Midland Memorial Hospital, located at 400 Rosalind Redfern Grover Parkway in Midland, TX, is a leading not-for-profit healthcare provider dedicated to serving the West Texas community. As a full-service facility and Level III Trauma Center, we offer comprehensive medical services, including emergency care, surgery, maternity care, and rehabilitation. With a patient-centered approach and recent renovations, we strive to provide a welcoming and healing environment. Midland Memorial has a dedicated staff and has received national recognition for specialized care, reflecting our ongoing commitment to improving health outcomes in the region. We are proud to be a pillar of the community, delivering quality healthcare for over 70 years.
| Hospital Name | Midland Memorial Hospital |
|---|---|
| Facility ID | 450133 |
| Address | 400 ROSALIND REDFERN GROVER PARKWAY |
|---|---|
| City/Town | Midland |
| State | TX |
| ZIP Code | 79701 |
| County/Parish | MIDLAND |
| Health System | Independent |
|---|---|
| Health System Website Domain | midlandhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 540 |
| Health System Hospital Locations | Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Midland County Hospital District |
| Emergency Services | Yes |
Stephen Bowerman was appointed President and Chief Executive Officer of Midland Health on March 30, 2023. [16, 17] He previously served as President and Chief Operating Officer. [17] Bowerman joined Midland Health in 2009 as vice president and chief financial officer. [17] He has 24 years of experience in healthcare and is a native of West Texas. [17] He earned a bachelor's degree in business administration from West Texas A&M University in 1999 and a master's degree in business administration from Texas Tech University in 2012. [17]
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Dr. Kit Bredimus has been employed with MMH since 2008. [10] He earned his Doctorate of Nursing Practice from Texas Tech University, his Masters of Science in Nursing degree from Texas Tech University Health Sciences Center, and his Bachelors of Science in Nursing degree from the University of Texas Medical Branch at Galveston. [10] Dr. Bredimus presents on the national level through various podium presentations, podcasts, and publications. [10] He is a double Board-Certified Nurse Executive and holds additional board certifications in Nursing Leadership and Management as well as Emergency and Pediatric Emergency Nursing. [10] He is a Fellow with the American College of Healthcare Executives. [10]
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Russell Meyers became President of Midland Memorial Hospital in November 2002. [15] He transitioned to a developmental role for the Midland Memorial Foundation, focusing on completion of the Permian Basin Behavioral Health Center and other developmental projects, with Stephen Bowerman taking over as President and CEO in March 2023. [16, 17] Before coming to Midland, he held several positions with HCA, Inc., including chief executive roles at three Houston-area hospitals. [15] Prior to HCA, he began his healthcare leadership career with the Methodist Healthcare System in Houston. [15] He is a Fellow of the American College of Healthcare Executives and active in a variety of professional and community organizations. [15]
Wes has been employed with MMH since 2008. [14] He obtained his Associates Degree from Lima Technical College and earned his Bachelor's Degree and Masters in Business Administration from Wayland Baptist University. [14] He is Registered Technology in Radiography and Cardiovascular. [14]
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| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 540 |
|---|
| FTE Employees on Payroll | 1705.81 |
|---|---|
| FTE Interns & Residents | 10.6 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 14386 |
| Inpatient Days (Title XIX) | 4513 |
| Total Inpatient Days | 57917 |
| Bed Count | 226 |
| Available Bed Days | 82490 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2335 |
| Discharges (Title XIX) | 435 |
| Total Discharges | 11486 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10857 |
| Inpatient Days (Title XIX; Adults & Peds) | 2867 |
| Total Inpatient Days (Adults & Peds) | 40276 |
| Bed Count (Adults & Peds) | 178 |
| Available Bed Days (Adults & Peds) | 64970 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2335 |
| Discharges (Title XIX; Adults & Peds) | 435 |
| Total Discharges (Adults & Peds) | 11486 |
| Care Quality Stengths | Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. 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 heart failure so that patients don't have to come back to the hospital. 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 | 64% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | Worse Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | Worse 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 | Worse 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) | 189 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 12.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 24.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 25.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.4 |
| 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 | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | 10.6 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| 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 | More Days Than Average 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 | 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) | 1.138 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.434 |
| SSI SIR (Standardized Infection Ratio) | 1.601 |
| CDI SIR (Standardized Infection Ratio) | 0.112 |
| MRSA SIR (Standardized Infection Ratio) | 0.507 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $25,987 |
|---|---|
| Bad Debt Expense | $20,445 |
| Uncompensated Care Cost | $30,920 |
| Total Uncompensated Care | $37,043 |
| Total Salaries | $121,406 |
|---|---|
| Overhead Expenses (Non-Salary) | $210,568 |
| Depreciation Expense | $27,871 |
| Total Operating Costs | $296,032 |
| Inpatient Charges | $562,907 |
|---|---|
| Outpatient Charges | $701,691 |
| Total Patient Charges | $1,264,598 |
| Core Wage Costs | $24,463 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $121,406 |
| Contract Labor (Patient Care) | $10,550 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $80,076 |
|---|---|
| Short-Term Investments | $9,386 |
| Notes Receivable | |
| Accounts Receivable | $30,104 |
| Allowance for Doubtful Accounts | |
| Inventory | $9,814 |
| Prepaid Expenses | $3,449 |
| Other Current Assets | |
| Total Current Assets | $140,401 |
| Land Value | $6,714 |
|---|---|
| Land Improvements Value | $2,566 |
| Building Value | $237,164 |
| Leasehold Improvements | $55,331 |
| Fixed Equipment Value | $8,610 |
| Major Movable Equipment | $321,290 |
| Minor Depreciable Equipment | $4,972 |
| Health IT Assets | |
| Total Fixed Assets | $242,183 |
| Long-Term Investments | $4,095 |
|---|---|
| Other Assets | $25,616 |
| Total Other Assets | $29,711 |
| Total Assets | $412,295 |
| Accounts Payable | $17,816 |
|---|---|
| Salaries & Wages Payable | $8,642 |
| Payroll Taxes Payable | |
| Short-Term Debt | $5,690 |
| Deferred Revenue | $2,375 |
| Other Current Liabilities | $5,010 |
| Total Current Liabilities | $39,533 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $195,571 |
| Total Long-Term Liabilities | $195,571 |
| Total Liabilities | $235,104 |
| General Fund Balance | $177,190 |
|---|---|
| Total Fund Balances | $177,190 |
| Total Liabilities & Equity | $412,295 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $23,843 |
| Outlier Payments | |
| DSH Adjustment | $1,325 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $10,978 |
| Total IME Payments | $474 |
| Inpatient Revenue | $572,719 |
|---|---|
| Outpatient Revenue | $708,057 |
| Total Patient Revenue | $1,280,777 |
| Contractual Allowances & Discounts | $978,522 |
| Net Patient Revenue | $302,255 |
| Total Operating Expenses | $352,112 |
| Net Service Income | $-49,857 |
| Other Income | $62,608 |
| Total Income | $12,752 |
| Other Expenses | $4,317 |
| Net Income | $8,434 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $23,101 |
| Medicaid Charges | $161,210 |
| Net CHIP Revenue | $206 |
| CHIP Charges | $2,295 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |