Medical Center Hospital

Medical Center Hospital, located at 500 W 4th Street in Odessa, TX, has been a cornerstone of healthcare in the Permian Basin for over 70 years. As a 402-bed regional medical center, we serve over 100,000 patients annually, offering advanced medical services with a commitment to high-quality, affordable care. We are the only full-service hospital in the region, dedicated to improving the health and wellness of our community. Medical Center Hospital's mission is to be the premier source for health and wellness, guided by our values of Integrity, Customer Focus, Accountability, Respect, and Excellence.

Identifiers

Hospital Name Medical Center Hospital
Facility ID 450132

Location

Address 500 W 4TH STREET
City/Town Odessa
State TX
ZIP Code 79761
County/Parish ECTOR

Health System

Health System Independent
Health System Website Domain mchodessa.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 1
Health System Total Beds 402
Health System Hospital Locations Texas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Medical Center Health System
Emergency Services Yes

Russell Tippin

President and Chief Executive Officer

Russell Tippin is the President and CEO of Medical Center Health System [7, 38, 39, 40]. He was once a patient at MCH and a heart attack survivor, stating that being a patient and survivor makes his job more special because he knows what it feels like to be the patient and wants patients to receive the same kind of care he had [7]. He has experience working in healthcare, and his experience as a patient at Medical Center best helps him in his job with the patients' best interests in mind [7]. He leads the hospital and was involved in discussions about the mental health district [48]. He is also the CEO of Permian Regional Medical Center and highlighted the partnership with Texas Tech University Health Sciences Center [38]. He is a member of the Texas Hospital Association and finds comfort in knowing that a call to THA can provide information to move the hospital forward [39].

Steve Ewing

Chief Financial Officer

Steve Ewing, CPA, is the Chief Financial Officer at Medical Center Hospital and has a strong background in financial leadership within the healthcare industry [15]. He has served as Chief Financial Officer at Medical Center Health System and San Angelo Community Medical Center [15]. His experience includes leading initiatives to improve net revenue, implement cost control measures, and oversee large capital projects [15]. He also held previous roles as Chief Financial Officer at Pauls Valley General Hospital and Assistant CFO at Deaconess Hospital, providing him with a well-rounded understanding of financial management within hospital systems [15].

Kimberly Leftwich

Chief Nursing Officer

Kimberly Leftwich is the Chief Nursing Officer at Medical Center Health System [35]. She is the Associate Chief Nursing Officer at Medical Center Hospital [17]. She has been a nurse since 1996 and is a graduate of Odessa College, Texas Tech University, and Capella University, with nursing degrees focusing on administration, leadership, and management [17]. She has served in various clinical and leadership roles, including working bedside for 13 years before transitioning into a nurse educator role [17]. She was the Director for Medical Telemetry and Medical Oncology for five years and had oversight of the Palliative Care Program [17]. Her current oversight areas at Medical Center Hospital include the Center for Women and Infants, Pediatrics, Medical Telemetry, Medical Observation Unit, and Medical Oncology, as well as Care Management and Utilization Review [17]. She serves as the chair of the Clinical Ethics Committee and is the Nursing Chair for the Institutional Review Board (IRB) [17].

Courtney Look

Chief Experience & Quality Officer

Matt Collins

Chief Operations Officer

Linda Carpenter

Chief Information Officer

Steve Steen

Chief Legal Counsel

Tina Leal

Vice President of Physician and Community Relations

Alison Pradon

Vice President of Development, Foundation

Alison Pradon is the Vice President of Development, Foundation [35]. She moved to Odessa and had a sales job before pursuing her calling in fundraising, getting a job raising money for a local hospital [5]. She also pursued further education at UTPB [5]. She is the Vice President of Development for the MCHS Foundation [12, 43].

Adiel Alvarado

President of ProCare

Adiel Alvarado is the President of ProCare at Medical Center Health System [35]. He is listed with credentials including DHA, CMPE, and FACHE [17]. His extensive academic credentials include PhD, JD, EdD, DHA, RRT, FACHE, and FACMPE [47]. He has presented to the ECHD Board of Directors [48].

Gingie Sredanovich

Chief Compliance Privacy Officer

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 402

Staffing & Personnel

FTE Employees on Payroll 1620.91
FTE Interns & Residents 103.61

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 13985
Inpatient Days (Title XIX) 4749
Total Inpatient Days 67266
Bed Count 330
Available Bed Days 120450
Discharges (Title V) NA
Discharges (Title XVIII) 2503
Discharges (Title XIX) 648
Total Discharges 12648

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 9335
Inpatient Days (Title XIX; Adults & Peds) 1649
Total Inpatient Days (Adults & Peds) 48484
Bed Count (Adults & Peds) 260
Available Bed Days (Adults & Peds) 94900
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 2503
Discharges (Title XIX; Adults & Peds) 648
Total Discharges (Adults & Peds) 12648

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections
Care Quality Concerns

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication – Star Rating
Doctor Communication – Star Rating
Staff Responsiveness – Star Rating
Communication About Medicines – Star Rating
Discharge Information – Star Rating
Care Transition – Star Rating
Cleanliness – Star Rating
Quietness – Star Rating
Overall Hospital Rating – Star Rating
Recommend Hospital – Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 69%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients No Different Than National Average
Mortality Group – Death Rate for Heart Attack Patients No Different Than National Average
Mortality Group – Death Rate for CABG Surgery Patients No Different Than National Average
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients No Different Than National Average
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications No Different Than National Average
Mortality Group – Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate Worse Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 146

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 14.2
Readmission Score Hospital Return Days for Heart Failure Patients 14.3
Readmission Score Hospital Return Days for Pneumonia Patients 19.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.6
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Not Available
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.3
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 14
Readmission Score Rate of Readmission for CABG 11.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 17.4
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.5
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.4
Readmission Group Hospital Return Days for Heart Attack Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Average Days per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) No Different Than the National Rate
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission for CABG No Different Than the National Rate
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement No Different Than the National Rate
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.053
CAUTI SIR (Standardized Infection Ratio) 0.484
SSI SIR (Standardized Infection Ratio) 0.727
CDI SIR (Standardized Infection Ratio) 0.437
MRSA SIR (Standardized Infection Ratio) 0.614

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $26,101
Bad Debt Expense $66,744
Uncompensated Care Cost $42,922
Total Uncompensated Care $44,138

Operating Expenses ($ thousands)

Total Salaries $114,660
Overhead Expenses (Non-Salary) $220,157
Depreciation Expense $19,719
Total Operating Costs $290,304

Charges ($ thousands)

Inpatient Charges $636,735
Outpatient Charges $520,187
Total Patient Charges $1,156,922

Wage-Related Details ($ thousands)

Core Wage Costs $23,476
Wage Costs (RHC/FQHC)
Adjusted Salaries $114,660
Contract Labor (Patient Care) $30,000
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $32,033
Short-Term Investments $68,207
Notes Receivable
Accounts Receivable $218,803
Allowance for Doubtful Accounts $-190,522
Inventory $8,797
Prepaid Expenses $3,579
Other Current Assets $10,706
Total Current Assets $151,969

Balance Sheet – Fixed Assets ($ thousands)

Land Value $14,250
Land Improvements Value $11,633
Building Value $206,224
Leasehold Improvements
Fixed Equipment Value $55,822
Major Movable Equipment $213,885
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $160,443

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $33,004
Total Other Assets $33,004
Total Assets $345,416

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $30,218
Salaries & Wages Payable $9,588
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $17,449
Total Current Liabilities $57,255

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $36,798
Unsecured Loans
Other Long-Term Liabilities $64,498
Total Long-Term Liabilities $101,296
Total Liabilities $158,551

Balance Sheet – Equity ($ thousands)

General Fund Balance $186,864
Total Fund Balances $186,864
Total Liabilities & Equity $345,416

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $28,187
Outlier Payments
DSH Adjustment $1,626
Eligible DSH % $0
Simulated MC Payments $22,814
Total IME Payments $1,619

Revenue & Income Statement ($ thousands)

Inpatient Revenue $639,970
Outpatient Revenue $539,964
Total Patient Revenue $1,179,934
Contractual Allowances & Discounts $959,964
Net Patient Revenue $219,970
Total Operating Expenses $334,817
Net Service Income $-114,846
Other Income $122,450
Total Income $7,603
Other Expenses $22,636
Net Income $-15,033

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $28,725
Medicaid Charges $161,036
Net CHIP Revenue $299
CHIP Charges $2,055

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Oracle
ERP Version Unknown
EHR is Changing No