ASCENSION SETON: Form 990, tax year 2016
View the entire original 990 at ProPublica ↗
- Organization
- ASCENSION SETON (EIN 74-1109643)
- Tax period
- 2016-07-01 to 2017-06-30
- Filed
- 2018-05-10
- IRS object ID
- 201801309349302560
- Schema version
- 2016v3.0
- 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 N
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2018-05-10T13:14:18-05:00 | ReturnTs |
| Tax Period End | 2017-06-30 | TaxPeriodEndDt |
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2016-07-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 741109643 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Seton Family of Hospitals | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | SETO | BusinessNameControlTxt |
| Phone | 3147338000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1Txt |
| City | Austin | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 78723 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Tonya Mershon | PersonNm |
| Person Title | Tax Officer | PersonTitleTxt |
| Signature | 2017-10-30 | SignatureDt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2016 | TaxYr |
| Build TS | 2022-09-23 18:48:47Z | BuildTS |
Form 990 IRS990
Doing Business As Name DoingBusinessAsName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Seton Healthcare Network | BusinessNameLine1Txt |
Principal Ofcr Business Name PrincipalOfcrBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Scott Herndon | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1Txt |
| City | Austin | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 78723 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,838,790,880 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Group Exemption | 0928 | GroupExemptionNum |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | http://www.seton.net | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1900 | FormationYr |
| Legal Domicile State | TX | LegalDomicileStateCd |
| Activity Or Mission | To improve the health and well-being of all people in the communities we serve. | ActivityOrMissionDesc |
| Contract Termination | Yes (X) | ContractTerminationInd |
| Voting Members Governing Body | 11 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 10 | VotingMembersIndependentCnt |
| Total Employee | 12578 | TotalEmployeeCnt |
| Total Volunteers | 2000 | TotalVolunteersCnt |
| Total Gross UBI | $839,718 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | -$504,770 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $26,656,186 | PYContributionsGrantsAmt |
| CY Contributions Grants | $41,473,538 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $1,953,063,418 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $1,746,616,203 | CYProgramServiceRevenueAmt |
| PY Investment Income | $6,581,395 | PYInvestmentIncomeAmt |
| CY Investment Income | $2,438,738 | CYInvestmentIncomeAmt |
| PY Other Revenue | $35,594,479 | PYOtherRevenueAmt |
| CY Other Revenue | $33,891,465 | CYOtherRevenueAmt |
| PY Total Revenue | $2,021,895,478 | PYTotalRevenueAmt |
| CY Total Revenue | $1,824,419,944 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $3,340,045 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $4,020,379 | CYGrantsAndSimilarPaidAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $782,613,194 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $701,927,270 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $966,524,584 | PYOtherExpensesAmt |
| CY Other Expenses | $996,213,962 | CYOtherExpensesAmt |
| PY Total Expenses | $1,752,477,823 | PYTotalExpensesAmt |
| CY Total Expenses | $1,702,161,611 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $269,417,655 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $122,258,333 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $3,306,001,380 | TotalAssetsBOYAmt |
| Total Assets EOY | $1,883,821,080 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $708,931,624 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $917,085,727 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $2,597,069,756 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $966,735,353 | NetAssetsOrFundBalancesEOYAmt |
| Mission | Our Mission as part of a Catholic health care system is to further the healing ministry of Jesus by continually improving the health and well-being of all people, especially the poor, in the communities we serve. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $1,477,723,034 | ExpenseAmt |
| Grant | $4,020,379 | GrantAmt |
| Revenue | $1,779,469,628 | RevenueAmt |
| Desc | As the leading provider of health services in Central Texas (an 11-county region), Seton Family of Hospitals (Seton) also provides a number of distinctive services to the community: the only Level I trauma facilities; the only free-standing children's hospital; the only free-standing inpatient behavioral health hospital; the only heart transplant center; and the only University of Texas medical residency programs. Seton contributes to the positive health status of the communities it serves and continues to build and strengthen sustainable collaborative efforts to benefit the health of individuals, families and society as a whole. Seton has a mission to care for the community it serves with a special concern for the poor and the vulnerable. (CONTINUED ON SCHEDULE O) | Desc |
| Total Program Service Expenses | $1,477,723,034 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (true) | LobbyingActivitiesInd |
| Subject To Proxy Tax | false | SubjectToProxyTaxInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| Temp Or Permanent Endowments | Yes (true) | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (true) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | false | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (true) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (true) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | false | ForeignOfficeInd |
| Foreign Activities | false | ForeignActivitiesInd |
| More Than5000 K To Org | false | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | false | MoreThan5000KToIndividualsInd |
| Professional Fundraising | false | ProfessionalFundraisingInd |
| Fundraising Activities | false | FundraisingActivitiesInd |
| Gaming Activities | false | GamingActivitiesInd |
| Operate Hospital | Yes (true) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (true) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (true) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (true) | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | false | TaxExemptBondsInd |
| Engaged In Excess Benefit Trans | false | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | false | PYExcessBenefitTransInd |
| Loan Outstanding | false | LoanOutstandingInd |
| Grant To Related Person | false | GrantToRelatedPersonInd |
| Business Rln With Org Mem | false | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | false | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | false | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | false | DeductibleNonCashContriInd |
| Deductible Art Contribution | false | DeductibleArtContributionInd |
| Terminate Operations | false | TerminateOperationsInd |
| Partial Liquidation | Yes (true) | PartialLiquidationInd |
| Disregarded Entity | Yes (true) | DisregardedEntityInd |
| Related Entity | Yes (true) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (true) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (true) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | false | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | false | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (true) | ScheduleORequiredInd |
| IRP Document | 760 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 12578 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (true) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (true) | Form990TFiledInd |
| Foreign Financial Account | false | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | false | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | false | TaxablePartyNotificationInd |
| Nondeductible Contributions | false | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | Yes (true) | QuidProQuoContributionsInd |
| Quid Pro Quo Contri Discl | Yes (true) | QuidProQuoContriDisclInd |
| Form8282 Property Disposed Of | false | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | false | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | false | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | false | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 11 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 10 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | false | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (true) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (true) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (true) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (true) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (true) | MinutesOfCommitteesInd |
| Officer Mailing Address | false | OfficerMailingAddressInd |
| Local Chapters | false | LocalChaptersInd |
| Form990 Provided To Gvrn Body | false | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (true) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (true) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (true) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (true) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (true) | DocumentRetentionPolicyInd |
| Compensation Process CEO | false | CompensationProcessCEOInd |
| Compensation Process Other | false | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (true) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (true) | WrittenPolicyOrProcedureInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Scott Herndon | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 5123241000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1Txt |
| City | Austin | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 78723 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (29 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| MICHELLE L ROBERTSON | ||||||||||
| PRESIDENT AND CEO - SFOH | 50.0 | 2.0 | Yes (X) | Yes (X) | $1,216,686 | $0 | $22,536 | |||
| CHAD DIETERICHS MD | ||||||||||
| CHAIRMAN | 1.0 | 0 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| CHRIS ZIEBELL MD | ||||||||||
| VICE CHAIRMAN | 1.0 | 0 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| LEO R DUNN | ||||||||||
| SECRETARY/TREASURER | 1.0 | 1.0 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| MARIE CRANE PHD | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| ED DORN | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| RICHARD FREEMAN | ||||||||||
| TRUSTEE | 1.0 | 2.0 | Yes (X) | $0 | $0 | $0 | ||||
| ANTHONY MANUAL MD | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| PATRICK MOONEY | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| RHETT REED | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| IAN TURPIN | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| THOMAS E GALLAGHER | ||||||||||
| ACTING CFO (END 12/2016) | 1.0 | 39.0 | Yes (X) | $1,437,211 | $0 | $34,973 | ||||
| JESUS GARZA | ||||||||||
| CEO ASCENSION TEXAS | 18.8 | 24.2 | Yes (X) | $2,541,561 | $0 | $35,829 | ||||
| SCOTT HERNDON | ||||||||||
| CFO (START 7/2016) | 38.0 | 2.0 | Yes (X) | $360,647 | $0 | $18,187 | ||||
| GREGORY HARTMAN | ||||||||||
| CHIEF EXT & ACAD AFF OFCR-MINISTRY MKT TEXAS | 40.0 | 2.0 | $1,174,762 | $0 | $37,851 | Yes (X) | ||||
| KATHERINE HENDERSON | ||||||||||
| PRESIDENT - CENTRAL GROUP | 40.0 | 0 | $806,854 | $0 | $33,548 | Yes (X) | ||||
| SAMSON JESUDASS MD | ||||||||||
| CMO - ASCENSION TEXAS | 4.0 | 40.0 | $1,422,992 | $0 | $37,996 | Yes (X) | ||||
| TIMOTHY LEE LAFREY | ||||||||||
| CSO-MINISTRY MKT TEXAS | 37.0 | 5.0 | $1,490,275 | $0 | $26,360 | Yes (X) | ||||
| MARK W SHEN MD | ||||||||||
| PRESIDENT - DCMCCT | 40.0 | 4.0 | $687,292 | $0 | $35,954 | Yes (X) | ||||
| YVONNE VANDYKE | ||||||||||
| CNO (START 7/2016) | 40.0 | 0 | $565,681 | $0 | $26,498 | Yes (X) | ||||
| CHRISTANN M VASQUEZ | ||||||||||
| PRESIDENT - UMCB/DSMCUT/SSC | 40.0 | 0 | $851,323 | $0 | $36,673 | Yes (X) | ||||
| KENNETH L GLADISH | ||||||||||
| President-Foundations-TX Mkt | 0.0 | 40.0 | $767,467 | $0 | $25,754 | Yes (X) | ||||
| CHRISTOPHER L HARTLE | ||||||||||
| President-South Group | 39.0 | 1.0 | $868,802 | $0 | $40,528 | Yes (X) | ||||
| CAROL ELIZABETH WRATTEN MD | ||||||||||
| Chief Quality Officer-TX Mkt | 35.0 | 5.0 | $553,494 | $0 | $29,293 | Yes (X) | ||||
| RAYMOND DILLARD ANDERSON III | ||||||||||
| Sr VP-Plan & ChiefStrategyOfcr | 40.0 | 0 | $527,611 | $0 | $40,535 | Yes (X) | ||||
| DEBRA T HERNANDEZ | ||||||||||
| VP-COO & CNO SMCUT UMCB | 40.0 | 0 | $560,249 | $0 | $24,225 | Yes (X) | ||||
| JOHN BRINDLEY | ||||||||||
| FORMER KEY EMPLOYEE (END 7/2015) | 0.0 | 0 | $523,791 | $0 | $12,081 | Yes (X) | ||||
| ALAN STRAUSS | ||||||||||
| FORMER OFFICER (END 8/2015) | 0.0 | 0.0 | $624,067 | $0 | $7,919 | Yes (X) | ||||
| PAULA CAMPBELL | ||||||||||
| FORMER OFFICER (END 5/2014) | 0.0 | 0.0 | $234,769 | $0 | $5,575 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $17,215,534 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $532,315 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 604 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | false | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | Address Line2ContractorAddress/USAddress/AddressLine2Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|---|
| JE DUNN CONSTRUCTION CO | ||||||
| Barton Oaks Plaza One | 901 S MoPac Expy | Austin | TX | 78746 | CONSTRUCTION SERVICES | $89,686,651 |
| CAPITOL ANESTHESIOLOGY ASSOCIATION | ||||||
| 3705 Medical Pkwy 570 | Austin | TX | 78705 | MEDICAL SERVICES | $19,424,326 | |
| EMERGENCY SERVICE PARTNERS LP | ||||||
| 6300 LA CALMA DRIVE | SUITE 200 | AUSTIN | TX | 787523825 | MEDICAL SERVICES | $11,474,452 |
| AUSTIN CYBERKNIFE LLC | ||||||
| 1400 North IH 35 | Suite C1100 | Austin | TX | 78701 | MEDICAL SERVICES | $9,051,300 |
| CARDIOTHORACIC AND VASCULAR SURGEONS | ||||||
| 1010 WEST 40TH STREET | AUSTIN | TX | 78756 | MEDICAL SERVICES | $5,994,979 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 130 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $29,168,599 | RelatedOrganizationsAmt |
| Government Grants | $9,849,918 | GovernmentGrantsAmt |
| All Other Contributions | $2,455,021 | AllOtherContributionsAmt |
| Total Contributions | $41,473,538 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| NET PATIENT REVENUE | 621400 | $1,678,283,168 | $1,678,283,168 |
| PROGRAM SERVICE REVENUE | 621400 | $41,162,528 | $41,162,528 |
| I/C Management Fees | 541900 | $4,825,706 | $4,825,706 |
| Contract Services Revenue | 541900 | $13,834,244 | $13,834,244 |
| RESEARCH SPONSOR REVENUE | 900099 | $5,513,112 | $5,513,112 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,997,445 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $2,276,266 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $721,179 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $1,746,616,203 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $11,354 | TotalRevenueColumnAmt |
| Exclusion | $11,354 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $4,966,406 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $4,966,406 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,966,406 | TotalRevenueColumnAmt |
| Exclusion | $4,966,406 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $2,427,384 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $0 | SecuritiesAmt |
| Other | $2,427,384 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,427,384 | TotalRevenueColumnAmt |
| Exclusion | $2,427,384 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Direct Expenses | $9,551,230 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$9,551,230 | TotalRevenueColumnAmt |
| Exclusion | -$9,551,230 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $1,375,614 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $4,819,706 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$3,444,092 | TotalRevenueColumnAmt |
| Exclusion | -$3,444,092 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | ExclusionExclusionAmt |
|---|---|---|---|---|
| Ancillary Revenue | 900099 | $4,107,580 | $4,107,580 | |
| Cafeteria | 611430 | $6,079,845 | $6,079,845 | |
| Additional Fees | 900099 | $275,494 | $275,494 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $31,457,462 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $29,467,024 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $118,539 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,871,899 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $41,920,381 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,824,419,944 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,779,469,628 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $839,718 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,637,060 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,768,379 | TotalAmt |
| Program Services | $3,768,379 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $252,000 | TotalAmt |
| Program Services | $252,000 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $13,307,582 | TotalAmt |
| Program Services | $13,307,582 | ProgramServicesAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,408,202 | TotalAmt |
| Program Services | $1,408,202 | ProgramServicesAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $551,812,784 | TotalAmt |
| Program Services | $500,723,571 | ProgramServicesAmt |
| Management And General | $51,089,213 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,002,695 | TotalAmt |
| Program Services | $19,002,695 | ProgramServicesAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $76,165,301 | TotalAmt |
| Program Services | $73,020,746 | ProgramServicesAmt |
| Management And General | $3,144,555 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $40,230,706 | TotalAmt |
| Program Services | $40,230,706 | ProgramServicesAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $294,836,542 | TotalAmt |
| Program Services | $211,535,144 | ProgramServicesAmt |
| Management And General | $83,301,398 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $493,947 | TotalAmt |
| Program Services | $354,390 | ProgramServicesAmt |
| Management And General | $139,557 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,976,372 | TotalAmt |
| Program Services | $1,417,979 | ProgramServicesAmt |
| Management And General | $558,393 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $560,455 | TotalAmt |
| Management And General | $560,455 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $123,977 | TotalAmt |
| Program Services | $88,949 | ProgramServicesAmt |
| Management And General | $35,028 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $161,890,032 | TotalAmt |
| Program Services | $116,150,566 | ProgramServicesAmt |
| Management And General | $45,739,466 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,068,283 | TotalAmt |
| Program Services | $1,068,283 | ProgramServicesAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $9,063,853 | TotalAmt |
| Program Services | $9,063,853 | ProgramServicesAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,508,004 | TotalAmt |
| Program Services | $2,853,718 | ProgramServicesAmt |
| Management And General | $654,286 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $48,669,580 | TotalAmt |
| Program Services | $48,669,580 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,576,252 | TotalAmt |
| Program Services | $2,909,237 | ProgramServicesAmt |
| Management And General | $667,015 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,779,199 | TotalAmt |
| Program Services | $1,447,356 | ProgramServicesAmt |
| Management And General | $331,843 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,126,025 | TotalAmt |
| Program Services | $10,126,025 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $74,575,204 | TotalAmt |
| Program Services | $72,073,422 | ProgramServicesAmt |
| Management And General | $2,501,782 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,055,917 | TotalAmt |
| Program Services | $818,467 | ProgramServicesAmt |
| Management And General | $7,237,450 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| MEDICAL SUPPLIES | $240,055,558 | $236,916,018 | $3,139,540 |
| INTERCOMPANY ALLOCATION | -$44,792,221 | -$36,437,917 | -$8,354,304 |
| RESTRUCTURING | $27,407,027 | $22,295,277 | $5,111,750 |
| SERVICE FEES | $40,658,581 | $33,075,252 | $7,583,329 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $112,581,375 | TotalAmt |
| Program Services | $91,583,554 | ProgramServicesAmt |
| Management And General | $20,997,821 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,702,161,611 | TotalAmt |
| Program Services | $1,477,723,034 | ProgramServicesAmt |
| Management And General | $224,438,577 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $251,879,151 | BOYAmt |
| EOY | $278,957,064 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $27,962,405 | BOYAmt |
| EOY | $26,375,966 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,666,745 | BOYAmt |
| EOY | $6,106,172 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $1,733,577,416 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $742,910,486 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $888,857,377 | BOYAmt |
| EOY | $990,666,930 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,063,805 | BOYAmt |
| EOY | $20,218,751 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $45,292,717 | BOYAmt |
| EOY | $60,380,348 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,065,279,180 | BOYAmt |
| EOY | $501,115,849 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,306,001,380 | BOYAmt |
| EOY | $1,883,821,080 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $161,777,417 | BOYAmt |
| EOY | $163,295,479 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,716,351 | BOYAmt |
| EOY | $11,164,350 | EOYAmt |
Loans From Officers Directors LoansFromOfficersDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,723,823 | BOYAmt |
| EOY | $18,078,135 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $538,714,033 | BOYAmt |
| EOY | $724,547,763 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $708,931,624 | BOYAmt |
| EOY | $917,085,727 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,578,005,951 | BOYAmt |
| EOY | $946,516,602 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,063,805 | BOYAmt |
| EOY | $20,218,751 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,597,069,756 | BOYAmt |
| EOY | $966,735,353 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,306,001,380 | BOYAmt |
| EOY | $1,883,821,080 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $122,258,333 | ReconcilationRevenueExpnssAmt |
| Other Changes In Net Assets | -$1,752,592,736 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | 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 (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | FederalGrantAuditPerformedInd |
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) |
|---|---|---|
| Volunteers | false | VolunteersInd |
| Paid Staff Or Management | false | PaidStaffOrManagementInd |
| Media Advertisements | false | MediaAdvertisementsInd |
| Mailings Members | Yes (true) | MailingsMembersInd |
| Mailings Members | $4,255 | MailingsMembersAmt |
| Publications Or Broadcast | Yes (true) | PublicationsOrBroadcastInd |
| Publications Or Broadcast | $4,255 | PublicationsOrBroadcastAmt |
| Grants Other Organizations | Yes (true) | GrantsOtherOrganizationsInd |
| Grants Other Organizations | $161,845 | GrantsOtherOrganizationsAmt |
| Direct Contact Legislators | Yes (true) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $360,310 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | Yes (true) | RalliesDemonstrationsInd |
| Rallies Demonstrations | $29,788 | RalliesDemonstrationsAmt |
| Other Activities | false | OtherActivitiesInd |
| Total Lobbying Expenditures | $560,453 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | false | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY | Seton Family of Hospitals may, to an insubstantial degree, make comments or statements concerning legislation which may affect the health care industry. Seton has not intervened in any political campaigns. Expenses incurred in lobbying activities were primarily composed of staff salary, some limited travel, and conference expenses. There were contacts with federal representatives and their staff regarding health care issues and various proposals. The contacts were made by mail, telephone, and in person. All contacts attempted to demonstrate how the proposals would impact residents and providers in Central Texas. These lobbying expenses amounted to $360,310 for FY17. Additional lobbying expenses of $200,144 represent the expenses for rallies, demonstrations, seminars, conventions, speeches, lectures, or other similar means that are specifically allocable to lobbying. |
| Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY | Seton Family of Hospitals may, to an insubstantial degree, make comments or statements concerning legislation which may affect the health care industry. Seton has not intervened in any political campaigns. Expenses incurred in lobbying activities were primarily composed of staff salary, some limited travel, and conference expenses. There were contacts with federal representatives and their staff regarding health care issues and various proposals. The contacts were made by mail, telephone, and in person. All contacts attempted to demonstrate how the proposals would impact residents and providers in Central Texas. These lobbying expenses amounted to $360,310 for FY17. Additional lobbying expenses of $200,144 represent the expenses for rallies, demonstrations, seminars, conventions, speeches, lectures, or other similar means that are specifically allocable to lobbying. |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $89,689,476 | BeginningYearBalanceAmt |
| Contributions | $617,907 | ContributionsAmt |
| Investment Earnings Or Losses | $11,337,732 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $3,786,942 | GrantsOrScholarshipsAmt |
| End Year Balance | $97,858,173 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $94,722,873 | BeginningYearBalanceAmt |
| Contributions | $1,881,611 | ContributionsAmt |
| Investment Earnings Or Losses | -$3,722,867 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $3,192,141 | OtherExpendituresAmt |
| End Year Balance | $89,689,476 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $96,234,271 | BeginningYearBalanceAmt |
| Contributions | $3,172,353 | ContributionsAmt |
| Investment Earnings Or Losses | $310,792 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $4,994,543 | OtherExpendituresAmt |
| End Year Balance | $94,722,873 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $81,813,204 | BeginningYearBalanceAmt |
| Contributions | $5,726,699 | ContributionsAmt |
| Investment Earnings Or Losses | $11,292,475 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $2,598,107 | OtherExpendituresAmt |
| End Year Balance | $96,234,271 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $70,910,105 | BeginningYearBalanceAmt |
| Contributions | $2,638,419 | ContributionsAmt |
| Investment Earnings Or Losses | $8,546,076 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $281,396 | OtherExpendituresAmt |
| End Year Balance | $81,813,204 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.1434 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.5183 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.3383 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | false | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (true) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (true) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $49,010,312 | OtherCostOrOtherBasisAmt |
| Book Value | $49,010,312 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,108,782,764 | OtherCostOrOtherBasisAmt |
| Depreciation | $361,984,261 | DepreciationAmt |
| Book Value | $746,798,503 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $41,443,656 | OtherCostOrOtherBasisAmt |
| Depreciation | $23,233,722 | DepreciationAmt |
| Book Value | $18,209,934 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $468,303,609 | OtherCostOrOtherBasisAmt |
| Depreciation | $357,692,503 | DepreciationAmt |
| Book Value | $110,611,106 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $66,037,075 | OtherCostOrOtherBasisAmt |
| Book Value | $66,037,075 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $990,666,930 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| interest in investments held by ascension health alliance | -$2,046,489 |
| due from network | $446,603,552 |
| other receivables | $23,334,739 |
| investments in unconsolidated entities | $3,415,723 |
| ah deferred compensation asset | $28,659,263 |
| other assets | $730,575 |
| physician asset guarantee | $418,486 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $501,115,849 | TotalBookValueOtherAssetsAmt |
| Federal Income Tax Liability | $119,000 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (4 entries)
| DescDesc | AmtAmt |
|---|---|
| intercompany debt with ascension health alliance | $344,886,325 |
| other liabilities | $188,095,095 |
| a/r credit balance | $3,526,727 |
| DUE TO/FROM NETWORK | $187,920,616 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $724,547,763 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule D, Part V, Line 4 Intended uses of endowment funds | For almost four hundred years, the Daughters of Charity have lived in service to help the sick and the poor. In partnership with others, they have met the challenges and needs of our growing community since the Seton Infirmary opened its doors in 1902. To continue to sustain this legacy, Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. and CMC Foundation of Central Texas created endowment funds to support the healthcare ministry of Seton Family of Hospitals. The principal of an endowment is never touched. The distributions from an endowment provide a dependable source of income each year to help Seton continue to meet the community's healthcare needs. Permanent and board-designated endowments are strategic fundraising tools to help maximize endowment growth and financial returns to benefit Seton's healthcare ministry for the long-term. |
| Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote | THE SYSTEM ACCOUNTS FOR UNCERTAINTY IN INCOME TAX POSITIONS BY APPLYING A RECOGNITION THRESHOLD AND MEASUREMENT ATTRIBUTE FOR FINANCIAL STATEMENT RECOGNITION AND MEASUREMENT OF A TAX POSITION TAKEN OR EXPECTED TO BE TAKEN IN A TAX RETURN. THE SYSTEM HAS DETERMINED THAT NO MATERIAL UNRECOGNIZED TAX BENEFITS OR LIABILITIES EXIST AS OF JUNE 30, 2017. |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (true) | FinancialAssistancePolicyInd |
| Written Policy | Yes (true) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (true) | FPGReferenceFreeCareInd |
| Percent100 | Yes (X) | Percent100Ind |
| FPG Reference Discounted Care | Yes (true) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 375 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (true) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (true) | ExpensesExceedBudgetInd |
| Unable To Provide Care | false | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (true) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (true) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $157,982,677 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $50,047,922 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $107,934,755 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0634 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $279,276,560 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $283,863,757 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $437,259,237 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $333,911,679 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $107,934,755 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0634 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $4,280,391 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $629,101 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $3,651,290 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0021 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $56,185,205 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $13,039,665 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $43,145,540 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0253 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $103,913,797 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $61,241,961 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $42,671,836 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0251 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $10,500,807 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $5,206,178 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $5,294,629 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0031 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $55,378,329 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $55,378,329 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0325 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $230,258,529 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $80,116,905 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $150,141,624 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0882 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $667,517,766 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $414,028,584 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $258,076,379 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.1516 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $158,950 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $158,950 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $296,157 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $296,157 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0002 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $35,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $35,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $98,293 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $98,293 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $100,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $100,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $23,128 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $23,128 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $80,650 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $80,650 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $176,345 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $176,345 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $968,523 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $968,523 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0006 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | false | BadDebtExpenseReportedInd |
| Bad Debt Expense | $52,214,063 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $33,356,502 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $166,616,064 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $283,720,295 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$117,104,231 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (true) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (true) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp (4 entries)
| Primary ActivitiesPrimaryActivitiesTxt | Org Profit Or OwnershipOrgProfitOrOwnershipPct | Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct |
|---|---|---|
| AUSTIN CYBERKNIFE LLC | ||
| RADIATION OUTPATIENT TREATMENT PROCEDURE | 0.2 | 0.2 |
| CEDAR PARK HEALTH SYSTEM LP | ||
| OUTPATIENT SURGERY CENTER | 0.2 | 0.2 |
| STRICTLY PEDIATRICS SURGERY CENTER OF CENTRAL TEXAS LLC | ||
| PEDIATRIC AMBULATORY SURGERY CENTER | 0.2545 | 0.259 |
| CTRH LLC | ||
| OUTPATIENT CLINIC | 0.2 | 0.2 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 15 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (15 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Facility Reporting GroupFacilityReportingGroupCd | Teaching HospitalTeachingHospitalInd | Childrens HospitalChildrensHospitalInd | Critical Access HospitalCriticalAccessHospitalInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Seton Medical Center Austin | ||||||||||||||
| 1 | 1201 West 38th Street | AUSTIN | TX | 78705 | www.seton.net | 000497 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| University Medical Center Brackenridge | ||||||||||||||
| 2 | 601 East 15th Street | AUSTIN | TX | 78701 | www.seton.net | 000335 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||
| Dell Children's Medical Center of Central Texas | ||||||||||||||
| 3 | 4900 Mueller Blvd | AUSTIN | TX | 78723 | www.seton.net | 008520 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Yes (X) | |
| Seton Edgar B Davis Hospital | ||||||||||||||
| 4 | 130 Hays Street | LULING | TX | 78648 | www.seton.net | 000597 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | |||
| Seton Highland Lakes Hospital | ||||||||||||||
| 5 | 3201 S Water Street | BURNET | TX | 78611 | www.seton.net | 000559 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | |||
| Seton Northwest Hospital | ||||||||||||||
| 6 | 11113 Research Blvd | AUSTIN | TX | 78759 | www.seton.net | 007976 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Seton Southwest Hospital | ||||||||||||||
| 7 | 7900 FM 1826 | AUSTIN | TX | 78737 | www.seton.net | 007975 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Seton Shoal Creek Hospital | ||||||||||||||
| 8 | 3501 Mills Avenue | AUSTIN | TX | 78731 | www.seton.net | 000770 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | |||
| Seton Medical Center Williamson | ||||||||||||||
| 9 | 201 Seton Parkway | ROUND ROCK | TX | 78665 | www.seton.net | 008617 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Seton Medical Center Hays | ||||||||||||||
| 10 | 6001 Kyle Parkway | KYLE | TX | 78640 | www.seton.net | 100029 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Cedar Park Regional Medical Center | ||||||||||||||
| 11 | 1401 Medical Parkway | CEDAR PARK | TX | 78613 | www.seton.net | 008583 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Central Texas Rehabilitation Hospital | ||||||||||||||
| 12 | 700 WEST 45TH STREET | AUSTIN | TX | 78751 | www.seton.net | 100147 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Seton Medical Center Harker Heights | ||||||||||||||
| 13 | 850 W Central Expressway | HARKER HEIGHTS | TX | 76548 | www.seton.net | 100149 | Yes (X) | Yes (X) | Yes (X) | B | ||||
| Seton Smithville Regional Hospital | ||||||||||||||
| 14 | 1201 Hill Road | SMITHVILLE | TX | 78957 | www.seton.net | 100103 | Yes (X) | Yes (X) | Yes (X) | B | ||||
| Warm Springs Rehabilitation Hospital of Kyle | ||||||||||||||
| 15 | 5980 Kyle Parkway | Kyle | TX | 78640 | www.seton.net | 100261 | Yes (X) | Yes (X) | Yes (X) | A | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (3 entries)
| 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 | Prior CHNA ImpactPriorCHNAImpactInd | 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 | Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | 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 | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | 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 | Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd | FAP TranslatedFAPTranslatedInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | Provided Written NoticeProvidedWrittenNoticeInd | Made Effort Orally NotifyMadeEffortOrallyNotifyInd | Processed FAP ApplicationProcessedFAPApplicationInd | Made Presumptive Elig DetermMadePresumptiveEligDetermInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Look Back Medicare PrivateLookBackMedicarePrivateInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd | FacilityFacilityNum |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | SEE Line 7d | Yes (X) | Yes (X) | Yes (true) | 15 | Yes (true) | SEE STATEMENT | false | Yes (true) | Yes (X) | 100.0 | 375.0 | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE STATEMENT | Yes (X) | https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf | Yes (X) | SEE STATEMENT | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |
| B | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | Yes (true) | false | Yes (true) | Yes (X) | See Line 7d | Yes (X) | Yes (X) | Yes (true) | 15 | Yes (true) | SEE STATEMENT | false | Yes (true) | Yes (X) | 100.0 | 375.0 | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE STATEMENT | Yes (X) | https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf | Yes (X) | SEE STATEMENT | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |
| Seton Shoal Creek Hospital | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | https://www.seton.net/wp-content/uploads/2016/06/Shoal-Creek-CHNA-2016.pdf | Yes (X) | Yes (true) | 15 | Yes (true) | https://www.seton.net/wp-content/uploads/2015/05/SSC-Implementation-Strategy-2016-FINAL2.pdf | false | Yes (true) | Yes (X) | 100.0 | 375.0 | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE STATEMENT | Yes (X) | https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf | Yes (X) | SEE STATEMENT | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | 8 | |
Supplemental Information SupplementalInformationGrp (83 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part V, Section B, Line 5 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities. To avoid duplication of effort, the CHNA collaborators worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. Input was gathered during nine stakeholder interviews, one focus group, a community forum and through online survey. The CHNA collaborators gathered feedback from the broader community using several methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. A community forum hosted by the ATCHHSD 4. An online survey to rank needs in priority order They solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. The focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented during focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD-public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities. To avoid duplication of effort, the CHNA collaborators worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: one-on-one stakeholder interviews using a standardized interview guide, focus groups, a community forum hosted by the ATCHHSD and an online survey to rank needs in priority order. They solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. The focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. For the Travis County CHNA, input was gathered during nine stakeholder interviews, one focus group, a community forum and through online survey. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization The following organizations were represented during focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD-public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities and worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. A community forum hosted by the ATCHHSD 4. An online survey to rank needs in priority order They solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net E5clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD- public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities and worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. A community forum hosted by the ATCHHSD 4. An online survey to rank needs in priority order They solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization The following organizations were represented during focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD-public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities. To avoid duplication of effort, the CHNA collaborators worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: one-on-one stakeholder interviews using a standardized interview guide, focus groups, a community forum hosted by the ATCHHSD and an online survey to rank needs in priority order. They solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. The focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. For the Travis County CHNA, input was gathered during nine stakeholder interviews, one focus group, a community forum and through online survey. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization The following organizations were represented during stakeholder interviews: -Asian American Quality of Life Commission-community-based organization -Austin ISD-public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. The Community Health Assessment (CHA) team used the National Association of County and City Health Officials (NACCHO) Mobilizing for Action through Planning and Partnerships (MAPP) process as a proven systematic framework for identifying community health needs and the resources for meeting those needs. The MAPP process consists of four assessments: 1. The community health status assessment 2. The community themes and strengths assessment 3. The forces of change assessment 4. The local public health systems assessment Following this framework, the CHA team utilized a mixed-method, participatory, and collaborative approach to conduct these assessments to evaluate the health of the community defined by the geographic area of Williamson County, Texas. The assessment process included both primary data generated by the partners and secondary data from external organizations. The data on health, socio-behavioral, and economic indicators for the county were aggregated from a large number of local, state, and federal data sources. Whenever possible, the CHA team analyzed data at the census tract level to understand the diversity within and across areas of Williamson County at the most detailed level available. However, the CHA team recognized that numbers alone don't always tell the whole story. As such, the team complemented the large volume of quantitative data with qualitative data gathered through facilitated discussions, key informant interviews, and focus groups with residents and stakeholders. Through engagement in facilitated discussions, leadership from WCCHD and the WWA provided feedback on the current status of and potential improvements to the local public health system. Additionally, trained facilitators conducted 12 focus groups with community members from a variety of groups including youth, non-English speakers, older adults, healthcare systems staff, non-profit organizations, educational entities, and local governments. In all, more than 100 individual community members were engaged through the CHA process. Together, these quantitative and qualitative analyses constitute a comprehensive view of the factors influencing the health of the community and provide the basis for the community's determination of their priority areas. The list below highlights the organizations represented at the Williamson County Focus Groups: -Good Life -Taylor Literacy Council of Williamson County -Opportunities Bagdad -Head Start -Opportunities Round Rock -Head Start -Taylor Independent School District (ISD) The following organizations participated in key informant interviews: -Asian Chamber of Commerce -Catholic Charities of Central Texas -St. David's Foundation -Texas A&M Agrilife Extension -UT School of Public Health The following organizations participated in Stakeholder Input Sessions: -AGE of Central Texas -American Diabetes Association -American Heart Association -Baylor Scott & White Health -Bike Hutto -Bluebonnet Trails Community Services -Children's Optimal Health -City of Georgetown -Fleet Feet Sports -Round Rock Foundation Communities -FRIDAY & ADAPT -Gardner Chiropractic Family and Wellness Center -Georgetown Health Foundation -Georgetown ISD -Hutto ISD -IT'S TIME TEXAS -Leander ISD -LifeSteps Council on Alcohol and Drugs Literacy Council of Williamson County -Lone Star Circle of Care One -Life Health Coaches -Pflugerville ISD -Phoenix House -Promotoras Unidas por La Salud -Round Rock ISD -Seton Health Plan -Southwestern University -St. David's Georgetown Hospital -Taylor ISD -Texas A&M AgriLife Extension Service -Texas A&M College of Medicine Texas A&M Health Science Center -Texas Department of Agriculture -Texas Department of State Health Services -Texas Health and Human Services Commission -Texas NeuroRehab Center -Texas State University -The Georgetown Project -Thrive Chiropractic Center -United Way of Williamson County -University of Texas School of Nursing -Valence Health Opportunities for Williamson and Burnet Counties -Williamson County and Cities Health District -Williamson County EMS -Williamson County HealthCare Link -Wyoming Springs Pediatrics |
| Schedule H, Part V, Section B, Line 5 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. The Internal Revenue Service (IRS) encourages local health care organizations to collaborate to avoid duplication of effort. In this spirit of collaboration, Seton, St. David's Foundation (SDF) and Central Texas Medical Center (CTMC) worked together to gather data and community input to inform the CHNA process for Hays County. Seton took the lead on the collection and analysis of county-level demographic and health data, while SDF gathered community feedback. Feedback was gathered from the broader community using three main methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. A focus group 3. An online survey to rank needs in priority order Input was solicited from individuals with a broad understanding of the community and its health needs during nine stakeholder interviews, one focus group and through an online survey. Key stakeholders included local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus group, participants were asked to identify the most significant community health needs facing Hays County, barriers to meeting those needs and potential solutions. The lists below detail the organizations that formally participated in the interviews and/or focus groups. The partners also launched an online survey to further refine the qualitative research findings and help rank the community health priorities. The following organizations were represented by focus group participants: -Community Action-community-based org -Hays County Food Bank-community-based org -Hays ISD-public education, health in schools -Parish Nurse Program-safety net clinic -San Marcos Healthy City Task Force-community-based org -WIC- state, county, city health department The following organizations were represented in the stakeholder interviews: CAPCOG-community-based org CommuniCare Health Centers- safety net clinic Greater San Marcos Partnership-economic/business Hays CISD-public education, health in schools Hays County Commissioners Court- state, county, city health department Hays-Caldwell Women's Center-community-based org Live Oak Health Partners Community Clinic-hospital Methodist Healthcare Ministries-safety net clinic Seton Medical Center Hays-hospital |
| Schedule H, Part V, Section B, Line 5 Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. The CHA Team used the National Association of County and City Health Officials (NACCHO) Mobilizing for Action through Planning and Partnerships (MAPP) process as a proven systematic framework for identifying community health needs and the resources for meeting those needs. The MAPP process consists of four assessments - the community health status assessment, the community themes and strengths assessment, the forces of change assessment and the local public health systems assessment. Following this framework, the CHA Team utilized a mixed-method, participatory, and collaborative approach to conduct these assessments to evaluate the health of the community defined by the geographic area of Williamson County, Texas. The assessment process included both primary data generated by the partners and secondary data from external organizations; this data on health, socio-behavioral, and economic indicators for the county were aggregated from a large number of local, state, and federal data sources. Whenever possible, the CHA Team analyzed data at the census tract level to understand the diversity within and across areas of Williamson County at the most detailed level available. As such, the team complemented the large volume of quantitative data with qualitative data gathered through facilitated discussions, key informant interviews, and focus groups with residents and stakeholders. Through engagement in facilitated discussions, leadership from WCCHD and the WWA provided feedback on the current status of and potential improvements to the local public health system. Additionally, trained facilitators conducted 12 focus groups with community members from a variety of groups including youth, non-English speakers, older adults, healthcare systems staff, non-profit organizations, educational entities, and local governments. In all, more than 100 community members were engaged through the CHA process. Together, these quantitative and qualitative analyses constitute a comprehensive view of the factors influencing the health of the community and provide the basis for the community's determination of their priority areas. The list below highlights the organizations represented at the Williamson County Focus Groups: -Good Life; -Taylor Literacy Council of Williamson County -Opportunities Bagdad; -Head Start -Opportunities Round Rock; -Head Start -Taylor Independent School District (ISD) The following organizations participated in key informant interviews: -Asian Chamber of Commerce; -Catholic Charities of Central Texas -St. David's Foundation; -Texas A&M Agrilife Extension -UT School of Public Health; The following organizations participated in Stakeholder Input Sessions: -AGE of Central Texas; -American Diabetes Association -American Heart Association; -Baylor Scott & White Health -Bike Hutto; -Bluebonnet Trails Community Services -Children's Optimal Health; -City of Georgetown -Fleet Feet Sports; -Round Rock Foundation Communities -FRIDAY & ADAPT -Gardner Chiropractic Family and Wellness Center -Georgetown Health Foundation -Georgetown ISD -Hutto ISD -IT'S TIME TEXAS -Leander ISD -LifeSteps Council on Alcohol and Drugs Literacy Council of Williamson County -Lone Star Circle of Care One -Life Health Coaches -Pflugerville ISD -Phoenix House -Promotoras Unidas por La Salud -Round Rock ISD -Seton Health Plan -Southwestern University -St. David's Georgetown Hospital -Taylor ISD -Texas A&M AgriLife Extension Service -Texas A&M College of Medicine Texas A&M Health Science Center -Texas Department of Agriculture -Texas Department of State Health Services -Texas Health and Human Services Commission -Texas NeuroRehab Center; -Texas State University -The Georgetown Project; -Thrive Chiropractic Center -United Way of Williamson County; -University of Texas School of Nursing -Valence Health Opportunities for Williamson and Burnet Counties -Williamson County and Cities Health District -Williamson County EMS -Williamson County HealthCare Link -Wyoming Springs Pediatrics |
| Schedule H, Part V, Section B, Line 5 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities. To avoid duplication of effort, the CHNA collaborators worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. A community forum hosted by the ATCHHSD 4. An online survey to rank needs in priority order The CHNA collaborators solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. For the Travis County CHNA, input was gathered during nine stakeholder interviews, one focus group, a community forum and through online survey. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD- public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 5 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. The Internal Revenue Service (IRS) encourages local health care organizations to collaborate to avoid duplication of effort. In this spirit of collaboration, Seton, St. David's Foundation (SDF) and Central Texas Medical Center (CTMC) worked together to gather data and community input to inform the CHNA process for Hays County. Seton took the lead on the collection and analysis of county-level demographic and health data, while SDF gathered community feedback. Feedback was gathered from the broader community using three main methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. A focus group and 3. An online survey to rank needs in priority order Input was solicited from individuals with a broad understanding of the community and its health needs. Key stakeholders included local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus group, participants were asked to identify the most significant community health needs facing Hays County, barriers to meeting those needs and potential solutions. Input was gathered during nine stakeholder interviews, one focus group and through an online survey. The lists below detail the organizations that formally participated in the interviews and/or focus groups. The partners also launched an online survey to further refine the qualitative research findings and help rank the community health priorities. The following organizations were represented by focus group participants: -Community Action-community-based organization -Hays County Food Bank-community-based organization -Hays ISD-public education, health in schools -Parish Nurse Program-safety net clinic -San Marcos Healthy City Task Force-community-based organization -WIC- state, county, city health department The following organizations were represented in the stakeholder interviews: CAPCOG-community-based organization CommuniCare Health Centers- safety net clinic Greater San Marcos Partnership-economic/business Hays CISD-public education, health in schools Hays County Commissioners Court- state, county, city health department Hays-Caldwell Women's Center-community-based organization Live Oak Health Partners Community Clinic-hospital Methodist Healthcare Ministries-safety net clinic Seton Medical Center Hays-hospital |
| Schedule H, Part V, Section B, Line 6a Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. THE OTHER HOSPITAL FACILITIES WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White Health |
| Schedule H, Part V, Section B, Line 6a Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White Health |
| Schedule H, Part V, Section B, Line 6a Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White Health |
| Schedule H, Part V, Section B, Line 6a Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPTIAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - Austin/Travis County Health and Human Services Department - Central Health |
| Schedule H, Part V, Section B, Line 6a Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White |
| Schedule H, Part V, Section B, Line 6a Facility A, 6 | Facility A, 6 - FACILITY 10 - SETION MEDICAL CENTER HAYS. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Central Texas Medical Center |
| Schedule H, Part V, Section B, Line 6a Facility A, 7 | Facility A, 7 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White |
| Schedule H, Part V, Section B, Line 6a Facility A, 8 | Facility A, 8 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - CENTRAL TEXAS MEDICAL CENTER |
| Schedule H, Part V, Section B, Line 6a Facility A, 9 | Facility A, 9 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White Health |
| Schedule H, Part V, Section B, Line 6a Facility A, 10 | Facility A, 10 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White Health |
| Schedule H, Part V, Section B, Line 6b Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - CENTRAL HEALTH |
| Schedule H, Part V, Section B, Line 6b Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - Central Health |
| Schedule H, Part V, Section B, Line 6b Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - CENTRAL HEALTH |
| Schedule H, Part V, Section B, Line 6b Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - CENTRAL HEALTH |
| Schedule H, Part V, Section B, Line 6b Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - CENTRAL HEALTH |
| Schedule H, Part V, Section B, Line 6b Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - The Williamson County and Cities Health District (WCCHD) - Opportunities for Williamson & Burnet Counties |
| Schedule H, Part V, Section B, Line 6b Facility A, 7 | Facility A, 7 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHAN INCLUDE: - The Williamson County and Cities Health District (WCCHD) - OPPORTUNITIES FOR WILLIAMSON & BURNET COUNTIES |
| Schedule H, Part V, Section B, Line 6b Facility A, 8 | Facility A, 8 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - Austin/Travis County Health and Human Services Department - Central Health |
| Schedule H, Part V, Section B, Line 7 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Travis-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Travis-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Travis-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Travis-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Travis-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Williamson-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Hays-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: http://www.cedarparkregional.com/Uploads/Public/Documents/Division%202/Cedar%20Park%20Regional%20Medical%20Center/2016%20Wilco%20CHA%20-%20FINAL.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: http://www.khrehabcentraltexas.com/uploadedFiles/Hosp_-_khrehabcentraltexascom/ Patients_and_Families/Content/Central%20Texas%20Rehab%20CHNA%202016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRING REHABILITATION HOSPITAL OF KYLE. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: http://www.warmsprings.org/files/9714/7061/6301/Warm_Springs_CHNA_2016_adopted_8.4.16.pdf |
| Schedule H, Part V, Section B, Line 11 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Williamson County: (1) Mental health; (2) Access to healthcare; (3) awareness of healthcare resources; (4) active living and (5) chronic diseases. To address these five key needs, Seton produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint venture in Williamson County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategies are not strictly operated by any one Seton facility. The majority of these Seton-led actions are designed to serve Williamson County residents regardless of where they live or seek health care. The Community Health Improvement Plan for Seton's Williamson County facilities addresses all of the needs identified in the Williamson County CHNA. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative, (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Williamson County, the Ignite Women's Health program and a Diabetes Education Program. Social Determinant of Health. As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Other specific strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Williamson County, the Ignite Women's Health program and a Diabetes Education Program. |
| Schedule H, Part V, Section B, Line 11 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Caldwell County: (1) Chronic diseases, (2) mental and behavioral health care, (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for Seton Edgar B. Davis, its hospital in Caldwell County. The plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategy is not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Caldwell County residents regardless of where they live or seek health care. NOTE: Given the specific focus and mission of Warm Springs as an inpatient rehabilitation hospital, Warm Springs recognizes that some community health needs may fall outside our direct line of service and expertise. Additionally, these needs may be better served by the Seton Family of Hospitals and other community partners whose mission is to address these needs directly. However, given that all of these health needs are interrelated, Warm Springs will incorporate implementation strategies for all areas of need. The Community Health Improvement Plan for Hays County facilities addresses all of the needs identified in the Hays County CHNA. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: the Seton Edgar B. Davis Care-a-Van for children, a Patient Prescription Assistance Program for uninsured residents, a Diabetes Education Program, and the Heritage Program which provides intensive outpatient mental health care for seniors in Hays and surrounding communities and Lockhart & Luling Rural Health Centers and the Caldwell County Indigent Health Care program. Additional strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Hays County, a Prescription Assistance Program, a Diabetes Education Program and the Heritage Program which provides intensive outpatient mental health care for seniors in Hays and surrounding communities. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Williamson County: (1) Mental health; (2) Access to healthcare; (3) awareness of healthcare resources; (4) active living and (5) chronic diseases. To address these five key needs, Seton produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint venture in Williamson County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategies are not strictly operated by any one Seton facility. The majority of these Seton-led actions are designed to serve Williamson County residents regardless of where they live or seek health care. The Community Health Improvement Plan for Seton's Williamson County facilities addresses all of the needs identified in the Williamson County CHNA. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative, (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Williamson County, the Ignite Women's Health program and a Diabetes Education Program. Social Determinant of Health. As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Other specific strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Williamson County, the Ignite Women's Health program and a Diabetes Education Program. |
| Schedule H, Part V, Section B, Line 11 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Caldwell County: (1) Chronic diseases, (2) mental and behavioral health care, (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for Seton Edgar B. Davis, its hospital in Caldwell County. The plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategy is not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Caldwell County residents regardless of where they live or seek health care. NOTE: Given the specific focus and mission of Warm Springs as an inpatient rehabilitation hospital, Warm Springs recognizes that some community health needs may fall outside our direct line of service and expertise. Additionally, these needs may be better served by the Seton Family of Hospitals and other community partners whose mission is to address these needs directly. However, given that all of these health needs are interrelated, Warm Springs will incorporate implementation strategies for all areas of need. The Community Health Improvement Plan for Hays County facilities addresses all of the needs identified in the Hays County CHNA. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: the Seton Edgar B. Davis Care-a-Van for children, a Patient Prescription Assistance Program for uninsured residents, a Diabetes Education Program, and the Heritage Program which provides intensive outpatient mental health care for seniors in Hays and surrounding communities and Lockhart & Luling Rural Health Centers and the Caldwell County Indigent Health Care program. Additional strategies include: designing, developing and deliver an Ascension Medical Mission at Home in Hays County, a Prescription Assistance Program, a Diabetes Education Program and the Heritage Program which provides intensive outpatient mental health care for seniors in Hays and surrounding communities. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. |
| Schedule H, Part V, Section B, Line 16 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 5 Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. The Internal Revenue Service (IRS) encourages local health care organizations to collaborate on CHNAs to avoid duplication of effort. In this spirit of collaboration, Seton, St. David's Foundation (SDF) and Central Texas Medical Center (CTMC) worked together to gather data and community input to inform the CHNA process for Caldwell County. Seton took lead on the collection and analysis of county-level demographic and health data, while SDF facilitated gathering community feedback. Feedback was gathered from the broader community using three main methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. An online survey to rank needs in priority order Input was solicited from individuals with a broad understanding of the community and its health needs. Key stakeholders included local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. To gather input from Caldwell County, nine stakeholder interviews, one focus group and an online survey were conducted. The following entities were represented during the stakeholder interviews: -Bluebonnet Trails Community Services-safety net clinic, mental health -CAPCOG-community-based organization -City of Lockhart- city or county government -Hays-Caldwell Women's Center-community-based organization -Methodist Healthcare Ministries-community-based organization -Seton Internal Medicine Practice-healthcare, nonprofit The following entities participated in focus groups: -Caldwell County Commission-city or county government -City of Lockhart-city or county government -Communities in Schools- community-based organization -Community Health Centers of South Central Texas-safety net clinic -DSHS-Caldwell County Health Department-state, county, city health department -Lockhart Housing Authority-city or county government -School Health Advisory Council-Lockhart ISD-public education, health in school -Seton Family Health Center-Lockhart and Luling-safety net clincs |
| Schedule H, Part V, Section B, Line 5 Facility B, 2 | Facility B, 2 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. Seton gathered community input for the West Region CHNA using an online survey and focus groups conducted by Baylor Scott & White. The survey developed by Seton was distributed to a broad sector of the West Region, including local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators and others. The lists below detail the organizations that formally participated in the interviews and/or focus groups. The partners also launched an online survey to further refine the qualitative research findings and help rank the community health priorities. The online survey was distributed to the following entities: -Bluebonnet Trails (includes Early Childhood Intervention) - Marble Falls ISD - Girling Health Care - Methodist Healthcare Ministries - Texas Department of State Health Services - Texas Health and Human Services Commission - Medicaid Division - Outreach Health Services - Baylor Scott & White - Capital Area Rural Transportation System (CARTS) - Seton Healthcare Family - Highland Lakes Hospital - Hill Country Children's Advocacy Center - Capital Area Council of Governments (CAPCOG) - Texas Housing Foundation - Carl Farley's - Llano, Burnet, and Blanco County Indigent Care (County Health Departments) The following entities participated in stakeholder interviews: -Area Agency on Aging -Central Counties Services -Temple Community Clinic -Greater Killeen Free Clinic -Texas Department of State Health Services -Central Texas 4C Headstart -Body of Christ Community Clinic -Temple City Council District 2 -Temple ISD -Central County Services MHMR -Central Texas United Way -Helping Hands Ministry -Bell County Indigent Health Services |
| Schedule H, Part V, Section B, Line 5 Facility B, 3 | Facility B, 3 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. Seton collaboratively gathered community input using an online survey and focus groups conducted by Baylor Scott & White. The survey developed by Seton was distributed to a broad sector of the Bell County community, including local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators and others. The following organizations were contacted for the online survey: -Lone Star Circle of Care - Bell County Indigent Care - Seton Healthcare Family - Harker Heights Hospital - Temple Community Clinic - Baylor Scott & White Healthcare - Greater Killeen Free Clinic - Central Counties Services (Early Childhood Intervention) The following organizations participated in the focus groups conducted by Baylor, Scott & White: -Area Agency on Aging -Central Counties Services -Temple Community Clinic -Greater Killeen Free Clinic -Texas Department of State Health Services -Central Texas 4C Headstart -Body of Christ Community Clinic -Temple City Council District 2 -Temple ISD -Central County Services MHMR -Central Texas United Way -Helping Hands Ministry -Bell County Indigent Health Services |
| Schedule H, Part V, Section B, Line 5 Facility B, 4 | Facility B, 4 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. The Internal Revenue Service (IRS) encourages local health care organizations to collaborate to avoid duplication of effort. In this spirit of collaboration, Seton, St. David's Foundation (SDF) and Central Texas Medical Center (CTMC) worked together to gather data and community input to inform the CHNA process for the East Region. Seton took the lead on the collection and analysis of county-level demographic and health data, while SDF gathered community feedback. Feedback was gathered from the broader community using three main methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. A focus group 3. An online survey to rank needs in priority order Input was solicited from individuals with a broad understanding of the community and its health needs. Key stakeholders included local public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus group, participants were asked to identify the most significant community health needs facing the East Region, barriers to meeting those needs and potential solutions. The community identified ten priorities for the East Region. In the East region, community and provider input was gathered to help identify community health needs during nine stakeholder interviews, one focus group and an online survey. The lists below detail the organizations that formally participated in the interviews and/or focus groups. The partners also launched an online survey to further refine the qualitative research findings and help rank the community health priorities. The following organizations were represented in interviews: -Bastrop County Indigent Health Care- city or county government -Bastrop Housing Authority- city or county government -Bluebonnet Trails Community Services- MHMR Community-based organization -CAPCOG- community-based organization -City of Bastrop-city or county government -County of Bastrop-city or county government -Elgin ISD- public education, health in schools -Family Crisis Center-community-based organization -Wesley Nurses, Methodist Healthcare Ministries-community-based organization The following organizations were represented by focus group participants: -A Plus Lifestyle Medical Group-primary care provider, for-profit -Bastrop Chamber of Commerce- city or county government -Bastrop ISD Public education, health in schools -Centene, Managed Care and Bastrop County Interagency Group-healthcare, for-profit and community-based organization -DSHS-Bastrop County Health Department-state, county, city health department -Smithville ISD-public education, health in schools |
| Schedule H, Part V, Section B, Line 6a Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - St. David's Foundation - CENTRAL TEXAS MEDICAL CENTER |
| Schedule H, Part V, Section B, Line 6a Facility B, 2 | Facility B, 2 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - St. David's Foundation |
| Schedule H, Part V, Section B, Line 6a Facility B, 3 | Facility B, 3 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - BAYLOR SCOTT & WHITE HEALTH |
| Schedule H, Part V, Section B, Line 6a Facility B, 4 | Facility B, 4 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - BAYLOR SCOTT & WHITE HEALTH |
| Schedule H, Part V, Section B, Line 7 Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Caldwell-CHNA-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility B, 2 | Facility B, 2 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/West-Region-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility B, 3 | Facility B, 3 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: http://setonharkerheights.net/wp-content/uploads/2016/08/Harker-Heights-Bell-CHNA-2016-updated-8-24-2016.pdf |
| Schedule H, Part V, Section B, Line 7 Facility B, 4 | Facility B, 4 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. THE COMMUNITY HEALTH NEEDS ASSESSMENT ("CHNA") OF THE HOSPITAL FACILITY CAN BE LOCATED AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/East-Region-2016.pdf |
| Schedule H, Part V, Section B, Line 11 Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Caldwell County: (1) Chronic diseases, (2) mental and behavioral health care, (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for Seton Edgar B. Davis, its hospital in Caldwell County. The plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategy is not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Caldwell County residents regardless of where they live or seek health care. The Community Health Improvement Plan for Caldwell County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: the Seton Edgar B. Davis Care-a-Van for children, a Patient Prescription Assistance Program for uninsured residents, a Diabetes Education Program, the Heritage Program which provides intensive outpatient mental health care for seniors in Hays and surrounding communities and Lockhart & Luling Rural Health Centers and the Caldwell County Indigent Health Care program. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Further details on the strategies employed by Seton is included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 11 Facility B, 2 | Facility B, 2 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. During the 2016 Community Health Needs Assessment (CHNA) Process, which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for its West Region: (1) Chronic diseases, (2) mental and behavioral health care, (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for Seton Highland Lakes, its hospital in Burnet County (part of the West Region). The plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategy are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Central Texas residents regardless of where they live or seek health care. The Community Health Improvement Plan for Seton's West Region addresses all of the needs identified in the CHNA for the region. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the Hays County Community Health Needs Assessment. Other specific strategies include: the Seton Highland Lakes Care-a-Van for children, the Highland Lakes Rural Health Center and the Bluebonnet Trails Partnership, which provides assessments, referrals and short-term stabilization for individuals experiencing a mental health crisis in a dedicated space at the Seton Highland Lakes emergency room. Seton Highland Lakes and specifically Burnet County is also the site of a DSRIP project to implement a patient navigation system to connect indigent and uninsured patients with primary care or medical homes. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Further details on the strategies employed by Seton is included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 11 Facility B, 3 | Facility B, 3 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. After reviewing the data and community input, Seton identified five main health needs for Bell County, which includes Seton Harker Heights Hospital: (1) Mental and behavioral health, (2) primary and specialty care, (3) chronic diseases, (4) social determinants of health and (5) system of care. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for Seton Harker Heights Hospital, its Joint Venture facility in Bell County. The plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Central Texas, the actions described in the Implementation Strategy are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Central Texas residents regardless of where they live or seek health care. The Community Health Improvement Plan for Seton's East Region addresses all of the needs identified in the CHNA for the region. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The main strategies that will be used to address the prioritized health needs in Bell County are briefly summarized below: -Mental Health: Collaboration with Central Counties Mental Health Mental Retardation (MHMR) agency. Primary and Specialty Care: Collaboration with Greater Killeen Free Clinic -Chronic Diseases: Seton Food and Fitness Forum (formerly Diabetes Lunch Bunch Academy), Stroke & Hypertension Prevention and Recognition Education and education for patients with chronic diseases including heart disease, congestive heart failure, chronic obstructive pulmonary disease, renal disease and prevention of accidents. -System of Care: Not addressed. Resource constraints and limited expertise in this area restrict SMCHH's ability to adequately address this community health need. -Social Determinants of Health: Through collaboration with different local agencies such as EMS, Armed Services, YMCA and involving community groups such as churches, and schools, the identified health needs of the community can be met in many different settings. SMCHH's community partnerships and financial investments will maximize community impact in addressing social determinants of health. |
| Schedule H, Part V, Section B, Line 11 Facility B, 4 | Facility B, 4 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. To view the full CHIP, see the hyperlink in Part V, Section B, Line 10a Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. The Community Health Improvement Plan for Seton's East Region addresses all of the needs identified in the CHNA for the region. As required by IRS Guidelines, for each need, Seton has identified: -Key actions to address the need. -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health. -Dell Medical School/ Dell Seton Medical Center at the University of Texas. -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring). -Seton's Population Health Command Center. These overarching strategies address all of the prioritized health needs identified in the East Region Community Health Needs Assessment. Other specific strategies include: the Seton Edgar B. Davis Care-a-Van for children, a Patient Prescription Assistance Program for uninsured residents and the Heritage Program which provides intensive outpatient mental health care for seniors in Bastrop and surrounding communities. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model. -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Further details on the strategies employed by Seton, including extensive information on Seton's DSRIP projects is included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 16 Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility B, 2 | Facility B, 2 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility B, 3 | Facility B, 3 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 16 Facility B, 4 | Facility B, 4 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. Seton, St. David's Foundation (SDF), the Austin/Travis County Health and Human Services Department (ATCHHSD), Central Health and Baylor Scott & White (henceforth "the CHNA collaborators") share the common goal of building healthier communities. To avoid duplication of effort, the CHNA collaborators worked together to gather data and community input to inform the CHNA process for Travis County. The Internal Revenue Service (IRS) encourages local health care organizations to work together to avoid duplication of effort. The CHNA collaborators gathered feedback from the broader community using several methods: 1. One-on-one stakeholder interviews using a standardized interview guide 2. Focus groups 3. A community forum hosted by the ATCHHSD 4. An online survey to rank needs in priority order The CHNA collaborators solicited input from individuals with a broad understanding of the community and its health needs. Key stakeholders included public health officials, individuals representing the interests of medically underserved, low-income and minority populations, health care providers, educators, public officials and many others. During the interviews and focus groups, participants were asked to identify the most significant community health needs facing Travis County, barriers to meeting those needs and potential solutions. For the Travis County CHNA, input was gathered during nine stakeholder interviews, one focus group, a community forum and through online survey. The following organizations were represented during stakeholder interviews: -Austin/Travis County Health and Human Services-state, city, county health department -CAPCOG-community-based organization -CapMetro-transportation -Del Valle ISD-public education, health in schools -Travis County Integral Care-safety net clinics -Lone Star Circle of Care-safety net clinics -Manor ISD- public education, health in schools -Pflugerville ISD- public education, health in schools The following organizations were represented at the focus groups: -Asian American Quality of Life Commission-community-based organization -Austin ISD- public education, health in schools -City of Austin- city government -Community Action Network-community-based organization -CommUnity Care-safety net clinic -El Buen Samaritano- safety net clinic -Foundation Communities-community-based organization -Meals on Wheels and More-community-based organization -One Voice/Easter Seals Central Texas community-based organization -People's Community Clinic-safety net clinic -Travis County State, county, city health department |
| Schedule H, Part V, Section B, Line 6a Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. THE OTHER HOSPITAL FACILITY WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDE: - St. David's Foundation - Baylor Scott & White |
