Methodist Richardson Medical Center, located at 2831 E President George Bush Highway in Richardson, TX, is your family's resource for healthcare close to home. We offer comprehensive services and specialties, from outpatient imaging to advanced robotic surgery, to meet your healthcare needs. As a designated Comprehensive Stroke Center and Level III Trauma Center, we are committed to providing exceptional care. We are also proud to be recognized as a Magnet® facility for nursing excellence, featuring 209 beds in private rooms and over 400 physicians across 35 specialties.
| Hospital Name | Methodist Richardson Medical Center |
|---|---|
| Facility ID | 450537 |
| Address | 2831 E PRESIDENT GEORGE BUSH HIGHWAY |
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| City/Town | Richardson |
| State | TX |
| ZIP Code | 75082 |
| County/Parish | COLLIN |
| Health System | Methodist Health System |
|---|---|
| Health System Website Domain | methodisthealthsystem.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 1190 |
| Health System Hospital Locations | Iowa and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Methodist Health System |
| Emergency Services | Yes |
Ken Hutchenrider joined Methodist Richardson Medical Center as President in July, 2010. He has more than 25 years of executive experience with a result oriented record of substantially increasing financial stability and strengthening team management to build a tradition of providing the best care possible to the communities served. [1] During his tenure, Ken administered the assimilation of the hospital into the Methodist Health System, as well as the development of a $120M replacement hospital and its subsequent and ongoing expansions. [1] Additional accomplishments include the establishment of a new wound care center, Level III Nursery, development of the Da Vinci surgical program, Level 3 Trauma Program, Comprehensive Stroke program and the successful recruitment/employment of new medical staff members. [2] Under his direction, Methodist Richardson has received accreditations as a Chest Pain Center, a Stroke Center, and achieved nursing Magnet Designation. [2] Prior to July 2010, Ken served as the Chief Executive Officer of Galesburg Cottage Hospital, in Galesburg, Illinois. [2] Previously in his career, Ken served in executive roles including Chief Executive Officer of the Terre Haute Regional Hospital in Terre Haute, Indiana and Executive Vice President and Chief Operating Officer of Wesley Medical Center in Wichita, Kansas. [2] Ken started his career in a clinical position as a Paramedic Shift Supervisor in Pasadena, Texas. [2] He holds a Bachelor of Business Administration from Texas A&M University and a Masters of Healthcare Administration from the University of Houston, Clear Lake. [2] In 2018, Ken was proudly elected to serve on the Richardson City Council in Place 5. [2] He is actively involved in the community and has served as the Chairman of the Richardson Chamber of Commerce and President of the Plano Independent School District Foundation. [2] Ken is an enthusiastic supporter of the PISD and RISD Health Sciences Academy. [2] Currently, Ken serves as the Regent for Northern Texas and is a Fellow of the American College of Healthcare Executives. [2]
Georgette Calma joined Methodist Richardson Medical Center in April 2022 as Vice President of Nursing and Chief Nursing Officer. [1] As CNO, Georgette provides executive leadership and strategic direction for nursing services. [1] She is an accomplished leader with vast experience in patient experience, healthcare quality, patient throughput, regulatory compliance, staff recruitment and retention and employee engagement. [1] Georgette was born and raised in Fort Worth, Texas. [1]
Jonathon Gammon, MBA, ACHE, is the Vice President of Operations at the Methodist Richardson Medical Center. [1] Prior to joining Methodist, Jonathon worked in both the for-profit and non-for-profit healthcare sector for seven years, holding senior leadership position at Universal Health Services, Community Health Systems, and Bon Secours Mercy Health. [1] Jonathon's healthcare career has taken him across the country and allowed him to experience healthcare in seven different states- each of which bringing its own set of challenges and learning opportunities. [1]
Kim Hines joined Methodist Richardson Medical Center as the Director of Physician Development in March, 2022. [1] She has more than 12 years of experience working in healthcare, and has worked with countless physicians in many specialties ranging from cardiology, neurology, orthopedics, bariatrics, general surgery, women's services and gastroenterology. [1] Prior to transitioning to the healthcare field, Kim served as a Vice President in the Financial Banking industry for more than 25 years, leading multiple growth initiatives for several large and reputable national banking firms. [1]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 205 |
|---|
| FTE Employees on Payroll | 1269.46 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15118 |
| Inpatient Days (Title XIX) | 925 |
| Total Inpatient Days | 67801 |
| Bed Count | 247 |
| Available Bed Days | 90155 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2744 |
| Discharges (Title XIX) | 202 |
| Total Discharges | 16026 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12451 |
| Inpatient Days (Title XIX; Adults & Peds) | 378 |
| Total Inpatient Days (Adults & Peds) | 49172 |
| Bed Count (Adults & Peds) | 175 |
| Available Bed Days (Adults & Peds) | 63875 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2744 |
| Discharges (Title XIX; Adults & Peds) | 202 |
| Total Discharges (Adults & Peds) | 16026 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| 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 |
| Percent of Patients Who Definitely Recommend the Hospital | 75% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 | No Different 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) | 188 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 4.4 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 4.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 24.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 8.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | 10 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.2 |
| 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 | More Days Than Average 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | Number of Cases Too Small |
| 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) | 0.911 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.515 |
| SSI SIR (Standardized Infection Ratio) | 0.499 |
| CDI SIR (Standardized Infection Ratio) | 0.509 |
| MRSA SIR (Standardized Infection Ratio) | 0.435 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $20,006 |
|---|---|
| Bad Debt Expense | $60,676 |
| Uncompensated Care Cost | $32,279 |
| Total Uncompensated Care | $32,376 |
| Total Salaries | $124,421 |
|---|---|
| Overhead Expenses (Non-Salary) | $259,014 |
| Depreciation Expense | $27,894 |
| Total Operating Costs | $346,480 |
| Inpatient Charges | $915,579 |
|---|---|
| Outpatient Charges | $812,216 |
| Total Patient Charges | $1,727,796 |
| Core Wage Costs | $20,424 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $124,421 |
| Contract Labor (Patient Care) | $19,781 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $20 |
| Cash & Bank Balances | $-103,539 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $51,227 |
| Allowance for Doubtful Accounts | |
| Inventory | $8,960 |
| Prepaid Expenses | $1,584 |
| Other Current Assets | |
| Total Current Assets | $-41,768 |
| Land Value | $12,180 |
|---|---|
| Land Improvements Value | $2,960 |
| Building Value | $250,373 |
| Leasehold Improvements | $2,489 |
| Fixed Equipment Value | $699 |
| Major Movable Equipment | $93,241 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $172,801 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,506 |
| Total Other Assets | $5,506 |
| Total Assets | $136,539 |
| Accounts Payable | $11,816 |
|---|---|
| Salaries & Wages Payable | $9,015 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $1,733 |
| Total Current Liabilities | $22,564 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-387,685 |
| Total Long-Term Liabilities | $-387,685 |
| Total Liabilities | $-365,121 |
| General Fund Balance | $501,660 |
|---|---|
| Total Fund Balances | $501,660 |
| Total Liabilities & Equity | $136,539 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,005 |
| DRG (Post-Oct 1) | $26,293 |
| Outlier Payments | |
| DSH Adjustment | $767 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $30,403 |
| Total IME Payments |
| Inpatient Revenue | $933,114 |
|---|---|
| Outpatient Revenue | $860,538 |
| Total Patient Revenue | $1,793,652 |
| Contractual Allowances & Discounts | $1,344,492 |
| Net Patient Revenue | $449,160 |
| Total Operating Expenses | $383,436 |
| Net Service Income | $65,725 |
| Other Income | $4,274 |
| Total Income | $69,999 |
| Other Expenses | |
| Net Income | $69,999 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $20,715 |
| Medicaid Charges | $109,595 |
| Net CHIP Revenue | $100 |
| CHIP Charges | $981 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |