Texas Health Southwest Fort Worth, located at 6100 Harris Parkway, is dedicated to providing advanced medical treatments and compassionate care to the communities of Fort Worth, Benbrook, Crowley, Aledo, and Granbury. As part of the Texas Health Resources system, the hospital exemplifies a commitment to quality healthcare and community wellness. With services ranging from emergency care and surgical services to specialized units like the ICU and a Level III NICU, they strive to improve the health and well-being of families. Texas Health Southwest Fort Worth is a 261-bed acute care hospital with a Level III Trauma Designation and Level III Maternal Designation from the State of Texas, and it has received its second Magnet Designation in nursing. Experience comprehensive and personalized care at Texas Health Southwest Fort Worth, where your health is their priority.
| Hospital Name | Texas Health Southwest Fort Worth |
|---|---|
| Facility ID | 450779 |
| Address | 6100 HARRIS PKWY |
|---|---|
| City/Town | Fort Worth |
| State | TX |
| ZIP Code | 76132 |
| 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 |
Ajith Pai, Pharm.D., FACHE, serves as president of Texas Health Harris Methodist Hospital Southwest Fort Worth since joining the leadership team there in July 2022. [3] Prior to that he guided operations for four years as president of Texas Health Cleburne and earlier served as the professional and support services officer at Texas Health Kaufman. [3] Pai was born at Texas Health HEB and later began his career there in 1999 as a certified pharmacy technician. [3] In the role of president, Ajith oversees day to day operations, works to advance physician engagement and promote effective employee, governance, and community relations. [4] Ajith is responsible for ensuring the achievement of the hospital's goals for patient safety, clinical and non-clinical quality, operational performance and patient, physician, and employee engagement. [4] Ajith received his Doctorate of Pharmacy (PharmD) from Texas Tech School of Pharmacy and a Master's degree in Business Administration from the University of Texas at Dallas. [4] Additionally, he is a Fellow of the American College of Healthcare Executives (FACHE). [4] Pai is involved in his community through memberships on various committees including the Chamber of Commerce, Leadership North Texas, ACHE North Texas, and the ACHE Asian Healthcare Leaders Forum. [3] In his free time, Pai enjoys spending time and traveling with his wife Myriam, and their daughter, Elyse. [3] He's also an avid runner and has competed in multiple marathon races across the country. [3]
Lori Donovan, R.N., M.S.N., CNOR, NEA-BC, serves as chief nursing officer at Texas Health Harris Methodist Hospital Southwest Fort Worth, having returned to the system in mid-2023 after retiring in 2019. [3] Prior to that she previously served as chief nursing officer at Texas Health Arlington Memorial Hospital. [3] As chief nursing officer for eight years at Texas Health Arlington Memorial, Donovan advanced evidence-based practice to drive and improve quality patient outcomes. [3] Under her leadership, Texas Health Arlington Memorial received its first Magnet® designation in 2014. [3] Prior to being named chief nursing officer at Texas Health Arlington Memorial, Donovan was the administrative director of Surgical Services. [3] She played an instrumental role in the opening of the Vandergriff Surgical Tower and the Texas Health Heart & Vascular Hospital Arlington. [3] She joined Texas Health in 1997 as a staff nurse in the operating room at Texas Health HEB. [3]
Shahid Shafi, M.D., M.B.A., M.P.H., FACS, FCCM, serves as Chief Medical Officer at Texas Health Harris Methodist Hospital Southwest Fort Worth. [3] Prior to that, Shahid served as CEO of the Aga Khan University Hospitals in Pakistan. [3] Previously, he served as chief medical officer for a statewide clinically integrated network of CommonSpirit Health in Arkansas; CEO of Surgical Group of North Texas, Grapevine; medical director at Baylor Scott & White Health, Dallas; and director of Trauma Surgery at the University of Texas Southwestern Medical Center and Parkland Memorial Hospital, Dallas. [3] Shahid earned his medical degree from the Aga Khan University in Karachi, Pakistan. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 630 |
|---|
| FTE Employees on Payroll | 1116.63 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 12363 |
| Inpatient Days (Title XIX) | 527 |
| Total Inpatient Days | 57353 |
| Bed Count | 244 |
| Available Bed Days | 89060 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2578 |
| Discharges (Title XIX) | 187 |
| Total Discharges | 14956 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11499 |
| Inpatient Days (Title XIX; Adults & Peds) | 148 |
| Total Inpatient Days (Adults & Peds) | 41605 |
| Bed Count (Adults & Peds) | 211 |
| Available Bed Days (Adults & Peds) | 77015 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2578 |
| Discharges (Title XIX; Adults & Peds) | 187 |
| Total Discharges (Adults & Peds) | 14956 |
| 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 |
| 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 | 77% |
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| 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 | |
| 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) | 181 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -8.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -4.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -2.1 |
| 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 | 0.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| 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 | Better 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 | Not Available |
| 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) | 0.248 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.535 |
| SSI SIR (Standardized Infection Ratio) | 0.915 |
| CDI SIR (Standardized Infection Ratio) | 0.430 |
| MRSA SIR (Standardized Infection Ratio) | 0.485 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $13,714 |
|---|---|
| Bad Debt Expense | $28,548 |
| Uncompensated Care Cost | $19,863 |
| Total Uncompensated Care | $19,863 |
| Total Salaries | $104,494 |
|---|---|
| Overhead Expenses (Non-Salary) | $220,290 |
| Depreciation Expense | $14,730 |
| Total Operating Costs | $273,375 |
| Inpatient Charges | $681,942 |
|---|---|
| Outpatient Charges | $609,375 |
| Total Patient Charges | $1,291,317 |
| Core Wage Costs | $24,136 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $104,494 |
| Contract Labor (Patient Care) | $12,776 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $12 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $49,638 |
| Allowance for Doubtful Accounts | |
| Inventory | $6,411 |
| Prepaid Expenses | $603 |
| Other Current Assets | |
| Total Current Assets | $342,831 |
| Land Value | $10,414 |
|---|---|
| Land Improvements Value | |
| Building Value | $200,450 |
| Leasehold Improvements | |
| Fixed Equipment Value | $54,974 |
| Major Movable Equipment | $72,439 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $158,885 |
| Long-Term Investments | |
|---|---|
| Other Assets | $619 |
| Total Other Assets | $619 |
| Total Assets | $502,335 |
| Accounts Payable | $267,814 |
|---|---|
| Salaries & Wages Payable | $6,602 |
| Payroll Taxes Payable | |
| Short-Term Debt | $933 |
| Deferred Revenue | |
| Other Current Liabilities | $9,274 |
| Total Current Liabilities | $284,624 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $390 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $390 |
| Total Liabilities | $285,014 |
| General Fund Balance | $217,321 |
|---|---|
| Total Fund Balances | $217,321 |
| Total Liabilities & Equity | $502,335 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $26,076 |
| Outlier Payments | |
| DSH Adjustment | $812 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $682,624 |
|---|---|
| Outpatient Revenue | $608,692 |
| Total Patient Revenue | $1,291,317 |
| Contractual Allowances & Discounts | $928,727 |
| Net Patient Revenue | $362,589 |
| Total Operating Expenses | $324,784 |
| Net Service Income | $37,805 |
| Other Income | $2,925 |
| Total Income | $40,730 |
| Other Expenses | |
| Net Income | $40,730 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $16,881 |
| Medicaid Charges | $124,642 |
| 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 |