| Schedule H, Part V, Section B, Line 6b Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - CENTRAL HEALTH |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. During the 2016 Community Health Needs Assessment Process (CHNA), which included both quantitative and qualitative analysis, Seton identified and prioritized five main health needs for Travis County: (1) Mental and behavioral health, (2) chronic diseases (3) primary and specialty care, (4) system of care and (5) social determinants of health. To address these five key needs, Seton has produced a Community Health Improvement Plan (CHIP) for each of its hospital and joint ventures in Travis County. Each plan identifies the actions the hospital, with the support of Seton, plans to take to address the prioritized needs identified in the CHNA of its service area. Since Seton has multiple sites, both inpatient and outpatient, throughout Travis County, the actions described in the Implementation Strategies are not strictly operated by any one facility. The majority of these Seton-led actions are designed to serve Travis County residents regardless of where they live or seek health care. NOTE: -Central Texas Rehabilitation Hospital (CTRH) is an inpatient rehabilitation hospital that helps people regain function after serious illnesses and injuries. The five priorities above represent the major community health needs in Travis County. CTRH views these needs primarily through the lens of rehabilitation and recovery and recognizes their connection to overall health. -Seton Shoal Creek (SSC) is a behavioral health hospital that offers mental health and substance abuse services. The five priorities above represent the overall community health needs in Travis County. SSC views these needs primarily through the lens of mental and behavioral health and recognizes the relationship between physical and mental health. -Dell Children's Medical Center (DCMC) is a pediatric hospital and will address the prioritized health needs through a pediatric lens. The Community Health Improvement Plan for Travis County addresses all of the needs identified in the Caldwell County CHNA. As required by IRS Guidelines, for each need, Seton has identified key actions to address the need: -The anticipated impact of these actions. -Available resource to address the need. -Potential collaborations. The most significant overarching strategies Seton is pursuing to transform the delivery of health care in Central Texas and better fit our role of delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable, include the following: -Community Care Collaborative/Central Health -Dell Medical School/ Dell Seton Medical Center at the University of Texas -1115 Medicaid Waiver Delivery System Reform Incentive Program (DSRIP) projects. -Seton's Telehealth Initiative (including telemedicine, digital clinics and remote patient monitoring) -Seton's Population Health Command Center These overarching strategies address all of the prioritized health needs identified in the Travis County Community Health Needs Assessment. Social Determinant of Health: As part of Ascension, the largest non-profit health system in the U.S. and the world's largest Catholic health system, Seton is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. Seton acknowledges the impact environmental and life factors have on a person's health outside health care settings. Seton executives, physicians and associates are both leaders and active participants in strategic discussions about many of the most pressing social and economic issues impacting communities we serve. This includes many of the social determinants of health raised by the community during the 2016 CHNA process, such as transportation and housing. Seton is directly addressing social determinants of health in several ways: -Seton is evaluating the effectiveness of its procedures for social service referrals to better support underserved populations. -Several of the Seton 1115 Medicaid Waiver DSRIP Project address social determinants of health, such as the cultural competency project that is later detailed in a logic model -Seton's Telehealth and Command Center strategies described above address transportation issues by allowing patients to receive care in their community or even in their own homes. -Seton has established collaborations, including the Community Care Collaborative and has provided monetary donations and funding to agencies that align with our mission and address social determinants of health. Further details on the strategies employed by Seton, including extensive information on Seton's DSRIP projects is included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. A SUMMARY OF THE CHARITY CARE POLICY (IN BOTH ENGLISH AND SPANISH) AND FINANCIAL ASSISTANCE CONTACT INFORMATION ARE POSTED IN ADMISSIONS AREAS, EMERGENCY DEPARTMENTS AND OTHER AREAS OF THE ORGANIZATION'S FACILITIES IN WHICH ELIGIBLE PATIENTS ARE LIKELY TO BE PRESENT. A PLAIN LANGUAGE SUMMARY DOCUMENT EXPLAINING THE AVAILABILITY, CRITERIA AND PROCESS FOR APPLYING FOR FINANCIAL ASSISTANCE ARE AVAILABLE IN PATIENT REGISTRATION AREAS AND IN THE PATIENT FINANCIAL SERVICES RECEPTION AREA. SETON ASSOCIATES INFORM PATIENTS OF THE AVAILABILITY OF FINANCIAL ASSISTANCE AND OTHER POTENTIAL FEDERAL, STATE, AND/OR LOCAL GOVERNMENTAL FUNDING PROGRAMS (I.E.: MEDICAID, CHIP, SSI, CRIME VICTIMS, COBRA, COUNTY INDIGENT, VETERANS' BENEFITS, THIRD PARTY LIABILITY, ETC.) AS PART OF THE INTAKE PROCESS PRIOR TO, DURING, AND/OR AFTER SERVICE AS CLINICALLY APPROPRIATE FOR THE CARE SETTING. UNINSURED AND UNDERINSURED PATIENTS ARE ASSISTED AND SUPPORTED AS NEEDED THROUGH THE ENTIRE ELIGIBILITY AND APPLICATION PROCESS (COMPLETION OF THE APPLICATION, COLLECTION AND COPYING OF SUPPORTING DOCUMENTATION, ETC.) THROUGH THE COLLABORATIVE EFFORTS OF PATIENT ACCESS (ADMITTING/REGISTRATION), SETON'S INSURE-A-KID EMPLOYEES, CASE MANAGEMENT, ON-SITE HHSC CASEWORKERS, AND SETON'S CONTRACTED ELIGIBILITY VENDOR. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 7 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (7 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| Northwest Surgery Center LLP | ||||
| 11111 Research Blvd Suite LL3 | AUSTIN | TX | 78759 | Outpatient Surgery Center |
| Medical Park Tower Surgery Center LLC | ||||
| 1301 West 38th St | AUSTIN | TX | 78705 | Outpatient Surgery Center |
| The Surgery Center at Williamson LLC | ||||
| 301 Seton Parkway | ROUND ROCK | TX | 78665 | Outpatient Surgery Center |
| Seton McCarthy Community Health Center | ||||
| 2811 East Second Street | AUSTIN | TX | 78702 | Outpatient Clinic |
| Seton Kozmetsky Community Health Center | ||||
| 3706 S First Street | AUSTIN | TX | 78704 | Outpatient Clinic |
| Seton Topfer Community Health Center | ||||
| 8913 Collinfield Road | AUSTIN | TX | 78758 | Outpatient Clinic |
| Towers Nursing Home | ||||
| 907 Garwood Street | SMITHVILLE | TX | 78957 | Skilled Nursing Center |
Supplemental Information Detail SupplementalInformationDetail (30 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH - PART 3 | Community Health Centers: Seton operates three community health centers ("the Community Health Centers"): Seton McCarthy Community Health Center, Seton Topfer Community Health Center and Seton Kozmetsky Community Health Center. Each Community Health Center offers primary care, laboratory, case management and health education services to Austin's working families. Family medicine, internal medicine and pediatric physicians, and nurse practitioners provide sick child care, well child check-ups and immunizations. The Community Health Centers also provide specialty care in endocrinology, orthopedics, psychiatry and Academy of Oriental Medicine of Austin. The Community Health Centers participate in the Patient Pharmacy Assistance Program (PPAP) for patients and use a sliding-scale co-pay to keep services within the reach of working families who otherwise would not be able to afford medical care. Comprehensive social services also support the Community Health Centers' medical mission. During FY17, the Centers provided: -26,928 outpatient medical visits -1,028 social service encounters -5,672 immunizations Also in FY17, the Centers provided care and other services to 8,693 patients, 18% of who did not have health insurance coverage. Seton Care Plus: Seton Care Plus creates a managed care model for uninsured patients who are not eligible for Medicaid, the Children's Health Insurance Program (CHIP) or the Austin/Travis County Medical Assistance Program (MAP) or a subsidy for insurance through the Affordable Care Act (ACA) Marketplace. Just as with commercial insurance populations, use of medical services by program patients are tracked and monitored. Frequent users of emergency or hospital services can be identified and managed to assure they get the care they need and to better manage their conditions in a less expensive manner. The Seton Community Health Centers are the primary care home for the Seton Care Plus patients. Although there is a cost to Seton Family of Hospitals to operate the program, the benefits of preventing inappropriate use of emergency or hospital care are far greater. Direct patient benefits of the Seton Care Plus program include primary care with wrap-around support services including: social services (social work, eligibility and prescription assistance) integrated behavioral health (Psychiatry and Therapy), diabetes education (nurse educators, case managers and nutritionist), nurse case managers for patients with complex medical conditions, acupuncture, chi gong, yoga, Zumba, inpatient/outpatient hospital care, diagnostic services, prescription benefits and access to specialty care (through area specialists willing to provide discounted services to patients). The prescription benefit is a key factor in preventing inappropriate ER visits and unnecessary hospitalizations, as patients were assisted in applying for free or reduced medications through the Patient Pharmacy Assistance Program (PPAP) and the Dispensary of Hope programs when the meds were available and for a copay with their Seton Care Plus card for those essential medications that do not have an assistance program. Through the PPAP and Dispensary of Hope Programs 1,871 prescriptions were filled with an estimated savings of $2,261,745. Seton provided funding for 781 prescriptions at an estimated cost of $36,486 in FY17. Primary & Specialty Care Clinics: Seton operates the Paul Bass Clinic at University Medical Center Brackenridge, a primary care clinic for the uninsured and underinsured. Seton also provides care to the poor and the vulnerable through several Rural Health Clinics serving Caldwell, Burnet, Llano and Lampasas Counties. Seton operates two specialty care clinics for the uninsured: The Specialty Clinics at University Medical Center Brackenridge and the 'Specially for Children. Both provide access to a variety of medical specialists for patients whose conditions require specialized treatment. The clinics also provide specialty referral options for the Austin/Travis County clinics, CommUnity Care, an FQHC operated by Central Health, the Travis County health district. The Paul Bass and the Sub-Specialty clinics had 9,879 total unique patients in FY17. Mobile Primary Care Vans: Three mobile primary care teams address the unmet health needs of children from low-income families in Travis, Burnet, Caldwell, Llano, and Lampasas Counties, by driving to area schools and churches to provide care. Children's Health Express van serves the Austin area and provides services at specified Austin public school sites. The program includes a specialized service to about 320 pregnant and parenting students and their babies at four Austin high schools. Seton Edgar B. Davis Hospital Children's Care-A-Van ("SEBD Care-A-Van") serves children in Caldwell County and surrounding counties by parking in local area schools and churches. The SEBD Care-A-Van responds to a need for affordable and accessible health care in this rural county, where pediatric care is scarce and there are no other providers for uninsured children or children enrolled in the Children's Health Insurance Program (CHIP) or Medicaid. In addition to caring for underinsured, uninsured and Medicaid, CHIP recipients, the SEBD Care-A-Van serves as a primary medical home for all children and provides access to care for those families who are challenged with lack of transportation. The SEBD Care-a-Van is one of two pediatric Medicaid providers to serve the entire county. The SEBD Care-A-Van provided services to 2,355 children in FY17. Seton Highland Lakes Hospital Care-A-Van ("SHL Care-A-Van") serves children in Burnet, Llano and Lampasas Counties by parking in local area schools and churches. The SHL Care-A-Van responds to a need for affordable and accessible health care in this rural county, where pediatric care is scarce and there are no other providers for uninsured children or children enrolled in the Children's Health Insurance Program (CHIP) or Medicaid. The SHL Care-a-Van provided services to 1,927 children in FY17. Seton Patient Prescription Assistance Program (PPAP): The PPAP improves access to medications for patients at Seton hospitals and outpatient settings. Seton provides assistance to uninsured patients with the often tedious and complex paperwork required by the pharmaceutical companies to receive these free medications. Patients benefit from reduced costs and ultimately better health. Medical Education: In the period of July 1, 2016 - June 30, 2017, Seton provided training to 263 resident and fellow physicians. In the same time period Seton provided training to nearly 300 Medical Students from 2 separate medical schools, and invested $29 million in the training of next generation of Physicians. In FY17, Seton provided 70 directly and 14 jointly-provided Continuing Medical Education activities that included 1,480 hours of instruction for 8,075 physician participants and 6,831 non-physician participants. Research: Seton invests millions of dollars in research. In 2016, Seton received 122 requests for IRB review. An additional 47 studies were reviewed externally. The top five therapeutic areas for research studies include: Oncology/Hematology, Trauma (see below), Neurology, Psychology/Psychiatry and Cardiology. Two specific examples of research led at Seton include: Adult Trauma Research: The trauma patient population is a unique area to focus inquiry for research activities. Many evidence-based practices have originated from trauma related research and have applications to other disease processes and outcomes. Multidisciplinary collaborative efforts through the UMCB trauma program produced timely clinical knowledge with application for practicing clinicians. Pediatric Trauma Research: The pediatric Trauma Research Program focuses on the epidemiologic, clinical and behavioral study of childhood injury, injury prevention and trauma clinical care, with the ultimate goal of informing and guiding improved clinical practices. The Trauma Research Program includes five topic areas: - Child abuse prevention, detection and treatment - Alcohol misuse by adolescents and their caregivers - Psychological aspects of trauma - Evaluation of injury prevention programs in the community - Investigation of best-practice clinical care for injured patients. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 2 | PROVIDENCE HOSPITALS Providence Health Services of Waco Providence Health Services of Waco d/b/a Providence Healthcare Network ("Providence Healthcare Network") provides a full range of care, including: outpatient care, inpatient care, emergency services, long-term care, mental health care, chemical dependency treatment, pediatric care, senior adult care services, and more. Providence Healthcare Network proudly serves as a member of Ascension Health, the nation's largest catholic and largest not-for-profit health system. Since being founded by the Daughters of Charity in 1905 as a ministry to the suffering, Providence Healthcare Network and its affiliated divisions have been dedicated to providing accessible, safe, and quality healthcare to all patients regardless of their ability to pay. Providence Healthcare Network is a comprehensive healthcare network that operates several facilities including the Health Center, DePaul Center, home care/durable medical equipment, Providence Park and 26 clinics in the Waco, Texas area. Network-wide in FY17, our ministry provided almost approximately $59m in community health services, professional education, subsidized health care, research, financial contributions, and other community building activities. Providence Health Alliance Providence Health Alliance is a Texas non-profit health organization established to serve as a managed care contracting network for network facilities, the Providence Medical Staff and other affiliated providers throughout the Central Texas area. The Providence Health Alliance is also responsible for operating the Providence Clinic Network which is comprised of twenty-six clinics. The Providence Clinics provide convenient healthcare for every member of the family. From routine physicals and preventive medicine to treatment of illness and injury, our team of health professionals dedicated to healthcare excellence provides a diverse range of services. Providence Foundations, Inc. Revenue generated from Providence Foundation, Inc. and Providence Volunteer Services is used to support Providence Healthcare Network's mission to improve customer care and allow the Providence Hospitals to provide quality healthcare to all patients. Care4Texan Network, Inc. Care4Texans Network, Inc. ("C4T")has been established as a locally-owned, physician-led, clinically integrated network to empower our provider community to collaboratively improve the way care is delivered locally to succeed in the changing healthcare landscape. With support from Providence Healthcare Network, C4T will invest in the care coordinator and IT infrastructure and analytics capabilities we need to effectively manage population health. Through these efforts, we can collectively enter into payer contracts that align quality incentives with this new approach to care. CLINICAL ENTERPRISE Seton Clinical Enterprise Corporation Purpose and Activities: Seton Clinical Enterprise Corporation is a board-only holding corporation which is used as the controlling entity of the non-profit health organizations affiliated with the Seton Hospitals. Austin Children's Chest Associates Purpose and Activities: Austin Children's Chest Associates II ("ACCA") is organized as a Texas non-profit health organization pursuant to Texas laws and the Texas Medical Board's rules and regulations governing non-profit health corporations. Accomplishments: 1. Opening of Cedar Park with Dr. Danielle Beachler serving the pediatric pulmonary patient population in the North Market (Williamson County). 2. Provided 14,366 patient visits in FY17 for pediatric pulmonary and sleep medical care services to Central Texas children. 3. Provided asthma medical care for 1,266 pediatric patients with socioeconomic barriers in Central Texas. 4. Provided comprehensive medical care services to the pediatric population of Central Texas with Cystic Fibrosis, at the Specialty Care Center located at Dell Children's Medical Center, a member of the Seton Hospitals ("Dell Children's Medical Center"). Children's Bone Joint and Spine Center Purpose and Activities: Children's Bone Joint and Spine Center ("SBJSC"), is a Texas non-profit health organization that has assembled an expert, multidisciplinary team of physicians and other medical professionals to cover the spectrum of pediatric and adolescent orthopedic medicine. SBJSC is at the forefront of a program through Dell Children's Medical Center dedicated to improve access to and care for pediatric and adolescent orthopedic conditions in Central Texans. SBJSC contracts with board-certified physicians specializing in pediatric and adolescent orthopedic medicine. Inpatient and outpatient treatment is provided to the community for the following: * General Orthopedics * Fractures and Trauma * Spine * Foot & Ankle * Sports Medicine * Hand and Upper Extremity * Neuromuscular Some of the services listed above operate at a loss in order to ensure that all services are available to meet community health care needs. SBJSC furthers its charitable purposes by providing pediatric and adolescent medicine services to the community especially those who are most vulnerable. Accomplishments: 1. Provided complex pediatric orthopedic care to Central Texas children; 2. Supported the training of pediatric resident physicians and collaborated on the development of a medical education curriculum in the field of pediatric orthopedic medicine; 3. Engaged in the instruction of the general public in the area of pediatric medical care, public health, hygiene and related instruction useful to the individual and beneficial to the community; 4. Developed a single, unified, integrated delivery system to provide high quality, cost-effective, tertiary health care services to infants, children and adolescents within SBJSC's service area; 5. Provided and arranged for the medical care of all socioeconomic segments of the community served and to negotiate managed care contracts with third-party payers; and performed clinical and translational research. Healthcare Collaborative Purpose and Activities: Healthcare Collaborative, is a Texas non-profit health organization that, through an exclusive professional services agreement ("PSA"), has assembled women's health physicians and other medical professionals to provide the general continuum of women's healthcare (Obstetrics and Gynecology) in Williamson County, Texas. Healthcare Collaborative, through the PSA, is dedicated to improving access to women's health services in Williamson County especially for those in our population who are most vulnerable. Women's Health Services provided to the community through Healthcare Collaborative include but are not limited to: - Well Woman * Pap Smear * BRCA Testing * Pelvic Exam * Breast Self-Awareness * Mammograms * Women's Weight Loss - Gynecology * Endometriosis * Weight Management * Osteoporosis * Pelvic Pain * Urinary Incontinence * Urinary Tract Infection * Adolescent Gynecology - Obstetrics (prenatal and postpartum care) * First Prenatal Visit * Prenatal Tests * High Risk Pregnancy * Postpartum Care at the Hospital * Postpartum Follow up Care * Preconception Planning - Gynecological Surgery * Minimally invasive surgery * Laparoscopy * Robotic surgery Some of the services listed above operate at a loss in order to ensure that all services are available to meet community health care needs. Healthcare Collaborative furthers its charitable purposes by providing a broad array of women's health services to the community. Accomplishments: 1. Established clinical relationship through PSA agreement to expand access to women's health services in Williamson County. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 3 | Institute of Reconstructive Plastic Surgery of Central Texas Purpose and Activities: Institute of Reconstructive Plastic Surgery of Central Texas, d/b/a Seton Institute of Reconstructive Plastic Surgery ("SIRPS"), is a sub-specialty 501(c)(3) charitable organization that provides patient care and educational programs and organizes and directs clinical and basic science research programs. SIRPS serves the patient populations of University Medical Center Brackenridge ("UMC Brackenridge"), Seton Medical Center Williamson and other regional hospitals. UMC Brackenridge and Seton Medical Center Williamson are operated by a related tax-exempt organization, Seton Family of Hospitals. SIRPS faculty represents a variety of subspecialties, including Wound Care, Hand, Breast, Craniofacial and Reconstructive Plastic Surgery. Many SIRPS patients are covered by government insurance programs, including Medicare, Medicaid and managed Medicaid or were self-pay or charity. Faculty members hold leadership positions in a variety of local, regional and national professional organizations. In addition, SIRPS physicians were/are: - Actively involved in resident, medical student and allied health education. - An integral part of UMC Brackenridge acquiring and maintaining Level I Trauma Center status. - An integral part of Seton Medical Center Williamson acquiring and maintaining Level II Trauma Center status. Accomplishments: 1. Provided 15,684 patient visits in FY17 2. SIRPS faculty: a. Provided leadership and direction for development of the following multi-disciplinary programs at UMC Brackenridge: Hand Center, Breast Center, Craniofacial Center, Wound Care and Plastic Surgery. b. All achieved Dell Medical School faculty status c. Gave numerous presentations, served as chairs on committees such as American Plastic Surgery Society and the Rhinoplasty Society, and sat on committees for various professional societies and groups. Pediatric Critical Care Associates Purpose and Activities: Pediatric Critical Care Associates ("PCCA") is a tax-exempt pediatric sub-specialty 501(c)(3) nonprofit corporation dedicated to providing quality patient care to the critically ill children of Central Texas that present to the pediatric intensive care unit at Dell Children's Medical Center, which serves a 46-county area in Central Texas. Dell Children's Medical Center is the only dedicated freestanding pediatric facility in the region and is operated by a related tax-exempt organization Seton Family of Hospitals. The physicians at PCCA are all board certified Pediatric Intensivists. PCCA physicians are an integral component of the pediatric trauma team and participate in multiple hospital-wide quality improvement projects. Involvements: - Participate in the Pediatric Acute Lung Injury and Sepsis Investigation (PALISI). We are conducting National Institute for Health (NIH), Centers for Disease Control (CDC) and corporately-sponsored multi-center clinical research. We are studying new therapies for acute hypoxemic respiratory failure and the courses of critical pertussis and influenza infections. - Serve as teaching faculty for pediatric residency program, emergency room residents and fellows, medical students, nursing students, respiratory therapists and pre-hospital emergency personnel. - All our staff members are either full or adjunct faculty at the Dell Medical School. Accomplishments: 1. Ongoing research studies through the Pediatric Palliative Care Program, established in 2006. Two peer reviewed articles have been published as a result of this research. 2. Expanded and continue to provide medical directorship for the pediatric transport team. Dell Children's Medical Center performs more than 1,000 patient transports per year. This benefits both local children and those outside the Austin Metro area. 3. Continue to provide medical directorship for the Pediatric Intermediate Care Unit (IMC), the PICU and ECMO. 4. Recognized for teaching excellence in support of pediatric resident education. 5. Development and delivery of annual seminar for pediatric residents on communicating bad news to families. 6. Development of hospital wide protocol to standardize care of patients with complicated bacterial pneumonia. 7. American Academy of Sleep Medicine Accredited Sleep Lab 8. Cystic Fibrosis Foundation Accredited Cystic Fibrosis Clinic Pediatric Surgical Subspecialists Purpose and Activities: Pediatric Surgical Subspecialists d/b/a Pediatric Specialty Services ("PSS") is organized as a Texas non-profit health organization pursuant to Texas laws and the Texas Medical Board's rules and regulations governing non-profit health corporations. Accomplishments: 1. Provided pediatric subspecialty medical care (29,748 patient visits) to Central Texas children in FY17; 2. Provided pediatric subspecialty medical care to Central Texas children; 3. Supported medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially in the field of pediatric medicine; 4. Engaged in the instruction of the general public in the area of pediatric medical care, public health, hygiene and related instruction useful to the individual and beneficial to the community; 5. Developing a single, unified, integrated delivery system to provide high-quality, cost effective, tertiary health care services to infants, children and adolescents within the PSS service area; 6. Providing and arranging for the medical care of all socioeconomic segments of the community served and to negotiate managed care contracts with third-party payers; and performing clinical and translational research. 7. Pediatric EMU is Level 4 NAEC certified Seton ENT Purpose and Activities: Seton ENT ("SENT") is organized as a Texas non-profit health organization pursuant to Texas laws and the Texas Medical Board's rules and regulations governing non-profit health corporations. Accomplishments: 1. Provided 17,751 patient visits in FY17. 2. Employed a new physician who participates in a multi-disciplinary vascular clinics for complex patients, and who has a special interest in neck and thyroid masses. 3. Expanded the Cochlear Implant program, performing 23 implant procedures in FY17. 4. Developing a single, unified, integrated delivery system to provide high-quality, cost effective, tertiary health care services to infants, children and adolescents within the SENT service area. Seton Family of Pediatric Surgeons Purpose and Activities: Seton Family of Pediatric Surgeons ("SFPS") is organized as a Texas non-profit health organization pursuant to Texas laws and the Texas Medical Board's rules and regulations governing non-profit health corporations. Accomplishments: 1. Provided pediatric general and trauma surgery at the only Level 1 Pediatric Trauma Center in Central Texas; 2. Supported medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially in the field of pediatric medicine; 3. Engaged in the instruction of the general public in the area of pediatric medical care, public health, hygiene and related instruction useful to the individual and beneficial to the community; 4. Developed a single, unified, integrated delivery system to provide high-quality, cost effective, tertiary health care services to infants, children and adolescents within the SFPS service area; 5. Provided and arranged for the medical care of all socioeconomic segments of the community served and to negotiate managed care contracts with third-party payers; and performing clinical and translational research. 6. Opened a new office in Cedar Park to provide care closer to home for our patients in the North. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 4 | Seton Family of Physicians, (f/k/a Tri-County Practice Association (TCPA), d/b/a Seton Brain & Spine Institute (SBSI) Purpose and Activities: Seton Family of Physicians f/k/a Tri-County Practice Association ("SBSI"), is a non-profit corporation that has assembled an expert, multidisciplinary team of physicians and other medical professionals to cover the entire spectrum of brain and spine care. SBSI research and clinical trials are at the forefront of a program dedicated to improving neurosciences care for all Central Texans. SBSI employs or contracts with more than 30 board-certified physicians specializing in neurosurgery, orthopedic surgery, neurology and physical medicine and rehabilitation. Inpatient and outpatient treatment is provided to the community for the following: - Brain and spine tumors - Epilepsy - Scoliosis Degenerative Disc Disease - Painful spine conditions - Stroke - Spinal cord injury - Memory disorders - Movement disorders - Traumatic brain injury - Concussions Medical services include: - Neurology - Neurosurgery - Orthopedic spine - Physical medicine and rehabilitation Some of the services listed above operate at a loss in order to ensure that all services are available to meet community health care needs. SBSI furthers its charitable purposes by providing a broad array of services to the community. Its investment in research also provides access to state-of-the-art technology, medications and treatment protocols. This allows SBSI healthcare practitioners to experience and share new and emerging evidence based treatment options. This relationship between research and practice, combined with SBSI's collaborative and interdisciplinary care model, leads to more advances and exceptional outcomes for Central Texas patients. Accomplishments: 1. Established clinical relationships through affiliation with Dell Medical School to advance knowledge and treatment options for patients throughout Central Texas. 2. Establish clinical and administrative relationships in the Austin community to enhance the transitions to care from inpatient to outpatient. 3. Provided physician support to the Seton Family of Hospitals network stroke program. Seton Medical Group Purpose and Activities: Seton Medical Group ("SMG") is a Texas non-profit health organization that provides medical staffing for a related tax exempt organization, Seton Family of Hospitals. Physicians with SMG work with patients at Seton Family of Hospitals' urban and rural community health centers and clinics to address a variety of healthcare needs. Sliding-fee scales make the centers' services affordable in an effort to provide access for families who would otherwise not be able to afford medical care. Facilities include: - Seton Burnet Healthcare Center - Seton Marble Falls Healthcare Center - Seton Bertram Healthcare Center - Seton Pedi Care-A-Van - Seton Lockhart Center for Healthcare - Seton Community Health Centers (McCarthy, Kozmetsky, Topfer) - Seton Luling Family Medical Clinic - Children's Health Express - Seton Total Health Partners In 2017, Seton Community Clinic Medical Encounters totaled 46,294 for SHL, and 21,156 for EBD. Accomplishments: 1. McCarthy specialty clinics served the following patients during 2017: a. 36 patients seen for Podiatry referrals b. 57 patients seen for Dermatology referrals c. 36 patients seen for Neurology referrals d. 145 patients seen for Gynecology referrals e. 61 patients seen for Orthopedics referrals f. 76 patients seen for Endocrinology referrals Seton/UT Austin Dell Medical School University Physicians Group (SUUPG) Purpose and Activities: Seton/UT Austin Dell Medical School University Physicians Group ("SUUPG") is organized to provide graduate and undergraduate training programs in Austin, through the leadership of the full-time faculty of the University of Texas Dell Medical School ("DMS"). Combining real world clinical experience with quality, evidence based, personalized instruction, medical residents gain the skills needed to build successful careers in medicine in the communities they service. In turn, those residents along with medical students and faculty members provide coverage at multiple local hospitals and clinics throughout the Central Texas region. Accomplishments: 1. Some of the facilities benefiting from SUUPG include those operated by health care organizations such as, Central Health (the Travis County Health Care District); Veterans Administration; and city, county and state mental health organizations. SUUPG continues to build and strengthen sustainable collaborative efforts that benefit the health of individuals, families and society as a whole. SUUPG is home to Austin's graduate medical education program and fellowship training programs. Ascension Texas has entered into a long-term affiliation with The University of Texas at Austin, together with the Board of Regents of The University of Texas System to provide graduate and undergraduate training programs at the DMS in Austin. 2. SUUPG furthers this goal through delivery of direct patient care services, including care to the elderly and those living in poverty, as well as patient education and health awareness programs for the community. Available services are provided to people in the community without regard to the patient's race, creed, national origin, economic status, or ability to pay. 3. The following inpatient and outpatient medical services are provided to the community: Family Medicine Internal Medicine Gastroenterology Endocrinology Infectious Disease Dermatology Pediatrics Psychiatry - Adult/Child/Geriatric Women's Health - full continuum - Surgery - trauma and general Rheumatology (inpatient) 4. Some of the services listed above charge patients on a sliding scale. 5. SUUPG seeks to improve the health status of its surrounding community by providing inpatient and outpatient medical and psychiatric services in multiple locations throughout the region. Services are extended not only to its tax exempt corporate member, Seton Clinical Enterprise Corporation, but to other tax exempt entities throughout the community, some of which include: Austin Independent School District Austin State Hospital Austin/Travis County Mental Health Mental Retardation (MHMR) Austin/Travis County MHMR Child & Adolescent Clinic Blackstock Family Health Clinic (Central Health) University Medical Center Brackenridge Dell Children's Medical Center Children's Shelter CommUnityCare - Federally Qualified Health Center system Forensic/Federal Correctional Institution- People's Clinic St. David's Medical Center (The Partnership is not a tax-exempt organization.) Seton Medical Center Austin Seton Shoal Creek (psychiatric hospital) Seton Southwest Health Center Texas Child Study Center (in collaboration with Dell Children's Medical Center) University Physician Group Dermatologic Surgery Center (Mohs) University of Texas Counseling Center Veteran's Administration Clinics Veteran's Administration Post Traumatic Stress Disorder Clinic 6. SUUPG together with Dell Medical School (DMS) provide an extensive list of classes, seminars and materials to medical residents and staff related to each specialty. All core and elective requirements for graduate medical education and undergraduate medical students are offered as specified by the Accreditation Council for Graduate Medical Education, which is responsible for the Accreditation of post-MD medical training programs within the United States. 7. In addition, SUUPG trains and recruits healthcare professionals who are likely to remain in the region to meet unmet needs for physician services in both urban and rural setting, and in so doing, provides direct physician services to the public, including a significant number of the persons who are elderly, vulnerable or living in poverty. Development of new physicians is an integral part of improving community health status in the future. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 5 | 'Specially for Children Children's Hospital Subspecialists of Central Texas (SFC) Purpose and Activities: 'Specially For Children Children's Hospital Subspecialists of Central Texas ("SFC") is a non-profit pediatric sub-specialty physician organization that provides specialized care for hospitalized patients and outpatients of the Dell Children's Medical Center, which serves a 46-county area in Central Texas. Dell Children's is the only freestanding dedicated pediatric facility in the region. The mission of SFC is to provide comprehensive pediatric subspecialty healthcare services that meet the needs of all children within the communities served. SFC is widely recognized in Central Texas as a leader in the evaluation and treatment of children and adolescents with special needs and complex medical conditions. It is the only group of its kind in the region, playing an integral role in the development of a comprehensive, pediatric multi-disciplinary team approach to caring for children. Further, each of the group's pediatric specialists has advanced training in a medical subspecialty. The physicians of SFC provide state-of-the-art diagnosis, treatment and clinical management of children and adolescents to meet the healthcare needs of patients and organizations in the community. The availability of these essential medical services helps to improve the overall health status of the region and offers young patients personalized care in a child-friendly environment. The physician specialists employed by SFC are experts in many different areas of pediatric medicine and provide comprehensive, high quality clinical care for children and adolescents from birth through 18 years of age. The group, originally formed in 1996 with six pediatric subspecialists, has expanded to more than 37 pediatric subspecialists in the areas including: - Pediatric Allergy, Asthma & Immunology - Pediatric Dermatology - Pediatric Endocrinology and Diabetes Care - Pediatric Gastroenterology and Nutrition - Pediatric Hematology and Oncology - Pediatric Infectious Diseases/Adoption and Travel Clinic - Pediatric Nephrology and Dialysis Services - Palliative Care - Pediatric Rheumatology - Clinical Genetics - Comprehensive Complex Care Clinic - A medical home for children with complex chronic medical conditions SFC participates in a variety of community outreach activities including: - Project Access: Travis County Medical Society program to provide free care to uninsured in the community in collaboration with hospital and primary care service providers. - Camp Bluebonnet: Pediatric Hematology/Oncology Program participates in this camp for cancer and blood disorder patients and their families. - Heartgift Program: Physicians provide medical services for pediatric cardiac patients from foreign countries who travel to Austin for care. - Camp Okawehna: Nephrology participates in this camp for kids on dialysis or with kidney transplants. - Camp Bluebonnet: Endocrinology Program participates in this camp for kids with diabetes. In addition, dedicated social workers counsel patients who need assistance connecting with other community resources, including Any Baby Can, Texas Neuro Rehab, LifeWorks, Capital Area ARC and Halo. Assistance also is provided to assist patients who qualify for Medicaid, the Austin/Travis County Medical Assistance Program and the Children's Health Insurance Program (CHIP). Accomplishments: 1. SFC's Food Allergy Program has recently been honored through FARE (Food Allergy Research and Education) the award of a Clinical Center of Excellence. 2. Endocrinology was certified by the American Diabetes Association 3. SFC opened a Cedar Park (North) location. Tri-County Clinical (TCC), d/b/a Seton Family of Doctors, Seton Mind Institute Purpose and Activities: Tri-County Clinical ("TCC"), is a tax-exempt 501(c)(3) non-profit corporation dedicated to providing quality Behavioral Health care to patients and extending the continuum of care from the Seton Hospitals to outpatient clinics. TCC is a premier group of providers with more than 45 faculty and resident's providers offering services. TCC has worked to improve underserved populations' access to healthcare through the Seton Psychiatric Emergency Department; telehealth services; and Seton Shoal Creek Hospital. Accomplishments: 1. For FY17 SMI/TCC: Average Monthly encounters - 5,211 2. Provided embedded psychology services to several pediatric sub-specialty clinics. 3. Was largest outpatient provider of psychiatric services for the SIMS Foundation (Health Alliance for Austin Musicians) 4. Served as the primary training site for Dell Medical School psychiatry residency program. 5. Serving as ATCIC contract for Seton Shoal Creek inpatient services for the underserved. FOUNDATIONS CMC Foundation of Central Texas Purpose and Activities: CMC Foundation of Central Texas raises philanthropic funds to support Dell Children's Medical Center, a member of the Seton Hospitals. Dell Children's Medical Center serves a 46-county region in Central Texas. Through its fundraising initiatives, the CMC Foundation of Central Texas contributes to health care excellence in Central Texas to serve the poor and vulnerable. Through its partnerships with generous donors, community volunteers and support groups, the CMC Foundation of Central Texas helps build and strengthen sustainable collaborative efforts that benefit the health and well-being of the local community. CMC Foundation of Central Texas Board of Trustees includes community, corporate and civic leaders and physicians. Sources of philanthropic support include donations from individuals, foundations, corporations and civic organizations; the Children's Miracle Network; special events and volunteer support groups, including the Circle of Friends chapters, Children's Council, Children's Trust, Women's Trust and Grandparent's Club. Special events such as the Annual Children's Council Gala, Circle of Friends fundraisers and Radiothon raise funds and also awareness of Dell Children's mission to serve the health care needs of Central Texas children, including the poor and vulnerable. Accomplishments: 1. In FY 17, the CMC Foundation of Central Texas raised $11,655,391 (pledges and cash), exceeding goal by 27% from generous donors to support Seton Hospitals' programs, equipment and building needs and endowment for the benefit of Dell Children's Medical Center. 2. Contributions supported: a. Strategic areas in Pediatrics that align with Ascension Texas as well as provide for mission-centric, critical whole-being wellness programs such as staff resiliency, child life, and new mental health programs and research. b. Programs, operating support and endowment for the new Inpatient mental health unit and regional heart program. c. Programmatic support for child abuse prevention and research, blood and cancer disorders, food allergies and medically specific camps for kids. d. Operating support for the Children's Health Express, which serves the health care needs of low-income children in the Austin area via a mobile health van. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 6 | Seton Hays Foundation Purpose and Activities: The Seton Hays Foundation raises philanthropic funds to support Seton Medical Center Hays, Seton Edgar B. Davis Hospital, the Caldwell County Children's Care-A-Van, Seton Southwest Hospital, and Seton Smithville Regional Hospital, members of the Seton Hospitals. Through its fundraising initiatives, the Seton Hays Foundation contributes to health care excellence in Central Texas and serves the poor and vulnerable. Through its partnerships with generous donors, community volunteers and support groups, the Seton Hays Foundation helps build and strengthen sustainable collaborative efforts that benefit the health and well-being of the local community. The Seton Hays Foundation Board of Trustees includes community, corporate and civic leaders. Sources of philanthropic support include donations from individuals, foundations, corporations and civic organizations. Special events raise funds and also awareness of Seton's mission to serve the health care needs of Central Texas, including the poor and vulnerable. Accomplishments: In FY17, the Seton Hays Foundation raised $1,868,242 (cash and pledges) against a goal of $1,121,302 (168% of goal) to support programs, equipment and building needs and endowment for the benefit of Seton Medical Center Hays, Seton Edgar B. Davis Hospital, the Caldwell County Children's Care-A-Van, Seton Southwest Hospital, and Seton Smithville Regional Hospital. Contributions supported a variety of needs including: 1. Creation of a Cardiac and Pulmonary Rehabilitation Center (Capital) which will commence construction this Spring. This Center will offer services including cardiac and pulmonary rehabilitation and physical, occupational and speech therapy. There are spaces for health education classes, such as diabetes management and nutrition, a dedicated room for cardiac stress tests, areas for monitored rehab, an indoor walking track and new rehab equipment. A dual-purpose facility, this center will benefit Seton associates, physicians and hospital volunteers who can access the facility outside of clinic hours. 2. Operational costs for the Caldwell County Children's Care-A-Van allowing it to provide a fifth day of service per week. This full-service mobile health unit offers quality medical care to children and adolescents newborn through age 18 in Caldwell County, serving the communities of Lockhart, Luling, Prairie Lea and Martindale. Residents from Hays, Bastrop and Guadalupe Counties also utilize the Caldwell County Care-A-Van's medical services. 3. Building and equipment including funds to purchase a Digital Mammography Unit and Workstation for Seton Smithville Regional Hospital, new defibrillators for Seton Edgar B. Davis Hospital's Emergency Department and new surgical equipment for Seton Southwest Hospital. 4. Seton Nurse Scholarship funding and the awarding of the second Searcy Family Health Professions Scholarship for allied health professionals at Seton Medical Center Hays. Seton Williamson Foundation Purpose and Activities: The Seton Williamson Foundation raises philanthropic funds to support Seton Medical Center Williamson and Seton Northwest Hospital, and Seton Highland Lakes Hospital, members of the Seton Family of Hospitals. Through its fundraising initiatives, the Seton Williamson Foundation contributes to health care excellence in Central Texas and serves the poor and vulnerable. Through its partnerships with generous donors, community volunteers and support groups, the Seton Williamson Foundation helps build and strengthen sustainable collaborative efforts that benefit the health and well-being of the local community. The Seton Williamson Foundation Board of Trustees includes community, corporate and civic leaders, and physicians. Sources of philanthropic support include donations from individuals, foundations, corporations and civic organizations. Special events raise funds and awareness of Seton's mission to serve the health care needs of Central Texas, including the poor and vulnerable. Accomplishments: 1. In FY 17, Seton Williamson Foundation raised $1.9 million. 2. Seton Women's Development Board Gala raised funds through paddles up to support Medical Mission at Home. 3. Kids Care-A-Van Golf Classic raised over $700,000 (net). Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. Purpose and Activities: The Seton Fund of the Daughters of Charity of St. Vincent de Paul ("Seton Fund") raises philanthropic funds to support Ascension Texas, including Seton Medical Center Austin, Dell Seton Medical Center @ UT, Seton Shoal Creek Hospital and the Seton Kozmetsky, Seton McCarthy and Seton Topfer Community Health Centers. Through its fundraising initiatives, the Seton Fund contributes to Seton's commitment to health care excellence and Ascension Texas in Central Texas to serve the poor and vulnerable. Through its partnerships with generous donors, community volunteers and support groups, the Seton Fund helps build and strengthen sustainable collaborative efforts that benefit the health and well-being of the local community. The Seton Fund Board of Trustees includes community, corporate and civic leaders, and physicians. Sources of philanthropic support include donations from individuals, foundations, corporations, and civic organizations, special events and volunteer support groups, including the Seton Development Boards and its associate groups across Central Texas, Elizabeth Ann Seton Board, Dell Seton Medical Center at The University of Texas' President's Council, Seton Forum, The Fifty and League House Board. Special events help raise funds and also awareness of Seton's mission to serve the healthcare needs of our community, including the poor and vulnerable. Accomplishments: 1. Raised almost $1.4 million net from the EASB gala to benefit Seton Medical Center Austin's NICU and Mother-Baby Services. 2. Raised $7,852,240 for the Future of Care Campaign benefiting the new teaching hospital, Dell Seton Medical Center at The University of Texas. 3. Raised $13.34 million in FY17 to support projects and programs including those at Dell Seton Medical Center @ UT and Seton Medical Center Austin. Blue Ladies Minerals, Inc. Purpose and Activities: The purpose of the organization is to own and manage oil, gas, mineral rights and real or personal property and remit the income to its sole member, the Seton Fund of the Daughters of Charity of St. Vincent De Paul, Inc. Blue Ladies minerals provide important functional support to both Seton Fund and Ascension Texas. Twenty-Six Doors, Inc. Purpose and Activities: The only purpose of the organization is to hold title to real property and remit the income generated to its shareholder. The property consists of certain real property known as the Twenty-Six Doors shopping center located in Austin, Texas. The organization's sole shareholder is the Seton Fund of the Daughters of Charity of St. Vincent De Paul, Inc. Fickett Health Legacy, Inc. Purpose amd Activities: The purpose of the organization is to hold and collect income from certain real property, and remit such income to its shareholder: Twenty-Six Doors, Inc., a Texas not-for-profit corporation, for the benefit of Seton Highland Lakes Hospital. Funds are restricted to capital needs for Seton Highland Lakes Hospital. Twenty-Six Doors' sole shareholder is The Seton Fund of the Daughters of Charity of St. Vincent De Paul, Inc. The Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. was organized on October 30, 1981, as a Texas not-for-profit corporation. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 7 | NETWORK SERVICES The Seton Cove, Inc. Purpose and Activities: The Seton Cove was created in 1995 with a vision to create a presence and place of hospitality and solace for people in the Austin community seeking to integrate spirituality more fully into their daily lives. Since then, our non-profit Seton Cove Interfaith Spirituality Center, has been offering people of all faiths the opportunity to deepen their spiritual practice through a variety of multi-day retreats, programs, spiritual direction, luncheons, and creative programming. Mission Statement: The Seton Cove is a non-profit, interfaith center for spirituality, named for Elizabeth Ann Seton, the American foundress of the Daughters of Charity. Rooted in Judeo-Christian values and founded on the principles of St. Vincent de Paul that find God in the ordinary events of everyday life, the center reaches out to the poor in spirit and those seeking to enrich their relationship with God, self, others, and all creation. It's mission is to provide a welcoming place of solace and hospitality where people of any faith my nourish and foster their spiritual growth and journey toward wholeness. The center offers a holistic approach to life, which integrates spiritual and human development through programs designed to honor the dignity of every person and to reflect the connections between spirituality and the human experience. Over time, Seton Cove has developed programming specifically to reach Seton associates, but over the last five years, of the approximately 3,750 unique participants in Seton Cove programs, about 860 came from Seton, while the majority, almost 2,900, were from the community. An expression of the Seton Cove's commitment to serve a community wider than the Ascension Texas network is its accreditation to grant CEUs (Continuing Educating Units) for the following organizations: Texas State Board of Social Worker Examiners, The Texas State Board of Licensed Professional Counselors, the Association of Professional Chaplains, and the National Association of Catholic Chaplains. Consequently, several of the retreats and programs offer training to enable professionals to receive the certified CEUs required for practice in their field. The Seton Cove is also the home of the Institute for Soul-Centered Leadership (ISCL), which serves as the hub for the Leadership Programs and retreats, including Leadership Pilgrimage, the Practice of Contemplative Leadership, the Summer Leadership Intensive, the Spring Leadership Intensive, and various other Leadership Formation classes offered on a quarterly basis. The ISCL has its own advisory board to help lift its profile in the community and grow attendance. Many of the programs are provided onsite in the Seton Cove building's classroom, which has space for about 25 people, and is busy most days (including weekends). Approximately 32 programs are offered every month - or an average of one each day - at that facility. There are many more programs offered in the Ascension Texas facilities and at other centers across Austin. The Seton Cove offers access to a variety of classes, presentations and programs designed to help educate the community. Classes are listed on the Seton Cove Website: www.setoncove.org. In addition, the site includes information on spiritual direction, journaling, labyrinths, retreats and workshops. Accomplishments: 1. The 2017 McPhee Lecture and Workshop presented by Vic Strecher, PHD, MPH, "Life on Purpose: How Living for What Matters Most Changes Everything"; and, "Giving Yourself S.P.A.C.E. for More Energy and Willpower". Number of registrants: 158 2. Seton Cove has facilitated 8 Renewal Day retreats and 2 Reflective Practice Sessions for Seton leaders in FY17. Number of Market Leaders, executives, directors, and managers served: 296 3. Leadership Pilgrimage 3 part retreat to provide leaders an opportunity to reflect on their personal identity and work through a year-long program. Number of leaders served: 25 4. Tranquility Lunches restore work-life balance for Ascension Texas associates over lunch. Number of associates served: 5,076 5. Practice for Contemplative Leadership based upon Matthew Dowd's work, "A New Way: Embracing the Paradox as We Lead and Serve. Number of leaders served: 25 6. Mystic Heart Wisdom School-a year-long spiritual formation program providing an in-depth study of the Wisdom Tradition. Number of leaders served: 12 7. Meditation and Prayer-providing time and space for the practice of intentional silence. Number of leaders served: 100 8. Reflective Practice Sessions-providing time and space for personal reflection. Number of leaders served: 90 9. Leadership Development Formation Retreats-providing one day of leadership development and formative practice each quarter. Number of Ascension Texas leaders served: 3,204 |
| Schedule H, Part V, Section B, Line 10 GROUP A - WEB ADDRESSES FOR IMPLEMENTATION STRATEGY | THE COMMUNITY HEALTH IMPLEMENTATION STRATEGY ("CHIP") FOR EACH OF THE HOSPITAL FACILITIES IN GROUP A CAN BE LOCATED AT THE FOLLOWING WEB ADDRESSES: Dell Children's Medical Center of Central Texas: https://www.seton.net/wp-content/uploads/2015/06/DCMC-Implementation-Strategy-2016-FINAL2.pdf Seton Medical Center Austin: https://www.seton.net/wp-content/uploads/2015/06/SMCA-Implementation-Strategy-2016-FINAL2.pdf Seton Medical Center Hays : https://www.seton.net/wp-content/uploads/2015/06/SMCH-Implementation-Strategy-2016-FINAL2.pdf Seton Medical Center Williamson: https://www.seton.net/wp-content/uploads/2015/06/SMCW-Implementation-Strategy-2016-FINAL2.pdf Seton Northwest Hospital: https://www.seton.net/wp-content/uploads/2015/06/SNW-Implementation-Strategy-2016-FINAL2.pdf Seton Southwest Hospital: https://www.seton.net/wp-content/uploads/2015/06/SSW-Implementation-Strategy-2016-FINAL2.pdf University Medical Center Brackenridge: https://www.seton.net/wp-content/uploads/2015/06/UMCB-Implementation-Strategy-2016-FINAL2.pdf Warm Springs Rehabilitation Hospital of Kyle: http://www.warmsprings.org/files/2214/8164/5270/warm_springs.pdf Cedar Park Regional Medical Center: http://www.cedarparkregional.com/Uploads/Public/Documents/Division%202/Cedar%20Park%20Regional%20Medical%20Center/community_health_implementation_strategy.pdf Central Texas Rehabilitation Hospital: http://www.khrehabcentraltexas.com/uploadedFiles/Hosp_-_khrehabcentraltexascom/Patients_and_Families/Content/Appendix%20A%20CTRH%20%20Imp%20Strategy%20Plan%20FINAL%20(2).pdf |
| Schedule H, Part V, Section B, Line 10 GROUP B - WEB ADDRESSES FOR IMPLEMENTATION STRATEGY | THE COMMUNITY HEALTH IMPLEMENTATION STRATEGY ("CHIP") FOR EACH OF THE HOSPITAL FACILITIES IN GROUP B CAN BE LOCATED AT THE FOLLOWING WEB ADDRESSES: Seton Edgar B. Davis: https://www.seton.net/wp-content/uploads/2015/05/SEBD-Implementation-Strategy-2016-FINAL2.pdf Seton Highland Lakes Hospital: https://www.seton.net/wp-content/uploads/2015/06/SHL-Implementation-Strategy-2016-FINAL2.pdf Seton Smithville Regional Hospital: https://www.seton.net/wp-content/uploads/2015/05/SSRH-Implementation-Strategy-2016-FINAL2.pdf Seton Medical Center Harker Heights : http://setonharkerheights.net/wp-content/uploads/2016/11/CHNA-Implementation-Strategy_SMC-Harker-Heights_2016.docx |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 8 | ENTITIES ACCOUNTED FOR UNDER THE EQUITY METHOD OF ACCOUNTING (JOINT VENTURES) Community Care Collaborative The Community Care Collaborative (CCC) is a 501(c)(3) nonprofit corporation formed in 2013 by an agreement between Central Health-the healthcare district serving Travis County-and Ascension Texas. The goal of the CCC is to transform how health care is delivered and improve health outcomes in Travis County, particularly for low-income and vulnerable populations. Through better-designed health care interventions, coordinated care and adding resources to address social determinants of health, the CCC with create better health for Travis County's patients and communities. The CCC represents one of Ascension Texas' most significant, overarching investments in addressing all the prioritized needs identified in the Travis County Community Health Needs Assessment (CHNA), including improving primary and specialty care, systems of care, chronic diseases, mental and behavioral health and social determinants of health. Ascension Texas and its affiliates have committed executive, clinical, staff, financial and operational resources to ensure the CCC's strategic priorities are achieved. Since 2013, Ascension Texas made significant investments in support of the CCC strategic objectives and intends to continue these investments in the years to come. In addition, Ascension Texas plays an active leadership role in terms of governance and community engagement with partners to ensure alignment around the common goal of improving the health of the community. Critical to the CCC's success is collaboration and contracting with key partners, including Dell Medical School, Austin Travis County Integral Care, federally qualified health centers (FQHCs), community-based providers, local social service organizations and Austin-Travis County Emergency Medical Service. Since its inception in 2013, the CCC has increased access to the historically underserved in our community, in new ways. It has created over 50,000 additional primary care visits per year through new weekend and evening hours at clinics. It has expanded access to specialty care services including pulmonology, with 2,900 additional visits per year which has reduced wait times from four months to less than 30 days. It has leveraged technology to expand access for psychiatric services, specifically, 6,159 telepsychiatry visits. In 2017, the CCC continues to serve over 92,700 unique individuals who had close to 500,000 encounters across a more integrated system of care that is focused on meeting the specific needs of the population by delivering innovative solutions. Accomplishments for 2017: 1. Completed the sixth year of running over 15 innovation programs, which have expanded access to primary, dental, specialty and behavioral health care and shown improvement across over 20 clinical indicators for program participants and the broader un and underinsured population; 2. Supported resource fairs that have connected hundreds of homeless Travis County residents with medical, legal and social services; 3. Expanded value-based contracting across primary-care providers to include reporting and improvement on clinical outcomes, launch of case management services, and tracking of patient experience outcomes; 4. Launched a Medication Assistance Treatment program to provide patients with Opiod Use Disorders a community-based, person-centered treatment option; 5. Developed a program to provide transportation to appointments for low-income Travis County residents through a local non-profit ride-sharing service; 6. Provided services to patients through Integrated Practice Units that address specialty needs of patients with a wide array of clinical, behavioral and social supports accessible on site. In 2018, the CCC plans to continue to focus on core operational and delivery issues, including redesigning the Central Health Medical Access Program (MAP) benefit program, improving primary care services payment and delivery and enhancing specialty care services including behavioral health. The CCC will also plan and develop a comprehensive strategy to address social determinants of health and will continue to forge strategic partnerships with other nonprofit organizations to address needs that affect individuals' health. |
| Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH - PART 2 | Delivery System Reform Incentive Payment (DSRIP) Projects: Since 2012, Seton has operated multiple Delivery System Reform Incentive Payment ("DSRIP") projects through the Texas 1115 Medicaid Waiver, administered through the Texas Health and Human Services Commission ("HHSC") and the Centers for Medicare and Medicaid Services ("CMS"). These projects address the varied health care needs of Medicaid recipients and low-income, uninsured individuals in Travis County. They share a common goal of improving health outcomes and lowering health care costs by reducing inefficiencies in the health care system. All of these projects were chosen because they specifically address prioritized health needs identified in the 2012-2013 Travis County CHNA conducted by Austin/Travis County Health and Human Services Department: access to care, chronic disease, mental and behavioral health and community collaborations. These prioritized needs are nearly identical to the 2016 Travis County CHNA needs: mental and behavioral health, chronic diseases, primary and specialty care, system of care and social determinants of health. As such, all of Seton's DSRIPs individually address one or more of the prioritized health needs identified in the 2016 Travis County CHNA and are a continuation of prior investments. Of the Seton-led DSRIPs, three focus on pediatric populations and all but one serve residents of Travis County. The remaining project is in place at Seton Highland Lakes Hospital (SHL) and supports qualified Burnet County residents. Seton also is involved in 15 other DSRIP projects funded through the Community Care Collaborative ("CCC"), our partnership with Central Health. Together, the DSRIP projects represent one of Seton's most significant investments to address health needs in Travis County. Seton has partnered with a wide range of entities on its varied DSRIP projects. Examples include: community physicians, CCC, Central Health, Federally Qualified Health Centers, nonprofits, faith-based organizations, Dell Medical School, local mental health agencies and the Austin Independent School District. - Behavioral Health Assessment & Resource Navigation - Provide free behavioral health assessments and navigate individuals to community behavioral health providers. - Behavioral Health School Campus Counseling I - Increase access to behavioral health services on school campuses. - Care Transitions - Coordinate and monitor care for patients with chronic disease from hospital to home. - Chronic Care Management - Adults - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - Chronic Care Management - Community Clinics - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - Chronic Care Management - Pediatrics - Provide specialty treatment and care coordination for children with high disease complexity - Culturally Competent Care Training - Provide staff training to increase awareness of the diverse populations and cultures served - Diabetes Chronic Care - Standardize testing routines for individuals at-risk or with diabetes and communicates the discharge plan directly to follow-up provide. - ED Patient Navigation - Navigate emergency department to a medical home. - Family & Child Obesity - Deliver a multi-delivery approach to prevent and treat childhood obesity. - Language Services Resource - Centralize language services and adds qualified healthcare interpreters. - Obstetrics Care Navigation - Provide pre- and post-natal navigation for Hispanic women. - Palliative Care Program - Create palliative care program for individuals with chronic or terminal illness. - Post-Graduate Training for Psychiatric Specialties - Provide new psychiatric residencies and fellowships. - Psychiatric Emergency Department - Create a new psychiatric emergency department. - Psychiatric Telemedicine - Expand inpatient and ED telepsychiatry services. - Substance Use Disorder Navigation - Navigate individuals at risk of a substance use disorder to intervention and treatment. - Women's Oncology Care Navigation - Provide navigation services from cancer diagnosis to treatment, as well as cancer survivorship support services for women. - Women's Oncology Care Screening - Expand mobile mammography and cervical screenings. Accomplishments: 1. The overall goal and anticipated impact of Seton's DSRIP projects is to provide better health care at a lower cost in the right setting. Seton's DSRIP projects have been highly successful and have met or exceeded most of their stated goals. 2. The Behavioral Health School Campus Counseling projects implemented a new summer program to support improved continuity of care during the summer months. The program provided daily lunches, trips through the community for cooperative volunteer projects, and an end of summer celebration. Planning is currently underway to expand this program serve more students in the summer of 2017. 3. Chronic Care Management projects have made progress toward establishing value-based payment models to support sustainability and long-term cost savings. The Chronic Care Management-Adult project has developed processes to support successful transitions of care for patients with congestive heart failure and patients receiving total joint replacement surgery. The Chronic Care Management-Pediatric project has begun discussions with the Managed Care Organizations serving their population related to pay-for-quality contracting. |
| Schedule H, Part V, Section B, Line 16a FAP WEB ADDRESS | THE FAP IS AVAILABLE AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Seton-Family-of-Hospitals-Financial-Assistance-Policy-1.pdf |
| Schedule H, Part V, Section B, Line 16c FAP PLAIN LANGUAGE SUMMARY WEB ADDRESS | A PLAIN LANGUAGE SUMMARY OF THE FAP IS AVAILABLE AT THE FOLLOWING WEB ADDRESS: https://www.seton.net/wp-content/uploads/2016/06/Plain-Language-Summary-of-Financial-Assistance-Policy_ENG.pdf |
| Schedule H, Part V, Section B, Line 17 Billing and Collection Policy | During tax year 2017, the organization learned via verbal comments of IRS agents at public events that the IRS intends that the "readily obtainable" standard in the 501(r) regulations for the AGB calculation and billing and collection policy is only met if those items are posted to the organization's web site. The organization had interpreted that web posting standard to be a safe harbor after consulting with external counsel and tax advisors, and timely took other steps to make the information readily obtainable. Consequently, the organization does not believe its decision to not post these documents to its web site rises to the level of a failure, nor does it believe the circumstances were either willful or egregious, having otherwise timely taken the steps necessary to attain and continue to maintain compliance with the other requirements related to the billing and collection policy and the AGB, as part of its policies and procedures for ensuring compliance with all aspects of 501(r). However, the organization is making this voluntary disclosure in order to communicate to the IRS the changes it is undertaking in response to the recent IRS informal guidance on this specific point concerning the "readily obtainable" standard, and the fact that the organization has started the work necessary to post its AGB information and billing and collection policy to its web site and will complete those additional postings as soon as reasonably possible. The other web postings required under 501(r) (i.e., those related to the community health needs assessment and the financial assistance policy) were timely completed and continue to remain in place as required. The organization believes its safeguards worked as intended in this case (i.e., the organization has regular communications with a number of external law firms and tax consultants and the timely attention to the recent guidance was supported by the framework of regular access to subject matter experts). These changes are in the process of being incorporated into corporate policies and procedures that apply to the organization. |
| Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance | The cost of providing charity care, means-tested government programs, and other community benefit programs is estimated using internal cost data, and is calculated in compliance with Catholic Health Association ("CHA") guidelines. The organization uses a cost accounting system that addresses all patient segments (for example, inpatient, outpatient, emergency room, private insurance, Medicaid, Medicare, uninsured, or self pay). The best available data was used to calculate the amounts reported in the table. For the information in the table, a cost-to-charge ratio was calculated and applied. |
| Schedule H, Part II Community Building Activities | RESEARCH SHOWS THAT SOCIAL DETERMINANTS AND QUALITY OF LIFE PLAY A MAJOR ROLE IN THE HEALTH STATUS OF INDIVIDUALS AND COMMUNITIES. COMMUNITY BUILDING ACTIVITIES, WHICH FOCUS ON IMPROVING THE QUALITY OF LIFE WITHIN A COMMUNITY, ULTIMATELY INFLUENCE AND IMPROVE HEALTH STATUS. |
| Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount | AFTER SATISFACTION OF AMOUNTS DUE FROM INSURANCE AND REASONABLE EFFORTS TO COLLECT FROM THE PATIENT HAVE BEEN EXHAUSTED, THE CORPORATION FOLLOWS ESTABLISHED GUIDELINES FOR PLACING CERTAIN PAST-DUE PATIENT BALANCES WITHIN COLLECTION AGENCIES, SUBJECT TO THE TERMS OF CERTAIN RESTRICTIONS ON COLLECTION EFFORTS AS DETERMINED BY ASCENSION HEALTH. ACCOUNTS RECEIVABLE ARE WRITTEN OFF AFTER COLLECTION EFFORTS HAVE BEEN FOLLOWED IN ACCORDANCE WITH THE CORPORATION'S POLICIES. |
| Schedule H, Part III, Line 3 Bad Debt Expense Methodology | The provision for doubtful accounts is based upon management's assessment of expected net collections considering historical experience, economic conditions, trends in healthcare coverage, and other collection indicators. Periodically throughout the year, management assesses the adequacy of the allowance for doubtful accounts based upon historical write-off experience by payor category, including those amounts not covered by insurance. The results of this review are then used to make any modifications to the provision for doubtful accounts to establish an appropriate allowance for doubtful accounts. |
| Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote | The Organization is part of the Ascension Health Alliance consolidated audit. The footnote that references bad debt expense in the June 30, 2016 consolidated audit is as follows: The provision for doubtful accounts is based upon management's assessment of expected net collections considering historical experience, economic conditions, trends in health care coverage, and other collection indicators. Periodically throughout the year, management assesses the adequacy of the allowance for doubtful accounts based upon historical write-off experience by payor category, including those amounts not covered by insurance. The results of this review are then used to make any modifications to the provision for doubtful accounts to establish an appropriate allowance for doubtful accounts. After satisfaction of amounts due from insurance and reasonable efforts to collect from the patient have been exhausted, the System follows established guidelines for placing certain past-due patient balances with collection agencies, subject to the terms of certain restrictions on collection efforts as determined by the System. Accounts receivable are written off after collection efforts have been followed in accordance with the System's policies. The methodology for determining the allowance for doubtful accounts and related write-offs on uninsured patient accounts has remained consistent with the prior year. |
| Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs | Seton Family of Hospitals follows the Catholic Health Association ("CHA") guidelines for determining community benefit. CHA community benefit reporting guidelines suggest that Medicare shortfall is not treated as community benefit. Amounts reported on line 6 were determined based on the Medicare cost report, which uses a combination of per diem and cost to charge ratio to determine costs. |
| Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance | The Organization has a written debt collection policy that also includes a provision on the collection practices to be followed for patients who are known to qualify for charity care or financial assistance. If a patient qualifies for charity or financial assistance certain collection practices do not apply. A patient's eligibility for charity care/financial assistance may be determined at any point in the collection cycle. Collection agency agreements include language that requires adherence to Seton's/Ascension's billing and collection policies, and support the process by advising patients about the availability of financial assistance/charity care, providing patients with the application, and/or assisting with the completion process. |
| Schedule H, Part V, Section B, Line 16a FAP website | A - Seton Medical Center Austin: Line 16a URL: SEE STATEMENT; B - Seton Edgar B. Davis Hospital: Line 16a URL: SEE STATEMENT; - Seton Shoal Creek Hospital: Line 16a URL: SEE STATEMENT; |
| Schedule H, Part V, Section B, Line 16b FAP Application website | A - Seton Medical Center Austin: Line 16b URL: https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf; B - Seton Edgar B. Davis Hospital: Line 16b URL: https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf; - Seton Shoal Creek Hospital: Line 16b URL: https://www.seton.net/wp-content/uploads/2016/06/FA-Application-and-Instructions_ENG-.pdf; |
| Schedule H, Part V, Section B, Line 16c FAP plain language summary website | A - Seton Medical Center Austin: Line 16c URL: SEE STATEMENT; B - Seton Edgar B. Davis Hospital: Line 16c URL: SEE STATEMENT; - Seton Shoal Creek Hospital: Line 16c URL: SEE STATEMENT; |
| Schedule H, Part VI, Line 2 Needs assessment | In May 2016, the Seton Family of Hospitals Board of Directors approved Community Health Needs Assessments that identified prioritized heath needs for seven distinct regions of Seton's service area. All seven of the CHNA identified the following prioritized health needs (mental health, primary and specialty care, chronic diseases, systems of care and social determinants of health), but in varying priority order. In November 2017, in accordance with IRS regulations, Seton Family of Hospitals approved 11 Community Health Implementation Plans, one for each of its hospitals. The four Seton joint venture hospitals approved Community Health Implementation Plans for each of their facilities. Each plan identifies the programs and activities the hospital, through the support of the Ascension Texas and local partnerships, commits to provide in order to help address the needs identified in the CHNAs of its service area. |
| Schedule H, Part VI, Line 3 Patient education of eligibility for assistance | Seton is committed to delivering effective, safe, person-centric, health care to all patients regardless of their ability to pay. As a nonprofit health system, it is our mission and privilege to play this important role in our community. All of the community health needs assessments revealed that Central Texas has a high rate of uninsured individuals, and a lack of insurance can be one of many factors that prevent individuals from accessing care. At all Seton hospitals staff screen uninsured patients and if found potentially eligible for a government funding source, provide assistance and/or resources to the patient and their family. If a patient is not eligible for a payment source, Seton's financial assistance policy covers patients who lack the financial resources to pay for all or part of their bills. Eligibility for financial assistance is based upon the annual federal poverty guidelines; Seton provides financial assistance for those who earn up to 375% of the federal poverty level. Ascension Texas widely publicizes its: 1.) Financial Assistance Policy 2.) Financial Assistance Application 3.) Financial Assistance Policy Summary 4.) List of Providers Covered by the Financial Assistance Policy via the hospital facility's website - www.seton.net. Ascension Texas makes paper copies of the: 1.) Financial Assistance Policy 2.) Financial Assistance Application 3.) Financial Assistance Policy Summary 4.) List of Providers Covered by the Financial Assistance Policy 5.) Amounts Generally Billed Calculation readily available upon request and without charge. The paper copies are made readily available as part of the intake, discharge and customer service processes. Upon request, paper copies can also be obtained by mail. Ascension Texas informs its patients of the Financial Assistance Policy via a notice on patient billing statements, including the phone number and web address where more information may be found. Ascension Texas informs its patients of the Financial Assistance Policy via signage displayed in the emergency room and admissions areas. |
| Schedule H, Part VI, Line 4 Community information | The Seton Family of Hospitals ("Seton") serves an 11-county area, covering 9,645 square miles in Central Texas. Seton's service area includes urban, suburban and rural areas and is divided into the following regions: - West Region: Burnet, Llano and Blanco Counties - North Region: Williamson County - Central Region: Travis County (the seat of Texas' state capital, Austin) - South Region: Hays and Caldwell Counties - East Region: Lee, Bastrop, Fayette and Gonzales Counties Seton manages hospitals in six of the 11 counties listed above. Patients from the other five counties travel to access care at Seton facilities or seek care from other hospitals (see "Other Hospitals" below). COMMUNITY DEMOGRAPHICS: Population: In 2016, there were 2.1 million people living in Seton's 11-county service area. Seton's service area includes the rapidly growing urban Austin-Round Rock metropolitan statistical area (MSA) - Bastrop, Caldwell, Hays, Travis and Williamson Counties - as well as sparsely-populated rural areas with less convenient access to health care. Household income: The median household income in Seton's 11-county service area was $65,466 in 2016, compared to $57,227 in Texas as a whole and $57,462 nationally. Poverty and Uninsured Rate: The percentage of households in Seton's 11-county service area living below the U.S Poverty level was 10.2 percent in 2016. In 2015, 19% of the region's population under age 65 was uninsured. That same year, 9% of Central Texas children (age 0 to 17) were uninsured. Medicaid Seton serves a disproportionate market share of Medicaid patients. While the hospital system serves 39% of the total inpatient needs of the community, it supports 48% of Medicaid patients. Other Hospitals Serving the Community The other major hospital providers within Seton's service area are HCA/St. David's Healthcare System, a for-profit system with seven hospitals and Baylor Scott & White Healthcare system, a non-profit health system with four hospitals. Other hospitals in the area include Central Texas Medical Center in San Marcos, and St. Mark's Medical Center in LaGrange. There are several rehabilitation and behavioral health hospitals in the Seton's service area. Federally-designated medically underserved areas or populations All 11 counties served by Seton have been designated by the federal government as medically underserved. |
| Schedule H, Part VI, Line 5 Promotion of community health | Composition of Governing Body: A majority of Seton Family of Hospitals ("Seton") governing body is comprised of persons who reside in the organization's primary service area and 50% are neither employee, independent contractors of the organization, nor family members. Medical Staff Privileges: Staff privileges at Seton facilities are open to all qualified physicians in the community, subject to completing a Seton-specific credentialing process to ensure that the physician meets all required licensing and experience requirements for the position. Use of Surplus Funds: Any surplus funds generated from Seton's operations are reinvested in the organization's activities, including patient care, medical education and research Patient Care: Seton is continuously improving its patient care services to address the needs of the community we serve. The following examples illustrate how Seton promotes the health of the community it serves through different initiatives using surplus funds. Community Care Collaborative (CCC): The Community Care Collaborative (CCC) is a 501(c)(3) nonprofit corporation formed in 2013 by an agreement between Central Health-the healthcare district serving Travis County-and Ascension Texas. The goal of the CCC is to transform how health care is delivered and improve health outcomes in Travis County, particularly for low-income and vulnerable populations. Through better-designed health care interventions, coordinated care and adding resources to address social determinants of health, the CCC with create better health for Travis County's patients and communities. The CCC represents one of Ascension Texas' most significant, overarching investments in addressing all the prioritized needs identified in the Travis County Community Health Needs Assessment (CHNA), including improving primary and specialty care, systems of care, chronic diseases, mental and behavioral health and social determinants of health. Ascension Texas and its affiliates have committed executive, clinical, staff, financial and operational resources to ensure the CCC's strategic priorities are achieved. Since 2013, Ascension Texas made significant investments in support of the CCC strategic objectives and intends to continue these investments in the years to come. In addition, Ascension Texas plays an active leadership role in terms of governance and community engagement with partners to ensure alignment around the common goal of improving the health of the community. Critical to the CCC's success is collaboration and contracting with key partners, including Dell Medical School, Austin Travis County Integral Care, federally qualified health centers (FQHCs), community-based providers, local social service organizations and Austin-Travis County Emergency Medical Service. Since its inception in 2013, the CCC has increased access to the historically underserved in our community, in new ways. It has created over 50,000 additional primary care visits per year through new weekend and evening hours at clinics. It has expanded access to specialty care services including pulmonology, with 2,900 additional visits per year which has reduced wait times from four months to less than 30 days. It has leveraged technology to expand access for psychiatric services, specifically, 6,159 telepsychiatry visits. In 2017, the CCC continues to serve over 92,700 unique individuals who had close to 500,000 encounters across a more integrated system of care that is focused on meeting the specific needs of the population by delivering innovative solutions. Accomplishments for 2017: 1. Completed the sixth year of running over 15 innovation programs, which have expanded access to primary, dental, specialty and behavioral health care and shown improvement across over 20 clinical indicators for program participants and the broader un and underinsured population; 2. Supported resource fairs that have connected hundreds of homeless Travis County residents with medical, legal and social services; 3. Expanded value-based contracting across primary-care providers to include reporting and improvement on clinical outcomes, launch of case management services, and tracking of patient experience outcomes; 4. Launched a Medication Assistance Treatment program to provide patients with Opiod Use Disorders a community-based, person-centered treatment option; 5. Developed a program to provide transportation to appointments for low-income Travis County residents through a local non-profit ride-sharing service; 6. Provided services to patients through Integrated Practice Units that address specialty needs of patients with a wide array of clinical, behavioral and social supports accessible on site. In 2018, the CCC plans to continue to focus on core operational and delivery issues, including redesigning the Central Health Medical Access Program (MAP) benefit program, improving primary care services payment and delivery and enhancing specialty care services including behavioral health. The CCC will also plan and develop a comprehensive strategy to address social determinants of health and will continue to forge strategic partnerships with other nonprofit organizations to address needs that affect individuals' health. |
