Texas Health Harris Methodist Hospital Hurst-Euless-Bedford, located at 1600 Hospital Parkway in Bedford, TX, is dedicated to providing Northeast Tarrant County with patient-centered care. As a faith-based organization, their mission is to improve the health of the communities they serve. The 275-bed acute care facility offers a broad range of services, including women's services, cardiovascular care, orthopedics, and behavioral health. Designated as a Level III Trauma Center and a Magnet Hospital, Texas Health HEB is committed to medical advancements and complex care treatments, ensuring the well-being of you and your family.
| Hospital Name | Texas Health Harris Methodist Hospital Hurst-Euless-Bedford |
|---|---|
| Facility ID | 450639 |
| Address | 1600 HOSPITAL PARKWAY |
|---|---|
| City/Town | Bedford |
| State | TX |
| ZIP Code | 76022 |
| County/Parish | TARRANT |
| Health System | Texas Health Resources |
|---|---|
| Health System Website Domain | texashealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 20 |
|---|---|
| Health System Total Beds | 4036 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Texas Health Resources |
| Emergency Services | Yes |
Brandon Goertz, PhD, FACHE, serves as president of Texas Health Harris Methodist Hospital Hurst-Euless-Bedford, assuming the role in October 2024. [1, 4, 5] Brandon has played an integral role in Texas Health HEB's success since he joined the hospital in 2019. [1, 5, 7] He's an engaging leader who has worked collaboratively across the facility and within the system to improve operations, quality and experience for our consumers. [1] Goertz joined Texas Health after serving in several leadership positions at Christus Trinity Mother Frances Health System in East Texas. [5, 7] Before working in healthcare, he was a lab instructor and researcher in the fields of biology and neuroscience at the University of Texas at San Antonio. [5, 7] He was also published in the Journal of Neuroscience, Journal of Addiction Biology and Journal of Neuropsychopharmacology. [5, 7] He received his Ph.D. in biology from the University of Texas at San Antonio and a master's degree in healthcare administration from Trinity University. [5, 7] He is board-certified in healthcare management through the American College of Healthcare Executives (FACHE). [5, 7] He is also a certified project management professional and a Lean/Six Sigma black belt. [5, 7]
Julie Balluck, DNP, RN, NEA-BC, has a career spanning almost three decades with roles including direct care nurse, charge nurse, nurse manager, director, Associate Chief Nursing Officer and her current position, Chief Nursing Officer at Texas Health Hurst Euless Bedford (HEB). [1] She is an AONL nurse director fellow and Nursing Executive Advanced-Board Certified by ANCC. [1] She completed her Honors in Nursing Diploma at Sheridan College School of Nursing in Mississauga, Ontario, BSN at Metropolitan (Ryerson) University in Toronto, Ontario, and MSN at the University of Texas at Arlington. [1] In May 2022, she completed her Doctor of Nursing Practice (Administration) program at the University of Texas Health Sciences Center in Houston, Texas. [1] She is an experienced nursing leader who strives to introduce new ideas to continuously improve and connect teams to achieve desired outcomes in our rapidly changing health care environment. [1] She has authored and co-authored publications in the field of peri anesthesia nursing, the use of ADKAR in change management during the pandemic and leadership development for novice nurse leaders. [1] She is a member of the American Nurses Association, American Organization of Nurse Executives – North Texas Chapter and ACHE of North Texas. [1]
Scott David Lloyd, M.D., M.B.A., is chief quality and medical officer of Texas Health HEB. [1] He was previously medical director for care management at North Texas Specialty Physicians (NTSP)/Silverback for four years. [1] In this role, he provided medical oversight of the utilization management, disease management and complex case management for over 80,000 Medicare Advantage members. [1] During this period, he also was medical director of the Care N' Care Insurance Company. [1]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 286 |
|---|
| FTE Employees on Payroll | 1061.57 |
|---|---|
| FTE Interns & Residents | 2.27 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12216 |
| Inpatient Days (Title XIX) | 1360 |
| Total Inpatient Days | 53695 |
| Bed Count | 195 |
| Available Bed Days | 71175 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2462 |
| Discharges (Title XIX) | 416 |
| Total Discharges | 12103 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11291 |
| Inpatient Days (Title XIX; Adults & Peds) | 555 |
| Total Inpatient Days (Adults & Peds) | 43484 |
| Bed Count (Adults & Peds) | 161 |
| Available Bed Days (Adults & Peds) | 58765 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2462 |
| Discharges (Title XIX; Adults & Peds) | 416 |
| Total Discharges (Adults & Peds) | 12103 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate 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 |
| 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 | 70% |
|---|
| 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) | 162 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -11.8 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 2.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 13 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.3 |
| 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 | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.7 |
| Readmission Score Rate of Readmission for CABG | 10.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.3 |
| 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 | 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) | 0.148 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.162 |
| CDI SIR (Standardized Infection Ratio) | 0.535 |
| MRSA SIR (Standardized Infection Ratio) | 0.460 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $18,329 |
|---|---|
| Bad Debt Expense | $32,245 |
| Uncompensated Care Cost | $25,909 |
| Total Uncompensated Care | $25,909 |
| Total Salaries | $104,024 |
|---|---|
| Overhead Expenses (Non-Salary) | $183,558 |
| Depreciation Expense | $14,154 |
| Total Operating Costs | $255,624 |
| Inpatient Charges | $675,595 |
|---|---|
| Outpatient Charges | $418,910 |
| Total Patient Charges | $1,094,505 |
| Core Wage Costs | $23,478 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $104,024 |
| Contract Labor (Patient Care) | $11,820 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $7 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $74,518 |
| Allowance for Doubtful Accounts | $-32,759 |
| Inventory | $4,418 |
| Prepaid Expenses | $405 |
| Other Current Assets | |
| Total Current Assets | $275,593 |
| Land Value | $5,101 |
|---|---|
| Land Improvements Value | |
| Building Value | $161,021 |
| Leasehold Improvements | |
| Fixed Equipment Value | $38,489 |
| Major Movable Equipment | $62,650 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $113,466 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,449 |
| Total Other Assets | $5,449 |
| Total Assets | $394,509 |
| Accounts Payable | $232,389 |
|---|---|
| Salaries & Wages Payable | $7,173 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $8,768 |
| Total Current Liabilities | $248,329 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $727 |
| Total Long-Term Liabilities | $727 |
| Total Liabilities | $249,056 |
| General Fund Balance | $145,453 |
|---|---|
| Total Fund Balances | $145,453 |
| Total Liabilities & Equity | $394,509 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $24,998 |
| Outlier Payments | |
| DSH Adjustment | $1,051 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $33,987 |
| Total IME Payments | $175 |
| Inpatient Revenue | $675,595 |
|---|---|
| Outpatient Revenue | $418,910 |
| Total Patient Revenue | $1,094,505 |
| Contractual Allowances & Discounts | $803,228 |
| Net Patient Revenue | $291,277 |
| Total Operating Expenses | $287,583 |
| Net Service Income | $3,694 |
| Other Income | $3,090 |
| Total Income | $6,784 |
| Other Expenses | |
| Net Income | $6,784 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $13,741 |
| Medicaid Charges | $88,060 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |