PLATINUM2024

Parkland Health Foundation

Dallas, TX   |  parklandhealthfoundation.org
GuideStar Charity Check

Parkland Health Foundation

EIN: 75-2089180


Mission

Parkland Health 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. Founded in 1894, Parkland's mission is to advance wellness, relieve suffering, develop and educate. 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.

Notes from the nonprofit

Parkland was founded in 1894, and the 1986 founding date above refers to the year Parkland Foundation was established as a separate nonprofit entity. Parkland Foundation is dedicated to securing substantial financial resources that advance the goals of Parkland, raising approximately $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. However, philanthropic support from friends like you is still critically needed as we currently provide approximately $1.2 billion in uncompensated care every year. More information about Parkland Foundation is available at istandforparkland.org and more information about Parkland Health is available at parklandhealth.org.

Ruling year info

1986

President and Chief Executive Officer

Michael A. Horne EdD, MPP

Main address

1341 W. Mockingbird Ln. Suite 1100E

Dallas, TX 75247 USA

Show more contact info

EIN

75-2089180

Subject area info

Health care access

Patient-centered care

Patient social services

In-patient medical care

Out-patient medical care

Show more subject areas

Population served info

Children and youth

Adults

Immigrants and migrants

Economically disadvantaged people

Incarcerated people

Show more populations served

NTEE code info

Hospitals and Primary Medical Care Facilities (E20)

Ambulatory Health Center, Community Clinic (E32)

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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.

Population(s) Served
Economically disadvantaged people
Immigrants and migrants
Incarcerated people
Emergency responders
Unemployed people

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

Our results

SOURCE: Self-reported by organization

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

Increasing

Number of clinic visits provided

This metric is no longer tracked.
Totals By Year
Related Program

Parkland Foundation - Advancing the goals of Parkland Health

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

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

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.

Please see attached strategic plan document

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.


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

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • 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

  • 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

Parkland Health Foundation
Fiscal year: Oct 01 - Sep 30
Financial documents
2021 Parkland Foundation FY21 Audited Financial Statements
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

18.93

Average of 13.63 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

22.1

Average of 17.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

24%

Average of 5% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Parkland Health Foundation

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Parkland Health Foundation

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Parkland Health Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of Parkland Health Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $169,200 $873,918 -$335,932 $376,022 $283,552
As % of expenses 1.0% 6.7% -1.3% 1.1% 2.1%
Unrestricted surplus (deficit) after depreciation $169,200 $873,918 -$335,932 $376,022 $283,552
As % of expenses 1.0% 6.7% -1.3% 1.1% 2.1%
Revenue composition info
Total revenue (unrestricted & restricted) $40,486,733 $19,619,642 $17,757,805 $13,500,351 $20,366,937
Total revenue, % change over prior year 86.9% -51.5% -9.5% -24.0% 50.9%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.1% 4.7% 4.6% 1.4% 1.5%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 96.8% 95.4% 91.2% 93.0% 97.1%
Other revenue 2.1% -0.1% 4.2% 5.7% 1.4%
Expense composition info
Total expenses before depreciation $16,961,615 $13,018,022 $24,994,089 $33,637,364 $13,546,298
Total expenses, % change over prior year -41.6% -23.3% 92.0% 34.6% -59.7%
Personnel 17.6% 25.0% 13.6% 10.8% 27.1%
Professional fees 0.7% 3.4% 1.1% 1.0% 2.5%
Occupancy 0.8% 1.1% 0.6% 0.4% 1.1%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 78.5% 69.9% 83.1% 87.1% 68.5%
All other expenses 2.4% 0.6% 1.6% 0.7% 0.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $16,961,615 $13,018,022 $24,994,089 $33,637,364 $13,546,298
One month of savings $1,413,468 $1,084,835 $2,082,841 $2,803,114 $1,128,858
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $1,030,000 $0 $0 $0
Total full costs (estimated) $18,375,083 $15,132,857 $27,076,930 $36,440,478 $14,675,156

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 11.0 25.0 19.4 7.4 22.1
Months of cash and investments 22.0 45.8 23.2 10.8 28.8
Months of estimated liquid unrestricted net assets 1.2 1.4 0.6 0.9 2.6
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $15,585,783 $27,132,208 $40,338,500 $20,873,168 $24,907,992
Investments $15,483,600 $22,523,520 $8,070,223 $9,338,510 $7,642,079
Receivables $20,813,166 $7,571,943 $4,319,785 $3,228,930 $4,104,573
Gross land, buildings, equipment (LBE) $0 $1,030,000 $1,030,000 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 3.8% 2.7% 8.0% 10.4% 4.7%
Unrestricted net assets $1,692,800 $2,566,718 $2,230,786 $2,606,808 $2,890,360
Temporarily restricted net assets $42,249,988 $47,875,761 N/A N/A N/A
Permanently restricted net assets $5,989,992 $6,285,401 N/A N/A N/A
Total restricted net assets $48,239,980 $54,161,162 $47,257,223 $27,368,722 $32,059,316
Total net assets $49,932,780 $56,727,880 $49,488,009 $29,975,530 $34,949,676

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

President and Chief Executive Officer

Michael A. Horne EdD, MPP

As President and CEO of the Parkland Health Foundation, Dr. Michael A. Horne is focused on raising philanthropic support to improve access to healthcare for Dallas County’s most vulnerable residents. Prior to joining Parkland, Dr. Horne was the Superintendent of KIPP Dallas Ft. Worth, a network of public charter schools. Dr. Horne volunteers on several boards including The YMCA of Metropolitan Dallas, the SMU Tate Lecture Series Board, The Trust for Public Trust North Texas Advisory Board, the Center for BrainHealth Advisory Board, and For Oak Cliff. Dr. Horne earned a Bachelor of Arts from Amherst College; a Master in Public Policy, a Master of Education Policy & Management, and Doctorate in Education from Harvard University.

Number of employees

Source: IRS Form 990

Parkland Health Foundation

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Parkland Health Foundation

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Parkland Health Foundation

Board of directors
as of 02/27/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

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

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 12/20/2022

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
Black/African American
Gender identity
Male

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 12/20/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser