ASCENSION SETON: Form 990, tax year 2013
View the entire original 990 at ProPublica ↗
- Organization
- ASCENSION SETON (EIN 74-1109643)
- Tax period
- 2013-07-01 to 2014-06-30
- Filed
- 2015-06-11
- IRS object ID
- 201521629349300512
- Schema version
- 2013v4.0
- 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 | 2015-06-11T09:06:03-05:00 | ReturnTs |
| Tax Period End | 2014-06-30 | 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 | BusinessNameLine1 |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 250 East Fifth Suite 1900 | AddressLine1 |
| City | Cincinnati | City |
| State | OH | State |
| ZIP Code | 45202 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2013-07-01 | 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 | BusinessNameLine1 |
| 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 | AddressLine1 |
| City | Austin | City |
| State | TX | State |
| ZIP Code | 78723 | ZIPCode |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Alan Strauss | PersonNm |
| Person Title | CFO | PersonTitleTxt |
| Phone | 5123241000 | PhoneNum |
| Signature | 2015-06-11 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Rebecca Lyons | PreparerPersonNm |
| PTIN | P01487105 | PTIN |
| Phone | 5137847100 | PhoneNum |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2013 | TaxYr |
| Build TS | 2016-02-25 16:41:14Z | BuildTS |
Form 990 IRS990
Doing Business As Name DoingBusinessAsName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Seton Healthcare Network | BusinessNameLine1 |
| Business Name Line2 | Seton Healthcare Associates | BusinessNameLine2 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Alan Strauss | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1 |
| City | Austin | City |
| State | TX | State |
| ZIP Code | 78723 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,851,820,952 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | 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 | 13 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 8 | VotingMembersIndependentCnt |
| Total Employee | 12615 | TotalEmployeeCnt |
| Total Volunteers | 2000 | TotalVolunteersCnt |
| Total Gross UBI | $1,382,531 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | -$325,534 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $28,698,965 | PYContributionsGrantsAmt |
| CY Contributions Grants | $21,986,649 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $1,616,054,240 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $1,690,378,342 | CYProgramServiceRevenueAmt |
| PY Investment Income | $42,672,646 | PYInvestmentIncomeAmt |
| CY Investment Income | $39,742,399 | CYInvestmentIncomeAmt |
| PY Other Revenue | $62,286,433 | PYOtherRevenueAmt |
| CY Other Revenue | $89,210,009 | CYOtherRevenueAmt |
| PY Total Revenue | $1,749,712,284 | PYTotalRevenueAmt |
| CY Total Revenue | $1,841,317,399 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $13,031,736 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $9,617,016 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $710,028,318 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $734,356,411 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $748,439,786 | PYOtherExpensesAmt |
| CY Other Expenses | $816,279,824 | CYOtherExpensesAmt |
| PY Total Expenses | $1,471,499,840 | PYTotalExpensesAmt |
| CY Total Expenses | $1,560,253,251 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $278,212,444 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $281,064,148 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,681,384,363 | TotalAssetsBOYAmt |
| Total Assets EOY | $2,875,604,866 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $767,791,950 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $703,601,338 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,913,592,413 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $2,172,003,528 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| 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 | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $1,394,453,059 | ExpenseAmt |
| Grant | $9,617,016 | GrantAmt |
| Revenue | $1,768,642,889 | RevenueAmt |
| Desc | As the leading provider of health services in Central Texas (an 11-county region), 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 psychiatric hospital, the only heart transplant center and the only University of Texas Medical Residency Programs. | Desc |
| Total Program Service Expenses | $1,394,453,059 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | 0 | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (1) | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | 0 | TaxExemptBondsInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | 0 | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | 0 | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 0 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Employee | 12615 | EmployeeCnt |
| Employment Tax Returns Filed | 0 | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | 0 | UnrelatedBusIncmOverLimitInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | Yes (1) | QuidProQuoContributionsInd |
| Quid Pro Quo Contri Discl | Yes (1) | QuidProQuoContriDisclInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 13 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 8 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | 0 | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | 0 | CompensationProcessCEOInd |
| Compensation Process Other | 0 | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Alan Strauss | BusinessNameLine1 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 5123241000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1 |
| City | Austin | City |
| State | TX | State |
| ZIP Code | 78723 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (24 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Tom McHorse MD | ||||||||||
| Chairman | 1.00 | 0.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| Chris Ziebell MD | ||||||||||
| Vice Chairman | 1.00 | 0.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| Leo Dunn | ||||||||||
| Secretary | 1.00 | 0.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| Charles J Barnett | ||||||||||
| Board Member | 45.00 | 0.00 | Yes (X) | $3,192,950 | $0 | $28,235 | ||||
| Joyce Batcheller End 913 | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $857,103 | $0 | $17,241 | ||||
| Sr Helen Brewer DC | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | ||||
| Dr Chad Dieterichs | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | ||||
| Ed Dorn | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | ||||
| Jesus Garza | ||||||||||
| President & CEO SHF/Board Member | 45.00 | 5.00 | Yes (X) | $1,968,063 | $0 | $25,370 | ||||
| Timothy George MD | ||||||||||
| Board Member | 5.00 | 45.00 | Yes (X) | $0 | $1,915,507 | $20,220 | ||||
| James O Lindsey MD | ||||||||||
| Bd Mmbr/VP Med Affairs | 45.00 | 5.00 | Yes (X) | $611,270 | $0 | $19,122 | ||||
| Ian Turpin | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | ||||
| Sister Joanne Vasa | ||||||||||
| Board Member | 1.00 | 0.00 | Yes (X) | $0 | $0 | $0 | ||||
| Thomas Gallagher | ||||||||||
| Interim CFO/Board Member | 5.00 | 45.00 | Yes (X) | Yes (X) | $1,212,415 | $0 | $20,900 | |||
| Paula Campbell End 514 | ||||||||||
| CFO | 45.00 | 0.00 | Yes (X) | $545,653 | $0 | $19,860 | ||||
| John Brindley | ||||||||||
| Pres. & CEO SMCA & SSC | 45.00 | 0.00 | $950,887 | $0 | $23,723 | Yes (X) | ||||
| Gregory Hartman | ||||||||||
| Pres. & CEO UMB/CEC/CAMP | 45.00 | 0.00 | $877,453 | $0 | $22,177 | Yes (X) | ||||
| Robert Bonar Jr MD | ||||||||||
| President & CEO - SFH/Dell | 45.00 | 0.00 | $1,109,357 | $0 | $17,750 | Yes (X) | ||||
| Mark Hazelwood | ||||||||||
| Pres. & CEO North Market/Facilities | 45.00 | 0.00 | $1,136,642 | $0 | $10,199 | Yes (X) | ||||
| Christopher Hartle | ||||||||||
| Sr. VP Managed Care | 45.00 | 0.00 | $593,760 | $0 | $22,273 | Yes (X) | ||||
| Timothy Lee LaFrey | ||||||||||
| Chief Operations Officer | 45.00 | 0.00 | $567,661 | $0 | $9,677 | Yes (X) | ||||
| Trennis Jones | ||||||||||
| Sr. VP/Chief Admin. Officer | 45.00 | 0.00 | $647,010 | $0 | $14,791 | Yes (X) | ||||
| Gerald Hill End 611 | ||||||||||
| Former Sr. VP Advocacy | 0.00 | 0.00 | $0 | $305,383 | $17,919 | Yes (X) | ||||
| Douglas D Waite End 613 | ||||||||||
| Former Sr. VP/CFO | 0.00 | 0.00 | $714,844 | $0 | $20,889 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $14,985,068 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $2,220,890 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $310,346 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 520 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
| Cntrct Rcvd Greater Than100 K | 0 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $18,114,475 | RelatedOrganizationsAmt |
| Government Grants | $1,312,778 | GovernmentGrantsAmt |
| All Other Contributions | $2,559,396 | AllOtherContributionsAmt |
| Total Contributions | $21,986,649 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (4 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Net Patient Revenue | 621400 | $1,688,715,908 | $1,688,715,908 | |
| Lab Services Rev. | 900099 | $1,170,704 | $1,170,704 | |
| Svc. Fees Contractual | 900099 | $417,243 | $417,243 | |
| Program Revenue | 900099 | $74,487 | $74,487 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $1,690,378,342 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $39,302,087 | TotalRevenueColumnAmt |
| Exclusion | $39,302,087 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,418,106 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $152,956 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,265,150 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,265,150 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $205,747 | UnrelatedBusinessRevenueAmt |
| Exclusion | $2,059,403 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $440,312 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $0 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $440,312 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $440,312 | TotalRevenueColumnAmt |
| Exclusion | $440,312 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Gross Income | $0 | FundraisingGrossIncomeAmt |
| Fundraising Direct Expenses | $9,287,861 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$9,287,861 | TotalRevenueColumnAmt |
| Exclusion | -$9,287,861 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $1,706,540 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $1,062,736 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $643,804 | TotalRevenueColumnAmt |
| Exclusion | $643,804 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | ExclusionExclusionAmt |
|---|---|---|---|
| Cafeteria Revenue | 611430 | $4,885,355 | $4,885,355 |
| Additional Fees | 900099 | $4,555,013 | $4,555,013 |
| Auxiliary Revenue | 900099 | $3,567,395 | $3,567,395 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $82,581,153 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $79,435,251 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $6,080 | UnrelatedBusinessRevenueAmt |
| Exclusion | $3,139,822 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $95,588,916 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,841,317,399 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $1,768,642,889 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $1,382,531 | UnrelatedBusinessRevenueAmt |
| Exclusion | $49,305,330 | 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 | $9,545,016 | TotalAmt |
| Program Services | $9,545,016 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $72,000 | TotalAmt |
| Program Services | $72,000 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,128,154 | TotalAmt |
| Program Services | $10,265,409 | ProgramServicesAmt |
| Management And General | $862,745 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $576,740,050 | TotalAmt |
| Program Services | $532,026,468 | ProgramServicesAmt |
| Management And General | $44,713,582 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $104,077,114 | TotalAmt |
| Program Services | $100,486,287 | ProgramServicesAmt |
| Management And General | $3,590,827 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $42,411,093 | TotalAmt |
| Program Services | $39,730,339 | ProgramServicesAmt |
| Management And General | $2,680,754 | ManagementAndGeneralAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $158,816,540 | TotalAmt |
| Program Services | $139,806,200 | ProgramServicesAmt |
| Management And General | $19,010,340 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,743,396 | TotalAmt |
| Program Services | $11,599 | ProgramServicesAmt |
| Management And General | $1,731,797 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,195,492 | TotalAmt |
| Program Services | $2,195,492 | ProgramServicesAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $157,276,360 | TotalAmt |
| Program Services | $138,452,774 | ProgramServicesAmt |
| Management And General | $18,823,586 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,040,406 | TotalAmt |
| Program Services | $1,401,084 | ProgramServicesAmt |
| Management And General | $4,639,322 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $25,823,999 | TotalAmt |
| Program Services | $23,040,174 | ProgramServicesAmt |
| Management And General | $2,783,825 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,514,003 | TotalAmt |
| Program Services | $1,418,470 | ProgramServicesAmt |
| Management And General | $95,533 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $45,919,074 | TotalAmt |
| Program Services | $43,021,580 | ProgramServicesAmt |
| Management And General | $2,897,494 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $919,738 | TotalAmt |
| Program Services | $615,326 | ProgramServicesAmt |
| Management And General | $304,412 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,517,937 | TotalAmt |
| Program Services | $3,295,955 | ProgramServicesAmt |
| Management And General | $221,982 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,939,145 | TotalAmt |
| Program Services | $11,185,785 | ProgramServicesAmt |
| Management And General | $753,360 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,261,174 | TotalAmt |
| Program Services | $65,803,370 | ProgramServicesAmt |
| Management And General | $4,457,804 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,567,308 | TotalAmt |
| Program Services | $3,342,165 | ProgramServicesAmt |
| Management And General | $225,143 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $219,159,870 | $195,534,436 | $23,625,434 |
| Restructuring | $28,385,944 | $28,385,944 | |
| Service Fees | $16,845,950 | $16,845,950 | |
| UBI Tax | $1,864,029 | $1,864,029 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $60,489,459 | TotalAmt |
| Program Services | $54,493,151 | ProgramServicesAmt |
| Management And General | $5,996,308 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,560,253,251 | TotalAmt |
| Program Services | $1,394,453,059 | ProgramServicesAmt |
| Management And General | $165,800,192 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,563,484 | BOYAmt |
| EOY | $2,182,813 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $216,311,016 | BOYAmt |
| EOY | $255,004,561 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $22,040,772 | BOYAmt |
| EOY | $29,334,157 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,614,505 | BOYAmt |
| EOY | $6,792,023 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $1,481,892,796 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $680,063,116 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $811,128,769 | BOYAmt |
| EOY | $801,829,680 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,769,096 | BOYAmt |
| EOY | $12,788,261 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $23,746,997 | BOYAmt |
| EOY | $27,233,483 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,590,209,724 | BOYAmt |
| EOY | $1,740,439,888 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,681,384,363 | BOYAmt |
| EOY | $2,875,604,866 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $211,284,981 | BOYAmt |
| EOY | $180,217,048 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $470,765 | BOYAmt |
| EOY | $1,459,303 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,528,995 | BOYAmt |
| EOY | $6,224,293 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $550,507,209 | BOYAmt |
| EOY | $515,700,694 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $767,791,950 | BOYAmt |
| EOY | $703,601,338 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,901,823,317 | BOYAmt |
| EOY | $2,159,215,267 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,769,096 | BOYAmt |
| EOY | $12,788,261 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,913,592,413 | BOYAmt |
| EOY | $2,172,003,528 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,681,384,363 | BOYAmt |
| EOY | $2,875,604,866 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $281,064,148 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $67,570,147 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$90,223,180 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | 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 | 0 | VolunteersInd |
| Paid Staff Or Management | Yes (1) | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | Yes (1) | MailingsMembersInd |
| Mailings Members | $33,046 | MailingsMembersAmt |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | Yes (1) | GrantsOtherOrganizationsInd |
| Grants Other Organizations | $120,106 | GrantsOtherOrganizationsAmt |
| Direct Contact Legislators | Yes (1) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $243,045 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | 0 | OtherActivitiesInd |
| Total Lobbying Expenditures | $396,197 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | 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 campaign. 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 $243,045 for FY14. Additional lobbying expenses of $153,152 represent the portion of dues paid to national and state hospital associations that are specifically allocable to lobbying. | ExplanationTxt |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| 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 | $96,234,274 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| 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 Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| 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 |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $59,338,696 | BeginningYearBalanceAmt |
| Contributions | $3,198,570 | ContributionsAmt |
| Investment Earnings Or Losses | $9,485,599 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $2,862,548 | OtherExpendituresAmt |
| End Year Balance | $69,160,317 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $53,503,307 | BeginningYearBalanceAmt |
| Contributions | $1,773,005 | ContributionsAmt |
| Investment Earnings Or Losses | $6,092,747 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $2,030,363 | OtherExpendituresAmt |
| End Year Balance | $59,338,696 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.13470 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.86530 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.00000 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | 0 | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (1) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (1) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $49,096,312 | OtherCostOrOtherBasisAmt |
| Book Value | $49,096,312 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $874,314,410 | OtherCostOrOtherBasisAmt |
| Depreciation | $311,437,735 | DepreciationAmt |
| Book Value | $562,876,675 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $38,337,342 | OtherCostOrOtherBasisAmt |
| Depreciation | $28,101,843 | DepreciationAmt |
| Book Value | $10,235,499 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $429,628,428 | OtherCostOrOtherBasisAmt |
| Depreciation | $340,523,538 | DepreciationAmt |
| Book Value | $89,104,890 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $90,516,304 | OtherCostOrOtherBasisAmt |
| Book Value | $90,516,304 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $801,829,680 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (7 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Interest in Investments Held by Ascension Health | $1,033,033,132 |
| Due from Network | $573,326,403 |
| Investments in UnConsol Entities | $25,653,457 |
| AH Deferred Compensation Asset | $22,249,049 |
| Other Receivables | $79,837,473 |
| Other Assets | $5,243,764 |
| Physician Asset Guarantee | $1,096,610 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $1,740,439,888 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (3 entries)
| DescDesc | AmtAmt |
|---|---|
| Intercompany Debt with Ascension Health Alliance | $358,754,497 |
| Other Liabilities | $149,591,050 |
| A/R Credit Balance | $7,355,147 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $515,700,694 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 4: | 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, the Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. and the Children's Medical Center 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. |
| Part X, Line 2: | This Organization is included in the consolidated financial statements prepared for Seton Healthcare Family for the fiscal year ending June 30, 2014. The following ASC 740 disclosure is included in the audited financial statements: 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 position was reported for this Organization. |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
| Percent100 | Yes (X) | Percent100Ind |
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 375.000000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $178,754,693 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $16,961,147 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $161,793,546 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.10370 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $260,620,659 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $183,953,600 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $76,667,059 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04910 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $439,375,352 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $200,914,747 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $238,460,605 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.15280 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,536,762 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $340,095 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,196,667 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,225,202 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $5,522,837 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,702,365 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00170 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $363,823,973 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $305,873,827 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $57,950,146 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03710 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,579,111 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $8,579,111 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00550 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $382,165,048 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $311,736,759 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $70,428,289 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04510 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $821,540,400 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $512,651,506 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $308,888,894 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.19790 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $9,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $9,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,500,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $1,500,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00100 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $15,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $15,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $5,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $12,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $12,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $14,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $14,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $14,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $14,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $10,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $10,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,579,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $1,579,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00100 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | 0 | BadDebtExpenseReportedInd |
| Bad Debt Expense | $221,459,222 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $39,171,163 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $183,361,820 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $283,977,653 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$100,615,833 | 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 (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp (4 entries)
| Primary ActivitiesPrimaryActivitiesTxt | Org Profit Or OwnershipOrgProfitOrOwnershipPct | Physicians Profit Or OwnershipPhysiciansProfitOrOwnershipPct |
|---|---|---|
| 1 Austin Cyberknife LLC | ||
| Management Services | 0.20000 | 0.20000 |
| 2 Cedar Park Health System LP | ||
| Outpatient Surgery Center | 0.20000 | 0.20000 |
| 3 Strictly Pediatrics Surgery Center of Central Texas LLC | ||
| Pediatric ambulatory surgery center | 0.25770 | 0.25900 |
| 4 CTRH LLC | ||
| Outpatient Clinic | 0.20000 | 0.20000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 14 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (14 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | 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 Ctr 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 Med Ctr of Central TX | ||||||||||||||
| 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 | 1490 E Whitestone Blvd | Cedar Park | TX | 78613 | www.seton.net | 008583 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Central Texas Rehabilitation Hospital | ||||||||||||||
| 12 | 1201 West 38th Street | Austin | TX | 78705 | 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 | 800 East Highway 71 | Smithville | TX | 78957 | www.seton.net | 100103 | Yes (X) | Yes (X) | Yes (X) | B | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (3 entries)
| FacilityFacilityNum | 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 Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Rpt Available Upon RequestRptAvailableUponRequestInd | Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd | Adopt Implementation StrategyAdoptImplementationStrategyInd | Exec Implementation StrategyExecImplementationStrategyInd | Develop Community Wide PlanDevelopCommunityWidePlanInd | Include Operational PlanIncludeOperationalPlanInd | Adopt BudgetAdoptBudgetInd | Prioritize Health NeedsPrioritizeHealthNeedsInd | Prioritize ServicesPrioritizeServicesInd | All Needs AddressedAllNeedsAddressedInd | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Used Deter Elig Free CareFPGUsedDeterEligFreeCareInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Used Determ Elig Dscnt CareFPGUsedDetermEligDscntCareInd | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Explained BasisExplainedBasisInd | Income LevelIncomeLevelInd | Asset LevelAssetLevelInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Seton Shoal Creek Hospital | |||||||||||||||||||||||||||||||||||||||||||||||
| 8 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 0 | 0 | Yes (1) | Yes (1) | 100.000000000000 | Yes (1) | 375.000000000000 | Yes (1) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
| Facility Reporting Group - A | |||||||||||||||||||||||||||||||||||||||||||||||
| Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (1) | Yes (1) | 100.000000000000 | Yes (1) | 375.000000000000 | Yes (1) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| Facility Reporting Group - B | |||||||||||||||||||||||||||||||||||||||||||||||
| Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (1) | Yes (1) | 100.000000000000 | Yes (1) | 375.000000000000 | Yes (1) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
Supplemental Information SupplementalInformationGrp (71 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Seton Shoal Creek Hospital | Part V, Section B, Line 3: From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Seton Shoal Creek Hospital | Part V, Section B, Line 4: The CHNA was conducted with the following other organizations:- City of Austin- County of Travis- Central Health- St. David's Foundation- UT Health |
| Seton Shoal Creek Hospital | Part V, Section B, Line 5d: The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Seton Shoal Creek Hospital | Part V, Section B, Line 7: Description of Needs not Met:Given the behavioral health and substance abuse scope and mission of SSC, obesity and chronic disease treatment fall outside the realm of the hospitals direct service capabilities. While SSC does not have programs directly focused on these areas of need, SSC does participate in many collaborative efforts to provide behavioral health services as part of a multidisciplinary approach to obesity and chronic disease treatment including oncology. |
| Seton Shoal Creek Hospital | Part V, Section B, Line 14g: 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Seton Shoal Creek Hospital | Part V, Section B, Line 20d: Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: Seton Medical Center Austin, - Facility 2: University Medical Ctr Brackenridge, - Facility 3: Dell Children's Med Ctr of Central TX, - Facility 6: Seton Northwest Hospital, - Facility 7: Seton Southwest Hospital, - Facility 9: Seton Medical Center Williamson, - Facility 10: Seton Medical Center Hays, - Facility 11: Cedar Park Regional Medical Center, - Facility 12: Central Texas Rehabilitation Hospital |
| Facility 1 -- Seton Medical Center Austin Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 1 -- Seton Medical Center Austin Part V, Section B, line 4: | The other hospital facilities with which the reporting hospital facility conducted its CHNA, include:- City of Austin- County of Travis- Central Health- St. David's Foundation- UT Health |
| Facility 1 -- Seton Medical Center Austin Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 1 -- Seton Medical Center Austin Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 1 -- Seton Medical Center Austin Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 2 -- University Medical Ctr Brackenridge Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 2 -- University Medical Ctr Brackenridge Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- City of Austin - County of Travis- Central Health- St. David's Foundation- UT Health |
| Facility 2 -- University Medical Ctr Brackenridge Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http//www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 2 -- University Medical Ctr Brackenridge Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 2 -- University Medical Ctr Brackenridge Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 3 -- Dell Children's Medical Center Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 3 -- Dell Children's Medical Center Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- City of Austin- County of Travis- Central Health- St. David's Foundation- UT Health |
| Facility 3 -- Dell Children's Medical Center Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 3 -- Dell Children's Medical Center Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 3 -- Dell Children's Medical Center Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 6 -- Seton Northwest Hospital Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 6 -- Seton Northwest Hospital Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- City of Austin - County of Travis - Central Health- St. David's Foundation- UT Health |
| Facility 6 -- Seton Northwest Hospital Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 6 -- Seton Northwest Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 6 -- Seton Northwest Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 7 -- Seton Southwest Hospital Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 7 -- Seton Southwest Hospital Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- City of Austin - County of Travis - Central Health- St. David's Foundation- UT Health |
| Facility 7 -- Seton Southwest Hospital Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 7 -- Seton Southwest Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 7 -- Seton Southwest Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 9 -- Seton Medical Center Williamson Part V, Section B, line 3: | The WilCo Wellness Alliance was formed as a result of Williamson County being designated an ACHIEVE (Action Communities for Health, Innovation, and EnVironmental changE) community in 2009. The mission of the Alliance is to empower the people of Williamson County to lead healthy lifestyles by promoting a safe environment through public and private initiatives.The Alliance, grassroots and volunteer organizations, civic groups, philanthropy and foundation, and other groups provide forums for community members and leaders to come together to discuss and plan action in communities. Alliance leadership identified the history of coalitions and other alliances as well as citizen and leadership support for health and quality of life measures as a major strength of Williamson County. Leadership also recognizes the county's interactive values for being helpful and resourceful, supportive, sharing and caring about each other, having intergenerational and close-knit communities, connectedness, being proactive and involved in issues, and having a common unity. |
| Facility 9 -- Seton Medical Center Williamson Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- Scott and White Healthcare- St. David's Healthcare |
| Facility 9 -- Seton Medical Center Williamson Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 9 -- Seton Medical Center Williamson Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 9 -- Seton Medical Center Williamson Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 10 -- Seton Medical Center Hays Part V, Section B, line 3: | The Seton Healthcare Family, in collaboration with the CommuniCare Health Centers of Central Texas, hosted a Community Health Needs Summit for the Hays County. The Summit was designed as a way to update the community on progress that has been made since the last CHNA and to provide them with current data to engage in needs identification. The two goals for the summit were for the community to discuss current needs effecting Hays and then prioritize those needs in order of importance. The invitation to the Summit was sent out through local collaborations, partnership, and council list serves with targeted outreach to schools and other key community stakeholders. In attendance was representation from the public health department, hospitals, clinics, school district, and other service providers that serve the community. A complete list of Summit participants can be found in Appendix 1 of the Community Health Needs Assessment.In order to identify the community's needs, Seton Healthcare Family presented current health and demographic data to the Summit participants. Participants then engaged in table discussions regarding what the data revealed to them as well as what other they needs see in the community that did not show up in the data. This collaborative process created a list of needs that were shared with the larger group and categorized by theme. These themes served as the overarching needs that were identified with sub groups identified within each category. Participants then used a dot voting method to express their opinion as to which category was the highest priority need and which sub group was most important within that need. After tallying the results, the participants reviewed the results and further added any remaining thoughts. The following information is a summation of the data analysis coupled with the feedback from the community. |
