED IN EXPLORATORY CONVERSATIONS WITH A WIDE RANGE OF REGIONAL STAKEHOLDERS TO INFORM ITS DECISION-MAKING ACTIVITIES. THE REGION 10 RHP SYNTHESIZED THIS INFORMATION INTO A COMMUNITY HEALTH NEEDS ASSESSMENT SHARED WITH ALL RHP PARTICIPANTS AND THE PUBLIC THROUGH OPEN-ACCESS COMMITTEE MEETINGS, ONLINE POSTINGS, WEBINARS, AND COUNTY VISIONING SESSIONS. PARTICIPANTS FOR COMMUNITY INPUT INCLUDE: JUDGE GLEN WHITLEY, COUNTY JUDGE, TARRANT COUNTY; JUDGE BILL MCELHANEY, COUNTY JUDGE, WISE COUNTY; JUDGE DARRELL COCKERHAM, COUNTY JUDGE, HOOD COUNTY; JUDGE MARK RILEY, COUNTY JUDGE, PARKER COUNTY; JUDGE ROGER HARMON, COUNTY JUDGE, JOHNSON COUNTY; JUDGE MIKE FORD, COUNTY JUDGE, SOMERVELL COUNTY; JUDGE TAB THOMPSON, COUNTY JUDGE, ERATH COUNTY; JUDGE CAROL BUSH, COUNTY JUDGE, ELLIS COUNTY; JUDGE HM DAVENPORT JR., COUNTY JUDGE, NAVARRO COUNTY. THE AGENCIES/ENTITIES WHO WERE ALSO REPRESENTED IN COMMUNITY INPUT: MENTAL HEALTH PROVIDERS, HOSPITALS, GOVERNMENT AGENCIES, PATIENT ADVOCATES, SCHOOL DISTRICTS, PUBLIC HEALTH, COMMUNITY CLINICS, FAITH-BASED ORGANIZATIONS, ELECTED OFFICIALS, SUBSTANCE ABUSE AGENCIES AND SOCIAL WORKERS. |
| METHODIST RICHARDSON MEDICAL CENTER | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST RICHARDSON MEDICAL CENTER'S PRIMARY SERVICE AREA IS LOCATED WITHIN DALLAS COUNTY (PRIMARILY NORTHERN DALLAS COUNTY) AND COLLIN COUNTY. THEREFORE FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND THE "TEXAS HEALTHCARE TRANSFORMATION AND QUALITY IMPROVEMENT PROGRAM" REQUIRED CHNA FOR REGIONAL HEALTHCARE PARTNERSHIP 18 COVERING COLLIN, GRAYSON AND ROCKWALL COUNTIES WAS USED. FOR PURPOSES OF GLEANING INPUT FROM THE COMMUNITY, THE RESULTS OF THE COMMUNITY INPUT SUMMARY FOR COLLIN COUNTY FROM TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO CHNA WERE USED WITH PERMISSION FROM TEXAS HEALTH RESOURCES TO BRING ADDITIONAL PRIMARY DATA TO THE CHNA ANALYSIS. FOR DALLAS COUNTY COMMUNITY INPUT: THE DCHHS-LED CHNA WAS DEVELOPED IN COLLABORATION WITH THE PARKLAND COMMUNITY HEALTH INSTITUTE. THE SUPPORTING PUBLIC HEALTH IMPROVEMENT (PHI) WORKGROUP CONSISTED OF HEALTHCARE EXECUTIVES FROM THE LEADING HOSPITAL SYSTEMS IN DALLAS COUNTY; LEADERSHIP OF CIVIC ORGANIZATIONS, SCHOOLS AND HEALTH DEPARTMENTS; AND REPRESENTATIVES OF LOCAL UNIVERSITIES. METHODIST HEALTH SYSTEM WAS REPRESENTED ON THE PHI WORKGROUP. A TRIANGULATION OF SECONDARY QUANTITATIVE DATA, FOCUS GROUP DATA, AND INTERVIEW DATA PROVIDES INFORMATION TO THE DALLAS COUNTY CHNA. THE CHNA REFLECTS A COMMUNITY-BASED APPROACH THAT CONSIDERS BOTH QUANTITATIVE AND QUALITATIVE DATA. OVERSIGHT OF THE CHNA WAS PROVIDED BY THE DCHHS PUBLIC HEALTH INFRASTRUCTURE DIVISION AND THE PHI WORKGROUP. THE PHI WORKGROUP PROVIDED A DIVERSE PERSPECTIVE ON HEALTH ISSUES AS WELL AS ASSETS AND PRIORITIES. THERE WERE TWO COMMUNITY FOCUS GROUPS EARLY IN THE DATA COLLECTION PROCESS AND KEY INFORMANT INTERVIEWS AS KEY HEALTH ISSUES BEGAN TO EMERGE PROVIDED CONTEXT FOR AND UNDERSTANDING OF THE SECONDARY QUANTITATIVE DATA. THIS ALLOWED THE PHI WORKGROUP TO IDENTIFY AND PRIORITIZE THE TOP HEALTH ISSUES THAT FACE DALLAS COUNTY RESIDENTS. THE DALLAS COUNTY PUBLIC HEALTH IMPROVEMENT WORKGROUP: MARTHA BLAINE, MBA COMMUNITY COUNCIL OF GREATER DALLAS; RICHARD BRILEY, MS CITY OF GARLAND HEALTH DEPARTMENT; RAY BUNYARD, CPA BAYLOR HEALTH CARE SYSTEM; LESLIE CASEY, HEALTH INDUSTRY COUNCIL; JENNIFER COLEMAN, MA, BAYLOR HEALTH CARE SYSTEM; SUMMER COLLINS, MPH DALLAS/FT. WORTH HOSPITAL COUNCIL; CECE COX, JD RESOURCE CENTER DALLAS; RHONDA DALFONSO, RN, DESOTO ISD; NATALIE DEAN-WOOD, FACHE, TEXAS HEALTH RESOURCES; CDR JAMES DICKENS, FNP-C, FAANP, CDC REGIONAL MINORITY HEALTH CONSULTANT; JENNIFER EDWARDS, PHD, DALLAS COUNTY HEALTH AND HUMAN SERVICES; FORNEY FLEMING, III, MD, MBA, UNIVERSITY OF TEXAS AT DALLAS; DEVIN HILL, MBA, BAYLOR HEALTH CARE SYSTEM; DENA JACKSON, PHD, DALLAS WOMEN'S FOUNDATION; KRISTIN JENKINS, JD, MBA, FACHE DALLAS/FT. WORTH HOSPITAL COUNCIL; LORETTA JOHNSON, URBAN LEAGUE OF GREATER DALLAS; EDWARD JONES, AIDS ARMS; SUZANNE KUBELKA, DALLAS INDEPENDENT SCHOOL DISTRICT; BRENDA LOCKEY, MBA, METHODIST HEALTH SYSTEM; LEONOR MARQUEZ, MBA, MSW LOS BARRIOS UNIDOS COMMUNITY CLINIC; SUE PICKENS, MED, PARKLAND HEALTH AND HOSPITAL SYSTEM; JILL SCIGLIANO, UNITED WAY; JOYCE TAPLEY, MHA, MARTIN LUTHER KING JR. FAMILY HEALTH CLINIC; VIKKI YEATTS, MSN, RN, CITY OF GARLAND HEALTH DEPARTMENT. AGENCIES REPRESENTED BY FOCUS GROUP PARTICIPANTS: AMERICAN DIABETES ASSOCIATION, AMERICAN HEART ASSOCIATION SOUTHWEST AFFILIATE, COMMUNITY DENTAL CARE, INJURY PREVENTION CENTER OF GREATER DALLAS, NORTH TEXAS BEHAVIORAL HEALTH AUTHORITY, PARKLAND HEALTH AND HOSPITAL SYSTEM ASIAN OUTREACH, THE YMCA OF METROPOLITAN DALLAS, URBAN LEAGUE OF GREATER DALLAS AND NORTH CENTRAL TEXAS, U.S. ENVIRONMENTAL PROTECTION AGENCY REGION 6. FOR COLLIN COUNTY COMMUNITY INPUT: THE TEXAS HEALTH PRESBYTERIAN PLANO CHNA, INTERVIEWS WERE CONDUCTED WITH PERSONS REPRESENTING THE COMMUNITY'S INTERESTS. INFORMATION AND DATA WERE GATHERED USING TWO DIFFERENT METHODS: OPEN-ENDED DISCUSSIONS AIMED AT SOLICITING INPUT FROM THE INTERVIEW PARTICIPANTS AS TO COMMUNITY HEALTH RESOURCES AS WELL AS THE HEALTH NEEDS OF THE COMMUNITY; AND LIKERT SURVEYS CONTAINING 11 STATEMENTS REGARDING COMMUNITY HEALTH FOR WHICH PARTICIPANTS RANKED THEIR AGREEMENT OR DISAGREEMENT. PARTICIPANTS FOR THIS COMMUNITY INPUT ARE: DANELLE PARKER, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; LESLIE BAKER, TEXAS HEALTH CENTER FOR DIAGNOSTICS AND SURGERY; MARY JO DEAN, DIRECTOR OF COMMUNITY RELATIONS, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; SUSAN SHULER, EXECUTIVE DIRECTOR, PLANO CHILDREN'S MEDICAL CLINIC; TERRIE MONROE, CITY OF PLANO COMMUNITY DEVELOPMENT COORDINATOR; PATRICK MCCOY, TEXAS HEALTH RESOURCES TRUSTEE; JAMES THOMAS, PLANO ISD ADMINISTRATION; CAROLYN RICE, WELLNESS CENTER FOR OLDER ADULTS; PATTI DICKSON, WELLNESS CENTER FOR OLDER ADULTS; STEPHANIE ZABEL, NURSING SUPERVISOR, DART FLEET POOL; SEENA THOMAS, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO FINANCE; DR. GIEP, INTERNAL MEDICINE PHYSICIAN; CAROL MACRORIE, TEXAS HEALTH PLANO SOCIAL WORK; AMY WILSON, PLANO INDEPENDENT SCHOOL DISTRICT NURSE; JILL VARGAS, PLANO INDEPENDENT SCHOOL DISTRICT TEACHER; TONIA CUNNINGHAM, FRISCO POLICE DEPARTMENT; TAMMY MAHAN, LIFE PATH SYSTEMS; JOHN ERNST, COLLIN COUNTY ADULT CLINIC; TANYA STASTOQUE, ASSISTANCE CENTER OF COLLIN COUNTY; SHANNON FITZGERALD, ST. ELIZABETH ANN SETON; CASSANDRA GRAHAM, RN BSN, PROGRAM COORDINATOR, FAITH COMMUNITY NURSING, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; JOAN CONWAY, FAITH COMMUNITY NURSE AND MATERNAL CHILD SPECIALIST; ANNE NEJDL, PARISH NURSE, PRINCE OF PEACE CATHOLIC CHURCH; ANGELA GWINN, PASTORAL CARE MINISTER; LYNDA SHIRLEY, CARE VAN; DEBBIE GONZALES, HISPANIC COUNSELOR, ST. MARK'S CATHOLIC CHURCH; GARNETTA ASHMORE, FAITH COMMUNITY NURSE, KELLER SPRINGS BAPTIST CHURCH; DR. SAIMA SULTA, AMERICAN MUSLIM WOMEN PHYSICIAN ASSOCIATION; IB, MADINAH MOSQUE LEADER; GLORIA THOMAS, RN, LEAD NURSE, SHILOH MISSIONARY BAPTIST CHURCH; SANDRA MILLER, FAITH COMMUNITY NURSE, SHILOH MISSIONARY BAPTIST CHURCH; KAREN GREEN, DIRECTOR OF HAVEN OF LOVE MINISTRIES DALLAS; NANCY BRILL, FAITH COMMUNITY NURSE, ST. PETER'S EPISCOPAL CHURCH, MCKINNEY. |
| METHODIST REHABILITATION HOSPITAL | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST REHABILITATION HOSPITAL'S PRIMARY SERVICE AREA IS LOCATED WITHIN DALLAS COUNTY (PRIMARILY SOUTHERN DALLAS COUNTY) AND THEREFORE FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS USED. THE DCHHS-LED CHNA WAS DEVELOPED IN COLLABORATION WITH THE PARKLAND COMMUNITY HEALTH INSTITUTE. THE SUPPORTING PUBLIC HEALTH IMPROVEMENT (PHI) WORKGROUP CONSISTED OF HEALTHCARE EXECUTIVES FROM THE LEADING HOSPITAL SYSTEMS IN DALLAS COUNTY; LEADERSHIP OF CIVIC ORGANIZATIONS, SCHOOLS AND HEALTH DEPARTMENTS; AND REPRESENTATIVES OF LOCAL UNIVERSITIES. METHODIST HEALTH SYSTEM WAS REPRESENTED ON THE PHI WORKGROUP. A TRIANGULATION OF SECONDARY QUANTITATIVE DATA, FOCUS GROUP DATA, AND INTERVIEW DATA PROVIDES INFORMATION TO THE DALLAS COUNTY CHNA. THE CHNA REFLECTS A COMMUNITY-BASED APPROACH THAT CONSIDERS BOTH QUANTITATIVE AND QUALITATIVE DATA. OVERSIGHT OF THE CHNA WAS PROVIDED BY THE DCHHS PUBLIC HEALTH INFRASTRUCTURE DIVISION AND THE PHI WORKGROUP. THE PHI WORKGROUP PROVIDED A DIVERSE PERSPECTIVE ON HEALTH ISSUES AS WELL AS ASSETS AND PRIORITIES. THERE WERE TWO COMMUNITY FOCUS GROUPS EARLY IN THE DATA COLLECTION PROCESS AND KEY INFORMANT INTERVIEWS AS KEY HEALTH ISSUES BEGAN TO EMERGE PROVIDED CONTEXT FOR AND UNDERSTANDING OF THE SECONDARY QUANTITATIVE DATA. THIS ALLOWED THE PHI WORKGROUP TO IDENTIFY AND PRIORITIZE THE TOP HEALTH ISSUES THAT FACE DALLAS COUNTY RESIDENTS. THE DRAFT OF THE DALLAS COUNTY CHNA WAS POSTED ON THE DALLAS COUNTY HEALTH AND HUMAN SERVICES WEBSITE FOR A TWO WEEK PUBLIC COMMENT PERIOD. AVAILABILITY OF THE DRAFT WAS ANNOUNCED AT THE DALLAS COUNTY PUBLIC HEALTH ADVISORY COMMITTEE MEETING, PARKLAND BOARD OF MANAGERS MEETING, AND SHARED WITH CHNA QUALITATIVE PARTICIPANTS AND PHI WORKGROUP FOR DISTRIBUTION. THE PHI WORKGROUP CO-CHAIRS RESPONDED TO ALL COMMENTS THAT WERE RECEIVED. THE DALLAS COUNTY PUBLIC HEALTH IMPROVEMENT WORKGROUP: MARTHA BLAINE, MBA COMMUNITY COUNCIL OF GREATER DALLAS; RICHARD BRILEY, MS CITY OF GARLAND HEALTH DEPARTMENT; RAY BUNYARD, CPA BAYLOR HEALTH CARE SYSTEM; LESLIE CASEY, HEALTH INDUSTRY COUNCIL; JENNIFER COLEMAN, MA, BAYLOR HEALTH CARE SYSTEM; SUMMER COLLINS, MPH DALLAS/FT. WORTH HOSPITAL COUNCIL; CECE COX, JD RESOURCE CENTER DALLAS; RHONDA DALFONSO, RN, DESOTO ISD; NATALIE DEAN-WOOD, FACHE, TEXAS HEALTH RESOURCES; CDR JAMES DICKENS, FNP-C, FAANP, CDC REGIONAL MINORITY HEALTH CONSULTANT; JENNIFER EDWARDS, PHD, DALLAS COUNTY HEALTH AND HUMAN SERVICES; FORNEY FLEMING, III, MD, MBA, UNIVERSITY OF TEXAS AT DALLAS; DEVIN HILL, MBA, BAYLOR HEALTH CARE SYSTEM; DENA JACKSON, PHD, DALLAS WOMEN'S FOUNDATION; KRISTIN JENKINS, JD, MBA, FACHE DALLAS/FT. WORTH HOSPITAL COUNCIL; LORETTA JOHNSON, URBAN LEAGUE OF GREATER DALLAS; EDWARD JONES, AIDS ARMS; SUZANNE KUBELKA, DALLAS INDEPENDENT SCHOOL DISTRICT; BRENDA LOCKEY, MBA, METHODIST HEALTH SYSTEM; LEONOR MARQUEZ, MBA, MSW LOS BARRIOS UNIDOS COMMUNITY CLINIC; SUE PICKENS, MED, PARKLAND HEALTH AND HOSPITAL SYSTEM; JILL SCIGLIANO, UNITED WAY; JOYCE TAPLEY, MHA, MARTIN LUTHER KING JR. FAMILY HEALTH CLINIC; VIKKI YEATTS, MSN, RN, CITY OF GARLAND HEALTH DEPARTMENT. AGENCIES REPRESENTED BY FOCUS GROUP PARTICIPANTS: AMERICAN DIABETES ASSOCIATION, AMERICAN HEART ASSOCIATION SOUTHWEST AFFILIATE, COMMUNITY DENTAL CARE, INJURY PREVENTION CENTER OF GREATER DALLAS, NORTH TEXAS BEHAVIORAL HEALTH AUTHORITY, PARKLAND HEALTH AND HOSPITAL SYSTEM ASIAN OUTREACH, THE YMCA OF METROPOLITAN DALLAS, URBAN LEAGUE OF GREATER DALLAS AND NORTH CENTRAL TEXAS, U.S. ENVIRONMENTAL PROTECTION AGENCY REGION 6. |
| METHODIST MCKINNEY HOSPITAL | PART V, SECTION B, LINE 5: METHODIST MCKINNEY HOSPITAL'S PRIMARY SERVICE AREA IS LOCATED IN COLLIN COUNTY AND THEREFORE FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE "TEXAS HEALTHCARE TRANSFORMATION AND QUALITY IMPROVEMENT PROGRAM" REQUIRED CHNA FOR REGIONAL HEALTHCARE PARTNERSHIP 18 COVERING COLLIN, GRAYSON AND ROCKWALL COUNTIES WAS USED. IN ADDITION, RESULTS OF COMMUNITY INPUT SUMMARY FOR COLLIN COUNTY FROM TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO CHNA WERE USED WITH PERMISSION FROM TEXAS HEALTH RESOURCES TO BRING ADDITIONAL PRIMARY DATA TO THE CHNA ANALYSIS. FOR COMMUNITY INPUT FOR THE TEXAS HEALTH PRESBYTERIAN PLANO CHNA, INTERVIEWS WERE CONDUCTED WITH PERSONS REPRESENTING THE COMMUNITY'S INTERESTS. INFORMATION AND DATA WERE GATHERED USING TWO DIFFERENT METHODS: OPEN-ENDED DISCUSSIONS AIMED AT SOLICITING INPUT FROM THE INTERVIEW PARTICIPANTS AS TO COMMUNITY HEALTH RESOURCES AS WELL AS THE HEALTH NEEDS OF THE COMMUNITY; AND LIKERT SURVEYS CONTAINING 11 STATEMENTS REGARDING COMMUNITY HEALTH FOR WHICH PARTICIPANTS RANKED THEIR AGREEMENT OR DISAGREEMENT. PARTICIPANTS FOR THE COMMUNITY INPUT ARE: DANELLE PARKER, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; LESLIE BAKER, TEXAS HEALTH CENTER FOR DIAGNOSTICS AND SURGERY; MARY JO DEAN, DIRECTOR OF COMMUNITY RELATIONS, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; SUSAN SHULER, EXECUTIVE DIRECTOR, PLANO CHILDREN'S MEDICAL CLINIC; TERRIE MONROE, CITY OF PLANO COMMUNITY DEVELOPMENT COORDINATOR; PATRICK MCCOY, TEXAS HEALTH RESOURCES TRUSTEE; JAMES THOMAS, PLANO ISD ADMINISTRATION; CAROLYN RICE, WELLNESS CENTER FOR OLDER ADULTS; PATTI DICKSON, WELLNESS CENTER FOR OLDER ADULTS; STEPHANIE ZABEL, NURSING SUPERVISOR, DART FLEET POOL; SEENA THOMAS, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO FINANCE; DR. GIEP, INTERNAL MEDICINE PHYSICIAN; CAROL MACRORIE, TEXAS HEALTH PLANO SOCIAL WORK; AMY WILSON, PLANO INDEPENDENT SCHOOL DISTRICT NURSE; JILL VARGAS, PLANO INDEPENDENT SCHOOL DISTRICT TEACHER; TONIA CUNNINGHAM, FRISCO POLICE DEPARTMENT; TAMMY MAHAN, LIFE PATH SYSTEMS; JOHN ERNST, COLLIN COUNTY ADULT CLINIC; TANYA STASTOQUE, ASSISTANCE CENTER OF COLLIN COUNTY; SHANNON FITZGERALD, ST. ELIZABETH ANN SETON; CASSANDRA GRAHAM, RN BSN, PROGRAM COORDINATOR, FAITH COMMUNITY NURSING, TEXAS HEALTH PRESBYTERIAN HOSPITAL PLANO; JOAN CONWAY, FAITH COMMUNITY NURSE AND MATERNAL CHILD SPECIALIST; ANNE NEJDL, PARISH NURSE, PRINCE OF PEACE CATHOLIC CHURCH; ANGELA GWINN, PASTORAL CARE MINISTER; LYNDA SHIRLEY, CARE VAN; DEBBIE GONZALES, HISPANIC COUNSELOR, ST. MARK'S CATHOLIC CHURCH; GARNETTA ASHMORE, FAITH COMMUNITY NURSE, KELLER SPRINGS BAPTIST CHURCH; DR. SAIMA SULTA, AMERICAN MUSLIM WOMEN PHYSICIAN ASSOCIATION; IB, MADINAH MOSQUE LEADER; GLORIA THOMAS, RN, LEAD NURSE, SHILOH MISSIONARY BAPTIST CHURCH; SANDRA MILLER, FAITH COMMUNITY NURSE, SHILOH MISSIONARY BAPTIST CHURCH; KAREN GREEN, DIRECTOR OF HAVEN OF LOVE MINISTRIES DALLAS; NANCY BRILL, FAITH COMMUNITY NURSE, ST. PETER'S EPISCOPAL CHURCH, MCKINNEY. |
| METHODIST HOSPITAL FOR SURGERY | PART V, SECTION B, LINE 5: THE MAJORITY OF METHODIST HOSPITAL FOR SURGERY'S PRIMARY SERVICE AREA IS LOCATED WITHIN DALLAS COUNTY (PRIMARILY NORTHERN DALLAS COUNTY) AND THEREFORE FOR THE PURPOSES OF ITS CHNA REQUIREMENT, THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) WAS USED. THE DCHHS-LED CHNA WAS DEVELOPED IN COLLABORATION WITH THE PARKLAND COMMUNITY HEALTH INSTITUTE. THE SUPPORTING PUBLIC HEALTH IMPROVEMENT (PHI) WORKGROUP CONSISTED OF HEALTHCARE EXECUTIVES FROM THE LEADING HOSPITAL SYSTEMS IN DALLAS COUNTY; LEADERSHIP OF CIVIC ORGANIZATIONS, SCHOOLS AND HEALTH DEPARTMENTS; AND REPRESENTATIVES OF LOCAL UNIVERSITIES. METHODIST HEALTH SYSTEM WAS REPRESENTED ON THE PHI WORKGROUP. A TRIANGULATION OF SECONDARY QUANTITATIVE DATA, FOCUS GROUP DATA, AND INTERVIEW DATA PROVIDES INFORMATION TO THE DALLAS COUNTY CHNA. THE CHNA REFLECTS A COMMUNITY-BASED APPROACH THAT CONSIDERS BOTH QUANTITATIVE AND QUALITATIVE DATA. OVERSIGHT OF THE CHNA WAS PROVIDED BY THE DCHHS PUBLIC HEALTH INFRASTRUCTURE DIVISION AND THE PHI WORKGROUP. THE PHI WORKGROUP PROVIDED A DIVERSE PERSPECTIVE ON HEALTH ISSUES AS WELL AS ASSETS AND PRIORITIES. THERE WERE TWO COMMUNITY FOCUS GROUPS EARLY IN THE DATA COLLECTION PROCESS AND KEY INFORMANT INTERVIEWS AS KEY HEALTH ISSUES BEGAN TO EMERGE PROVIDED CONTEXT FOR AND UNDERSTANDING OF THE SECONDARY QUANTITATIVE DATA. THIS ALLOWED THE PHI WORKGROUP TO IDENTIFY AND PRIORITIZE THE TOP HEALTH ISSUES THAT FACE DALLAS COUNTY RESIDENTS. THE DRAFT OF THE DALLAS COUNTY CHNA WAS POSTED ON THE DALLAS COUNTY HEALTH AND HUMAN SERVICES WEBSITE FOR A TWO WEEK PUBLIC COMMENT PERIOD. AVAILABILITY OF THE DRAFT WAS ANNOUNCED AT THE DALLAS COUNTY PUBLIC HEALTH ADVISORY COMMITTEE MEETING, PARKLAND BOARD OF MANAGERS MEETING, AND SHARED WITH CHNA QUALITATIVE PARTICIPANTS AND PHI WORKGROUP FOR DISTRIBUTION. THE PHI WORKGROUP CO-CHAIRS RESPONDED TO ALL COMMENTS THAT WERE RECEIVED. THE DALLAS COUNTY PUBLIC HEALTH IMPROVEMENT WORKGROUP: MARTHA BLAINE, MBA COMMUNITY COUNCIL OF GREATER DALLAS; RICHARD BRILEY, MS CITY OF GARLAND HEALTH DEPARTMENT; RAY BUNYARD, CPA BAYLOR HEALTH CARE SYSTEM; LESLIE CASEY, HEALTH INDUSTRY COUNCIL; JENNIFER COLEMAN, MA, BAYLOR HEALTH CARE SYSTEM; SUMMER COLLINS, MPH DALLAS/FT. WORTH HOSPITAL COUNCIL; CECE COX, JD RESOURCE CENTER DALLAS; RHONDA DALFONSO, RN, DESOTO ISD; NATALIE DEAN-WOOD, FACHE, TEXAS HEALTH RESOURCES; CDR JAMES DICKENS, FNP-C, FAANP, CDC REGIONAL MINORITY HEALTH CONSULTANT; JENNIFER EDWARDS, PHD, DALLAS COUNTY HEALTH AND HUMAN SERVICES; FORNEY FLEMING, III, MD, MBA, UNIVERSITY OF TEXAS AT DALLAS; DEVIN HILL, MBA, BAYLOR HEALTH CARE SYSTEM; DENA JACKSON, PHD, DALLAS WOMEN'S FOUNDATION; KRISTIN JENKINS, JD, MBA, FACHE DALLAS/FT. WORTH HOSPITAL COUNCIL; LORETTA JOHNSON, URBAN LEAGUE OF GREATER DALLAS; EDWARD JONES, AIDS ARMS; SUZANNE KUBELKA, DALLAS INDEPENDENT SCHOOL DISTRICT; BRENDA LOCKEY, MBA, METHODIST HEALTH SYSTEM; LEONOR MARQUEZ, MBA, MSW LOS BARRIOS UNIDOS COMMUNITY CLINIC; SUE PICKENS, MED, PARKLAND HEALTH AND HOSPITAL SYSTEM; JILL SCIGLIANO, UNITED WAY; JOYCE TAPLEY, MHA, MARTIN LUTHER KING JR. FAMILY HEALTH CLINIC; VIKKI YEATTS, MSN, RN, CITY OF GARLAND HEALTH DEPARTMENT. AGENCIES REPRESENTED BY FOCUS GROUP PARTICIPANTS: AMERICAN DIABETES ASSOCIATION, AMERICAN HEART ASSOCIATION SOUTHWEST AFFILIATE, COMMUNITY DENTAL CARE, INJURY PREVENTION CENTER OF GREATER DALLAS, NORTH TEXAS BEHAVIORAL HEALTH AUTHORITY, PARKLAND HEALTH AND HOSPITAL SYSTEM ASIAN OUTREACH, THE YMCA OF METROPOLITAN DALLAS, URBAN LEAGUE OF GREATER DALLAS AND NORTH CENTRAL TEXAS, U.S. ENVIRONMENTAL PROTECTION AGENCY REGION 6. |
| METHODIST DALLAS MEDICAL CENTER | PART V, SECTION B, LINE 11: MANY OF METHODIST DALLAS MEDICAL CENTER COMMUNITY NEEDS ARE MET IN CONJUNCTION WITH AND THE COOPERATION OF ITS SUBSIDIARY HEALTH CARE PROVIDERS. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. DALLAS COUNTY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE: THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS METHODIST DALLAS WILL TARGET:A)PATIENTS WHO ARE ASSIGNED TO A "HOME" WITH A HEALTH CARE TEAM WHO PROVIDES SERVICES BASED ON A PATIENT'S UNIQUE HEALTH NEEDS, EFFECTIVELY COORDINATES THE PATIENT'S CARE ACROSS INPATIENT AND OUTPATIENT SETTINGS AND PROACTIVELY PROVIDES PREVENTIVE, PRIMARY, ROUTINE AND CHRONIC CARE.B)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUT OF THE 1,608 PATIENTS EXPECTED TO BE IN THE PROGRAM, 65 PERCENT OR 1,045 ARE EXPECTED TO HAVE UNCONTROLLED A1C LEVELS. THE PROJECT SEEKS TO DECREASE THE NUMBER OF TARGETED PATIENTS IN THE PROGRAM WITH UNCONTROLLED A1C LEVELS BY 3 PERCENT.C)BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 1,608 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 402 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.D)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 20 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 8.95 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 8.9 PERCENT OR 142 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.D)ESTABLISH FREQUENT ED USERS (SIX OR MORE VISITS PER YEAR) ESTIMATED TO BE 8.5-9 PERCENT OF TOTAL ED VISITS, OR 5,200 PATIENTS PER YEAR. WHEN COMPLETED, THE PROJECT SEEKS TO REFER AT LEAST 70 PERCENT OF THIS TARGET POPULATION TO A MORE APPROPRIATE PRIMARY CARE SETTING FOR FOLLOW-UP CARE.E)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL-CAUSE RE-ADMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. THE GOLDEN CROSS CLINIC OPERATES THE MEDASSIST PROGRAM, WHICH PROVIDES FREE PRESCRIPTION MEDICATIONS TO PATIENTS WHILE SOCIAL WORKERS NEGOTIATE WITH PHARMACEUTICAL COMPANIES FOR LONG TERM ASSISTANCE. WITHOUT PROPER MEDICATION, PATIENTS WITH CHRONIC CONDITIONS CAN DEVELOP SERIOUS, SOMETIMES FATAL MEDICAL PROBLEMS. THE ONLY OPTION FOR MANY PATIENTS IS TO SEEK TREATMENT AT THE NEAREST EMERGENCY ROOM ONCE THEIR CONDITIONS HAVE DETERIORATED. THAT CYCLE JEOPARDIZES THEIR HEALTH AND BURDENS LOCAL HOSPITALS BY OVERLOADING ER'S WITH PATIENTS WHOSE MEDICAL NEEDS COULD HAVE OTHERWISE BEEN MET. MEDASSIST IS PART OF THE CHRONIC DISEASE MANAGEMENT PROGRAM OFFERED AT THE GOLDEN CROSS ACADEMIC CLINIC THAT FEATURES AN EVEN WIDER BREADTH OF SERVICES. IN ADDITION PROVIDING FOR THE SHORT TERM COST OF MEDICATIONS WHILE LONG TERM DISCOUNTS ARE SECURED, FUNDS FROM THE GOLDEN CROSS PROGRAM ALLOW PATIENTS ACCESS TO AN INTERDISCIPLINARY TEAM OF HEALTH CARE PROFESSIONALS THAT WILL INCLUDE A PRIMARY CARE PHYSICIAN, SOCIAL WORKERS AND DIETICIANS. ALONG WITH THE PATIENT, FAMILY AND FRIENDS WHO SERVE AS CAREGIVERS WILL BE INVITED TO ATTEND THE APPOINTMENTS, WHICH ARE DESIGNED TO ENSURE MEDICAL INSTRUCTIONS ARE UNDERSTOOD AND FOLLOWED. THE MEETINGS, CALLED GROUP HEALTH CARE VISITS, TAKE PLACE IN A GROUP SETTING, WHERE PATIENTS AND THEIR CAREGIVERS CAN SHARE THEIR STORIES TO BETTER LEARN HOW OTHERS ARE DEALING WITH SIMILAR CONDITIONS.THE MEDASSIST PROGRAM PROVIDES VITAL BRIDGE MEDICATIONS. THERE WERE 54 PRESCRIPTIONS IN THE LAST YEAR FUNDED BY THE MHS FOUNDATION, TOTALING $5,211,TO PATIENTS IN FINANCIAL NEED. THROUGH PHARMACEUTICAL PARTNERSHIPS, WE ALSO CONNECTED PATIENTS TO 1,207 PRESCRIPTIONS FOR FREE MEDICATIONS VALUED AT $544,809. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. DALLAS COUNTY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: MEDASSIST AIMS TO STOP THE CYCLE BY CONNECTING PATIENTS WITH LONG TERM DRUG ASSISTANCE PLANS, BRIDGING THE GAP UNTIL THOSE PLANS BEGIN AND MANAGING PATIENTS' MEDICAL CONDITIONS OVER TIME. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA (THE RECRUITMENT PROGRAM). THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA. IN AN ATTEMPT TO ENSURE THAT ITS SERVICE AREA AND ALL OF DALLAS COUNTY, WILL HAVE AN ADEQUATE SUPPLY OF HEALTH CARE PROFESSIONALS IN THE FUTURE, METHODIST DALLAS OFFERS EXTENSIVE EDUCATIONAL AND TRAINING PROGRAMS, INCLUDING INTERNAL MEDICINE, OBSTETRICS/GYNECOLOGY AND GENERAL SURGERY. METHODIST DALLAS ALSO SERVES AS A TRAINING SITE FOR ALLIED HEALTH PERSONNEL AND OTHERS, INCLUDING HOSPITAL ADMINISTRATORS, NURSES, PARAMEDICS, EMERGENCY MEDICAL TECHNICIANS, PHYSICAL THERAPISTS, MEDICAL RECORDS ADMINISTRATORS, CHAPLAINS, OCCUPATIONAL THERAPISTS, PHARMACISTS, SPEECH THERAPISTS, RESPIRATORY THERAPISTS, X-RAY TECHNOLOGISTS, SOCIAL WORKERS AND DIETITIANS. (CONTINUED ON FORM 990, SCHEDULE O ) |
| METHODIST CHARLTON MEDICAL CENTER | PART V, SECTION B, LINE 11: MANY OF METHODIST CHARLTON MEDICAL CENTER COMMUNITY NEEDS ARE MET IN CONJUNCTION WITH THOSE OF ITS PARENT AND BROTHER-SISTER HEALTH PROVIDERS. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. DALLAS COUNTY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE: THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS MHS WILL TARGET:A)PATIENTS ARE ASSIGNED TO A "HOME" WITH A HEALTH CARE TEAM WHO PROVIDES SERVICES BASED ON A PATIENT'S UNIQUE HEALTH NEEDS, EFFECTIVELY COORDINATES THE PATIENT'S CARE ACROSS INPATIENT AND OUTPATIENT SETTINGS AND PROACTIVELY PROVIDES PREVENTIVE, PRIMARY, ROUTINE AND CHRONIC CARE.B)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 65 PERCENT OR 935 ARE EXPECTED TO HAVE UNCONTROLLED A1C LEVELS. THE PROJECT SEEKS TO DECREASE THE NUMBER OF TARGETED PATIENTS IN THE PROGRAM WITH UNCONTROLLED A1C LEVELS BY 3 PERCENT.C) BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 360 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.D)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 10 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 5.21 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 5.21 PERCENT OR 75 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.E)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL CAUSE READMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES.F)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. MHS ANNUAL ED VISITS ARE APPROXIMATELY 72,000.THOSE DIAGNOSED WITH DIABETES AS THE PRIMARY OR SECONDARY DIAGNOSIS IS 4,796. WE WILL ADDRESS THIS SOLUTION BY INCREASING MULTI-DISCIPLINARY TEAMS IN THE ED AND A NEW SELF-MANAGEMENT PROGRAM THAT ESTABLISHES INDIVIDUAL PATIENT GOAL. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. THE METHODIST CHARLTON FAMILY HEALTH CLINIC OPERATES THE MEDASSIST PROGRAM, WHICH PROVIDES FREE PRESCRIPTION MEDICATIONS TO PATIENTS WHILE SOCIAL WORKERS NEGOTIATE WITH PHARMACEUTICAL COMPANIES FOR LONG TERM ASSISTANCE. WITHOUT PROPER MEDICATION, PATIENTS WITH CHRONIC CONDITIONS CAN DEVELOP SERIOUS, SOMETIMES FATAL MEDICAL PROBLEMS. THE ONLY OPTION FOR MANY PATIENTS IS TO SEEK TREATMENT AT THE NEAREST EMERGENCY ROOM ONCE THEIR CONDITIONS HAVE DETERIORATED. THAT CYCLE JEOPARDIZES THEIR HEALTH AND BURDENS LOCAL HOSPITALS BY OVERLOADING ER'S WITH PATIENTS WHOSE MEDICAL NEEDS COULD HAVE OTHERWISE BEEN MET. THE MEDASSIST PROGRAM PROVIDES VITAL BRIDGE MEDICATIONS. 54 PRESCRIPTIONS IN THE LAST YEAR WERE FUNDED BY THE MHS FOUNDATION, TOTALING $5,211,TO PATIENTS IN FINANCIAL NEED. THROUGH PHARMACEUTICAL PARTNERSHIPS, WE ALSO CONNECTED PATIENTS TO 1,207 PRESCRIPTIONS FOR FREE MEDICATIONS VALUED AT $544,809. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. DALLAS COUNTY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: MEDASSIST AIMS TO STOP THE CYCLE BY CONNECTING PATIENTS WITH LONG TERM DRUG ASSISTANCE PLANS, BRIDGING THE GAP UNTIL THOSE PLANS BEGIN AND MANAGING PATIENTS' MEDICAL CONDITIONS OVER TIME. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA (THE RECRUITMENT PROGRAM). THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA.METHODIST CHARLTON OFFERS AN EXTENSIVE FAMILY PRACTICE RESIDENCY PROGRAM THAT TRAINS, A LARGE PERCENTAGE OF THE PRIMARY CARE PHYSICIANS MANY OF WHOM CHOOSE TO STAY IN THE AREA TO ESTABLISH THEIR PRACTICES. 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS AND LARGE GEOGRAPHIC AREAS OF SOUTHERN DALLAS COUNTY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES,INCLUDING PRIMARY AND SPECIALTY CARE, AS WELL AS ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST CHARLTON OPENED A NEW BED TOWER IN SEPTEMBER 2009 THAT INCREASED BED CAPACITY FROM 254 TO 309 PATIENT ROOMS. IT ALSO CREATED A MORE FAMILY FRIENDLY HEALING ENVIRONMENT OFFERING LARGER, MODERN PATIENT ROOMS; MORE EFFICIENT WORKSPACES FOR NURSING STAFF; RELAXING LOBBY AND DINING AREAS FOR FAMILIES; A TELEMETRY FLOOR FOR HEART MONITORING; A SEVEN ROOM SURGICAL SUITE WITH ONE OPERATING ROOM SPECIALLY DESIGNED FOR HEART SURGERY; AND AN ORTHOPEDIC UNIT WITH A REHABILITATION ROOM. IN 2012, BUILD OUT OF THREE ADDITIONAL FLOORS OF THE PATIENT TOWER FURTHER ENHANCED METHODIST CHARLTON'S CAPACITY. THE QUICKCARE CLINIC, LOCATED IN THE OUTPATIENT CENTER OF METHODIST CHARLTON, IS OPEN DAILY WITH CONVENIENT HOURS. STAFFED BY A PHYSICIAN AND NURSE PRACTITIONER, THE CLINIC PROVIDES HIGH QUALITY CARE FOR EVERYTHING FROM SORE THROATS AND FLU TO INSECT STINGS AND POISON IVY. SERVICES ALSO INCLUDE X-RAY AND IMAGING SERVICES, PRE-EMPLOYMENT HEALTH SCREENINGS AND LABORATORY SERVICES.(CONTINUED ON FORM 990, SCHEDULE O ) |
| METHODIST MANSFIELD MEDICAL CENTER | PART V, SECTION B, LINE 11: MANY OF METHODIST MANSFIELD MEDICAL CENTER COMMUNITY NEEDS ARE MET IN CONJUNCTION WITH THOSE OF ITS PARENT AND BROTHER-SISTER HEALTH PROVIDERS. CN.1 - LACK OF PROVIDER CAPACITY. PATIENTS FIND DIFFICULTY IN NAVIGATING THE SYSTEM AND HAVE NOTED THE DIFFICULTY IN FINDING A PROVIDER, PARTICULARLY MEDICAID PROVIDERS. FIVE COUNTIES ARE RECOGNIZED AS MEDICALLY UNDERSERVED AREAS. CN.2 - SHORTAGE OF PRIMARY CARE SERVICES (E.G., PEDIATRIC, PRENATAL, FAMILY CARE). FOUR COUNTIES HAVE SUCH SHORTAGES. CN.3 - SHORTAGE OF SPECIALTY CARE. THE REGION IS FACING A 22 TO 36% GROWTH IN PROVIDER DEMAND, ACROSS ALL SPECIALTIES. THE SPECIALTIES WITH THE GREATEST GROWTH IN DEMAND ARE OBSTETRICS/GYNECOLOGY, VASCULAR HEALTH, UROLOGY, HEMATOLOGY/ONCOLOGY, CARDIOLOGY, AND NEPHROLOGY. RESPONSE: METHODIST MANSFIELD HAS FOUR FAMILY HEALTH CENTERS IN THE SERVICE AREA THAT ARE ACCEPTING NEW PATIENTS. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA. THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA. CN.4 - LACK OF ACCESS TO MENTAL HEALTH SERVICES. ALL BUT ONE COUNTY IN REGION 10 ARE RECOGNIZED AS HEALTH PROFESSIONS SHORTAGE AREAS FOR MENTAL HEALTH PROVIDERS. CN.5 - INSUFFICIENT INTEGRATION OF MENTAL HEALTH CARE IN THE PRIMARY CARE MEDICAL CARE SYSTEM. COMMUNITY STAKEHOLDERS CITE A NEED TO ACHIEVE BETTER INTEGRATION OF PRIMARY AND BEHAVIORAL HEALTH SERVICES IN THE PRIMARY CARE SETTING. RESPONSE: METHODIST MANSFIELD WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT THE METHODIST MANSFIELD MEDICAL CENTER FOR LONG TERM OR SHORT TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. CN.6 - LACK OF ACCESS TO DENTAL CARE. TWO OF THE 9 COUNTIES ARE NATIONALLY RECOGNIZED WITH A SHORTAGE OF DENTAL PROVIDERS. RESPONSE: NEITHER METHODIST HEALTH SYSTEM NOR METHODIST MANSFIELD MEDICAL CENTER OFFER DENTAL SERVICES. THIS IS AN AREA OF COMMUNITY NEED THAT IS BEYOND THE SCOPE OF SERVICES WE PROVIDE. CN.7 - NEED TO ADDRESS GEOGRAPHIC BARRIERS THAT IMPEDE ACCESS TO CARE. THERE IS A SKEWED DISTRIBUTION OF PROVIDERS IN REGION 10, WITH MOST LOCATED IN THE MAJOR URBAN CENTERS, PARTICULARLY FORT WORTH, TARRANT COUNTY. INDIVIDUALS FROM RURAL COUNTIES HAVE DIFFICULTY WITH ACCESS TO CARE, ESPECIALLY SPECIALTY CARE. RESPONSE: METHODIST MANSFIELD HAS BUILT A ROBUST NETWORK OF PHYSICIANS IN A WIDE RANGE OF SPECIALTIES. OUR LOCATION IN A SUBURBAN TARRANT COUNTY ENABLES OUR PATIENTS TO ACCESS THE CARE THEY NEED WITHOUT REQUIRING SIGNIFICANT TRAVEL. METHODIST MANSFIELD MEDICAL CENTER WAS BUILT BASED ON THE FACT THAT THERE WAS AN UNMET NEED FOR AN ACUTE HOSPITAL IN SOUTHERN TARRANT COUNTY. THE FULL SERVICE COMMUNITY HOSPITAL WAS BUILT AS AN ANCHOR FOR ATTRACTING THE ESTABLISHMENT OF MORE PHYSICIANS AND OTHER TYPES OF HEALTH CARE PROVIDERS. THIS FACILITY OPENED WITH 88 BEDS ON DECEMBER 27, 2006 AND HAS EXCEEDED VOLUME PROJECTIONS SINCE RECEIVING ITS LICENSE. SINCE ITS OPENING 6 YEARS AGO, METHODIST MANSFIELD HAS CONTINUED TO GROW AND MORE CAPITAL INVESTMENT IS EXPECTED TO CONTINUE IN FUTURE YEARS. CN.8 - LACK OF ACCESS TO HEALTH CARE DUE TO FINANCIAL BARRIERS (I.E., LACK OF AFFORDABLE CARE). PROVIDERS OVERWHELMINGLY LIST LACK OF COVERAGE/FINANCIAL HARDSHIP AS A MAJOR BARRIER FOR LOW INCOME PATIENTS. RESPONSE: METHODIST HEALTH SYSTEM PROVIDES MORE THAN $100 MILLION IN UNCOMPENSATED CARE ANNUALLY. ADDITIONALLY, METHODIST MANSFIELD WORKS CLOSELY WITH THE JPS HEALTH NETWORK IN TARRANT COUNTY TO ASSIST PATIENTS WHO QUALIFY FOR FINANCIAL ASSISTANCE. CN.9 - NEED FOR INCREASED GERIATRIC, LONG TERM, AND HOME CARE RESOURCES (E.G., BEDS, MEDICARE PROVIDERS). REGION 10'S POPULATION IS PROJECTED TO GROW 9% BY 2016, WITH A 26% INCREASE IN THE SENIOR POPULATION (AGES 65+). THREE COUNTIES HAVE SENIOR POPULATIONS OF BETWEEN 14 TO 20% OF TOTAL POPULATION. RESPONSE: METHODIST HEALTH SYSTEM OFFERS HOME HEALTH SERVICES THROUGH DFW HOME HEALTH, A JOINT VENTURE PARTNERSHIP BETWEEN METHODIST HEALTH SYSTEM, LHC AND TEXAS HEALTH RESOURCES. CN.10 - OVERUSE OF EMERGENCY DEPARTMENT (ED) SERVICES. DEMAND FOR ED VISITS IS ON THE RISE AND ED'S ARE BECOMING OVERCROWDED DUE TO REDUCED INPATIENT CAPACITY AND IMPAIRED PATIENT FLOW. AS A REGION, THERE WERE 1.1 MILLION VISITS TO HOSPITAL ED'S IN 2010, WITH A RATE OF 447.5 VISITS PER 1,000 PERSONS. THE 2007 NATIONAL ED VISIT RATE WAS 390.5 PER 1,000 PERSONS,INCREASING 23% SINCE 1997, BUT LOWER THAN THE ED VISIT RATE OF REGION 10. CN.11 - NEED FOR MORE CARE COORDINATION. ALL COUNTIES IDENTIFIED IT AS A SYSTEM CAP AND NEED. BARRIERS INCLUDE COMPLEXITY OF COORDINATION, LACK OF STAFF, LACK OF FINANCIAL INTEGRATION, FRAGMENTED SYSTEM SERVICE, AND PRACTICING IN SILOS. PROVIDERS DID NOT FEEL THERE WAS STRONG CARE COORDINATION BETWEEN PRIMARY CARE PROVIDERS, HOSPITALS, AND SPECIALISTS. RESPONSE: THROUGH OUR PARTICIPATION IN THE REGIONAL HEALTH PARTNERSHIP, REGION 10 AND THE DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) WILL REDUCE EMERGENCY DEPARTMENT UTILIZATION BY FREQUENT USERS BY 5 PERCENT WHEN COMPARED TO THE BASELINE. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. CN.12 - NEED FOR MORE CULTURALLY COMPETENT CARE TO ADDRESS UNMET NEEDS (E.G., LATINO POPULATION NEED CARE, TRANSLATORS, TRANSLATED MATERIALS). OVER 40% OF THE REGION'S POPULATION IS NOT CAUCASIAN, AND NEARLY ONE QUARTER ARE HISPANIC OR LATINO ORIGIN. HISPANIC AND MINORITY POPULATIONS HAVE HIGHER GROWTH RATES THAN THE WHITE POPULATION. RESEARCH SHOWS THAT CULTURALLY COMPETENT CARE SHOWS BETTER HEALTH OUTCOMES. RESPONSE: AT METHODIST HEALTH SYSTEM, WE ARE COMMITTED TO PROVIDING PATIENTS WITH QUALITY HEALTHCARE THAT IS RESPECTFUL AND SENSITIVE TO THEIR VALUES, PARTICULARLY THOSE THAT EMERGE OUT OF THEIR DIVERSE CULTURAL, ETHNIC, LINGUISTIC, AND RELIGIOUS BACKGROUNDS. WE LIVE THIS COMMITMENT BY PROVIDING MANDATORY ANNUAL COMPETENCY EDUCATION TO ALL EMPLOYEES, DELIVERING DIVERSITY, CULTURAL COMPETENCY, AND INTENTIONAL INCLUSION TRAINING WITHIN OUR NEW EMPLOYEE AND NEW LEADER ORIENTATIONS, AND BY OFFERING ONGOING EDUCATION (ON-DEMAND AND INSTRUCTOR-LED CLASSES) IN THIS AREA. ALL EMPLOYEES ALSO HAVE ACCESS TO AN INTERNAL DIVERSITY AND CULTURAL COMPETENCE WEBSITE THAT PROVIDES RELEVANT INFORMATION, CULTURAL ASSESSMENTS, AND OTHER JUST-IN-TIME TOOLS TO HELP BUILD CULTURAL AWARENESS AND STRENGTHEN THE CULTURAL COMPETENCY SKILLS OF OUR CARE PROVIDERS. CN.13 - NECESSITY OF PATIENT EDUCATION PROGRAMS. MANY COMMUNITY RESIDENTS LACK BASIC HEALTH LITERACY. CN.15 - NEED FOR MORE EDUCATION, RESOURCES AND PROMOTION OF HEALTHY LIFESTYLES (FREE AND SAFE PLACES TO EXERCISE, HEALTH SCREENINGS, HEALTH EDUCATION, HEALTHY ENVIRONMENTS, ETC.). TOP IDENTIFIED HEALTH BEHAVIORS IMPACTING AND INFLUENCING HEALTH OUTCOMES IN REGION 10 ARE ADULT OBESITY (30%) AND PHYSICAL ACTIVITY (28%). REGION HAD A LOWER RATE OF HEALTH SCREENING RATE THAN NATION AND STATE. (CONTINUED ON FORM 990, SCHEDULE O) |
| METHODIST RICHARDSON MEDICAL CENTER | PART V, SECTION B, LINE 11: MANY OF METHODIST RICHARDSON MEDICAL CENTER COMMUNITY NEEDS ARE MET IN CONJUNCTION WITH THOSE OF ITS PARENT AND BROTHER-SISTER HEALTH PROVIDERS. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. DALLAS COUNTY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE: THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS METHODIST RICHARDSON WILL TARGET:A)BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 180 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 45 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.B)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 10 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 6.07 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 6.07 PERCENT OR 11 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.C)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL CAUSE READMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. DALLAS COUNTY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA. THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA. 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS AND LARGE GEOGRAPHIC AREAS OF DALLAS COUNTY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES, BOTH PRIMARY AND SPECIALTY CARE, AS WELL AS ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST RICHARDSON COMPLETED CONSTRUCTION OF A $120 MILLION EXPANSION PROJECT ADDING A 134 BED ACUTE CARE HOSPITAL AT THE BUSH/RENNER LOCATION. THE NEW HOSPITAL SCHEDULED OPENED IN APRIL, 2014. THE BUSH/RENNER CAMPUS IS ALSO HOME TO METHODIST RICHARDSON CANCER CENTER, WHERE SOME OF THE LATEST ADVANCEMENTS IN MEDICAL, SURGICAL AND RADIATION ONCOLOGY ARE PROVIDED IN ONE CONVENIENT LOCATION. THE CURRENT CAMPUS IS INCLUDES A FIVE STORY, 100,000 SQUARE FOOT PHYSICIAN PAVILION WITH MORE THAN 30 PHYSICIANS IN A FULL RANGE OF SPECIALTIES. METHODIST RICHARDSON OPERATES 5 FAMILY HEALTH CENTERS LOCATED THROUGHOUT RICHARDSON. EACH HEALTH CENTER SPECIALIZES IN PRIMARY CARE FOR THE ENTIRE POPULATION - BIRTH THROUGH GERIATRICS. METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION. 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. DALLAS COUNTY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: METHODIST HEALTH SYSTEM, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN DALLAS COUNTY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST RICHARDSON HAS A HIGHLY STRUCTURED, GOAL ORIENTATED, INPATIENT PSYCHIATRIC PROGRAM OFFERING SHORT TERM, CRISIS STABILIZATION CENTER FOR PATIENTS 18 YEARS OF AGE AND OLDER. PATIENTS RECEIVE INDIVIDUALIZED TREATMENT PLANS AND DAILY PROGRAM STRUCTURE. THE UNIT SPECIALIZES IN:A) BIPOLAR DISORDERSB) SCHIZOPHRENIAC) ANXIETY DISORDERSD) OTHER TYPES OF ACUTE MENTAL ILLNESS IN ADDITION TO INPATIENT CARE, BEHAVIORAL HEALTH SERVICES ARE ALSO PROVIDED THROUGH A PARTIAL DAY HOSPITAL PROGRAM, PSYCHIATRIC OUTPATIENT CARE AND A FAITH BASED INTENSIVE OUTPATIENT CARE PROGRAM. METHODIST RICHARDSON ALSO HAS AN ADDICTION RECOVERY PROGRAM THAT OPERATES BOTH INPATIENT AND OUTPATIENT CARE. THE PROGRAM SPECIALIZES IN THE TREATMENT OF:A) ALCOHOL ADDICTIONB) OPIATE ADDICTIONC) PRESCRIPTION DRUG ADDICTION. |
| METHODIST REHABILITATION HOSPITAL | PART V, SECTION B, LINE 11: METHODIST REHABILITATION HOSPITAL WORKS IN CONJUNCTION WITH ITS PARENT METHODIST HOSPITALS OF DALLAS AND IT'S BROTHER-SISTER HEALTH PROVIDERS TO MEET THE COMMUNITY HEALTH NEEDS IDENTIFIED IN THE CHNA. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. DALLAS COUNTY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE: THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS METHODIST HEALTH SYSTEM WILL TARGET:A)PATIENTS ARE ASSIGNED TO A "HOME" WITH A HEALTH CARE TEAM WHO PROVIDES SERVICES BASED ON A PATIENT'S UNIQUE HEALTH NEEDS, EFFECTIVELY COORDINATES THE PATIENT'S CARE ACROSS INPATIENT AND OUTPATIENT SETTINGS AND PROACTIVELY PROVIDES PREVENTIVE, PRIMARY, ROUTINE AND CHRONIC CARE.B)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 65 PERCENT OR 935 ARE EXPECTED TO HAVE UNCONTROLLED A1C LEVELS. THE PROJECT SEEKS TO DECREASE THE NUMBER OF TARGETED PATIENTS IN THE PROGRAM WITH UNCONTROLLED A1C LEVELS BY 3 PERCENT.C)BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 360 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.D)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 10 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 5.21 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 5.21 PERCENT OR 75 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.E)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL CAUSE READMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES.F) PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. MHS ANNUAL ED VISITS ARE APPROXIMATELY 72,000.THOSE DIAGNOSED WITH DIABETES AS THE PRIMARY OR SECONDARY DIAGNOSIS IS 4,796. WE WILL ADDRESS THIS SOLUTION BY INCREASING MULTI-DISCIPLINARY TEAMS IN THE ED AND A NEW SELF-MANAGEMENT PROGRAM THAT ESTABLISHES INDIVIDUAL PATIENT GOAL. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. METHODIST HEALTH SYSTEM'S FAMILY HEALTH CLINIC OPERATES THE MEDASSIST PROGRAM, WHICH PROVIDES FREE PRESCRIPTION MEDICATIONS TO PATIENTS WHILE SOCIAL WORKERS NEGOTIATE WITH PHARMACEUTICAL COMPANIES FOR LONG TERM ASSISTANCE. WITHOUT PROPER MEDICATION, PATIENTS WITH CHRONIC CONDITIONS CAN DEVELOP SERIOUS, SOMETIMES FATAL MEDICAL PROBLEMS. THE ONLY OPTION FOR MANY PATIENTS IS TO SEEK TREATMENT AT THE NEAREST EMERGENCY ROOM ONCE THEIR CONDITIONS HAVE DETERIORATED. THAT CYCLE JEOPARDIZES THEIR HEALTH AND BURDENS LOCAL HOSPITALS BY OVERLOADING ER'S WITH PATIENTS WHOSE MEDICAL NEEDS COULD HAVE OTHERWISE BEEN MET. THE MEDASSIST PROGRAM PROVIDES VITAL BRIDGE MEDICATIONS. 54 PRESCRIPTIONS IN THE LAST YEAR WERE FUNDED BY THE MHS FOUNDATION TOTALING $5,211 - TO PATIENTS IN FINANCIAL NEED. THROUGH PHARMACEUTICAL PARTNERSHIPS, WE ALSO CONNECTED PATIENTS TO 1,207 PRESCRIPTIONS FOR FREE MEDICATIONS VALUED AT $544,809. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. DALLAS COUNTY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: MEDASSIST AIMS TO STOP THE CYCLE BY CONNECTING PATIENTS WITH LONG TERM DRUG ASSISTANCE PLANS, BRIDGING THE GAP UNTIL THOSE PLANS BEGIN AND MANAGING PATIENTS' MEDICAL CONDITIONS OVER TIME. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA (THE RECRUITMENT PROGRAM). THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON METHODIST HEALTH SYSTEM OFFERS AN EXTENSIVE FAMILY PRACTICE RESIDENCY PROGRAM THAT TRAINS, A LARGE PERCENTAGE OF THE PRIMARY CARE PHYSICIANS MANY OF WHOM CHOOSE TO STAY IN THE AREA TO ESTABLISH THEIR PRACTICES. 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS AND LARGE GEOGRAPHIC AREAS OF SOUTHERN DALLAS COUNTY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES BOTH PRIMARY AND SPECIALTY CARE AS WELL AS ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION.(CONTINUED ON FORM 990, SCHEDULE O) |
| METHODIST MCKINNEY HOSPITAL | PART V, SECTION B, LINE 11: MANY OF THE COMMUNITY HEALTH NEEDS IDENTIFIED DURING THE METHODIST MCKINNEY HOSPITAL CHNA ARE MET IN CONJUNCTION WITH PROGRAMS SPONSERED BY ITS PARENT ORGANIZATION, METHODIST HEALTH SYSTEM. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. COMMUNITY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE: THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS METHODIST HEALTH SYSTEM WILL TARGET:A)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 65 PERCENT OR 935 ARE EXPECTED TO HAVE UNCONTROLLED A1C LEVELS. THE PROJECT SEEKS TO DECREASE THE NUMBER OF TARGETED PATIENTS IN THE PROGRAM WITH UNCONTROLLED A1C LEVELS BY 3 PERCENT.B)BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 360 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.C)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 10 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 5.21 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 5.21 PERCENT OR 75 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.D)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL CAUSE READMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES.E)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. MHS ANNUAL ED VISITS ARE APPROXIMATELY 72,000.THOSE DIAGNOSED WITH DIABETES AS THE PRIMARY OR SECONDARY DIAGNOSIS IS 4,796. WE WILL ADDRESS THIS SOLUTION BY INCREASING MULTI-DISCIPLINARY TEAMS IN THE ED AND A NEW SELF-MANAGEMENT PROGRAM THAT ESTABLISHES INDIVIDUAL PATIENT GOAL. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. METHODIST HEALTH SYSTEM'S FAMILY HEALTH CLINIC OPERATES THE MEDASSIST PROGRAM, WHICH PROVIDES FREE PRESCRIPTION MEDICATIONS TO PATIENTS WHILE SOCIAL WORKERS NEGOTIATE WITH PHARMACEUTICAL COMPANIES FOR LONG-TERM ASSISTANCE. WITHOUT PROPER MEDICATION, PATIENTS WITH CHRONIC CONDITIONS CAN DEVELOP SERIOUS, SOMETIMES FATAL MEDICAL PROBLEMS. THE ONLY OPTION FOR MANY PATIENTS IS TO SEEK TREATMENT AT THE NEAREST EMERGENCY ROOM ONCE THEIR CONDITIONS HAVE DETERIORATED. THAT CYCLE JEOPARDIZES THEIR HEALTH AND BURDENS LOCAL HOSPITALS BY OVERLOADING ERS WITH PATIENTS WHOSE MEDICAL NEEDS COULD HAVE OTHERWISE BEEN MET. THE MEDASSIST PROGRAM PROVIDES VITAL BRIDGE MEDICATIONS. 54 PRESCRIPTIONS IN THE LAST YEAR FUNDED WERE BY THE MHS FOUNDATION ,TOTALING $5,211, TO PATIENTS IN FINANCIAL NEED. THROUGH PHARMACEUTICAL PARTNERSHIPS, WE ALSO CONNECTED PATIENTS TO 1,207 PRESCRIPTIONS FOR FREE MEDICATIONS VALUED AT $544,809. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. METHODIST HEALTH SYSTEM'S COMMUNITY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: MEDASSIST AIMS TO STOP THE CYCLE BY CONNECTING PATIENTS WITH LONG TERM DRUG ASSISTANCE PLANS, BRIDGING THE GAP UNTIL THOSE PLANS BEGIN AND MANAGING PATIENTS' MEDICAL CONDITIONS OVER TIME. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA (THE RECRUITMENT PROGRAM). THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA. METHODIST HEALTH SYSTEM OFFERS AN EXTENSIVE FAMILY PRACTICE RESIDENCY PROGRAM THAT TRAINS, A LARGE PERCENTAGE OF THE PRIMARY CARE PHYSICIANS MANY OF WHOM CHOOSE TO STAY IN THE AREA TO ESTABLISH THEIR PRACTICES. 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS AND LARGE GEOGRAPHIC AREAS OF METHODIST HEALTH SYSTEM'S COMMUNITY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES BOTH PRIMARY AND SPECIALTY CARE, AS WELL AS ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST, CERVIX AND SKIN THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION. 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. METHODIST HEALTH SYSTEM'S COMMUNITY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. (CONTINUED ON FORM 990, SCHEDULE O) |
| METHODIST HOSPITAL FOR SURGERY | PART V, SECTION B, LINE 11: MANY OF THE COMMUNITY HEALTH NEEDS IDENTIFIED DURING THE METHODIST MCKINNEY HOSPITAL CHNA ARE MET IN CONJUNCTION WITH PROGRAMS SPONSERED BY ITS PARENT ORGANIZATION, METHODIST HEALTH SYSTEM. 1) CHRONIC DISEASE-MULTIPLE DIAGNOSES. COMMUNITY RESIDENTS ARE INCREASINGLY BEING DIAGNOSED WITH HAVING MORE THAN ONE CHRONIC DISEASE, INCLUDING, CANCER, DIABETES AND CARDIOVASCULAR DISEASE. ADDRESSING COMMON RISK FACTORS THROUGH HEALTH PROGRAMS, MEDICAL HOMES, SCREENING AND IMPROVED PERSONAL FITNESS CAN IMPROVE THE OVERALL HEALTH OF OUR RESIDENTS. RESPONSE:THROUGH THE 1155 WAIVER / DELIVERY SYSTEM REFORM INCENTIVE PROGRAM (DSRIP) PROJECTS METHODIST HEALTH SYSTEM WILL TARGET:A)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 65 PERCENT OR 935 ARE EXPECTED TO HAVE UNCONTROLLED A1C LEVELS. THE PROJECT SEEKS TO DECREASE THE NUMBER OF TARGETED PATIENTS IN THE PROGRAM WITH UNCONTROLLED A1C LEVELS BY 3 PERCENT.B)BLOOD PRESSURE CONTROL RATE WILL RESULT IN A 3 PERCENT IMPROVEMENT OF PATIENTS IN THE PROGRAM WITH CONTROLLED BLOOD PRESSURE. OUT OF THE 1,439 PATIENTS EXPECTED TO BE IN THE PROGRAM, 25 PERCENT OR 360 ARE EXPECTED TO HAVE CONTROLLED BLOOD PRESSURE LEVELS.C)THE OUTCOME MEASURE OF DIABETIC 30 DAY READMISSION RATE WILL RESULT IN A 10 PERCENT REDUCTION OF THE DIABETES 30 DAY READMISSION RATE FROM THE TARGETED POPULATION. HISTORICALLY THE DIABETES READMISSION RATE AT THE HOSPITAL IS 5.21 PERCENT. THEREFORE, WE EXPECT THE DIABETES 30 DAY READMISSION RATE AMONG THIS TARGET POPULATION TO BE 5.21 PERCENT OR 75 PATIENTS. IN DSRIP YEAR 4, THE GOAL IS TO DECREASE DIABETES 30 DAY READMISSIONS TO THE HOSPITAL FROM THIS TARGET POPULATION BY 10 PERCENT WITH AN ADDITIONAL 10 PERCENT REDUCTION OVER DSRIP YEAR 4 IN DSRIP YEAR 5.D)THE OUTCOME MEASURE OF ALL CAUSE READMISSION RATE WILL RESULT IN A 5 PERCENT DECREASE IN ALL CAUSE READMISSIONS FROM THE TARGETED POPULATION BY DSRIP YEAR 5 BY PROVIDING BETTER CARE SITES FOR FREQUENT USERS OF ED SERVICES.E)ED PATIENTS THAT HAVE EITHER A PRINCIPAL OR SECONDARY DIAGNOSIS OF DIABETES AND NEED EDUCATION ON MANAGING DIABETES, HAVE HIGH RISK NEEDS ASSOCIATED WITH DIABETES BASED ON CLINICAL PROTOCOLS OF HBA1C >9.0 PERCENT, AT LEAST ONE ED VISIT IN THE PAST 12 MONTHS AND/OR HAVE NOT RECEIVED DIABETES EDUCATION WITHIN THE PAST FIVE YEARS. OUR ANNUAL ED VISITS ARE APPROXIMATELY 72,000.THOSE DIAGNOSED WITH DIABETES AS THE PRIMARY OR SECONDARY DIAGNOSIS IS 4,796. WE WILL ADDRESS THIS SOLUTION BY INCREASING MULTI-DISCIPLINARY TEAMS IN THE ED AND A NEW SELF-MANAGEMENT PROGRAM THAT ESTABLISHES INDIVIDUAL PATIENT GOAL. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30 DAYS POST DISCHARGE AND COMMUNITY OUTREACH. METHODIST HEALTH SYSTEM'S FAMILY HEALTH CLINIC OPERATES THE MEDASSIST PROGRAM, WHICH PROVIDES FREE PRESCRIPTION MEDICATIONS TO PATIENTS WHILE SOCIAL WORKERS NEGOTIATE WITH PHARMACEUTICAL COMPANIES FOR LONG TERM ASSISTANCE. WITHOUT PROPER MEDICATION, PATIENTS WITH CHRONIC CONDITIONS CAN DEVELOP SERIOUS, SOMETIMES FATAL MEDICAL PROBLEMS. THE ONLY OPTION FOR MANY PATIENTS IS TO SEEK TREATMENT AT THE NEAREST EMERGENCY ROOM ONCE THEIR CONDITIONS HAVE DETERIORATED. THAT CYCLE JEOPARDIZES THEIR HEALTH AND BURDENS LOCAL HOSPITALS BY OVERLOADING ER'S WITH PATIENTS WHOSE MEDICAL NEEDS COULD HAVE OTHERWISE BEEN MET. THE MEDASSIST PROGRAM PROVIDES VITAL BRIDGE MEDICATIONS. 54 PRESCRIPTIONS IN THE LAST YEAR WERE FUNDED BY THE MHS FOUNDATION TOTALING $5,211, TO PATIENTS IN FINANCIAL NEED. THROUGH PHARMACEUTICAL PARTNERSHIPS, WE ALSO CONNECTED PATIENTS TO 1,207 PRESCRIPTIONS FOR FREE MEDICATIONS VALUED AT $544,809. 2) HEALTHCARE ACCESS-HEALTH INSURANCE COVERAGE AND PHYSICIAN SHORTAGE. METHODIST HEALTH SYSTEM'S COMMUNITY HAS A LARGE PORTION OF RESIDENTS WHO ARE UNINSURED. IMPLEMENTATION OF THE AFFORDABLE CARE ACT WILL IMPACT THE PERCENTAGE OF ADULTS AND CHILDREN RECEIVING HEALTH INSURANCE COVERAGE AND WILL ALSO IMPACT PHYSICIAN TO POPULATION RATIOS FOR THE INSURED. THE CHANGING ENVIRONMENT WILL CALL FOR MONITORING PROVIDER ACCEPTANCE OF NEW PATIENTS BY PAYMENT SOURCE, AS WELL AS A NEED TO INFORM ELIGIBLE PERSONS OF ANY CHANGING INSURANCE ELIGIBILITY REQUIREMENTS. THERE IS ALSO A SHORTAGE OF PRIMARY CARE PHYSICIANS AND THEY ARE MAL-DISTRIBUTED WITHIN THE COUNTY THEREBY LEAVING AREAS UNDERSERVED. RESPONSE: MEDASSIST AIMS TO STOP THE CYCLE BY CONNECTING PATIENTS WITH LONG TERM DRUG ASSISTANCE PLANS, BRIDGING THE GAP UNTIL THOSE PLANS BEGIN AND MANAGING PATIENTS' MEDICAL CONDITIONS OVER TIME. METHODIST MAINTAINS AN ACTIVE PROGRAM TO RECRUIT PRIMARY CARE PHYSICIANS TO THE AREA (THE RECRUITMENT PROGRAM). THE RECRUITMENT PROGRAM ASSISTS ESTABLISHED MEDICAL STAFF MEMBERS IN ATTRACTING ASSOCIATES AND RECRUITS PHYSICIANS FOR SOLO PRACTICE. IN ADDITION, METHODIST OPERATES A MANAGEMENT SERVICE ORGANIZATION THAT CONTRACTS WITH PHYSICIANS FOR THE PROVISION OF COMPREHENSIVE PRACTICE MANAGEMENT SERVICES, INCLUDING PROVISION OF MEDICAL OFFICE SPACE, FURNISHINGS AND EQUIPMENT, MEDICAL AND OFFICE SUPPLIES, ALL NON-PHYSICIAN STAFF AND OTHER MANAGEMENT RESOURCES. THE MANAGEMENT SERVICE ORGANIZATION DRAMATICALLY REDUCES THE ADMINISTRATIVE BURDENS PLACED ON PHYSICIANS AND THUS, ATTRACTS PHYSICIANS TO METHODIST AND ITS SERVICE AREA. METHODIST HEALTH SYSTEM OFFERS AN EXTENSIVE FAMILY PRACTICE RESIDENCY PROGRAM THAT TRAINS, A LARGE PERCENTAGE OF THE PRIMARY CARE PHYSICIANS MANY OF WHOM CHOOSE TO STAY IN THE AREA TO ESTABLISH THEIR PRACTICES. 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS AND LARGE GEOGRAPHIC AREAS OF METHODIST HEALTH SYSTEM'S COMMUNITY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES-PRIMARY AND SPECIALTY CARE-AND ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST, CERVIX AND SKIN THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION. 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. METHODIST HEALTH SYSTEM'S COMMUNITY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. (CONTINUED ON FORM 990, SCHEDULE O) |
| METHODIST REHABILITATION HOSPITAL | PART V, SECTION B, LINE 21C: METHODIST REHABILITATION HOSPITAL IS A REHABILITATION HOSPITAL AND IS NOT EQUIPPED TO PROVIDE EMERGENCY CARE. |
| METHODIST DALLAS MEDICAL CENTER | PART V, SECTION B, LINE 22D: UNINSURED PATIENTS WHO DO NOT QUALIFY UNDER THE FAP STILL QUALIFY FOR A 40% DISCOUNT OFF OF BILLED CHARGES. THE PERCENTAGE IS DETERMINED ANNUALLY BASED ON THE WEIGHTED AVERAGE DISCOUNT PROVIDED TO THE FOUR LARGEST HMO/PPO PLANS. INDIVIDUALS WHO APPLY FOR AND ARE DETERMINED TO QUALIFY UNDER THE HOSPITALS FINANCIAL ASSISTANCE POLICY ARE NOT REQUIRED TO PAY ANY AMOUNT OF THE HOSPITAL BILL. |
| METHODIST CHARLTON MEDICAL CENTER | PART V, SECTION B, LINE 22D: UNINSURED PATIENTS WHO DO NOT QUALIFY UNDER THE FAP STILL QUALIFY FOR A 40% DISCOUNT OFF OF BILLED CHARGES. THE PERCENTAGE IS DETERMINED ANNUALLY BASED ON THE WEIGHTED AVERAGE DISCOUNT PROVIDED TO THE FOUR LARGEST HMO/PPO PLANS. INDIVIDUALS WHO APPLY FOR AND ARE DETERMINED TO QUALIFY UNDER THE HOSPITALS FINANCIAL ASSISTANCE POLICY ARE NOT REQUIRED TO PAY ANY AMOUNT OF THE HOSPITAL BILL. |
| METHODIST MANSFIELD MEDICAL CENTER | PART V, SECTION B, LINE 22D: UNINSURED PATIENTS WHO DO NOT QUALIFY UNDER THE FAP STILL QUALIFY FOR A 40% DISCOUNT OFF OF BILLED CHARGES. THE PERCENTAGE IS DETERMINED ANNUALLY BASED ON THE WEIGHTED AVERAGE DISCOUNT PROVIDED TO THE FOUR LARGEST HMO/PPO PLANS. INDIVIDUALS WHO APPLY FOR AND ARE DETERMINED TO QUALIFY UNDER THE HOSPITALS FINANCIAL ASSISTANCE POLICY ARE NOT REQUIRED TO PAY ANY AMOUNT OF THE HOSPITAL BILL. |
| METHODIST RICHARDSON MEDICAL CENTER | PART V, SECTION B, LINE 22D: UNINSURED PATIENTS WHO DO NOT QUALIFY UNDER THE FAP STILL QUALIFY FOR A 40% DISCOUNT OFF OF BILLED CHARGES. THE PERCENTAGE IS DETERMINED ANNUALLY BASED ON THE WEIGHTED AVERAGE DISCOUNT PROVIDED TO THE FOUR LARGEST HMO/PPO PLANS. INDIVIDUALS WHO APPLY FOR AND ARE DETERMINED TO QUALIFY UNDER THE HOSPITALS FINANCIAL ASSISTANCE POLICY ARE NOT REQUIRED TO PAY ANY AMOUNT OF THE HOSPITAL BILL. |
| METHODIST REHABILITATION HOSPITAL | PART V, SECTION B, LINE 22D: CHARGES ARE DISCOUNTED ON A SLIDING SCALE BASED ON PATIENTS INCOME RELATIVE TO FEDERAL POVERTY GUIDELINES. |
| METHODIST HOSPITAL FOR SURGERY | PART V, SECTION B, LINE 22D: HOSPITAL USED THE DISCOUNT AS COMPUTED UNDER ITS SELF PAY POLICY |
| PART V, SECTION B, LINE 16 | FINANCIAL ASSISTANCE POLICY WEBSITE AVAILABILITY |
| METHODIST DALLAS MEDICAL CENTER PART V, SECTION B, LINE 16A WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN |
| METHODIST DALLAS MEDICAL CENTER PART V, SECTION B, LINE 16B WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION |
| METHODIST DALLAS MEDICAL CENTER PART V, SECTION B, LINE 16C WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM |
| METHODIST CHARLTON MEDICAL CENTER PART V, SECTION B, LINE 16A WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN |
| METHODIST CHARLTON MEDICAL CENTER PART V, SECTION B, LINE 16B WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION |
| METHODIST CHARLTON MEDICAL CENTER PART V, SECTION B, LINE 16C WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM |
| METHODIST MANSFIELD MEDICAL CENTER PART V, SECTION B, LINE 16A WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN |
| METHODIST MANSFIELD MEDICAL CENTER PART V, SECTION B, LINE 16B WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION |
| METHODIST MANSFIELD MEDICAL CENTER PART V, SECTION B, LINE 16C WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM |
| METHODIST RICHARDSON MEDICAL CENTER PART V, SECTION B, LINE 16A WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/FINANCIAL-ASSISTAN |
| METHODIST RICHARDSON MEDICAL CENTER PART V, SECTION B, LINE 16B WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/CHARITYAPPLICATION |
| METHODIST RICHARDSON MEDICAL CENTER PART V, SECTION B, LINE 16C WEBSITE: | HTTP://WWW.METHODISTHEALTHSYSTEM.ORG/WORKFILES/FINANCIAL/PLAIN-LANGUAGE-SUM |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 2 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| GOLDEN CROSS ACADEMIC CLINIC | ||||
| 122 W COLORADO BLVD | DALLAS | TX | 75209 | FREE STANDING CLINIC AND TEACHING FACILITY |
| METHODIST CHARLTON FAMILY MEDICAL CENTER | ||||
| 3500 W WHEATLAND RD | DALLAS | TX | 75237 | OUTPATIENT CARE AND TEACHING CENTER |
Supplemental Information Detail SupplementalInformationDetail (17 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I, LINE 3C: | AS PART OF ITS MISSION, MHS PROVIDES CHARITY CARE TO PATIENTS WHO LACK THE ABILITY TO PAY. THE DETERMINATION OF THE ABILITY TO PAY MAY TAKE INTO ACCOUNT A NUMBER OF FINANCIAL VARIABLES, INCLUDING BUT NOT LIMITED TO: (1) THE EARNING STATUS AND POTENTIAL OF THE PATIENT AND FAMILY (2) OTHER SOURCES OF INCOME AND ASSETS (3) LEVEL AND TYPE OF LIABILITIES (4) ABILITY TO OBTAIN ADDITIONAL CREDIT (5) THE AMOUNT AND FREQUENCY OF HOSPITAL/MEDICAL BILLS AND (6) FAMILY SIZE. ALL OR PART OF THE HOSPITAL BILL MAY BE CONSIDERED CHARITY CARE. MEDICALLY INDIGENT PATIENTS INCLUDE THOSE PATIENTS WHO ARE CAPABLE OF PAYING FOR LIVING EXPENSES, BUT WHOSE MEDICAL AND HOSPITAL BILLS, AFTER PAYMENT BY THIRD PARTY PAYERS, WOULD REQUIRE USE OR LIQUIDATION OF INCOME AND/OR ASSETS CRITICAL TO LIVING OR EARNING A LIVING. AT A MINIMUM ALL UNINSURED PATIENTS RECEIVE A 40% DISCOUNT. |
| PART I, LINE 7: | CONSISTENT WITH ITS REPORTS PREPARED FOR ITS ANNUAL STATEMENT OF COMMUNITY BENEFITS REPORT FOR TEXAS NON-PROFIT HOSPITAL MHS RATIOS ARE BASED ON THE TOTAL PATIENT CARE OPERATING EXPENSE DIVIDED BY GROSS PATIENT SERVICE REVENUE. |
| PART I, LINE 7G: | SUBSIDIZED HEALTH SERVICES INCLUDE THE FOLLOWING: METHODIST, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING, AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. METHODIST DALLAS MAINTAINS HELIPADS FOR THE HELICOPTER SERVICE. ALSO, METHODIST DALLAS STAFFS THE NEONATAL TRANSPORT TEAMS THAT ARE RESPONSIBLE FOR TRANSPORTING THE ILL NEONATES FROM OUTLYING AREAS TO METHODIST DALLAS, VIA AMBULANCE. METHODIST DALLAS ALSO PROVIDES MEDICAL CONTROL SERVICES, INCLUDING MEDICAL DIRECTION, PROTOCOL DEVELOPMENT, CONTINUING EDUCATION AND A QUALITY IMPROVEMENT INITIATIVE TO A TOTAL OF FIFTEEN FIRE DEPARTMENTS AND EMS AGENCIES IN NORTH CENTRAL TEXAS. THIS SERVICE WOULD NOT BE POSSIBLE WITHOUT BEING SUBSIDIZED. METHODIST ALSO PARTICIPATES IN THE DALLAS COUNTY AND TARRANT COUNTY INDIGENT CARE PROGRAMS WHICH ARE DESIGNED TO ENHANCE ACCESS AND DELIVERY OF COST-EFFECTIVE HEALTHCARE SERVICES TO INDIGENT PATIENTS OF DALLAS AND TARRANT COUNTIES. METHODIST ALSO SUBSIDIZES TRAMA SERVICES FOR ITS E.R.'S AND HOSPITALS AT ITS HOSPITALS. |
| PART I, LN 7 COL(F): | NET PATIENT SERVICE REVENUE IS REPORTED AT THE ESTIMATED NET REALIZABLE AMOUNTS FROM PATIENTS AND THIRD-PARTY PAYORS FOR SERVICES RENDERED, INCLUDING ESTIMATED RETROACTIVE ADJUSTMENTS UNDER REIMBURSEMENT AGREEMENTS WITH THIRD-PARTY PAYORS. BAD DEBT IS TREATED AS A REDUCTION IN PATIENT REVENUE ON FORM 990, PART VIII. |
| PART II, COMMUNITY BUILDING ACTIVITIES: | MHS BELIEVES THAT BY BEING FULLY ENGAGED IN COMMUNITY BUILDING ACTIVITIES INCLUDING, BUT NOT LIMITED TO, ECONOMIC AND WORKFORCE DEVELOPMENT, ENVIRONMENTAL AND SAFETY ISSUES, AS WELL AS COMMUNITY HEALTH ADVOCACY AND COMMUNITY SUPPORT IT CAN CONTRIBUTE BOTH DIRECTLY AND INDIRECTLY TO A HEALTHIER AND MORE VIBRANT COMMUNITY. MHS IS A MEMBER OF SEVERAL NATIONAL, STATE AND LOCAL HEALTHCARE ADVOCACY ORGANIZATIONS THAT PROMOTE HEALTHCARE POLICIES AND EDUCATE PEOPLE ON POLICIES THAT IMPACT HEALTHCARE ISSUES FACING THE COMMUNITIES. MHS ALSO PUBLISHES A COMMUNITY MAGAZINE TO KEEP THOSE IN ITS SERVICE AREA INFORMED OF ISSUES REGARDING THE CHANGES IN HEALTHCARE AS THEY ARISE AS WELL AS PROMOTING HEALTHY LIFESTYLES. MHS COMMITTS SIGNIFICANT RESOURCES IN THE AREA OF PHYICIAN RECRUITING FOR NEEDED SPECIALTIES AND IN UNDERSERVED AREAS. |
| PART III, LINE 2: | MHS PROVIDES HEALTH CARE SERVICES TO PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. MHS MAINTAINS AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS FOR ESTIMATED LOSSES RESULTING FROM A PAYOR'S INABILITY TO MAKE PAYMENTS ON ACCOUNTS. THE ALLOWANCE IS BASED ON HISTORICAL WRITE-OFFS AND THE AGING OF THE ACCOUNTS; MANAGEMENT CONTINUALLY MONITORS AND ADJUSTS THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS RECEIVABLE. ACCOUNTS ARE WRITTEN OFF WHEN ROUTINE BILLINGS AND COMMUNICATION WITH THE PAYOR ARE NOT EXPECTED TO RESULT IN PAYMENT. MHS COLLECTION EFFORTS CONTINUE, AND RECOVERIES OF ACCOUNTS WRITTEN OFF ARE ACCOUNTED FOR AS REDUCTIONS IN THE PROVISION FOR BAD DEBTS. THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS INCREASED TO 33.3% OF GROSS ACCOUNTS RECEIVABLE AT SEPTEMBER 30, 2015 FROM 32.2% AT SEPTEMBER 30, 2014.COSTING METHODOLOGY: CONSISTENT WITH ITS REPORTS PREPARED FOR ITS ANNUAL STATEMENT OF COMMUNITY BENEFITS REPORT FOR TEXAS NON-PROFIT HOSPITAL MHS RATIOS ARE BASED ON THE TOTAL PATIENT CARE OPERATING EXPENSES DIVIDED BY GROSS PATIENT SERVICE REVENUE |
| PART III, LINE 3: | THIER IS NOT SUFFICIENT INFORMATION TO KNOW HOW MUCH OF BAD DEBT WOULD BE ELIGIBLE TO BE CLASSIFED AS CHARITY CARE. |
| PART III, LINE 4: | FOOTNOTE 1, PAGE 12: FINANCIAL STATEMENT FOOTNOTE: NET PATIENT SERVICE REVENUE IS REPORTED AT THE ESTIMATED NET REALIZABLE AMOUNTS FROM PATIENTS AND THIRD-PARTY PAYORS FOR SERVICES RENDERED, INCLUDING ESTIMATED RETROACTIVE ADJUSTMENTS UNDER REIMBURSEMENT AGREEMENTS WITH THIRD-PARTY PAYORS.COSTING METHODOLOGY: CONSISTENT WITH ITS REPORTS PREPARED FOR ITS ANNUAL STATEMENT OF COMMUNITY BENEFITS REPORT FOR TEXAS NON-PROFIT HOSPITAL MHS RATIOS ARE BASED ON THE TOTAL PATIENT CARE OPERATING EXPENSES DIVIDED BY GROSS PATIENT SERVICE REVENUE |
| PART III, LINE 8: | CONSISTENT WITH ITS ANNUAL TEXAS COMMUNITY BENEFITS REPORT THE ALLOWABLE COSTS ARE COMPUTED ON A COST TO CHARGE RATIO. SINCE MEDICARE BENEFICIARIES ARE NOT MEASURED VIA OUR CHARITY CARE POLICIES, IT IS NOT POSSIBLE TO IDENTIFY THE EXACT AMOUNT OF THE SHORTFALL THAT SHOULD BE IDENTIFIED AS A COMMUNITY BENEFIT. HOWEVER,WERE THE HOSPITAL NOT AVAILABLE TO PROVIDE CARE TO THESE INDIVIDUALS IT IS NOT LIKELY THE COMMUNITY WOULD BE ABLE TO PROVIDE ADEQUATE CARE. DUE TO THE SHORTFALL THE HOSPITAL MUST FIND OTHER SOURCES TO FUND THEIR CARE. |
| PART III, LINE 9B: | THE DEBT COLLECTION POLICIES CALL FOR CHARITY CARE APPLICATIONS TO BE GIVEN OUT BOTH AT THE HOSPITAL AND BY THE COLLECTORS AND TO BE REVIEWED FOR QUALIFICATION UNDER THE CHARITY CARE GUIDELINES OR FOR OTHER PROGRAMS. |
| SCHEDULE H,PART IV | METHODIST HEALTHCARE HAS A 99% INTEREST IN METDALSPI HOLDING, LLC WHICH IN TURN OWNS A 51% INTEREST IN METDALSPI, J/V THUS GIVING METHODIST HEALTHCARE AN EFFECTIVE OWNERSHIP INTEREST OF 50.5% IN THE HOSPITAL OPERATING PARTNERSHIP. |
| PART VI, LINE 2: | THIS COMMUNITY BENEFIT PLAN SUMMARY REPORT RELIES IN PART ON INFORMATION TAKEN FROM THE DALLAS COUNTY HEALTH AND HUMAN SERVICES (DCHHS) COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) TITLED "HORIZONS: THE DALLAS COUNTY COMMUNITY HEALTH NEEDS ASSESSMENT; THE TEXAS HEALTHCARE TRANSFORMATION AND QUALITY IMPROVEMENT PROGRAM CHNA FOR REGIONAL HEALTHCARE PARTNERSHIP 10 COVERING NINE COUNTIES INCLUDING TARRANT, JOHNSON AND ELLIS COUNTIES; AND THE TEXAS HEALTHCARE TRANSFORMATION AND QUALITY IMPROVEMENT PROGRAM CHNA FOR REGIONAL HEALTHCARE PARTNERSHIP 18 COVERING COLLIN, GRAYSON AND ROCKWALL COUNTIES. THESE DOCUMENTS WERE USED TO CREATE METHODIST HEALTH SYSTEM FACILITIES' COMMUNITY HEALTH NEEDS ASSESSMENT AS REQUIRED BY THE IRS AND IS USED TO DEFINE THE UNMET NEEDS AND AREAS FOR HEALTH STATUS IMPROVEMENT SPECIFIC TO THE REGIONS IT SERVES. |
| PART VI, LINE 3: | THE POLICY IS POSTED ON THE MHS WEBSITE. FURTHER SIGNAGE IS IN ALL ACCESS AREAS AS WELL AS WRITTEN INFORMATION PROVIDED TO PATIENTS UPON ADMITTANCE. THE POLICY IS ATTACHED TO PATIENT INVOICES AND BILLING PERSONNEL FOLLOW UP TO PROVIDE THE INFORMATION WHEN IN CONTACT WITH THE PATIENT. |
| PART VI, LINE 4: | THE METHODIST SERVICE AREA IS LOCATED IN THE SOUTHERN SECTION OF DALLAS COUNTY AND EXTENDS INTO THE SOUTH EAST QUADRANT OF TARRANT COUNTY. ALSO INCLUDED ARE SOUTHWEST COLLIN COUNTY AND THE NORTHERN TIER OF BOTH JOHNSON AND ELLIS COUNTIES.LARGE PARTS OF METHODIST'S SERVICE AREA HAVE: (I) HIGH PERCENTAGES OF HOUSEHOLDS IN POVERTY, (II) LOW MEDIAN HOUSEHOLD INCOME, (III) HIGH PERCENTAGES OF ADULTS WITH LESS THAN HIGH SCHOOL EDUCATION, (IV) HIGH PERCENTAGES OF BLUE COLLAR WORKERS, AND (V) LOW PERCENTAGES OF MANAGERIAL AND PROFESSIONAL WORKERS. CONSEQUENTLY, METHODIST PROVIDES LARGE AMOUNTS OF UNCOMPENSATED CARE. DURING THE PAST YEAR, THE CONDITIONS IN METHODIST'S SERVICE AREA HAVE NOT CHANGED, AND METHODIST CONTINUES TO PLAY A VITAL ROLE IN THE COMMUNITY, PARTICULARLY IN CARING FOR INDIGENTS.MANY NEIGHBORHOODS WITHIN METHODIST DALLAS' SERVICE AREA HAVE VERY HIGH POVERTY, A HIGH RATE OF BIRTHS TO TEENAGERS, HIGH PREMATURE BIRTHS, HIGH INFANT MORTALITY, LOWER THAN AVERAGE HIGH SCHOOL GRADUATION RATES, AND HIGH PERCENTAGES OF CHILDREN. THIS IS TRUE FOR THE AREAS CLOSEST TO METHODIST CHARLTON AS WELL; HOWEVER THE FAR SOUTHERN PORTIONS OF THE METHODIST SERVICE AREA AS WELL AS THE NORTHERN PORTIONS TEND TO BE MORE ECONOMICALLY STABLE WITH STRONGER SOCIOECONOMIC INDICATORS. THESE AREAS INCLUDE MIDLOTHIAN, CEDAR HILL, MANSFIELD, RICHARDSON AND PLANO. |
| PART VI, LINE 5: | THE ORGANIZATION PARTICIPATES IN MANY COMMUNITY ACTIVITIES THAT PROMOTE PROPER HEALTH IN THE COMMUNITY. SEE DISCRIPTIONS PROVIDED IN PART III, FORM 990. THE ORGANIZATION IS COMPRISED OF A COMMUNITY BOARD, EXTENDS MEDICAL STAFF PRIVILEGESS TO ALL QUALIFIED PHYSICIANS AND COMMITS SIGNIFICANT RESOURCES TO MEDICAL EDUCATION. |
| PART VI, LINE 6: | METHODIST HOSPITALS OF DALLAS (D/B/A) METHODIST HEALTH SYSTEM WORKS IN TANDEM WITH ITS AFFILITATES (SEE SCHEDULE R)TO MEET THE VARYING HEALTHCARE NEEDS OF THE COMMUNITY IT SERVES. |
| PART VI, LINE 7, REPORTS FILED WITH STATES | TX |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (32 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt | Recipient EINRecipientEIN |
|---|---|---|---|---|---|---|---|
| 2015 FESTIVAL OF TREES & HOLIDAY HOME TOUR | |||||||
| 1200 BROAD STREET | MANSFIELD | TX | 76063 | 501(C)(3) | $2,500 | COMMUNITY OUTREACH | |
| AMERICAN CANCER SOCIETY | |||||||
| 8900 JOHN W CARPENTER | DALLAS | TX | 75247 | 501(C)(3) | $5,000 | COMMUNITY OUTREACH | |
| AMERICAN DIABETES ASSOCIATION | |||||||
| 4100 ALPHA ROAD | DALLAS | TX | 75244 | 501(C)(3) | $1,000 | COMMUNITY OUTREACH | |
| AMERICAN KIDNEY FUND | |||||||
| 11921 OCKVILLE PIKE | ROCKVILLE | MD | 20852 | 501(C)(3) | $1,500 | COMMUNITY OUTREACH | |
| BROTHER BILLS HELPING HAND | |||||||
| 3906 WESTMORELAND | DALLAS | TX | 75212 | 501(C)(3) | $84,433 | COMMUNITY OUTREACH | |
| CAREFLIGHT | |||||||
| 3110 S GREAT SW PKWY | GRAND PRAIRIE | TX | 75052 | 501(C)(3) | $5,000 | COMMUNITY OUTREACH | |
| CEDAR HILL CHAMBER CARDIO SHACK | |||||||
| 300 W HOUSTON | CEDAR HILL | TX | 75104 | 501(C)(3) | $2,300 | COMMUNITY OUTREACH | |
| CEDAR HILL EDUCATION FOUNDATION | |||||||
| 285 UPTOWN BLVD | CEDAR HILL | TX | 75104 | 501(C)(3) | $2,175 | COMMUNITY OUTREACH | |
| CHRISTS FAMILY CLINIC | |||||||
| 6409 PRESTON RD | DALLAS | TX | 75205 | 501(C)(3) | $5,000 | COMMUNITY OUTREACH | |
| CHURCH OF THE DISCIPLES | |||||||
| 220 S COCKRELL RD | DESOTO | TX | 75115 | 501(C)(3) | $700 | COMMUNITY OUTREACH | |
| DALLAS BAPTIST UNIV | |||||||
| 3000 MOUNTAIN CREEK PKWY | DALLAS | TX | 75211 | 501(C)(3) | $1,200 | COMMUNITY OUTREACH | |
| DALLAS BLUE FOUNDATION | |||||||
| 6125 SHERRY LANE | DALLAS | TX | 75225 | 501(C)(3) | $10,000 | COMMUNITY OUTREACH | |
| DALLAS COUNTY INDIGENT CARE CORP (DCICC) | |||||||
| PO BOX 655999 | DALLAS | TX | 75265 | 501(C)(3) | $28,510,894 | INDIGENT CARE | 260610562 |
| DONATE LIFE AMERICA | |||||||
| 701 E BYRD ST | RICHMOND | VA | 23219 | 501(C)(3) | $3,110 | COMMUNITY OUTREACH | |
| DUNCANVILLE FIRST BAPTIST CHURCH | |||||||
| 323 WHEATLAND RD | DUNCANVILLE | TX | 75116 | 501(C)(3) | $500 | COMMUNITY OUTREACH | |
| HEART OF DUNCANVILLEBEN FRANKLIN APOTHCARY | |||||||
| 204 MAIN ST | DUNCANVILLE | TX | 75116 | 501(C)(3) | $1,000 | COMMUNITY OUTREACH | |
| LEUKEMIA & LYMPHOMA FOUNDATION | |||||||
| PO BOX 4072 | PITTSFIELD | MA | 01202 | 501(C)(3) | $5,000 | COMMUNITY OUTREACH | |
| MAINSTAGE CLASSIC THEATRE | |||||||
| 1557 E BROAD ST | MANSFIELD | TX | 76063 | 501(C)(3) | $500 | COMMUNITY OUTREACH | |
| MANSFIELD ISD ATHLETICS HALL OF HONOR | |||||||
| 3700 E BROAD ST | MANSFIELD | TX | 76063 | 501(C)(3) | $1,000 | COMMUNITY OUTREACH | |
| MARCH OF DIMES | |||||||
| 12660 COIT RD | DALLAS | TX | 75251 | 501(C)(3) | $10,000 | COMMUNITY OUTREACH | |
| MAYORS BACK TO SCHOOL | |||||||
| 1500 MARILLA ST | DALLAS | TX | 75201 | 501(C)(3) | $2,500 | COMMUNITY OUTREACH | |
| MEDCTHE POTTERS HOUSE | |||||||
| 6777 W KIEST BLVD | DALLAS | TX | 75236 | 501(C)(3) | $4,025 | COMMUNITY OUTREACH | |
| MOREHOUSE COLLEGE OF MEDICINE | |||||||
| 702 WESTVIEW DR | ATLANTA | GA | 30310 | 501(C)(3) | $300 | COMMUNITY OUTREACH | |
| NATIONAL KIDNEY FOUNDATION | |||||||
| 5429 LBJ FREEWAY | DALLAS | TX | 75240 | 501(C)(3) | $250 | COMMUNITY OUTREACH | |
| NAVARRO COLLEGE | |||||||
| 3200 W 7TH AVE | CORSICANA | TX | 75110 | 501(C)(3) | $925 | COMMUNITY OUTREACH | |
| PKD FOUNDATION | |||||||
| 8330 WARD PKWY | KANSAS CITY | MO | 64114 | 501(C)(3) | $1,000 | COMMUNITY OUTREACH | |
| SALESMANSHIP CLUB | |||||||
| 106 E 10TH ST | DALLAS | TX | 75203 | 501(C)(3) | $20,000 | COMMUNITY OUTREACH | |
| SOUTHWEST TRANSPLANT FOUNDATION | |||||||
| 810 N ZANG BLVD | DALLAS | TX | 75208 | 501(C)(3) | $10,000 | COMMUNITY OUTREACH | |
| TARRANT COUNTY INDIGENT CARE CORP (TCICC) | |||||||
| 612 E LAMAR BLVD | ARLINGTON | TX | 76011 | 501(C)(3) | $2,491,519 | INDIGENT CARE | 260648532 |
| TAYLORS GIFT FOUNDATION | |||||||
| 106 N DENTON TAP RD | COPPELL | TX | 75019 | 501(C)(3) | $5,000 | COMMUNITY OUTREACH | |
| UNOSUNITED NETWORK ORGAN SHARING | |||||||
| 700 N 4TH ST | RICHMOND | VA | 23219 | 501(C)(3) | $1,000 | COMMUNITY OUTREACH | |
| CENTER FOR STRATEGIC & INTERNATIONAL STUDIES | |||||||
| 1616 RHODE ISLAND AVE NW | WASHINGTON DC | DC | 20036 | $5,000 | HEALTH CARE STUDIES | 521501082 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 32 | Total501c3OrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | NURSING & JUNIOR VOLUNTEER SCHOLARSHIPS | GrantTypeTxt |
| Recipient | 59 | RecipientCnt |
| Cash Grant | $131,540 | CashGrantAmt |
| Valuation Method Used | CASH | ValuationMethodUsedDesc |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, LINE 2: | FormAndLineReferenceDesc |
| Explanation | THE MAIN GRANTS ARE TO DCICC AND TCICC ARE MONITORED BY THE CFO AND HIS STAFF AT MHS. THE CFO OF MHS IS ON THE BOARD OF EACH ORGANIZATION. THE REMAINING GRANTS ARE MONITORED BY EITHER THE LEADERSHIP IN THE FINANCE DEPARTMENT OR LEADERSHIP OF THE HOSPITAL ADMINISTRATIVE AREA THAT WORKS WITH THE ORGANIZATION. THE GRANTS FOR NURSING AND JUNIOR VOLUNTEER SCHOLARSHIPS ARE MONITORED BY THE INTERNAL CONTROLS OF MHS TO MAKE SURE THEY ARE PAID IN ACCORDANCE WITH THE GUIDLINES OF THE PROGRAM. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Independent Consultant | Yes (X) | IndependentConsultantInd |
| Written Employment Contract | Yes (X) | WrittenEmploymentContractInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | Yes (1) | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | Yes (1) | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (32 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| MUELLER STEPHEN MD | ||||||||||||||
| DIR/MCMC MED DIR ICU | $0 | $0 | $0 | $0 | $195,000 | $10,000 | $0 | $0 | $0 | $0 | $195,000 | $10,000 | $0 | $0 |
| MANSFIELD STEPHEN PHD | ||||||||||||||
| PRES/CEO | $1,043,846 | $0 | $549,687 | $0 | $249,001 | $0 | $248,546 | $0 | $23,028 | $0 | $2,114,108 | $0 | $237,758 | $0 |
| SCHAEFER MICHAEL | ||||||||||||||
| TREA/ ASST SEC/EVP/CFO | $546,362 | $0 | $245,457 | $0 | $179,801 | $0 | $18,850 | $0 | $53,862 | $0 | $1,044,332 | $0 | $98,581 | $0 |
| MILONE ROBERT | ||||||||||||||
| ASST TREA | $167,709 | $0 | $22,593 | $0 | $934 | $0 | $12,159 | $0 | $24,481 | $0 | $227,876 | $0 | $0 | $0 |
| PRICE MICHAEL | ||||||||||||||
| ASST SEC/CLO | $397,549 | $0 | $134,837 | $0 | $44,340 | $0 | $61,023 | $0 | $33,598 | $0 | $671,347 | $0 | $40,655 | $0 |
| BAUMGARTNER JOHN | ||||||||||||||
| SVP/CONTROLLER | $328,342 | $0 | $75,287 | $0 | $76,133 | $0 | $18,601 | $0 | $30,355 | $0 | $528,718 | $0 | $50,046 | $0 |
| BOX APRIL | ||||||||||||||
| MHSF PRES | $355,478 | $0 | $104,057 | $0 | $35,495 | $0 | $42,525 | $0 | $25,682 | $0 | $563,237 | $0 | $31,080 | $0 |
| BRIZIUS CHARLES | ||||||||||||||
| SVP | $302,547 | $0 | $64,444 | $0 | $24,923 | $0 | $18,850 | $0 | $17,815 | $0 | $428,579 | $0 | $0 | $0 |
| FARROW PAUL | ||||||||||||||
| SVP/PRES MEDHEALTH | $245,928 | $0 | $52,444 | $0 | $895 | $0 | $36,180 | $0 | $14,614 | $0 | $350,061 | $0 | $0 | $0 |
| FLYNN CHERYL | ||||||||||||||
| SVP | $333,301 | $0 | $85,169 | $0 | $2,359 | $0 | $34,252 | $0 | $34,024 | $0 | $489,105 | $0 | $0 | $0 |
| GERDES MELISSA | ||||||||||||||
| PRES ACO | $198,756 | $0 | $33,908 | $0 | $895 | $0 | $9,573 | $0 | $17,251 | $0 | $260,383 | $0 | $0 | $0 |
| HUTCHENRIDER EKENNETH | ||||||||||||||
| PRES MRMC | $327,475 | $0 | $108,359 | $0 | $57,968 | $0 | $55,249 | $0 | $23,926 | $0 | $572,977 | $0 | $54,909 | $0 |
| IRVINE LAURA | ||||||||||||||
| EVP STSTEM ALIGNMENT | $499,712 | $0 | $191,188 | $0 | $60,215 | $0 | $89,331 | $0 | $10,050 | $0 | $850,496 | $0 | $55,599 | $0 |
| LAUKATLS FRAN | ||||||||||||||
| PRES MCMC | $205,734 | $0 | $35,118 | $0 | $895 | $0 | $6,109 | $0 | $14,372 | $0 | $262,228 | $0 | $0 | $0 |
| LEA JAN | ||||||||||||||
| SVP | $238,415 | $0 | $40,431 | $0 | $895 | $0 | $16,909 | $0 | $21,831 | $0 | $318,481 | $0 | $0 | $0 |
| MCNUTT PAMELA | ||||||||||||||
| SVP | $398,013 | $0 | $135,020 | $0 | $63,556 | $0 | $56,587 | $0 | $30,271 | $0 | $683,447 | $0 | $60,796 | $0 |
| PHILLIPS JOHN | ||||||||||||||
| PRES MMMC | $316,325 | $0 | $101,079 | $0 | $2,724 | $0 | $53,642 | $0 | $22,049 | $0 | $495,819 | $0 | $0 | $0 |
| PIERCE LESLIE | ||||||||||||||
| SVP | $225,568 | $0 | $38,482 | $0 | $895 | $0 | $7,895 | $0 | $18,656 | $0 | $291,496 | $0 | $0 | $0 |
| STOYANOFF PAM | ||||||||||||||
| EVP/COO | $602,717 | $0 | $207,769 | $0 | $93,288 | $0 | $97,357 | $0 | $40,648 | $0 | $1,041,779 | $0 | $87,915 | $0 |
| TEDDER STEPHEN | ||||||||||||||
| AVP/ASST GENERAL COUNSEL | $222,038 | $0 | $18,940 | $0 | $895 | $0 | $10,547 | $0 | $5,455 | $0 | $257,875 | $0 | $0 | $0 |
| TRIFONEJOHN | ||||||||||||||
| SVP | $221,346 | $0 | $35,559 | $0 | $1,672 | $0 | $22,083 | $0 | $8,219 | $0 | $288,879 | $0 | $0 | $0 |
| WALKER RANDY | ||||||||||||||
| SVP | $247,756 | $0 | $58,983 | $0 | $42,441 | $0 | $36,664 | $0 | $20,025 | $0 | $405,869 | $0 | $40,727 | $0 |
| FRASIER NORA | ||||||||||||||
| VP MMMC | $186,662 | $0 | $20,808 | $0 | $10,895 | $0 | $4,628 | $0 | $15,193 | $0 | $238,186 | $0 | $0 | $0 |
| GIACOMA TRACY | ||||||||||||||
| VP MDMC | $176,165 | $0 | $22,657 | $0 | $21,661 | $0 | $7,493 | $0 | $29,038 | $0 | $257,014 | $0 | $0 | $0 |
| RAMBERGER KARLA | ||||||||||||||
| VP MDMC | $201,729 | $0 | $32,484 | $0 | $602 | $0 | $14,490 | $0 | $17,815 | $0 | $267,120 | $0 | $0 | $0 |
| SIMPSON ROBERT | ||||||||||||||
| VP MRMC | $221,828 | $0 | $36,067 | $0 | $295 | $0 | $11,964 | $0 | $15,345 | $0 | $285,499 | $0 | $0 | $0 |
| STREJC IRENE | ||||||||||||||
| VP MRMC | $200,844 | $0 | $32,296 | $0 | $895 | $0 | $7,030 | $0 | $15,223 | $0 | $256,288 | $0 | $0 | $0 |
| KOONSMAN MARTIN MD | ||||||||||||||
| FORMER DIR/ MDMC MEDICAL DIR | $0 | $0 | $0 | $0 | $110,310 | $20,833 | $0 | $0 | $0 | $0 | $110,310 | $20,833 | $0 | $0 |
| BAGCHI SAM MD | ||||||||||||||
| FORMER CMO | $359,558 | $0 | $76,331 | $0 | $7,251 | $0 | $36,589 | $0 | $26,883 | $0 | $506,612 | $0 | $0 | $0 |
| CLARKDAVID | ||||||||||||||
| FORMER PRES. MDMC | $128,077 | $0 | $0 | $0 | $23,388 | $0 | $17,931 | $0 | $4,690 | $0 | $174,086 | $0 | $0 | $0 |
| DAVIS JONATHAN | ||||||||||||||
| FORMER MMMC PRES | $403,577 | $0 | $135,161 | $0 | $62,008 | $0 | $64,207 | $0 | $23,796 | $0 | $688,749 | $0 | $61,112 | $0 |
| SEIMER SCOTT | ||||||||||||||
| FORMER SVP | $100,861 | $0 | $0 | $0 | $5,848 | $0 | $11,280 | $0 | $3,985 | $0 | $121,974 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I, LINE 1A | ORGANIZATION MAINTAINS A SOCIAL CLUB MEMBERSHIP FOR PURPOSES OF BUSINESS MEALS IN ACCORDANCE WITH ORGANIZATION POLICIES. |
| PART I, LINE 4B | ANY CONTRIBUTIIONS TO A SECTION 457(F) NON-QUALIFIED PLAN ARE INCLUDED IN SCHEDULE J, PART II, COLUMN C. |
| PART I, LINE 5 | BONUS CALCULATIONS INCLUDE A SECTION ON OPERATING EFFICIENCY WHICH INCLUDES A SUB-SECTION RELATED TO OPERATING REVENUE GROWTH |
| PART I, LINE 6 | BONUS CALCULATIONS INCLUDE A SECTION ON OPERATING EFFICIENCY WHICH INCLUDES A SUB-SECTION RELATED TO MANAGING OPERATING EXPENSE GROWTH AND NET OPERATING INCOME MARGIN. |
| PART I, LINE 7 | IN ORDER TO RECRUIT AND RETAIN KEY TALENT, MHS OFFERS SHORT AND LONG TERM INCENTIVE PLANS FOR KEY EMPLOYEES. FOR TAX YEAR 2014 THE INCENTIVE PLANS WERE TARGETED TO SUCH GOALS AS INCREASING PHYSICIAN ALIGNMENT WITH MHS, IMPROVEMENTS IN THE QUALITY OF CARE METRICS, PATIENT SATISFACTION GOALS, IDENTIFICATION OF A COMPREHENSIVE EMR SOLUTION FOR MHS AND GROWTH IN NUMBER OF AMBULATORY SITES AND FAMILY HEALTH CENTERS. THERE WERE ALSO FINANCIAL TARGETS RELATED TO OPERATING MHS FINANCIAL AFFAIRS EFFICIENTLY. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| TARRANT COUNTY CULTURAL EDU FAC FINANCE CORP HOSPITAL SERIES 2008 | ||||||||
| A | 043833551 | 87638QBF5 | 2008-09-04 | $200,000,000 | CONSTRUCTION OF MANSFIELD HOSPITAL FACILITY AND OTHER CAPITAL IMPROVEMENTS | 0 | Yes (1) | 0 |
| TARRANT COUNTY CULTURAL EDU FAC FINANCE CORP HOSPITAL SERIES 2013 | ||||||||
| B | 043833551 | 87638QJA8 | 2013-07-25 | $199,996,833 | CONSTRUCT ADDITIONAL FACILITIES AT 3 CAMPUSES AND EQUIPMENT | 0 | Yes (1) | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 entries)
| Bond ReferenceBondReferenceCd | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Credit EnhancementCreditEnhancementAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|
| A | $1,389,481 | $2,963,942 | 2009 | 0 | 0 | Yes (1) | Yes (1) |
| B | $835,033 | 2015 | 0 | 0 | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | 0 | 0 | 0.02950 | 0.02950 | Yes (1) | 0 | 0 |
| B | 0 | 0 | 0 | 0 | 0.00400 | 0.00400 | Yes (1) | 0 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Superintegrated HedgeSuperintegratedHedgeInd | Hedge TerminatedHedgeTerminatedInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd | Gross Proceeds InvestedGrossProceedsInvestedInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | 0 | Yes (1) | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 | |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
Schedule L IRS990ScheduleL
Loans Btwn Org Interested Prsn LoansBtwnOrgInterestedPrsnGrp (2 entries)
| Relationship With OrgRelationshipWithOrgTxt | Loan PurposeLoanPurposeTxt | Loan From OrganizationLoanFromOrganizationInd | Balance DueBalanceDueAmt | DefaultDefaultInd | Board Or Committee ApprovalBoardOrCommitteeApprovalInd | Written AgreementWrittenAgreementInd |
|---|---|---|---|---|---|---|
| STEPHEN MANSFIELD | ||||||
| CEO | SPLIT-DOLLAR LIFE | Yes (X) | $365,711 | 0 | Yes (1) | Yes (1) |
| DAVID HITT | ||||||
| FORMER CEO | SPLIT-DOLLAR LIFE | Yes (X) | $92,631 | 0 | Yes (1) | Yes (1) |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Balance Due | $458,342 | TotalBalanceDueAmt |
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (4 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| RUBEN VELEZ MD | |||
| BOARD MEMBER | $1,000,365 | DR VELEZ IS A BOARD MEMBER OF MHS AND ALSO SERVES AS PRESIDENT OF DALLAS NEPHROLOGY ASSOCIATES (DNA) WHICH PROVIDES SERVICES TO METHODIST HOSPITALS OF DALLAS AND METHODIST TRANSPLANT PHYSICIANS (A WHOLLY OWNED SUBSIDIARY). DR VELEZ DOES NOT RECEIVE COMPENSATION DIRECTLY FROM MHS ONLY AS A PARTNER IN DNA. THE AMOUNT LISTED IS THE ENTIRE PAYMENT TO DALLAS NEPHROLOGY. DR VELEZ SHARE OF THE INCOME OF DALLAS NEPHROLOGY IS UNKNOWN. | 0 |
| MARTIN KOONSMAN MD | |||
| BOARD MEMBER | $131,193 | MEDICAL DIRECTOR MHS | 0 |
| STEPHEN MUELLER MD | |||
| BOARD MEMBER | $205,000 | MEDICAL DIRECTOR MHS | 0 |
| DUNCAN FULTON | |||
| BOARD MEMBER | $5,000 | PRESIDENT OF GOOD FULTON FARRELL WHICH PROVIDES CONSULTING SERVICES TO MHS. ANTICIPATED TO BE LESS THEN $5000 THIS YEAR. | 0 |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | FORM 990, SCHEDULE L, PART II | FormAndLineReferenceDesc |
| Explanation | LOANED AMOUNT IS FOR PAYMENT OF PREMIUMS IN ACCORDANCE WITH SPLIT-DOLLAR LIFE INSURANCE AGREEMENTS BETWEEN STEPHEN MANSFIELD, DAVID HITT AND MHS AS APPROVED BY THE COMPENSATION COMMITTEE. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (18 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART III, LINE 1 (CONTINUATION) | SPECIFICALLY, THIS MISSION IS PURSUED BY OPERATING FOUR GENERAL ACUTE-CARE HOSPITALS, OTHER HEALTHCARE SERVICES, EDUCATION AND SUPPORT PROGRAMS NEEDED BY THE COMMUNITIES IN NORTH CENTRAL TEXAS. |
| FORM 990, PART III, LINE 4 A (CONTINUATION) | THE HOSPITALS ARE: METHODIST DALLAS MEDICAL CENTER (MDMC), A 585 LICENSED BED TEACHING REFERRAL HOSPITAL; METHODIST CHARLTON MEDICAL CENTER (MCMC),A 317 LICENSED BED HOSPITAL; METHODIST MANSFIELD MEDICAL CENTER (MMMC),A 254 LICENSED BED HOSPITAL; AND METHODIST RICHARDSON MEDICAL CENTER (MRMC) WHICH IS NOW OPERATING A 334 LICENSED BED HOSPITAL ACROSS TWO CAMPUSES. MDMC IS LOCATED NEAR DOWNTOWN DALLAS BETWEEN A STABLE RESIDENTIAL AREA ON ONE SIDE, AND AN ECONOMICALLY DEPRESSED AREA ON THE OTHER. MDMC SERVES AS A TEACHING AND REFERRAL CENTER FOR MHS, AND TRAINS NEARLY 85 RESIDENTS ANNUALLY IN INTERNAL MEDICINE, FAMILY PRACTICE, GENERAL SURGERY, OBSTETRICS AND GYNECOLOGY. IN LATE 2007 A NEW PHYSICIAN OFFICE BUILDING (POB) WAS BUILT TO INCREASE CAPACITY OF HIGH GRADE OFFICE SPACE. THE MDMC GOLDEN CROSS ACADEMIC AND INDIGENT CARE CLINIC HAD A $7M RENOVATION IN 2004. THE POB AND CLINIC HELP ATTRACT PHYSICIANS AND PATIENTS AND HAVE ACTED AS A CATALYST FOR FURTHER DEVELOPMENT AND RENOVATION OF THE AREA ADJACENT TO THE CAMPUS. IN 2015, METHODIST DALLAS CREATED THE METHODIST DIGESTIVE INSTITUTE, HANDLING EVERYTHING FROM PANCREATIC CANCER AND PANCREATITIS TO INDIGESTION AND ACID REFLUX UNITED UNDER ONE NAME. MDMC OPERATES A HIGH RISK PREGNANCY PROGRAM AND NICU. IN ADDITION TO THE MANY PERINATAL AND NEONATAL SERVICES, MDMC ALSO STAFFS A NEONATAL TRANSPORT TEAM THAT TRANSPORTS ILL NEONATES FROM OUTLYING HOSPITALS IN NORTHEAST AND CENTRAL TEXAS TO MDMC. ALSO, IN FY2015 MDMC BEGAN PROVIDING A MEDICATION THERAPY MANAGEMENT CLINIC IN THE LIVER INSTITUTE. THROUGH THIS CLINIC, HEPATITIS C PATIENTS ARE MONITORED BY EXPERT PHARMACISTS WHO MANAGE THEIR MEDICATIONS, WRITE INSURANCE DOCUMENTS, AND FOLLOW THEIR PROGRESS ON NEW DRUGS TO TREAT AND CURE HEPATITIS C. THE CLINIC OPENED IN JUNE AND BY THE END OF THE YEAR, NEARLY 90 PATIENTS HAD BEEN CURED OF THE ILLNESS. IN FY2015, MDMC HAD 15,650 DISCHARGES; 89,216 INPATIENT DAYS; 7,308 INPATIENT NEWBORN DAYS; 69,829 EMERGENCY ROOM VISITS; 4,998 INPATIENT SURGERIES; AND 4,097 OUTPATIENT SURGERIES. MCMC IS A GENERAL ACUTE CARE AND TEACHING HOSPITAL THAT SERVES THE COMMUNITIES OF SOUTHERN DALLAS COUNTY. IT HOUSES A FAMILY PRACTICE RESIDENCY PROGRAM WITH DUAL ACCREDITATION TO TRAIN BOTH ALLOPATHIC AND OSTEOPATHIC PHYSICIANS. THE CAMPUS ADDED A NEW 72 BED PATIENT TOWER IN 2012. THE NEW BED TOWER CREATED MORE MODERN PATIENT ROOMS, MORE EFFICIENT WORKSPACES FOR NURSING STAFF, A TELEMETRY FLOOR FOR HEART MONITORING, A SEVEN-ROOM SURGICAL SUITE WITH ONE OPERATING ROOM SPECIALLY DESIGNED FOR HEART SURGERY, AND AN ORTHOPEDIC UNIT WITH A REHABILITATION ROOM. THE QUICKCARE CLINIC, LOCATED ACROSS THE STREET FROM MCMC, IS OPEN SEVEN DAYS A WEEK WITH CONVENIENT HOURS. STAFFED BY A PHYSICIAN AND NURSE PRACTITIONER, THE CLINIC PROVIDES HIGH QUALITY CARE FOR EVERYTHING FROM SORE THROATS AND FLU TO X-RAY AND IMAGING SERVICES, PRE-EMPLOYMENT HEALTH SCREENINGS, AND LABORATORY SERVICES. THE OB HOSPITALIST PROGRAM LAUNCHED IN DECEMBER 2015 WITH IN-HOUSE SPECIALISTS TYPICALLY PROVIDING CARE TO AROUND A DOZEN PATIENTS EACH DAY, INCLUDING SOME WHOSE PRIVATE DOCTORS ARE TEMPORARILY UNAVAILABLE.THE OB HOSPITALIST PROGRAM ENSURES THAT A BOARD-CERTIFIED OB-GYN PHYSICIAN IS AVAILABLE AT THE HOSPITAL AT ALL HOURS, EXCLUSIVELY DEDICATED TO CARING FOR HOSPITALIZED PATIENTS. FOR WOMEN IN LABOR OR WITH OTHER OBSTETRICS OR GYNECOLOGIC CONCERNS, IT'S AN ADDITIONAL LAYER OF CARE ON WHICH PATIENTS COMING TO METHODIST CHARLTON CAN RELY. IN FY2015 MCMC HAD 12,994 DISCHARGES; 63,285 INPATIENT DAYS; 5,551 NEWBORN INPATIENT DAYS; 81,890 EMERGENCY ROOM VISITS; 2,040 INPATIENT SURGERIES; AND 2,160 OUTPATIENT SURGERIES. THE 254 BED MMMC OPENED IN 2006 AND OFFERS HIGH-QUALITY CARE TO THE GROWING AREAS OF MANSFIELD AND THE SURROUNDING COMMUNITIES. IN 2010 MMMC CELEBRATED ITS NEWLY EXPANDED ER, ICU, AND TELEMETRY FLOOR. THE $37 MILLION EXPANSION DOUBLED THE SIZE OF THE ER WITH 35 TREATMENT ROOMS, ADDED EIGHT ICU TREATMENT ROOMS AND 36 TELEMETRY PATIENT ROOMS. THIS ENSURES MMMC PROVIDES A PLACE WHERE LIFE SHINES BRIGHT AND INFANTS CAN BE BORN CLOSE TO HOME, A $9 MILLION EXPANSION OF THE WOMEN'S PAVILION WAS COMPLETED IN 2012. THE 9,413 SQUARE-FOOT ADDITION ENHANCED LABOR AND DELIVERY SERVICES AT MMMC TO A TOTAL OF 13 LDR SUITES THAT WILL ACCOMMODATE UP TO 3,800 DELIVERIES EACH YEAR. ALSO ADDED WERE AN EXPANDED ANTEPARTUM AREA, EXPANDED NURSE/PHYSICIAN WORK AREAS, AND EXPANDED C-SECTION RECOVERY AND SUPPORT. BASED ON GROWTH IN SURGICAL PROCEDURES, CONSTRUCTION WAS INITIATED IN SEPTEMBER, 2013 ON TWO NEW OPERATING ROOMS THAT CAME ON-LINE IN MARCH 2014. DUE TO CONTINUED GROWTH IN THE DEMAND FOR INPATIENT BEDS, MMMC COMPLETED IN 2015 A NEW $118 MILLION EXPANSION ADDING 118 MEDICAL-SURGICAL BEDS, 12 ICU ROOMS, AND EIGHT INTERMEDIATE CARE ROOMS. IN FY2015 MMMC HAD 9,586 DISCHARGES; 42,076 INPATIENT DAYS; 3,738 NEWBORN INPATIENT DAYS; 50,909 EMERGENCY ROOM VISITS; 1,799 INPATIENT SURGERIES; AND 1,990 OUTPATIENT SURGERIES. MRMC SERVES THE RESIDENTS OF RICHARDSON, PLANO, NORTH DALLAS, COLLIN COUNTY AND SURROUNDING COMMUNITIES. IN OCTOBER OF 2011, MHS ACQUIRED THE ASSETS OF THE RICHARDSON HOSPITAL AUTHORITY (RHA) AND CONTINUED TO OPERATE THE HOSPITAL FACILITY AS PART OF THE METHODIST HEALTH SYSTEM. THE HOSPITAL OPERATIONS OF THE 209-BED ACUTE CARE HOSPITAL ARE NOW WITHIN THE METHODIST HEALTH SYSTEM AND INCLUDED AS PART OF THIS RETURN. MRMC HAS TWO CAMPUSES: CAMPBELL ROAD AND BUSH/RENNER. UP UNTIL APRIL 2014, THE CAMPBELL ROAD CAMPUS OPERATED AS A 200-BED ACUTE CARE FACILITY WITH INDEPENDENTLY PRACTICING PHYSICIANS OFFERING MORE THAN 35 DIFFERENT SPECIALTIES ALONG WITH A FULL SERVICE EMERGENCY ROOM. THE BUSH/RENNER CAMPUS, IN EAST RICHARDSON, INCLUDED AN OUTPATIENT HOSPITAL AND FULL SERVICE EMERGENCY ROOM. IN APRIL 2014, METHODIST OPENED AN ACUTE-CARE 134 LICENSED BED INPATIENT FACILITY AT THE BUSH/RENNER CAMPUS BRINGING THE TOTAL NUMBER OF LICENSED BEDS FOR MRMC TO 334. AMONG THE ENHANCEMENTS OF THE NEW FACILITY ARE THE DOUBLED SIZE OF THE INTENSIVE CARE UNIT AND THE NEONATAL INTENSIVE CARE UNIT, AND THE ABILITY TO OPEN A SECOND CARDIAC CATHETERIZATION LAB. THE BUSH/RENNER CAMPUS IS ALSO HOME TO METHODIST RICHARDSON CANCER CENTER, WHERE SOME OF THE LATEST ADVANCEMENTS IN MEDICAL, SURGICAL AND RADIATION ONCOLOGY ARE PROVIDED IN ONE CONVENIENT LOCATION. THE BUSH/RENNER CAMPUS ALSO INCLUDES A FIVE-STORY, 100,000 SQUARE FOOT PHYSICIAN PAVILION WITH MORE THAN 30 PHYSICIANS IN A FULL RANGE OF SPECIALTIES. THE CAMPBELL ROAD CAMPUS HAS BEEN RENAMED THE METHODIST RICHARDSON MEDICAL CENTER CAMPUS FOR CONTINUING CARE. IN ADDITION TO A FULL SERVICE EMERGENCY DEPARTMENT AND OTHER OUTPATIENT SERVICES, SUCH AS PHYSICAL MEDICINE AND A SLEEP LAB, THIS CAMPUS CONTINUES TO BE THE SITE OF MRMC'S BEHAVIORAL HEALTH PROGRAM. THIS PROGRAM INCLUDES A 62-BED INPATIENT UNIT AND INTENSIVE OUTPATIENT PROGRAMS. MRMC EXPANDED THE UNIT IN 2015 TO OFFER AN ADDITIONAL 22 INPATIENT BEDS FOR GERIATRIC BEHAVIORAL HEALTH PATIENTS. MRMC HAD 9,132 DISCHARGES; 42,295 INPATIENT DAYS; 3,155 NEWBORN INPATIENT DAYS; 41,117 EMERGENCY ROOM VISITS; 1,343 INPATIENT SURGERIES; AND 2,274 OUTPATIENT SURGERIES. MHS IS A TEACHING HEALTHCARE SYSTEM WITH PHYSICIAN RESIDENCY PROGRAMS IN SEVERAL SPECIALTIES AND TRAINING ACROSS A BROAD ARRAY OF ALLIED HEALTH PROFESSIONS. MDMC AND MCMC OPERATE ACTIVE OUTPATIENT TEACHING CLINICS STAFFED BY ITS RESIDENTS AND SUPERVISED BY ATTENDING PHYSICIANS. THE TEACHING CLINICS ARE A VALUABLE ASSET IN MEETING THE PRIMARY CARE NEEDS OF THE COMMUNITY, AS WELL AS TRAINING NEW PHYSICIANS. MHS CONDUCTS SCREENINGS FOR CANCER OF THE BREAST, CERVIX AND SKIN THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. METHODIST REHABILITATION HOSPITAL OPENED WITH 40 BEDS. IT IS NEXT DOOR TO THE MCMC CAMPUS AND IS JOINTLY OWNED WITH CENTERRE HEALTH. IT ALLOWS MHS TO PROVIDE A LARGER ARRAY OF REHABILITATIVE CARE. A PARTNERSHIP BETWEEN MHS AND AREA PHYSICIANS OPENED THE METHODIST MCKINNEY HOSPITAL IN 2010 WHICH NOW HAS 21 BEDS, AND SERVES COLLIN COUNTY AND THE SURROUNDING COMMUNITIES. METHODIST HOSPITAL FOR SURGERY IN ADDISON IS A PARTNERSHIP WITH A GROUP OF PHYSICIANS. THE 32-BED FACILITY OPENED IN 2010, AND IS A CENTER OF EXCELLENCE FOR SPINE AND ORTHOPEDIC SURGERY. (SEE CONTINUATION BELOW ) |
| FORM 990, PART III, LINE 4 A (CONTINUATION) | MHS IS COMMITTED TO ENHANCING THE AVAILABILITY OF PHYSICIANS SERVICING THE COMMUNITY. METHODIST FAMILY HEALTH CENTERS EXTEND FAMILY HEALTH CARE AND GENERAL MEDICAL SERVICES IN 29 LOCATIONS IN THE MHS SERVICE AREA. SIGNIFICANT SECTIONS OF MHS' SERVICE AREAS HAVE: HIGH PERCENTAGES OF HOUSEHOLDS IN POVERTY, LOW MEDIAN HOUSEHOLD INCOME, HIGH PERCENTAGES OF ADULTS WITH LESS THAN A HIGH SCHOOL EDUCATION, HIGH PERCENTAGES OF BLUE COLLAR WORKERS, LOW PERCENTAGES OF MANAGERIAL AND PROFESSIONAL WORKERS, A HIGH RATE OF BIRTHS TO TEENAGERS, HIGH PREMATURE BIRTHS AND INFANT MORTALITY AND HIGH PERCENTAGES OF CHILDREN. CONSEQUENTLY, IN FISCAL YEAR 2015, MHS PROVIDED A SUBSTANTIAL AMOUNT OF CHARITY CARE AND GOVERNMENT-SPONSORED INDIGENT HEALTHCARE, AS WELL AS A NUMBER OF OTHER COMMUNITY BENEFITS IN ACCOMPLISHING ITS EXEMPT PURPOSE. WHETHER FINANCIALLY OR MEDICALLY INDIGENT, THERE IS NO QUESTION THAT THE DEMAND FOR HEALTHCARE FOR THE INDIGENT POPULATION IS GREAT AND THE COUNTY-SUPPORTED PARKLAND HOSPITAL IS NOT CARING FOR, AND LIKELY CANNOT CARE FOR, ALL OF THOSE WHO QUALIFY. AS A RESULT, THE MAJOR HOSPITALS SERVICING DALLAS COUNTY HAVE COLLABORATED IN THE DEVELOPMENT OF THE DALLAS COUNTY INDIGENT CARE PLAN WHICH IS PART OF THE UPL PROGRAM APPROVED BY THE STATE AND FEDERAL GOVERNMENTS. THE DSRIP (DELIVERY SYSTEM REFORM INCENTIVE PAYMENT) POOL PROVIDES PAYMENTS TO HOSPITALS AND OTHER PROVIDERS UPON THEIR ACHIEVING CERTAIN GOALS THAT ARE INTENDED TO IMPROVE THE QUALITY AND LOWER THE COST OF CARE. DSRIP IS PART OF THE FEDERALLY APPROVED 1115 WAIVER THAT PRESERVES UPPER PAYMENT LIMIT (UPL) FUNDING UNDER A NEW METHODOLOGY, BUT ALLOWS FOR MANAGED CARE EXPANSION TO ADDITIONAL AREAS OF THE STATE. THE PROGRAM, WHICH MHS FACILITIES HAVE PARTICIPATED IN SINCE IT BEGAN, HELPS FUND EFFORTS TARGETED TOWARD PROMOTING APPROPRIATE EMERGENCY ROOM UTILIZATION, EVIDENCE BASED CLINICAL AND QUALITY IMPROVEMENT IN CHRONIC DISEASE MANAGEMENT FOR EMERGENCY ROOM PATIENTS WITH DIABETES AND ASSISTING A COMMUNITY-BASED CHARITY CLINIC IN ENHANCING THE QUALITY OF THEIR SERVICES BY ADOPTING A "MEDICAL HOME" MODEL OF PATIENT CARE. ACCOMPLISHMENTS IN FY2015 INCLUDE: ENROLLING OVER 19,000 PATIENTS INTO THE ED NAVIGATION PROGRAM ACROSS ALL FOUR MAIN CAMPUSES; 29% DECREASE IN ED VISITS AMONG PATIENTS RECEIVING IN-PERSON NAVIGATOR INTERVENTION; STRENGTHENED PARTNERSHIPS WITH DALLAS METROCARE, PARKLAND HEALTH SYSTEM, AND THE DALLAS FIRE DEPARTMENT TO EFFICIENTLY CONNECT PATIENTS TO NEEDED SERVICES; PROVIDING AND SCHEDULING REFERRALS FOR PRIMARY CARE PROVIDER APPOINTMENTS; WORKING WITH INTERDISCIPLINARY TEAMS TO PROVIDE CARE FOR PATIENTS; PROVIDING EDUCATION ON APPROPRIATE USE OF EMERGENCY DEPARTMENT AND INDIVIDUALIZED DIABETES EDUCATION, REFERRALS FOR OTHER COMMUNITY RESOURCES, ENSURED THAT PATIENTS ADMITTED FROM THE ED HAVE APPROPRIATE DIABETES-SPECIFIC ORDER SETS IN PLACE AND PERIODIC FOLLOW UP WITH PATIENTS 30-DAYS POST DISCHARGE AND COMMUNITY OUTREACH. DALLAS COUNTY'S TRAUMA RATES TYPICALLY ARE HIGHER THAN STATE AND NATIONAL TRAUMA RATES. HISTORICALLY, THE COUNTY HAS RELIED ALMOST EXCLUSIVELY ON PARKLAND MEMORIAL HOSPITAL (PARKLAND), MDMC AND BAYLOR UNIVERSITY MEDICAL CENTER (BAYLOR) TO HANDLE MAJOR TRAUMA. PARKLAND CURRENTLY OPERATES AS THE COUNTY'S PRIMARY TRAUMA FACILITY, SUPPORTED BY MDMC AND BAYLOR. MDMC'S COMMITMENT TO PROVIDE OUTSTANDING TRAUMA SERVICES TO DALLAS AND SURROUNDING COUNTIES IS DEMONSTRATED BY THE IMPROVEMENTS THAT MDMC HAS MADE WITHIN ITS OWN TRAUMA PROGRAM. MDMC IS DESIGNATED BY THE TEXAS DEPARTMENT OF HEALTH AS A LEVEL I MAJOR TRAUMA CENTER. MDMC DOES A GREAT DEAL TO FULFILL THE COMMUNITY NEED FOR EMERGENCY SERVICES. MHS RECENTLY COMPLETED A MORE THAN $108 MILLION EXPANSION TO THE MDMC EMERGENCY ROOM, CRITICAL CARE, AND SURGERY DEPARTMENTS WITH A NEW SIX-STORY TRAUMA AND CRITICAL CARE CENTER. THE 248,000 SQUARE FOOT TRAUMA AND CRITICAL CARE CENTER INCLUDES 58 NEW EMERGENCY ROOM BEDS, SIX TRAUMA SUITES, EIGHT SURGICAL SUITES, A 36-BED CRITICAL CARE UNIT WITH THE ABILITY TO EXPAND TO 11 STORIES FOR FUTURE GROWTH. MHS, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING, AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. MDMC MAINTAINS HELIPADS FOR THE HELICOPTER SERVICE. |
| FORM 990, PART III, LINE 4 B (CONTINUATION) | (OR WOULD, EXCEPT THAT THE EXPENSES OF COLLECTING ITS INCOME EXCEEDED THAT INCOME), AND THE CORPORATION AND ORGANIZATION FILE A CONSOLIDATED RETURN AS DESCRIBED BELOW,THEN TREAT THE TITLE HOLDING CORPORATION AS BEING ORGANIZED AND OPERATED FOR THE SAME PURPOSES AS THE OTHER EXEMPT ORGANIZATION (IN ADDITION TO THE PURPOSES DESCRIBED IN SECTION 501(C)(2)). MHD HAS CHOSEN TO CONSOLIDATE PAVILION PROPERTIES INTO BOTH ITS FORM 990 AND 990-T. FORM 851 HAS BEEN ATTACHED TO BOTH THE FORM 990 AND THE FORM 990-T FILING. COLLECTIVELY THERE HAS BEEN NO CHANGE IN PROGRAM SERVICES THIS IS JUST A CHANGE IN HOW THEY ARE REPORTED. THE REVENUES AND EXPENSES OF PAVILION PROPERTIES ARE REPORTED AS RENTAL INCOME AND EXPENSE ON LINE 6 OF PART VIII OF THIS RETURN. |
| FORM 990, PART VI, SECTION A, LINE 2 | DUNCAN FULTON,BUSINESS RELATIONSHIP WITH GEORGE SHAFER. JOHN COLLINS, BUSINESS RELATIONSHIP WITH STEVE MANSFIELD MICHAEL REDDEN, BUSINESS WITH PETE SCHENKEL MICHAEL HUTTON, BUSINESS RELATIONSHIP WITH STEVE MANSFIELD JULIE YARBROUGH, BUSINESS RELATIONSHIP WITH JOHN COLLINS |
| FORM 990, PART VI, SECTION B, LINE 11 | THE FORM 990 IS PREPARED BY THE MHS TAX DEPARTMENT. DURING THE RETURN PREPARATION PROCESS THE TAX DEPARTMENT LOOKS TO OTHER FUNCTIONAL AREAS INCLUDING FINANCE, HUMAN RESOURCES, ACCOUNTING, LEGAL, CORPORATE COMPLIANCE, AND TREASURY FOR ASSISTANCE IN PREPARING A COMPLETE AND ACCURATE RETURN. UPON COMPLETION THE RETURN IS REVIEWED WITH THE REPORTING ORGANIZATIONS APPLICABLE SENIOR FINANCIAL OFFICER. FURTHER, AS PART OF THE ANNUAL FINANCIAL AUDIT OF MHS THE FORM 990 IS PROVIDED TO A NATIONAL ACCOUNTING FIRM FOR REVIEW. ADDITIONALLY,PRIOR TO FILING, A SPECIALLY APPOINTED COMMITTEE OF THE BOARD RECEIVES A DETAILED PRESENTATION OF THE FORM 990 FOR THEIR REVIEW. ONCE THIS COMMITTEE APPROVES THE FORM 990 TO BE FILED IT IS PROVIDED ELECTRONICALLY TO ALL MEMBERS OF THE BOARD FOR THEM TO REVIEW PRIOR TO FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | ALL OFFICERS,DIRECTORS AND EMPLOYEES ARE REQUIRED TO FILE AN ANNUAL DISCLOSURE STATEMENT DETAILING ANY POTENTIAL CONFLICTS WHICH ARE THEN MONITORED BY THE MHS COMPLIANCE OFFICER. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE MANAGEMENT DEVELOPMENT AND COMPENSATION COMMITTEE OF THE BOARD REVIEWS AND DETERMINES THE ANNUAL COMPENSATION OF THE CEO. ALSO, ON AN ANNUAL BASIS, THE CEO PRESENTS PROPOSED MERIT AND BONUS/INCENTIVE COMPENSATION FOR SVP'S AND ABOVE TO THE COMMITTEE FOR REVIEW AND APPROVAL. FORM 990, PART VI, SECTION B, LINE 16 THE ORGANIZATION HAS A POLICY ON PHYSICIAN JOINT VENTURES WHICH REQUIRES THE INVESTMENT TO BE REVIEWED BY MHS LEGAL AND FINANCE DIVISIONS. THIS PRACTICE IS FOLLOWED FOR ALL JOINT VENTURES. ALL JOINT VENTURE INVESTMENTS ARE APPROVED BY THE BOARD PRIOR TO THE INVESTMENT. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATMENTS ARE AVAILABLE UPON REQUEST AT THE CORPORATE OFFICES. |
| FORM 990, PART VIII, LINE 2 | CONSISTENT WITH FASB ACCOUNTING STANDARD UPDATE (ASU) 2011-07 MHS REPORTS BAD DEBTS AS A REDUCTION IN NET PATIENT REVENUE. LIKEWISE FUNCTIONAL EXPENSES DO NOT INCLUDE ANY PROVISION FOR BAD DEBTS. |
| FORM 990, PART XI, LINE 9: | UNREALIZED GAIN ON PENSION INVESTMENT 7420. TRANSFER OF RESTRICTED ASSETS -956357. CHANGE IN ACO AND DPMN FUND BALANCES -1037156. |
| FORM 990, PART XII,LINE 2(C) | THERE HAS BEEN NO CHANGE IN THE PROCESS BY WHICH THE AUDIT COMMITTEE OF THE BOARD OVERSEES THE OUTSIDE AUDIT PROCESS. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11 FOR METHODIST DALLAS MEDICAL CENTER | 3) HEALTH DISPARITIES-RESOURCE DESERTS. PORTIONS OF SUBURBAN AREAS LARGE GEOGRAPHIC AREAS OF SOUTHERN DALLAS COUNTY OFTEN SUFFER FROM DISPROPORTIONATE DISEASE RATES AND SUBSTANTIAL RESOURCE DESERTS. THESE DESERTS LACK KEY RESOURCES THAT OTHER PORTIONS OF THE COUNTY HAVE, INCLUDING ACCESS TO HEALTH SERVICES, BOTH PRIMARY AND SPECIALTY CARE, AS WELL AS ACCESS TO HEALTHY FOODS. RESPONSE: METHODIST DALLAS HAS COMMITTED TO INFRASTRUCTURE THROUGH THE CONSTRUCTION OF A NEW $108 MILLION TRAUMA AND CRITICAL CARE TOWER. METHODIST DALLAS OPERATES AN ACTIVE OUTPATIENT TEACHING CLINIC STAFFED BY ITS RESIDENTS AND SUPERVISED BY ATTENDING PHYSICIANS. THE TEACHING CLINICS ARE A VALUABLE ASSET IN MEETING THE PRIMARY CARE NEEDS OF THE COMMUNITY, AS WELL AS IN TRAINING NEW PHYSICIANS. THE METHODIST DALLAS GOLDEN CROSS ACADEMIC CLINIC IS A FREESTANDING TEACHING FACILITY WHERE PATIENTS ARE TREATED BY A STAFF OF PROFESSIONALS INCLUDING REGISTERED NURSES, INTERNS, RESIDENTS AND FACULTY PHYSICIANS. THE GOLDEN CROSS CLINIC PROVIDES INTERNAL MEDICINE, OBSTETRICS/GYNECOLOGY AND GENERAL SURGICAL SERVICES. THE CLINIC SERVES A LARGE MINORITY COMMUNITY THAT HAS HIGHER INCIDENTS OF PREVENTABLE AND CHRONIC MEDICAL OUTCOMES. IT IS A VITAL COMMUNITY RESOURCE PROVIDING GREATER ACCESS TO PREVENTATIVE AND AMBULATORY HEALTH CARE SERVICES FOR THE GROWING NUMBER OF UN OR UNDER INSURED, POOR AND INDIGENT RESIDENTS IN SOUTHWEST DALLAS COUNTY. THE CLINIC STAFF IS DEDICATED TO INNOVATIVE APPROACHES TO IMPROVING COMMUNITY HEALTH ISSUES AND EXCELLENT CLINICAL OUTCOMES FOR PATIENTS. THE HIGH RISK PREGNANCY PROGRAM IS CLOSELY LINKED WITH METHODIST DALLAS' NEONATAL INTENSIVE CARE UNIT (NICU) AND TOGETHER THEY ENABLE METHODIST DALLAS TO OFFER A COMPREHENSIVE SERVICE TO THE COMMUNITY. IN ADDITION TO THE MANY PERINATAL AND NEONATAL SERVICES, METHODIST DALLAS ALSO STAFFS A NEONATAL TRANSPORT TEAM THAT TRANSPORTS ILL NEONATES FROM OUTLYING HOSPITALS IN NORTHEAST AND CENTRAL TEXAS TO METHODIST DALLAS' NICU. FURTHER, THE NEONATAL TRANSPORT TEAM AND COORDINATOR EDUCATE THE STAFF OF OUTLYING HOSPITALS IN STABILIZING ILL NEONATES IN PREPARATION FOR TRANSPORT. METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION. 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. DALLAS COUNTY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: METHODIST DALLAS IS AN INTEGRAL AND VITAL PART OF THE NORTH TEXAS TRAUMA NETWORK. METHODIST DALLAS' COMMITMENT TO PROVIDE OUTSTANDING TRAUMA SERVICES TO DALLAS AND SURROUNDING COUNTIES IS DEMONSTRATED BY THE IMPROVEMENTS THAT METHODIST DALLAS HAS MADE WITHIN ITS OWN TRAUMA PROGRAM. MDMC IS DESIGNATED BY THE TEXAS DEPARTMENT OF HEALTH AS A LEVEL I MAJOR TRAUMA CENTER. MDMC DOES A GREAT DEAL TO FULFILL THE COMMUNITY NEED FOR EMERGENCY SERVICES. MHS RECENTLY COMPLETED A MORE THAN $108 MILLION EXPANSION TO THE MDMC EMERGENCY ROOM, CRITICAL CARE, AND SURGERY DEPARTMENTS WITH A NEW SIX-STORY TRAUMA AND CRITICAL CARE CENTER. THE 248,000 SQUARE FOOT TRAUMA AND CRITICAL CARE CENTER INCLUDES 58 NEW EMERGENCY ROOM BEDS, SIX TRAUMA SUITES, EIGHT SURGICAL SUITES, A 36-BED CRITICAL CARE UNIT AND THE ABILITY TO EXPAND TO 11 STORIES FOR FUTURE GROWTH. EVEN THOUGH MUCH OF METHODIST'S ANNUAL CHARITY CARE COMES FROM TRAUMA AND EMERGENCY ROOM PATIENTS, WHO ARE OFTEN YOUNG AND UNINSURED - METHODIST SAW ITS IMPORTANCE TO THE REGION AS A WHOLE. THE METHODIST DALLAS ED TREATED OVER 69,000 PATIENTS DURING FY15. IN ADDITION, METHODIST CHARLTON TREATED OVER 81,000; METHODIST MANSFIELD TREATED OVER 50,000; AND METHODIST RICHARDSON TREATED OVER 41,000 ED PATIENTS. METHODIST, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. METHODIST DALLAS MAINTAINS HELIPADS FOR THE HELICOPTER SERVICE AND PROVIDES MEDICAL CONTROL FOR BOTH GROUND AND AIR SERVICES. ALSO, METHODIST DALLAS STAFFS THE NEONATAL TRANSPORT TEAMS THAT ARE RESPONSIBLE FOR TRANSPORTING ILL NEONATES FROM OUTLYING AREAS TO METHODIST DALLAS, VIA AMBULANCE. METHODIST DALLAS ALSO PROVIDES MEDICAL CONTROL SERVICES, INCLUDING MEDICAL DIRECTION, PROTOCOL DEVELOPMENT, CONTINUING EDUCATION AND A QUALITY IMPROVEMENT INITIATIVE TO A TOTAL OF FIFTEEN FIRE DEPARTMENTS AND EMS AGENCIES IN NORTH CENTRAL TEXAS. METHODIST DALLAS GOLDEN CROSS ACADEMIC CLINIC PARTNERED WITH THE MARCH OF DIMES TO CREATE METHODIST'S PRETERM BIRTH PREVENTION PROGRAM. INSPIRED BY THE MARCH OF DIMES AND OFFERED THROUGH METHODIST'S GOLDEN CROSS CLINIC, THIS PROGRAM FEATURES A NEW MODEL FOR PRENATAL CARE AND GROUP EDUCATION FOR AT-RISK PREGNANT WOMEN AND THEIR FAMILIES WITH A GOAL OF SIGNIFICANTLY REDUCING PREMATURE BIRTHS. THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. METHODIST DALLAS AND MORE THAN A HALF DOZEN OF ITS MEDICAL STAFF PHYSICIANS MAINTAIN A RELATIONSHIP WITH LOS BARRIOS UNIDOS COMMUNITY CLINIC IN WEST DALLAS TO PROVIDE PRENATAL CARE AT THAT CLINIC AND DELIVER BABIES AT METHODIST DALLAS. IN ADDITION, METHODIST DALLAS HAS AUGMENTED AND ENHANCED PHYSICIAN SERVICES FOR HIGH RISK PREGNANCIES AT METHODIST DALLAS, INCLUDING PROVIDING AN ON SITE PERINATOLOGIST. 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN DALLAS COUNTY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST DALLAS WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT THE METHODIST DALLAS MEDICAL CENTER FOR LONG TERM OR SHORT TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11 FOR METHODIST CHARLTON MEDICAL CENTER | METHODIST CHARLTON OPERATES AN ACTIVE OUTPATIENT TEACHING CLINICS STAFFED BY ITS RESIDENTS AND SUPERVISED BY ATTENDING PHYSICIANS. THE TEACHING CLINIC IS A VALUABLE ASSET IN MEETING THE PRIMARY CARE NEEDS OF THE COMMUNITY, AS WELL AS IN TRAINING NEW PHYSICIANS. THE METHODIST CHARLTON FAMILY PRACTICE CLINIC IS A TEACHING FACILITY WHERE PATIENTS ARE TREATED BY RESIDENT PHYSICIANS SEEKING POSTGRADUATE TRAINING IN FAMILY MEDICINE, FELLOWS IN SPORTS MEDICINE TRAINING AND INSTRUCTORS AND SERVES A LARGE LOW INCOME POPULATION. THE CLINIC, OPEN FIVE DAYS A WEEK, PROVIDES SERVICES INCLUDING: A) MANAGEMENT OF CHRONIC DISEASE AND PREVENTION IN ADULTS B) ADOLESCENT CARE (HEALTH MAINTENANCE, INJURIES, MENSTRUAL PROBLEMS AND SEXUALITY ISSUES) C) GERIATRIC CARE (CHRONIC DISEASE CARE, FUNCTIONAL ASSESSMENT, HOME VISITS AND NURSING HOME CARE) D) HEALTH MAINTENANCE/ PREVENTIVE MEDICINE (HIGH BLOOD PRESSURE TREATMENT, HEART DISEASE PREVENTION AND TREATMENT, CANCER SCREENING, IMMUNIZATIONS AND DIABETES CARE). E) NUTRITION/DIABETIC COUNSELING F) PEDIATRIC CARE (CHILDHOOD ILLNESS, IMMUNIZATIONS AND WELL CHILD CARE) G) PREGNANCY CARE AND DELIVERY H) SPORTS MEDICINE (INJURIES, STRESS TESTING AND PHYSICALS) I) WOMEN'S CARE (CANCER SCREENING, BIRTH CONTROL, MENOPAUSAL CONCERNS AND PRE-PREGNANCY PLANNING) ADDITIONAL CAPACITY BEYOND WHAT EXISTS TODAY WILL BE BROUGHT ON LINE AS DEMAND DICTATES. MAJOR EFFORTS ARE ALSO UNDERWAY AT METHODIST CHARLTON TO IMPROVE OPERATING EFFICIENCIES AND PATIENT THROUGHPUT TO RELIEVE CONGESTION PARTICULARLY IN THE EMERGENCY DEPARTMENT WHICH SERVES AS A KEY ACCESS POINT FOR RESIDENTS LIVING IN THE SOUTHERN SECTOR OF DALLAS COUNTY. DEMAND KEEPS GROWING FOR METHODIST'S SERVICES PARTICULARLY AS OTHER AREA HOSPITAL PROVIDERS BECOME STRESSED AND/OR CLOSE (FOR INSTANCE IN FEBRUARY 2008 LANCASTER MEDICAL CENTER CLOSED AND IN AUGUST 2008 MESQUITE COMMUNITY HOSPITAL CLOSED). METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. ADDITIONALLY, THROUGH METHODIST'S LIVE BRIGHT WELLNESS PROGRAM AND CONGREGATIONAL HEALTH MINISTRY 600 FLU SHOTS WERE GIVEN, MORE THAN 200 BLOOD PRESSURE SCREENINGS, LIPID PANELS AND GLUCOSE SCREENINGS WERE PROVIDED AS WELL AS REACHING MORE THAN 3,300 PEOPLE WITH EDUCATION AND WELLNESS INFORMATION. 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. DALLAS COUNTY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: METHODIST, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. METHODIST CHARLTON'S FAMILY HEALTH CLINIC PARTNERED WITH THE MARCH OF DIMES TO CREATE METHODIST'S PRETERM BIRTH PREVENTION PROGRAM. INSPIRED BY THE MARCH OF DIMES AND OFFERED THROUGH METHODIST'S GOLDEN CROSS CLINIC, THIS PROGRAM FEATURES A NEW MODEL FOR PRENATAL CARE AND GROUP EDUCATION FOR AT RISK PREGNANT WOMEN AND THEIR FAMILIES WITH A GOAL OF SIGNIFICANTLY REDUCING PREMATURE BIRTHS. THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. A 69 BED UNIT NAMED SELECT SPECIALTY HOSPITAL PROVIDES HIGHLY SPECIALIZED CARE TO PROMOTE RECOVERY FROM THE MOST CRITICAL AND COMPLEX MEDICAL AND SURGICAL CONDITIONS. THE LONG TERM ACUTE CARE (LTAC) UNIT, OPERATED BY SELECT MEDICAL, AN INDEPENDENT PROVIDER, IS LOCATED IN RENOVATED SPACE IN THE ORIGINAL BED TOWER ON THE METHODIST CHARLTON CAMPUS. THE LTAC OFFERS A RESOURCE INTENSIVE LEVEL OF PHYSICIAN AND NURSING CARE, RESPIRATORY SERVICES AND INDIVIDUALIZED THERAPIES TO EXPAND THE BREADTH OF CRITICAL CARE SERVICES AND CONTINUUM OF CARE FOR THE PATIENTS WE SERVE. 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN DALLAS COUNTY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST CHARLTON WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT THE METHODIST CHARLTON MEDICAL CENTER FOR LONG TERM OR SHORT TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11, METHODIST MANSFIELD MEDICAL CENTER | RESPONSE: METHODIST MANSFIELD REGULARLY CONDUCTS HEALTH EDUCATION PROGRAMMING OPEN TO THE ENTIRE COMMUNITY. TOPICS INCLUDE A VARIETY OF HEALTH RELATED ISSUES FOR WOMEN, MEN, BACK AND SPINE, AND CARDIOLOGY. METHODIST CONDUCTS SCREENINGS FOR CANCER OF THE BREAST THROUGH THE MOBILE MAMMOGRAPHY UNIT WHICH, IN PARTNERSHIP WITH SUSAN G. KOMEN BREAST CANCER FOUNDATION, OFFERS CONVENIENT SCREENINGS AND MAMMOGRAMS. THE KOMEN GRANT IS UNIQUE IN THAT IT PROVIDES FUNDS FOR MOBILE MAMMOGRAPHY AS WELL AS CORE BIOPSY FOLLOW-UP PROCEDURES IF THE MAMMOGRAPHY INDICATES THAT A BIOPSY IS NECESSARY. MANY OF THE WOMEN SERVED THROUGH MOBILE MAMMOGRAPHY MAY ALSO RECEIVE CARE THROUGH THE GOLDEN CROSS ACADEMIC CLINIC AND QUALIFY FOR REDUCED RATES. IN FY15, THE MOBILE MAMMOGRAPHY UNIT COMPLETED OVER 2,700 MAMMOGRAMS. CN.14 - LACK OF ACCESS TO HEALTHY FOODS. THE REGION AND THE STATE HAS MORE THAN DOUBLE THE PERCENTAGE OF ALL RESTAURANTS THAT ARE FAST FOOD ESTABLISHMENTS COMPARED TO THE NATION. RESPONSE: METHODIST HEALTH SYSTEM OFFERS AREA EMPLOYERS RESOURCE TO HELP THEIR EMPLOYEES STAY HEALTHY. THE SERVICE IS SOLD TO AREA EMPLOYERS AND INCLUDES SUCH SERVICES AS INTERACTIVE WELLNESS COACHING, WORKSHOPS, CHALLENGES AND INDIVIDUALIZED NUTRITIONAL PLANS. AS PART OF THAT EFFORT COACHING TEAMS ARE PRESENT AT AREA COMMUNITY EVENTS TO PROMOTE THE PROGRAM AND OFFER WELLNESS EDUCATION ON A MYRIAD OF TOPICS. IN FY2015 THE LIVE BRIGHT PROGRAM BROUGHT EDUCATION ABOUT NUTRITION, FITNESS AND WELLNESS TO APPROXIMATELY 2000 PEOPLE. CN.16 - HIGHER INCIDENCE RATES OF SYPHILIS AND CHLAMYDIA. TWO COUNTIES HAVE HIGHER RATES OF SYPHILIS THAN THE STATE. ONE COUNTY HAD SIGNIFICANTLY HIGHER RATE OF CHLAMYDIA, WHILE ENTIRE REGION 10 HAS HIGHER RATE THAN THE STATE AND NATION. RESPONSE: METHODIST HEALTH SYSTEM OPERATES AN ACTIVE OUTPATIENT TEACHING CLINIC STAFFED BY ITS RESIDENTS AND SUPERVISED BY ATTENDING PHYSICIANS. THE TEACHING CLINICS ARE A VALUABLE ASSET IN MEETING THE PRIMARY CARE NEEDS OF THE COMMUNITY, AS WELL AS IN TRAINING NEW PHYSICIANS. THE METHODIST GOLDEN CROSS ACADEMIC CLINIC IS A FREESTANDING TEACHING FACILITY WHERE PATIENTS ARE TREATED BY A STAFF OF PROFESSIONALS INCLUDING REGISTERED NURSES, INTERNS, RESIDENTS AND FACULTY PHYSICIANS. THE GOLDEN CROSS CLINIC PROVIDES INTERNAL MEDICINE, OBSTETRICS/GYNECOLOGY AND GENERAL SURGICAL SERVICES. THE CLINIC SERVES A LARGE MINORITY COMMUNITY THAT HAS HIGHER INCIDENTS OF PREVENTABLE AND CHRONIC MEDICAL OUTCOMES. IT IS A VITAL COMMUNITY RESOURCE PROVIDING GREATER ACCESS TO PREVENTATIVE AND AMBULATORY HEALTH CARE SERVICES FOR THE GROWING NUMBER OF UN/UNDER INSURED, POOR AND INDIGENT RESIDENTS IN SOUTHWEST DALLAS COUNTY. THE CLINIC STAFF IS DEDICATED TO INNOVATIVE APPROACHES TO IMPROVING COMMUNITY HEALTH ISSUES AND EXCELLENT CLINICAL OUTCOMES FOR PATIENTS. CN.17 - INCOMPLETE MANAGEMENT OF VARICELLA (CHICKEN POX) CASES. REGION 10 HAS POOR RATES OF SOME CHICKEN POX, WITH NEARLY A 50% HIGHER RATE THAN NATIONAL AVERAGE (WITH RATE OF 26.3 COMPARED TO 17.9 PER 100,000, RESPECTIVELY). CN.18 - INCOMPLETE MANAGEMENT OF PERTUSSIS (WHOOPING COUGH) CASES. THE REGION HAS NEARLY A 50% HIGHER RATE THAN STATE, WITH RATE OF 10.3 COMPARED TO 5.54 PER 100,000, RESPECTIVELY). RESPONSE: THROUGH OUR FAMILY HEALTH CENTERS, PATIENTS ARE ABLE TO RECEIVE ALL APPROPRIATE VACCINATIONS FOR PREVENTIVE HEALTH NEEDS. CN.19 - NEED FOR MORE AND EARLIER ONSET OF PRENATAL CARE. NEARLY 60% OF REGION 10 MOTHERS ACCESS PRENATAL CARE WITHIN FIRST TRIMESTER, COMPARED WITH 71% NATIONAL RATE. REGION 10 HAS HIGHER TEEN BIRTH RATES THAN THE NATIONAL AVERAGE, WHILE ALSO HAVING A LOWER RATE OF LOW