ASCENSION SETON: Form 990, tax year 2015
View the entire original 990 at ProPublica ↗
- Organization
- ASCENSION SETON (EIN 74-1109643)
- Tax period
- 2015-07-01 to 2016-06-30
- Filed
- 2017-09-26
- IRS object ID
- 201712699349301281
- Schema version
- 2015v3.0
- 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 O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2017-09-26T16:00:18-05:00 | ReturnTs |
| Tax Period End | 2016-06-30 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Deloitte Tax LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 111 Monument Circle Suite 4200 | AddressLine1Txt |
| City | Indianapolis | CityNm |
| State Abbreviation | IN | StateAbbreviationCd |
| ZIP | 462055108 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2015-07-01 | 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 | 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 |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Scott Herndon | PersonNm |
| Person Title | CFO | PersonTitleTxt |
| Signature | 2017-09-26 | SignatureDt |
| Discuss With Paid Preparer | Yes (true) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Shawna M Jimenez | PreparerPersonNm |
| PTIN | P01222873 | PTIN |
| Phone | 3174648600 | PhoneNum |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2015 | TaxYr |
| Build TS | 2021-01-29 14:40:06Z | 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 | $2,033,803,591 | 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 | Provision of healthcare services with a special concern for the poor and vulnerable. | ActivityOrMissionDesc |
| Voting Members Governing Body | 12 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 10 | VotingMembersIndependentCnt |
| Total Employee | 13208 | TotalEmployeeCnt |
| Total Volunteers | 2000 | TotalVolunteersCnt |
| Total Gross UBI | $860,222 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | -$1,551,389 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $31,675,532 | PYContributionsGrantsAmt |
| CY Contributions Grants | $26,656,186 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $1,874,419,067 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $1,953,063,418 | CYProgramServiceRevenueAmt |
| PY Investment Income | $32,406,920 | PYInvestmentIncomeAmt |
| CY Investment Income | $6,581,395 | CYInvestmentIncomeAmt |
| PY Other Revenue | $64,659,950 | PYOtherRevenueAmt |
| CY Other Revenue | $35,594,479 | CYOtherRevenueAmt |
| PY Total Revenue | $2,003,161,469 | PYTotalRevenueAmt |
| CY Total Revenue | $2,021,895,478 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $3,383,934 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $3,340,045 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $821,623,724 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $782,613,194 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $841,861,902 | PYOtherExpensesAmt |
| CY Other Expenses | $966,524,584 | CYOtherExpensesAmt |
| PY Total Expenses | $1,666,869,560 | PYTotalExpensesAmt |
| CY Total Expenses | $1,752,477,823 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $336,291,909 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $269,417,655 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $3,131,871,173 | TotalAssetsBOYAmt |
| Total Assets EOY | $3,306,001,380 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $727,179,060 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $708,931,624 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $2,404,692,113 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $2,597,069,756 | NetAssetsOrFundBalancesEOYAmt |
| Mission | Our mission inspires us to care for and improve the health of those we serve with a special concern for the sick and the poor. We are called to be a sign of God's unconditional love for all and believe that all persons by their creation are endowed with dignity. Seton continues the Catholic tradition of service established by our founders: Vincent de Paul, Louise de Marillac, and Elizabeth Ann Seton. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $1,529,109,843 | ExpenseAmt |
| Grant | $3,340,045 | GrantAmt |
| Revenue | $1,986,773,630 | 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 | $1,529,109,843 | 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 | false | 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 | 1698 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 13208 | 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 | 12 | 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 (32 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| DR CHAD DIETERICHS | ||||||||||
| 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 | 1.0 | 1.0 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| MICHELLE ROBERTSON | ||||||||||
| PRESIDENT AND CEO - SFOH | 50.0 | 0 | Yes (X) | Yes (X) | $1,042,723 | $0 | $22,521 | |||
| ED DORN | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| RICHARD FREEMAN | ||||||||||
| TRUSTEE (BEG 11/2015) | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| TRAVIS FROELICH | ||||||||||
| TRUSTEE (END 6/2016) | 49.0 | 1.0 | Yes (X) | $336,211 | $0 | $5,711 | ||||
| JAMES O LINDSEY MD | ||||||||||
| TRUSTEE (END 4/2016) /VP MED AFFAIRS | 50.0 | 0.0 | Yes (X) | $216,137 | $0 | $5,622 | ||||
| ANTHONY MANUAL | ||||||||||
| TRUSTEE (BEG 11/2015) | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| PATRICK MOONEY | ||||||||||
| TRUSTEE (BEG 11/2015) | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| RHETT REED | ||||||||||
| TRUSTEE (BEG 11/2015) | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| IAN TURPIN | ||||||||||
| TRUSTEE | 1.0 | 0 | Yes (X) | $0 | $0 | $0 | ||||
| SR JOANNE VASA | ||||||||||
| TRUSTEE (END 6/2016) | 1.0 | 1.0 | Yes (X) | $0 | $0 | $0 | ||||
| JESUS GARZA | ||||||||||
| PRESIDENT & CEO SHF | 26.0 | 24.0 | Yes (X) | $2,470,974 | $0 | $51,485 | ||||
| ALAN STRAUSS | ||||||||||
| CFO (END 8/2015) | 50.0 | 0.0 | Yes (X) | $1,567,370 | $0 | $48,771 | ||||
| THOMAS E GALLAGHER | ||||||||||
| ACTING CFO | 22.0 | 28.0 | Yes (X) | $1,447,398 | $0 | $54,420 | ||||
| TIMOTHY LEE LAFREY | ||||||||||
| CSO-MINISTRY MKT TEXAS | 48.0 | 2.0 | $1,388,876 | $0 | $24,510 | Yes (X) | ||||
| JOHN BRINDLEY | ||||||||||
| PRESIDENT-MARKET DEVELOPMENT (END 7/31/2015) | 50.0 | 0 | $1,140,580 | $0 | $40,519 | Yes (X) | ||||
| GREGORY HARTMAN | ||||||||||
| CHIEF EXT & ACAD AFF OFCR-MINISTRY MKT TEXAS | 50.0 | 0 | $1,115,372 | $0 | $47,020 | Yes (X) | ||||
| KATHERINE HENDERSON | ||||||||||
| PRESIDENT - CENTRAL GROUP | 40.0 | 0 | $792,928 | $0 | $36,319 | Yes (X) | ||||
| PRATHIBHA VARKEY MD | ||||||||||
| PRES/CEO - SCEC | 1.0 | 58.0 | $783,303 | $0 | $23,230 | Yes (X) | ||||
| CHRISTANN VASQUEZ | ||||||||||
| PRESIDENT - UMCB/DSMCUT/SSC | 40.0 | 0 | $715,954 | $0 | $41,482 | Yes (X) | ||||
| SAMSON JESUDASS MD | ||||||||||
| CCO MINISTRY MARKET TEXAS | 40.0 | 5.0 | $690,728 | $0 | $21,109 | Yes (X) | ||||
| MARK SHEN MD | ||||||||||
| PRESIDENT - DCMCCT | 50.0 | 0.0 | $623,057 | $0 | $73,292 | Yes (X) | ||||
| JOHN HELLERSTEDT MD | ||||||||||
| MD PEDIATRICS | 48.0 | 2.0 | $549,058 | $0 | $42,764 | Yes (X) | ||||
| CHRISTOPHER HARTLE | ||||||||||
| PRESIDENT - NORTH AND SOUTH GROUP | 49.0 | 1.0 | $878,128 | $0 | $44,155 | Yes (X) | ||||
| KENNETH GLADISH | ||||||||||
| PRESIDENT - SETON FOUNDATIONS | 32.0 | 18.0 | $772,800 | $0 | $28,485 | Yes (X) | ||||
| TERESA BURROFF | ||||||||||
| SR VP LEGAL | 40.0 | 1.0 | $741,362 | $0 | $21,412 | Yes (X) | ||||
| CAROL WRATTEN MD | ||||||||||
| CHIEF QUALITY OFFICER | 49.0 | 1.0 | $557,785 | $0 | $40,651 | Yes (X) | ||||
| TRENNIS L JONES | ||||||||||
| FORMER OFFICER (END 6/2014) | 0.0 | 0 | $570,313 | $0 | $831 | Yes (X) | ||||
| DOUGLAS D WAITE | ||||||||||
| FORMER OFFICER (END 6/2013) | 0.0 | 0.0 | $642,320 | $0 | $7,542 | Yes (X) | ||||
| PAULA CAMPBELL | ||||||||||
| FORMER OFFICER (END 5/2014) | 0.0 | 0.0 | $603,751 | $0 | $10,720 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $19,647,125 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $692,569 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 707 | 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 | $71,791,169 |
| CAPITOL ANESTHESIOLOGY ASSOCIATION | ||||||
| 3705 Medical Pkwy 570 | Austin | TX | 78705 | MEDICAL SERVICES | $19,945,491 | |
| BCEP PA | ||||||
| 720 W 34TH ST | SUITE 101 | AUSTIN | TX | 78705 | MEDICAL SERVICES | $19,545,170 |
| THE BLOOD AND TISSUE CENTER OF CENTRAL TEXAS | ||||||
| 4300 N Lamar Blvd | Austin | TX | 78756 | MEDICAL SERVICES | $9,886,275 | |
| AUSTIN CYBERKNIFE LLC | ||||||
| 1400 North IH 35 | Suite C1100 | Austin | TX | 78701 | MEDICAL SERVICES | $8,704,200 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 135 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $19,277,811 | RelatedOrganizationsAmt |
| Government Grants | $4,794,351 | GovernmentGrantsAmt |
| All Other Contributions | $2,584,024 | AllOtherContributionsAmt |
| Total Contributions | $26,656,186 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| NET PATIENT REVENUE | 621400 | $1,878,848,679 | $1,878,848,679 |
| PROGRAM SERVICE REVENUE | 621400 | $49,931,182 | $49,931,182 |
| I/C Management Fees | 541900 | $15,667,071 | $15,667,071 |
| Contract Services Revenue | 541900 | $1,970,901 | $1,970,901 |
| RESEARCH SPONSOR REVENUE | 900099 | $2,687,687 | $2,687,687 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,957,898 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,270,942 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $686,956 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $1,953,063,418 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $6,547,915 | TotalRevenueColumnAmt |
| Exclusion | $6,547,915 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,214,497 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,214,497 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,214,497 | TotalRevenueColumnAmt |
| Exclusion | $3,214,497 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $33,480 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $0 | SecuritiesAmt |
| Other | $33,480 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $33,480 | TotalRevenueColumnAmt |
| Exclusion | $33,480 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Direct Expenses | $11,908,113 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$11,908,113 | TotalRevenueColumnAmt |
| Exclusion | -$11,908,113 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | ExclusionExclusionAmt |
|---|---|---|---|---|
| Ancillary Revenue | 900099 | $3,090,974 | $3,090,974 | |
| Cafeteria | 611430 | $5,985,300 | $5,985,300 | |
| Additional Fees | 900099 | $403,837 | $403,837 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $34,807,984 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $31,306,194 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $173,266 | UnrelatedBusinessRevenueAmt |
| Exclusion | $3,328,524 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $44,288,095 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,021,895,478 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,986,773,630 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $860,222 | UnrelatedBusinessRevenueAmt |
| Exclusion | $7,605,440 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,196,045 | TotalAmt |
| Program Services | $3,196,045 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $144,000 | TotalAmt |
| Program Services | $144,000 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,354,857 | TotalAmt |
| Program Services | $18,354,857 | ProgramServicesAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,835,577 | TotalAmt |
| Program Services | $1,835,577 | ProgramServicesAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $613,444,368 | TotalAmt |
| Program Services | $532,736,140 | ProgramServicesAmt |
| Management And General | $80,708,228 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $106,227,417 | TotalAmt |
| Program Services | $102,455,806 | ProgramServicesAmt |
| Management And General | $3,771,611 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $42,750,975 | TotalAmt |
| Program Services | $42,750,975 | ProgramServicesAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $220,686,299 | TotalAmt |
| Program Services | $168,399,631 | ProgramServicesAmt |
| Management And General | $52,286,668 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $57,380 | TotalAmt |
| Program Services | $43,785 | ProgramServicesAmt |
| Management And General | $13,595 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,318,566 | TotalAmt |
| Program Services | $1,769,234 | ProgramServicesAmt |
| Management And General | $549,332 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $455,028 | TotalAmt |
| Management And General | $455,028 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $179,274,711 | TotalAmt |
| Program Services | $137,146,809 | ProgramServicesAmt |
| Management And General | $42,127,902 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,441,150 | TotalAmt |
| Program Services | $7,441,150 | ProgramServicesAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,925,751 | TotalAmt |
| Program Services | $18,925,751 | ProgramServicesAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,666,572 | TotalAmt |
| Program Services | $2,665,077 | ProgramServicesAmt |
| Management And General | $1,001,495 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $48,355,343 | TotalAmt |
| Program Services | $48,355,343 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,199,175 | TotalAmt |
| Program Services | $3,052,204 | ProgramServicesAmt |
| Management And General | $1,146,971 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,954,170 | TotalAmt |
| Program Services | $2,147,262 | ProgramServicesAmt |
| Management And General | $806,908 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $13,076,746 | TotalAmt |
| Program Services | $13,076,746 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,524,217 | TotalAmt |
| Program Services | $68,893,202 | ProgramServicesAmt |
| Management And General | $1,631,015 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,421,322 | TotalAmt |
| Program Services | $1,121,683 | ProgramServicesAmt |
| Management And General | $7,299,639 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| MEDICAL SUPPLIES | $237,246,519 | $234,900,967 | $2,345,552 |
| SERVICE FEES FROM AH | $42,073,554 | $42,073,554 | |
| RESTRUCTURING | $20,628,526 | $14,994,008 | $5,634,518 |
| REMEDIATION EXPENSES | $6,252,791 | $4,544,891 | $1,707,900 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $79,966,764 | TotalAmt |
| Program Services | $58,085,146 | ProgramServicesAmt |
| Management And General | $21,881,618 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,752,477,823 | TotalAmt |
| Program Services | $1,529,109,843 | ProgramServicesAmt |
| Management And General | $223,367,980 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $276,053,576 | BOYAmt |
| EOY | $251,879,151 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $28,882,634 | BOYAmt |
| EOY | $27,962,405 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,045,844 | BOYAmt |
| EOY | $7,666,745 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $1,590,738,817 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $701,881,440 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $810,180,279 | BOYAmt |
| EOY | $888,857,377 | 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 | $19,336,260 | BOYAmt |
| EOY | $19,063,805 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $30,817,425 | BOYAmt |
| EOY | $45,292,717 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,959,555,155 | BOYAmt |
| EOY | $2,065,279,180 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,131,871,173 | BOYAmt |
| EOY | $3,306,001,380 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $183,050,357 | BOYAmt |
| EOY | $161,777,417 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,277,026 | BOYAmt |
| EOY | $2,716,351 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,505,816 | BOYAmt |
| EOY | $5,723,823 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $537,345,861 | BOYAmt |
| EOY | $538,714,033 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $727,179,060 | BOYAmt |
| EOY | $708,931,624 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,385,355,853 | BOYAmt |
| EOY | $2,578,005,951 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,336,260 | BOYAmt |
| EOY | $19,063,805 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,404,692,113 | BOYAmt |
| EOY | $2,597,069,756 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,131,871,173 | BOYAmt |
| EOY | $3,306,001,380 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $269,417,655 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$35,625,569 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$41,414,443 | 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 | $5,668 | MailingsMembersAmt |
| Publications Or Broadcast | Yes (true) | PublicationsOrBroadcastInd |
| Publications Or Broadcast | $5,668 | PublicationsOrBroadcastAmt |
| Grants Other Organizations | Yes (true) | GrantsOtherOrganizationsInd |
| Grants Other Organizations | $51,663 | GrantsOtherOrganizationsAmt |
| Direct Contact Legislators | Yes (true) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $352,354 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | Yes (true) | RalliesDemonstrationsInd |
| Rallies Demonstrations | $39,675 | RalliesDemonstrationsAmt |
| Other Activities | false | OtherActivitiesInd |
| Total Lobbying Expenditures | $455,028 | 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 $352,354 for FY16. Additional lobbying expenses of $102,674 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 $352,354 for FY16. Additional lobbying expenses of $102,674 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 | $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 Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| 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 Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| 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 Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| 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 |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $69,160,318 | BeginningYearBalanceAmt |
| Contributions | $3,299,465 | ContributionsAmt |
| Investment Earnings Or Losses | $122,465 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $1,672,143 | OtherExpendituresAmt |
| End Year Balance | $70,910,105 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.1503 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.3627 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.487 | 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 | $49,096,312 | OtherCostOrOtherBasisAmt |
| Book Value | $49,096,312 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $910,732,748 | OtherCostOrOtherBasisAmt |
| Depreciation | $346,164,801 | DepreciationAmt |
| Book Value | $564,567,947 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $41,435,231 | OtherCostOrOtherBasisAmt |
| Depreciation | $21,690,617 | DepreciationAmt |
| Book Value | $19,744,614 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $405,184,886 | OtherCostOrOtherBasisAmt |
| Depreciation | $334,026,022 | DepreciationAmt |
| Book Value | $71,158,864 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $184,289,640 | OtherCostOrOtherBasisAmt |
| Book Value | $184,289,640 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $888,857,377 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| interest in investments held by ascension health alliance | $1,127,463,472 |
| due from network | $829,005,762 |
| other receivables | $53,480,182 |
| investments in unconsolidated entities | $28,656,499 |
| ah deferred compensation asset | $25,097,707 |
| other assets | $960,459 |
| physician asset guarantee | $615,099 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $2,065,279,180 | TotalBookValueOtherAssetsAmt |
| Federal Income Tax Liability | $119,000 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (3 entries)
| DescDesc | AmtAmt |
|---|---|
| intercompany debt with ascension health alliance | $349,535,989 |
| other liabilities | $184,764,721 |
| a/r credit balance | $4,294,323 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $538,714,033 | 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 | From the consolidated audited financial statements of Ascension Health, which include the activity of Seton Family of Hospitals: The member health care entities of Seton are primarily tax-exempt organizations under Internal Revenue Code Section 501(c)(3) or 501(c)(2), and their related income is exempt from federal income tax under Section 501(a). Seton 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. No liability for uncertain tax positions was reported for this organization. |
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 | $182,104,407 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $81,126,106 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $100,978,301 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0576 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $299,516,408 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $343,199,893 | 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 | $481,620,815 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $424,325,999 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $100,978,301 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0576 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $3,767,395 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $944,864 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,822,531 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0016 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $47,212,761 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $12,224,322 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $34,988,439 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0200 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $122,039,045 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $83,701,127 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $38,337,918 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0219 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $10,243,324 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,809,980 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $8,433,344 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0048 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $58,276,987 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $58,276,987 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0333 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $241,539,512 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $98,680,293 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $142,859,219 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0815 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $723,160,327 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $523,006,292 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $243,837,520 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.1391 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $28,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $28,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $17,500 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $17,500 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $43,350 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $43,350 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $37,500 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $37,500 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $6,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0000 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $165,700 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $165,700 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $114,750 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $114,750 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | 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 | $412,800 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $412,800 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0002 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | false | BadDebtExpenseReportedInd |
| Bad Debt Expense | $47,065,328 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $28,656,701 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $176,217,682 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $283,205,322 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$106,987,640 | 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 | Information GapsInformationGapsInd | 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 | Strategy AttachedStrategyAttachedInd | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | 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 | FAP Notice DisplayedFAPNoticeDisplayedInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | FAP Notified Upon AdmissionFAPNotifiedUponAdmissionInd | FAP Notified Before DischargeFAPNotifiedBeforeDischargeInd | FAP Notified All PatientsFAPNotifiedAllPatientsInd | Documented Elig DeterminationDocumentedEligDeterminationInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Other Method UsedOtherMethodUsedInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd | 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 STATEMENT | Yes (X) | Yes (X) | Yes (true) | 15 | Yes (true) | https://www.seton.net/search/#implementation strategy | false | 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) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | 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) | Yes (true) | Yes (true) | Yes (X) | SEE STATEMENT | Yes (X) | Yes (X) | Yes (true) | 15 | Yes (true) | https://www.seton.net/search/#implementation strategy | false | 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) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | 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 | 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) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | Yes (X) | https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ | 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 (99 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. 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, 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: 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, 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. 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, 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. 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, 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: 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, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. The Williamson County CHA Strategic Planning Team (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 -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 -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 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 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 Williamson County CHA Strategic Planning Team (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 -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 -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 FACILITY WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - CENTRAL 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: - CENTRAL 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: - CENTRAL 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: - 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: - CENTRAL HEALTH |
| 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: - 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: - CENTRAL HEALTH |
| 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: - CENTRAL TEXAS MEDICAL CENTER |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| 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: - ST. DAVID'S FOUNDATION - OPPORTUNITIES FOR WILLIAMSON & BURNET COUNTIES - BAYLOR SCOTT & WHITE |
| Schedule H, Part V, Section B, Line 6b Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - ST. DAVID'S FOUNDATION |
| Schedule H, Part V, Section B, Line 6b Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHAN INCLUDE: - ST. DAVID'S FOUNDATION - OPPORTUNITIES FOR WILLIAMSON & BURNET COUNTIES - BAYLOR SCOTT & WHITE |
| Schedule H, Part V, Section B, Line 6b Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| Schedule H, Part V, Section B, Line 6b Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. THE OTHER ORGANIZATIONS WITH WHICH THE REPORTING HOSPITAL CONDUCTED ITS CHNA INCLUDE: - ST. DAVID'S FOUNDATION |
| 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: https://www.seton.net/wp-content/uploads/2016/06/Williamson-CHNA-2016.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/our-facilities/outpatient-rehabilitation/warm-springs-rehabilitation-center-kyle/financial-assistance/ |
| Schedule H, Part V, Section B, Line 11 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. The 2013 CHNA highlighted the following five community health priorities: (1) access to care, (2) behavioral health, (3) chronic disease, (4) obesity and (5) community collaboration. 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. Further details on the strategies employed by Seton are included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 11 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. Seton conducted its first CHNA for Hays County in 2013. The CHNA identified the following prioritized needs for FY 2014-2016: (1) access to care, (2) chronic disease and disease management, (3) behavioral health, (4) obesity and (5) community collaboration. 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. 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 A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. The 2013 CHNA highlighted the following five community health priorities: (1) access to care, (2) behavioral health, (3) chronic disease, (4) obesity and (5) community collaboration. 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. Further details on the strategies employed by Seton are included in the actual Community Health Improvement Plan. |
| Schedule H, Part V, Section B, Line 11 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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 11 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. Seton conducted its first CHNA for Hays County in 2013. The CHNA identified the following prioritized needs for FY 2014-2016: (1) access to care, (2) chronic disease and disease management, (3) behavioral health, (4) obesity and (5) community collaboration. 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. Further details on the strategies employed by Seton is included in the actual Community Health Improvement Plan. |
| 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 22 Facility A, 1 | Facility A, 1 - FACILITY 1 - SETON MEDICAL CENTER AUSTIN. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 2 | Facility A, 2 - FACILITY 2 - UNIVERSITY MEDICAL CENTER BRACKENRIDGE. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 3 | Facility A, 3 - FACILITY 3 - DELL CHILDREN'S MEDICAL CENTER OF CENTRAL TEXAS. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 4 | Facility A, 4 - FACILITY 6 - SETON NORTHWEST HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 5 | Facility A, 5 - FACILITY 7 - SETON SOUTHWEST HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 6 | Facility A, 6 - FACILITY 9 - SETON MEDICAL CENTER WILLIAMSON. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 7 | Facility A, 7 - FACILITY 10 - SETON MEDICAL CENTER HAYS. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 8 | Facility A, 8 - FACILITY 11 - CEDAR PARK REGIONAL MEDICAL CENTER. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 9 | Facility A, 9 - FACILITY 12 - CENTRAL TEXAS REHABILITATION HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility A, 10 | Facility A, 10 - FACILITY 15 - WARM SPRINGS REHABILITATION HOSPITAL OF KYLE. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| 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: - 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: - CENTRAL TEXAS MEDICAL CENTER |
| Schedule H, Part V, Section B, Line 6b Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. THE OTHER ORGANIZATION WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - ST. DAVID'S FOUNDATION |
| Schedule H, Part V, Section B, Line 6b Facility B, 2 | Facility B, 2 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. THE OTHER ORGANIZATION WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - BAYLOR SCOTT & WHITE |
| Schedule H, Part V, Section B, Line 6b Facility B, 3 | Facility B, 3 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. THE OTHER ORGANIZATION WITH WHICH THE REPORTING HOSPITAL FACILITY CONDUCTED ITS CHNA INCLUDED: - ST. DAVID'S FOUNDATION |
| 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. The 2013 Prioritized Needs for Caldwell County were: (1) behavioral health, (2) access to care, (3) obesity, (4) chronic diseases and disease management and (5) community collaborations. 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. The 2013 Prioritized Needs for Burnet County were: (1) behavioral health, (2) access to care, (3)obesity, (4) chronic diseases, (5) obesity and (6) accidents. 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. The 2013 CHNA for Bell County identified the following prioritized health needs: (1) access to care, (2) behavioral health, (3) health outcomes/diseases (4) accidents and (5) obesity. 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. The 2013 Prioritized Needs for Bastrop County were: (1) access to care, (2) obesity, (3) community collaboration, (4) behavioral health, (5) chronic diseases and disease management and (6) accidents (not addressed by Seton). 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 22 Facility B, 1 | Facility B, 1 - FACILITY 4 - SETON EDGAR B. DAVIS HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility B, 2 | Facility B, 2 - FACILITY 5 - SETON HIGHLAND LAKES HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility B, 3 | Facility B, 3 - FACILITY 13 - SETON MEDICAL CENTER HARKER HEIGHTS. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| Schedule H, Part V, Section B, Line 22 Facility B, 4 | Facility B, 4 - FACILITY 14 - SETON SMITHVILLE REGIONAL HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| 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: - CENTRAL HEALTH |
| 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: - ST. DAVID'S FOUNDATION - AUSTIN/TRAVIS COUNTY HEALTH AND HUMAN SERVICES DEPARTMENT - BAYLOR SCOTT & WHITE |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. Seton conducted its first CHNA for Travis County in 2013 in collaboration with Austin/Travis County Health and Human Services. Based on the CHNA findings, Seton prioritized the following needs in FY 2014-2016: (1) access to care, (2) behavioral health, (3) chronic disease and disease management, (4) obesity, and (5) community collaboration. 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. |
| Schedule H, Part V, Section B, Line 22 Facility , 1 | Facility , 1 - SETON SHOAL CREEK HOSPITAL. This AGB percentage is calculated by dividing the sum of the amounts of all of the hospital facility's claims for emergency and other medically necessary care that have been allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility by the sum of the associated gross charges for those claims. The only claims that are utilized for purposes of determining the AGB are those that were allowed by a health insurer during the 12 month period prior to the AGB calculation (rather than those claims that relate to care provided during the prior 12 months). |
| 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 (25 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH - PART 2 | - 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 to 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. 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 FY16, the Centers provided: -27,031 outpatient medical visits -13,152 social service encounters -6,080 immunizations Also in FY16, the Centers provided care and other services to 11,859 patients, 16% 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 2,743 prescriptions were filled with an estimated savings of $2,429,024. Seton provided funding for 4,078 prescriptions at an estimated cost of $337,420 in FY16. 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 Specialty Clinic 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 FY16. |
| Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH - PART 3 | 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. During FY 16, the Children's Health Express van conducted 1,121 primary care visits. 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 1,942 children in FY 16. 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 1,401 children in FY 16. 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: Seton trains nearly 300 residents each year and invests $29 million annually in the training of these resident physicians. In FY16, Seton provided 92 directly- and jointly-provided Continuing Medical Education activities that included 1,513.25 hours of instruction for 9,289 physician participants and 11,125 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 23 clinics in the Waco, Texas area. Network-wide in FY16, our ministry provided almost $33 million in community health services, professional education, subsidized health care, research, financial contributions, and other community building activities. 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. 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. 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. 2. Provided 7003 patient visits in FY16 for pediatric pulmonary and sleep medical care services to Central Texas children. 3. Provided asthma medical care for 214 patients with socioeconomic barriers to the pediatric population of 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 are at the forefront of a program through Dell Children's Medical Center dedicated to improving 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. Providing complex pediatric orthopedic care to Central Texas children; 2. Supporting the training of pediatric resident physicians and collaborating on the development of a medical education curriculum in field of pediatric orthopedic medicine; 3. Engaging 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. Developing 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. 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. 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: 1. Well Woman - Pap Smear - BRCA Testing - Pelvic Exam - Breast Self-Awareness - Mammograms - Women's Weight Loss 2. Gynecology - Endometriosis - Weight Management - Osteoporosis - Pelvic Pain - Urinary Incontinence - Urinary Tract Infection - Adolescent Gynecology 3. Obstetrics (prenatal and postpartum care) - First Prenatal Visit - Prenatal Tests - High Risk Pregnancy - Postpartum Care at the Hospital - Postpartum Follow up Care - Preconception Planning 4. 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 provides expanded 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: The Institute of Reconstructive Plastic Surgery of Central Texas, dba 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 or 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 13,502 patient visits in FY16 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 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 of 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, the Pediatric Transport Team 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. PCCA Community Outreach Activities: Physicians with Pediatric Critical Care Associates participate in a variety of community outreach activities including: - Milagros: Family support group for patients with congenital heart disease. - Heartgift Program: PCCA physicians provide medical services for pediatric cardiac patients from foreign countries who travel to Austin for care. - Spine Hope: A non-profit organization that transforms the lives of children with spinal deformities worldwide through surgery, education and research. - Sammy's House: Daycare for medically fragile infants and children. - Physicians serve on the Board of Directors of Seton Clinical Enterprise Corporation and the Physician Leadership Board and also on the Board of Trustees for the Children's Hospital Foundation - Courageous Kids: Annual reunion for PICU survivors and their families. Pediatric Surgical Subspecialists Purpose and Activities: Pediatric Surgical Subspecialists dba 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 96,071 patient visits in FY16 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 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. 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. 15,466 patient visits in 2016. 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. Expended the Cochlear Implant program, performing implant procedures on 17 patients. 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. Providing pediatric general and trauma surgery at the only Level 1 Pediatric Trauma Center in Central Texas; 2. Supporting medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; 3. Engaging 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. Developing 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. 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. 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 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 on the leading edge of science. 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 advancing knowledge and treatment options for patients through 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 providing expert stroke care to patients within the Seton Hospitals. 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 2016, Seton Community Clinic Medical Encounters totaled 27,041. Accomplishments: 1. The DSRIP Team reached and exceeded their annual patient volume goal of providing Care Navigation and Case Management services to 1200 patients, and they reached this goal one month ahead of schedule. 2. McCarthy specialty clinics served the following patients during 2016: a. 43 patients seen for Podiatry referrals b. 83 patients seen for Dermatology referrals c. 33 patients seen for Neurology referrals d. 32 female patients seen for Colposcopy referrals 3. New Ob/GYN volunteer started with us in June 2016 working 3 clinics/month. Seton/UT Austin Dell Medical School University Physicians Group 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; the 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 indigent, 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 or without regard to the patient's ability to pay in order to ensure that all services are available to meet community health care needs. As a physician practice, SUUPG provides a substantial portion of its services to the elderly and poor. 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 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 an exempt organization.) Seton Medical Center 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 the 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 the 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 or poor. 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 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 Medical Center is the only dedicated pediatric facility in the region and is operated by a related tax-exempt organization, Seton Family of Hospitals. 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 and has specifically chosen to work with children. 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 eighteen years of age. The group, originally formed in 1996 with six pediatric subspecialists, has expanded to better serve the needs of Central Texas and today, consists of more than 37 pediatric subspecialists in the area 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 kids that have had 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 location. Tri-County Clinical 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 residents providers offering services. TCC has worked to improve access to healthcare in the region through its facilities in underserved in Central Texas through the Psychiatric Emergency Department, telehealth services and Seton Shoal Creek Hospital. Accomplishments: 1. For FY16 SMI/TCC: Average Monthly encounters - 11,707 2. Offering embedded psychology services to several pediatric sub-specialty clinics. 3. Collaboration with SIMS Foundation - largest outpatient provider for psychiatric services for the SIMS Foundation (Austin Area Musicians) 4. Serving as primary training site for DMS 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 16, the CMC Foundation of Central Texas raised more than $10.5 million (pledges and cash), exceeding goal by 20 percent 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 variety of needs including: a. Strategic areas in Pediatrics that align with Ascension Texas as well as provide for ed programs such as child life, bereavement and palliative care. b. Programs, operating support and endowment for the Texas Child Study Center serving children's mental health needs. c. Programmatic support for pediatric obesity, trauma, neurosciences, blood and cancer disorders and child life. d. Operating support for the Children's Health Express serving the health care needs of low-income children in the Austin area via a mobile health van. e. Support for the Global Outreach Program that sends Dell Children's Medical Center physicians on missions to provide health care in underserved areas of the world. |
| 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 and the Daughters of Charity Health Care Ministry in Central Texas to serve 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 FY16, the Seton Hays Foundation raised more than $1.16 Million (cash and pledges) to support Seton 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 Teleconferencing Center which is now in operation at Seton Medical Center Hays, allowing access to multi-disciplinary conferences and continuing education for Seton Hays physicians, nurses and other clinicians. Seton Hays care teams can consult with Austin-based clinicians in real-time via live video to develop the best treatment plans for patients - all without leaving Hays County. 2. Operational costs for the Caldwell County Children's Care-A-Van allowing it to expand to an additional 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 & 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 new state-of-the-art stress test treadmill for Seton Edgar B. Davis Hospital and the initial funding for a Wellness & Rehabilitation Center at Seton Medical Center Hays. 4. Seton Nurse Scholarship funding and the awarding of the first Searcy Family Health Professions Scholarship 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 and the Daughters of Charity Health Care Ministry in Central Texas to serve 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 also awareness of Seton's mission to serve the health care needs of Central Texas, including the poor and vulnerable. Accomplishments: 1. In FY 16, Seton Williamson Foundation raised $1.79 million against a goal of $1.1 million, 168% over goal. 2. Seton Women's Development Board Gala funded the first endowment for Project SEARCH, a program that provides work opportunities for individuals with developmental disabilities. 3. Kids Care-A-Van Golf Classic raised over $230,000 (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, University Medical Center Brackenridge, 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, University Medical Center Brackenridge Development 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 over $1.15 million net from two galas to benefit Seton Medical Center Austin's NICU and Mother-Baby Services. 2. Successfully celebrated the 20th anniversary of the Seton League House, which provides low-cost lodging for the families of patients at nearby hospitals. Increased involvement and fundraising. 3. Raised $13,900 for the Nurse Scholarship Endowment with a successful collaborative fundraising raffle. 4. Raised over $8 million for the Future of Care Campaign benefiting the new teaching hospital, Dell Seton Medical Center at The University of Texas. 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. 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 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. |
| Schedule H, Part VI, Line 6 DESCRIPTION OF AFFILIATED GROUP - PART 7 | NETWORK SERVICES The Seton Cove, Inc. Purpose and Activities: The Seton Cove is a non-profit interfaith center for spirituality with a mission of providing a welcoming place of solace and hospitality where people of any faith may nourish their spiritual growth and journey toward wholeness. The center offers a holistic approach to life that 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. Activities include programs to promote mental health and spiritual growth through workshops and presentations. More than three-fourths of The Seton Cove's community services are provided to the Seton Cove's tax-exempt corporate member, Ascension Texas. 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.net. In addition, the site includes information on spiritual direction, journaling, labyrinths, retreats and workshops. Accomplishments: 1. The 2016 McPhee Lecture and Workshop presented by Cindy Wigglesworth : the four crucial intelligences of Leadership. Number of registrants for the lecture: 134; Number of registrants for the workshop: 108 2. The Seton Cove has facilitated 8 Renewal Day retreats and 2 Reflective Practice Sessions for Seton leaders in FY17. We are on track to provide an additional 8Renewal Days by the end of the fiscal year. 3. Leadership Pilgrimage 3 part retreat: registrants: 27 registrants of which 19 are associates employed by an affiliate of Ascension. The increased participation of these associates demonstrates that the Seton Cove is meeting an important need within the network. ENTITIES ACCOUNTED FOR UNDER THE EQUITY METHOD OF ACCOUNTING (JOINT VENTURES) 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. In fiscal years 2014, 2015 and 2016, 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. Accomplishments: 1. The CCC is addressing many of the issues raised by the community during creation of the Travis County CHNA regarding uninsured, low-income individuals, such as expanding patient navigation services and improving health management which has more fully integrated care and has improved access and increased efficiency in the system of care For example, increased annual primary care and dental care appointment capacity by 50,000 and 7,000, respectively since 2013. 2. The CCC is committed to transforming health care delivery by focusing on the needs of patients, including prevention of illness and management of chronic diseases-resulting in demonstrably improved health outcomes and overall population health. For example, from 2013-2016 the percentage of patients who identified as tobacco users who received tobacco cessation counseling intervention increased from 79% to 98%, which put us in the 90th percentile High Performance Level for this measure. In addition the percentage of Diabetic patients who received a nephropathy screening test or had evidence of nephropathy during the measurement year were in the 90th percentile at 90% and 88% respectively. 3. In 2017, the CCC plans 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 I, Line 7g Subsidized Health Services | THE ORGANIZATION CONTRACTS WITH PHYSICIANS WHO PROVIDE SERVICES AT THE COMMUNITY AND RURAL CLINICS. THE ASSOCIATED COSTS AND CHARGES RELATING TO PHYSICIAN SERVICES ARE INCLUDED IN ALL RELEVANT CATEGORIES IN PART I. |
| Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance | THE COST OF PROVIDING CHARITY CARE, MEANS TESTED GOVERNMENT PROGRAMS, AND 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 CERTAIN CATEGORIES IN THE TABLE, THIS WAS A COST ACCOUNTING SYSTEM; IN OTHER CATEGORIES, A SPECIFIC COST-TO-CHARGE RATIO WAS APPLIED. SEE FURTHER RESPONSE IN SCHEDULE H, PART VI, LINE 2. |
| Schedule H, Part II Community Building Activities | COMMUNITY BENEFIT/OBJECTIVE Improve the quality of life for the most vulnerable among us, help break the cycle of poverty that exists in disadvantaged families, and positively impact community health needs identified by the Community Health Needs Assessment. VULNERABLE POPULATION The number of vulnerable members of Central Texas' population - children, the aged, and households that cannot afford quality health care or are uninsured - is increasing. The percentage of households in the region who are living below the US Poverty level is 10.2 %. In addition, 19% of those aged under 65 in central Texas are uninsured in 2016, creating significant barriers to access to health care. In 2016, 9% of Central Texas children (age 0 to 17) were uninsured. More than half of uninsured children are eligible for public programs, but are not enrolled. This statistic is important because Hispanics are currently 32.1% of the population and are expected to be more 33.1% of the population by 2021. In addition, the Community Health Needs Assessments for Seton's 11 county areas identified four distinct health needs impacting Central Texas: (1) system of care, (2) primary and specialty care, (3) mental and behavioral health, (4) chronic diseases, and (5) social determinants of health. Community Building Activities Seton has provided funding for the following initiatives related to the community benefit objective described above. Seton did not award these funds for marketing purposes, to increase the referral of patients with third-party insurance coverage, in fulfillment of regulatory requirements or current standard of care or to benefit persons associated with the organization. In FY16, Seton provided a total of $3,194,614 in charitable contributions (<=$5,000) towards various community needs. Physical Improvements and Housing In FY 16, Seton contributed $28,000.00 toward organizations and initiatives including, but not limited to, the provision or rehabilitation of housing for vulnerable populations, such as removing building materials that harm the health of the residents, neighborhood improvement or revitalization projects, provision of housing for vulnerable patients upon discharge from an inpatient facility, housing for low-income seniors, and the development or maintenance of parks and playgrounds to promote physical activity. The organizations listed below received the total amount indicated above. - Ronald McDonald Charities of Central Texas Economic Development In FY 16, Seton contributed $17,500 toward organizations and initiatives including, but is not limited to, assisting small business development in neighborhoods with vulnerable populations and creating new employment opportunities in areas with high rates of joblessness. The organizations listed below received the total amount indicated above. - Greenlight for Nonprofit - I Live Here I Give Here - The Village of San Marcos Community Support In FY16, Seton contributed $43,350.00 toward organizations and initiatives including, but not limited to, child care and mentoring programs for vulnerable populations, neighborhood support groups, violence prevention programs, disaster readiness and public health emergency activities. The organizations listed below received the total amount indicated above. - Anti-Defamation League - Austin Community Foundation - Austin Partners in Education - Austin Travis County Integral Care - Con Mi Madre - Hays County ISD Education Foundation - YMCA of Greater Williamson County Leadership Development and Training for Community Members In FY16, Seton contributed $37,500.00 toward organizations and initiatives including, but not limited to, training in conflict resolution; civic, cultural, or language skills; and medical interpreter skills for community residents. The organizations listed below received the total amount indicated above. - Leadership Austin Coalition Building In FY16, Seton contributed over $6,000.00 toward organizations and initiatives including, but not limited to, participation in community coalitions and other collaborative efforts with the community to address health and safety issues. The organizations listed below received the total amount indicated above. - Austin Area Heritage Council Community Health Improvement Advocacy In FY16, Seton contributed $165,700.00 toward organizations and initiatives including, but not limited to, efforts to support policies and programs to safeguard or improve public health, access to health care services, housing, the environment, and transportation. The organizations listed below received the total amount indicated above. - American Diabetes Association - American Heart Association - Arthritis Foundation Center - Heart Gift Foundation - International League Epilepsy - Juvenile Diabetes Research Foundation International - Leukemia and Lymphoma Society - March of Dimes - NAMI Austin - Texas Standing Tall - Texas Mamma Jamma Ride, Inc. Workforce Development In FY16, Seton contributed $114,750.00 toward organizations and initiatives including, but not limited to, recruitment of physicians and other health professionals to medical shortage areas or other areas designated as underserved, and collaboration with educational institutions to train and recruit health professionals needed in the community. The organizations listed below received the total amount indicated above. - Foundation Communities - National Black MBA Association - San Juan Diego High School |
| 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 ECONOMIC CONDITIONS, HISTORICAL EXPERIENCE, 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: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; B - Seton Edgar B. Davis Hospital: Line 16a URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; - Seton Shoal Creek Hospital: Line 16a URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; |
| Schedule H, Part V, Section B, Line 16b FAP Application website | A - Seton Medical Center Austin: Line 16b URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; B - Seton Edgar B. Davis Hospital: Line 16b URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; - Seton Shoal Creek Hospital: Line 16b URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; |
| Schedule H, Part V, Section B, Line 16c FAP plain language summary website | A - Seton Medical Center Austin: Line 16c URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; B - Seton Edgar B. Davis Hospital: Line 16c URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; - Seton Shoal Creek Hospital: Line 16c URL: https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/; |
| 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's 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 and Seton joint venture 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 (F/K/A Seton Healthcare Family) widely publicizes its: - Financial Assistance Policy - Financial Assistance Application - Financial Assistance Policy Summary - List of Providers Covered by the Financial Assistance Policy via the hospital facility's website - https://www.seton.net/patient-and-family-resources/billing-and-insurance/financial-assistance/ Ascension Texas (F/K/A Seton Healthcare Family) makes paper copies of the: - Financial Assistance Policy - Financial Assistance Application - Financial Assistance Policy Summary - List of Providers Covered by the Financial Assistance Policy - Amount Generally Billed Calculation. 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 (F/K/A Seton Healthcare Family) 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 (F/K/A Seton Healthcare Family) 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 (f/k/a Seton Healthcare Family) ("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 will 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. In fiscal years 2014, 2015 and 2016, 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. Accomplishments: 1. The CCC is addressing many of the issues raised by the community during creation of the Travis County CHNA regarding uninsured, low-income individuals, such as expanding patient navigation services and improving health management which has more fully integrated care and has improved access and increased efficiency in the system of care For example, increased annual primary care and dental care appointment capacity by 50,000 and 7,000, respectively since 2013. 2. The CCC is committed to transforming health care delivery by focusing on the needs of patients, including prevention of illness and management of chronic diseases-resulting in demonstrably improved health outcomes and overall population health. For example, from 2013-2016 the percentage of patients who identified as tobacco users who received tobacco cessation counseling intervention increased from 79% to 98%, which put us in the 90th percentile High Performance Level for this measure. In addition the percentage of diabetic patients who received a nephropathy screening test or had evidence of nephropathy during the measurement year were in the 90th percentile at 90% and 88% respectively. In 2017, the CCC plans 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. Delivery System Reform Incentive Payment (DSRIP) Projects: Since 2012, Seton has operated 20 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 or 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 20 Seton-led DSRIPs, four focus on pediatric populations and 19 of the 20 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. |
| Schedule H, Part VI, Line 6 Affiliated health care system | As part of Ascension Texas (f/k/a Seton Healthcare Family), Seton Family of Hospitals is a member of Ascension Health Alliance, 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 23 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, Ascension Health 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 Juridic 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 both local areas. 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. 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 the persons living in poverty and other vulnerable persons. 3. Cost of other programs for the persons living in poverty and other vulnerable persons includes programs intentionally designed to serve the persons living in poverty and other vulnerable persons of the community including substance 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 FY16 affiliates is below: SETON HOSPITALS Seton Family of Hospitals - Adult Inpatient Medical Services PROVIDENCE HOSPITALS Providence Health Services of Waco - Providence Foundations, Inc. - Providence Health Alliance - Care4Texans Network, Inc. - Care4Texans, LLC CLINICAL ENTERPRISE Seton Clinical Enterprise Corporation - Austin Children's Chest Associates - Children's Bone Joint and Spine Center - Healthcare Collaborative - Institute of Reconstructive Plastic Surgery of Central Texas - Pediatric Critical Care Associates - Pediatric Surgery Subspecialists - Seton ENT - Seton Family of Pediatric Surgeons - Seton Family of Physicians (f/k/a Tri-County Practice Association) - Seton Medical Group - Seton/UT Austin Dell Medical School University Physicians Group - Specially for Children Children's Hospital Subspecialists of Central Texas - Tri-County Clinical INSURANCE SERVICES Seton Insurance Services Corporation - Dell Children's Health Alliance - Seton Health Alliance - Seton Health Plan, Inc. - Seton Insurance Company - Seton Physician Hospital Network - Seton Accountable Care Organization, Inc. 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 - Cedar Park Health System, L.P. - Cedar Park Surgery Center LLP - Central Texas Laundry, LLC - Central Texas Rehabilitation Hospital, LLC - Central Texas Specialty Hospital, LLC - Community Care Collaborative - Community Hospice of Texas - FPSCII, LLC - Covenant Management Partners, LLC - Covenant Management Systems, LP - HH/Killeen Health System, LLC - Medical Park Tower Surgery Center, LLC - Northwest Surgery Center, L.L.P. - RediClinic Austin, LLC - Strictly Pediatrics Surgery Center of Central Texas, LLP - The Surgery Center at Williamson - The Topfer Building Condominium Association - Warm Springs Rehabilitation Hospital of Kyle, LLC Through some of the affiliated entities listed above, Ascension Texas provides health care and other related services to the communities we serve. The purpose, activities and accomplishments of some of the affiliated entities is listed below. 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 (48 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|
| AMERICAN DIABETES ASSOCIATION | ||||||||
| 1701 N BEAUREGARD ST | ALEXANDRIA | VA | 22311 | 131623888 | 501(c)(3) | $10,000 | GENERAL MEDICAL SUPPORT | |
| AMERICAN HEART ASSOCIATION INC | ||||||||
| 2029 B AIRPORT BLVD STE 235 | MOBILE | AL | 36606 | 135613797 | 501(c)(3) | $43,200 | GENERAL MEDICAL SUPPORT | |
| ANTI-DEFAMATION LEAGUE | ||||||||
| 3102 WINDSOR RD STE D | AUSTIN | TX | 78703 | 382673743 | 501(c)(3) | $9,250 | GENERAL SUPPORT | |
| ARTHRITIS FOUNDATION CENTER | ||||||||
| 13492 RESEARCH BLVD STE 120 704 | AUSTIN | TX | 78750 | 382673743 | 501(c)(6) | $15,000 | GENERAL MEDICAL SUPPORT | |
| AUSTIN AREA HERITAGE COUNCIL | ||||||||
| PO BOX 81807 | AUSTIN | TX | 78708 | 742756263 | 501(c)(3) | $6,000 | GENERAL SUPPORT | |
| AUSTIN CLUBHOUSE | ||||||||
| 610 E 45TH ST | AUSTIN | TX | 78751 | 900505527 | 501(c)(3) | $10,000 | COMMUNITY SUPPORT | |
| AUSTIN COMMUNITY FOUNDATION | ||||||||
| 4315 GUADALUPE ST STE 300 | AUSTIN | TX | 787513644 | 741934031 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| AUSTIN PARTNERS IN EDUCATION | ||||||||
| 1601 RIO GRANDE ST 300A | AUSTIN | TX | 78701 | 382673743 | 501(c)(3) | $5,000 | HEALTH EDUCATION | |
| AUSTIN TRAVIS COUNTY INTEGRAL CARE | ||||||||
| 1430 COLLIER ST | AUSTIN | TX | 78704 | 741547909 | 501(c)(3) | $7,500 | GENERAL MEDICAL SUPPORT | |
| BARRIO COMPREHENSIVE FAMILY HEALTH CARE | ||||||||
| 3066 E COMMERECE | SAN ANTONIO | TX | 78220 | 382673743 | 501(c)(3) | $254,000 | ACCESS TO CARE | |
| BREAST CANCER RESOURCE CENTER | ||||||||
| 3006 MEDICAL ARTS ST | AUSTIN | TX | 78705 | 382673743 | 501(c)(3) | $5,000 | BREAST CANCER AWARENESS | |
| CAPITAL OF TEXAS PUBLIC TELEVISION | ||||||||
| 2504B WHITIS | AUSTIN | TX | 78713 | 382673743 | N/A | $9,000 | GENERAL SUPPORT | |
| CATHOLIC DIOCESE OF AUSTIN | ||||||||
| 6225 E HWY 290 | AUSTIN | TX | 78723 | 741542827 | 501(c)(3) | $75,000 | GENERAL SUPPORT | |
| CON MI MADRE | ||||||||
| 1 UNIVERSITY STATION | AUSTIN | TX | 78712 | 382673743 | 501(c)(3) | $6,900 | COLLEGE READINESS FOR YOUNG LATINO WOMEN | |
| FIESTA DE INDEPENDENCE | ||||||||
| 2211 S IH35 STE 410 | AUSTIN | TX | 78741 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| FOUNDATION COMMUNITIES | ||||||||
| 3036 S 1ST ST STE 200 | AUSTIN | TX | 78704 | 382673743 | 501(c)(3) | $105,000 | BEHAVIOR HEALTH | |
| GREENLIGHT FOR NONPROFIT | ||||||||
| 7703 N LAMAR BLVD STE 400 | AUSTIN | TX | 78752 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| HEALTH ALLIANCE FOR AUSTIN MUSICIANS | ||||||||
| 3010 SOUTH LAMAR BLVD | AUSTIN | TX | 787045853 | 800147620 | 501(c)(3) | $132,000 | GENERAL SUPPORT | |
| HEALTHSTART FOUNDATION | ||||||||
| 3710 CEDAR ST STE 228 | AUSTIN | TX | 78705 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| HEART GIFT FOUNDATION | ||||||||
| 8015 SHOAL CREEK BLVD STE 207 | AUSTIN | TX | 77875 | 742967809 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| HILL COUNTRY COMMUNITY | ||||||||
| 402 EAST JACKSON | BURNETT | TX | 78611 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| HOSPICE AUSTIN | ||||||||
| 4107 SPICEWOOD SPRINGS RD STE 100 | AUSTIN | TX | 787598645 | 742200596 | 501(c)(3) | $8,679 | GENERAL SUPPORT | |
| I LIVE HERE I GIVE HERE | ||||||||
| 98 SAN JACINTO BLVD STE 1200 | AUSTIN | TX | 78701 | 382673743 | 501(c)(3) | $7,500 | GENERAL SUPPORT | |
| ICUT FOUNDATION | ||||||||
| 400 W 15TH ST STE 850 | AUSTIN | TX | 787011647 | 382673743 | 501(c)(3) | $7,500 | GENERAL SUPPORT | |
| INTEGRATED CARE COLLABORATION | ||||||||
| 8627 N MOPAC EXPRESSWAY STE 300 | AUSTIN | TX | 787598362 | 311624871 | 501(c)(3) | $600,000 | COMMUNITY COLLABORATION | |
| INTERNATIONAL LEAGUE EPILEPSY | ||||||||
| 32 N MAIN STREET STE 301 | WEST HARTFORT | CT | 061172507 | 521298610 | 501(c)(3) | $20,000 | EPILEPSY AWARENESS | |
| JDRF INTERNATIONAL | ||||||||
| 8440 WOODFIELD CROSSING BLVD | INDIANAPOLIS | IN | 46240 | 231907729 | 501(c)(3) | $10,000 | JUVENILE DIABETES AWARENESS AND PREVENTION | STE 201 |
| LEADERSHIP AUSTIN | ||||||||
| 655 CRAIG RD | SAINT LOUIS | MO | 63141 | 742967463 | 501(c)(3) | $37,500 | DEVELOP LEADERS FOR CIVIC ENGAGEMENT AND IMPACT COMMUNITIES SERVED | |
| LEUKEMIA & LYMPHOMA SOCIETY | ||||||||
| 8001 CENTRE PARK DR STE 150 | AUSTIN | TX | 787545103 | 135644916 | 501(c)(3) | $7,500 | GENERAL SUPPORT | |
| LONE STAR CIRCLE OF CARE | ||||||||
| 1500 W UNIVERSITY AVE STE 103 | GEORGETOWN | TX | 78628 | 743001674 | 501(c)(3) | $438,000 | GENERAL SUPPORT | |
| MARCH OF DIMES FOUNDATION | ||||||||
| 11044 RESEARCH BLVD STE A-2100 | AUSTIN | TX | 78759 | 131846366 | 501(c)(3) | $40,000 | PREMATURE BIRTH PREVENTION | |
| MY HEALING PLACE | ||||||||
| 8401 SHOAL CREEK BLVD STE 102 | AUSTIN | TX | 78757 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| NAMI AUSTIN | ||||||||
| PO BOX 50434 | AUSTIN | TX | 78763 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| NATIONAL CATHOLIC BIOETHICS | ||||||||
| 6399 DREXEL RD | PHILADELPHIA | PA | 19151 | 042871526 | 501(c)(3) | $50,000 | GENERAL SUPPORT | |
| NBMBAA | ||||||||
| PO BOX 144822 | AUSTIN | TX | 787144822 | 421764021 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| REVOLUTION SOCCER CLUB | ||||||||
| PO BOX 1404 | PFLUGERVILLE | TX | 78691 | 382673743 | 501(c)(3) | $25,000 | GENERAL SUPPORT | |
| ROCK RIDE CENTER | ||||||||
| PO BOX 2422 | GEORGETOWN | TX | 78627 | 742917659 | 501(c)(3) | $15,000 | GENERAL SUPPORT | |
| RONALD MCDONALD HOUSE | ||||||||
| 1315 BARBARA JORDAN BLVD | AUSTIN | TX | 78723 | 382673743 | 501(c)(3) | $28,000 | GENERAL SUPPORT | |
| SAN JUAN DIEGO HIGH SCHOOL | ||||||||
| 800 HERNDON LN | AUSTIN | TX | 78750 | 382673743 | 501(c)(3) | $109,750 | INTERNSHIP PROGRAM | |
| SAN MARCOS HAYS COUNTY EMS INC | ||||||||
| 101 UHLAND RD STE 208 | SAN MARCOS | TX | 78666 | 742276859 | 501(c)(3) | $500,000 | GENERAL SUPPORT | |
| SANTA CRUZ CATHOLIC SCHOOL | ||||||||
| 1100 MAIN ST | BUDA | TX | 78610 | 260217637 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| ST MICHAEL CATHOLIC ACADEMY | ||||||||
| 93315 EVERGREEN WAY | AUSTIN | TX | 78737 | 742266181 | 501(c)(3) | $10,000 | GENERAL SUPPORT | |
| TEXANS STANDING TALL | ||||||||
| 2211 S IH-35 STE 201 | AUSTIN | TX | 78741 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| TEXAS MAMMA JAMMA RIDE INC | ||||||||
| PO BOX 302106 | AUSTIN | TX | 78703 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| TEXAS TECH UNIV HEALTH SCIENCES CNT | ||||||||
| 3601 4TH ST | LUBBOCK | TX | 79430 | 382673743 | 501(c)(6) | $50,000 | GENERAL SUPPORT | |
| THE JOHN PAUL II LIFE CENTER | ||||||||
| 1600 W 38TH ST | AUSTIN | TX | 78731 | 382673743 | 501(c)(3) | $50,880 | PRENATAL RESOURCES AND SUPPORT | |
| THE VILLAGE OF SAN MARCOS | ||||||||
| 1901 DUTTON DR STE E | SAN MARCOS | TX | 786667574 | 382673743 | 501(c)(3) | $5,000 | GENERAL SUPPORT | |
| YMCA OF GREATER WILLIAMSON COUNTY | ||||||||
| 1812 N MAYS ST | ROUND ROCK | TX | 78664 | 742206558 | 501(c)(3) | $12,800 | HEALTHY LIFESTYLES AND HEALTH PROMOTION | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 45 | Total501c3OrgCnt |
| Total Other Org | 3 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Nurse Scholarship | GrantTypeTxt |
| Recipient | 48 | RecipientCnt |
| Cash Grant | $144,000 | CashGrantAmt |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule I, Part III, Column (b) Estimated Number Of Recipients | Nurse Scholarship : 2015 Nurse Scholarship recipients |
| Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. | 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. |
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 (22 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 ROBERTSON | ||||||||||||||
| PRESIDENT AND CEO - SFOH | $538,244 | $0 | $418,796 | $0 | $85,683 | $0 | $17,225 | $0 | $5,296 | $0 | $1,065,243 | $0 | $0 | $0 |
| TRAVIS FROELICH | ||||||||||||||
| TRUSTEE (END 6/2016) | $0 | $0 | $56,396 | $0 | $279,815 | $0 | $0 | $0 | $5,711 | $0 | $341,921 | $0 | $0 | $0 |
| JAMES O LINDSEY MD | ||||||||||||||
| TRUSTEE (END 4/2016) /VP MED AFFAIRS | $0 | $0 | $0 | $0 | $216,137 | $0 | $0 | $0 | $5,622 | $0 | $221,759 | $0 | $0 | $0 |
| DOUGLAS D WAITE | ||||||||||||||
| FORMER OFFICER (END 6/2013) | $0 | $0 | $0 | $0 | $642,320 | $0 | $0 | $0 | $7,542 | $0 | $649,862 | $0 | $378,694 | $0 |
| PAULA CAMPBELL | ||||||||||||||
| FORMER OFFICER (END 5/2014) | $0 | $0 | $101,400 | $0 | $502,351 | $0 | $0 | $0 | $10,720 | $0 | $614,471 | $0 | $0 | $0 |
| JESUS GARZA | ||||||||||||||
| PRESIDENT & CEO SHF | $812,715 | $0 | $1,446,291 | $0 | $211,969 | $0 | $15,900 | $0 | $35,585 | $0 | $2,522,459 | $0 | $0 | $0 |
| ALAN STRAUSS | ||||||||||||||
| CFO (END 8/2015) | $572,725 | $0 | $826,689 | $0 | $167,956 | $0 | $14,575 | $0 | $34,196 | $0 | $1,616,141 | $0 | $0 | $0 |
| THOMAS E GALLAGHER | ||||||||||||||
| ACTING CFO | $602,527 | $0 | $715,487 | $0 | $129,384 | $0 | $17,225 | $0 | $37,195 | $0 | $1,501,818 | $0 | $0 | $0 |
| TIMOTHY LEE LAFREY | ||||||||||||||
| CSO-MINISTRY MKT TEXAS | $614,997 | $0 | $664,205 | $0 | $109,675 | $0 | $14,575 | $0 | $9,935 | $0 | $1,413,386 | $0 | $0 | $0 |
| JOHN BRINDLEY | ||||||||||||||
| PRESIDENT-MARKET DEVELOPMENT (END 7/31/2015) | $313,794 | $0 | $579,868 | $0 | $246,918 | $0 | $16,809 | $0 | $23,710 | $0 | $1,181,099 | $0 | $0 | $0 |
| GREGORY HARTMAN | ||||||||||||||
| CHIEF EXT & ACAD AFF OFCR-MINISTRY MKT TEXAS | $466,790 | $0 | $564,941 | $0 | $83,640 | $0 | $15,900 | $0 | $31,120 | $0 | $1,162,392 | $0 | $0 | $0 |
| KATHERINE HENDERSON | ||||||||||||||
| PRESIDENT - CENTRAL GROUP | $392,568 | $0 | $331,042 | $0 | $69,317 | $0 | $14,575 | $0 | $21,744 | $0 | $829,247 | $0 | $0 | $0 |
| PRATHIBHA VARKEY MD | ||||||||||||||
| PRES/CEO - SCEC | $417,903 | $0 | $308,913 | $0 | $56,486 | $0 | $13,250 | $0 | $9,980 | $0 | $806,532 | $0 | $0 | $0 |
| CHRISTANN VASQUEZ | ||||||||||||||
| PRESIDENT - UMCB/DSMCUT/SSC | $439,707 | $0 | $225,336 | $0 | $50,911 | $0 | $13,250 | $0 | $28,232 | $0 | $757,435 | $0 | $0 | $0 |
| SAMSON JESUDASS MD | ||||||||||||||
| CCO MINISTRY MARKET TEXAS | $194,722 | $0 | $427,502 | $0 | $68,503 | $0 | $9,378 | $0 | $11,731 | $0 | $711,836 | $0 | $0 | $0 |
| MARK SHEN MD | ||||||||||||||
| PRESIDENT - DCMCCT | $347,189 | $0 | $205,094 | $0 | $70,774 | $0 | $14,575 | $0 | $58,717 | $0 | $696,349 | $0 | $0 | $0 |
| TRENNIS L JONES | ||||||||||||||
| FORMER OFFICER (END 6/2014) | $0 | $0 | $92,273 | $0 | $478,040 | $0 | $0 | $0 | $831 | $0 | $571,144 | $0 | $0 | $0 |
| JOHN HELLERSTEDT MD | ||||||||||||||
| MD PEDIATRICS | $306,143 | $0 | $201,039 | $0 | $41,876 | $0 | $14,575 | $0 | $28,189 | $0 | $591,822 | $0 | $0 | $0 |
| CHRISTOPHER HARTLE | ||||||||||||||
| PRESIDENT - NORTH AND SOUTH GROUP | $428,363 | $0 | $384,974 | $0 | $64,790 | $0 | $17,225 | $0 | $26,930 | $0 | $922,283 | $0 | $0 | $0 |
| KENNETH GLADISH | ||||||||||||||
| PRESIDENT - SETON FOUNDATIONS | $373,452 | $0 | $333,946 | $0 | $65,402 | $0 | $7,950 | $0 | $20,535 | $0 | $801,284 | $0 | $0 | $0 |
| TERESA BURROFF | ||||||||||||||
| SR VP LEGAL | $364,331 | $0 | $321,882 | $0 | $55,148 | $0 | $14,575 | $0 | $6,837 | $0 | $762,773 | $0 | $0 | $0 |
| CAROL WRATTEN MD | ||||||||||||||
| CHIEF QUALITY OFFICER | $311,935 | $0 | $203,126 | $0 | $42,724 | $0 | $14,575 | $0 | $26,076 | $0 | $598,436 | $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 INDIVIDUALS RECEIVED SEVERANCE PAYMENTS FROM THE ORGANIZATION OR A RELATED ORGANIZATION DURING THE CALENDAR YEAR 2015: - PAULA CAMPBELL $507,000 - DOUGLAS WAITE $265,842 - JAMES LINDSEY $217,037 - JOHN BRINDLEY $170,301 - TRAVIS FROEHLICH $281,978 - TRENNIS JONES $461,365 |
| 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: - Douglas Waite $378,694 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (16 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 | Seton furthers this goal through delivery of inpatient services, ambulatory specialty services, care to the elderly and indigent, patient education, community health awareness programs, resident medical training and translational research. In addition to care delivery, navigation and support services for patients, Seton is working to innovate and redesign the healthcare delivery system, particularly for the poor and the vulnerable. Seton's concern for all human life and the dignity of each person leads the organization to provide medical services to people in the community irrespective of a patient's race, creed, national origin, economic status or ability to pay. Seton's community benefit contributions are described in detail to portray the full breadth and depth of the organization's commitment to the population it serves. Commitment to Providing Community Benefit Seton is a network of six general medical-surgical hospitals, a pediatric hospital, three rural hospitals, a mental health hospital, several strategically located outpatient service facilities, three primary community health care clinics targeted specifically for the uninsured with just over 1,761 licensed beds, and one home health agency, hospice and nursing home facility. Seton is the leading provider of healthcare services in Central Texas, serving an 11-county area of 1.9 million people, and seeks to improve the physical, mental, social and spiritual health status of its surrounding community. In addition to providing health care services to all individuals who require medical attention, Seton has developed an array of programs to help achieve its mission. Seton serves a disproportionate market share of Medicaid and self-pay patients. While the hospital system serves 42.4% of the total inpatient needs of the community, it also supports 52.3% of Medicaid patients and 54.6% of self-pay patients in our service area. Specifically: - Medicare reimburses for 38.1% of inpatient discharges in Central Texas. With an aging population, the percentage of patients covered by Medicare will continue to increase. - Medicaid reimburses for 16.5% of inpatient discharges in Central Texas, while commercial insurance covers 34.8% of discharges. Employer-sponsored insurance has declined over the last 10 years. - Self-pay and "other" is the payer for 10.7% of Central Texas resident discharges. While 18.9% of Central Texas' under-65 population is uninsured, many more are under-insured in programs that do not cover the costs of care. Community Investments 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 works to 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. In fiscal years 2014, 2015 and 2016, 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. Accomplishments: 1. The CCC is addressing many of the issues raised by the community during creation of the Travis County CHNA regarding uninsured, low-income individuals, such as expanding patient navigation services and improving health management which has more fully integrated care and has improved access and increased efficiency in the system of care For example, increased annual primary care and dental care appointment capacity by 50,000 and 7,000, respectively since 2013. 2. The CCC is committed to transforming health care delivery by focusing on the needs of patients, including prevention of illness and management of chronic diseases-resulting in demonstrably improved health outcomes and overall population health. For example, from 2013-2016 the percentage of patients who identified as tobacco users who received tobacco cessation counseling intervention increased from 79% to 98%, which put us in the 90th percentile High Performance Level for this measure. In addition the percentage of diabetic patients who received a nephropathy screening test or had evidence of nephropathy during the measurement year were in the 90th percentile at 90% and 88% respectively. In 2017, the CCC plans 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 | Dell Medical School & Dell Seton Medical Center at the University of Texas 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. Delivery System Reform Incentive Payments (DSRIP) Since 2012, Seton has operated 20 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 or 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 20 Seton-led DSRIPs, four focus on pediatric populations and 19 of the 20 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. |
| 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 (F/K/A SETON HEALTHCARE FAMILY), 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 (F/K/A Seton Healthcare Family). |
| 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 (f/k/a Seton Healthcare Family), 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 | Powers subject to approval by our single corporate member, Ascension Texas (f/k/a Seton Healthcare Family), include: 1) The formation or acquisition of legal entities for which Ascension Texas (f/k/a Seton Healthcare Family) will serve as the sole or controlling entity, and subject to canonical requirements, approve the sale, transfer or substantial change in use of all or substantially all of the assets of the Corporation or the divesture, dissolution, closure, merger, consolidation, change in corporate membership or corporate reorganization of the Corporation, 2) Changes to the governing documents, if changes are inconsistent with the System requirements for governing documents, 3) Appoint, upon recommendation of the board of the Corporation, or remove, with or without cause, the members of the Board of Trustees of the Corporation, 4) The transfer of assets and the reallocation of debt among the Corporation and other Health Ministries in accordance with system policies, in consultation with the corporate board, and 5) Approve the incurrence of debt of the Corporation in accordance with System policies. |
| Form 990, Part VI, Line 11b Review of form 990 by governing body | Management works diligently to complete the Form 990 in a thorough manner. Due to timing and changes in organizational roles and responsibilities, leadership reviewed the return in lieu of the return being provided to the full board. |
