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.
Hospital Name | Medical Center Hospital |
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Facility ID | 450132 |
Address | 500 W 4TH STREET |
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City/Town | Odessa |
State | TX |
ZIP Code | 79761 |
County/Parish | ECTOR |
Health System | Independent |
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Health System Website Domain | mchodessa.com |
Recently Joined Health System (Past 4 Years) | No |
Health System Total Hospitals | 1 |
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Health System Total Beds | 402 |
Health System Hospital Locations | Texas |
Hospital Type | Acute Care Hospitals |
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Hospital Ownership | Government - Hospital District or Authority |
Ownership Details | Medical Center Health System |
Emergency Services | Yes |
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, 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 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].
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 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].
Allopathic Residency Program | No |
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Dental Residency Program | No |
Osteopathic Residency Program | No |
Other Residency Programs | No |
Pediatric Residency Program | No |
Licensed Beds | 402 |
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FTE Employees on Payroll | 1620.91 |
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FTE Interns & Residents | 103.61 |
Inpatient Days (Title V) | NA |
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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 |
Inpatient Days (Title V; Adults & Peds) | NA |
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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 |
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 |
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Care Quality Concerns |
Nurse Communication – Star Rating | |
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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 |
Percent of Patients Who Definitely Recommend the Hospital | 69% |
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Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
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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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 146 |
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Readmission Score Hospital Return Days for Heart Attack Patients | 14.2 |
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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 |
CLABSI SIR (Standardized Infection Ratio) | 1.053 |
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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 Year Begin | Oct 01, 2021 |
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Fiscal Year End | Sep 30, 2022 |
Charity Care Cost | $26,101 |
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Bad Debt Expense | $66,744 |
Uncompensated Care Cost | $42,922 |
Total Uncompensated Care | $44,138 |
Total Salaries | $114,660 |
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Overhead Expenses (Non-Salary) | $220,157 |
Depreciation Expense | $19,719 |
Total Operating Costs | $290,304 |
Inpatient Charges | $636,735 |
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Outpatient Charges | $520,187 |
Total Patient Charges | $1,156,922 |
Core Wage Costs | $23,476 |
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Wage Costs (RHC/FQHC) | |
Adjusted Salaries | $114,660 |
Contract Labor (Patient Care) | $30,000 |
Wage Costs (Part A Teaching) | |
Wage Costs (Interns & Residents) |
Cash & Bank Balances | $32,033 |
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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 |
Land Value | $14,250 |
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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 |
Long-Term Investments | |
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Other Assets | $33,004 |
Total Other Assets | $33,004 |
Total Assets | $345,416 |
Accounts Payable | $30,218 |
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Salaries & Wages Payable | $9,588 |
Payroll Taxes Payable | |
Short-Term Debt | |
Deferred Revenue | |
Other Current Liabilities | $17,449 |
Total Current Liabilities | $57,255 |
Mortgage Debt | |
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Long-Term Notes Payable | $36,798 |
Unsecured Loans | |
Other Long-Term Liabilities | $64,498 |
Total Long-Term Liabilities | $101,296 |
Total Liabilities | $158,551 |
General Fund Balance | $186,864 |
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Total Fund Balances | $186,864 |
Total Liabilities & Equity | $345,416 |
DRG (Non-Outlier) | |
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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 |
Inpatient Revenue | $639,970 |
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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 |
Cost-to-Charge Ratio | $0 |
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Net Medicaid Revenue | $28,725 |
Medicaid Charges | $161,036 |
Net CHIP Revenue | $299 |
CHIP Charges | $2,055 |
EHR | Oracle Health Millennium |
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EHR Version | Oracle Health Millennium (Not CommunityWorks) |
EHR is Changing | No |
ERP | Oracle |
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ERP Version | Unknown |
EHR is Changing | No |