BIRTH WEIGHT. RESPONSE: METHODIST HEALTH SYSTEM'S GOLDEN CROSS ACADEMIC CLINIC PARTNERED WITH THE MARCH OF DIMES TO CREATE METHODIST'S PRETERM BIRTH PREVENTION PROGRAM. INSPIRED BY THE MARCH OF DIMES AND OFFERED THROUGH METHODIST'S GOLDEN CROSS CLINIC, THIS PROGRAM FEATURES A NEW MODEL FOR PRENATAL CARE AND GROUP EDUCATION FOR AT-RISK PREGNANT WOMEN AND THEIR FAMILIES WITH A GOAL OF SIGNIFICANTLY REDUCING PREMATURE BIRTHS. CN.20 - IMPROVED PUBLIC HEALTH SURVEILLANCE TO PROMOTE INDIVIDUAL AND POPULATION HEALTH. WEST NILE AND OTHER DISEASE OUTBREAKS LOCALLY HIGHLIGHT AREAS IN THE LOCAL PUBLIC HEALTH SURVEILLANCE SYSTEM THAT IS UNADDRESSED. RESPONSE: IN OCTOBER 2014, WITH THE ONSET OF AN EBOLA OUTBREAK IN DALLAS, TEXAS, METHODIST HEALTH SYSTEM RESPONDED TO THE COMMUNITY NEED BY PROVIDING SPACE FOR A STATE-OF-THE-ART EBOLA TREATMENT AND INFECTIOUS DISEASE BIOCONTAINMENT FACILITY IN NORTH TEXAS. ONE FLOOR OF THE SYSTEM'S METHODIST CAMPUS FOR CONTINUING CARE IN RICHARDSON WAS AVAILABLE IF NEEDED THRUSTING METHODIST HEALTH SYSTEM INTO THE FRONT LINES OF COMMUNICATION AND RESPONSE TO THE POTENTIAL CRISES. METHODIST WORKED IN CONJUNCTION WITH UT SOUTHWESTERN MEDICAL CENTER AND PARKLAND HOSPITAL SYSTEM TO SET UP AND MAKE THE UNIT OPERATIONAL. CN.21 - HIGH TUBERCULOSIS (TB) PREVALENCE AND LOW TREATMENT COMPLETION RATES OF LATENT TUBERCULOSIS INFECTION (LTBI) LTBI TREATMENT. RESPONSE: METHODIST HEALTH SYSTEM OPERATES AN ACTIVE OUTPATIENT TEACHING CLINIC STAFFED BY ITS RESIDENTS AND SUPERVISED BY ATTENDING PHYSICIANS. THE TEACHING CLINICS ARE A VALUABLE ASSET IN MEETING THE PRIMARY CARE NEEDS OF THE COMMUNITY, AS WELL AS IN TRAINING NEW PHYSICIANS. THE METHODIST GOLDEN CROSS ACADEMIC CLINIC IS A FREESTANDING TEACHING FACILITY WHERE PATIENTS ARE TREATED BY A STAFF OF PROFESSIONALS INCLUDING REGISTERED NURSES, INTERNS, RESIDENTS AND FACULTY PHYSICIANS. THE GOLDEN CROSS CLINIC PROVIDES INTERNAL MEDICINE, OBSTETRICS/GYNECOLOGY AND GENERAL SURGICAL SERVICES. THE CLINIC SERVES A LARGE MINORITY COMMUNITY THAT HAS HIGHER INCIDENTS OF PREVENTABLE AND CHRONIC MEDICAL OUTCOMES. IT IS A VITAL COMMUNITY RESOURCE PROVIDING GREATER ACCESS TO PREVENTATIVE AND AMBULATORY HEALTH CARE SERVICES FOR THE GROWING NUMBER OF UN/UNDER INSURED, POOR AND INDIGENT RESIDENTS IN SOUTHWEST DALLAS COUNTY. THE CLINIC STAFF IS DEDICATED TO INNOVATIVE APPROACHES TO IMPROVING COMMUNITY HEALTH ISSUES AND EXCELLENT CLINICAL OUTCOMES FOR PATIENTS. CN.22 - INADEQUATE HEALTH IT INFRASTRUCTURE AND LIMITED INTEROPERABILITY TO SUPPORT INFORMATION SHARING BETWEEN PROVIDERS HINDERS CARE COORDINATION. RESPONSE: THE NORTH TEXAS HIE DISBANDED. HOWEVER, METHODIST HEALTH SYSTEM HAS PURCHASED EXPLORYS CONNECTOR WITH A 3-YEAR DEPLOYMENT PLAN BEGINNING Q3FY16 TO SERVE AS A REGISTRY TO COMPLIMENT THE EPIC COMMUNITY CONNECT ROLLOUT. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11 FOR METHODIST REHABILITATION HOSPITAL | 4) INFRASTRUCTURE-UNIFYING PREVENTION EFFORTS AND MAXIMIZING RESOURCES. DALLAS COUNTY HAS AN ABUNDANCE OF HEALTH PROGRAMS AND IMPROVEMENT PLANS CURRENTLY BEING IMPLEMENTED IN SILOS. COLLABORATION TO INCREASE AWARENESS OF COUNTYWIDE EFFORTS, WHILE REDUCING COMPETITION FOR FINANCIAL RESOURCES, IS CRITICAL TO MAXIMIZE AVAILABLE PUBLIC HEALTH FUNDS. RESPONSE: THROUGH OUR CONGREGATIONAL HEALTH MINISTRY, METHODIST HEALTH SYSTEM HAS FORMED PARTNERSHIPS WITH AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THESE CONGREGATIONS. THIS MINISTRY PROVIDES GUIDANCE, SHARES RESOURCES AND ASSISTS CHURCH LEADERS IN MEETING THE WELLNESS NEEDS OF THESE COMMUNITIES OF FAITH. CONGREGATIONAL NURSING IS AN INTERNATIONAL MINISTRY WITHIN CONGREGATIONS THAT GIVES THESE CONCEPTS AND IDEAS A VISIBLE PRESENCE. THE NURSE WORKS WITH THE PASTOR AND THE HEALTH MINISTRY COMMITTEE COMPOSED OF OTHER CARING MEMBERS TO FULFILL THE HEALING MISSION OF THE CHURCH. 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN DALLAS COUNTY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST HEALTH SYSTEM WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT THE METHODIST REHABILITATION HOSPITAL FOR LONG TERM OR SHORT TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11 FOR METHODIST MCKINNEY HOSPITAL | 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN THE COMMUNITY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST HEALTH SYSTEM WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT METHODIST HOSPITAL FOR SURGERY FOR LONG-TERM OR SHORT-TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT-TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. |
| FORM 990,SCHEDULE H,SECTION B,LINE 11 FOR METHODIST HOSPITAL FOR SURGERY | 5) MENTAL AND BEHAVIORAL HEALTH-ILLNESS IMPACT ON HEALTH DECISIONS. INDIVIDUALS IN THE COMMUNITY SUFFERING FROM MENTAL AND BEHAVIORAL ILLNESSES FACE DECISION MAKING BARRIERS. THESE BARRIERS IMPACT COMPLIANCE WITH PREVENTIVE CARE AND TREATMENT THEREBY COMPROMISING ASPECTS OF THEIR PHYSICAL HEALTH ALSO. RESPONSE: METHODIST HEALTH SYSTEM WORKS CLOSELY WITH BEHAVIORAL HEALTH PROVIDERS THROUGHOUT THE NORTH TEXAS REGION TO ENSURE THE NEEDS OF THIS COMMUNITY ARE BEING MET. THERE ARE NO FACILITIES AT METHODIST HOSPITAL FOR SURGERY FOR LONG TERM OR SHORT TERM BEHAVIORAL HEALTH CARE TREATMENT. HOWEVER, METHODIST RICHARDSON DOES OFFER SHORT TERM INPATIENT AND OUTPATIENT BEHAVIORAL TREATMENT OPTIONS. |
Schedule R IRS990ScheduleR
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (16 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| METHODIST PATIENT CENTERED ACO | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 352436666 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| DALLAS METHODIST HOSPITALS FOUNDATION | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 751548343 | FUND RAISING TO SUPPORT EXEMPT FUNCTIONS OF MHS | TX | 501(C)(3) | LINE 7 | METHODIST HOSPITALS OF DALLAS | 0 | |
| NELLE NORRELL FOUNDATION | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 756034201 | FUND RAISING TO SUPPORT EXEMPT FUNCTIONS OF MHS | TX | 501(C)(3) | LINE 11A, I | METHODIST HOSPITALS OF DALLAS | 0 | |
| METHODIST TRANSPLANT PHYSICIANS | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 010612870 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| MEDHEALTH | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 752896138 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| PHYSICANS ASSOC OF SW DALLAS | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 752966610 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| ASSOC IN ACUTE SURGICAL CARE | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 262126265 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| MHSR MEDICAL CENTER | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 264193362 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 11A, I | METHODIST HOSPITALS OF DALLAS | 0 | |
| METHODIST URGENT CARE | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 471054059 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| METHODIST CDI | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 465265469 | MEDICAL SERVICES | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
| DALLAS COUNTY INDIGENT CARE CORP | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 260610562 | FUNDING FOR INDIGENT CARE | TX | 501(C)(3) | BOX 11 TYPE 1 | 0 | N/A | |
| TARRANT COUNTY INDIGENT CARE | |||||||||||
| 612 E LAMAR STREET | ARLINGTON | TX | 76011 | 260648532 | FUNDING FOR INDIGENT CARE | TX | 501(C)(3) | BOX 11 TYPE 1 | 0 | N/A | |
| CAREFLIGHT | |||||||||||
| 3110 S GREATSOUTHWEST PKWY | GRAND PRARIE | TX | 75052 | 751657155 | MEDICAL TRANSPORT | TX | 501(C)(3) | BOX 11 TYPE 3 | 0 | N/A | |
| DALLAS METHODIST PHYSICIANS NETWORK | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 752693707 | HEALTH CARE CONTRACTING | TX | 501(C)(6) | METHODIST HOSPITALS OF DALLAS | 0 | ||
| PAVILION PROPERTIES | |||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 752284449 | REAL ESTATE TITLE HOLDING | TX | 501(C)(2) | METHODIST HOSPITALS OF DALLAS | 0 | ||
| METHODIST RICHARDSON FOUNDATION | |||||||||||
| 2831 E PRESIDENT GEORGE BUSH HIGHWA | RICHARDSON | TX | 75082 | 751788520 | FUND RAISING TO SUPPORT EXEMPT FUNCTIONS OF MHS | TX | 501(C)(3) | LINE 9 | METHODIST HOSPITALS OF DALLAS | 0 | |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (15 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| MHS-CHC ILP | ||||||||||||||
| 3020 W WHEATLAND RD | DALLAS | TX | 75237 | 205000978 | REHAB HOSPITAL | TX | MHS-CHC LLC | RELATED | $3,412,399 | $2,048,731 | 0 | 0 | 0.68250 | |
| MHS-CHC LLC | ||||||||||||||
| 3020 W WHEATLAND RD | DALLAS | TX | 75237 | 204921888 | REHAB HOSPITAL | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $36,530 | $62,886 | 0 | 0 | 0.75000 | |
| METHODIST MCKINNEY HOSPITAL LLC | ||||||||||||||
| 11221 ROE AVE | LEAWOOD | KS | 66211 | 208847736 | HOSPITAL | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $500 | 0 | Yes (1) | 0.57180 | ||
| MHD-USO MANAGEMENT COMPANY LP | ||||||||||||||
| ONE POST STREET 35TH FLOOR | SAN FRANCISCO | TX | 94104 | 203844027 | MEDICAL SERVICES | TX | NORTH TEXAS HEALTH FACILITIES MANGMT | RELATED | $1,571,525 | $3,413,205 | 0 | 0 | 0.71400 | |
| METHODIST MCKINNEY HOSPITAL PROPERTY | ||||||||||||||
| 11221 ROE AVE | LEAWOOD | KS | 66211 | 261943814 | REAL ESTATE HOLDING | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $1,044,023 | $19,188,543 | 0 | Yes (1) | 0.59900 | |
| METDALSPI LLC | ||||||||||||||
| 11221 ROE AVE | LEAWOOD | KS | 66211 | 263195791 | HOSPITAL | TX | N/A | |||||||
| METDALSPI HOLDING LLC | ||||||||||||||
| 11221 ROE AVE | LEAWOOD | KS | 66211 | 263207402 | HOSPITAL | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $7,564,448 | -$11,511,720 | 0 | Yes (1) | 0.99000 | |
| SRPMEDICA INVESTORS - ADDISON LP | ||||||||||||||
| 8343 DOUGLAS AVE SUITE 350 | DALLAS | TX | 75225 | 264517265 | REAL ESTATE HOLDING | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $331,615 | -$1,686,932 | 0 | 0 | 0.22250 | |
| MHD-USO GENERAL LLC | ||||||||||||||
| ONE POST ST35TH FLOOR ATTN TAX DEPT | SAN FRANCISCO | CA | 94104 | 203843579 | MEDICAL SERVICES | TX | NORTH TEXAS HEALTH FACILITIES MGMT | RELATED | 0 | Yes (1) | 0.50000 | |||
| MHSS MOB - ADDISON LP | ||||||||||||||
| 8343 DOUGLAS AVE SUITE 350 | DALLAS | TX | 75225 | 270216329 | REAL ESTATE HOLDING | TX | N/A | |||||||
| LHCG XXXIII LLC | ||||||||||||||
| 420 WEST PINHOOK RD SUITE A | LAFAYETTE | LA | 70503 | 454894023 | HOME CARE | LA | N/A | |||||||
| METHODIST DIAGNOSTIC IMAGING OF TEXAS LLC | ||||||||||||||
| 5775 WAYZATA BLVD 400 | ST LOUIS PARK | MN | 55416 | 472352211 | MEDICAL SERVICES | TX | METHODIST HOSPITAL OF DALLAS | RELATED | $179,128 | 0 | 0 | 0.51000 | ||
| METHODIST URGENT CARE OF TEXAS LLC | ||||||||||||||
| 265 BROOKVIEW CENTRE WAY 400 | KNOXVILLE | TN | 37919 | 352509140 | MEDICAL SERVICES | TX | METHODIST HOSPITAL OF DALLAS | RELATED | -$1,444 | $445,497 | 0 | 0 | 0.51000 | |
| TEXAS REHABILITATION HOSPITAL OF ARLINGTON LLC | ||||||||||||||
| 113 SEABOARD LANE | FRANKLIN | TN | 37067 | 371748838 | MEDICAL SERVICES | TX | N/A | |||||||
| DALLAS FT WORTH ACO LLC | ||||||||||||||
| 612 E LAMAR BLVD 6TH FLOOR | ARLINGTON | TX | 76011 | 473388285 | MEDICAL SERVICES | TX | METHODIST HOSPITAL OF DALLAS | RELATED | 0 | 0 | 0.20000 | |||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (4 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| NORTH TEXAS HEALTH FACILITIES MANAGEMENT | ||||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 751700994 | FACILITY AND PHYSICIAN MGMT | TX | METHODIST HOSPITALS OF DALLAS | C | -$390,067 | $6,031,669 | 1.00000 | 0 |
| METHCATH OIL COMPANY | ||||||||||||
| 4833 ROYAL LANE | DALLAS | TX | 75229 | 751974095 | OIL & GAS HOLDINGS | TX | METHODIST HOSPITALS OF DALLAS | C | $1,570 | $7,200 | 0.50000 | 0 |
| COLLECTECH FINANCIAL SERVICESINC | ||||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 752369856 | BILLING & COLLECTION | TX | NORTH TEXAS FACILTIES MGMT | C | -$50,033 | $256,610 | 1.00000 | 0 |
| RICHARDSON PHYSICIAN ALLIANCE | ||||||||||||
| 1441 N BECKLEY AVE | DALLAS | TX | 75203 | 770591925 | PHYSICIAN ORGANIZATION | TX | METHODIST HOSPITALS OF DALLAS | C | -$210 | $1,375 | 1.00000 | 0 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | Yes (1) | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | Yes (1) | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (1) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (1) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (1) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (1) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | 0 | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | 0 | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (1) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (42 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| ASSOC IN SURGICAL CARE | ||
| D | $5,282,855 | I/C PAYABLE |
| ASSOC IN SURGICAL CARE | ||
| L | $2,400 | CASH |
| COLLECTECH FINANCIAL SERVICESINC | ||
| D | $700,671 | I/C PAYABLE |
| COLLECTECH FINANCIAL SERVICESINC | ||
| O | $213,490 | FMV |
| COLLECTECH FINANCIAL SERVICESINC | ||
| L | $26,400 | CASH |
| DALLAS COUNTY INDIGENT CARE CORP | ||
| B | $28,510,894 | CASH |
| DALLAS METHODIST PHYSICIANS NETWORK | ||
| D | $213,946 | FMV |
| DALLAS METHODIST PHYSICIANS NETWORK | ||
| J | $55,678 | CASH |
| MEDDALSPI LLC | ||
| S | $5,857,137 | CASH |
| MEDHEALTH | ||
| J | $18,270,021 | FMV |
| MEDHEALTH | ||
| D | $63,378,978 | I/C PAYABLE |
| MEDHEALTH | ||
| L | $172,465 | ACCOUNTING FEES |
| MEDHEALTH | ||
| M | $811,250 | FACILITY MANAGEMENT |
| MEDHEALTH | ||
| L | $47,150 | IT SUPPORT |
| MEDHEALTH | ||
| L | $41,988 | LAB FEES |
| MEDHEALTH | ||
| J | $1,958,747 | RENT |
| METDALSPI LLC | ||
| L | $76,276 | IT SUPPORT |
| METHODIST HOSPITAL FOUNDATION | ||
| Q | $1,888,162 | CASH |
| METHODIST HOSPITAL FOUNDATION | ||
| C | $20,172,083 | PROGRAM SUPPORT |
| METHODIST MCKINNEY HOSPITAL LLC | ||
| L | $65,975 | IT SUPPORT |
| METHODIST MCKINNEY HOSPITAL PROPERTY LLC | ||
| F | $643,484 | CASH |
| METHODIST MCKINNEY HOSPITAL LLC | ||
| F | $4,198,088 | CASH |
| METHODIST PATIENT CENTERED ACO | ||
| D | $4,063,321 | CASH |
| METHODIST PATIENT CENTERED ACO | ||
| L | $315,235 | CASH |
| METHODIST PATIENT CENTERED ACO | ||
| F | $1,753,634 | CASH |
| METHODIST TRANSPLANT PHYSICIANS | ||
| L | $203,648 | BILLING |
| METHODIST TRANSPLANT PHYSICIANS | ||
| D | $26,208,254 | I/C PAYABLE |
| METHODIST TRANSPLANT PHYSICIANS | ||
| L | $201,554 | IT SUPPORT |
| METHODIST TRANSPLANT PHYSICIANS | ||
| L | $52,260 | ACCOUNTING FEES |
| METHODIST TRANSPLANT PHYSICIANS | ||
| K | $403,270 | RENT |
| MHS-CHC ILP | ||
| F | $2,612,089 | CASH |
| MHS-CHC ILP | ||
| J | $1,138,671 | CASH |
| NORTH TEXAS HEALTH FACILITIES MANAGEMENT | ||
| K | $61,507 | FMV |
| NORTH TEXAS HEALTH FACILITIES MANAGEMENT | ||
| D | $4,366,940 | CASH |
| NORTH TEXAS HEALTH FACILITIES MANAGEMENT | ||
| F | $1,570,800 | FMV |
| NORTH TEXAS HEALTH FACILITIES MANAGEMENT | ||
| M | $553,459 | FMV |
| PHYSICIANS ASSOC OF SW DALLAS | ||
| L | $30,240 | ACCOUNTING FEES |
| PHYSICIANS ASSOC OF SW DALLAS | ||
| D | $1,607,625 | I/C PAYABLE |
| PHYSICIANS ASSOC OF SW DALLAS | ||
| M | $296,020 | BILLING FEES |
| PHYSICIANS ASSOC OF SW DALLAS | ||
| L | $2,144,499 | EMPLOYEE PURCHASED SERVICES |
| SRPMEDICA INVESTORS - ADDISON LP | ||
| F | $292,606 | CASH |
| TARRANT COUNTY INDIGENT CARE CORP | ||
| B | $2,491,519 | CASH |
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