| Form 990, Part VI, Line 12c Conflict of interest policy | The Organization has adopted the Conflict of Interest Policy of Ascension Texas (f/k/a Seton Healthcare Family). The Corporate Responsibility Officer's (CRO) delegate will prepare a summary of the Conflict of Interest Disclosure Statements and submit it to the CRO for review. The CRO will submit a written report to the applicable Board or Board Committee on the results. Procedures for Addressing the Conflict of Interest: (1) An individual with a Conflict of Interest may make a presentation at the meeting of the Board of Trustees or Committee of the Board, but after such presentation, he or she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement that results in the conflict of Interest. (2) If deemed appropriate or advisable, the Chair of the Board or Committee of the Board, as the case may be, may appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. (3) After exercising due diligence, the Board of Trustees or Committee of the Board shall determine whether the Corporation can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a Conflict of Interest. (4) If a more advantageous transaction or arrangement is not reasonably attainable under circumstances that would not give rise to a Conflict of Interest, the Board of Trustees or Committee of the Board shall determine by a majority vote of the disinterested directors or members, as the case may be, whether the transaction or arrangement is in the Corporation's best interest and for its own benefit, and whether the transaction is fair and reasonable to the Corporation; and thereafter, the Board of Trustees or Committee of the Board shall decide whether to enter into the proposed transaction or arrangement in conformity with such determinations. |
| 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 | Lab Services Revenue - Total Revenue: 703588, Related or Exempt Function Revenue: , Unrelated Business Revenue: 703588, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Other Misc Revenue - Total Revenue: 3254310, Related or Exempt Function Revenue: 3270942, Unrelated Business Revenue: -16632, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; |
| Form 990, Part VIII, Line 11d Other Miscellaneous Revenue | Gift Shop Revenue - Total Revenue: 1671836, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 1671836; Parking - Total Revenue: 1829954, Related or Exempt Function Revenue: , Unrelated Business Revenue: 173266, Revenue Excluded from Tax Under Sections 512, 513, or 514: 1656688; Misc Other Revenue - Total Revenue: 31306194, Related or Exempt Function Revenue: 31306194, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; |
| Form 990, Part IX, Line 11g Other Fees | PHYSICIAN CONTRACTED SERVICES - Total Expense: 70044876, Program Service Expense: 53449314, Management and General Expenses: 16595562, Fundraising Expenses: ; PHYSICIAN FEES IC - Total Expense: 56456530, Program Service Expense: 43080422, Management and General Expenses: 13376108, Fundraising Expenses: ; PHYSICIAN SERVICES ON CALL - Total Expense: 16101242, Program Service Expense: 12286414, Management and General Expenses: 3814828, Fundraising Expenses: ; CONSULTING FEES - Total Expense: 19718700, Program Service Expense: 15046796, Management and General Expenses: 4671904, Fundraising Expenses: ; OTHER PROFESSIONAL FEES - Total Expense: 16953363, Program Service Expense: 13283863, Management and General Expenses: 3669500, Fundraising Expenses: ; |
| Form 990, Part XI, Line 9 Other changes in net assets or fund balances | Deferred Pension Costs - -30217140; Unrestricted Released from Restriction - -10986209; Income from Unconsolidated Subsidiaries - 5645372; Temp Restricted Released from Restriction - -7235592; Investment in Unconsolidated Subsidiaries - Beginning Balance - 41001333; Investment in Unconsolidated Subsidiaries - Ending Balance - -39622207; |
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 | COMMERCIAL BUILDING ASSOCIATION | PrimaryActivitiesTxt |
| Legal Domicile State | TX | LegalDomicileStateCd |
| Total Income | $74,381 | TotalIncomeAmt |
| End Of Year Assets | $5,263 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | SETON HEALTHCARE FAMILY | BusinessNameLine1Txt |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (30 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 | STLOUIS | MO | 63145 | 453358926 | NATIONAL HEALTH SYSTEM | MO | 501(c)(3 | Type I | NA | false | |
| ASCENSION HEALTH | |||||||||||
| PO BOX 45998 | STLOUIS | MO | 63145 | 311662309 | NATIONAL HEALTH SYSTEM | MO | 501(c)(3 | Type I | ASCENSION HEALTH ALLIANCE | false | |
| ASCENSION TEXAS (FKA SETON HEALTHCARE FAMILY) | |||||||||||
| 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 | 9 | 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 (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP (FKA SETONUT SOUTHW | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742869762 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON FAMILY OF HOSPITALS | Yes (true) | ESTERN UNIVERSITY PHYSICIANS GROUP) |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 262908163 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | 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 | 9 | 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 | 9 | 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 (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| SETON MEDICAL GROUP | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742861106 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | 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 (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| THE SETON COVE INC | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742727509 | SPIRITUALITY CENTER | TX | 501(c)(3 | Type I | ASCENSION TEXAS (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| 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 (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| TRI-COUNTY CLINICAL | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 264562712 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SETON FAMILY OF PHYSICIANS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 264562522 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 742800601 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON CLINICAL ENTERPRISE CORPORATION | 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) | ||
| PEDIATRIC SURGICAL SUBSPECIALISTS | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 208957311 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | 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 | 9 | SETON FAMILY OF HOSPITALS | Yes (true) | |
| SETON ENT | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 273220659 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| HEALTHCARE COLLABORATIVE | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 273220767 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | Type I | 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 (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| SETON INSURANCE SERVICES CORPORATION | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 454364813 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | Type I | ASCENSION TEXAS (FKA SETON HEALTHCARE FAMILY) | Yes (true) | |
| CHILDREN'S BONE JOINT & SPINE CENTER | |||||||||||
| 1345 PHILOMENA STREET | AUSTIN | TX | 78723 | 452499113 | DELIVERY OF HEALTH CARE SERVICES | TX | 501(c)(3 | 9 | SETON CLINICAL ENTERPRISE CORPORATION | Yes (true) | |
| PROVIDENCE HEALTH SERVICES OF WACO | |||||||||||
| 6901 MEDICAL PKWY | WACO | TX | 76712 | 741109636 | HEALTHCARE SERVICES | TX | 501(c)(3 | 3 | ASCENSION HEALTH | false | |
| 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) | |
| PROVIDENCE HEALTH ALLIANCE | |||||||||||
| 6901 MEDICAL PKWY | WACO | TX | 76712 | 742696970 | PHYSICIAN PRACTICES | TX | 501(c)(3 | 3 | 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 |
| Sharing Of Facilities | false | SharingOfFacilitiesInd |
| Paid Employees Sharing | false | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | false | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (true) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (true) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (52 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| CMC FOUNDATION OF CENTRAL TEXAS | ||
| C | $7,455,855 | ACTUAL AMOUNT PAID |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | ||
| C | $9,971,504 | ACTUAL AMOUNT PAID |
| SETON HAYS FOUNDATION | ||
| C | $788,690 | ACTUAL AMOUNT PAID |
| SETON WILLIAMSON FOUNDATION | ||
| C | $1,061,763 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| J | $124,060 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| J | $105,600 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| J | $160,256 | ACTUAL AMOUNT PAID |
| ADULT INPATIENT MEDICAL SERVICES | ||
| L | $19,748,733 | ACTUAL AMOUNT PAID |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | ||
| L | $265,070 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| L | $1,104,795 | ACTUAL AMOUNT PAID |
| PEDIATRIC CRITICAL CARE ASSOCIATES | ||
| L | $1,693,129 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| L | $1,346,908 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PEDIATRIC SURGEONS | ||
| L | $3,209,495 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| L | $4,873,080 | ACTUAL AMOUNT PAID |
| SETON HEALTH PLAN INC | ||
| L | $1,724,100 | ACTUAL AMOUNT PAID |
| SETON MEDICAL GROUP | ||
| L | $7,600,699 | ACTUAL AMOUNT PAID |
| SETON PHYSICIAN HOSPITAL NETWORK | ||
| L | $352,596 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| L | $16,731,932 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| L | $3,076,418 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| L | $2,497,435 | ACTUAL AMOUNT PAID |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | ||
| M | $168,750 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| M | $469,398 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| M | $801,006 | ACTUAL AMOUNT PAID |
| SETON ENT | ||
| M | $297,524 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PHYSICIANS | ||
| M | $1,501,354 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| M | $2,798,691 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| M | $1,468,196 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| M | $2,421,664 | ACTUAL AMOUNT PAID |
| TRI-COUNTY CLINICAL | ||
| P | $11,353,748 | ACTUAL AMOUNT PAID |
| TWENTY-SIX DOORS INC | ||
| K | $401,782 | ACTUAL AMOUNT PAID |
| SETON MEDICAL GROUP | ||
| P | $208,111 | ACTUAL AMOUNT PAID |
| PEDIATRIC CRITICAL CARE ASSOCIATES | ||
| P | $98,433 | ACTUAL AMOUNT PAID |
| SETONUT DELL MEDICAL SCHOOL UNIVERSITY PHYSICIANS GROUP | ||
| P | $6,856,501 | ACTUAL AMOUNT PAID |
| PEDIATRIC SURGICAL SUBSPECIALISTS | ||
| P | $4,015,063 | ACTUAL AMOUNT PAID |
| AUSTIN CHILDREN'S CHEST ASSOCIATES II | ||
| P | $672,916 | ACTUAL AMOUNT PAID |
| INSTITUTE OF RECONSTRUCTIVE PLASTIC SURGERY OF CENTRAL TEXAS | ||
| P | $978,511 | ACTUAL AMOUNT PAID |
| SETEON FAMILY OF PHYSICIANS | ||
| P | $7,907,408 | ACTUAL AMOUNT PAID |
| SETON FAMILY OF PEDIATRIC SURGEONS | ||
| P | $7,297,783 | ACTUAL AMOUNT PAID |
| SETON FUND OF THE DAUGHTERS OF CHARITY OF ST VINCENT DE PAUL INC | ||
| P | $978,139 | ACTUAL AMOUNT PAID |
| CMC FOUNDATION OF CENTRAL TEXAS | ||
| P | $1,634,691 | ACTUAL AMOUNT PAID |
| SETON WILLIAMSON FOUNDATION | ||
| P | $234,666 | ACTUAL AMOUNT PAID |
| SETON HAYS FOUNDATION | ||
| P | $128,568 | ACTUAL AMOUNT PAID |
| SPECIALLY FOR CHILDREN-CHILDREN'S HOSPITAL SUBSPECIALISTS OF CENTRAL TEXAS | ||
| P | $4,744,124 | ACTUAL AMOUNT PAID |
| THE SETON COVE | ||
| P | $236,050 | ACTUAL AMOUNT PAID |
| SETON ENT | ||
| P | $693,475 | ACTUAL AMOUNT PAID |
| ADULT INPATIENT MEDICAL SERVICES | ||
| P | $10,081,087 | ACTUAL AMOUNT PAID |
| HEALTHCARE COLLABORATIVE | ||
| P | $1,066,238 | ACTUAL AMOUNT PAID |
| SETON HEALTH PLAN INC | ||
| P | $6,541,979 | ACTUAL AMOUNT PAID |
| SETON HEALTH ALLIANCE | ||
| P | $51,917 | ACTUAL AMOUNT PAID |
| SETON INSURANCE COMPANY | ||
| P | $335,068 | ACTUAL AMOUNT PAID |
| SETON PHYSICIAN HOSPITAL NETWORK | ||
| P | $64,659 | ACTUAL AMOUNT PAID |
| SETON ACCOUNTABLE CARE ORGANIZATION | ||
| P | $10,012,785 | ACTUAL AMOUNT PAID |