| Schedule H, Part VI, Line 6 Affiliated health care system | Ascension Texas is a member of Ascension Health, a Missouri nonprofit corporation and a Catholic, national health system consisting primarily of nonprofit corporations that own and operate local health care facilities (each a "Health Ministry" and together, the "Health Ministries"), located in [24] of the United States and the District of Columbia. In December 2011, Ascension Health Alliance, doing business as Ascension ("Ascension"), became the sole corporate member and parent organization of Ascension Health. In addition to serving as the sole corporate member of Ascension Health, Ascension serves as the member or shareholder of various other subsidiaries. Ascension, its subsidiaries, and the Health Ministries are referred to collectively from time to time hereafter as the system ("The System"). Ascension is sponsored by Ascension Sponsor, a Public Juridical Person. The Participating Entities of Ascension Sponsor are the Daughters of Charity of St. Vincent de Paul, St. Louise Province, the Congregation of St. Joseph, the Congregation of the Sisters of St. Joseph of Carondelet, the Congregation of Alexian Brothers of the Immaculate Conception Province - American Province and the Sisters of the Sorrowful Mother of the Third Order of St. Francis of Assisi - US/Caribbean Province. Ascension Texas, located in Austin, Texas, is a holding corporation controlling two nonprofit systems that organize, develop, coordinate and deliver a complex, full continuum of health care services for residents of Austin ("Seton Hospitals") and Waco ("Providence Hospitals") and more generally in the Central Texas area. Admitting physicians are primarily practitioners in each such local area. Ascension Texas is related to Ascension Health's other sponsored organizations through common control. Substantially all expenses of Ascension Health are related to providing health care services. MISSION: Rooted in the loving ministry of Jesus as healer, we commit ourselves to serving all persons with special attention to those who are poor and vulnerable. Our Catholic health ministry is dedicated to spiritually centered, holistic care which sustains and improves the health of individuals and communities. We are advocates for a compassionate and just society through our actions and our words. CORE VALUES: Service of the poor: Generosity of spirit, especially for persons most in need Reverence: Respect and compassion for the dignity and diversity of life Integrity: Inspiring trust through personal leadership Wisdom: Integrating excellence and stewardship Creativity: Courageous innovation Dedication: Affirming the hope and joy of our ministry VISION: We envision a strong, vibrant Catholic health ministry in the United States which will lead to the transformation of healthcare. We will ensure service that is committed to health and well-being for our communities and that responds to the needs of individuals throughout the life cycle. We will expand the role of laity, in both leadership and sponsorship, to ensure a Catholic health ministry in the future. The System directs its governance and management activities toward strong, vibrant, Catholic Health Ministries united in service and healing and dedicates its resources to spiritually centered care which sustains and improves the health of the individuals and communities it serves. In accordance with The System's mission of service to those persons living in poverty and other vulnerable persons, each Health Ministry accepts patients regardless of their ability to pay. The System uses four categories to identify the resources utilized for the care of persons living in poverty and community benefit programs: 1. Traditional charity care includes the cost of services provided to persons who cannot afford healthcare because of inadequate resources and/or who are uninsured or underinsured. 2. Unpaid cost of public programs represents the unpaid cost of services provided to persons covered by public programs for persons living in poverty and other vulnerable persons. 3. Cost of other programs for persons living in poverty and other vulnerable persons includes programs intentionally designed to serve such persons as abusers, the homeless, victims of child abuse and persons with acquired immune deficiency syndrome. 4. Community benefit consists of the unreimbursed costs of community benefit programs and services for the general community, not solely for persons living in poverty and other vulnerable persons, including health promotion and education, health clinics and screenings and medical research. Discounts are provided to all uninsured patients, including those with the means to pay. Discounts provided to those patients who did not qualify for assistance under charity care guidelines are not included in the cost of providing care of persons living in poverty and community benefit programs. The cost of providing care to persons living in poverty and community benefit programs is estimated by reducing charges forgone by a factor derived from the ratio of each entity's total operating expenses to the entity's billed charges for patient care. AFFILIATES OF ASCENSION TEXAS Ascension Texas controls several affiliated entities and a full list of the Fiscal Year 2017 (FY17) affiliates is below: SETON HOSPITALS - Seton Family of Hospitals (f/k/a Seton Healthcare) - Adult Inpatient Medical Services (f/k/a Philomena Health) PROVIDENCE HOSPITALS - Providence Health Services of Waco - Providence Foundations, Inc. - Providence Health Alliance CLINICAL ENTERPRISE - Seton Clinical Enterprise Corporation - Austin Children's Chest Associates Children's Bone, Joint and Spine Center - Healthcare Collaborative - Pediatric Critical Care Associates - Pediatric Surgery Subspecialists - Seton ENT - Seton Family of Pediatric Surgeons - Seton Family of Doctors (f/k/a Seton Family of Physicians) - Seton/UT Austin Dell Medical School University Physicians Group - 'Specially for Children Children's Hospital Subspecialists of Central Texas - Tri-County Clinical - Seton and Children's Health System of Texas Physician Practice FOUNDATIONS - CMC Foundation of Central Texas - Seton Hays Foundation - Seton Williamson Foundation - Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. - Blue Ladies Minerals, Inc. - Twenty-Six Doors, Inc. - Fickett Health Legacy, Inc. NETWORK SERVICES - The Seton Cove, Inc. ENTITIES ACCOUNTED FOR UNDER THE EQUITY METHOD OF ACCOUNTING (JOINT VENTURES) - Austin CyberKnife, LLC (Dover, DE) - Cedar Park Health System, L.P. (Plano, TX) - Cedar Park Surgery Center LLP (Addison, TX) - Central Texas Laundry, LLC - Central Texas Rehabilitation Hospital, LLC - Central Texas Specialty Hospital, LLC (Austin, TX) - Community Care Collaborative - Community Hospice of Texas FPSCII, LLC - Covenant Management Partners, LLC (Austin, TX) - Covenant Management Systems, LP (Austin, TX) - HH/Killeen Health System, LLC (Wilmington, DE) - Medical Park Tower Surgery Center, LLC (Addison, TX) - Northwest Surgery Center, L.L.P. (Addison, TX) - RediClinic Austin, LLC - Strictly Pediatrics Surgery Center of Central Texas, LLP (Austin, TX) - Texas Health Innovators (Austin, TX) - The Surgery Center at Williamson (Addison, TX) - The Topfer Building Condominium Association (Austin, TX) - Waller Creek Healthcare (Austin, TX) - Warm Springs Rehabilitation Hospital of Kyle, LLC (Delaware) SETON HOSPITALS Adult Inpatient Medical Services Purpose and Activities: Adult Inpatient Medical Services ("AIMS") is organized as a Texas non-profit health organization pursuant to Texas laws and the Texas Medical Board's rules and regulations governing non-profit health corporations. AIMS activities include partnering with Austin Regional Clinic to assist in providing hospitalist services to Seton Family of Hospitals. AIMS and Seton Family of Hospitals are dedicated to developing a single, unified, integrated delivery system for the purpose of providing high-quality, cost-effective tertiary health care services to adults within the AIMS service area. Additionally, AIMS assists in providing and arranging for the medical care of all socioeconomic segments of the community. AIMS will negotiate managed care contracts with third-party payers. The program will pursue clinical and translational research as it matures. |
| Schedule H, Part VI, Line 7 State filing of community benefit report | TX |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (64 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt | Business Name Line2RecipientBusinessName/BusinessNameLine2Txt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|---|
| Adult Congenital Heart Assoc | |||||||||
| 3300 Henry Avenue No 112 | Philadelphia | PA | 191291121 | 043447959 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| American Gateways formerly Political Asylum Project of Austin | |||||||||
| 314 E Highland Mall Blvd Ste 501 | Austin | TX | 787523733 | 742578266 | 501(C)(3) | $100,000 | GENERAL SUPPORT | ||
| American Heart Association Inc National Center | |||||||||
| 7272 Greenville Ave | Dallas | TX | 752315129 | 135613797 | 501(C)(3) | $180,630 | GENERAL SUPPORT | ||
| Anti-Defamation League | |||||||||
| 605 Third Avenue | New York | NY | 101580180 | 131818723 | 501(C)(3) | $9,550 | GENERAL SUPPORT | ||
| Arthritis Foundation Central Region Inc | |||||||||
| 13492 Research BlvdSte 120 704 | Austin | TX | 78750 | 943454386 | 501(C)(3) | $14,700 | GENERAL SUPPORT | ||
| Arthritis Foundation Inc | |||||||||
| 1355 Peachtree St NE Ste 600 | Atlanta | GA | 303093234 | 581341679 | 501(C)(3) | $15,000 | GENERAL SUPPORT | ||
| Ascension Health | |||||||||
| PO Box 45998 | Saint Louis | MO | 63145 | 311662309 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Austin Area Heritage Council | |||||||||
| PO Box 81807 | Austin | TX | 78708 | 742756263 | 501(C)(3) | $8,000 | GENERAL SUPPORT | ||
| Austin Area Research Organization Inc | |||||||||
| 114 W 7th St Ste 800 | Austin | TX | 787013040 | 742148447 | 501(C)(3) | $8,013 | GENERAL SUPPORT | ||
| Austin Child Guidance Center | |||||||||
| 810 W 45th St | Austin | TX | 787512802 | 741166783 | 501(C)(3) | $9,500 | GENERAL SUPPORT | ||
| Austin Community College District | |||||||||
| 9101 Tuscany Way | Austin | TX | 787544700 | 741742036 | 501(C)(3) | $50,000 | GENERAL SUPPORT | ||
| Austin Community College Foundation | |||||||||
| 5930 Middle Fiskville Rd Ste 414 3 | Austin | TX | 787524341 | 742639966 | 501(C)(3) | $25,000 | GENERAL SUPPORT | ||
| Austin Community Foundation for the Capital Area | |||||||||
| 4315 Guadalupe St Ste 300 | Austin | TX | 787513644 | 741934031 | 501(C)(3) | $6,000 | GENERAL SUPPORT | ||
| Austin Interfaith Sponsoring Committee Inc | |||||||||
| 1301 South IH-35 Suite 313 | Austin | TX | 787411169 | 742389210 | 501(C)(3) | $10,000 | GENERAL SUPPORT | ||
| Austin Partners in Education | |||||||||
| 8000 Centre Park | Austin | TX | 787545136 | 201024501 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Austin Symphony Orchestra Society Inc | |||||||||
| 1101 Red River St | Austin | TX | 787011912 | 746000068 | 501(C)(3) | $13,472 | GENERAL SUPPORT | ||
| Austin-Travis County Mental Health and Mental Retardation Center Austin Tra | |||||||||
| PO Box 3548 | Austin | TX | 787643548 | 741547909 | 501(C)(3) | $20,000 | GENERAL SUPPORT | vis County | |
| Avance Inc | |||||||||
| 118 N Medina St | San Antonio | TX | 782073048 | 741769114 | 501(C)(3) | $9,540 | GENERAL SUPPORT | ||
| Barton Springs Conservancy | |||||||||
| 2100 Stamford Ln | Austin | TX | 78703 | 472739802 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Bluebonnet Trails Community Service | |||||||||
| 1009 N Georgetown St | Round Rock | TX | 78664 | 742795332 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Capital Academies Inc | |||||||||
| 989 San Jacinto Blvd Suite 100 | Austin | TX | 787014255 | 473553531 | 501(C)(3) | $25,000 | GENERAL SUPPORT | ||
| Capital City Innovation | |||||||||
| 1345 Philomena | Austin | TX | 78723 | 802414249 | 501(C)(3) | $50,000 | GENERAL SUPPORT | ||
| Capital Investing in Development and Employment of Adults Inc | |||||||||
| 835 N Pleasant Valley Rd | Austin | TX | 787023601 | 742893041 | 501(C)(3) | $15,000 | GENERAL SUPPORT | ||
| Capital of Texas Public Telecommunications Council | |||||||||
| 2504-B Whitis | Austin | TX | 78713 | 757126012 | 501(C)(3) | $27,080 | GENERAL SUPPORT | ||
| Catholic Charities | |||||||||
| 1625 Rutherford Ln | Austin | TX | 78754 | 350867980 | 501(C)(3) | $250,000 | GENERAL SUPPORT | ||
| Catholic Relief Services United States Conference of Catholic Bishops | |||||||||
| 228 W Lexington Street | Baltimore | MD | 212013422 | 135563422 | 501(C)(3) | $15,000 | GENERAL SUPPORT | ||
| Central Texas Food Bank | |||||||||
| 6500 Metropolis Dr | Austin | TX | 787443123 | 742217350 | 501(C)(3) | $100,000 | GENERAL SUPPORT | ||
| Champions off the Field | |||||||||
| PO Box 13165 | Austin | TX | 787113165 | 462614625 | 501(C)(3) | $7,981 | GENERAL SUPPORT | ||
| Childrens Optimal Health | |||||||||
| 1206 West 38th St Suite 4220 | Austin | TX | 787051031 | 262559516 | 501(C)(3) | $70,000 | GENERAL SUPPORT | ||
| Con Mi Madre | |||||||||
| 1925 San Jacinto Blvd Stop D3500 | Austin | TX | 78712 | 262034766 | 501(C)(3) | $19,400 | GENERAL SUPPORT | ||
| Congressional Hispanic Caucus Institute Inc | |||||||||
| 1128 16th St NW | Washington | DC | 200364802 | 521114225 | 501(C)(3) | $9,200 | GENERAL SUPPORT | ||
| County of Travis | |||||||||
| 314 W 11th St | Austin | TX | 78701 | 746000192 | 501(C)(6) | $135,000 | GENERAL SUPPORT | ||
| Epilepsy Foundation Central and South Texas Sindi J Rosales | |||||||||
| 10615 Perrin Beitel Rd Ste 602 | San Antonio | TX | 782173142 | 760415338 | 501(C)(3) | $10,000 | GENERAL SUPPORT | ||
| Fiesta de Independencia Foundation | |||||||||
| 2512 IH 35 South Suite 340 | Austin | TX | 78704 | 742837979 | 501(C)(3) | $5,750 | GENERAL SUPPORT | ||
| Foundation Communities Cherry Creek Mutual Housing Corp | |||||||||
| 3036 S 1st St Ste 200 | Austin | TX | 787046382 | 742539401 | 501(C)(3) | $100,000 | GENERAL SUPPORT | ||
| Friends of LBJ National Historical Park | |||||||||
| PO Box 1831 | Johnson City | TX | 78636 | 320202408 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Greater Austin Chamber of Commerce | |||||||||
| 535 E 5th Street | Austin | TX | 78701 | 740492475 | 501(C)(6) | $100,000 | GENERAL SUPPORT | ||
| Health Alliance for Austin Musicians | |||||||||
| PO Box 301496 | Austin | TX | 78703 | 800147620 | 501(C)(3) | $125,000 | GENERAL SUPPORT | ||
| Healthcare Workforce Alliance of Central Texas | |||||||||
| PO Box 5144 | Austin | TX | 78763 | 465078988 | 501(C)(3) | $30,000 | GENERAL SUPPORT | ||
| Hill Country Conservancy Inc | |||||||||
| PO Box 163125 | Austin | TX | 787163125 | 742948145 | 501(C)(3) | $25,000 | GENERAL SUPPORT | ||
| Integrated Care Collaboration | |||||||||
| 8627 N Mopac Expwy Ste 300 | Austin | TX | 787598362 | 311624871 | 501(C)(3) | $600,000 | GENERAL SUPPORT | ||
| JDRF International | |||||||||
| 26 Broadway 14th Flr | New York | NY | 100041703 | 231907729 | 501(C)(3) | $10,000 | GENERAL SUPPORT | ||
| Leadership Austin | |||||||||
| 1609 Shoal Creek Blvd Ste 202 | Austin | TX | 787011022 | 742967463 | 501(C)(3) | $38,100 | GENERAL SUPPORT | ||
| Leukemia & Lymphoma Society Inc | |||||||||
| 3 International Dr Ste 200 | Rye Brook | NY | 105737501 | 135644916 | 501(C)(3) | $12,500 | GENERAL SUPPORT | ||
| Lone Star Circle of Care | |||||||||
| 205 East University Avenue | Georgetown | TX | 78626 | 743001674 | 501(C)(3) | $438,000 | GENERAL SUPPORT | Suite 200 | |
| March of Dimes Foundation | |||||||||
| 2809 W 15th Street Suite 102 | Panama City | FL | 32401 | 131846366 | 501(C)(3) | $43,000 | GENERAL SUPPORT | ||
| National Forum for Latino Healthcare Executives | |||||||||
| 775 S Catham Avenue | Elmhurst | IL | 601260000 | 262033192 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| Play for All | |||||||||
| PO Box 690 | Round Rock | TX | 78680 | 264494857 | 501(C)(3) | $25,000 | GENERAL SUPPORT | ||
| ROCK Ride on Center for Kids | |||||||||
| PO Box 2422 | Georgetown | TX | 78627 | 742917659 | 501(C)(3) | $15,000 | GENERAL SUPPORT | ||
| San Juan Diego Catholic High School | |||||||||
| 800 Herndon Lane | Austin | TX | 78704 | 710866044 | 501(C)(3) | $159,650 | GENERAL SUPPORT | ||
| Soccer Assist | |||||||||
| 2212 E Windsor Rd | Austin | TX | 78703 | 472922753 | 501(C)(3) | $18,550 | GENERAL SUPPORT | ||
| St Andrews Episcopal School Inc | |||||||||
| 1112 W 31st St | Austin | TX | 787051902 | 746003626 | 501(C)(3) | $8,200 | GENERAL SUPPORT | ||
| St Edwards University | |||||||||
| 3001 S Congress Ave | Austin | TX | 787046425 | 741109641 | 501(C)(3) | $25,000 | GENERAL SUPPORT | ||
| Symphony of Soul Inc | |||||||||
| 3801 N Capital of Texas Highway | Austin | TX | 787461416 | 742966932 | 501(C)(3) | $10,000 | GENERAL SUPPORT | ||
| Texas A&M Health Science Center Foundation | |||||||||
| 200 Technology Way Ste 2079 | College Station | TX | 778453424 | 311702109 | 501(C)(3) | $200,000 | GENERAL SUPPORT | ||
| Texas Association of Business | |||||||||
| 1209 Nueces St | Austin | TX | 78701 | 740944130 | 501(C)(3) | $7,000 | GENERAL SUPPORT | ||
| Texas Standing Tall | |||||||||
| 2211 S Interstate 35 Ste 201 | Austin | TX | 787413824 | 200793087 | 501(C)(3) | $5,000 | GENERAL SUPPORT | ||
| The John Paul Li Life Center | |||||||||
| 1600 W 38th Street Suite 110 | Austin | TX | 787316404 | 208785471 | 501(C)(3) | $25,888 | GENERAL SUPPORT | ||
| Travis County Medical Society Foundation | |||||||||
| 4300 North Lamar | Austin | TX | 787563421 | 741720086 | 501(C)(3) | $10,000 | GENERAL SUPPORT | ||
| Volunteer Healthcare Clinic Inc | |||||||||
| 4215 Medical Parkway | Austin | TX | 78756 | 746082464 | 501(C)(3) | $24,500 | GENERAL SUPPORT | ||
| Worksource Greater Austin Area Workforce Board Capital Area Workforce Dev B | |||||||||
| 6505 Airport Blvd Ste 101E | Austin | TX | 78752 | 742327454 | 501(C)(3) | $43,000 | GENERAL SUPPORT | d | |
| YMCA of Austin Inc | |||||||||
| 3208 Red River St Ste 200 | Austin | TX | 787052650 | 741193464 | 501(C)(3) | $7,000 | GENERAL SUPPORT | ||
| YMCA of Greater Williamson County | |||||||||
| 1812 N Mays St | Round Rock | TX | 786642126 | 742206558 | 501(C)(3) | $50,050 | GENERAL SUPPORT | ||
| Zeta Tau Alpha Foundation Inc | |||||||||
| 3450 Founders Rd | Indianapolis | IN | 462681334 | 310987111 | 501(C)(3) | $6,900 | GENERAL SUPPORT | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 64 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Nurse Scholarship | GrantTypeTxt |
| Recipient | 63 | RecipientCnt |
| Cash Grant | $252,000 | CashGrantAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. | FormAndLineReferenceDesc |
| Explanation | The Seton Healthy Communities Fund Committee is responsible for the administration of grant funds. The Committee includes employees as well as executives and is charged with reviewing requests from other organizations and determining whether they meet the Network's charitable request guidelines. The requesting organizations submit letters specifying the amount of contribution requested and details of its program. Each entity must provide its IRS 501(c)(3) determination letter (as evidence of tax-exempt status), a history of its use of funds, a list of other funding sources and a list of Board of Directors. Requestors also are asked to identify the Organization's purpose, the activities that reflect consistency with its stated purpose and provide a description as to how funds will be used. Generally, a successful requesting organization will spend at least 60 percent of its annual expenses on program activities, ensure that fundraising expenses are reasonable over time and will not have a persistent deficit in net current assets. In awarding funds, the Grants Committee looks for organizations that: - Have a mission aligned with Seton's mission, vision and values (e.g.: improving the health of those we serve, particularly the poor and vulnerable); - Can demonstrate that the event or activity will enhance access to health-related services and human service needs; improve health outcomes; provide health-related education, information and support; and/or offer sustainable impact; - Provide outreach in Seton's service area; Support a diverse population; support workforce development and/or help sustain a relationship with a potential or existing Seton stakeholder. Generally, the committee, pursuant to its policies and procedures, confirms prior to any award that grantees are organizations whose headquarters and work are based in Central Texas, or the work for which we granted them a sponsorship is in Central Texas, and post-award we generally receive confirmation of how the funds were used. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Written Policy Ref T And E Expnss | Yes (true) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (true) | SubstantiationRequiredInd |
| Severance Payment | Yes (true) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | false | AnyNonFixedPaymentsInd |
| Initial Contract Exception | false | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (19 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| MICHELLE L ROBERTSON | ||||||||||||||
| PRESIDENT AND CEO - SFOH | $531,545 | $0 | $521,733 | $0 | $163,408 | $0 | $17,225 | $0 | $5,311 | $0 | $1,239,222 | $0 | $0 | $0 |
| ALAN STRAUSS | ||||||||||||||
| FORMER OFFICER (END 8/2015) | $16,274 | $0 | $0 | $0 | $607,793 | $0 | $1,020 | $0 | $6,899 | $0 | $631,986 | $0 | $0 | $0 |
| PAULA CAMPBELL | ||||||||||||||
| FORMER OFFICER (END 5/2014) | $0 | $0 | $0 | $0 | $234,769 | $0 | $0 | $0 | $5,575 | $0 | $240,344 | $0 | $1,700 | $0 |
| THOMAS E GALLAGHER | ||||||||||||||
| ACTING CFO (END 12/2016) | $573,942 | $0 | $642,435 | $0 | $220,834 | $0 | $17,225 | $0 | $17,748 | $0 | $1,472,184 | $0 | $0 | $0 |
| JESUS GARZA | ||||||||||||||
| CEO ASCENSION TEXAS | $812,592 | $0 | $1,387,469 | $0 | $341,500 | $0 | $15,900 | $0 | $19,929 | $0 | $2,577,390 | $0 | $0 | $0 |
| SCOTT HERNDON | ||||||||||||||
| CFO (START 7/2016) | $184,126 | $0 | $20,000 | $0 | $156,521 | $0 | $3,385 | $0 | $14,802 | $0 | $378,834 | $0 | $0 | $0 |
| JOHN BRINDLEY | ||||||||||||||
| FORMER KEY EMPLOYEE (END 7/2015) | $0 | $0 | $0 | $0 | $523,791 | $0 | $0 | $0 | $12,081 | $0 | $535,872 | $0 | $0 | $0 |
| GREGORY HARTMAN | ||||||||||||||
| CHIEF EXT & ACAD AFF OFCR-MINISTRY MKT TEXAS | $467,203 | $0 | $564,432 | $0 | $143,127 | $0 | $15,900 | $0 | $21,951 | $0 | $1,212,613 | $0 | $0 | $0 |
| KATHERINE HENDERSON | ||||||||||||||
| PRESIDENT - CENTRAL GROUP | $397,885 | $0 | $307,010 | $0 | $101,959 | $0 | $15,900 | $0 | $17,648 | $0 | $840,402 | $0 | $0 | $0 |
| SAMSON JESUDASS MD | ||||||||||||||
| CMO - ASCENSION TEXAS | $506,940 | $0 | $811,384 | $0 | $104,668 | $0 | $14,575 | $0 | $23,421 | $0 | $1,460,988 | $0 | $0 | $0 |
| TIMOTHY LEE LAFREY | ||||||||||||||
| CSO-MINISTRY MKT TEXAS | $578,997 | $0 | $724,206 | $0 | $187,072 | $0 | $14,575 | $0 | $11,785 | $0 | $1,516,635 | $0 | $0 | $0 |
| MARK W SHEN MD | ||||||||||||||
| PRESIDENT - DCMCCT | $348,004 | $0 | $249,268 | $0 | $90,020 | $0 | $14,575 | $0 | $21,379 | $0 | $723,246 | $0 | $0 | $0 |
| YVONNE VANDYKE | ||||||||||||||
| CNO (START 7/2016) | $289,488 | $0 | $208,532 | $0 | $67,661 | $0 | $15,900 | $0 | $10,598 | $0 | $592,179 | $0 | $0 | $0 |
| CHRISTANN M VASQUEZ | ||||||||||||||
| PRESIDENT - UMCB/DSMCUT/SSC | $439,720 | $0 | $291,180 | $0 | $120,423 | $0 | $13,250 | $0 | $23,423 | $0 | $887,996 | $0 | $0 | $0 |
| KENNETH L GLADISH | ||||||||||||||
| President-Foundations-TX Mkt | $355,858 | $0 | $288,208 | $0 | $123,401 | $0 | $14,575 | $0 | $11,179 | $0 | $793,221 | $0 | $0 | $0 |
| CHRISTOPHER L HARTLE | ||||||||||||||
| President-South Group | $424,608 | $0 | $332,247 | $0 | $111,947 | $0 | $17,225 | $0 | $23,303 | $0 | $909,330 | $0 | $0 | $0 |
| CAROL ELIZABETH WRATTEN MD | ||||||||||||||
| Chief Quality Officer-TX Mkt | $268,003 | $0 | $170,893 | $0 | $114,598 | $0 | $14,575 | $0 | $14,718 | $0 | $582,787 | $0 | $0 | $0 |
| RAYMOND DILLARD ANDERSON III | ||||||||||||||
| Sr VP-Plan & ChiefStrategyOfcr | $277,197 | $0 | $187,002 | $0 | $63,412 | $0 | $14,575 | $0 | $25,960 | $0 | $568,146 | $0 | $0 | $0 |
| DEBRA T HERNANDEZ | ||||||||||||||
| VP-COO & CNO SMCUT UMCB | $324,416 | $0 | $173,305 | $0 | $62,528 | $0 | $13,250 | $0 | $10,975 | $0 | $584,474 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule J, Part I, Line 1a Travel for companions | Travel expense reimbursements are made for business travel according to our accountable plan. If travel expense reimbursements are requested by senior leadership for companions who travel as required for business, these amounts are added as compensation to the employee's W-2. |
| Schedule J, Part I, Line 3 Arrangement used to establish the top management official's compensation | Ascension Health, a related organization of Seton Family of Hospitals, uses the following methods to establish the compensation of the Organization's CEO: - Compensation Committee - Independent Compensation Consultant - Compensation Survey or Study - Approval by the Board or Compensation Committee |
| Schedule J, Part I, Line 4a Severance or change-of-control payment | THE FOLLOWING INDIVIDUAL(S) RECEIVED SEVERANCE PAYMENTS FROM THE ORGANIZATION OR A RELATED ORGANIZATION DURING CALENDAR YEAR 2016: ALAN STRAUSS - $559,923 PAULA CAMPBELL - $233,069 THOMAS E GALLAGHER - $28,017 JOHN BRINDLEY - $483,935 CAROL WRATTEN, MD - $42,016 KENNETH GLADISH - $17,542 |
| Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan | Eligible executives participate in a program that provides for supplemental retirement benefits. The payment of benefits under the program, if any, is entirely dependent upon the facts and circumstances under which the executive terminates employment with the Organization. Benefits under the program are unfunded and non-vested. Due to the substantial risk of forfeiture provision, there is no guarantee that these executives will ever receive any benefit under the program. Any amount ultimately paid under the program to the executive is reported as compensation on Form 990, Schedule J, Part II, Column B in the year paid. The Organization that paid the salaries of the individuals listed in Schedule J, Part II, paid out of the supplemental nonqualified retirement plan in the amounts as noted: PAULA CAMPBELL - $1,700 |
Schedule N IRS990ScheduleN
Disposition Of Assets Detail DispositionOfAssetsDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Assets Distri Or Expnss Paid | CASH ACCOUNTS TRANSFERRED TO PARENT'S BALANCE SHEET | AssetsDistriOrExpnssPaidDesc |
| Distribution | 2016-07-01 | DistributionDt |
| Fair Market Value Of Asset | $1,127,463,473 | FairMarketValueOfAssetAmt |
| Method Of FMV Determination | FMV | MethodOfFMVDeterminationTxt |
| EIN | 453358926 | EIN |
| Person | ASCENSION HEALTH ALLIANCE | PersonNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | PO BOX 45998 | AddressLine1Txt |
| City | ST LOUIS | CityNm |
| State Abbreviation | MO | StateAbbreviationCd |
| ZIP | 63145 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRC Section | 501(C)(3) | IRCSectionTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Director Of Successor2 | false | DirectorOfSuccessor2Ind |
| Employee Of Successor2 | false | EmployeeOfSuccessor2Ind |
| Owner Of Successor2 | false | OwnerOfSuccessor2Ind |
| Receive Compensation2 | false | ReceiveCompensation2Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule N, Part II CASH TRANSFER | FormAndLineReferenceDesc |
| Explanation | SETON FAMILY OF HOSPITALS TRANSFERRED ITS BEGINNING HSD CASH BALANCES TO ASCENSION HEALTH ALLIANCE (45-3358926) AS OF JULY 1, 2016. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part I, Line 1 Doing Business As | Seton Healthcare Associates Brackenridge Hospital Volunteers Brackenridge Hospital Brackenridge Professional Building Brain and Spine Center at Brackenridge Hospital Caldwell County Physician Associates Childhood Cancer & Blood Disorders Center Children's Health Express Children's Hospital of Austin Auxiliary Children's Therapy Gym Dell Children's Craniofacial and Reconstructive Surgery Center Dell Children's Imaging Center Dell Children's Medical Center of Central Texas Dell Children's Medical Center Emergency Medical Group Friends Auxiliary of Seton Highland Lakes Good Health Commons Ignite Women's Health Insure a Kid Luling CRNA Group SEBD Children's Care-A-Van SEBD Professional Support Services Seton Bastrop Health Plaza Seton Bertram Healthcare Center Seton Bastrop Physical Therapy and Fitness Center Seton Burnet Healthcare Center Seton Cancer Screening Seton Cardiovascular Imaging Center Seton Central Outpatient Pharmacy Seton Community Health Centers Seton Diagnostic Center Seton Edgar B. Davis Hospital Volunteer Services Seton Edgar B. Davis Hospital Seton Family of Doctors Seton Family of Physicians Seton Health Plaza Seton Heart Specialty Care and Transplant Center Seton Highland Lakes Seton Highland Lakes Home Health Seton Highland Lakes Hospice Seton Highland Lakes Hospital and Health Centers Seton Highland Lakes Hospital Seton Highland Lakes Medical Group Seton Highland Lakes Rehabilitation Services Burnet Seton Highland Lakes Rehabilitation Services Marble Falls Seton Hospital Auxiliary Seton Kozmetsky Community Health Center Seton Lampasas Healthcare Center Seton League House Seton Lockhart Family Health Center Seton Luling Family Medicine Clinic Seton Marble Falls Diagnostic Center Seton Marble Falls Healthcare Center Seton McCarthy Community Health Center Seton Medical Center Austin Seton Medical Center Hays Seton Medical Center Outpatient Rehabilitation Seton Medical Center Williamson Outpatient Rehabilitation Services Seton Medical Center Williamson Community Care Van Seton Medical Center Williamson Pediatric Rehabilitation Services Seton Medical Center Williamson Volunteers Seton Medical Center Williamson Women's Imaging Seton Medical Center Williamson Seton Medical Center Seton Northwest Aquatic Therapy Seton Northwest Hospital Seton Northwest Sleep Lab Seton Northwest Sports Medicine and Hand Therapy Center Seton Northwest Volunteers Seton Northwest Seton Occupational Health Clinic Seton Pflugerville Healthcare Center Seton Pflugerville Seton Physical Therapy & Fitness Center Seton Premier Staffing Seton RiverBend Home Health Seton Shoal Creek Hospital Seton Smithville Regional Hospital Seton Southwest Hospital Seton Southwest Rehab and Sports Medicine Services Seton Southwest Volunteers Seton Topfer Community Health Center Seton Towers Nursing Home Seton Williamson Children's Therapy Gym at Cedar Park Seton Shivers Center SHL Care-A-Van SHL CRNA Group SHL Professional Support Services SMCA Sports and Neuro Rehab St. Vincent Healthcare Ventures Texas Child Study Center The Big Pink Bus The Children's Blood and Cancer Center The Clinical Education Center at Brackenridge Towers Nursing Home Trauma Medical Group University Medical Center at Brackenridge University Medical Center Brackenridge Seton Kingsland Healthcare Center |
| Form 990, Part III, Line 4a Program Service Description - Part 1 | The Community Care Collaborative (CCC) is a 501(c)(3) nonprofit corporation formed in 2013 by an agreement between Central Health-the healthcare district serving Travis County-and Ascension Texas. The goal of the CCC is to transform how health care is delivered and improve health outcomes in Travis County, particularly for low-income and vulnerable populations. Through better-designed health care interventions, coordinated care and adding resources to address social determinants of health, the CCC with create better health for Travis County's patients and communities. The CCC represents one of Ascension Texas' most significant, overarching investments in addressing all the prioritized needs identified in the Travis County Community Health Needs Assessment (CHNA), including improving primary and specialty care, systems of care, chronic diseases, mental and behavioral health and social determinants of health. Ascension Texas and its affiliates have committed executive, clinical, staff, financial and operational resources to ensure the CCC's strategic priorities are achieved. Since 2013, Ascension Texas made significant investments in support of the CCC strategic objectives and intends to continue these investments in the years to come. In addition, Ascension Texas plays an active leadership role in terms of governance and community engagement with partners to ensure alignment around the common goal of improving the health of the community. Critical to the CCC's success is collaboration and contracting with key partners, including Dell Medical School, Austin Travis County Integral Care, federally qualified health centers (FQHCs), community-based providers, local social service organizations and Austin-Travis County Emergency Medical Service. Since its inception in 2013, the CCC has increased access to the historically underserved in our community, in new ways. It has created over 50,000 additional primary care visits per year through new weekend and evening hours at clinics. It has expanded access to specialty care services including pulmonology, with 2,900 additional visits per year which has reduced wait times from four months to less than 30 days. It has leveraged technology to expand access for psychiatric services, specifically, 6,159 telepsychiatry visits. In 2017, the CCC continues to serve over 92,700 unique individuals who had close to 500,000 encounters across a more integrated system of care that is focused on meeting the specific needs of the population by delivering innovative solutions. Accomplishments for 2017: 1. Completed the sixth year of running over 15 innovation programs, which have expanded access to primary, dental, specialty and behavioral health care and shown improvement across over 20 clinical indicators for program participants and the broader un and underinsured population; 2. Supported resource fairs that have connected hundreds of homeless Travis County residents with medical, legal and social services; 3. Expanded value-based contracting across primary-care providers to include reporting and improvement on clinical outcomes, launch of case management services, and tracking of patient experience outcomes; 4. Launched a Medication Assistance Treatment program to provide patients with Opiod Use Disorders a community-based, person-centered treatment option; 5. Developed a program to provide transportation to appointments for low-income Travis County residents through a local non-profit ride-sharing service; 6. Provided services to patients through Integrated Practice Units that address specialty needs of patients with a wide array of clinical, behavioral and social supports accessible on site. In 2018, the CCC plans to continue to focus on core operational and delivery issues, including redesigning the Central Health Medical Access Program (MAP) benefit program, improving primary care services payment and delivery and enhancing specialty care services including behavioral health. The CCC will also plan and develop a comprehensive strategy to address social determinants of health and will continue to forge strategic partnerships with other nonprofit organizations to address needs that affect individuals' health. |
| Form 990, Part III, Line 4a Program Service Description - Part 2 | In November 2012, Travis County voters passed Proposition 1 to support investments in the health of the Austin community, including building the new medical school at The University of Texas at Austin, Dell Medical School ("DMS"). At the same time, Seton Family of Hospitals ("Seton") committed to fund and build a new state-of-the art teaching hospital, Dell Seton Medical Center at The University of Texas ("DSMCUT"), to replace University Medical Center Brackenridge ("UMC"), the aging public hospital Seton partnered with the city and county in 1995 to operate. Dell Seton will open in spring 2017. This historic partnership between Seton and the DMS is one of Seton's most significant, overarching accomplishments to transform the delivery of health care in the region and better serve the poor and vulnerable. Seton was a driving force behind the campaign to bring a medical school to Travis County and to build an adjacent modern teaching hospital because data show that hospitals affiliated with top-tier universities raise the standard of care in a community. Many of Seton's physicians will serve as faculty for DMS' medical students, residents and fellows. Data also show that medical schools play a major role in a community's health care safety net. Seton expects its partnership with DMS will have a positive impact on the local safety net and will expand access to specialty and other health care services for the poor and vulnerable. In addition, DMS will help alleviate the physician shortage in Travis County and surrounding areas because, nationally, a large percentage of residents choose to practice medicine in the community where they received training. DMS will play a central role in addressing many of the prioritized needs in the Travis County CHNA, including increasing access to specialty care for the poor and vulnerable. Specifically, Seton and the Community Care Collaborative ("CCC") will work with population health experts among the medical school faculty to develop more efficient care pathways. These efforts work to address community health needs including primary and specialty care, systems of care, chronic disease and mental and behavioral health. Accomplishments: 1. The inaugural class of Dell Medical Students began in the summer of 2016. 2. In June 2016, DMS, Seton, the CCC and community physicians launched a pilot project to reduce wait times for high-quality musculoskeletal care such as hip and joint pain. In three months, the pilot pruned the waiting list and more than 250 patients securing appointments with musculoskeletal specialists. 3. Seton has invested significant funding, time and leadership to support the creation of DMS. Seton played a role in defining the new school's curriculum, employs area medical residents and funds graduate medical education. Medical students and residents will complete rotations in different specialties at the Seton Hospitals (DSMCUT, Dell Children's Medical Center, Seton Medical Center Austin, and Seton Shoal Creek Hospital) and various clinics. |
| Form 990, Part III, Line 4a Program Service Description - Part 3 | Behavioral Health Assessment & Resource Navigation - Provide free behavioral health assessments and navigate individuals to community behavioral health providers. - 5,720 individuals impacted Behavioral Health School Campus Counseling I - Increase access to behavioral health services on school campuses. - 5,875 individuals impacted Behavioral Health School Campus Counseling II - Increase access to behavioral health services on school campuses. - 590 individuals impacted Care Transitions - Coordinate and monitor care for patients with chronic disease from hospital to home. - 5,876 individuals impacted Chronic Care Management - Adults - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - 2,600 individuals impacted Chronic Care Management - Community Clinics - Provide treatment and care coordination for adults with chronic condition(s) or serious injury. - 2,350 individuals impacted Chronic Care Management - Pediatrics - Provide specialty treatment and care coordination for children with high disease complexity. - 1,050 individuals impacted Culturally Competent Care Training - Provide staff training to increase awareness of the diverse populations and cultures served. - 6,420,000 encounters Diabetes Chronic Care - Standardize testing routines for individuals at-risk or with diabetes and communicates the discharge plan directly to follow-up provide. - 9,500 individuals impacted ED Patient Navigation - Navigate emergency department to a medical home. - 400 individuals impacted Family & Child Obesity - Deliver a multi-delivery approach to prevent and treat childhood obesity. - 1,025 individuals impacted Language Services Resource Center - Centralize language services and adds qualified healthcare interpreters. - 76,670 encounters Obstetrics Care Navigation - Provide pre- and post-natal navigation for Hispanic women. - 600 individuals impacted Palliative Care Program - Create palliative care program for individuals with chronic or terminal illness. - 6,239 encounters Post-Graduate Training for Psychiatric Specialties - Provide new psychiatric residencies and fellowships. - 21,000 encounters Psychiatric Emergency Department - Create a new psychiatric emergency department. - 5,475 individuals impacted Psychiatric Telemedicine - Expand inpatient and ED telepsychiatry services. - 1,859 encounters Substance Use Disorder Navigation - Navigate individuals at risk of a substance use disorder to intervention and treatment. - 3,917 encounters Women's Oncology Care Navigation - Provide navigation services from cancer diagnosis to treatment, as well as cancer survivorship support services for women. - 450 individuals impacted Women's Oncology Care Screening - Expand mobile mammography and cervical screenings. - 8,762 individuals impacted Accomplishments: 1. The overall goal and anticipated impact of Seton's DSRIP projects is to provide better health care at a lower cost in the right setting. Seton's DSRIP projects have been highly successful and have met or exceeded most of their stated goals. 2. The Behavioral Health School Campus Counseling projects implemented a new summer program to support improved continuity of care during the summer months. The program provided daily lunches, trips through the community for cooperative volunteer projects, and an end of summer celebration. Planning is currently underway to expand this program serve more students in the summer of 2017. 3. Chronic Care Management projects have made progress toward establishing value-based payment models to support sustainability and long-term cost savings. The Chronic Care Management-Adult project has developed processes to support successful transitions of care for patients with congestive heart failure and patients receiving total joint replacement surgery. The Chronic Care Management-Pediatric project has begun discussions with the Managed Care Organizations serving their population related to pay-for quality contracting. |
| Form 990, Part VI, Line 15a Process for Determining Compensation for CEO | IN DETERMINING THE COMPENSATION OF THE ORGANIZATION'S CEO, THE PROCESS PERFORMED BY ASCENSION HEALTH, A RELATED ORGANIZATION OF SETON FAMILY OF HOSPITALS, INCLUDED A REVIEW AND APPROVAL BY INDEPENDENT PERSONS, COMPARABILITY DATA, AND CONTEMPORANEOUS SUBSTANTIATION OF THE DELIBERATION AND DECISION. THE COMPENSATION COMMITTEE REVIEWED AND APPROVED THE COMPENSATION. IN THE REVIEW OF THE COMPENSATION, THE CEO WAS COMPARED TO INDIVIDUALS AT OTHER ORGANIZATIONS IN THE AREA WHO HOLD THE SAME TITLE. DURING THE REVIEW AND APPROVAL OF THE COMPENSATION, DOCUMENTATION OF THE DECISION WAS RECORDED IN THE COMMITTEE MINUTES. THE INDIVIDUAL WAS NOT PRESENT WHEN HIS COMPENSATION WAS DECIDED. |
| Form 990, Part VI, Line 15b Process for Determining Compensation for Other Officers | IN DETERMINING THE COMPENSATION OF OTHER OFFICERS AND KEY EMPLOYEES OF THE ORGANIZATION, THE PROCESS PERFORMED BY ASCENSION TEXAS, A RELATED ORGANIZATION OF SETON FAMILY OF HOSPITALS, INCLUDED A REVIEW AND APPROVAL BY INDEPENDENT PERSONS, COMPARABILITY DATA, AND CONTEMPORANEOUS SUBSTANTIATION OF THE DELIBERATION AND DECISION. THE AUDIT COMMITTEE REVIEWED AND APPROVED THE COMPENSATION. IN THE REVIEW OF THE COMPENSATION, THE OTHER OFFICERS OR KEY EMPLOYEES OF THE ORGANIZATION WERE COMPARED TO INDIVIDUALS AT OTHER ORGANIZATIONS IN THE AREA WHO HOLD THE SAME TITLE. DURING THE REVIEW AND APPROVAL OF THE COMPENSATION, DOCUMENTATION OF THE DECISION WAS RECORDED IN THE BOARD MINUTES. INDIVIDUALS WERE NOT PRESENT WHEN THEIR COMPENSATION WAS DECIDED. |
| Form 990, Part VI, Line 6 Classes of members or stockholders | Seton Family of Hospitals has a single corporate member, Ascension Texas. |
| Form 990, Part VI, Line 7a Members or stockholders electing members of governing body | Seton Family of Hospitals has a single corporate member, Ascension Texas, who has the ability to elect members to the governing body of Seton Family of Hospitals. |
| Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders | All decisions that have a material impact to Seton Family of Hospitals financial information or corporation as a whole are subject to approval by its sole corporate member, Ascension Texas. |
| Form 990, Part VI, Line 11b Review of form 990 by governing body | DURING THE RETURN PREPARATION PROCESS, THE TAX DEPARTMENT WORKS WITH OTHER FUNCTIONAL AREAS INCLUDING FINANCE, ACCOUNTING, TREASURY, LEGAL, HUMAN RESOURCES, AND CORPORATE COMPLIANCE FOR ADVICE, INFORMATION AND ASSISTANCE IN ORDER TO PREPARE A COMPLETE AND ACCURATE RETURN. UPON COMPLETION, THE FORM 990 IS REVIEWED BY THE ORGANIZATION'S INTERNAL TAX DEPARTMENT WHICH CONSISTS OF ATTORNEYS AND CPAS. A COMPLETE FINAL COPY OF THE RETURN IS PROVIDED TO THE ORGANIZATION'S PRESIDENT, FINANCIAL OFFICER, AND/OR OTHER KEY OFFICERS IN LIEU OF THE FULL BOARD. |
| Form 990, Part VI, Line 12c Conflict of interest policy | The organization regularly and consistently monitors and enforces compliance with the conflict of interest policy in that any director, principal officer, or member of a committee with governing board delegated powers, who has a direct or indirect financial interest, must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the directors and members of the committees with governing board delegated powers considering the proposed transaction or arrangement. The remaining individuals on the governing board or committee will decide if conflicts of interest exist. Each director, principal officer and member of a committee with governing board delegated powers annually signs a statement which affirms such person has received a copy of the conflicts of interest policy, has read and understands the policy, has agreed to comply with the policy, and understands that the organization is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish its tax-exempt purpose. |
| Form 990, Part VI, Line 19 Required documents available to the public | The Organization will provide any documents open to public inspection upon request. |
| Form 990, Part VIII, Line 2f Other Program Service Revenue | Other Program Service Revenue - Total Revenue: 2276266, Related or Exempt Function Revenue: 2276266, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Lab Service Revenue - Total Revenue: 721179, Related or Exempt Function Revenue: , Unrelated Business Revenue: 721179, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; |
| Form 990, Part VIII, Line 11d Other Miscellaneous Revenue | Parking - Total Revenue: 1990438, Related or Exempt Function Revenue: , Unrelated Business Revenue: 118539, Revenue Excluded from Tax Under Sections 512, 513, or 514: 1871899; External Revenue - Total Revenue: 225947, Related or Exempt Function Revenue: 225947, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Education - Total Revenue: 2000, Related or Exempt Function Revenue: 2000, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Misc Other Revenue - Total Revenue: 29239077, Related or Exempt Function Revenue: 29239077, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; |
| Form 990, Part XI, Line 9 Other changes in net assets or fund balances | Deferred Pension Costs - -14045848; Unrestricted Released from Restriction - 3700362; Income from Unconsolidated Subsidiaries - 3908137; Temp Restricted Released from Restriction - -13874023; Investment in Unconsolidated Subsidiaries - Beginning Balance - 39622207; Investment in Unconsolidated Subsidiaries - Ending Balance - -65818864; Net Asset Transfer To/From Affiliates - -XXX-XX-XXXX; Net Asset Transfer To/From Alpha on 7/1/2016 - -1127463473; |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp
Disregarded Entity Name DisregardedEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | THE TOPFER BUILDING CONDOMINIUM ASSOCIATION | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 PHILOMENA STREET | AddressLine1Txt |
| City | AUSTIN | CityNm |
| State Abbreviation | TX | StateAbbreviationCd |
| ZIP | 78723 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 743007869 | EIN |
| Primary Activities | COMMERICAL BUILDING ASSOCIATION | PrimaryActivitiesTxt |
| Legal Domicile State | TX | LegalDomicileStateCd |
| Total Income | $57,797 | TotalIncomeAmt |
| End Of Year Assets | $8,829 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | SETON FAMILY OF HOSPITALS | BusinessNameLine1Txt |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (33 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 | Business Name Line2DisregardedEntityName/BusinessNameLine2Txt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| ASCENSION HEALTH ALLIANCE | |||||||||||
| PO BOX 45998 | ST LOUIS | MO | 63145 | 453358926 | NATIONAL HEALTH SYSTEM | MO | 501(c)(3) | Type I | NA | false | |
| ASCENSION HEALTH | |||||||||||
| PO BOX 45998 | ST LOUIS | MO | 63145 | 311662309 | NATIONAL HEALTH SYSTEM | MO | 501(c)(3) | Type I | ASCENSION HEALTH ALLIANCE | false | |
| ASCENSION TEXAS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 454364243 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | Type I | ASCENSION HEALTH | false | |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 260163261 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| BLUE LADIES MINERALS INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742971975 | OWN OIL AND MINERAL RIGHTS, REAL ESTATE | TX | 501(c)(3) | Type III-FI | SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | Yes (true) | |
| CMC FOUNDATION OF CENTRAL TEXAS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 200468031 | FUNDRAISING | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742869762 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 262908163 | DELIVERY OF HEALTH CARE SERVICES (FINAL 12/2016) | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| PEDIATRIC CRITICAL CARE ASSOCIATES | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 421670843 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON FAMILY OF PEDIATRIC SURGEONS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 271311790 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON HAYS FOUNDATION | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 262842608 | FUNDRAISING | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| SETON MEDICAL GROUP | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742861106 | DELIVERY OF HEALTH CARE SERVICES (FINAL 12/2016) | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON WILLIAMSON FOUNDATION | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 205330986 | FUNDRAISING | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| THE SETON COVE INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742727509 | SPIRITUALITY CENTER | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742212968 | FUNDRAISING | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| TRI-COUNTY CLINICAL | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 264562712 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON FAMILY OF DOCTORS (FKA SETON FAMILY OF PHYSICIANS) | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 264562522 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| DELL CHILDREN'S MEDICAL GROUP (FKA SPECIALLY FOR CHILDREN-CHILDREN'S HOSPIT | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742800601 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | AL SUBSPECIALISTS OF CENTRAL TEXAS) |
| PEDIATRIC SURGICAL SUBSPECIALISTS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 208957311 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| ADULT INPATIENT MEDICAL SERVICES | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 452498998 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON FAMILY OF HOSPITALS | Yes (true) | |
| SETON ENT | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 273220659 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| HEALTHCARE COLLABORATIVE | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 273220767 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON CLINICAL ENTERPRISE CORPORATION | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 454364681 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| SETON INSURANCE SERVICES CORPORATION | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 454364813 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | Type I | ASCENSION TEXAS | false | |
| CHILDREN'S BONE JOINT & SPINE CENTER | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 452499113 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON AND CHILDREN'S HEALTH SYSTEM OF TEXAS PHYSICIAN PRACTICE | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 814972958 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| TEXAS HEALTH INNOVATORS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 821711274 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | ASCENSION TEXAS | false | |
| WALLER CREEK HEALTHCARE | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 821711172 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3) | 10 | TEXAS HEALTH INNOVATORS | Yes (true) | |
| TWENTY-SIX DOORS INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742855201 | TO HOLD TITLE TO REAL PROPERTY | TX | 501(c)(25) | SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | Yes (true) | ||
| FICKETT HEALTH LEGACY INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 272843709 | TO HOLD AND COLLECT INCOME FROM REAL PROPERTY | TX | 501(c)(25) | TWENTY-SIX DOORS INC | Yes (true) | ||
| PROVIDENCE HEALTH SERVICES OF WACO | |||||||||||
| 6901 MEDICAL PKWY | WACO | TX | 76712 | 741109636 | HEALTHCARE SERVICES | TX | 501(c)(3) | 3 | ASCENSION TEXAS | false | |
| PROVIDENCE HEALTH ALLIANCE | |||||||||||
| 6901 MEDICAL PKWY | WACO | TX | 76712 | 742696970 | PHYSICIAN PRACTICES | TX | 501(c)(3) | 3 | PROVIDENCE HEALTH SERVICES OF WACO | Yes (true) | |
| PROVIDENCE FOUNDATION INC | |||||||||||
| 6901 MEDICAL PKWY | WACO | TX | 76712 | 742683112 | SUPPORT CHARITABLE PURPOSE OF PHSW | TX | 501(c)(3) | Type I | PROVIDENCE HEALTH SERVICES OF WACO | Yes (true) | |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (8 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|
| SETON PHYSICIAN HOSPITAL NETWORK | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742643825 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| ADVANTAGE HEALTHCO INC | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742698151 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| SETON HEALTH PLAN INC | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742725348 | HMO | TX | NA | C Corporation | Yes (true) |
| SETON MSO INC | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742870455 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| SETON ACCOUNTABLE CARE ORGANIZATION INC | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742677756 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| SETON HEALTH ALLIANCE | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 453047469 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| DELL CHILDREN'S HEALTH ALLIANCE | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 271311909 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| SETON INSURANCE COMPANY | |||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 475395483 | HEALTH SERVICES | TX | NA | C Corporation | Yes (true) |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | false | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | false | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (true) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | false | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | false | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | false | DivRelatedOrganizationInd |
| Asset Sale To Other Org | false | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | false | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | false | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (true) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (true) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (true) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (true) | PerformOfServicesByOtherOrgInd |
| Paid Employees Sharing | Yes (true) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Transfer To Other Org | Yes (true) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (true) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (55 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| SETON PHYSICIAN HOSPITAL NETWORK | ||
| L | $287,022 | ACTUAL AMOUNT PAID |
| SETON PHYSICIAN HOSPITAL NETWORK | ||
| O | $103,596 | ACTUAL AMOUNT PAID |
| SETON PHYSICIAN HOSPITAL NETWORK | ||
| P | $392,911 | ACTUAL AMOUNT PAID |
| SETON MEDICAL GROUP | ||
| L | $8,335,762 | ACTUAL AMOUNT PAID |
| SETON MEDICAL GROUP | ||
| P | $679,994 | ACTUAL AMOUNT PAID |
| SETON HEALTH PLAN INC | ||
| L | $3,858,526 | ACTUAL AMOUNT PAID |
| SETON HEALTH PLAN INC | ||
| P | $2,518,287 | ACTUAL AMOUNT PAID |
| PEDIATRIC CRITICAL CARE ASSOCIATES | ||
| L | $1,793,965 | ACTUAL AMOUNT PAID |
| PEDIATRIC CRITICAL CARE ASSOCIATES | ||
| P | $395,171 | ACTUAL AMOUNT PAID |
| PEDIATRIC CRITICAL CARE ASSOCIATES | ||
| R | $793,277 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| J | $53,670 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| L | $20,564,252 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| P | $6,820,079 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| R | $1,878,368 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| L | $1,980,674 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| P | $1,025,409 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| R | $259,288 | ACTUAL AMOUNT PAID |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | ||
| L | $522,794 | ACTUAL AMOUNT PAID |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | ||
| P | $448,211 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| J | $132,212 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| P | $735,339 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| J | $136,420 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| L | $11,318,496 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| R | $19,992,050 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PEDIATRIC SURGEONS | ||
| L | $3,592,173 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PEDIATRIC SURGEONS | ||
| R | $1,154,335 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| J | $337,922 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| L | $6,999,717 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| M | $2,682,898 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| O | $131,610 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| P | $3,230,359 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| R | $1,184,564 | ACTUAL AMOUNT PAID |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | ||
| C | $15,494,120 | ACTUAL AMOUNT PAID |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | ||
| L | $64,228 | ACTUAL AMOUNT PAID |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | ||
| P | $534,446 | ACTUAL AMOUNT PAID |
| CMC FOUNDATION OF CENTRAL TEXAS | ||
| C | $10,589,463 | ACTUAL AMOUNT PAID |
| CMC FOUNDATION OF CENTRAL TEXAS | ||
| P | $131,968 | ACTUAL AMOUNT PAID |
| SETON WILLIAMSON FOUNDATION | ||
| C | $1,770,644 | ACTUAL AMOUNT PAID |
| SETON WILLIAMSON FOUNDATION | ||
| P | $90,218 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| J | $612,546 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| L | $6,885,008 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| P | $2,118,263 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| R | $9,917,342 | ACTUAL AMOUNT PAID |
| THE SETON COVE | ||
| P | $68,073 | ACTUAL AMOUNT PAID |
| SETON ENT | ||
| P | $173,022 | ACTUAL AMOUNT PAID |
| ADULT INPATIENT MEDICAL SERVICES | ||
| L | $15,139,557 | ACTUAL AMOUNT PAID |
| ADULT INPATIENT MEDICAL SERVICES | ||
| P | $2,466,889 | ACTUAL AMOUNT PAID |
| SETON ACCOUNTABLE CARE ORGANIZATION | ||
| L | $160,646 | ACTUAL AMOUNT PAID |
| SETON ACCOUNTABLE CARE ORGANIZATION | ||
| P | $486,908 | ACTUAL AMOUNT PAID |
| SETON ACCOUNTABLE CARE ORGANIZATION | ||
| R | $699,805 | ACTUAL AMOUNT PAID |
| SETON HEALTH ALLIANCE | ||
| L | $87,917 | ACTUAL AMOUNT PAID |
| HEALTHCARE COLLABORATIVE | ||
| P | $1,200,405 | ACTUAL AMOUNT PAID |
| SETON INSURANCE COMPANY | ||
| L | $350,410 | ACTUAL AMOUNT PAID |
| SETON INSURANCE COMPANY | ||
| P | $1,937,948 | ACTUAL AMOUNT PAID |
| SETON HAYS FOUNDATION | ||
| C | $1,314,372 | ACTUAL AMOUNT PAID |