PARKLAND FOUNDATION
I Stand for Parkland
Programs and results
What we aim to solve
Parkland believes every member of our community deserves the opportunity to live a long, healthy life. It may surprise you to learn there is nearly a 25-year difference between the Dallas County ZIP codes with the highest (75204) and lowest (75215) life expectancies. Adding to this issue is the fact that far too many working families are unable to afford health insurance. Poverty, behavioral health, food insecurity, homelessness and other social issues are roadblocks on the path to good health – often preventing our friends, family and neighbors from receiving high-quality, affordable healthcare. As the public health system for Dallas County, Parkland is committed to clearing these roadblocks and realizing our vision for advancing health equity. Over the next five years, Parkland is investing in the infrastructure and staff needed to support and expand equitable Access to Care which encompasses Care and Coverage through Community Integration, Physical Access and Virtual Access.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Parkland Foundation - Advancing the goals of Parkland Health
Parkland Foundation is dedicated to securing substantial financial resources that advance the capital, clinical, educational and research goals of Parkland Health (Parkland), the safety-net health system for Dallas County, TX. Parkland is an integrated health system comprised of a state-of-the-art acute care hospital (the training hospital for UT Southwestern Medical Center), more than 20 outpatient clinics and health centers located throughout the county, a health plan for those who qualify and many educational and outreach programs. We also provide physical and behavioral health services to the Dallas County Jail.
Parkland is a lifeline for our neighbors struggling with poverty, behavioral health issues, food insecurity, homelessness, and other social determinants of health. Our vision is to advance health equity through excellence as a public health system. We are dedicated to ensuring that all of our community has a medical home for a continuum of care from birth to end of life.
Where we work
Awards
Excellence and Innovation in Care: The 2022 Gage Awards for Parkland BioTel Social Work program 2022
America's Essential Hospitals
Most Wired 2022
CHIME Digital Health
Racial Equity in Postpartum Care Challenge Phase 1 Award 2022
Department of Health and Human Services (HHS)
Public Health Davies Award 2022
Healthcare Information and Management Systems Society (HIMSS)
Stroke Gold Plus Get With The Guidelines - Stroke quality achievement award 2022
American Heart Association/American Stroke Association
TOP 50 HOSPITALS, RACIAL INCLUSIVITY, Rank 35 2021
Lown Institute Hospitals Index
National Surgical Quality Improvement Program recognition 2021
American College of Surgeons
Most Wired 2021
CHIME Digital Health
Stroke Gold Plus Get With The Guidelines - Stroke quality achievement award 2021
American Heart Association/American Stroke Association
2021 Gage Award 2021
America's Essential Hospitals
Best 50 Healthcare Provider 2021
Global Healthcare Exchange (GHX)
2020 Excellence in Community Service Award 2021
Texas Hospital Association
Silver-level Beacon Award for Excellence, Parkland Neonatal Intensive Care Unit (NICU) 2021
American Association of Critical-Care Nurses
External reviews

Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of patient visits
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Reflects the combined number of outpatient visits to Parkland clinics and health centers and inpatient hospital discharges.
Number of children who have access to healthcare
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Based on recorded number of unique patients ages 0-14.
Number of prescriptions filled
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of clinic visits provided
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Reflects the volume of outpatient clinic visits.
Number of newborn nursery discharges
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of radiology examinations
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Parkland's 2021-2026 Strategic Priorities include:
HEALTH EQUITY: Decrease health disparities by providing equitable access to healthcare services and partnering with communities to address social determinants of health.
QUALITY AND PATIENT SAFETY: Improve quality and safety, working toward the goal of zero harm.
STAFF AND PROVIDER ENGAGEMENT: Foster a culture that embodies our values, making Parkland a place where people thrive and succeed.
TEACHING, RESEARCH AND INNOVATION: Commit to high quality training, research, and a culture of innovation for the benefit of the trainees and the patients we serve.
INTEGRATED HEALTHCARE MODEL: Pursue higher levels of coordination to provide the right care for patients in a way that is centered on their needs.
DIGITAL HEALTH SOLUTIONS: Advance health and improve access to care through digital health technologies.
TAXPAYER INVESTMENT: Pursue efficient business and clinical practices and develop innovative approaches to address the high cost of care while improving outcomes for the patients we serve.
Please see attached strategic plan document for additional details.
What are the organization's key strategies for making this happen?
Please see attached strategic plan document
What are the organization's capabilities for doing this?
As a leading public health system in the country, and as Dallas County's safety net hospital and health system since 1894, Parkland is deeply committed to achieving the goals outlined in our 2021-2026 Strategic Plan. Our capability to do so is tied to our expert leadership, planned infrastructure investments and by listening to the needs of our patients and their communities through surveys, informational interviews and focus groups. We serve a diverse patient population, with 83.7% identifying as ethnically Hispanic and/or Black. Additionally, nearly 90% of our patients are insured through Medicare, Medicaid or receive assistance through Parkland’s charity care programs.
Our overarching vision for advancing health equity can generally be summarized by our plan for improving Access to Care through three main strategies:
- Care and Coverage through Community Integration: Increasing healthcare access and financial assistance enrollment through partnerships with trusted community organizations already embedded in high SocioNeeds Index (SNI) neighborhoods
-Virtual Access: Overcoming the barriers of physical and social distance by utilizing cutting-edge
technology to care for patients in Dallas County and beyond
- Physical Access: Increasing the number of and support for physical locations where Dallas County
residents can receive high-quality, affordable healthcare
Success of the Access to Care strategy will be measured by the number of:
1. Health service access points for residents of high SNI neighborhoods formalized through memorandums of understanding
2. Primary care visits provided in target ZIP codes
3. Community partners we have trained to help patients submit Patient Financial Assistance Applications
4. Patients from target ZIP codes screened for breast cancer, diabetes, HIV and blood pressure in targeted ZIP codes
5. Virtual visits
6. Telemedicine Electronic Consultations (e-consults)
7. Services participating in virtual programs
To understand the work ahead and track progress toward our goals, we also commit to regular surveys of staff and patients. We will measure the outcomes and behaviors that matter to patients and to our employees and address the insights we glean from the surveys. We will set expectations and hold our leaders – senior leaders and work-unit leaders – accountable for the desired results.
Parkland Foundation is dedicated to securing substantial financial resources that advance the goals of Parkland, raising $18.5 million in gifts and pledges during fiscal year 2022. Parkland’s budget is sustained by local property taxes, government programs, grants and charitable contributions, and by billing patient insurance for services whenever appropriate. Even with these resources, your support remains critically needed as we currently provide approximately $1.2 billion in uncompensated care every year.
What have they accomplished so far and what's next?
Parkland is currently working to complete our FY22 Annual Report. In the meantime, we are pleased to share a few highlights of our success over the past year:
- Opened the RedBird Health Center in Oct. 2021. On Oct. 20, 2022, the facility was renamed to honor Dr. Charles Victor Roman, an African-American medical pioneer who practiced in Dallas from 1893 to 1904. Dr. Roman spoke out against racism and encouraged African Americans to become healthcare professionals. We hope that the C.V. Roman Health Center will serve to both increase access to care in southern Dallas County and to inspire future generations of community health leaders.
- Surpassed our goal for increasing the number of primary care encounters provided in targeted areas. In Oct., we achieved nearly 165,000 encounters comparted with a goal of 158,086.
- Nearly doubled our goal for RIGHT Care team interventions with 9,516 achieved by Oct. compared with a goal of 5,370.
-Exceeded our goal for enrollment in the Extending Maternal Care After Pregnancy (eMCAP) program, with 64.5% participation compared with a goal of 46%.
-Surpassed our goal for number of Community Partners assisting patients with completing Parkland Financial Aid applications, with 40 partners onboard compared with a goal of 30.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Funds raised by Parkland Foundation are used to support the programs of Parkland Health, the public health system for Dallas County. The demographics of our patients in fiscal year 2021 (Oct. 1, 2020 - Sept. 30, 2021) were as follows: Age • 12.1% 0-14 Years • 3.7% 15-18 Years • 41.5% 19-44 Years • 30.4% 45-64 Years • 12.3% 65+ Years Gender • 58.3% Female • 41.6% Male • 0.1% Unknown or Nonbinary Ethnicity • 51.7% Hispanic • 45.5% Non-Hispanic • 2.8% Unknown Race • 4.0% Asian • 25.4% Black • 0.7% Other • 66.1% White* • 3.9% Unknown *To be compliant with government reporting methodology, the Hispanic population is now represented as an ethnicity. For reporting purposes, existing race data indicating "Hispanic" was placed into a "Hispanic" ethnicity and designated with a "White" race
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How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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What significant change resulted from feedback?
Parkland's 2019 Community Health Needs Assessment (CHNA) included our safety-net patient population in focus groups which gathered insights on a range of issues such as barriers to care and social determinants of health. One insight was the need for better access to behavioral health services, especially for school-aged children and youth. In response, Parkland launched a Pediatric Behavioral Health program in Oct. 2021 which integrates behavioral health screenings and trauma informed care into pediatric primary care services. Moderate to severe cases are referred to Parkland’s medical community peers to ensure the children receive the right care at the right time from the right providers for their unique situations.
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With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
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How has asking for feedback from the people you serve changed your relationship?
Feedback from our patients helps drive strategic decisions for Parkland. We've found that by listening to their needs, we better understand the full picture of their challenges and barriers to care. In turn, our patients become more engaged with Parkland, leading to fewer missed appointments and better health outcomes. For example, patients in focus groups for our CHNA shared transportation is a barrier to care. Many live in areas underserved by the existing public transportation infrastructure and also lack their own private vehicle. To address this barrier, Parkland is expanding our physical presence in the neighborhoods where our patients live, increasing virtual care services and offering transportation assistance to help those most in need access quality healthcare!
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to standardize how and what feedback is collected across all service lines,
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
PARKLAND FOUNDATION
Board of directorsas of 12/21/2022
Richard Trubitt
Lane Gorman Trubitt, LLC
Term: 2022 -
Brad Hirsch
Verily an Alphabet Company
Laura Granado-Ugge
Merill Lynch Wealth Management
Peter Bartholow
Community Volunteer
LaDondra Wilson
Dallas Wings
Annette Anderson
Charles Schwab
Jorge Baldor
Mercado369
Mary Ann Blome
Community Volunteer
Tillie Borchers
Civitas Capital Group
A. Compton Broders, III
Physician
Anthony C. de Bruyn
Southern Wealth Management
Fred Cerise
CEO, Parkland Health
Marie DeCamp Dean
Marie Dean Public Relations
Effie Dennison
Texas Capital Bank
Christina Eubanks
Main Event Entertainment
Dave Folz
Trust Counselor, LLC
Hilda Galvan
Jones Day
Brianna Hinojosa-Smith
Yum! Brands
Jesse Jackson
b1BANK
Karin Larrave
Northwestern Mutual
Lynn McBee
Young Women's Preparatory Network
Rita Ne
Root Canal Dentists
Marjorie Petty
Parkland Health Board of Managers
Veeral Rathod
Community Volunteer
Erika Salter
Law Offices of Erika N. Salter, PC
Carol Seay
Community Volunteer
Luis Spinola
Azteca Omega Group
Melissa D. Tonn
OccMD
Trudy Turner
Goldman Sachs Personal Financial Management
Kimberly Yamanouchi
Anesthesiologist
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 12/20/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.