| Facility 10 -- Seton Medical Center Hays Part V, Section B, line 4: | The CHNA was conducted with the Communicare Health Centers of Central Texas. |
| Facility 10 -- Seton Medical Center Hays Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.seton.net/locations/seton_medical_center_hays/Hays_Community_Needs_assessment.pdf. |
| Facility 10 -- Seton Medical Center Hays Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 10 -- Seton Medical Center Hays Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 11 -- Cedar Park Regional Medical Center Part V, Section B, line 3: | The WilCo Wellness Alliance was formed as a result of Williamson County being designated an ACHIEVE (Action Communities for Health, Innovation, and EnVironmental changE) community in 2009. The mission of the Alliance is to empower the people of Williamson County to lead healthy lifestyles by promoting a safe environment through public and private initiatives.The Alliance, grassroots and volunteer organizations, civic groups, philanthropy and foundation, and other groups provide forums for community members and leaders to come together to discuss and plan action in communities. Alliance leadership identified the history of coalitions and other alliances as well as citizen and leadership support for health and quality of life measures as a major strength of Williamson County. Leadership also recognizes the county's interactive values for being helpful and resourceful, supportive, sharing and caring about each other, having intergenerational and close-knit communities, connectedness, being proactive and involved in issues, and having a common unity. |
| Facility 11 -- Cedar Park Regional Medical Center Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- Scott and White Healthcare- St. David's Healthcare |
| Facility 11 -- Cedar Park Regional Medical Center Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://assets.thehcn.net/content/sites/wcchd/CHA_Final_Approved.pdf |
| Facility 11 -- Cedar Park Regional Medical Center Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 11 -- Cedar Park Regional Medical Center Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 12 -- Central Texas Rehabilitation Hospital Part V, Section B, line 3: | From February May 2012, forums, focus groups, and interviews were conducted with leaders from a wide range of organizations in different sectors, community stakeholders, and residents to gauge their perceptions of the community, their health concerns, and what programming, services, or initiatives are most needed to address these concerns. Priority sectors and representative participants were identified based on: 1) a brainstorming session with members from the Core Coordinating and Steering Committees, 2) a survey completed by the Steering Committee nominating key informants, and 3) a survey completed by the Outreach and Engagement Subcommittee identifying focus group sectors and relevant community-based organizations. To this end, a total of 4 community forums, 14 focus groups, and 28 interviews with community stakeholders were conducted. Additionally, findings from 25 key informant interviews with senior leaders in multiple sectors including the business, education, and health fields previously conducted for the Central Health Connection's Leader Dialogue Series were included in the analysis. Ultimately, the qualitative research engaged over 300 individuals in discussion about the health issues they deemed critical in their community. Specifically, the qualitative data collection addressed the last two goals of the assessment: 1) to explore the current health priorities among Austin/Travis County residents within the social context of theircommunities and 2) to identify community strengths, resources, forces of change, and gaps in services to inform funding and programming priorities of Austin/Travis County. For this first goal which encompassed the community themes and strengths assessment, focus groups, interviews, and community precinct forums were completed. For the second goal of the forces of change assessment, focus groups and interviews discussed important external factors that have had and will have an impact on the community's health. More about these qualitative data collection methods can be found below: Community ForumsFour community forums were held in different areas of Austin/Travis County and engaged a total of 152 participants. During each forum an overview of ATCHHS and its partners' programs and services was given, local health indicators were presented, and attendees participated in a dialogue around health and their community. Facilitators guided discussions using a set of questions (see Community Health Needs Assessment Appendix A) and notetakers captured responses. In addition, each forum had bilingual staff available to simultaneously interpret presentations, facilitate, and take notes in Spanish. On average, each community forum lasted two hours, of which the community dialogue comprised one hour. Forums were advertised to a wide variety of community entities such as schools, churches, neighborhood associations, social services agencies, and local business. Free health screenings (e.g.: blood pressure, HIV, etc.) were offered before and after the forum. In addition, the first 50 participants received a $20 gift card to a local grocery store if they attended the duration of the event.Focus Groups and InterviewsIn total, 14 focus groups and 28 interviews were conducted with individuals from across Austin/Travis County. Focus groups were with the general public and with selected priority populations. For example, three focus groups were conducted with senior citizens, two groups with public housing residents, and two groups with refugees. A total of 101 individuals participated in the focus groups. Interviews were conducted with 31 individuals representing a range of sectors. These included government officials, educational leaders, social service providers, and health care providers. A full list of the different sectors engaged during the focus group and interview process can be found in Community Health Needs Assessment Appendix B.Focus group and interview discussions explored participants' perceptions of their communities, priority health concerns, perceptions of public health, prevention, and health care services, and suggestions for future programming and services to address these issues. A semi-structured moderator's guide was used across all discussions to ensure consistency in the topics covered (Community Health Needs Assessment Appendix C and D). Each focus group and interview was facilitated by a trained moderator, and detailed notes were taken during conversations. On average, focus groups lasted 90 minutes and included 6-12 participants, while interviews lasted approximately 30-60 minutes. Participants for the focus groups were recruited by community and social service organizations located throughout Travis County. As an incentive, focus group participants received a $30 gift card to a local grocery store.AnalysesThe collected qualitative information was coded using NVivo qualitative data analysis software and then analyzed thematically by data analysts for main categories and sub-themes. Analysts identified key themes that emerged across all groups and interviews as well as the unique issues that were noted for specific populations. Throughout the qualitative findings included in this report the term "participants" is used to refer to community forum, focus group, and key informant interview participants. Unique issues that emerged among a group of participants are specified as such (e.g.: community forum participants, Spanish-speaking focus group participants, etc.). Frequency and intensity of discussions on a specific topic were key indicators used for extracting main themes. While regional differences are noted where appropriate, analyses emphasized findings common across Austin/Travis County. Selected paraphrased quotes without personal identifying information are presented in the narrative of this report to further illustrate points within topic areas.LimitationsAs with all research efforts, there are several limitations related to the assessment's research methods that should be acknowledged. It should be noted that for the secondary data analyses, in several instances, city-level data were not available or could not be analyzed due to small sample sizes. In some cases, data was aggregated across multiple years to increase sample size (e.g. 2005-2009). Additionally, several sources did not provide current data stratified by race/ethnicity, gender, or age thus, these data could only be analyzed by total population. Due to the variety of sources used to conduct this assessment, it is also important to note that the term "Hispanic" could not be consistently defined throughout the report. For example, in demographic data presented, Hispanic refers to an ethnicity of any race; however, the qualitative data represents the perspectives of participants who may define the term Hispanic differently.Likewise, data based on self-reports should be interpreted with particular caution. In some instances, respondents may over- or underreport behaviors and illnesses based on fear of social stigma or misunderstanding the question being asked. In addition, respondents may be prone to recall bias that is, they may attempt to answer accurately but remember incorrectly. In some surveys, reporting and recall bias may differ according to a risk factor or health outcome of interest. Despite these limitations, most of the self-report surveys here benefit from large sample sizes and repeated administrations, enabling comparison over time. Additionally, public health surveillance data has its limitations regarding how data are collected and reported, who is included in public health datasets, and whether sample sizes for specific population groups is large enough for sub-group analyses.While the focus groups and interviews conducted for this study provide valuable insights, results are not statistically representative of a larger population due to non-random recruiting techniques and a small sample size. Recruitment for focus groups was conducted by community organizations, and participants were those individuals already involved in community programming. Because of this, it is possible that the responses received only provide one perspective on the issues discussed. In addition, organizations did not exclude participants if they did not live in the particular neighborhood, so participants in a specific community's focus group might not necessarily live in that area, although they did spend time there through the organization. Lastly, it is important to note that data were collected at one point in time, so findings, while directional and descriptive, should not be interpreted as definitive. |
| Facility 12 -- Central Texas Rehabilitation Hospital Part V, Section B, line 4: | The CHNA was conducted with the following other organizations:- City of Austin - County of Travis - Central Health- St. David's Foundation- UT Health |
| Facility 12 -- Central Texas Rehabilitation Hospital Part V, Section B, line 5d: | The written report will be posted on a website established and maintained by another entity. The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 12 -- Central Texas Rehabilitation Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 12 -- Central Texas Rehabilitation Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Part V, Section B | Facility Reporting Group B |
| Facility Reporting Group B consists of: | - Facility 4: Seton Edgar B. Davis Hospital, - Facility 5: Seton Highland Lakes Hospital, - Facility 13: Seton Medical Center Harker Heights, - Facility 14: Seton Smithville Regional Hospital |
| Facility 4 -- Seton Edgar B. Davis Hospital Part V, Section B, line 3: | The Seton Healthcare Family, in collaboration with the Community Health Coalition of Caldwell County, hosted a Community Health Needs Summit for Caldwell and Gonzales counties. The Summit was designed as a way to update the community on progress that has been made since the last CHNA and to provide them with current data to engage in needs identification. The two goals for the summit were for the community to discuss current needs effecting Caldwell and Gonzales and then prioritize those needs in order of importance. The invitation to the Summit was sent out through local collaborations, partnership, and council list serves with targeted outreach to schools and other key community stakeholders. In attendance was representation from the public health department, hospitals, clinics, school district, and other service providers that serve the community. A complete list of Summit participants can be found in Appendix 1 of the Community Health Needs Assessment.In order to identify the community's needs, Seton Healthcare Family presented current health and demographic data to the Summit participants. Participants then engaged in table discussions regarding what the data revealed to them as well as what other they needs see in the community that did not show up in the data. This collaborative process created a list of needs that were shared with the larger group and categorized by theme. These themes served as the overarching needs that were identified with sub groups identified within each category. Participants then used a dot voting method to express their opinion as to which category was the highest priority need and which sub group was most important within that need. After tallying the results, the participants reviewed the results and further added any remaining thoughts. The following information is a summation of the data analysis coupled with the feedback from the community. |
| Facility 4 -- Seton Edgar B. Davis Hospital Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.seton.net/locations/edgar_davis/Caldwell_Community_Needs_assessment.pdf. |
| Facility 4 -- Seton Edgar B. Davis Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 4 -- Seton Edgar B. Davis Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 5 -- Seton Highland Lakes Hospital Part V, Section B, line 3: | The Seton Healthcare Family, in collaboration with the Highland Lakes Health Partnership, conducted a virtual Community Health Needs Survey for Burnet County. The survey was designed as a way to gain insight into the progress that has been made since the last CHNA and to provide participants an avenue to identify current needs. The two goals for the survey were for the community to express current needs effecting Burnet County and then prioritize those needs in order of importance. The survey invitation was sent out through local collaborations, partnership, and council list serves with targeted outreach to schools and other key community stakeholders. In response, there was representation from the public health department, hospitals, clinics, school district, community members, and other service providers that serve the community. A complete list of survey participant's occupations can be found in Appendix 1 of the Community Health Needs Assessment.This collaborative process created a list of needs that were prioritized by survey respondents and categorized by theme. These themes served as the overarching needs that were identified with subgroups identified within each category. Participants used a Likert scale to express their opinion as to which category was the highest priority need and which sub group was most important within that need. The following information is a summation of the data analysis coupled with the feedback from the community. |
| Facility 5 -- Seton Highland Lakes Hospital Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.seton.net/locations/highland_lakes/Burnet_Community_Needs_assessment.pdf. |
| Facility 5 -- Seton Highland Lakes Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 5 -- Seton Highland Lakes Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 13 -- Seton Medical Center Harker Heights Part V, Section B, line 3: | The Seton Healthcare Family, in collaboration with Seton Medical Center Harker Heights, conducted a virtual Community Health Needs Survey for Bell County. The survey was designed as a way to gain insight into the progress that has been made since the last CHNA and to provide participants an avenue to identify current needs. The two goals for the survey were for the community to express current needs effecting Bell County and then prioritize those needs in order of importance. The survey invitation was sent out through local collaborations partnership, and council list serves with targeted outreach to community members, public health officials, and other key community stakeholders. In response, there was representation from the public health department, hospitals, clinics, school district, community members, and other service providers that serve the community. A complete list of survey participant's occupations can be found in Appendix 1 of the Community Health Needs Assessment in addition to the organizations those participants represent (only listed if participants choose to provide their organization).This collaborative process created a list of needs that were prioritized by survey respondents and categorized by theme. These themes served as the overarching needs that were identified with subgroups identified within each category. Participants used a Likert scale to express their opinion as to which category was the highest priority need and which sub group was most important within that need. The following information is a summation of the data analysis coupled with the feedback from the community. |
| Facility 13 -- Seton Medical Center Harker Heights Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.austintexas.gov/sites/default/files/files/Health/CHA-CHIP/CHA-CHIP_Report10-24-13.pdf. |
| Facility 13 -- Seton Medical Center Harker Heights Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 13 -- Seton Medical Center Harker Heights Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| Facility 14 -- Seton Smithwille Regional Hospital Part V, Section B, line 3: | The Seton Healthcare Family, in collaboration with the Community Health Coalition of Caldwell County, hosted a Community Health Needs Summit for the Bastrop County. The Summit was designed as a way to update the community on progress that has been made since the last CHNA and to provide them with current data to engage in needs identification. The two goals for the summit were for the community to discuss current needs effecting Bastrop County andthen prioritize those needs in order of importance. The invitation to the Summit was sent out through local collaborations, partnerships, and council list serves with targeted outreach to schools and other key community stakeholders. In attendance was representation from the public health department, hospitals, clinics, school district, community residents and other service providers that serve the community. A complete list of Summit participants can be found in Appendix 1 of the Community Health Needs Assessment.In order to identify the community's needs, Seton Healthcare Family presented current health and demographic data to the Summit participants. Participants then engaged in table discussions regarding what the data revealed to them as well as what other they needs see in the community that did not show up in the data. This collaborative process created a list of needs that were shared with the larger group and categorized by theme. These themes served as the overarching needs that were identified with sub groups within each category. Participants then used a dot voting method to express their opinion as to which category was the highest priority need and which sub group was most important within that need. After tallying the results, the participants reviewed the results and further added any remaining thoughts. The following information is a summation of the data analysis coupled with the feedback from the community. |
| Facility 14 -- Seton Smithwille Regional Hospital Part V, Section B, line 5d: | The Community Health Needs Assessment ("CHNA") of the hospital facility can be located at the following web address: http://www.seton.net/locations/seton_smithville_regional_hospital/Bastrop_Community_Needs_assessment.pdf. |
| Facility 14 -- Seton Smithwille Regional Hospital Part V, Section B, line 14g: | 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. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. |
| Facility 14 -- Seton Smithwille Regional Hospital Part V, Section B, line 20d: | Patients with income levels up to 250% of the FPIL will be asked to pay a co-payment for services received. Patients with income levels above 250% and below 375% of the FPIL will be asked to pay a sliding fee scale deductible. |
| 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/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | 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 Ctr | ||||
| 2811 East Second Street | Austin | TX | 78702 | Outpatient Clinic |
| Seton Kozmetsky Community Health Ctr | ||||
| 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 (29 entries)
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| Part I, Line 6a: | The Organization prepares and files the annual statement of community benefit standards report with the Texas Department of State Health Services. The Texas Department of State Health Services Report utilizes different reporting rules, which may result in differing amounts of community benefit compared to this report. In addition, the Organization provides a community benefit report on a monthly and annual basis to Ascension Health, a related organization. |
| Part I, Line 7: | 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. |
| Part I, Line 7g: | 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 II, 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. For example, in 2010, persons age 65 years and older constituted 8.6% of the population, but by 2020 that percentage is expected to grow to 11.8%, with the rural areas of the region tending to have older populations than the urban/suburban core. In addition, more than 22% of those under age 65 in Central Texas are uninsured, creating significant barriers to health care. In 2010, 17% of all Texas children were uninsured, compared to 10% nationally. In Texas, 50% of the uninsured are Hispanics/Latinos, a figure twice the number of uninsured Whites. This statistic is important because Hispanics are currently 31% of the population and are expected to be more than one-third of the population by 2020. In addition, the Community Health Needs Assessments for Seton's 11 county areas identified four distinct health needs impacting Central Texas: access to care, chronic disease, behavioral health, and obesity. 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 FY 14, Seton provided a total of $329,985 in charitable contributions towards various community needs.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.Physical Improvements and Housing:Seton donated $6,000 to Caritas for its annual Harvey Penick Award Dinner which recognizes individuals who positively impact Austin. Caritas provides housing for the homeless in Austin. Last year, the Organization prevented over 2,000 potential homelessness and found permanent housing for 150 if Austin's most chronically homeless. Additionally, a $2,000 annual pledge was made to HousingWorks Austin: an organization that "advocates a wide range of housing options so that all community members can afford a home that is close to jobs, family, schools, recreation, and places of worship." Finally, Seton donated $1,000 to Austin State Supported Living Center for its Annual Spooktacular Seek and Sprint.Economic Development:Seton donated $300 million to various organizations in its service area during the 2014 fiscal year. In addition, donations were made to organizations that are located in low income communities or provide employment in areas with high joblessness. A total of $1.5 million was donated to the organizations listed below.- Austin Asian American Chamber of Commerce.- Capital City African American Chamber (CCAACC)- Capital City African American Chamber (CCAACC)- Greater Austin Hispanic Chamber of Commerce - Greater Austin Hispanic Chamber of Commerce - Texas Asian Chamber of Commerce - Greater Austin Hispanic Chamber of Commerce- Capital City African American Chamber (CCAACC)- Greater Austin Asian Chamber of Commerce- Greater Austin Hispanic Chamber of Commerce- Greater Austin Hispanic Chamber of Commerce- Capital City African American Chamber (CCAACC)Community Support:Seton contributed over $15,000 towards 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. Some of the organizations are listed below. - African American Youth Harvest Foundation- Any Baby Can- Front Steps- Texas CASA, Inc.- The John Paul II Life Center- The Links Foundation, Inc.Environmental Improvement:Seton contributed $5,000 towards initiatives including but not limited to activities that prevent environmental hazards that affects community health and safe removal of waste products. The organization listed below received the total amount indicated above.- Hill County Conservacy, Inc.Leadership Development and Training for Community Members:Seton contributed $12,000 towards initiatives including but not limited "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.- Communities in Schools- GENaustin- Johnston Memorial- Latino Leaders of America- Leadership Austin- NBMBAACoalition Building:Seton contributed over $14,000 towards 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.- Anti-Defamation League- Austin Area Heritage Council- Austin Area Research Organization- Austin Area Urban League, Inc.- Center for Public Policy Priorities- Diocese of Austin- The Austin ProjectCommunity Health Improvement Advocacy:Seton contributed $14,000 towards 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.- Austin Speech Labs- Austin Mayor's Committee for Disabled Persons, Inc.- Hospice Austin- Univision Receivables Co., LLCWorkforce DevelopmentSeton contributed $10,000 towards 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.- Austin Partners in Education |
| Part III, Line 4: | The Organization is part of the Seton Healthcare Family consolidated audit. The footnote that references bad debt expense in the June 30, 2014 consolidated audit is as follows:The provision for doubtful accounts is based upon management's assessment of expected net collections considering economic conditions, historical experience, 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, Seton 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 Ascension Health. Accounts receivable are written off after collection efforts have been followed in accordance with Seton'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. Seton has not changed its charity care policy in the current fiscal year. |
| Part III, Line 8: | 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. |
| Part III, Line 9b: | 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 VI, Line 2, Needs Assesment Process: | Seton Healthcare (Seton) conducts a Community Health Needs Assessment once every three years, with updates made annually for Seton's Integrated Strategic Operation Financial Plan. The Organization's Community Benefit Steering Committee is the assessment's sponsoring entity. The assessment is conducted by Seton's in-house planning staff, using a variety of resources, including the Texas Department of State Health Services, the U.S. Census Bureau and other reference material. A comprehensive overview of the assessment is made to the Board of Trustees, the key audience for the report.There were seven Community Health Needs Assessments (CHNA) created in FY13 for the communities served by the Seton Healthcare Family. The basis of the CHNA was a review and analysis of all primary healthcare data available for a twelve-county area. Seton's planning department distilled the information into a series of charts and graphs with an easy to read analysis of the primary data. In Williamson County, Seton participated in a community needs assessment process conducted by the Williamson County and Cities Healthcare District. As a result, the Williamson County Needs Assessment was conducted with other hospital facilities - Scott and White and St. David's Healthcare.Once the primary data collection was completed, Seton leveraged the local knowledge and expertise of the existing community collaborations created over the past 10 years to collect secondary data on the community's health needs. Community summits and community surveys were used to engage residents, public health officials, and other non-profit, government, and business stakeholders to provide insight on the identified health needs in the CHNA.For one of its hospitals, Seton Shoal Creek, Seton chose not to address all of the health needs identified in the CHNA. Seton Shoal Creek (SSC) is a behavioral health hospital that offers a wide spectrum of mental health and substance abuse services. Given the behavioral health and substance abuse scope and mission of SSC, obesity and chronic disease treatment fall outside the realm of the hospitals direct service capabilities. While SSC does not have programs directly focused on these areas of need, SSC does participate in many collaborative efforts to provide behavioral health services as part of a multidisciplinary approach to obesity and chronic disease treatment including oncology. Highlights from Seton's Community Health Needs Assessment:Mortality Rates for Central Texas: While mortality rates for the community as a whole continue to decline (mortality rate for population as a whole), prevention opportunities are still present for deaths from accidents, suicide, cancer and cardio-vascular and cerebral-vascular diseases. Premature mortality rates are higher in the more rural east and western regions of Central Texas. In addition:- Cancer and cardiac disease account for nearly half of the deaths in Central Texas.- Accidents, stroke and chronic lower respiratory diseases together cause another 20 percent of the deaths.- Downward trends are evident in mortality rates in cancer and diseases of the heart.- Accidents are the fourth highest cause of death in Central Texas, trading places with cerebrovascular diseases. Communicable Diseases: Several key indicators are worth noting:- Dropping AIDS incidence rates tied with increasing HIV prevalence suggests that medication and education are making HIV/AIDS more of a chronic disease affecting fewer new people each year.- Syphilis incidence rates are increasing.- Tuberculosis incidence rates are increasing.Teen pregnancy: - Rates are relatively stable at less than 35 per 1,000 teenaged females, and below national averages.Lifestyle Heath Indicators: - The percentage of Central Texans reporting that they are overweight or obese is increasing.- Slightly fewer Central Texans report that they smoke.- Diabetes is increasing throughout the region.Access to Physicians:- The region faced a shortage of almost 200 physicians in 2012. This shortage could grow to almost 900 physicians by 2016. This shortage considers the service provided by mid-level providers such as advanced practice nurses and physician assistants. The shortage is driven by several factors: increasing demand due to aging of the population, population growth, combined with the aging and expected retirement of the current physician supply. - A provider shortage is felt not only in the population at large, but among the older residents of the area as well. Providers accepting Medicare continue to decline.- Seton is closely monitoring the physician shortage and the need for physicians determined by each hospital's projected volumes. Seton is focusing on strategies to increase the supply through medical education, increasing the number of employed physicians, and active recruiting of private physicians.Identified Health Needs:All seven CHNAs identified three top health-related needs: chronic disease, behavioral health, and obesity. These three needs are often interrelated and community stakeholders often spoke about residents who have behavioral health issues that, when unresolved, affect obesity and chronic disease management. Chronic disease and obesity are both closely correlated to many of the top causes of death across the communities served by Seton.Another gap consistently identified across all the CHNA's was access to care. This overarching need includes a multitude of factors including lack of providers for the un/underinsured; the high cost of care; education on service navigation; limited specialty care or services; lack of insurance coverage, and transportation-related issues. Increasing and improving community collaboration to improve the health and well-being of individuals was also identified as a need across all communities. There were a few unique needs that surfaced in the individual CHNAs and they are addressed in each individual hospital Implementation Plan.Implementation Plan: Seton has developed fourteen Implementation Plans, one for each of its hospitals and joint venture hospitals. Each plan identifies the programs and activities the hospital, through the support of Seton Healthcare Family and local partnerships, commits to provide in order to help address the needs identified in the CHNA of its service area. While similar needs were identified across all of the communities Seton serves, Seton recognizes that each community has its own unique set of needs, assets, and community partners. Therefore the strategies listed below may apply to all facilities or may only be relevant to one facility. For some facilities (i.e. Seton Shoal Creek and Central Texas Rehabilitation Hospital), certain community health needs fell outside of the scope of the direct services that the hospital provides. In these instances, the hospital still listed implementation strategies in those areas but they played a more supporting role in those strategies.These strategies represent a 3 year plan for addressing community health needs. However, given the dynamic nature of community health needs and the potential changes in Seton's strategy, these implementations may change over the 3 year period. If any changes are made, funding will be reallocated from the original pot of community benefit dollars.Currently, Seton Healthcare Family is waiting on guidance from the IRS regarding its reporting expectations for the Implementation Plans. Seton has developed internal metrics to measure each program identified in the Implementation Plan and hopes to share with the community the progress made in meeting those metrics.Summary of all 14 Seton Healthcare Family Hospital Implementation Strategies:Chronic Disease and Disease Management:All of the Community Health Needs Assessments identified chronic disease and disease management as a priority health issue facing residents of their County. For the past six years the top three causes of death in Central Texas have been related to chronic disease. With many communities landing above national benchmarks for chronic disease - specifically diabetes, heart disease, and cancer - several opportunities exist for meeting this community health need. |
| Seton Network Oncology Services currently works with several | Seton hospitals providing access to the Seton Cancer Prevention and Early Detection program, the Oncology Nurse Registry, the Survivorship Program, the Multidisciplinary Cancer Conference and Clinics, and Navigation Service. Seton's comprehensive oncology programs provide residents of Central Texas access to cancer services that promote early detection and a coordinated approach to care throughout the continuum which includes screening, diagnosis, treatment and survivorship. These programs provide services to the community's served by UMCB, SMCA, SNW, SMCW, SHL, SSW, SMCH, SEBD, and SSRH. In addition, SSC serves as the behavioral health partner for this program.Seton Women's Oncology Care Screening program works with all Seton hospitals to expand timely access to breast and cervical cancer screenings. The new mobile unit for uninsured and underinsured women in Central Texas travels to six counties to provide these expanded screening services that, without this expansion, likely would not receive these life-saving services. The expansion in screening is part of Seton's digital mammography mobile unit known as the Big Pink Bus. Access to cervical cancer screenings are now expanded to mobile mammography program participants by using advanced practice nurses on the mobile unit or at our community clinics that provide indigent care. In addition to the screening, Seton will incorporate Women's Oncology Navigation as a method of expanding existing patient navigation services that connect women with cancer diagnosis to treatment and/or survivorship support services. These programs provide services to the community's served by UMCB, SMCA, SNW, SMCW, SHL, SSW, SMCH, SEBD, and SSRH. In addition, SSC serves as the behavioral health partner for this program.Seton Shivers Cancer Center, located within UMCB provides all Seton hospitals referrals to life savings oncology care. The Shivers Cancer Center provides medical oncology clinic, oncology specialty clinics, diagnostic, and therapeutic services including infusion services for adult cancer patients in Central Texas regardless of ability to pay. In addition to clinical services, the Shivers health care professionals work closely with the Seton Cancer Care Team to provide vital case management services plus a variety of physical, emotional, and spiritual support programs to adult cancer patients and their families. The Shivers Cancer Center and the Seton Cancer Care Team provide services to the community's served by UMCB, SMCA, SNW, SMCW, SHL, SSW, SEBD, SMCH, and SSRH. Seton Network Asthma Education provides all Seton hospitals with referrals to "best in practice" Asthma Education for all Central Texas residents. This program provides home visits for asthma education to nearly 1,000 uninsured and underinsured families per year. By providing education about services in the home, residents overcome transportation barriers that often accompany this target population. The Seton Asthma & COPD Center provides a comprehensive disease management program designed to provide care coordination, social services, and asthma/COPD education for all ages. Often this program provides needed asthma supplies free of charge so that patients can successfully manage their chronic condition. This program has proven metrics showing reduction of emergency room visits and reduction in school absences. This program provides a service to the community's served by UMCB, SMCA, DCMC, SNW, SMCW, SHL, SEBD, SSW, SMCH, and SSRH.Seton Smoking Cessation Education program provides all Seton hospitals support for smoking cessation. All Seton Healthcare Family facilities are a tobacco free environment, prohibiting tobacco use at all of its hospitals and places of work. Seton is an active participant in community efforts to combat tobacco use, providing tobacco cessation services to Travis County residents. UMCB will continue to support the Tobacco Cessation Program that provides community-wide training for physicians and local clinics based on best practices for treating nicotine addiction. In addition, The Seton Tobacco Education Resource Center offers a comprehensive tobacco education program which provides cessation classes that are based on the Mayo Clinic Model for treating tobacco dependence. Sessions follow a support group setting and are facilitated by a Certified Tobacco Treatment Specialist. Through motivational interviewing techniques CTTS are able to conduct sessions that aim at maximizing and promoting participant dialogue. This program provides a service to the community's served by UMCB, SMCA, SNW, SMCW, SHL, SEBD, SMCH, SSW, and SSRH.Seton Diabetes Chronic Management program provides referral support to all Seton hospitals for diabetes education programs. Diabetes education programs are available for all Central Texas residents regardless of ability to pay. In addition, UMCB, SMCA, and SNW propose to develop and implement a process improvement methodology to improve outcomes for adult inpatients diagnosed with Diabetics Mellitus. Diabetes Chronic Care Management will implement small, straightforward evidence-based practices to implement a Diabetes Care Bundle that, when performed collectively and reliably, has been proven to improve patient outcomes. In addition, this project will establish an interdisciplinary diabetes team, led by an endocrinologist and a diabetes clinical nurse specialist, to address the clinical, safety, and psychosocial needs of inpatients with diabetes while preparing for a successful discharge. The project will also implement evidence-based practice (EBP) protocols to ensure improved clinical outcomes during and post-hospitalization. Embedded in the Seton Community Health Center's patient care benefits is a robust diabetes education and disease management program that has the highest performance metrics for diabetes management. This program has been shared throughout other Central Texas communities in other primary care safety net clinics. The Diabetes Chronic Care Management will be expanded to SMCW and SMCH over the next three years. In addition, SSC will serve as the behavioral health partner for this program at all participating hospitals. Looking to improve the health of patients with chronic disease, Seton has established the Seton Total Health Transitions team as a prototype of disease management as patients leaves the hospital setting. Based on a successful pilot, UMCB, SMCA, and SNW will enhance and expand the model to better coordinate care through a Care Transition Intervention. This approach includes a multi-disciplinary team that monitors and coordinates the care of patients with chronic diseases immediately following discharge from hospital to home, and from home to primary care. This project is expected to optimize the patient's recovery and avoid readmission. Services include home visits to provide short-term direct care, social services, behavioral health support, transportation, telehealth and patient training regarding self-care management of the chronic disease(s). This program will be expanded to SMCW and SMCH over the next three years. In addition, SSC will serve as the behavioral health partner for this program at all participating hospitals.UMCB, SMCA, and SNW are developing a Chronic Care Management program that provides direct health care and care coordination for adults who have been seriously injured and to those who have experienced a serious illness due to multiple chronic conditions. This will be an extension of the Seton Total Health Partners pilot established in January 2012. This program assists enrollees in finding and receiving the medical care they need to achieve optimal health and prevent avoidable hospitalization and inappropriate use of emergency departments. The program provides a number of patient care interventions, a structured and monitored hand-off process, training for optimal self-care, counseling, and facilitated integration with primary and specialty physicians responsible for each patient's care. This program will be expanded to SMCW and SMCH over the next three years. In addition, SSC will serve as the behavioral health partner for this program at all participating hospitals.Seton will work with Williamson County and Cities Healthcare District (WCCHD) and the Community Health Coalition of Caldwell County (CHCC) to develop environmental and policy changes that help increase healthy living. This work will include such policies as smoke and tobacco free workplaces and restaurants serving local and healthy foods in an attempt to develop environmental changes that can help support a healthy lifestyle and combat the spread of chronic conditions. This collaboration will benefit the community's served by SHL, SSRH and SEBD. |
| SEBD and SSRH propose to work the Community Health Coalition | of Caldwell County to establish and implement a Diabetes Education Program. This proposed program will identify Caldwell and Bastrop County residents diagnosed with diabetes and will provide disease education and nutrition guidance to help patients manage their own care. In addition, SSRH will support the development of a Care Coordination Partnership between these same organizations to help navigate patients with chronic illnesses and connect them to available resources.SMCA will continue its support of various clinics that help provide care for patients suffering from heart related chronic diseases. Heart disease was identified in the CHNA as a top cause of death for the community and SMCA will continue to provide support through the Heart Specialty Care and Transplant Center and Cardiac Rehab Clinic as a means of addressing the increasing need for cardiology services. SEBD will continue its Outpatient Chemotherapy Service in order to make treatment accessible for those challenged by transportation and funding limitations. Prior to the implementation of chemotherapy services at SEBD, patients had to drive as far as Kyle, New Braunfels, or Austin to seek treatment. Many patients did not have the resources to make this commitment and some chose to forgo treatment. SEBD is now offering chemotherapy services to all of the surrounding communities. The impact these services will have for the community is immeasurable in time and convenience. As an Accountable Care Organization, SEBD is committed to expanding our scope of service to provide chemotherapy to this demographic population. SSRH will work in partnership with the Seton Brain and Spine Institute to bring community education events regarding stroke symptoms and prevention to Bastrop County. SSRH is committed to continuing this partnership and will look for additional opportunities for community education. CTRH will develop a Stroke Prevention and Education class designed to provide education and resources to the elderly members of the community. These classes will be conducted at local churches and teach participants the signs of a stroke and the steps to take to prevent strokes.CPRMC provides numerous educational programs and outreach activities to benefit the community. The Healthy Woman and Senior Circle programs, with more than 6,000 members, are important for their support, health, and wellness activities. Through regular e-newsletters and wellness seminars, members learn strategies to improve their health status and prevent chronic diseases. CPRMC also has a free membership program for expectant mothers called Tiny Toes with more than 2,000 members, where women receive information on pregnancy and childbearing. Each member receives the childbirth preparation book, "What to Expect When You're Expecting" in either English or Spanish. All patients after delivery are provided a free car seat and instruction to promote infant safety.CPRMC provides support groups on various health topics which are provided free of charge to support the needs of the community. A monthly Breast Cancer Support Group is offered at CPRMC in collaboration with the Breast Cancer Resource Center of Texas. A monthly Breastfeeding Support Group is also offered to promote breastfeeding for mothers in the community. Blood pressure and glucose screenings are offered regularly at community locations such as St. Margaret Mary's Catholic Church and Hill Country Bible Church to improve health outcomes.SMCHH currently funds a Diabetes Academy that helps educate persons with diabetes and those that care for them. Three family medicine physicians spearhead the education series with support from a diabetes educator and hospital clinic dietitian. The group is fed healthy snacks and the physicians offer ideas and support for those in attendance. After the session, a one-on-one visit with a physician and educator occurs.SMCHH has added two new internal medicine physicians to its staff as a method of treating and providing resources for those community members suffering from chronic conditions. While this is a giant step in helping manage and treat those residents with chronic diseases, SMCHH will explore opportunities to bring more physicians to the community who focus on the treatment of chronic disease. By bringing more physicians to the area, community members will not have to wait as long to be seen and the un- and underinsured will have more options.SMCHH will explore adding additional classes as necessary to meet the health needs of the community. Currently, SMCHH offers CPR and first aid classes in addition to the Diabetes Academy and will look for opportunities to expand the scope of classes offered. Some classes currently being discussed are those revolving around healthy lifestyle, nutrition, and healthy heart.DCMC will expand a pilot to manage the comprehensive care of children with complex, chronic disease in the outpatient setting with its Care Management for Chronically Ill Children and Adolescents project. The purpose of this project is to identify and manage a population of children with a very high disease complexity and multiple co-morbid conditions to deliver comprehensive integrated care that can improve outcomes. The proposed model creates an outpatient clinic to deliver comprehensive integrated primary and specialty care to these children. Multidisciplinary services such as palliative care, behavioral medicine and psychiatric care are embedded in the care structure in a manner that affirms the family as a unit of concern and designs processes that maximize well days for the entire family unit.DCMC has helped AISD meet the state milestone of having 100% of the schools with 95% of students fully vaccinated. DCMC will continue to support AISD in meeting this standard of immunization but in recognizing that immunization challenges still exist, DCMC will conduct Immunization Clinics at schools with the greatest need. These immunizations will be given free of charge and will provide students access to the necessary immunizations earlier in the school year cycle. Obesity:Obesity was identified as a community health need across the seven community health needs assessments that Seton participated in. While each community was unique in how they felt obesity could be addressed, Seton has identified various implementation strategies to help combat the increasing obesity trend. In an effort to not duplicate efforts, we recognize that many city municipalities, local school districts, and local non-profits are working to reduce the obesity rate in our community and Seton's programs may vary depending upon current community efforts.The CHNA identified access to healthy foods as a high priority. With the number of visitors and community members who visit the Seton cafeteria's on a daily basis, Seton is dedicated to improving the nutritional value of the food offered at the facility. Seton will work with TouchPoint, its food service vendor, to improve the nutritional content in the food served through a healthy dining program to ensure that our daily offerings are geared toward providing healthy choices and options for our guests. This will not only benefit patients but also visitors, physicians, and community members who frequent the hospital. The healthy dining program will be implemented at UMCB, SMCA, SNW, SMCW, SHL, SMCH, DCMC and SSRH. Seton currently serves in a leadership role with the Mayor's Health and Fitness Council (MHFC). MHFC is a local non-profit organization in Travis County whose vision is to support and inspire people to improve their health by encouraging physical activity, improved nutrition and tobacco-free living. A Seton hospital Chief Operating Officer currently serves on the board as the Vice Chair for the Council and Seton will continue to participate in this collaborative effort to make Austin the healthiest city in America. The MHFC provides a benefit to the community served by UMCB, SMCA, SSC, SNW, and SSW. |
| One way that Seton is exploring to reduce obesity is through | the Seton Healthcare Family Pre-Diabetes Program. This program is a pilot program associated with the Seton Health Centers located in Travis County. The program helps to transform the lives of vulnerable working poor patients - patients who have been identified as being at increased risk for developing diabetes - by providing an array of empowering and essential interventions including psychosocial assessment, health literacy assessment, spiritual counseling, weight loss counseling, diabetes prevention education, nutrition counseling, grocery store tours, social services referrals, and community resource referrals. The program provides poor, at-risk adults with the information, tools and support they need to achieve obesity risk-reduction to help prevent diabetes, and to move patients from having from pre-diabetes glucose levels to having normal glucose. This program provides services to the community served by SMCA, UMCB, SNW, and SSW. Seton will work with two of the Transforming Texas grant recipients, Williamson County and Cities Healthcare District (WCCHD) and the Community Health Coalition of Caldwell County (CHCC), to develop environmental and policy changes that help increase access to healthy foods. This will involve the creation of Farmer's Markets, community gardens, and working to connect local foods to local businesses. This program will attempt to develop environmental changes that can help support a healthy lifestyle and combat obesity in our service areas. SHL, SSRH and SEBD will work with the Transforming Texas grant recipients to impact obesity for the communities each hospital serves.DCMC has implemented various community outreach programs and educational opportunities to help educate children and their families about living a healthy lifestyle throughout Central Texas. In response to the growing trend of obese children, DCMC established the Texas Center for the Prevention and Treatment of Childhood Obesity (TCPTCO) in 2010. The aim of TCPTCO was to provide children and their families an opportunity to learn from a multidisciplinary team through classes, nutrition education, and counseling to achieve a healthy lifestyle. In addition, DCMC collaborates with dozens of community organizations and advocacy groups whose goal is to turn the curve on the obesity trend in Central Texas. SSC serves as a behavioral health partner for this program.SMCW and SNW are committed to their support of the IGNITE Women's Health Program which is dedicated to providing women with a continuum of support regarding their health and wellness, and opportunities to light up their lives. IGNITE offers an array of programs from preventative wellness to restorative health care, to educate and encourage women in a healthy lifestyle and in turn - a healthy community. Programs include free fitness, Zumba, yoga, and self-defense classes, in addition to free cardiac screenings, BMI, blood pressure, and many more tests that help women measure their overall health. IGNITE also offers nutrition and cooking classes to help promote healthy eating habits. SMCHH and CPRMC are both currently engaged in partnerships with their local community's YMCA. SMCHH is currently engaged in collaboration with the Armed Services YMCA to build a Community Fitness and Rehabilitation Facility that will help promote a healthy and active environment for the community. This new recreation facility will go beyond the simple workout equipment found in most YMCAs and will offer soldier rehabilitation programs, military family counseling, family meet-ups, holistic wellness programs and nutrition classes. Groundbreaking for this center is expected within the next year and being completed within 2015. CRRMC will continue to support the efforts of local YMCA programs that are aimed at providing healthy and active lifestyle options for children and their families. CPRMC has and will continue to support the YMCA to achieve these objectives.With an unequal distribution and education regarding healthy eating throughout Central Texas, CTRH and SMCHH recognize that healthy eating education is often required in order for patients to succeed when they go back into their communities. For this reason, both facilities provide a clinical dietician/nutritionist on-site to conduct healthy eating education to obese patients. These consultations allow for physicians to write specific dietary orders for patients and for patients to have specialized one on one education on how to achieve the healthy eating goals set by the physician. SMCHH will identify opportunities to host classes that teach residents about what makes a healthy meal, how to shop for healthy foods, and provide healthy recipe ideas to participants. These classes are in the early stages of implementation at SMCHH and they will look to expand these classes in the next three years.During 2013 - 2015, DCMC will incorporate a multi-level Family and Child Obesity Initiative into the currently established programs available at the TCPTCO. This program will be a comprehensive childhood obesity intervention with a tiered approach, increasing the intensity of the intervention depending upon the unique needs of the child. This initiative will address the lack of: 1. Accessible information on local programming and resources that help support healthy active living; 2. Primary care provider's ability to effectively address childhood obesity in their offices; and 3. Access to services for the dramatic number of morbidly obese children in Travis County.In order to increase the physical fitness activities in the community, SSW serves as the sponsor for various community events aimed at providing active lifestyle opportunities for community members. SSW will continue the Run/Walk Program aimed at helping residents train to run a local 5K or 10K. In addition, SSW will continue to be one of the leading sponsors in the many local races such as the Doggie Dash, Donkey Dash, and Run for the Water (10 mile race with kids 1K).SSW will continue its partnership with the Austin Independent School District (AISD) after school programs and their Micro-Society Program. SSW currently provides education related to the support of community health and nutrition to students who have created a micro-community that they are responsible for maintaining. SSW will continue to work with the Southwest Austin AISD programs and other additional opportunities related to improving the health of children in the Southwest Austin community. CPRMC has identified support groups as a vital part in the success of their patients. CPRMC's Bariatric Support Group provides seminars on goal setting, nutrition education, body image, physical fitness, grocery shopping tours and many other obesity related topics free of charge for those who are interested. In addition, the Bariatric Support Group hosts guest speakers such as dieticians, surgeons, and psychologists to help educate participants on healthy lifestyles and options for losing weight.Behavioral Health:Mental and behavioral health was one of the foremost health concerns raised by all of the communities represented in all of the Community Health Needs Assessments. This included substance abuse, an inadequate number of mental health providers and a lack of behavioral health resources. In an attempt to meet some of these needs Seton proposes to implement the strategies listed below.Seton has expanded access or plans to expand access to Psychiatric Telemedicine to the entire network of Seton hospitals and will continue to support this behavioral health service by providing 24/7 psychiatric consultations, including after hours. Patients in psychiatric crisis will be able to be evaluated and treated in a timely manner. Typically patients would have to wait until the next day for appropriate psychiatric assessment. This new approach to psychiatric telemedicine can lead to timely assessment, earlier disposition and less costly level of care. Currently this program is free of charge. The Psychiatric Telemedicine program is currently implemented at DCMC, SMCA, UMCB, SSC, SSW, SMCH and SMCW while future expansion to SHL, SNW, SEBD and SSRH is planned. SMCHH will also be exploring the possibility of implementing a Psychiatric Telemedicine Model. |
| To augment the public school health education cirriculum, Seton | Healthcare Family has purchased HealthTeacher, a comprehensive K-12 online health education curriculum for teachers in school districts within Travis, Williamson, and Hays County. The curriculum provides over 300 age-appropriate lessons across 10 content areas aligned with the National Health Education Standards (NHES). Lessons are designed for integration into core curriculum areas such as language arts, science and social studies, and have been aligned with the Texas TEKS. They provide skills-based instruction linked to assessments. Health educators in school districts in Central Texas were trained by national HealthTeacher staff on how to integrate and implement the HealthTeacher curriculum in the classroom. HealthTeacher provides a benefit to the community's served by DCMC, UMCB, SMCA, SSC, SMCW, SNW, SSW and SMCH.The Seton Cove Spirituality Center provides spiritually healing discussion groups, classes and events led by a multidisciplinary faculty both on hospital campuses and at the Spirituality Center. All Seton Cove programs are open to the community. The Seton Cove Spirituality Center provides a service to the community's served by UMCB, SMCA, SSC, SNW, SMCW and SSW.In some of Seton's rural counties, Seton will collaborate with local Mental Health and Mental Retardation agencies (MHMRs) and Federally Qualified Health Center's (FQHCs) to expand services to meet the behavioral health needs of these communities. These collaborations will benefit the community's served by SMCH, SEBD, SSRH, CPRMC and SMCHH. SMCA and UMCB have implemented the No One Dies Alone (NODA) campaign to improve the health and well-being of patients. NODA provides trained volunteer bedside companionship for patients who might otherwise be alone at the time of death. SMCW will serve as a potential location for NODA expansion. By expanding the behavioral health workforce, greater care can be provided to individuals with behavioral health needs in Travis County, especially those who are under- or uninsured. Seton plans to expand Post Graduate Training for Psychiatric Specialties/Psychiatric Residency Programs. This project will expand the residency training programs in psychiatric specialties to expand the workforce of providers in our community treating psychiatric patients and increase access to behavioral health services for the indigent and uninsured. The Post Graduate Training for Psychiatric Specialties will be implemented at UMCB and SSC. SEBD will continue to support the Heritage Program. The Heritage Program provides an intensive outpatient psychiatric program for seniors in Caldwell and the surrounding counties. The seniors served have a mental health need, primarily anxiety or depression, and a comorbidity including congestive heart failure, diabetes, or COPD. The program provides group, individual, and family therapy, as well as family and community education. The Heritage staff includes a nurse, master level therapist, and a program psychiatrist that comes in weekly. Transportation is provided to participants and home assessments are done to ensure the best referral is made. The Heritage program also offers specialty groups to the community such as geriatric attention deficit disorder and trauma groups.Substance abuse and Substance Use Disorder (SUD) were concerns for community members. UMCB will develop a Substance Abuse Navigation Transition Service for patients who are at risk for SUD. The program will direct individuals to early intervention and provide access to treatment opportunities and education for the indigent and uninsured.With a need for timely mental health assessments, UMCB will explore the development of a Behavioral Health Assessment and Resource Navigation project. This will be a free comprehensive assessment of behavioral health needs that can then be used to connect patients to community resources.DCMC is home to the Texas Child Study Center, a collaboration between Dell Children's Medical Center of Central Texas and the College of Educational Psychology of The University of Texas. The Texas Child Study Center provides evidence based treatment for children and adolescents with emotional, behavioral, and developmental disabilities. In addition, Texas Child Study Center provides assessment and treatment for those children with acute or chronic medical illnesses, epilepsy, cystic fibrosis, diabetes, obesity, and traumatic injuries to address co-occurring mental health issues that these youth often face.DCMC proposes to increase access to behavioral health services through the delivery of psychotherapy, psychiatric assessments and medication management on school campuses to children and adolescents through a Campus Based Counseling Referral Center. This project will provide psychotherapy and medication management on campuses of select AISD schools, especially targeting students who have difficulty accessing services due to funding, transportation, or access to providers. Each school year, this project will establish and operate one or more school-based behavioral health clinics; thereafter the established clinic(s) will be operated by Lone Star Circle of Care in collaboration with AISD under the direction of DCMC. Early identification of mental health needs and access to services is crucial to preventing the unnecessary use of crisis services, utilization of the DCMC Emergency Department and use of inpatient resources. By providing services on the school campus, less classroom time is lost and transportation burdens are alleviated as students will not need to leave the school campus.DCMC, through the Children's/AISD Student Health Services Collaboration, has been able to build a collaborative approach for responding to student behavioral and mental health needs. The school nurses, which are employees of DCMC, provide identified students with individualized care plans for significant ongoing behavioral and mental health needs. DCMC will increase professional development for these school based nurses to aid in identifying and addressing behavioral health issues in addition to improving its electronic system for capturing and reporting care plans, with the hope of improved identification and documentation of student behavioral health needs. As a result of the SHS data analysis and the CHNA, DCMC and SHS will work to improve information sharing on campus safety and student behavioral health issues between SHS, Child Study Teams, and community partners. Additionally, through this collaborative DCMC will support the implementation of the Social Emotional Learning (SEL) by AISD. SEL is a curriculum-based, evidencebased approach to teaching skills that support student behavioral health.SMCW has developed a Clinical Psychiatry program through partnership with Lone Star Circle of Care (LSCC). This is aimed at increasing behavioral health services in Williamson County and Seton is committed to its continued support.SHL will collaborate with Bluebonnet Trails Community Services and the Burnet County Sheriff's Department to develop a Crisis Assessment for Persons in Behavioral Health Crisis program. This program will provide crisis assessment, referral and short term stabilization in Burnet County. To establish this service, a space near the Emergency Department (ED) of SHL in Burnet, Texas will be renovated so that it is suitable for walk-in patients and for law enforcement. Frequently, law enforcement will use it for persons who are being held under Emergency Detention and require evaluation to determine the best options for treatment and stabilization. SSC has been a founding financial member of the Ending Community Homelessness Collaboration (ECHO) and is committed to remaining involved to help meet the needs of some of Austin's most vulnerable residents. In collaboration with other community stakeholders, SSC provided initial funding for ECHO to apply for 501(c)(3) status and hire full time staff. |
| SSC lead the creation of the Crisis Implementation Committee | (CIC) which is a collaboration of all behavioral health providers, EMS, Austin Policy Department and other government entities involved in care of patients with behavioral health. For the past seven years the CIC has collaborated in building programs and bringing in public and private dollars to fund expanded safety nets that improve access to care in less expensive settings and improving the system of care for crisis services. Over the years CIC has created more bed capacity for hospitalization, funded access for partial hospitalization and IOP services. In addition, the CIC has built a dashboard to monitor services with metrics guiding the committee on process improvement initiatives. Outcomes include expanded 24/7 Psychiatric Emergency Services, Communitywide Peer Review program, Expanded Mobile Crisis Services and Telepsychiatric consults. The CIC reports to a behavioral health stakeholder group under the hospital district which advocates for improved services for behavioral health patients. Shoal Creek Hospital and the Seton Mind Institute are active members in both the CIC and the stakeholder group and have led many initiatives for improvement of care in behavioral health services. SSC will continue to support the Generations Program. The Generations Program provides an intensive outpatient psychiatric program for seniors in Travis and surrounding counties. The seniors served have a mental health need, primarily anxiety or depression, and a comorbidity including congestive heart failure, diabetes, or COPD. The program provides group, individual, and family therapy, as well as family and community education. The Generations staff includes a nurse, master level therapist, and a program psychiatrist that comes in weekly. Transportation is provided to participants and home assessments are done to ensure the best referral is made. The Generations program also offers specialty groups to the community such as geriatric attention deficit disorder and trauma groups.At CTRH many patients have a psychiatric co-morbidity (i.e. depression, bipolar, schizophrenia, etc.). In order to meet this need without having to send patients to a separate facility, CTRH has partnered with Behavioral Health Consultants, a behavioral health care group, to provide consultations to patients with behavioral health related illnesses. In order to assist in the rehabilitation process and address any co-morbidities, CTRH has a psychologist to help work with their patients.CPRMC, as a healthcare provider that offers advanced medical care and comprehensive services, provides multidisciplinary teams to help develop a comprehensive treatment plan for patients. For those patients identified to have behavioral health related needs, CPRMC works with Bluebonnet Trails Services to help treat those patients and to identify transfer to a more appropriate treatment facility, i.e. an inpatient facility if needed.SMCHH currently works with Army Marathon and will continue to pursue this partnership to benefit the behavioral health needs of the community. With Fort Hood being located in Bell County and the increasing awareness of the impact combat has on the mental health of our veterans, the Army Marathon helps raise support for behavioral health services and research in the military.Access to Care:Access to health care was a predominant theme among residents throughout all seven Community Health Needs Assessments, specifically the availability and accessibility of health care facilities and resources. In addition, many communities expressed frustration with the difficulty of navigating the health care system, the high cost of care, and the inability to gain and retain health insurance. Most communities recognized a presence of facilities and programming but the majority noted that health care resources are greatly lacking, especially for low-income and aging populations. Given this overarching need across Central Texas, Seton proposes to support the following implementation strategies.The reasons the CHNA identified health disparities and inequities in the ability of different ethnic groups to access care are complex. Research shows providing professional medical interpretation at initial assessment and discharge reduces readmissions within 30 days, reduces patient bed days, improves medication adherence and leads to better health outcomes. In addition, research also shows providing cultural competence training to our clinical care teams improves communication between patients and their clinical care team including their doctors and nurses as measured by the Hospital Consumer Assessment of Healthcare Providers and Systems ("HCAHPS") Survey, the first national, standardized, publicly reported survey of patients' perspectives of hospital care. Currently, Seton provides telephone interpretation services in over 140 languages, 24 hours, 7 days a week, 365 days a year. In addition, we provide in person sign language contracted services at all of our facilities as well as Spanish in person interpreters at certain hospitals. As part of an integrated approach to administer care in a person centered, culturally competent manner, Seton Healthcare Family, will develop a Language Services Resource Center and a Culturally Competent Care Curriculum. The Language Services Resource Center is a new project which will provide professional medical interpretation at initial assessment and discharge by centralizing interpretation and translation services, and increasing the number of professional medical interpreters for patients with Limited English Proficiency including but not limited to Spanish and sign language. The Culturally Competent Care Curriculum is expected to increase the quality of communication between the clinical care team and the patient in order to achieve greater patient involvement in shared decision making. The Diversity Department through the Culturally Competent Care Curriculum will provide training and education to the clinical care team to increase the likelihood of safe and effective person centered care in a culturally competent manner and leads to better health outcomes. The Language Service Resource Center and the Culturally Competent Curriculum will be implemented at UMCB, SMCA, SSW, and SNW with the identified best practices then being expanded to SSC, SMCW, SHL, SEBD, SMCH and SSRH.To help underserved residents navigate the complicated and fragmented health care system, Seton will continue to provide access to the Nurse Triage Call Center. Funded by the Seton Healthcare Network, the Seton's Nurse Triage Call Center makes registered nurses available 24/7 free of charge to folks calling one of Seton's Emergency Departments. Nurses assist callers with urgent care needs and schedule doctors' appointments to avoid unnecessary emergency room visits. Call Center nurses are able to schedule same-day and next-day appointments for callers at participating clinics. The Nurse Triage Call Center provides services to the communities served by UMCB, SMCA, DCMC, SSC, SEBD, SSW, SMCH, SSRH, SNW, SMCW, and SHL.The Seton Health Centers were established to provide accessible, comprehensive health services to medically underserved families in Austin. Primary care physicians, nurse practitioners and physician assistants provide quality primary care to community residents on a sliding scale based on family size and income. Medicare, Medicaid and CHIP are also accepted.Each of the three clinics offers primary care, laboratory, case management, and health education services. Comprehensive social services are part of the Centers' medical mission as well. UMCB has and will continue to refer unfunded patients without a medical home to the Seton Community Health Centers for primary care. The Seton Health Centers provide services to the communities served by UMCB, SMCA, SSW, SMCH, SNW and SSC. In addition, CTRH has and will continue to support the work and vision of the Seton Health Centers through fundraising, education, and community advocacy for these ministries. |
| The Travis County Medical Society, the Seton Healthcare Family | and other members of the Integrated Care Collaboration have initiated a coordinated system of volunteer doctors called Project Access. They work with other local providers to provide medical, hospital, diagnostic and pharmacy assistance for the uninsured in Travis County. The mission of Project Access is to provide ready access to appropriate health care services for uninsured people in Travis County whose incomes are at or below 200% of the federal poverty level and to improve the overall health of our community. Seton helped secure a grant to create the program. More than 1,000 volunteer physicians participate in Project Access and Seton will continue to support the work of this collaboration to improve access to care. Project Access provides a benefit to the communities served by UMCB, SMCA, SSW, SNW, and SSC.Seton will continue to increase access to services by supporting the Seton League House, a 38-room, bed-and-bath facility designed to provide families and caregivers with a place to stay while their loved ones are hospitalized in an Austin-area hospital. The subsidized rooms reduce the barrier of travel costs associated with treatment. The Seton League House provides a service to the communities served by UMCB, SMCA, SSC, SSW, and SNW.Access to prenatal care in the first trimester was identified as a need especially among the Latino/Hispanic population. To address this, Seton will expand its Obstetrics Navigation (OB Navigation) project to improve access to pre- and post-natal care for uninsured Hispanic women with limited English proficiency through comprehensive, effective patient navigation services. Currently the OB Navigators work with women after they have established prenatal care. The new navigation initiative will place navigators out in the community to help assist newly pregnant women with accessing care in their first trimester, following them throughout their pregnancy ensuring they receive a post-partum check-up and are connected to medical home for on-going primary care. The OB Navigation Program will use culturally and linguistically competent community health workers to serve as patient navigators. The Obstetrics Navigation will be implemented at UMCB, SMCA, SNW, and SMCW.Seton has, and will continue to engage in its partnership with local Federally Qualified Health Centers (FQHCs) in the communities with which they serve. Through these partnerships, Seton aims to increase primary care access for the un- and underinsured residents of these counties. Many of these FQHC relationships are in place and Seton will continue to support these local partners. SHL, SMCH, SEBD, SSRH and SNW will all continue to collaborate with local FQHCs to provide services to their local communities. UMCB will also continue to maintain its close relationship to the Paul Bass Clinic located at the hospital. The Paul Bass Clinic serves as the medical home for more than 1,500 individuals. It provides additional capacity for residents with multiple diagnoses and no established medical home. In addition to the primary care services, the clinic will offer quality specialty care in such specialties as cardiology, pulmonology, gastroenterology, orthopedics, otolaryngology, endocrinology, and rheumatology.UMCB will continue to support the Clinic at Brackenridge, an outpatient department of UMCB that provides specialty evaluation, treatment, and follow-up care to adults on an outpatient basis. Referrals come from the Austin/Travis county community health clinics and some other community agencies, labor and delivery, and the emergency department according to referral guidelines. The clinics are transitional in nature and after consultation the patient is sent back to the referring entity for primary care. This clinic provides specialty care to un/underinsured patients and sees over 25,000 individuals a year.SEBD is committed to the continuation of the Seton Children's Care-A-Van which will address the need to increase primary care access, especially for the un- and underinsured. Offering primary care services, the mobile clinic is often available for same day acute visits, eliminating some of the barriers residents face trying to access care. The Care-A-Van currently visits schools and churches that have been identified as areas of need and can serve as a primary care home for children ages birth-18, who cannot access care anywhere else.SHL is committed to the continuation of the SHL Care-A-Van to help eliminate some of the barriers residents face while trying to access care. This mobile clinic will target care toward low income residents and eliminate the transportation barriers associated with accessing care in rural communities. The Care-A-Van currently visits schools and churches that have been identified as areas of need and can serve as a primary care home for those residents who cannot access care elsewhere.SHL is committed to providing support for the Highland Lakes Rural Health Clinics which provides additional options for low income residents to access to primary care. SHL has clinics located in Burnet, Bertram, Lampasas, and Marble Falls in an attempt to provide services in the communities with the greatest need. The CHNA identified a decreasing number of providers that accept new Medicare and Medicaid patients, both of which are accepted by these clinics.SMCW sponsored the primary care clinic managed by Lone Star Circle of Care at the Texas A&M University Health Science Center in Round Rock as well as an additional primary care clinic on Gattis School Road. These clinics provide primary care for residents of Williamson County. Lone Star's designation as a Federally Qualified Health Center provides care for the un- and underinsured. SMCW will continue to work closely with Lone Star Circle of Care (LSCC) and is committed to exploring opportunities to increase primary and specialty care access across Williamson County. SMCW will work with community partners in its region to explore potential collaborations and Delivery System Reform Incentive Payment projects that may be available in the future to address the difficulties residents have accessing care.DCMC will continue to help connect residents with publically available assistance programs through their support of Insure-a-Kid, a Seton Healthcare Family department. Given that being uninsured is a significant barrier to accessing care, Insure-a-Kid staff are located within the community and within DCMC to help families with uninsured children apply for and enroll in Medicaid and CHIP. DCMC and Lone Star Circle of Care, a Federally Qualified Health Center, have partnered to increase access to care for children by opening five Dell Circle of Care pediatric clinics. The clinics will provide greater access to high-quality health care for underserved children in Williamson County, providing a combined capacity to serve 40,000 children each year. Over the next three years Dell Children's will continue to work with Lone Star to expand access to other counties.As the population of Central Texas grows and to increase the availability of pediatric specialty services, DCMC has committed to hire additional physicians in the following specialties: pediatric gastroenterology, pediatric endocrinology, pediatric neurology, adolescent medicine, pediatric pain management and medical pediatrics/transitional medicine. With the addition of these specialists, DCMC will not only be able to better serve children in Central Texas, we will be able to serve those in rural communities in Williamson County, Waco and Bryan/College Station. DCMC, in continuing with the charge that all children deserve quality health care, will continue to provide primary care services for uninsured children and their teen parents through its mobile health unit, Children's Health Express. The mission of Children's Health Express is to address the health needs of children who do not have a medical home. This mobile health team delivers primary care and preventative pediatric health care at several school sites and community based organizations around the County. The Children's Health Express will work with community partners to identify additional potential stops for the mobile clinic as the access needs change over time.DCMC, in addition to providing access to primary care, is committed to providing access to specialty care through its Specialty Care Center. The Specialty Care Center is made up of a neurosurgery center, a craniofacial plastic surgery center, pediatric orthopedics, and a cystic fibrosis center in an effort to increase the availability and access of specialty services in Central Texas. DCMC will support exploring opportunities to expand and increase specialty services to medically underserved areas of their community. |
| SHL will continue to support the Highland Lakes Hospice and | Home Health that provide a portion of the aging services for Burnet County. In Burnet County, it is projected that the population over the age of 65 will more than double over the next 18 years and aging services will be spread thin. By supporting these programs, SHL will help ensure that appropriate services are available for residents as they age.SHL proposes to develop a Patient Care Navigation program to effectively navigate services for indigent and uninsured patients in Burnet County. This project will implement a patient navigation system to connect indigent and uninsured patients with primary care or medical homes in order to reduce inappropriate utilization and provide cost-effective, timely, and site-appropriate health care services. Patients will be routed to a medical home by care navigators responsible for managing long-term relationships with the patients to reduce the patient's need for advanced medical care, including the ED. SSC will continue to expand IOP and partial hospitalization services to other counties and to unique segments of the population with specific behavioral health disorders. SSC's IOP services are currently available in Travis, Williamson and Hays counties. SSW has developed a relationship with Bethany Lutheran Church (BLC) in Southwest Austin to help sponsor a community health fair. SSW has provided a host of services such as heart and stroke education, skin cancer screenings, diet and exercise awareness, and vaccinations. These health fairs help reach members of the community who may not traditionally access care due to transportation, schedule, or other perceived conflicts. SSW will continue to foster this relationship with BLC and provide resources for this annual health fair. SEBD supports the Lockhart Rural Health Clinic and will open the Luling Rural Health Clinic to provide additional options for low income residents access to primary care. The CHNA identified a decreasing number of providers that accept new Medicare and Medicaid patients and it was speculated that these rural health clinics, along with the Community Health Centers of Central Texas FQHC's, are the only clinics accepting these patients. As a response to the growing need for extended hours care, the Lockhart RHC has extended hours Monday - Saturday, until 7pm, which gives patients appointment flexibility and access to walk in care without having to take time off work. In addition, the Lockhart RHC provides a Specialty Clinic with outpatient lab services, an Internal Medicine Clinic, Family Practice, as well as Cardiology and Pulmonology for those patients with specialty needs. SEBD has committed to taking on the management of the Caldwell County Indigent Program (CCI) in order to address the gap in services for the un/underinsured. This program provides services for those residents at or below 21% of the federal poverty limit and SEBD will act as an Accountable Care Organization to manage the entirety of a CCI member's care. By doing this, SEBD will be able to provide case management services to the individual and provide them with a medical home to ensure proper and timely care is being delivered. SSRH will look to implement a mobile Care-A-Van in Bastrop County to help eliminate some of the barriers residents face trying to access care. With the needs assessment identifying a lack of services for the un/underinsured, this mobile clinic will target care for low income residents and eliminate the transportation barriers associated with accessing care in rural communities.CTRH helps families connect to a funding source which is often the first step in meeting the access to care needs. CTRH assists families in obtaining DRS-CRS funding which funds acute rehabilitation, outpatient rehabilitation, and post-acute rehabilitation for patients with traumatic brain injuries and traumatic spinal cord injuries. This funding comes from the State of Texas and helps alleviate the burden of families who face barriers due to the high cost of intensive care. At CTRH many patients in need do not have a funding source and typically will not receive the rehabilitation needed to allow them to recover to their fullest potential. Most of these patients will be discharged home or to a nursing home where their recovery process will be halted. CTRH supports the Seton mission by providing rehabilitation to patients without funding. On any given day, CTRH will have at least 1 unfunded patient in-house.CPRMC works closely with the Leander Independent School District to increase access to health screenings and health education while at the same time promoting the health objectives of students, associates and parents of the district. An annual LISD Health Expo is provided for approximately 4,500 district employees. Health screenings, one-on-one information and wellness seminars are provided at the event. Topics include the prevention and treatment of chronic diseases, healthy nutrition and the prevention of obesity. CPRMC also provides speakers on health-related topics for an annual conference for the parents of LISD, called Connecting U.CPRMC and SMCHH will work with primary care clinic partners who have opened and are planned to open facilities in the hospital's primary and secondary service areas. Though many area providers no longer accept Medicaid and Medicare, patients on these plans can receive care at these clinic partners. Currently, SMCHH is engaged in collaboration with the Killeen Free Clinic to help provide access to care for the most vulnerable residents of Bell County.SMCHH has an on campus physician group that offers same day appointments for those residents needing non-emergent care. This physician group offers services such as primary care, obstetrics, gastroenterology, pulmonary, ENT, orthopedics and general surgery. The physician group currently accepts both Medicare and Medicaid and will continue to look for ways to expand access to their services in the coming years.In June 2012, SMCHH opened its doors and by doing so gave the community in Bell County increased options to access care. While this was a major step forward in increasing access to care, SMCHH is committed to continue to look for ways to increase access. Currently SMCHH is actively recruiting physicians to the area to help bring specialty services to Bell County rather than forcing residents to travel to neighboring counties to receive care. Since SMCHH has opened, it has brought 21 new physicians/specialists to Bell County and is projected to bring an additional 15 over the next three years. Currently there are over 250 physicians on the medical staff.Community Collaboration:Despite several non-profit and social service organizations within Central Texas, many Community Health Needs Assessment participants felt that efforts could be more integrated and coordinated to reduce the duplication of services and the fragmentation that has resulted. While organizations appear to be engaged in collaborative efforts, the lack of cohesiveness and focused vision lead residents to feel that there is more dialogue than there is action. More coordinated approaches would help maximize limited resources. This need for community collaboration was a sentiment that was found across all seven Community Health Needs Assessments. In 1997, Seton led the formation of the Integrated Care Collaboration (ICC), an alliance of community providers for the medically indigent, including health care organizations, government entities and volunteer clinics. Known as the ICC, the group's goal was to work together to increase access, improve quality and find creative financing solutions for the provision of health care for the region's uninsured. The ICC has developed an area wide health information exchange (HIE) for the un- and underinsured that is used to inform providers on the care a specific individual has received while also providing community wide analytics on healthcare usage and diagnostic trends. Since its inception, the ICC has broken into multiple collaborations, focusing on specific geographic areas. Seton Healthcare Family continues to fund the ICC infrastructure. The Integrated Care Collaboration and its multiple geographic specific collaborations provide benefits to the communities served by UMCB, SMCA, SSC, SSW, DCMC, SNW, SEBD, SMCH, SSRH, SMCW, and SHL.In 2012, Seton and Travis County Healthcare District began development of a non-profit Community Care Collaborative (CCC) with the purpose of advancing the health of identified vulnerable populations in Travis County through high-quality, cost effective, person centered care. The essential elements of the CCC are: patient centered medical homes, developing a health information exchange for its patients, case management of a selected high risk population, pharmacy management, integrated outpatient/inpatient protocols, and transitional care. |
| The CCC will be outcome driven and rely heavily on analytics to drive | process improvement and innovation. The Community Care Collaborative will provide a benefit to the communities served by UMCB, SMCA, SSC, SSW, DCMC and SNW.In June 2013, Seton and Central Health completed a Master Agreement that created the Community Care Collaborative (CCC) 501(c)(3) non-profit corporation. The CCC is an integrated delivery system that provides high quality, cost effective, patient centered care to improve health outcomes through expanded care coordination and patient care management for low income residents. The essential elements of the CCC are: patient centered medical homes, developing a health information exchange for its patients, case management of a selected high risk population, pharmacy management, integrated outpatient/inpatient protocols, and transitional care. The CCC is outcome driven and relies heavily on analytics to drive process improvement and innovation. The current safety net system of Travis County has several inherent flaws and gaps in services and health coverage availability that result in preventable hospitalizations and inappropriate emergency department usage. Some examples include:- Limited access to primary care and medical homes offering preventive care.- Serious shortages of specialty care providers causing delay in care.- Severely limited availability of behavioral health services, both inpatient and outpatient.- Little to no chronic disease management programs.Seton and Central Health jointly manage the operations and funding of a new integrated system of primary, specialty and acute care services. In fiscal year 2014, Seton provided the CCC with strategic and operational FTE leadership as well as cash contributions totaling $47 million to fund improvements to the integrated delivery system in Travis County. The $47 million cash contribution was not reported on the 990 financials in this first year of CCC operations; however it is one of the greatest demonstrations of Seton's commitment to providing coordinated healthcare services to meet our community needs. The Community Care Collaborative will provide a benefit to the communities served by UMCB, SMCA, SSC, SSW, DCMC and SNW.Seton Healthcare Family is a partner of the Community Action Network (CAN) and will continue to support this local collaboration. CAN is a partnership of government, non-profit, private, and faith-based organizations who work together to enhance the social, health, educational, and economic well-being of Central Texas. As a partner of CAN, Seton has representatives on the Board of Directors and is committed to working with other CAN Partners to attain the mission of CAN. The Community Action Network provides a benefit to the communities served by UMCB, SMCA, SSC, SSW, DCMC and SNW.DCMC will continue to support Children's Optimal Health as a community collaboration that aims to pull community based organizations together in an effort to identify and address the community needs of childhood obesity, access to prenatal care, motor vehicle collisions, and access to primary care. Through this collaboration, DCMC will assist in the review of geo mapping data regarding where there are volumes of families with uninsured children and no nearby public health clinics. Through this collaborative, DCMC's Injury Prevention Program has identified "hot spots" or areas of Travis County where child passenger seats are underutilized. The Program has moved child passenger seat fitting stations to the "hot spot" areas to improve access and education to those communities.CPRMC, in an effort to continually foster community collaboration, supports the programs and objectives of area healthcare nonprofit agencies including the American Heart Association, American Diabetes Association, March of Dimes, YMCA and American Cancer Society. Teams from CPRMC participate in the annual walks of these organizations to raise awareness and funds. Proceeds from Cedar Park Regional Medical Center's Race Against Colon Cancer also benefit the American Cancer Society's patient services.CPRMC is a proud supporter of the Leander ISD Educational Excellence Foundation (LEEF), helping to provide innovative teaching mini-grants to improve academic outcomes for all students in LISD. CPRMC's extensive community partnerships include generous donations from CPRMC associates to Hill Country Ministries' Food Bank. An annual United Way Campaign is also provided at CPRMC to meet the critical community needs in Williamson County.CPRMC supports the annual Leadership Cedar Park and Leadership Leander programs with day-long seminars on our campus to support education to community leaders on healthcare issues and community priorities.CTRH engages representatives of the community in the identification of community rehabilitation needs through its Community Advisory Council. The purpose of this council is to continue to identify the needs of the community and ensure Central Texas Rehabilitation Hospital is enhancing the quality and scope of services provided. CTRH will continue its support of the Lonestar Paralysis Foundation. The mission of the Lone Star Paralysis Foundation is to cure spinal cord paralysis through funding research, advanced recovery, and community outreach. CTRH fully supports the Foundation by sponsoring and participating in many events throughout the year.CTRH participates in the annual Collaborating for Cures event. This event provides the community with education about current research, rehabilitation and treatment advances as well as emerging approaches for Alzheimer's, stroke and traumatic brain injury care. CTRH has been a participating member in years past and will continue to be a part of this important community event in the years to come.SMCHH, in an effort to increase and foster community collaboration, has collaborative partnerships with many local agencies and other non-profit organizations including but not limited to: the Armed Service YMCA, the Killeen Free Clinic, the Heart Association, the Regional Health Policy Group, Hope Pregnancy Center, Harker Heights Food Bank, and the United Way. Through these partnerships, SMCHH is able to better connect residents to service organizations and support community health needs that fall outside the scope of the hospital. SMCHH expects to continue these collaborative partnerships and will explore opportunities to engage other community based organizations.Accidents:Accidents were a category of need that was identified in the rural communities during the Community Health Needs Assessment process. Accidents come in many forms but motor vehicle accidents served as the biggest cause of potential life lost and presented as a significant area of need in the rural communities that Seton serves. Given that motor vehicle safety is impacted by many variables, some of which fall outside Seton's direct line of service, Seton will participate in community discussions around motor vehicle safety but may defer to local experts to lead the collaboration. As a stakeholder concerned with community safety, SEBD, SHL, and SSRH will participate in community discussions around motor vehicle safety within their communities.DCMC has created an Injury Prevention Program whose mission is to lessen the burden of pediatric injury by identifying and addressing injury risks that affect the lives of patients and families at DCMC and throughout our Central Texas communities. The DCMC Injury Prevention Program will accomplish this by strengthening individual knowledge and skills, providing community education and access to resources, educating providers, fostering coalitions and networks, influencing organizational practices, and advocating at all levels of policy and legislation that protect children from injury. DCMC will also continue to support the Austin Area Safe Kids Coalition by. Safe Kids Austin, led by Dell Children's Medical Center of Central Texas, is a member of Safe Kids Worldwide, the nation's first non-profit organization dedicated solely to the prevention of accidental childhood injury. Safe Kids Worldwide is made up of more than 600 state and local Safe Kids coalitions in all 50 states, the District of Columbia and Puerto Rico. Safe Kids Austin consists of more than 30 community, civic, and state organizations. The Coalitions' initiatives include classroom-based programs and educational events for families. The Coalition focuses on promoting safety in vehicles, around water and while walking and biking. Safe Kids Austin promotes changes in attitudes, behaviors, laws and the environment to prevent accidental injury to children. In the United States, Safe Kids partnerships have contributed to a 45 percent reduction in the child fatality rate from accidental injury - saving an estimated 38,000 children's lives. Locally, this is done through community partnerships, advocacy, public awareness and distribution of, and education on the proper uses of, safety equipment. |
| DCMC is committed to its continued participation in the | Childhood Transportation Safety Committee. This committee is comprised of a group of stakeholders committed to reducing the incidence of unintentional injuries in the city of Austin by raising awareness of injury risks and encouraging behavioral, environmental and policy changes that prevent injury related to child motor vehicle occupants, child pedestrians, and child cyclists in targeted geographic areas. There are multiple workgroups under the committee attempting to develop a Childhood Transportation Safety Strategy (i.e. plan) for specific geographic areas in the Austin city limits.At CPRMC a comprehensive plan for trauma designation is currently underway and numerous public safety and trauma prevention activities are offered to the community. CPRMC provides a Bike Rodeo and participates in numerous health fairs help to promote children's safety skills. CPRMC partners with the Capital Area Trauma Regional Advisory Council (CATRAC) to provide bicycle helmets to children in need. CPRMC also partners with two Cedar Park high schools in the creation of Shattered Dreams, a film created by students to dramatically demonstrate the dangers of drunk driving and promote healthy decision making. Educational programs for EMS professionals are offered on a quarterly basis to promote the quality and coordination of emergency care.DSRIP Programs:Seton participates in 30 Delivery System Reform Incentive Payment (DSRIP) projects under the Texas 1115 Medicaid Waiver program. The DSRIP pool of funds provides payments to hospitals and other providers when they achieve goals intended to improve quality and lower the cost of care. Many of the projects challenge patients and providers to approach care differently. A number of projects target specific community needs and is intended to help care for the most vulnerable population. Seton implements 16 of the projects and collaborates with the CCC on the remaining 14. The 16 projects sponsored solely by Seton are listed below:1. OB Navigator Program: Improve access to pre- and post-natal care for uninsured Hispanic women with limited English proficiency through comprehensive, effective patient navigation services.2. Women's Oncology Screening: Expands timely access to breast and cervical cancer screening via a mobile unit for uninsured and underinsured women in Travis County, who, without this expansion likely would not receive these life-saving services. 3. Family and Childhood Obesity: This project deploys a tiered approach to treat and prevent childhood obesity by providing (1) direct intervention to the child and family, (2) best practices and tools to primary care and pediatric clinics and clinicians serving the target population; and (3) multimedia health promotion resources and support activities for patients, families and the community at-large that are designed to comprehensively treat and reduce the incidence of obesity in the region.4. Behavioral Health Care Connection and Navigation: Creates a program to support uninsured individuals needing behavioral health care by providing free behavioral health assessments and referral to community treatment providers.5. Psychiatric Emergency Department: The goal is to divert patients away from community emergency rooms into a more clinically appropriate and cost effective centralized Psychiatric Emergency Department.6. Women's Oncology Navigation: This project expands existing patient navigation services that connect women with cancer diagnosis to treatment and/or survivorship support services.7. Chronic Care Management - Adults: This is a chronic care management program that provides direct health care and care coordination for adults who have been seriously injured and to those who have experienced a serious illness due to multiple chronic conditions.8. Care Transition Intervention: This project creates a multi-disciplinary team that monitors and coordinates the care of patients with chronic disease immediately following discharge from hospital to home, and from home to primary care. This project is expected to optimize the patient's recovery and avoid readmission. Services include home visits to provide short-term direct care, social services, behavioral health support, transportation, telehealth and patient training regarding selfcare management of the chronic disease(s).9. Diabetes Chronic Care Management: This project provides an interdisciplinary Diabetes Team to address the clinical, safety, and psychosocial needs of inpatients with diabetes while preparing for a successful discharge. 10. Substance Abuse Navigation: This project will provide care transition services for patients who are at risk for a Substance Use Disorder (SUD). The purpose of the program will be to direct individuals toward early intervention and provide access to treatment opportunities and education for the indigent and uninsured.11. Expand Post Graduate Training for Psychiatric Specialties/Psychiatric Residency Programs: This project will expand residency training programs in psychiatric specialties to expand the workforce of providers in our community treating psychiatric patients.12. Psychiatric Telemedicine: This project will expand access to provide 24/7 psychiatric consultations at the UMCB ED by utilizing after-hours telemedicine services.13. Language Services Resource Center: This is a new project that will centralize interpretation and translation services and increase the number of professional, healthcare interpreters for patients with Limited English Proficiencies. This intervention is expected to increase the quality of communications between the healthcare provider and patient to achieve greater patient involvement in shared decision-making.14. Culturally Competent Care: This project will provide culturally competent care training, awareness and education to healthcare providers and staff at UMCB and four other Seton hospitals in Travis County.15. Palliative Care: This project will create a new palliative care (PC) program devoted to providing palliative care to patients through a serious illness that may be chronic, terminal or acutely devastating. Services will be provided to inpatients and outpatients at UMCB, primary care clinics, patient homes and at specialty settings such as oncology, congestive heart failure and heart transplant clinics.16. Chronic Care Management - Pediatrics: This project seeks to expand a pilot program that manages the comprehensive care of children with complex chronic disease in the outpatient setting.Financial 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. |
| Schedule H, Part VI, Line 3 | The following describes how the Organization informs and educates the patients and persons who may be billed for patient care about their eligibility for assistance under federal, state or local government programs or under the Organization's charity care program: - Eligibility for charity care may be determined at any point in the revenue cycle. - Post a summary of the Charity Care Policy (in both English and Spanish) and financial assistance contact information in admissions areas, emergency departments and other areas of the Organization's facilities in which eligible patients are likely to be present. - Brochures (English and Spanish) explaining the availability, criteria and process for applying for financial assistance are available in patient registration areas and in 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, transportation to appointments, 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. - A significant percentage of our patient access and patient financial service customer service representatives are fluent in both English and Spanish. - Patient access employees and patient financial service customer service representatives are trained (including at least annual updates) on eligibility criteria for financial assistance and various potential federal, state, and/or local governmental funding programs, including but not limited to Medicaid, CHIP, SSI, county indigent, crime victims, COBRA, Veterans benefits, third party liability, etc. - Seton utilizes the patient account rank order (PARO) score to identify patients who are eligible for financial assistance who did not apply through the avenues outlined above. (The PARO score is a presumptive financial means score that utilizes and analyzes demographic and public financial databases to evaluate and quantify the patient's ability to pay a medical bill.)- In addition to assistance with potential funding sources/governmental programs and charity care/financial assistance, efforts are made to enroll and link patients with primary care homes. - Include a summary of the Charity Care Policy, application form, and financial assistance contact information (in either English or Spanish) with other discharge materials provided to patients - Financial assistance contact information is included on patient statements. - All revenue cycle business partners (primary and secondary collection agencies, eligibility vendor, etc.) are contractually required to follow Seton's and Ascension's billing and collection policies, including notification of the availability of financial assistance. |
| Schedule H, Part VI, Line 4 | Geographic AreaThe Seton Family of Hospitals (Seton) serves an 11-county area, covering 9,645 square miles in Central Texas and divided into regions:- West Region - Burnet, Llano and Blanco Counties- North Region - Williamson County- Central Region - Travis County (home to Texas' state capital, Austin)- South Region - Hays and Caldwell Counties- East Region - Lee, Bastrop, Fayette and Gonzales CountiesIn 2014, there were 2.0 million people living in the region; this number is expected to grow to 2.7 million by 2024. Seton's service area includes the rapidly growing urban Austin-Round Rock Metropolitan Area (five counties), as well as sparsely-populated rural areas with less convenient access to health care. More than 90% of the persons receiving inpatient care from Seton reside in this 11-county service area. Seton manages hospitals in six of the 11 counties; patients from the other five counties travel to access care in Seton facilities.Service Provided/Other Health Care Providers:Seton is a not-for-profit health care system that serves the community via 11 hospitals: six general medical-surgical hospitals, a children's hospital, three hospitals in rural areas and a psychiatric hospital. Seton provides 43% of the inpatient care in the area.Seton provides a number of distinctive services in the region: the only Level I trauma facilities, the only free-standing children's hospital, the only free-standing psychiatric hospital, and the only heart transplant center.Three of the System's hospitals are tertiary care facilities that serve the entire 11-county area with a broad array of services that can address the most complex health care needs: Seton Medical Center Austin, University Medical Center Brackenridge, and Dell Children's Medical Center. Seton Edgar B. Davis Hospital and Seton Highland Lakes Hospital are designated critical access hospitals and, as such, are the sole hospitals in their respective rural communities, Caldwell and Burnet counties. Seton also provides home health care and hospice care in rural Burnet/Highland Lakes, as well as home health and nursing home care in Smithville (Bastrop County).The remaining general medical-surgical hospitals (Seton Northwest, Seton Southwest, Seton Williamson, and Seton Hays) serve residents from a smaller area surrounding each facility. However, Williamson and Hays have the technology and clinical capability to serve a wider area as the demands of the region increase due to population growth and aging of the population.Seton provides ambulatory care via three safety net community clinics in Austin and a network of rural health clinics in both the east and west parts of the service area. Seton is developing a system of physician practices with both primary care physicians and sub-specialists. Seton has 539 employed providers (physicians, nurses, and physician assistants) in addition to about 262 medical residents. There are 2,689 physicians who are credentialed to practice in Seton hospitals with approximately 333 of that total being employed. The other major hospital provider in the area is HCA/St. David's Healthcare System, a for-profit system with five hospitals and 43% market share. Scott & White Healthcare system, a multi-hospital system based in Temple, has a hospital within Seton's service area. There are six other hospitals in the area; these are a mix of for-profit, public, and not-for-profit. Several of these hospitals have affiliation agreements with one of the larger systems or are in negotiations for affiliation, merger or acquisition.Population Characteristics:The Central Texas region is comparatively young, but growing older. In 2014, the largest percentage of the population 44.99% - were aged 15 to 44 years; that percentage is expected to drop to 42.86% in 2024. In 2014, persons 65 years and older constituted 10.81% of the population; by 2024 that demographic will grow to 14.2%. Young people from infant to 14 years represent 21.02% of the region's population in 2014; their share of the population will decrease to 20.41% in 2024. In 2014, persons aged 45 to 64 were 23.18% of the region's population; by 2023, they will represent 22.53% of the region's population.The rural areas of the region tend to have older populations than the urban/suburban core. In the years ahead, the growth of older populations in the region will present a multitude of challenges, including an expected increase in demand for health care services. The diversity of the region is increasing. Non-Hispanic Anglos are 53% of the population in 2014 and are expected to be 48.44% of the population in 10 years. Hispanics are 33% of the population, and expected to be 36.51% by 2024. The region is remarkably well educated. Central Texas residents possess higher levels of educational attainment than either Texas or the United States. Today, more than 88 percent of all adult residents are high school graduates; more than 39 percent possess a bachelor degree; and close to 13% hold a professional degree.Although the region has not been entirely immune to the recent economic downturn, the regional economy continues to outperform most other U.S. communities. At 4.2%, the region's December 2013 unemployment rate was 2.5% below the national average. Most detrimental economic effects are readily apparent in statistics concerning median household income. Adjusted for inflation, median household income in the Austin Metropolitan Region dropped from $63,000 in the mid-2000's to $61,750 in 2014. While Texas and the U.S. also experienced declines in median household income, neither was as severe as the Austin region. Yet median household income in the Austin Metropolitan Region remains more than 13 percent higher than the national figure and 11 percent higher than the Texas figure.The percentage of households in the region who are living below the U.S. poverty level is 9%. In addition, 21% of those aged under 65 in Central Texas are uninsured in April 2013, creating significant barriers to access to health care. In 2010, 15% of Central Texas children age 6-17 were uninsured. More than half of uninsured children are eligible for public programs, but are not enrolled.Data regarding inpatient discharges in the region illustrates the impact these insurance coverage rates have on Seton's operations. Seton serves a disproportionate market share of Medicaid and self-pay patients. While the hospital system serves 43.7% of the total inpatient needs of the community, it also supports 53.9% of Medicaid patients and 56.7% of self-pay patients. Specifically:- Medicare reimburses for 38.3% of inpatient discharges in Central Texas. With an aging population, the percentage of patients covered by Medicare will continue to increase.- Medicaid reimburses for 16.6% of inpatient discharges in the region, while commercial insurance covers 33.3% of discharges. Employer-sponsored insurance had been declining over the last 10 years.- Self-pay and "other" accounts for 11.8% of Central Texas resident discharges. While 22% of Central Texas' under-65 population is uninsured, many more are under-insured in programs that do not cover the costs of care. |
| Schedule H, Part VI, Line 5, Composition of Governing | Body - A majority of the members of Seton Family of Hospitals' governing board reside in the Organization's primary service area.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. Detailed descriptions of these programs and activities can be found in the narratives addressing Part II, Community Building Activities, as well as questions 2 through 4 of Schedule H, Part VI.Related Seton Grantees:- Seton provided $1,000 to the John Paul II Life Center to support the Vitae Clinic. This Clinic is a unique medical practice that provides women with state-of-the-art, holistic health care throughout their reproductive years and beyond. With a mission to provide excellence in women's healthcare while promoting a culture of life, the Clinic Vitae is in full compliance with the ethical and religious directives for Catholic healthcare services.Related Seton Grantee: Need: ObesityObesity was identified as a community health need across the seven community health needs assessments that Seton participated in. While each community was unique in how they felt obesity could be addressed, Seton has identified various implementation strategies to help combat the increasing obesity trend. In an effort to not duplicate efforts, Seton recognizes that many city municipalities, local school districts, and local non-profits are working to reduce the obesity rate in our community. Below includes a list of community partners Seton supported with donations of $5,000 or more to help address the obesity epidemic.- The YMCA of Austin provides fitness and recreational activities for the disadvantaged residents of Austin. In addition, the Y also provides wrap around services that act as the "next layer of care" in many key clinical activities that Seton participates in. Seton contributed over $2,500 to the YMCA of greater Austin in FY14.Need: Chronic Disease and Disease ManagementAll of the Community Health Needs Assessments identified chronic disease and disease management as a priority health issue facing residents of their County. For the past six years the top three causes of death in Central Texas have been related to chronic disease. With many communities landing above national benchmarks for chronic disease - specifically diabetes, heart disease, and cancer - several opportunities exist for meeting this community health need. Below includes a list of community partners Seton supported with donations of $5,000 or more to help address this community health need.Related Seton Grantees:- American Cancer Society: The American Cancer Society is a nationwide, community-based voluntary health organization dedicated to eliminating cancer as a major health problem. In FY14, Seton provided sponsorships for the ACS annual Relay for Life event in addition to the Greater San Marcos Cattle Baron's Ball benefitting ACS. These donations totaled $5,000.- American Heart Association: The American Heart Association works to keep members of Central Texas safe from heart disease and stroke. They build healthier lives and make our community healthier through education, support, research, and advocacy. Seton contributed $55,000 in FY14 to AHA's Campaign.- The Care Communities: The Care Communities help connect volunteer families to those in the community who may be battling HIV/AIDS or cancer alone. In FY14, Seton was a sponsor of the Care Communities annual gala and donated $700.Need: Behavioral HealthMental and behavioral health was one of the foremost health concerns raised by all of the communities represented in all of the Community Health Needs Assessments. This included substance abuse, an inadequate number of mental health providers and a lack of behavioral health resources. In an attempt to help communities meet this need, Seton supported the following organizations with donations of $5,000 or more:Related Seton Grantees:- Austin Clubhouse: Austin Clubhouse exists to provide acceptance and empowerment so adults living with mental health diagnoses can pursue personal goals and play a meaningful role as co-workers, colleagues, family members and friends. In FY14, Seton provided $5,000 in support of the Austin Clubhouse annual fundraising luncheon.- Nami Austin: NAMI is the largest grassroots organization dedicated to building better lives for millions of Americans affected by mental illness. Thousands of volunteer members and supporters in communities across the country are the face and voice of the NAMI movement. Families, individuals, and friends come together to give and receive help and hope through NAMI. NAMI is families and individuals who have experienced mental illness, who work each day to raise awareness and provide essential and free education. The organization advocates for and offers no cost education and support group programs for people living with mental illness and their loved ones. With more than nine education programs - including support groups, community meetings, and other outreach - NAMI is a vital resource for individuals and families when they need a place to turn. Seton contributed $5,000 to NAMI in FY14. Related Seton Grantees: - Caritas of Austin: Caritas provides a service continuum for those experiencing poverty that begins with a safety net and links clients to resources to achieve self-sufficiency. This continuum includes housing, food, education and employment services for individuals who are homeless, working and earning a low wage, and documented refugees. Seton contributed $6,000 to sponsor the organization's annual fundraising dinner.- Housing Works Austin: Housing Works advocates a wide range of housing options so that all Austinites can afford a home that is close to jobs, family, schools, recreation, and places of worship. Seton contributed $2,000 in FY14 towards the organization's efforts. Economic Development Related Seton Grantees: - Greater Austin Hispanic Chamber of Commerce: The Greater Austin Hispanic Chamber of Commerce's (GAHCC) primary goal is to continue the advancement and progression of a strong and stable economic culture for Hispanic businesses. This goal is reached by developing the community's business and management skills; bridging access to financial capital; and maintaining the community's cultural values and integrity. Seton sponsored the GAHCC annual meeting and health-related events. In addition, the GAHCC fosters programs and initiatives to better the general welfare of the Hispanic community. Seton provided $20,000 to the Austin Hispanic Chamber of Commerce.- Capital City African American Chamber of Commerce: The Capital City African American Chamber of Commerce is an advocate for the creation, growth, and expansion of African American businesses within Central Texas and provides resources, technical assistance, and leadership on policy issues that enhance economic growth. Seton sponsored the Small Business Award, Black Elected Officials Award, and the CCAACC annual fundraiser. Seton provided $5,500 to the Capital City African American Chamber of Community SupportRelated Seton Grantees: - Austin Community Foundation: The Austin Community Foundation promotes philanthropy in Central Texas to improve the quality of life for all, for today and for the future. Funds are distributed for such projects as wild fire recovery to the Austin Children's Shelter.- The Junior League of Austin: The Junior League is a nonprofit organization formed in 1934 committed to promoting voluntarism, developing the potential of women and improving the community through the effective action and leadership of trained volunteers. Its purpose is exclusively educational and charitable. Seton sponsored the Coats for Kids and Food for Tummies initiatives. |
| Environmental Improvements | Need: As noted in the 2009 Central Texas Sustainability Indicators project, the community's environment has a significant impact on public health. For example:- Air and water quality are often public health concerns and have been shown to impact health care costs.- Economic health and educational attainment have been shown to have strong correlation to individual health status.- A safe environment contributes not only to reduced accidents but to the mental well-being of the community.- Availability of recreational spaces and community walkability design can encourage more active healthy lifestyles.The sustainability project noted that Central Texas needed to monitor or take actions on issues related to safe families, quality of and access to child care, equity among schools, water consumption and quality, air quality, mental health, vehicle miles traveled, rural land, cost of living, home loans, and race relations.Related Seton Grantee:- Children's Optimal Health (COH) gives agencies and communities' access to proprietary data by using GIS mapping to illuminate issues involving Central Texas children. By layering data from many sources, COH can help communities visualize the health of their neighborhoods, identify assets and needs, and unearth opportunities for collaborative change. In FY14, Seton continued to participate in the funding of COH as a Charter Board member of the organization.Leadership Development and Training for Community MembersRelated Seton Grantees:- National Forum for Black Public Administrators: The mission of the NFBPA is embodied in the organization's commitment to strengthen the position of Blacks within the field of public administration; to increase the number of Blacks appointed to executive positions in public service organizations; and to groom and prepare younger, aspiring administrators for senior public management posts in the years ahead. Seton's contribution sponsored the Development Day and the October 2012 Conference Health Fair.Coalition BuildingRelated Seton Grantees:- Austin Interfaith: Austin Interfaith is a non-partisan, multi-ethnic, multi-issue organization of 30+ congregations, public schools, and unions who work together to address public issues that affect the well-being of families and neighborhoods in our community. Interfaith cultivates peace and respect through interfaith dialogue, service and celebration and exists to build healthy relationships between the faith communities of Central Texas. Funds were used for health care organizing.- Anti-Defamation League: The Anti-Defamation League fights anti-Semitism and all forms of bigotry in the U.S. and abroad through information, education, legislation, and advocacy. ADL serves as a resource for government, media, law enforcement, educators and the public. Seton's donation was for the sponsorship for the Defenders of Rights Award.Community Health Improvement AdvocacyNeed: Cancer and cardiac disease are responsible for three out of five deaths in Central Texas, with accidents, strokes and respiratory disease accounting for the next highest group of deaths. An increasingly important contributing factor to the quality of public health is obesity, which has been tied to numerous health conditions, including diabetes and heart disease. The number of Central Texans who self-report as obese or overweight continues to increase; in 2008, more than 60% self-reported themselves as obese or overweight. Other lifestyle indicators important to the public health are alcohol consumption and tobacco use. In Central Texas the incidence of binge drinking has increased, while the number of residents who smoke has decreased slightly. While the rates of several communicable diseases, including HIV/AIDS and tuberculosis have been decreasing in the area, the number of public school students who have refused immunizations for diseases such as measles, mumps, whooping cough, diphtheria, polio and rubella for "reason of conscience" has increased dramatically.Related Seton Grantees:-The ARC of the Capital Area: The Arc of the Capital Area, a non-profit organization, is committed to promoting independence and choice by providing individualized services to adults and children with intellectual and developmental disabilities. Seton was a sponsor for the Building Bridges Art Celebration and Auction in FY14.Workforce DevelopmentNeed: The region was not immune from the recession and its effects are most readily apparent in statistics concerning median household income. Adjusted for inflation, median household income in the Austin metro region dropped from $63,000 to $57,000 during the second half of the last decade.Related Seton Grantees: - Huston-Tillotson University: A historically black institution, Huston-Tillotson University's mission is to provide opportunities to a diverse population for academic achievement with an emphasis on academic excellence, spiritual and ethnical development, civic engagement, and leadership in a nurturing environment. Huston-Tillotson is the oldest institution of higher learning in Austin and is preparing to reach 1,000 students in the near future. |
| Schedule H, Part VI, Line 6, Seton Healthcare Family | ("The System") is a member of Ascension Health. In December 2011, Ascension Health Alliance, doing business as Ascension, became the sole corporate member and parent organization of Ascension Health, a Catholic, national health system consisting primarily of nonprofit corporations that own and operate local health care facilities, or Health Ministries, located in 23 of the United States and the District of Columbia. In addition to serving as the sole corporate member of Ascension Health, Ascension serves as the member or shareholder of various other subsidiaries. Ascension, its subsidiaries, and the Health Ministries are referred to collectively from time to time hereafter as the System. 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. Seton, located in Austin, Texas, is a nonprofit system that organized, develops, coordinates and delivers a complex, full continuum of health care services for residents of Austin and the surrounding area. Admitting physicians are primarily practitioners in the local area. Seton 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. The individual entities within Seton are as follows:Seton Family of Hospitals - Dell Children's Medical Center - Seton Medical Center Austin - Seton Shoal Creek Hospital - Seton Northwest Hospital - Seton Highland Lakes Hospital - Seton Medical Center Williamson - Seton Southwest Hospital - Seton Edgar B. Davis Hospital - Seton Medical Center Hays - Seton Smithville Regional Hospital - Towers Nursing Home - University Medical Center Brackenridge Other Patient Care Operations Physician Enterprise - Specially for Children - Pediatric Critical Care Associates - Pediatric Surgery Subspecialties - Austin Children's Chest Associates - Institute of Reconstructive and Plastic Surgery - Seton Management Services Organization - Seton Brain and Spine Institute - Seton Family of Pediatricians - Seton Family of Pediatric Surgeons - Seton Family of Physicians - Seton ENT - Adult Inpatient Medical Services Clinical Enterprise - Seton Medical Group - Seton Community Care - Topfer Bldg. Condo Assoc. - AISD School Nurse ProgramSupport ServicesInsurance Services- Seton Health Plan- Seton Physician Hospital Network- Managed Care- Mission Care- Seton Health AllianceEducation and Research- Austin Medical Education Programs- Clinical Education CenterNetwork Services- Seton Cove- Professional Office BuildingsFund Development- Seton Fund- Fund Development- Children's Medical Center Foundation of Central Texas- Hays Foundation- Blue Ladies Minerals, Inc.- Twenty-Six Doors, Inc.- Williamson Foundation- Fickett Health LegacyEntities Accounted for Under the Equity Method of Accounting- Covenant Management System- Central Texas Laundry- Strictly Pediatrics Surgery Center- Cedar Park Health System- Hill Country Surgery Center- Northwest Surgery Center- Central Texas Rehabilitation Hospital- The Surgery Center at Williamson- Medical Park Tower Surgery Center- Harker Heights/Killeen Health Systems- Austin Cyberknife- RediClinic AustinMission: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.Pediatric Surgical Subspecialists Purposes and Activities:Pediatric Surgical Subspecialists (PSS) d/b/a Pediatric Specialty Services 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. PSS activities include: - Providing pediatric subspecialty medical care to Central Texas children; - Supporting medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - 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; - 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.Austin Children's Chest Associates IIPurposes 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. ACCA's activities include:- Providing pediatric pulmonary and sleep medical care services to Central Texas children; - Supporting medical education and developing of the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - Developing a single, unified, integrated delivery system to provide high quality, cost effective, tertiary health care services to infants, children and adolescents within ACCA's service area; - 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 Institute of Reconstructive Plastic Surgery | Purposes and Activities:The Institute of Reconstructive Plastic Surgery of Central Texas, d/b/a Seton Institute of Reconstructive Plastic Surgery (SIRPS), is a sub-specialty 501(c)(3) charitable organization that provides patient care and educational programs and organizes and directs clinical and basic science research programs. SIRPS serves the patient populations of University Medical Center Brackenridge (UMC Brackenridge), Seton Medical Center Williamson and other regional hospitals. UMC Brackenridge and Seton Medical Center Williamson are operated by a related tax-exempt organization, Seton Family of Hospitals (d/b/a Seton Healthcare and Daughters of Charity Health Services of Austin). SIRPS faculty represents a variety of subspecialties, including Wound Care, Hand, Breast, Craniofacial and Reconstructive Plastic Surgery. SIRPS Involvements:In FY14, SIRPS faculty provided care in more than 10,750 visits. Approximately 54% of patients were covered by government insurance programs, including Medicare, Medicaid and managed Medicaid or were self-pay or charity. Faculty members hold leadership positions in a variety of local, regional and national professional organizations. In addition, SIRPS physicians were/are:- Actively involved in resident, medical student and allied health education.- An integral part of UMC Brackenridge acquiring and maintaining Level I Trauma Center status.- An integral part of Seton Medical Center Williamson acquiring and maintaining Level II Trauma Center status.SIRPS AccomplishmentsSIRPS faculty:- 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. - Created an outpatient hand therapy center to provide continuity of care to our patients.- Instituted outpatient imaging services for quick, same-day imaging with outpatient pricing- Developed a clinic at the Travis County jail to reduce transport costs, decrease ER visits and improve safety.- Sees all patients, regardless of ability to pay.SIRPS Community Outreach ActivitiesPhysicians with SIRPS participate in a variety of community outreach activities including:- Giving lectures to community physicians and allied health personnel to continue education and improve quality of care.- Participating in community health fairs, educating the general population (e.g., Mock Surgery Fair).- Mentoring undergraduate students and working with student observers interested in pursuing careers in healthcare. - Providing leadership and direction for the specialty of plastic surgery as it develops in Austin and the surrounding counties.- Updating the public via numerous media outlets (radio, television, internet) on plastic surgery related health concerns, such as skin cancer and breast cancer awareness, hand injuries and cosmetic treatments of the breast, body and face.Seton Family of Hospital (f/k/a Tri-County Practice Association)/Seton Brain & Spine InstitutePurposes and Activities:Seton Family of Physicians f/k/a Tri-County Practice Association (TCPA), d/b/a Seton Brain & Spine Institute (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 more than 30 board-certified physicians specializing in neurosurgery, orthopedic surgery, neurology and physical medicine and rehabilitation. SBSI is operated by a related tax-exempt organization, Seton Family of Hospitals.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- ConcussionsMedical services include:- Neurology- Neurosurgery- Orthopedic spine- Physical Medicine and RehabilitationSome 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 upcoming 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.Seton Family of PediatriciansPurposes and Activities:Seton Family of Pediatricians (SFP) 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. SFP activities include: - Collaborating with the Lone Star Circle of Care Physicians to provide PRN (on-call/as needed) physician support to Seton facilities, thus improving the accessibility of timely pediatric care to the Central Texas residents; - Supporting medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - Developing a single, unified, integrated delivery system to provide high-quality, cost effective, tertiary health care services to infants, children and adolescents within the SFP service area; - 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 Family of Pediatric SurgeonsPurposes 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. SFPS activities include: - Providing pediatric general and trauma surgery; - Supporting medical education and developing the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - 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; - 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.Tri-County ClinicalPurposes and Activities:Tri-County Clinical (TCC), d/b/a Seton Family of Doctors, Seton Heart Institute and Riverbend Medical Group, is a tax-exempt 501(c)(3) non-profit corporation dedicated to providing quality primary and specialist care to patients and extending the continuum of care from the Seton Family of Hospitals to outpatient clinics. As the leading provider of comprehensive health care services in Central Texas for more than a century, Seton continues to drive the level of care available in our community. TCC is a premier group of practices with more than 45 doctors and researchers offering services in specialties from primary care to cardiology. TCC also has worked to improve access to healthcare in the region through its facilities in underserved and rural communities in Central Texas. |
| Seton Ear, Nose and Throat | Purposes and Activities:Seton Ear Nose and Throat (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. SENT activities include:- A focus on providing specialized care for babies, children and adolescents with ear, nose and throat conditions; - Supporting medical education and developing of the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - 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; - 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.Children's Bone Joint and Spine CenterPurposes and Activities:Children's Bone Joint and Spine Center (CBJSC) 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. CBJSC activities include: - Providing pediatric orthopedic care to Central Texas children; - Supporting medical education and developing of the capabilities of individuals and institutions to teach and practice medicine, especially the field of pediatric medicine; - 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; - Developing a single, unified, integrated delivery system to provide high quality, cost effective, tertiary health care services to infants, children and adolescents within CBJSC's service area; - 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.Adult Inpatient Medical ServicesPurposes 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 the Seton Family of Hospitals. AIMS and Seton 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. 'Specially for Children Children's Hospital Subspecialists of Central TexasPurposes 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 of Central Texas (DCMCCT), which serves a 46-county area in Central Texas. DCMCCT 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 39 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).Healthcare CollaborativePurposes and Activities:Healthcare Collaborative (HC) 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. HC activities include:- Providing specialized medical services to individuals of the Central Texas region; - Collaborating with other service providers in the Central Texas region to streamline the delivery of healthcare services to patients in the region; - Supporting medical education and developing of the capabilities of individuals and institutions to teach and practice medicine; - 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; - Developing a single, unified, integrated delivery system to provide high-quality, cost effective, tertiary health care services to patients within the HC service area; - 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 Medical Group | Purposes and Activities:Seton Medical Group (SMG) is a physician practice organization that provides medical staffing for a related tax exempt organization, Seton Healthcare Family ("Seton"). Physicians with SMG work with patients at Seton's 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 - Seton Children's Care-a-Van- Seton Total Health PartnersSMG provides the following inpatient and outpatient medical services to the community:- Asthma Education/Spirometry - Diabetes Specialty Clinic and Foot Clinic- Clinic for Children at Risk for Diabetes and Cardiovascular Disease - Family Practice- Family Therapy- General Surgery- Internal Medicine- Laboratory Services- Nephrology - Neurology - Orthopedics- Pain Management - Patient Education - Pediatrics - Obesity Education for At-Risk Children- Pulmonology - Social Worker at Each Site- Pharmacy Assistance Program- UrogynecologyMany of the services listed above charge patients a co-pay on a sliding scale or without consideration of a patient's ability to pay in order to ensure that all services are available to meet community health care needs. In addition to providing health care services to all individuals who require medical attention, SMG sponsors several programs to help provide patient education. SMG also provides continuing medical education for its members in order to provide the best health care to the community. Participating physicians have access to Seton-sponsored Continuing Medical Education activities, which included:- Adult Cancer Management - Brain & Spine Clinical Rounds- Breast Pre-Treatment Planning - Chest Conference- Communication of Electronic Fetal Monitoring- GYN Cancer Conference- Heart Transplant Board Meetings- Internal Medicine Grand Rounds- Invasive Cardiology Morbidity & Mortality- Neonatal Grand Rounds- OB/GYN Grand Rounds- Pediatric Cancer Management Conference- Pediatric Cardiology/Cardiovascular Surgery Conference- Pediatric Grand Rounds- Perinatal Outreach- Searching for Evidence: Using PubMed & Other Online Resources- Seton Medical Center Grand Rounds- Stroke Case Conference- Trauma RoundsPediatric Critical Care AssociatesPurpose and Activities:Pediatric Critical Care Associates (PCCA) is a tax-exempt pediatric sub-specialty 501(a) 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 of Central Texas, which serves a 46-county area in Central Texas. Dell Children's is the only dedicated pediatric facility in the region and is operated by a related tax-exempt organization Seton Family of Hospitals (d/b/a Seton Healthcare and Daughters of Charity Health Services of Austin). 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. PCCA InvolvementsPCCA Physicians:- Continue to participate in the National Association Children Hospital's and Related Institutions (NACHRI) and NACHRI's National CA-BSI Collaborative. This collaborative was initially made up of 30 Pediatric Intensive Care Units (PICU) nationwide working together to eradicate Catheter-Associated Blood Stream Infections in the Intensive Care Unit (ICU). The program is designed to establish "best practice" and now PCCA along with the other original group members, are serving as facilitators to help "spread" to more than 300 PICU's nationwide.- Serve as leaders in NACHRI's PICU focus group which conducts multi-center research programs and establishes PICU best practices based on consensus. - 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.PCCA Accomplishments:- 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. - Expanded and continue to provide medical directorship for the pediatric transport team. Dell Children's Medical Center of Central Texas performs more than 1,000 patient transports per year. This benefits both local children and those outside the Austin Metro area.- Continue to provide medical directorship for the Pediatric Intermediate Care Unit (IMC), the PICU, the Pediatric Transport Team and ECMO.- Recognized for teaching excellence in support of pediatric resident education.- Development and delivery of annual seminar for pediatric residents on communicating bad news to families.- 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.- Children's Medical Center Foundation of Central Texas: Volunteer DJ for Radiothon; Physician liaison to Children's Miracle Hospital Medical Network Committee and guest speaker at many civic organizations on behalf of Children's Foundation.- Pediatric Advance Life Support (PALS): Medical Director of Dell Children's Medical Center of Central Texas and Austin Community College program. Train hundreds of nurses, physicians and EMS first responders in PALS annually. - Courageous Kids: Annual reunion for PICU survivors and their families. |
| Seton/UT (University of Texas) Southwestern University Physicians Group | Purposes and Activities:Seton/UT (University of Texas) Southwestern University Physicians Group (SUUPG) was organized to provide graduate and undergraduate training programs in Austin, under the leadership of the practicing medical community and full-time faculty from the University of Texas Southwestern Medical Center. Combining real world clinical experience with quality, personalized instruction, medical residents are gaining the skills they need to build successful careers in medicine. In turn, those residents along with medical students and faculty members provide coverage at multiple local hospitals and clinics throughout the Central Texas region. 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. Seton has entered into a long-term affiliation with the University of Texas Southwestern Medical Center to provide graduate and undergraduate training programs in Austin. 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. The following inpatient and outpatient medical services are provided to the community:- Family Medicine- Internal Medicine- Gastroenterology- Endocrinology- Infectious Disease- Dermatology- Pediatrics- Adult/Child/Geriatric Psychiatry- Obstetrics/Gynecology - Women's Health (UroGyn/GynOncology)- Surgery- Rheumatology (Inpatient)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. 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, 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- Brackenridge Hospital- Children's Hospital of Austin (a Department of Brackenridge Hospital)- Children's Shelter- The Travis County clinics- City of Austin Federally Qualified Health Clinics- Forensic/Federal Correctional Institution - Bastrop (Outpatient)- People's Clinic- Post-Traumatic Stress Disorder Clinic at Veterans' Administration- 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 Trinity and 38th Street locations- Dermatologic Surgery Center (Mohs)- University of Texas Counseling Center- Veteran's Administration Clinics- Veteran's Administration Post Traumatic Stress Disorder ClinicSUUPG together with The University of Texas Southwestern Medical Center (UTSW) 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. 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.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 the Seton Healthcare Family, including Seton Medical Center Austin, University Medical Center Brackenridge, Seton Highland Lakes Hospital, 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 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 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, Daughters of Charity 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. Seton Fund Accomplishments:In FY14, the Seton Fund raised more than $11.5 million (pledges and cash) from generous donors to support Seton programs, equipment and building needs and endowment. Contributions supported a variety of needs including:- Research efforts, new construction, renovation and expansion at University Medical Center Brackenridge.- Medical equipment, renovation and expansion at Seton Medical Center Austin, including the new Breast Cancer Center.- Operating support for the Seton Care-a-Van serving the health care needs of low-income, rural school children in the Highland Lakes area via a mobile health van.- Breast cancer initiatives, including emergency assistance for low-income women.- Seton nurse scholarship endowment supporting Seton associates currently in or entering the nursing profession.- Programs, operating support and endowment for the Seton Kozmetsky, Seton McCarthy and Seton Topfer Community Health centers serving low-income families. |
| Children's Medical Center Foundation of Central Texas | Purpose and Activities:Children's Medical Center Foundation of Central Texas raises philanthropic funds to support Dell Children's Medical Center of Central Texas ("Dell Children's"), a member of the Seton Family of Hospitals. Dell Children's serves a 46-county region in Central Texas. Through its fundraising initiatives, the Children's Medical Center Foundation of Central Texas 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 Children's Medical Center Foundation of Central Texas helps build and strengthen sustainable collaborative efforts that benefit the health and well-being of the local community. The Children's Medical Center Foundation of Central Texas Board of Trustees includes community, corporate and civic leaders, Daughters of Charity 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. Children's Medical Center Foundation Accomplishments:In FY14, the Children's Medical Foundation raised more than 5.7 million (pledges and cash) from generous donors to support Seton programs, equipment and building needs and endowment for the benefit of Dell Children's Medical Center. Contributions supported a variety of needs including:- Medical equipment, renovation, expansion and new construction.- Programs, operating support and endowment for the Texas Child Study Center serving children's mental health needs.- Programmatic support for pediatric obesity, trauma, neurosciences, blood and cancer disorders and child life. - 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. Seton Williamson FoundationPurpose and Activities:The Seton Williamson Foundation raises philanthropic funds to support Seton Medical Center Williamson and Seton Northwest 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, Daughters of Charity 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.Seton Williamson Foundation Accomplishments:In FY14, the Seton Williamson Foundation raised more than $1.4 (pledges and cash) from generous donors to support Seton programs, equipment and building needs and endowment for the benefit of Seton Medical Center Williamson and Seton Northwest Hospital. Contributions supported a variety of needs including:- Building and equipment at Seton Northwest Hospital and Seton Medical Center Williamson.- Seton nurse scholarship fund supporting associates currently in or entering the nursing profession.- Program costs for Project Search at Seton Medical Center Williamson. Seton Hayes FoundationThe Seton Hayes Foundation raises philanthropic funds to support Seton Medical Center Hays, Seton Southwest Hospital, Smithville Regional Hospital and Seton Edgar B. Davis Hospital. 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 Hayes Foundation Board of Trustees includes community, corporate and civic leaders, Daughters of Charity 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.Seton Hayes Foundation Accomplishments:In FY14, the Seton Hayes Foundation raised more than $1.2 million (pledges and cash) from generous donors to support Seton programs, equipment and building needs. Contributions supported a variety of needs including:- Operating support for the Children's Care-a-Van serving the health care needs of low-income, rural children in Caldwell and Hays Counties via a mobile health van.- Building and equipment at Seton Medical Center Hays, Seton Southwest Hospital and Seton Smithville Regional Hospital.- Operating Support for Seton Edgar B. Davis Hospital. |
| Seton Cove | 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. Seton Cove is operated by a related tax-exempt organization, Seton Family of Hospitals. More than three-fourths of the Seton Cove's community services are provided to the Seton Cove's tax-exempt corporate member, Seton Healthcare Family. Seton Cove provided 18,212 hours of ministry to approximately 7,318 participants in FY14 at a cost of more than $410,000. The Seton Cove offers access to a variety of classes, presentations and programs designed to help educate the community. Classes are listed on the Seton Cove Website: www.setoncove.org. In addition, the site includes information on spiritual direction, journaling, labyrinths, retreats and workshops. Examples of Seton Cove classes and activities include:- Holistic Touch by appointment - Spiritual Direction- Group Spiritual Direction- Table Massage offered at Seton Cove - Chair Massage offered monthly at Seton Northwest Hospital, Seton Shoal Creek Hospital, UMC Brackenridge, Dell Children's Medical Center and Seton Medical Center Williamson - Chair Massage provided for departments in the different locations of the Seton Family of Hospitals- Seton Southwest New Mother Massage Program- Meditation Community Services:Services offered at the Seton Family of Hospitals include:- Various workshops and presentations:- Tranquility Place monthly luncheons at University Medical Center Brackenridge, Seton Medical Center Austin, Seton Northwest Hospital, Seton Shoal Creek Hospital, Dell Children's Medical Center of Central Texas, Seton Medical Center Williamson, Seton Southwest Hospital, Seton Medical Center Hays and Seton Administrative Services, Quarry Lake.- Worklife Community departmental meetings throughout Seton. - In-services for Seton Premier Staffing, Seton Medical Center Williamson Patient Access, Dell Children's Child Life and Finance Departments, as well as UMC Brackenridge volunteers.- Class for diabetes patients and their caregivers on how to work with the powerful emotions that arise when diagnosed with a chronic illness.- A key role in Seton Ongoing Executive Formation as well as in Ascension Management Formation.- Co-led Seton Local Heritage Pilgrimages- Facilitated quarterly labyrinth walks for associates - Working with cardiac rehab patients at SMCH, SMCA, Seton Southwest, and SMCW. Examples of outreach activities and programs offered to the general community in 2014 include:- Wednesday evening meditation group- Friday morning Contemplative Prayer group- Two Wednesday morning meditation groupsSeton Cove Major Accomplishments - Led 2014 Leadership Pilgrimage program, which concluded with 25 graduates.- Led Contemplative Leadership program with 27 participants. This is a year long program of six one-day retreats offering continued practice for participants that have completed the Leadership Program.- Sent 15 participants to the Contemplative Leadership Intensive.- Facilitated Twelfth Annual Sr. Mary Rose McPhee Lecture Series on Leadership and Spirituality with Rabbi Rami Shapiro.- Facilitated Contemplative Advent Retreat in Tucson, AZ with 10 participants.- Offered and completed off-site Soul Collage retreat.- Offered and completed Day Camp for Teens at the Seton Cove.- Offered and completed day and a half-long Summer Intensive for Leaders at the Seminary of the Southwest.- Designed and facilitated the first Seton Cove Mystic Heart Wisdom School.- Upgraded email marketing to a more modern platform.- Enhanced audio-visual capabilities in our classroom.Blue Ladies Minerals, Inc.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, Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. (The Seton Fund). The Seton Fund's primary mission is the promotion, support, financial, and otherwise, of the ministry of holistic healing serving the population of Central Texas, with a special emphasis on the underserved. The Seton Fund accomplishes this mission by supporting its sole corporate member, Daughters of Charity Health Services of Austin. Blue Ladies Minerals, Inc. provides an important function to both The Seton Fund and Daughters of Charity Health Services of Austin. Twenty-Six Doors, Inc. The only purpose of the organization is to hold title to real property and remit the income therefrom to its shareholder. The property consists of certain real property known as the Twenty-Six Doors Shopping Center located in Travis County, Austin, Texas. The organization's sole shareholder is the Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. The Seton Fund of the Daughters of Charity of St. Vincent de Paul, Inc. (Seton Fund) was organized on October 30, 1981, as a Texas not-for-profit corporation. Fickett Health Legacy, Inc.The only purpose of the organization is to hold title to real property and remit the income therefrom to its shareholder for the benefit of Seton Highland Lakes Hospital. The property consists of certain real property described as Lot Number 1A of the amended Plat of Block 19, Peter Kerr Portion, City of Burnet, Burnet County, Texas. The organization's sole shareholder is Twenty-Six Doors, Inc. |
| Part VI, Line 7, List of States Receiving Community Benefit Report: | TX |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (10 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| AARO | |||||||
| 101 W 6th Street | Austin | TX | 78701 | 742148447 | 501(c)(3) | $5,500 | Workforce Potential Project Labor Market Research Study. AARO Annual Retreat Support |
| Austin Hispanic Chamber of Commerce | |||||||
| 2800 South IH-35 Suite 260 | Austin | TX | 78704 | 742452195 | 501(c)(6) | $20,000 | Austin Anniversary Sponsorship and Capital of Texas Awards Sponsor |
| Austin Travis County Integral Care | |||||||
| 1430 Collier Street | Austin | TX | 78704 | 741547909 | 501(c)(3) | $7,500 | Sponsorship for 2013 Central Texas African American Family Support Conference |
| City of Smithville | |||||||
| 317 Main Street | Smithville | TX | 78957 | 746002322 | Gov't Entity | $6,600 | Memorial Statue in the Smithville Veterans Memorial Park |
| Junior League of Austin | |||||||
| 5416 Parkcrest Drive | Austin | TX | 78731 | 741168918 | 501(c)(3) | $251,000 | Coats for Kids Donation |
| Leadership Austin | |||||||
| 655 Craig Road | Saint Louis | MO | 63141 | 742967463 | 501(c)(3) | $20,300 | Essential Class Program Day Sponsorship |
| San Juan Diego Corp Work Study Program Inc | |||||||
| 800 Herndon Lane | Austin | TX | 78704 | 030389409 | 501(c)(3) | $50,000 | Pledge for 2013 Rose Gala as an Auction Paddle Underwriter |
| Lone Star Circle of Care | |||||||
| 205 E University Ave 200 | Georgetown | TX | 78628 | 743001674 | 501(c)(3) | $7,700,000 | To provide medical services to uninsured and underinsured residents of Central Texas. |
| Austin Community Foundation | |||||||
| 4315 Guadalupe Suite 300 | Austin | TX | 78751 | 741934031 | 501(c)(3) | $25,000 | Associate Membership Due's for Gerald Hill's AARO Membership for 2012 |
| Caritas of Austin | |||||||
| PO Box 1947 | Austin | TX | 78767 | 741909670 | 501(c)(3) | $6,000 | Support of the Annual Harvey Penick Award Dinner |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 9 | Total501c3OrgCnt |
| Total Other Org | 1 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Nurse Scholarship | GrantTypeTxt |
| Recipient | 24 | RecipientCnt |
| Cash Grant | $72,000 | CashGrantAmt |
| Non Cash Assistance | 2013 Nurse Scholarship Recipients | NonCashAssistanceDesc |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | The Seton Healthy Communities Fund Committee is responsible for the administration of grant funds. The Committee includes employees as well as executives and is charged with reviewing requests from other organizations and determining whether they meet the Network's charitable request guidelines. The requesting organizations submit letters specifying the amount of contribution requested and details of its program. Each entity must provide its IRS 501(c)(3) determination letter (as evidence of tax-exempt status), a history of its use of funds, a list of other funding sources and a list of Board of Directors. Requestors also are asked to identify the Organization's purpose, the activities that reflect consistency with its stated purpose and provide a description as to how funds will be used. Generally, a successful requesting organization will spend at least 60 percent of its annual expenses on program activities, ensure that fundraising expenses are reasonable over time and will not have a persistent deficit in net current assets. In awarding funds, the Grants Committee looks for organizations that: - Have a mission aligned with Seton's mission, vision and values (e.g.: improving the health of those we serve, particularly the poor and vulnerable); - Can demonstrate that the event or activity will enhance access to health-related services and human service needs; improve health outcomes; provide health-related education, information and support; and or offer sustainable impact; - Provides outreach in Seton's service area; supports a diverse population; supports workforce development and/or helps sustain a relationship with a potential or existing Seton stakeholder. Generally, the committee, pursuant to its policies and procedures, confirms prior to any award that grantees are organizations whose headquarters and work are based in Central Texas, or the work for which we granted them a sponsorship is in Central Texas, and post-award we generally receive confirmation of how the funds were used. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | 0 | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (16 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Charles J Barnett | ||||||||||||||
| Board Member | $807,526 | $0 | $1,211,250 | $0 | $1,174,174 | $0 | $7,650 | $0 | $20,585 | $0 | $3,221,185 | $0 | $1,048,982 | $0 |
| Joyce Batcheller End 913 | ||||||||||||||
| Board Member | $251,690 | $0 | $401,585 | $0 | $203,828 | $0 | $6,846 | $0 | $10,395 | $0 | $874,344 | $0 | $50,908 | $0 |
| Jesus Garza | ||||||||||||||
| President & CEO SHF/Board Member | $799,574 | $0 | $829,500 | $0 | $338,989 | $0 | $7,650 | $0 | $17,720 | $0 | $1,993,433 | $0 | $277,718 | $0 |
| Timothy George MD | ||||||||||||||
| Board Member | $0 | $1,319,201 | $0 | $593,230 | $0 | $3,076 | $0 | $2,597 | $0 | $17,623 | $0 | $1,935,727 | $0 | $0 |
| James O Lindsey MD | ||||||||||||||
| Bd Mmbr/VP Med Affairs | $300,100 | $0 | $72,825 | $0 | $238,345 | $0 | $5,993 | $0 | $13,129 | $0 | $630,392 | $0 | $59,539 | $0 |
| Thomas Gallagher | ||||||||||||||
| Interim CFO/Board Member | $593,370 | $0 | $365,580 | $0 | $253,465 | $0 | $7,650 | $0 | $13,250 | $0 | $1,233,315 | $0 | $105,177 | $0 |
| Paula Campbell End 514 | ||||||||||||||
| CFO | $412,770 | $0 | $50,800 | $0 | $82,083 | $0 | $7,650 | $0 | $12,210 | $0 | $565,513 | $0 | $39,458 | $0 |
| John Brindley | ||||||||||||||
| Pres. & CEO SMCA & SSC | $465,320 | $0 | $279,602 | $0 | $205,965 | $0 | $7,650 | $0 | $16,073 | $0 | $974,610 | $0 | $77,359 | $0 |
| Gregory Hartman | ||||||||||||||
| Pres. & CEO UMB/CEC/CAMP | $448,083 | $0 | $272,401 | $0 | $156,969 | $0 | $7,650 | $0 | $14,527 | $0 | $899,630 | $0 | $81,288 | $0 |
| Robert Bonar Jr MD | ||||||||||||||
| President & CEO - SFH/Dell | $578,326 | $0 | $344,520 | $0 | $186,511 | $0 | $7,650 | $0 | $10,100 | $0 | $1,127,107 | $0 | $101,481 | $0 |
| Mark Hazelwood | ||||||||||||||
| Pres. & CEO North Market/Facilities | $394,077 | $0 | $326,880 | $0 | $415,685 | $0 | $6,066 | $0 | $4,133 | $0 | $1,146,841 | $0 | $198,250 | $0 |
| Christopher Hartle | ||||||||||||||
| Sr. VP Managed Care | $414,325 | $0 | $72,304 | $0 | $107,131 | $0 | $7,650 | $0 | $14,623 | $0 | $616,033 | $0 | $67,212 | $0 |
| Timothy Lee LaFrey | ||||||||||||||
| Chief Operations Officer | $462,498 | $0 | $37,271 | $0 | $67,892 | $0 | $7,650 | $0 | $2,027 | $0 | $577,338 | $0 | $59,008 | $0 |
| Trennis Jones | ||||||||||||||
| Sr. VP/Chief Admin. Officer | $437,947 | $0 | $76,138 | $0 | $132,925 | $0 | $7,650 | $0 | $7,141 | $0 | $661,801 | $0 | $75,076 | $0 |
| Gerald Hill End 611 | ||||||||||||||
| Former Sr. VP Advocacy | $0 | $134,264 | $0 | $27,055 | $0 | $144,064 | $0 | $4,198 | $0 | $13,721 | $0 | $323,302 | $0 | $98,223 |
| Douglas D Waite End 613 | ||||||||||||||
| Former Sr. VP/CFO | $367,129 | $0 | $89,202 | $0 | $258,513 | $0 | $6,048 | $0 | $14,841 | $0 | $735,733 | $0 | $79,742 | $0 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 1a | 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. |
| Part I, Line 3 | 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 |
| Part I, Line 4b | 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: Charles Barnett - $1,048,982 Joyce Batcheller - $50,908 Robert Bonar - $101,481 John Brindley - $77,359 Paula Campbell - $39,458 Thomas Gallagher - $105,177 Jesus Garza - $277,718 Christopher Hartle - $67,212 Gregory Hartman - $81,288 Mark Hazelwood - $198,250 Trennis Jones - $75,076 Timothy Lee LaFrey - $59,009 James Lindsey - $59,539 Douglas Waite - $79,742 A related 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: Gerald Hill - $98,223 |
| Part II: | Charles Barnett, Top Management Official and President and Chief Executive Officer of Seton Family of Hospitals, is also acting as Ministry Market Leader for Texas and Missouri for Ascension Health and is directly involved in the management of other Ascension Health Ministries. Compensation for Charles Barnett is determined by Ascension Health and includes amounts related to services provided for Seton Family of Hospitals, as well as other Ascension Health Ministries located in Texas and Missouri. |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (22 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part I, Item C | DBA: Seton Healthcare Network Seton Healthcare Associates. DBA: Brackenridge Hospital Volunteers Brackenridge Hospital. DBA: Brackenridge Professional Building Brain and Spine Center at Brackenridge Hospital. DBA: Caldwell County Physician Associates Childhood Cancer & Blood Disorders Center. DBA: Children's Health Express Children's Hospital of Austin Auxiliary. DBA: Children's Therapy Gym Dell Children's Craniofacial and Reconstructive Surgery Center. DBA: Dell Children's Imaging Center Dell Children's Medical Center of Central Texas. DBA: Dell Children's Medical Center Emergency Medical Group. DBA: Friends Auxiliary of Seton Highland Lakes Good Health Commons. DBA: Ignite Women's Health Insure a Kid. DBA: Luling CRNA Group SEBD Children's Care-A-Van. DBA: SEBD Professional Support Services Seton Bastrop Health Plaza. DBA: Seton Bertram Healthcare Center Seton Bastrop Physical Therapy and Fitness Center. DBA: Seton Burnet Healthcare Center Seton Cancer Screening. DBA: Seton Cardiovascular Imaging Center Seton Central Outpatient Pharmacy. DBA: Seton Community Health Centers Seton Diagnostic Center. DBA: Seton Edgar B. Davis Hospital Volunteer Services Seton Edgar B. Davis Hospital. DBA: Seton Family of Doctors Seton Family of Physicians. DBA: Seton Health Plaza Seton Heart Specialty Care and Transplant Center. DBA: Seton Highland Lakes Seton Highland Lakes Home Health. DBA: Seton Highland Lakes Hospice Seton Highland Lakes Hospital and Health Centers. DBA: Seton Highland Lakes Hospital Seton Highland Lakes Medical Group. DBA: Seton Highland Lakes Rehabilitation Services Burnet Seton Highland Lakes Rehabilitation Services Marble Falls. DBA: Seton Hospital Auxiliary Seton Kozmetsky Community Health Center. DBA: Seton Lampasas Healthcare Center Seton League House. DBA: Seton Lockhart Family Health Center Seton Luling Family Medicine Clinic. DBA: Seton Marble Falls Diagnostic Center Seton Marble Falls Healthcare Center. DBA: Seton McCarthy Community Health Center Seton Medical Center Austin. DBA: Seton Medical Center Hays Seton Medical Center Outpatient Rehabilitation. DBA: Seton Medical Center Williamson Outpatient Rehabilitation Services Seton Medical Center Williamson Community Care Van. DBA: Seton Medical Center Williamson Pediatric Rehabilitation Services Seton Medical Center Williamson Volunteers. DBA: Seton Medical Center Williamson Women's Imaging Seton Medical Center Williamson. DBA: Seton Medical Center Seton Northwest Aquatic Therapy. DBA: Seton Northwest Hospital Seton Northwest Sleep Lab. DBA: Seton Northwest Sports Medicine and Hand Therapy Center Seton Northwest Volunteers. DBA: Seton Northwest Seton Occupational Health Clinic. DBA: Seton Pflugerville Healthcare Center Seton Pflugerville. DBA: Seton Physical Therapy & Fitness Center Seton Premier Staffing. DBA: Seton RiverBend Home Health Seton Shoal Creek Hospital. DBA: Seton Smithville Regional Hospital Seton Southwest Hospital. DBA: Seton Southwest Rehab and Sports Medicine Services Seton Southwest Volunteers. DBA: Seton Topfer Community Health Center Seton Towers Nursing Home. DBA: Seton Williamson Children's Therapy Gym at Cedar Park Seton. DBA: Shivers Center SHL Care-A-Van. DBA: SHL CRNA Group SHL Professional Support Services. DBA: SMCA Sports and Neuro Rehab St. Vincent Healthcare Ventures. DBA: Texas Child Study Center The Big Pink Bus. DBA: The Children's Blood and Cancer Center The Clinical Education Center at Brackenridge. DBA: Towers Nursing Home Trauma Medical Group. DBA: University Medical Center at Brackenridge University Medical Center Brackenridge. DBA: Seton Kingsland Healthcare Center |
| Form 990, Part III, Line 4a: | Seton contributes to the positive health status of the communities it serves and continues to build and strengthen sustainable collaborative efforts that 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 vulnerable. Seton furthers this goal through delivery of patient services, care to the elderly and indigent, patient education, leading health awareness programs for the community and supporting medical training research. 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 in this return to portray the full breadth 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 1,775 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 2.0 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 43.7% of the total inpatient needs of the community, it also supports 53.9% of Medicaid patients and 56.7% of self-pay patients. Specifically: - Medicare reimburses for 38.3% of inpatient discharges in Central Texas. With an aging population, the percentage of patients covered by Medicare will continue to increase. - Medicaid reimburses for 16.6% of inpatient discharges in the region, while commercial insurance covers 33.3% of discharges. Employer-sponsored insurance had been declining over the last 10 years. - Self-pay and "other" is the payer for 11.8% of Central Texas resident discharges. While 22% of Central Texas' under-65 population is uninsured, many more are under-insured in programs that do not cover the costs of care. Additionally Seton is participating in 30 Delivery System Reform Incentive Payment (DSRIP) projects under the Texas 1115 Medicaid Waiver. The DSRIP pool of funds provides payments to hospitals and other providers when they achieve goals intended to improve quality and lower the cost of care. Many of the projects challenge patients and providers to approach care differently. A number of projects target specific community needs and is intended to help care for the most vulnerable populations. Five of the thirty projects are listed below: 1. OB Navigator Program: Improve access to pre- and post-natal care for uninsured Hispanic women with limited English proficiency through comprehensive, effective patient navigation services. 2. Women's Oncology Screening: Expands timely access to breast and cervical cancer screening via a mobile unit for uninsured and underinsured women in Travis County, who, without this expansion likely would not receive these life-saving services. 3. Substance Abuse Care Connection & Navigation: Provides care transition services for patients who are at risk for a Substance Use Disorder (SUD). The purpose of the program is to direct individuals toward early intervention and provide access to treatment opportunities and education for the indigent and uninsured. 4. Behavioral Health Care Connection & Navigation: Creates a program to support uninsured individuals needing behavioral health care by providing free behavioral health assessments and referral to community treatment providers. 5. Psychiatric Emergency Department: The goal is to divert patients away from community emergency rooms into a more clinically appropriate and cost effective centralized psychiatric emergency department. Expanding Awareness: Education and Health Promotion: Recognizing that it is essential to educate people about the types of behavior that can improve their chances of living a healthy life, Seton has invested significantly in quality health education programs and materials. In FY14, Seton delivered CPR training to 13,453 persons in Central Texas, including Seton associates, personnel of the Austin, Del Valle, Eanes, Hays, Hutto, Lockhart, Pflugerville, Round Rock and Smithville school districts, local EMS personnel and many non-clinical citizens as well. Seton offers healthcare related classes to local residents designed to support persons' physical, mental, social and spiritual needs. Classes are listed at www.seton.net, www.goodhealth.com and www.setonbabytalk.com. Classes targeted to specific populations are offered at Seton point-of-service locations throughout the region. Many classes are free or available at reduced rates for seniors or uninsured patients. The Web class listing currently features classes or seminars in categories, including: - Essentials of Childbirth; Prepared Childbirth; Maternity Tours; Refresher Lamaze; Baby Care Basics; Breastfeeding - Breast Cancer Support Group; Educational Breast Cancer Seminar; Mammography Screening - Car Seat Safety - Children's Heart Support Group - Childhood Cancer - Community Asthma Program; School Asthma Program; Family Asthma Class - Diabetes Education and Support Group - Educational Breast Cancer Seminar - First Aid & CPR - Fitness - Health & Safety Fair (Family Extravaganza) - Heart Care Provider CPR; Heart Saver CPR - Movement Classes - Natural Cooking - Nutrition - Osteoporosis Diagnosis and Treatment - Preoperative Hip & Knee Replacement - Pulmonary Rehabilitation - Sibling Class - Spiritual Health SetonBabyTalk.com is focused on perinatal and pediatric topics, where visitors can find information about Seton's birthing facilities, resources for a healthy pregnancy and find a doctor who delivers at Seton. In FY14, SetonBabyTalk.com received 52,531 visitors and 41,827 unique visitors. Health Education, Seminars, and Health Fairs: Throughout the year, Seton sponsors a number of health education presentations and health fairs for the community. Cancer Care and Education: In FY14, events supporting cancer care and education included: - Breast Health and Cancer Awareness: Seton's Cancer Screening, Prevention and Early Detection Program provides reduced cost mobile mammography services to underserved Central Texas women, supplemented by the Delivery System Reform Incentive Payment Program (DSRIP). In FY14, the program provided mobile mammography screenings to 2,597 underserved women. - Skin Cancer: Corporate and employee screening programs and participation in collaborative community education efforts, such as an annual skin cancer screening, also promote early detection. For example, in FY14 the 27th Annual City-Wide Skin Cancer Screening conducted by Seton, provided screenings for 181 persons. - Cancer Case Management Services: The Seton Cancer Care Team provides vital case management services plus a variety of physical, emotional and spiritual support programs to adult Central Texas cancer patients and their families. Examples include: - The Breast Cancer Tracking Tool was used to monitor, diagnose, and track outcome results for 1,349 patients in FY14. - Cancer Survivorship: The Cancer Survivorship team enrolled 108 new patients and provided navigation to 258 patients during FY14. Of these patients 80% received a survivorship care plan and treatment summary within three months of enrolling in the program, 97% were established with a primary care provider within 12 months of enrolling in the program, and 67% began a wellness activity (improvement in diet or exercise) within 12 months of enrolling. Support for Other Health Conditions: Seton is also active in providing health education in a variety of other critical areas, including: |
| Form 990, Part III, Line 4a | - Tobacco Cessation: Seton is an active participant in community efforts to combat tobacco use, providing smoking cessation services to all 11 county residents. The center also provides community-wide training for physicians and local clinics based on Best Practices for Treating Nicotine Addiction. In FY14, 62 individuals graduated from the six-week program, concluding the fiscal year with an 85% end-of-program quit rate and 67% 90- and 180-day post-program quit rates. This program offsets annual unanticipated cost incurred by treating tobacco related illnesses. - Asthma Education: Seton provides home visits and follow-up disease management for asthma and chronic obstructive pulmonary disease education to nearly 1,554 unique patients annually, with approximately 33% who are un/underinsured. This service also reduces unnecessary emergency and inpatient visits and improves quality of life. - Diabetes Education: In FY14, Seton held four free "Ask the Expert" programs for community members with diabetes, provided free blood glucose testing and risk factor counseling at 28 health fairs (listed below) and delivered 2 public diabetes-prevention seminars for at-risk persons. We did not have a team for the ADA walk this past year. Presentations and education provided at: - National Western Life - State of Texas Comptrollers' Office - Retired Teachers Group at Presbyterian Church - Texas Department of Transportation - Texas State University - 3M - Freescale - National Forum for Black Public Administrators - Austin State Hospital - City of Austin - Texas Veteran's Affairs - City of Georgetown - University of Texas Office of Diversity, Housing and Food Services - Frost Bank - National Western Life Insurance - Sun City Weight Management - Austin's Healthiest Employer Expo - Austin Travis County Integral Care Health Fair Children's Safety: A significant Seton educational initiative centered on children's safety is Safe Kids Austin Led by Dell Children's Medical Center of Central Texas. Safe Kids Austin is one of more than 450 grassroots Safe Kids Worldwide coalitions in 16 countries that bring together health and safety experts, educators, corporations, foundations, governments and volunteers to prevent accidental injuries in children. The mission of Safe Kids Austin is to reduce childhood injury and death in children ages 14 and under. Most of those injuries and deaths are due to motor vehicle crashes, pedestrian injuries, bike crashes, drowning, fires, burns, poisoning, choking and falls. DCMC Injury Prevention Program Vision: To be recognized as a leading hospital-based injury prevention program because of our contribution to the field, our measurable impact in the communities we serve and the professional manner in which we serve them. DCMC Injury Prevention Program Mission: To lessen the burden of pediatric injury by identifying and addressing injury risks that affect the lives of patients and families at DCMC and throughout our Central Texas communities. The DCMC Injury Prevention Program will accomplish this by strengthening individual knowledge and skills, providing community education and access to resources, educating providers, fostering coalitions and networks, influencing organizational practices, and advocating at all levels of policy and legislation that protect children from injury. DCMC Injury Prevention Program Values: - A multi-layered public health approach to injury prevention, - Being data driven and evidence-based, - Being family centered and community minded, - The collaborative process, - Accountability to our stakeholders, and - Continuously improving quality and evaluation The Safety Station, located in the Family Resource Center (FRC) at Dell Children's Medical Center of Central Texas, provides safety resources for patient families. These resources consist of convertible, combination and high-back booster seats, multi-sport and bicycle helmets, as well as sleep sacks for <1 year old children for safe sleep environments. This service operates in collaboration with the FRC staff. In FY14, the Safety Stations had 499 customer interactions with an average of 42 visitors per month. A total of 396 safety devices were distributed, including 341 child safety seats, 32 bicycle helmets, 13 multi-sport helmets and 10 sleep sacks. Total value of these items equated to $17,176. Dell Children's Injury Prevention Program subsided approximately $15,300 of these items. Community programs/services/coalitions offered by Dell Children's Injury Prevention Program include: - Kohl's Booster Buddies: A community based program that promotes and provides booster seats for children age four and older who are less than 100 lbs. and 4'9' tall. This program distributed 1,177 booster seats in FY14. In FY14, the program conducted 20 community events, 12 held at AISD elementary schools, four at community health fairs and four at large community events. In addition, over 9.8 million media impressions were obtained through English and Spanish PSAs through radio, television, and Capital Metro bus ads. - Safe Baby University (SBU): A teen parent program that targets students in local high schools that are pregnant or parenting. Students attend a one and a half day learning event that incorporates multiple structured courses and hands on learning activities. SBU ends with a car seat check event open only to students. Students receive multiple safety devices (i.e. stair gates, home safety kits, car seats, sleep sacks). In FY14, 69 students directly participated from 8 local high schools; 25 car seats were distributed; 45 portable Pack N' Play cribs and 50 stair gates were distributed. - Safe Kids Austin Community Coalition is led by Dell Children's Medical Center's Injury Prevention Program and is one of ten local coalitions in Texas that brings together health and safety experts, educators, corporations, foundations, governments and volunteers to educate and protect Texas families. Safe Kids Austin aims to reduce unintentional childhood injuries through a multifaceted strategy of public awareness, education, public policy, and community action in and around Austin. 1. In FY14, Safe Kids Austin conducted 94 hours of Child Passenger Safety Seat Inspections which involved 152 volunteer child passengers' safety technicians. This equates to 14,288 volunteer technician hours. - Approximately 762 child safety seats were inspected, roughly 8 car seats per hour during inspection events. - 445 child safety seats were distributed, approximately 5 car seats per hour during inspection events. 2. Over 1,500 1st graders participated in a the 1st Grade Swim Program. 3. Over 75 cribs were distributed over the 104 families who received sleep safety measures. - Another 20 cribs were provided to teen parents in collaboration with the Honest Company and the City of Austin 4. $40,000 grant was received from FedEx to make permanent infrastructure improvements which led to the installation of a sidewalk leading to Hart Elementary Dell Children's Injury Prevention Program also participates in various local, state and national organizations, including: - Capital Area Trauma Regional Advisory Council (CATRAC): Injury Prevention Manager chairs the Injury Prevention Committee. - Governor's EMS and Trauma Advisory Council (GETAC): Injury Prevention Manager serves on the Injury Prevention Committee. - Safe States Alliance: Injury Prevention Manger serves on the National Executive Committee, leads a special interest group for hospital-based injury prevention professionals; Staff attended the annual meeting and presented during a breakout session. - American Association for the Surgery of Trauma Trauma Prevention Coalition - City of Austin Pedestrian Safety Planning Committee - Injury Free Coalition - Safe Kids Worldwide Community Health Centers: Seton operates three Community Health Centers ("the Centers"): Seton McCarthy, Seton Topfer and Seton Kozmetsky. Each 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 Centers also provide specialty care in endocrinology, orthopedics, psychiatry and Academy of Oriental Medicine of Austin. The 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 Centers' medical mission. |
| Form 990, Part III, Line 4a | During FY14, the Centers provided: - 31,179 outpatient medical visits, - 11,896 social service encounters, - 8,699 prescriptions and - 8,046 immunizations. In FY14, the Centers managed care for 9,502 patients, 3,893 of whom were not funded. Primary & Specialty Care Clinics: Seton operates two primary care clinics for the under- and uninsured: the Paul Bass Clinic at University Medical Center Brackenridge and the Blackstock Clinic. Seton also operates two specialty care clinics for the uninsured: The Clinic 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 operated by Central Health, the health district. Mobile Primary Care Vans: Three mobile primary care teams address the unmet health needs of children from low-income families in Travis, Burnet, Caldwell and Llano Counties, by driving to locations to provide care at area schools. The Children's Health Express Van serves the Austin area and provides services at specified Austin public school sites and at the offices of the local nonprofit Any Baby Can. The program includes a specialized service to about 215 pregnant and parenting students and their babies at four Austin high schools. The team also provides care to medically fragile children at the Any Baby Can site. During FY14, the Children's Health Express Van conducted 1,201 primary care visits. The Children's Care-A-Van serves Caldwell County schools and the Seton Highland Lakes Care-A-Van operates in Burnet and Llano County schools. The Care-A-Vans respond to a need for affordable and accessible health care in rural counties, 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). The Care-A-Vans provided services to 1,813 children in FY14. Charity Contributions to Community Organizations: During FY14, Seton provided $18.7 million to community organizations and non-profit providers. The Committee includes employees as well as executives and is charged with reviewing requests from other organizations and determining whether they meet Seton'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 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% of its annual expenses on program activities, insure 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; - Provides outreach in Seton's service area; supports a diverse population; supports workforce development and/or helps sustain a relationship with a potential or existing Seton stakeholder. Grantees included: - Caritas of Austin: Caritas provides a service continuum for those experiencing poverty that begins with a safety net and links them to resources to achieve self-sufficiency. This continuum includes housing, food, education, and employment services for individuals who are homeless, working and earning a low wage, and documented refugees. - Austin Travis County Integral Care: Founded in 1967, Austin Travis County Integral Care prides itself on providing quality, community-based services for Travis County residents with brain-based disorders. Integral Care's historical beginning marked the first time that public, community-based behavioral health and intellectual disabilities services became available, known as community centers. Integral Care was known as the Austin Travis County Mental Health Mental Retardation Center until September 2009, when its name was changed to reflect evolving attitudes and terminology and to honor the dignity of people who seek our services. As of November 2011, Integral Care was accredited by the Joint Commission, ensuring Integral Care's continuous quality improvement and standard of services. Integral Care was also awarded the CEO Cancer Gold Standard accreditation in November 2011 for its commitment to employee health, taking extensive, concrete actions in key areas of health and wellness to fight cancer in the workplace. In 2013, Integral Care was awarded National Council for Behavioral Health's Community Impact Award for Mental Health First Aid. Integral Care's programs are administered through the following service areas: - Adult Behavioral Health - Child and Family - Intellectual and Developmental Disabilities - Psychiatric Crisis Services and Jail Diversion Services can include psychiatric evaluations, 24-hour crisis interventions, medication treatment, inpatient treatment, employment and vocational services, service coordination, family support and respite care, housing, information and referral, supported living and residential services. Integral Care also provides community services in homes, on the streets or at other sites as needed. - City of Smithville: The City of Smithville is located in a rural section of eastern Bastrop County. The population was 3,817 at the 2010 Census, with 1,491 households, and 990 families residing in the city. Seton Smithville Regional Hospital is located 13 miles east of Bastrop, Texas. Seton Smithville Regional Hospital is an acute care facility serving and providing inpatient and outpatient services to Bastrop, Lee, Fayette and other surrounding counties. - Austin Area Research Organization: Austin Area Research Organization (AARO) is a non-profit organization comprised of 100 business and community leaders from the Central Texas region of Caldwell, Bastrop, Hays, Travis, and Williamson counties. AARO works to advance the economic and social well-being of Central Texas by researching and addressing public policy issues in 5 priority areas: Energy & Water, Health Care, P-16 Education, Social Equity, and Transportation. - Junior League of Austin: The Junior League of Austin is a diverse group of dedicated women working to make Austin a better place. The Junior League of Austin is a non-profit organization formed in 1934 committed to promoting voluntarism, developing the potential of women and improving our community through the effective action and leadership of trained volunteers. Its purpose is exclusively educational and charitable. The Junior League of Austin's members serve as trained volunteers at League Signature Impact projects and through Community Project partnerships with 29 non-profit agencies and programs throughout the Austin area. JLA volunteers support initiatives to enhance education, health and well-being, safety and crisis intervention, the arts, and the environment. This year alone, JLA has invested more than $780,000 and 100,000 volunteer hours in improving the Austin Community. - Greater Austin Hispanic Chamber of Commerce: Greater Austin Hispanic Chamber of Commerce's (GAHCC) primary goal is to continue the advancement and progression of a strong and stable economic culture for Hispanic businesses. The organization conducts activities to develop business and management skills, bridge access to capital and maintain cultural values and integrity. |
| Form 990, Part III, Line 4a | - Leadership Austin: In 1979, Leadership Austin was founded by the Greater Austin Chamber of Commerce (GACC) with the mission of providing leadership training to those with a passion for Greater Austin. In 2002, the organization became a stand-alone 501(c)(3) nonprofit corporation, while sustaining close ties to the GACC. Today Leadership Austin continues to believe each of us can engage in collaborative, inclusive, and sustainable leadership for our community. Leadership Austin offers emerging and community leaders a unique opportunity to be part of a group that has come together to: - Develop their personal and professional leadership skills; - Learn about the issues affecting Greater Austin through open and balanced civic discussion; and, - Build relationships with others who seek to grow as leaders and find solutions to the issues facing our region. - San Juan Diego Corp Work Study Program, Inc.: The San Juan Diego Corporate Internship Program (CIP) is unlike any other program in Austin and plays an integral role in San Juan Diego Catholic High School (SJDCHS). This distinctive program benefits all participants: the students, the school, and the sponsoring companies. Students offset the cost of their education while gaining valuable professional experience, and sponsoring companies lease employees to fill a full-time, entry-level position. In the Corporate Internship Program, a sponsoring company contracts with the CIP to fill a full-time, entry-level position with a team of students. A job-sharing team is composed of four students, each working five days per month. All SJDCHS students participate in the CIP, and through their experience, gain exposure to a variety of industries, including law, health care, technology, education, finance, and non-profit organizations. Standard student work duties vary: they may include entering data, creating presentations, receiving visitors and phone calls, filing, setting up conference rooms, sorting mail, copying, and faxing. Students work standard business hours, and CIP staff provides students with transportation to and from their workplaces. The program runs annually from August to June. - Lone Star Circle of Care: Lone Star Circle of Care is a federally qualified community health center serving Central Texas. The organization operates clinics granting access to care for adults and children without health insurance and focuses on person-centered, behaviorally enhanced health care home, which includes primary care, dental, integrated mental health, women's health services, and low cost medications. - Austin Community Foundation: Austin Community Foundation was founded in 1977. The organization nurtures and tends 998 funds and endows 71 nonprofit organizations. Austin Community Foundation has awarded $247 million in grants since 1977. In 2013, the organization awarded 3,809 grants totaling $25 million. Other Charitable and Public Benefit Programs: Volunteer Healthcare Clinic Laboratory and Hospitalization Services: The Volunteer Healthcare Clinic has served the Austin community for more than 45 years. The Clinic is a non-emergency primary care facility that serves low-income and uninsured residents of Travis County. It operates three evening sessions weekly and accommodates 5,700 patient visits a year. Seton assists the clinic by providing guidance, laboratory services, lab and medical supplies, and after-hours medical call-center support. Leading Collaborative Efforts in the Community: Described below are just a few examples of the community partnerships and collaborations Seton Family of Hospitals has championed in Central Texas. Children's Optimal Health (COH): In 2006, Seton invited community leaders to discuss how their organizations could work together to optimize the health and well-being of children in Central Texas. Eighty-four agencies came together informally and identified four areas of focus: linking and leveraging our existing resources; coordinating community messaging and education; using technology; and examining research and best practices for ideas to use in solving community problems. In 2008, Seton and four other charter members committed to annual dues of $35,000 to fund the infrastructure needed to run a new organization. The dues from these organizations remain unchanged in FY14. Through a commitment to shared data, collaboration and ongoing communication, COH is using visual images to inform policy, improve operations, promote research and mobilize the community to better the lives of our children and youth. In FY13, Children's Optimal Health (COH) acquired birth data from the state DSHS records at the census tract level. The mapping has already spawned interest from a number of organizations including the Social Medicine Group working with the new Dell Medical School. Mapping projects completed in FY14 include Austin ISD Obesity project years 2012-2013, Dental Project Phase I, Go Austin/Vamos Austin assessment mapping for Year 2, Transportation-Related Child Injury II (summit held May 13, 2014), and the Del Valle ISD Obesity project (summit held January 23, 2014). Projects on flu immunization and asthma were begun, there was continued work with DCMC on child maltreatment, and existing maps from multiple projects were overlaid with Austin City Council districts. COH was involved with the National Neighborhood Indicators Partnership (NNIP), CAN advisory committee, the City of Austin DSRIP Waiver Advisory Group, and the Travis County Youth Substance Abuse Prevention Coalition. Data was acquired from Seton HealthPlan, and COH's work was highlighted as part of Salud America's "SaludHero" video series, in a "GovTech" article by Stephen Goldsmith from the Harvard ASH Institute, and in the book "Strengthening Communities with Neighborhood Data" by Kathryn Pettit. Community Care Collaborative (the CCC): In June 2013, Seton and Central Health completed a Master Agreement that created the Community Care Collaborative (the CCC). The CCC is an integrated delivery system that provides high quality, cost effective, patient centered care to improve health outcomes through expanded care coordination and patient care management for low income residents. The current safety net system of Travis County has several inherent flaws and gaps in service that result in preventable hospitalizations and inappropriate emergency department usage. Some examples include: - Limited access to primary care and medical homes offering preventive care. - Serious shortages of specialty care providers causing delay in care. - Severely limited availability of behavioral health services, both inpatient and outpatient. - Little to no chronic disease management programs. Seton and Central Health jointly manage the operations and funding of a new integrated system of primary, specialty and acute care services. Seton and Central Health jointly fund the new integrated system of primary, specialty and acute care services. Additionally, Seton contributed $47 million to the CCC to fund improvements to the integrated delivery system in partnership with Central Health. The Integrated Care Collaboration (ICC): In 1997, Seton led the formation of an alliance of community providers for the medically indigent, including healthcare organizations, government entities and volunteer clinics. Known as the ICC, the group's goal was to work together to increase access, improve quality and find creative financing solutions for the provision of health care for the region's uninsured. Today, members of the ICC include virtually all safety net providers within Williamson, Travis and Hays counties. Seton helped secure the organization's first grant and provided staff the ability to develop and launch the collaboration. The ICC has since become one of the most respected and innovative organizations of its kind in the nation. Supported by grants from federal and private charity organizations, as well as continued support from the Seton Family of Hospitals and other ICC members, this unique collaboration stimulates creative thinking for managing health care for uninsured Central Texans through shared data, medical records and enrollment criteria. During FY14, the ICC's ICARE system captured data on 1,697,946 encounters with 444,813 unique uninsured or underinsured individuals. While this was a .2% increase in the number of encounters from FY13, it only represented a .05% decrease in the number of patients served by ICC participating members. |
| Form 990, Part III, Line 4a | Patient Prescription Assistance Program: Improving access to medications for patients was key to both Seton and the ICC. As a result, Seton selected a software program that is now shared by all ICC partners and helps to qualify uninsured patients to receive free medications from participating pharmaceutical companies. This program is known as the Patient Prescription Assistance Program (PPAP). Seton also provides assistance to uninsured patients with the often tedious and complex paperwork required by the drug companies to receive these free medications. Patients benefit from reduced costs and ultimately better health. ICC partners are able to extend charity services further because they no longer have to cover the costs of medications for these patients. In FY14, there was $8,265,927 in prescription drugs donated by Seton through the PPAP. Nurse Triage Call Center: Seton's Nurse Triage Call Center makes Registered Nurses available around the clock, 24-hours a day, 7 days a week, free of charge to assist callers with urgent care needs and schedule doctors' appointments to avoid unneeded emergency room visits. The Call Center nurses are able to schedule same and next-day appointments for callers at participating ICC clinics. The Call Center received more than 72,000 calls during FY14. Nurses were able to redirect 11.4% of callers to home-based self-care and 21.4% to a primary care appointment the following day. In addition, more than 17.1% of the callers were able to receive general healthcare information as appropriate. Health Alliance for Austin Musicians: The Central Texas area has a thriving live music scene, which is a significant contributor to the local economy. For several years, musician advocates in Austin have been looking for ways to increase access to care for area musicians who cannot afford to pay for health insurance. Seton, the SIMS Foundation and the St. David's Foundation formed a unique collaboration to address this need. The resulting Health Alliance for Austin Musicians now provides access to primary health care, diagnosis and medical treatment through Seton, dental services through a collaboration of the Capital Area Dental Foundation and St. David's Foundation and mental health services through SIMS. In June 2014, 1,473 local musicians were enrolled for services through Seton's Community Health Centers as part of the Health Alliance for Austin Musicians (HAAM), over a 24% decrease from 2013. The decrease is most likely due to the fact that some HAAM musicians are now eligible for subsidies from the federal government for ACA, market place insurance. Those musicians are moving over to become covered for full insurance which is better for them as HAAM is not insurance. While there are some musicians who can qualify for these subsidies there are still over 60% of HAAM member musicians who do not earn enough to qualify for ACA subsidies and because Texas did not expand its Medicaid product, these musicians will still need HAAM to help them access affordable healthcare services. Dell Children's Medical Center of Central Texas/AISD Student Health Services: The Dell Children's Medical Center of Central Texas, a member of the Seton Family of Hospitals, provides health services for approximately 85,000 public school students in over 128 schools through a ground-breaking partnership with the Austin Independent School District (AISD). The program covers prevention, wellness services, state-mandated screenings, in-school medication, injured child care and management of chronic health conditions. It uses a unique software program that facilitates communication and collects data to improve services. The program identifies uninsured children who need additional medical care and connects them with care providers. The Student Health Services program was the first of its kind and has been replicated in schools throughout the country. The Robert Wood Johnson Foundation gave the program special national recognition. During FY14, 2,776 children were vaccinated by the Children's/AISD Student Health Services Immunization Team. 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). 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. Although there is a cost to the 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, specialty care, inpatient and outpatient hospital care, diagnostic services and prescription benefits. 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. Seton provided funding for 6,699 prescriptions in FY14 through its Community Healthcare Clinics. The following data compare the experience of participants in Seton Care Plus with the experience of Medicaid beneficiaries on certain key indicators: Utilization and Expense Comparison: Seton Care Plus and National Medicaid Benchmark Seton Care Plus: - Patient Hospital Days/1,000: 107 - Emergency Visits/1,000: 205.2 - Number of Prescriptions: 6,699 Texas Star Medicaid Benchmark: - Patient Hospital Days/1,000: 278.0 - Emergency Visits/1,000: 643.3 In FY14, Seton Care Plus recorded a rate of 107 patient hospital days per 1,000 compared to a Texas Star Medicaid Benchmark rate of 278.0 patient hospital days per 1,000. Seton Care Plus recorded 205 emergency visits per 1,000, compared to a Texas Star Medicaid Benchmark rate of 643.3 emergency visits per 1,000. Disease Management for Patients with Chronic Conditions: Eighty percent of the Seton Family of Hospitals' charity care dollars are consumed by 20% of the charity care patients served because they have conditions that often make them very sick and require repeated ER visits, hospitalization, surgery, dialysis or stays in intensive care. Recognizing this growing problem, Seton has instituted a series of programs designed to provide extra case management assistance to these patients so they can better manage their diseases. Insure-a-Kid: In 1999, the Michael and Susan Dell Foundation collaborated with the Seton Family of Hospitals to create Insure-a-Kid, an outreach program to promote and enroll uninsured children in low-cost children's health insurance programs. Today, Insure-a-Kid is funded by Seton and other members of the ICC and has expanded its mission to help low-income individuals and families obtain coverage through government insurance programs. Using innovative web-based technology to screen and case-manage individuals, in FY14 Insure-a-Kid helped enroll more than 4,953 individuals in CHIP or Medicaid coverage. By enrolling individuals eligible for government-sponsored health insurance, charity dollars are used more efficiently for children and adults who may have no other option for care. Trauma Care: Two of Seton's facilities are designated Level I Trauma Centers: University Medical Center Brackenridge (UMCB) for adult trauma and Dell Children's Medical Center for Pediatric Trauma. These are the only Level I Trauma Centers in Central Texas. Seton Medical Center Williamson is a designated Level II Trauma Center. All Centers provide trauma care to the Central Texas community, regardless of the patient's ability to pay. Adult Trauma Services: University Medical Center Brackenridge had 3,209 trauma admissions and reported a total of 15,279 trauma-related visits during FY14. University Medical Center Trauma Services provided the following educational opportunities in FY14 to the Central Texas Trauma community: |
| Form 990, Part III, Line 4a | - Advanced Trauma Life Support (four courses serving 16 physicians per course) - Advanced Trauma Life Support (one instructor course serving 6 physicians) - Advanced Surgical Skills for Exposure in Trauma (two courses serving 20 physicians total) - Trauma Nursing Core Course (five courses serving 20 nurses per course) - Trauma Nursing Core Course recertification course (2 courses serving 17 nurses total) - Continuing Medical Education/Continuing Nursing Education - Trauma Rounds (once a month serving 20 physicians, 20 nurses, and 20 affiliated clinical staff) - Trauma Physician Performance Improvement (twice a month serving 30 physicians and physician extenders, residents, and interns) - Continuing First Responder Education - Community Injury Prevention (Car Seat Distribution Program, primary focus low-income Spanish speaking families, three times a month serving five families per course, One A Matter of Balance Fall Prevention Course serving 12 seniors) University Medical Center Brackenridge hosted the 6th Annual Trauma and Critical Care Conference at the AT&T Conference Center. This regional event featured nationally-recognized experts in trauma and academic medicine, who provided physicians, nurses, allied health professionals and pre-hospital personnel with cutting edge evidenced-based knowledge related to the care of critically injured patients in rural, urban and suburban hospitals. In addition, Seton Williamson provided five Trauma Nursing Core Course (TNCC) provider classes to nurses in the community and four Matter of Balance courses to help reduce falls in the senior population in the community. In addition, SMCW also provided safety information at 14 community events in FY14. 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. In FY14, UMCB engaged in 13 Institutional Review Board approved study protocols and published the following trauma-related manuscripts: 1. Shafi, S., Aboutanos, M., Brown, C.V., Ciesla, D., Cohen, M.J., Crandall, M.L., Inaba, K., Miller, P.R., Mowery, N.T.; American Association for the Surgery of Trauma Committee on Patient Assessment and Outcomes. "Measuring Anatomic Severity of Disease in Emergency General Surgery". Journal of Trauma and Acute Care Surgery. March 2014, Volume 76, Number 3, pages 884-887. 2. Field, C.A., Cochran, G., Caetano, R., Foreman, M., Brown, C.V. "Postdischarge Nonmedical Use of Prescription Opioids in At-Risk Drinkers Admitted to Urban Level I Trauma Centers". Journal of Trauma and Acute Care Surgery. March 2014, Volume 76, Number 3, pages 833-839. 3. Field, C., Walters, S., Marti, N., Jun, J., Foreman, M., Brown, C. "A Multisite Randomized Controlled Trial of Brief Intervention to Reduce Drinking in the Trauma Care Setting: How Brief Is Brief?" Annals of Surgery. May 2014, Volume 259, Issue 5, pages 873-880. 4. Ebadat, A., Brown, C.V.R, Ali, S., Guitierrez, T., Elliot, E., Dworaczyk, S., Kadric, C., Cooopwood, B. "Improving Organ Donation Rates by Modifying the Family Approach Process". Journal of Trauma and Acute Care Surgery. June 2014, Volume 76, Number 6, pages 1473-1475. 5. Pommerening, M.J., DuBose, J.J., Zielinski, M.D., Phelan, H.A., Scalea, T.M., Inaba, K., Velmahos, G.C., Whelan, J.F., Wade, C.E., Holcomb, J.B., Cotton, B.A. "Time to First Take-Back Operation Predicts Successful Primary Fascial Closure in Patients Undergoing Damage Control Laparotomy". AAST Open Abdomen Study Group. Surgery. August 2014, Volume 156, Number 2, pages 431-438. 6. Bui, E., Joseph, B., Rhee, P., Diven, C., Pandit, V., Brown, C,V. "Contemporary Management of Radiation Exposure and Injury." Journal of Trauma and Acute Care Surgery. September 2014, Volume 77, Number 3, pages 495-500. 7. Crispo, A.L., Daley, M.J., Pepin, J.L., Harford, P.H., Brown, C.V.R. "Comparison of Clinical Outcomes in Nonintubated Patients with Severe Alcohol Withdrawal Syndrome Treated with Continuous-Infusion Sedatives: Dexmedetomidine Versus Benzodiazepines". Pharmacotherapy. September 2014, Volume 34, Number 9, pages 910-917. 8. Crandall, M.L., Agarwal, S., Muskat, P., Ross, S., Savage, S., Schuster, K., Tominaga, G.T., Shafi, S., and American Association for the Surgery of Trauma Committee on Patient Assessment and Outcomes. "Application of a Uniform Anatomic Grading System to Measure Disease Severity in Eight Emergency General Surgical Illnesses". Journal of Trauma and Acute Care Surgery. November 2014, Volume 77, Number 5, pages 705-708. 9. Zielinski, M.D., Jenkins, D., Cotton, B.A., Inaba, K., Vercruysse, G., Coimbra, R., Brown, C.V.R., Alley, D.E.R., DuBose, J., Scalea, T.M. "Adult Respiratory Distress Syndrome Risk Factors for Injured Patients Undergoing Damage-Control Laparotomy: AAST Multicenter Post Hoc Analysis". Journal of Trauma and Acute Care Surgery. December 2014, Volume 77, Number 6, pages 886-891. 10. Klein, A.L., Brown, C.V.R., Aydelotte, J., Ali, S., Clark, A., Coopwood, B. "Implementation of a Surgical Intensive Care Unit Service is Associated with Improved Outcomes for Trauma Patients". Journal of Trauma and Acute Care Surgery. December 2014, Volume 77, Number 6, pages 964-968. 11. Watkins, L., Ali, S., Clark, A., Brown, C.V.R. "Transmission-Based Contact Precautions for Multidrug-Resistant Organisms in Trauma Patients: Fewer Days in Isolation with No Increase in Hospital-Associated Infections". Journal of Trauma and Acute Care Surgery. December 2014, Volume 77, Number 6, pages 960-963. 12. Walker, B., Anderson, M., Hauser, L., Werchan, I. "Ethanol for Alcohol Withdrawal: The End of an Era". Journal of Trauma and Acute Care Surgery. 74(3):926-931, March 2013. 13. Sprunt, J.M., Brown, C.V., Reifsnyder, A.C., Shestopalov, A.V., Ali, S., Fielder, W.D. "Computed Tomography to Diagnose Blunt Diaphragm Injuries: Not Ready for Prime Time". American Surgeon. November 2014, Volume 80, Number 11, pages 1124-1127. |
| Form 990, Part III, Line 4a | Pediatric Trauma: In July 2009, Dell Children's Medical Center of Central Texas (DCMC) became the only Level I Pediatric Trauma Center in Central Texas and one of 19 stand-alone verified Level I Pediatric Trauma Centers in the country. This significant achievement demonstrates the organization's commitment to the highest level of clinical care, provision of clinical education, research, injury prevention and advocacy. In May of 2012, the Center was re-verified at Level 1 status and continues their dedication to the best clinical care, research and prevention efforts. In May 2015, they will undergo their re-verification again. To meet the needs of injured children, pediatric trauma centers must have a full complement of expertise and equipment standing ready to deliver high quality, safe and efficient care. At Dell Children's, the clinical care team is the backbone of the trauma program. This team of highly trained experts ensures all injured patients are provided the highest standard of care. In FY14, the Trauma Service evaluated 1522 pediatric trauma patients and of these patients 1038 were admitted to Dell Children's. Of these, 49% were Medicaid and 7% were uninsured. Dell Children's Trauma Service provided the following educational opportunities to the Central Texas trauma and EMS community: - Trauma Nursing Core Course (3 courses; 51 RN's) - Continuing Medical/Professional Education (4 Trauma Grand Rounds, serving 95 physicians, nurses and other clinical staff) - Multiple presentations to care providers at local, regional, state and national conferences. 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. In FY14, the group engaged in 31 Institutional Review Board approved study protocols and published the following trauma-related manuscripts: Azarakhsh, N., Grimes, S., Notrica, D.M., Tuggle, D.W., Raines, A., Garcia, N.M., Maxson, T.R., Adler, A.C., Recicar, J,. Garcia-Filion, P.G., Greenwell, C., Lawson, K.A., Wan, J.Y., Eubanks. J.W. Blunt Cerebrovascular Injury in Children: Under Reported or Under Recognized? Journal of Trauma and Acute Care Surgery, 2013, 75(6):1006-1012. Johnson, J.J., Tuggle, D.W., Garcia, N.M., Eubanks, J.W., Notrica, D.M., Brahmamdam, P., Megison, S., Maxson, R.T., Piper, K., Lawson, K.A., Garcia-Filion, P., Recicar, J. The Utility of a Computer-Based Internal Education Program for Pediatric Trauma Centers an ATOMAC Study. Accepted for publication in The American Surgeon, 2013. Barczyk, A., Yuma-Guerrero, P., von Sternberg, K., Velasquez, M.M., Brown, J., Maxson, R., Lawson, K.A. Risky Drinking among Parents of Pediatric Trauma Patients. Journal of Trauma and Acute Care Surgery, 2013, 75(4):676-681. Higginbotham, N., Lawson, K.A., Gettig ,K., Roth, J., Hopper, E., Higginbotham, E., George, T.M., Maxson, R.T., Edwards, G., Garcia, N.M. Utility of a Child Abuse Screening Guideline in an Urban Pediatric Emergency Department. The Journal of Trauma and Acute Care Surgery, 2014, 76:871-877. Parker-Raley, J., Mottet, T.P., Lawson, K.A., Duzinski, S.V. Assessing Trauma Leader Communication in an ED Setting. Accepted for publication in Journal of Communication in Healthcare, 2013. Duzinski, S.V., Yum-Guerrero, P.J., Fung, A., Brown, J.M., Wheeler, T., Barczyk, A.N., Lawson, K.A. Sleep Behaviors of Infants and Young Children: Associated Demographic and Acculturation Characteristics among Hispanic Teen Mothers. The Journal of Trauma Nursing., 2013, 20(4): 189-198. Parker-Raley, J., Mottet, T.P., Lawson, K.A., Duzinski, S.V., Cerroni, A. Investigating Pediatric Trauma Team Communication Effectiveness Phase One: the Development of the Assessment of Pediatric Resuscitation Communication (APRC). Journal of Communication in Healthcare, 2012, 5(2): 102-115. Starting in FY12, the Research Department began coordinating a national multi-center research collaborative which brings 6 Level I Pediatric Trauma Centers together for research collaboration. The group has presented in the national arena and published 3 sentinel works in pediatric trauma care. The Research Department provides research education for Seton staff, physicians, medical students, residents and University of Texas students. The department currently leads two UT Medical Branch classes on pediatric trauma research, a UT School of Public Health practicum and thesis seminars and provides local education to members of the Seton team. Conducting Groundbreaking Clinical Research: Seton adheres to the principle that patients have a right to receive care derived from scientific principles and data-based evidence. To that end, Seton furthers its mission by contributing funds and personnel to support research that helps advance health care. Seton's Center for Nursing Research (CNR) provides a defined infrastructure to support nursing research, inform policy and procedure development, promote nursing, practice change and support the implementation of evidence-based practice. The CNR supports nurses in identifying and investigating nursing problems through scientific inquiry, analysis, synthesis, dissemination and translation of research findings in an effort to improve nursing practice with evidence-based findings. The CNR and NRC assess the barriers to initiating, conducting and participating in research. Research and clinical leaders engage staff nurses in discussion of the importance of evidence-based practice and research. The CNR reaffirms its mission to promote a culture of research via two channels of education: 1) exposing RNs who are otherwise unaware of nursing research to its importance and methods; and 2) mentoring those RNs who are motivated to initiate and/or participate in research. FY14 Nursing Research Activities: Podium Presentations: - Pamela Combs, PhD, RN, VDA, presented "Creative Strategies for the VAD Patient" at the 60th Annual Conference of the American Society for Artificial Internal Organs in June in Washington, D.C. - Jonathan Hecht, MSN, RN, ACNS-BC, CCRN, CNRN, presented "Preventing Pressure Ulcers in ICU Patients" at the 2014 Austin Trauma and Critical Care Conference that occurred in May. - Lynda Watkins, MPH, BSN, RN, CIC, presented "Evidence for Modified Contact Precautions" at the 2014 Austin Trauma and Critical Care Conference that occurred in May - Marnie Wheeler, BSN, RN, CEN, presented "The EHR & Trauma Resuscitation" at the 2014 Austin Trauma and Critical Care Conference that occurred in May - Judy Smith, MSN, RN, CRNI, presented "The Quest to Reduce CLABSI: Connecting Technique, Technology and Outcomes" at the Association for Vascular Access Annual Scientific Meeting in September in National Harbor, Maryland. - Alice Vedder, BSN, RNC-OB, presented "Using AWHONN's Webinar Library" as part of a best practices panel at the Association of Women's Health, Obstetric and Neonatal Nurses Leadership Conference in Washington, D.C. in November. Poster Presentations: - Pamela Combs, PhD, RN, VAD, presented "Creative Strategies for the VAD Patient" at the 60th Annual Conference of the American Society for Artificial Internal Organs in Washington, D.C., in June. - Sally Freeman, MSN, RN, NCSN, NEA-BC, et al., presented "Manic Monday to Fabulous Friday: Partnering to Improve the Behavioral Health Needs of Students" at the National Convention of National Association of School Nurses 46th Annual Conference in San Antonio in June. - Sheila Hale, BSN, RN, CRNI, VA-BC, presented "Equipped for Excellence: A Theory-Based Orientation Plan for Vascular Access Specialists" at the Infusion Nurses Society Annual Convention in Phoenix in May at the podium and as a poster. Her podium presentation received an award as the Best Oral Abstract Presentation. - Mim Luetje, BSN, RN-BC, CVRN, presented "Implanting a Left Ventricular Assist Device in a Visually Impaired Patient: A Case Study" at the International Society for Heart & Lung Transplantation Annual Meeting in San Diego in April. - Maria Marek, MTS, BA, RN, presented "Survivorship Navigation for Young Adults Shows Success" at the Fourth Annual Academy of Oncology Nurse Navigators in Memphis in November. - Cassie Moffitt, BSN, RN, CDE, presented "Success in Schools with Diabetes" at the Juvenile Diabetes Research Foundation (JDRF) TypeOneNation Texas conference in Austin in June. |
| Form 990, Part III, Line 4a | - Pam Novak, BSN, RN, CGRN; Jillian DuBose, RN, CGRN; and Barbara Taylor, MA, lead endoscopy tech, presented "Interdisciplinary Journey to Expertise in Navigational Bronchoscopy: 'Super D' Super Users Spreading Teamwork and Patient Satisfaction" at the Society of Gastroenterology Nurses and Associates, Inc. 41st Annual Course in May in Nashville. - Marcie Wilson, BSN, RN, presented "Improving Public Stroke Awareness" at the Florida Stroke Symposium in Deerfield Beach, Florida in May. She spoke at the invitation of the American Heart Association/American Stroke Association. RN V Projects: - Debbie Vance, MSN, CNS, Perinatal, UMCB RN V. "A Delphi Survey of Risk Factors for Neonatal Skin Breakdown." - Anna Rivera, MSN, DHA. "Operating & Performance Systems Assessing and Improving Competencies in Peritoneal Dialysis for New Dell Children's Medical Center Intermediate Care Unit." - David C. McFall, MSN, RN, CEN. "Overcrowding in the Emergency Department - Status and Impact at UMCB - ED/DSRIP System Workflow Innovation." Publications: - Elizabeth Alvear, MSN, RN, et al. co-authored "Health Ministry Partnerships: Creating a Habit for Health" in the January/March 2014 issue of Journal of Christian Nursing, Vol. 31, No. 1, pp. 28-34. - Apryl Haynes, MHA, BSN, RN, authored a well-referenced letter to the editor published in the February issue of Nurse Leader, Vol. 12, Issue 1, p. 10. - Toni Inglis, MSN, BA, RN, CNS, FAAN, published "Magnet Pioneer Dean Billye Brown Receives ANCC's President's Award" in the January - March 2014 issue of Texas Nursing Voice, Vol. 8, No. 1, p. 10. - Toni Inglis, MSN, BA, RN, CNS, FAAN, authored "Texas Team Dreams Big at Dallas Second Summit" in the April - June issue of Texas Nursing Voice, Vol. 8, No. 2, pp. 3-4. - Curk McFall, MSN, RN; Diana Sellers, MSN, RN, CPHQ; Linda Yoder, PhD, RN; and former Seton RNs Debra Kirkley, Kenn Kirksey and Angela Stalbaum authored original research with a continuing education course in the September issue of AJN, Vol. 114, Issue 9, pp. 26-37, titled "CE: Original Research: Staff Nurses' Use of Research to Facilitate Evidence-Based Practice." - John Sabra, MD; Jose Cabanas, MD, MPH; John Bedolla, MD; Shirley Borgmann, BSN, RN; James Hawley, LP; Kevin Craven, RN, MBA; Carlos Brown, MD; Chris Ziebell, MD; and Steve Olvey, MD, authored "Medical Support at a Large-Scale Motorsports Mass-Gathering Event: The Inaugural Formula One United States Grand Prix in Austin, Texas" in the August 2014 issue of Prehospital and Disaster Medicine, Vol. 29, No. 4. - Debbie Vance, MSN, RNC-NIC; Sharon Demel, MSN, RNC-NIC, CNS; Kenn Kirksey, PhD, RN, ACNS-BC, FAAN; Marcie Moynihan, MSN, RN, CNS, and Karen Hollis, BSN, RN, CWON, authored "A Delphi Study for the Development of an Infant Skin Breakdown Risk Assessment Tool," which was published in Advances in Neonatal Care. - Mary Wright, MSN, RN, CNRN; Celina Mankey, MD, and Beth Miller, MD, authored "Improving Upon the 'July Effect': A Collaborative, Interdisciplinary Orientation for Internal Medicine Interns." It was published in the December 2013 issue of Medical Education Online, Vol. 18: 23249. Clinical Care: To meet the needs of injured children, pediatric trauma centers must have a full complement of expertise and equipment standing ready to deliver high quality, safe and efficient care. At Dell Children's, the clinical care team is the backbone of the trauma program. This team of highly trained experts ensures all injured patients are provided the highest standard of care. In FY14, Trauma Service evaluated 1522 pediatric trauma patients and of these patients 1038 were admitted to Dell Children's. Of these, 49% were Medicaid and 7% were uninsured. Clinical Education: Dell Children's Trauma Service provided the following educational opportunities to the Central Texas trauma and EMS community: - Trauma Nursing Core Course (one courses, serving 7 nurses) - Pediatric Care after Resuscitation (PCAR), one course serving 40 nurses. -Continuing Medical/Professional Education (two Trauma Grand Rounds, serving 95 physicians, nurses and other clinical staff) - Presentations at the state school nurses conference - Multiple presentations to care providers at local, regional, state and national conferences. Seton League House: Located near Seton Medical Center, the Seton League House is a bed-and-bath facility that provides families a nearby place to stay while loved ones are hospitalized. The Seton League House offers overnight accommodations at reasonable rates designed to avoid placing a hardship on families. During FY14, the Seton League House provided 1,637 visitors and 12,876 guest days. Perinatal Outreach Education: The Perinatal Outreach Education program coordinates the Neonatal Transport Team, which serves a 19-county area in Central Texas. The program provides educational hands-on classes to hospitals within that area and serves as the liaison between Seton and the referring hospitals that transfer mothers and babies into our facilities. In addition the Perinatal Outreach Program hosts an annual two-day Perinatal Conference. Additional services the Perinatal Outreach Programs offers or facilitates include: - MFM, physician, and nurse consultation services - Continuing education for healthcare professionals as requested; in FY14 10 STABLE and 2 NRP courses. - Bimonthly Neonatal Grand Rounds for physicians and other medical professionals - Consultation and technical assistance on emerging perinatal issues - Coordination of education and training for perinatal healthcare personnel within the network Expanding Medical Education: The Seton Family of Hospitals believes that, in order to provide the best health care to the community, its clinical personnel must receive ongoing medical education. In FY14, Seton provided 94 directly- and jointly-sponsored Continuing Medical Education activities that included 1,025 hours of instruction for 7,709 physician participants and 9,260 non-physician participants. Subjects included: - Challenges in the Management of Cancer Survivors - Medical Staff Credentialing Challenges - 2014 Annual Pediatric Conference - 2014 Austin Oculoplastics Conference - 2014 Austin Trauma & Critical Care Conference - 33rd Annual Christian Medical College Alumni Conference 2014 - Addressing Racial/Ethnic Health Disparities: Best Practices for Clinical Care and Medical Education in the 21st Century - Cardiology Update for Primary Care 2013 - Cedar Park Regional Medical Center High Reliability Organization - Clinicians' Role in Transforming the Quality of Life for Patients with Sickle Cell Disease - Current Concepts in Spine Management: Best Practices and New Technologies - Differential Diagnosis and Management of Diabetes Ethical Issues in Physician Practice - A Brief Overview of the Ethical & Religious Directives - Evidence-Based Best Practices for the Management of Prediabetes and Diabetes - Improving Blood Utilization - Interventional Oncology and Liver Treatment - Malignant Melanoma - New Modalities in Lung Cancer Diagnostics - Personality Disorders and DSM-5 - Practicing Excellence - How to Give Great Care and Love Coming to Work - Seton Healthcare Family Annual Ethics Conference - Sleep Disorders and Cardiovascular Disease - Standardizing Brain Death in the Pediatric Population - Stroke - Navigating the Path - Supportive Care for Breast Cancer Patients - The History of Laryngectomy: Where We Were and Where We are Today - Adult Echo Case Conference - Austin Dermatological Society Patient Viewing - Brain & Spine Case Conference - Breast Multidisciplinary Cancer Conference - Cardiopulmonary Chest Conference - Cath Lab Conference - Cedar Park Regional Medical Center Adult Cancer Management Conference - Cerebrovascular Medicine Case Conference - Clinical & Teamwork Simulation - Craniofacial Conference - Critical Care Case Presentations - Cutaneous Oncology Multidisciplinary Cancer Conference - CyberKnife System Clinical Training - Dell - ENT Conference - Epilepsy Case Conference - Ethics Case Series - Gastrointestinal Multidisciplinary Cancer Conference - General Surgery Grand Rounds - Hand/Upper Extremity Case Conference - Head-Neck Multidisciplinary Cancer Conference - Heart Transplant - Performance Improvement Committee - Hepato-Biliary Pancreatic Multidisciplinary Cancer Conference - Institute of Reconstructive Plastic Surgery M&M - Introduction to COMPASS for Medical Providers - Malignant Hematology Cancer Conference - Neonatal Grand Rounds - Neuro Tumor Multidisciplinary Conference - New Med Staff Provider Orientation - Pediatric Cancer Management Conference - Pediatric Cardiology Cardiac Case Conference - Pediatric Emergency Medicine Grand Rounds - Pediatric Emergency Medicine M & M - Pediatric Grand Rounds - Pediatric Interdisciplinary Case Conference - Pediatric Musculoskeletal Tumor Conference - Pediatric Neuro-Oncology Case Conference - Pediatric Neurosurgery Journal Club - Pediatric Neurosurgery M&M Meeting - Pediatric Secti |
| Form 990, Part III, Line 4a | Providing Patient Services: During FY14, Seton's facilities treated and discharged 68,395 adults and children in the community for a total of 348,095 patient days. Seton provided 794,903 hospital-based outpatient visits, 23,953 outpatient surgery visits, and 314,602 emergency visits. Additionally, Seton provided 2,796 home health visits in River Bend-Smithville and 7,325 in Highland Lakes for homebound patients through the Seton Highland Lakes Hospital home care service and Seton Smithville home care service. In addition, Seton's primary care and specialty care physician practices served the community by providing 755,570 patient visits. Unique Services: Seton supports unique services unavailable elsewhere in the region including: - Central Texas' only Level I Trauma Centers: Dell Children's Medical Center (Pediatric) and University Medical Center Brackenridge (Adult); - An advanced neurosciences center that houses state-of-the-art equipment; - Central Texas' only heart transplant center (Seton Medical Center Austin) certified by Medicare and named a destination site for technology to help sustain patients with failing hearts, including the use of Ventricular Assist Devices; - Regional High Risk Maternity and Neonatal Center providing care for high-risk moms and babies, micro preemies and multiple births; - A dedicated pediatric hospital - Dell Children's Medical Center of Central Texas serving a 46-county area dedicated solely to comprehensive medical and surgical care for children; - A nationally-recognized and highly innovative Student Health Services Program operated in collaboration with the Austin Independent School District that serves more than 85,000 students; - The community's only private inpatient mental health hospital, Seton Shoal Creek that serves patients of all ages: children, adolescents, adults and seniors; - LIVESTRONG Survivorship Center at Dell Children's provides specialized care in a clinic that focuses on the needs of pediatric cancer survivors. Children are at risk for physical and psychological issues related to cancer and its therapy. The radiation, chemotherapy and surgery used to successfully treat childhood cancers may lead to what are called, "late effects" such as heart and lung problems, impaired growth, etc. Comprehensive Healthcare Services Inpatient & Outpatient: Seton provides the following inpatient and outpatient medical services to the community at one or more locations: - Major (Level I) Trauma Centers verified by the American College of Surgeons - Urgent and 24-hour emergency care - Critical care services - Intermediate care services - General and subspecialty inpatient/outpatient surgical services including: thoracic, cardiovascular, open heart, urology, obstetrics/gynecology, plastics, maxillo-facial, ophthalmology, ENT, orthopedic, spine, trauma and pediatric. - Internal medicine, family practice and subspecialties - Specialty outpatient clinic - Cardiovascular and telemetry services - Medical/Surgical services - Comprehensive Maternity Services, including high risk obstetrical, Level II and Level III (Neonatal) Nurseries - Advanced Neurosciences, including CyberKnife; - Certified Stroke Centers - Certified Chest Pain Centers - Resuscitation Center Designations - Orthopedics - Oncology - Nephrology - Heart Failure and Heart Transplant Services; destination facility for Ventricular Assist Device (VAD) technology Diagnostic and Therapeutic Services: - Physical, Occupational and Speech Therapy - Extensive Rehabilitation Services - Wound Care Clinic - Invasive and Non-Invasive Diagnostic Cardiology/Catheterization Laboratory - Cardiac Rehabilitation - Diagnostic Radiology Including: Fluoroscopy, X-Ray, CT Scan, Nuclear Medicine, Special Procedures and MRI - Outpatient Surgery - Pastoral Care - Social Work/Discharge Planning/Case Management - Cardiopulmonary Services - Laboratory Services - Pharmaceutical Services Pediatric Services: - Children's Emergency Center and Level I Trauma Center - Children's Regional Heart Program - Children's Surgical Services - Children's Therapy Gym - Dell Children's Imaging Center - Juvenile Diabetes Team - Neonatal Intensive Care Unit - Pediatric Intensive Care Unit - Pediatric Critical Care Transport Team - Specialty Care Center - Child Life Department - The Childhood Cancer & Blood Disorders Center - Children's Asthma Program - Pediatric Dental Care Wellness/Education Services: - Lactation Education - Parent and Family Education for Obstetrics - Diabetic Education - High Risk OB Education - Cancer Screenings/Mammography - Nurse Triage Call Center - Nutrition Primary Care Services: (Community Health Centers for Uninsured) - Physician and Nurse Practitioner Visits - Pharmacy - Social Services - Health Education (including diabetes education, nutrition and cooking classes) Inpatient Psychiatric Hospital Services: - Acute Inpatient Adult Psychiatric Services - Acute Children and Adolescent Psychiatric Services - Psychiatric Intensive Care (locked): Inpatient De-tox and Psychiatric Stabilization - Electro-Convulsive Therapy - Adolescent Intensive Outpatient (12 hours per week) Programs: Psychiatric and Substance Abuse - Adult Intensive Outpatient Programs: Psychiatric and Substance Abuse Links to Additional Community Benefit Information: Visit the Seton Family of Hospitals' web site at www.seton.net for additional information about the health-related benefits Seton provides the Central Texas community. Financial Information: Seton's financial information is contained in the appropriate forms for the Internal Revenue Service. Financial data that demonstrate Seton's commitment to assisting the most poor and vulnerable in the Central Texas community is outlined in detail in Schedule H. We prepared the data in accordance with the Catholic Health Association's (CHA) community benefit reporting guidelines. |
| Form 990, Part VI, Section A, line 2 | Many of the persons listed on Part VII have a "business relationship" with each other by virtue of employment by Seton Clinical Enterprise related entities. Sister Helen Brewer, Charles Barnett, Christopher Ziebell, James Lindsey and Douglas Waite have a business relationship. |
| Form 990, Part VI, Section A, line 6 | Seton Family of Hospitals has a single corporate member, Seton Healthcare Family. |
| Form 990, Part VI, Section A, line 7a | Seton Family of Hospitals has a single corporate member, Seton Healthcare Family, who has the ability to elect members to the governing body of Seton Healthcare Family. |
| Form 990, Part VI, Section A, line 7b | Powers subject to approval by Seton Healthcare Family include: 1) The formation or acquisition of legal entities for which Seton Healthcare Family will serve as the sole or controlling entity, and subject to canonical requirements, approve the sale, trasnfer or substantial change in use of all or substantially all of the assets of the Corporation or the divesture, disssolution, 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, Section B, line 11 | Management, including certain officers, works diligently to complete the Form 990 and attached schedules in a thorough manner. Historically, Management has presented the Form to the Board, or a designated committee, to review and answer any questions. In addition, prior to filing the return all Board Members were provided the Form 990 and management team members were available to answer any Board Members' questions. During 2014, the Health Ministry implemented a system conversion of all of its financial reporting systems. Due to the change in systems and the tax filing deadline, this year's returns will be reviewed by the Board subsequent to the tax filing. |
| Form 990, Part VI, Section B, line 12c | The Organization has adopted the Conflict of Interest Policy of 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, Section B, line 15 | 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. In determining the compensation of other officers and key employees of the organization, the process performed by 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, Section C, line 19 | The Organization will provide any documents open to public inspection upon request. |
| Form 990, Part VII, Section A: | Compensation for board members is paid by Seton Healthcare Family, a related organization of Seton Family of Hospitals. The compensation the board members received is for their roles as employees of related organizations. None of the board members' compensation is for their role as Board Members of Seton Family of Hospitals. |
| Form 990, Part VI, Section B: | Independent Contractor Reporting Compensation of independent contractors is paid by and reported on the Form 1096, Annual Summary and Transmittal of U.S. Information Returns, of Ascension Health, EIN: 31-1662309. Expenses are allocated to and reimbursed by the filing organization to Ascension Health. As such, the organization has not reported independent contractors paid on Form 990, Part VII, Section B. |
| Form 990, Part IX, line 11g | Physician Contracted Services: Program service expenses 85,490,025. Management and general expenses 11,624,623. Fundraising expenses 0. Total expenses 97,114,648. Consulting Fees: Program service expenses 12,979,765. Management and general expenses 1,762,222. Fundraising expenses 0. Total expenses 14,741,987. Medical Directors: Program service expenses 15,568,773. Management and general expenses 2,116,985. Fundraising expenses 0. Total expenses 17,685,758. Physician Services On Call: Program service expenses 18,743,051. Management and general expenses 2,548,612. Fundraising expenses 0. Total expenses 21,291,663. Other Professional Fees: Program service expenses 5,671,160. Management and general expenses 771,144. Fundraising expenses 0. Total expenses 6,442,304. |
| Form 990, Part XI, line 9: | Restricted Contributions Used for Property 11,948,378. Net Assets Released from Restriction -13,891,000. Transfers to Ascension Health -50,263,712. Deferred Pension Costs. -3,395,593. Investment in Unconsolidated Subs. -34,621,253. |
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 | BusinessNameLine1 |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1345 Philomena Street | AddressLine1 |
| City | Austin | City |
| State | TX | State |
| ZIP Code | 78723 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 743007869 | EIN |
| Primary Activities | Commercial Building Association | PrimaryActivitiesTxt |
| Legal Domicile State | TX | LegalDomicileStateCd |
| Total Income | $71,744 | TotalIncomeAmt |
| End Of Year Assets | $64,873 | EndOfYearAssetsAmt |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Seton Healthcare | BusinessNameLine1 |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (28 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Direct Controlling NADirectControllingNACd | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Ascension Health Alliance | |||||||||||
| PO Box 45998 | St Louis | MO | 631455998 | 453358926 | National Health System | MO | Section 501(c)(3) | Schedule A, Line 11a | N/A | 0 | |
| Ascension Health | |||||||||||
| PO Box 45998 | St Louis | MO | 631455998 | 311662309 | National Health System | MO | Section 501(c)(3) | Schedule A, Line 11a | 0 | Ascension Health Alliance | |
| Seton Healthcare Family | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 454364243 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Ascension Health | |
| Austin Childrens Chest Associates II | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 260163261 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Blue Ladies Minerals Inc | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742971975 | Own Oil and Mineral Rights, Real Estate | TX | Section 501(c)(3) | Schedule A, Line 11c | 0 | Seton Fund of the Daughters of Charity of St Vincent de Paul | |
| CMC Foundation of Central Texas | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 200468031 | Fundraising | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| SetonUT Southwestern University Physicians Group | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742869762 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | Yes (1) | Seton Family of Hospitals | |
| Institute of Reconstructive Plastic Surgery of Central Texas | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 262908163 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Pediatric Critical Care Associates | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 421670843 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Seton Family of Pediatric Surgeons | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 271311790 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Seton Hays Foundation | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 262842608 | Fundraising | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| Seton Medical Group | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742861106 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Seton Williamson Foundation | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 205330986 | Fundraising | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| The Seton Cove Inc | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742727509 | Spirituality Center | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| Seton Fund of the Daughters of Charity of St Vincent de Paul Inc | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742212968 | Fundraising | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| Tri-County Clinical | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 264562712 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | Yes (1) | Seton Clinical Enterprise Corporation | |
| Seton Family of Physicians (fka Tri-County Practice Association) | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 264562522 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | Yes (1) | Seton Clinical Enterprise Corporation | |
| Specially for Children- Children's Hospital | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742800601 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Twenty-Six Doors Inc | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742855201 | To Hold Title to Real Property | TX | Section 501(c)(25) | N/A | 0 | Seton Fund of the Daughters of Charity of St Vincent de Paul | |
| Fickett Health Legacy Inc | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 272843709 | To Hold and Collect Income from Real Property | TX | Section 501(c)(25) | N/A | Yes (1) | Twenty-Six Doors Inc | |
| Pediatric Surgical Subspecialists | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 208957311 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Adult Inpatient Medical Services | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 452498998 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | Yes (1) | Seton Family of Hospitals | |
| Seton ENT | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 273220659 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Children's Bone Joint & Spine Center | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 452499113 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 9 | 0 | Seton Clinical Enterprise Corporation | |
| Healthcare Collaborative | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 273220767 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Clinical Enterprise Corporation | |
| Seton Clinical Enterprise Corporation | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 454360468 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| Seton Insurance Services Corporation | |||||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 454364813 | Delivery of Health Care Services | TX | Section 501(c)(3) | Schedule A, Line 11a | 0 | Seton Healthcare Family | |
| (no name) | |||||||||||
| 0 | |||||||||||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (8 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|
| Seton Physician Hospital Network | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742643825 | Health Services | TX | N/A | C | 0 |
| Advantage Healthco Inc | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742698151 | Health Services | TX | N/A | C | 0 |
| Seton Health Plan Inc | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742725348 | HMO | TX | N/A | C | 0 |
| The Topfer Building Condominium Association | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 743007869 | Commercial Building Association | TX | N/A | C | 0 |
| Seton MSO Inc | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742870455 | Health Services | TX | N/A | C | 0 |
| Seton Accountable Care Organization Inc (fka Seton Health Alliance) | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 742677756 | Health Services | TX | N/A | C | 0 |
| Seton Health Alliance (fka Primaria Health) | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 454360468 | Delivery of Health Care Services | TX | N/A | C | 0 |
| Seton Family of Pediatricians | |||||||||
| 1345 Philomena Street | Austin | TX | 78723 | 271311909 | Delivery of Health Care Services | TX | N/A | C | 0 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (1) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | Yes (1) | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (1) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | 0 | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (1) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (1) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | 0 | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (35 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Ascension Health | ||
| R | $67,109,662 | Cash Transfer |
| Institute of Reconstructive Plastic Surgery of Central Texas | ||
| L | $1,033,960 | Actual Amount Paid |
| Institute of Reconstructive Plastic Surgery of Central Texas | ||
| O | $917,809 | Actual Amount Paid |
| Seton Family of Pediatric Surgeons | ||
| O | $6,099,028 | Actual Amount Paid |
| Seton Family of Pediatric Surgeons | ||
| L | $2,815,488 | Actual Amount Paid |
| SetonUT Southwestern University Physicians Group | ||
| L | $18,363,974 | Actual Amount Paid |
| SetonUT Southwestern University Physicians Group | ||
| O | $10,154,167 | Actual Amount Paid |
| SetonUT Southwestern University Physicians Group | ||
| K | $332,243 | Actual Amount Paid |
| Seton Family of Physicians (fka Tri-County Practice Association) | ||
| O | $6,208,019 | Actual Amount Paid |
| Seton Family of Physicians (fka Tri-County Practice Association) | ||
| L | $4,129,998 | Actual Amount Paid |
| Specially for Children-Children's Hospital Subspecialists of Central Texas | ||
| L | $4,255,089 | Actual Amount Paid |
| Specially for Children-Children's Hospital Subspecialists of Central Texas | ||
| O | $3,589,722 | Actual Amount Paid |
| Austin Children's Chest Associates II | ||
| O | $620,995 | Actual Amount Paid |
| Austin Children's Chest Associates II | ||
| L | $223,950 | Actual Amount Paid |
| Pediatric Critical Care Associates | ||
| L | $1,797,702 | Actual Amount Paid |
| Pediatric Critical Care Associates | ||
| O | $58,224 | Actual Amount Paid |
| Pediatric Surgical Subspecialists | ||
| O | $2,813,573 | Actual Amount Paid |
| Pediatric Surgical Subspecialists | ||
| L | $1,899,729 | Actual Amount Paid |
| Tri-County Clinical | ||
| O | $11,848,277 | Actual Amount Paid |
| Tri-County Clinical | ||
| L | $1,806,379 | Actual Amount Paid |
| Twenty-Six Doors Inc | ||
| J | $63,402 | Actual Amount Paid |
| Seton Health Plan Inc | ||
| O | $7,581,649 | Actual Amount Paid |
| Seton Health Plan Inc | ||
| L | $7,543,991 | Actual Amount Paid |
| Seton Hayes Foundation | ||
| C | $772,610 | Actual Amount Paid |
| Seton Hayes Foundation | ||
| O | $80,316 | Actual Amount Paid |
| Seton Williamson Foundation | ||
| C | $1,409,991 | Actual Amount Paid |
| Seton Williamson Foundation | ||
| O | $133,788 | Actual Amount Paid |
| CMC Foundation of Central Texas | ||
| C | $6,584,906 | Actual Amount Paid |
| CMC Foundation of Central Texas | ||
| O | $954,972 | Actual Amount Paid |
| Seton Fund of the Daughters of Charity of St Vincent de Paul Inc | ||
| C | $9,346,968 | Actual Amount Paid |
| Seton Fund of the Daughters of Charity of St Vincent de Paul Inc | ||
| O | $652,179 | Actual Amount Paid |
| Seton Medical Group | ||
| O | $203,853 | Actual Amount Paid |
| Seton ENT | ||
| O | $432,201 | Actual Amount Paid |
| Seton Cove | ||
| O | $239,760 | Actual Amount Paid |
| Seton Health Alliance | ||
| O | $3,090,063 | Actual Amount Paid |