2025-10-27T13:51:52+00:00 2024-12-31 440160260 Forvis Mazars LLP 14221 Dallas Parkway Suite 400 Dallas TX 75254 990 2024-01-01 741461220 Frio Hospital Association FRIO 8303343617 200 S IH 35 Pearsall TX 780616601 JOHN HUGHSON CFO 8303343617 2025-10-27 true Andrew Gray P01517705 9727028262 2025-11-17 2024 2025-03-06 01:10:19Z FRIO REGIONAL HOSPITAL JOHN HUGHSON 200 S IH 35 Pearsall TX 780616601 31883538 false X WWW.FRIOREGIONALHOSPITAL.COM X 2002 TX TO PROVIDE QUALITY AND AFFORDABLE HEALTHCARE SERVICES TO THE CITIZENS OF PEARSALL AND THE SURROUNDING COMMUNITIES. 7 7 262 8 0 391260 14618 34069150 30493859 289477 180701 115120 650541 34865007 31339719 7866 14383 0 0 12738158 14337697 0 0 0 18211586 15791346 30957610 30143426 3907397 1196293 38097722 36835987 16869574 14411546 21228148 22424441 IMPROVING THE QUALITY OF LIFE IN OUR COMMUNITY BY PROVIDING EXCEPTIONAL HEALTHCARE WITH COMPASSION AND RESPECT. false false 24298781 14383 31032362 FRIO HOSPITAL ASSOCIATION (THE ASSOCIATION) OPERATES A NOT-FOR-PROFIT ACUTE CARE HOSPITAL, FRIO REGIONAL HOSPITAL (THE HOSPITAL). THE HOSPITAL PROVIDES INPATIENT AND OUTPATIENT SERVICES AS WELL AS OTHER AFFILIATED SERVICES TO FRIO COUNTY, TEXAS. INPATIENT ADMISSIONS OF 522 (2,616 PATIENT DAYS); 12,987 EMERGENCY ROOM VISITS; 101 DELIVERIES; 233 SURGERIES; AND 10,727 OUTPATIENT VISITS (INCLUDING RADIOLOGY). 24298781 true false false true false false false false false false true false false true true false true false false false false false false false false false true true false false true false false false false false false false false false false false false false false false false false false false false true 43 0 true 262 true false false false false false false false false false false false false X 7 7 false true false false false false false true false false false false true true true true true true false false false false X MICHAEL RUFF 8303343617 200 S IH 35 PEARSALL TX 780616601 CLAYTON NEAL SECRETARY 0.3 0.0 X X 0 0 0 ROXANNE SHELTON PRESIDENT 0.5 0.0 X X 0 0 0 TROY SHAW VICE PRESIDENT 0.5 0.0 X X 0 0 0 ADAM BEEVER DIRECTOR 0.3 0.0 X 0 0 0 JUANITA RENDON DIRECTOR 0.3 0.0 X 0 0 0 MELANIE RIGBY DIRECTOR 0.3 0.0 X 0 0 0 MICHELE BRYAN DIRECTOR 0.3 0.0 X 0 0 0 JOHN HUGHSON CEO 40.0 0.0 X 0 0 0 MICHAEL RUFF CFO 40.0 0.0 X 0 0 0 Carlos Godinez Physician 40.0 0.0 X 326520 0 13462 Earl Marshall Physician 40.0 0.0 X 384436 0 31248 Jim Bean Physician 40.0 0.0 X 632630 0 23565 John Barrera Nurse Practioner 40.0 0.0 X 182404 0 9571 SAMER ARAB PHYSICIAN 40.0 0.0 X 579932 0 28325 2105922 0 106171 17 false true false COMPUTER PROGRAMS & SYSTEMS INC PO BOX 11407 BIRMINGHAM AL 35246 Billing/Coding & Collection of Patient Accounts 1574462 Beam Healthcare SC 25 W Main Street Fl 5 Madison WI 53703 TELEHEALTH SERVICES 1124803 METHODIST HEALTHCARE 7922 EWING HALSELL STE 165 SAN ANTONIO TX 78229 MANAGEMENT SERVICES 1122989 FRIO HOSPITAL DISTRICT 200 S IH 35 PEARSALL TX 78061 Lease - Hospital/Clinics 1109247 Forefront Healthcare LLC PO Box 33661 Detroit MI 48232 CUSTODIAL & FACILITIES SERVICES 805278 44 14618 14618 NET PATIENT REVENUE 621110 26209970 26209970 MEDICAID REVENUE 621110 3923633 3923633 OTHER OPERATING REVENUE 621110 308847 308847 CLINIC RENT 531120 50821 50821 588 588 0 0 30493859 411085 411085 25800 25800 0 25800 25800 313435 543819 0 -230384 -230384 -230384 0 Bad Debt Recovery 900099 538503 538503 CAFETERIA 722210 67536 67536 18702 0 0 18702 624741 31339719 31032362 0 292739 X 14383 14383 0 0 12308392 11049184 1259208 368586 330878 37708 789719 708927 80792 871000 835853 35147 1122989 986523 136466 168089 168089 59058 59058 7166178 6142366 1023812 0 136164 9245 126919 230858 129941 100917 12079 9311 2768 1968565 946082 1022483 55985 33626 22359 805890 655822 150068 235900 41705 194195 MEDICAL SUPPLIES 2182111 2182111 DUES & FEES 1501712 100986 1400726 Repairs & Maintenance 128925 106468 22457 FOOD EXPENSE 16843 15370 1473 0 0 0 0 30143426 24298781 5844645 0 13910 7473 16498398 16705568 3351158 3594329 0 0 0 0 708550 724633 239015 341790 12051208 7756457 4852026 4294751 0 0 12434665 11167443 38097722 36835987 3690778 3077236 0 0 13178796 11334310 16869574 14411546 X 21228148 22424441 21228148 22424441 38097722 36835987 1196293 0 X false true true false X false false false false false false false false true 873 873 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY THE HOSPITAL PAYS DUES TO THE TEXAS SOCIETY FOR HEALTHCARE HUMAN RESOURCES ADMINISTRATION & EDUCATION AND SOUTHWEST TEXAS REGIONAL ADVISORY COUNCIL. A PORTION OF THESE DUES IS ATTRIBUTABLE TO LOBBYING ACTIVITIES. 44922 44922 1121646 464438 657208 26059 18241 7818 10659417 7273778 3385639 199164 199164 4294751 ESTIMATED AMOUNT DUE FROM 3RD PARTY 421824 RIGHT OF USE ASSET 10674531 THIE Asset 71088 11167443 Federal Income Taxes ESTIMATED SELF-INSURANCE COSTS 181154 ESTIMATED AMOUNT DUE TO THIRD-PARTY 0 LEASE LIABILITY 11153156 11334310 31488125 0 0 31488125 -148406 -148406 31339719 30291832 0 0 30291832 -148406 -148406 30143426 Schedule D, Part X, Line 2 ASC 740 FOOTNOTE MANAGEMENT HAS EVALUATED THEIR INCOME TAX POSITIONS UNDER THE GUIDANCE INCLUDED IN ASC 740. BASED ON THEIR REVIEW, MANAGEMENT HAS NOT IDENTIFIED ANY MATERIAL UNCERTAIN TAX POSITIONS TO BE RECORDED OR DISCLOSED IN THE FINANCIAL STATEMENTS. Schedule D, Part XI, Line 4(b) Other revenues in form 990 not in audited financial statements Bad Debt Recoveries - -148406 Schedule D, Part XII, Line 4(b) Other expenses in form 990 not in audited financial statements Bad Debt Recoveries - -148406 true true X true X 300 true X 500 4341013 4341013 0.14401 9847522 9669107 178415 0.00592 57262 98145 0 0.0 0 0 14245797 9767252 4519428 0.14993 0 0.0 0 0.0 0 0.0 0 0.0 14383 14383 0.00048 0 0 14383 0 14383 0.00048 0 0 14260180 9767252 4533811 0.15041 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 true 0 3524979 3017555 507424 X true true 1 1 FRIO REGIONAL HOSPITAL 200 S IH 35 PEARSALL TX 78061 WWW.FRIOREGIONALHOSPITAL.COM 000441 X X X X FRIO REGIONAL HOSPITAL 1 false false true X X X X X X X X X 24 true false true true X https://www.frioregionalhospital.com/community-health-needs-assessment/ true 24 true https://www.frioregionalhospital.com/community-health-needs-assessment/ false true X 300.0 500.0 X X X X true true X X X X true X WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/ X WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/ X WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 3E Key stakeholders were asked to provide their opinion as to the most critical health and quality of life issues facing the county and the most critical issues the Hospital should address over the next three to five years. Responses included: - Access of health care - Lack of insurance (and under-insured) - Chronic diseases (Heart disease, stroke, kidney, cancer, and diabetes) - Obesity - Lack of health knowledge and education - Poverty and lack of financial resources - Access to mental health services - adults and children - Access to primary care and specialists - Access to preventative care - Services for the aging - Services for children - Transportation - Shortage of healthcare workers - Healthy behaviors/lifestyle choices Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - Frio Regional Hospital. Key informants from the community worked for the following types of organizations and agencies: - Local, county, and state government - Public health agencies - Medical providers - Community and business leaders Input from these health care and non-health care professionals was obtained utilizing a standard 10 question interview format. Schedule H, Part V, Section B, Line 6b Facility , 1 Facility , 1 - Frio Regional Hospital. - Frio Hospital Home Health - Frio Rehab Center - Frio Regional Primary Care & Urgent Care Clinic - South Texas Rural Health Services (3 locations) - Hometown Healthcare (3 locations) Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - Frio Regional Hospital. The identified health needs were reviewed by hospital management and priority areas, detailed below, were determined based on their assessment of the qualitative and quantitative data. Identified needs were prioritized based on the following criteria: 1. The number of people affected by the issue or the size of the issue. 2. What are the consequences of not addressing this problem? 3. The impact of the problem on vulnerable populations. 4. The importance the problem is to the community. 5. The prevalence of common themes. Priority 1: Health Education - Initiate On-Going Community Outreach by offering prevention education to the community, and community partnership and collaborations. - Influencing healthy behaviors by providing education in the community, and partnering with community members to address the food and nutrition. - Improving healthy behaviors and healthy lifestyle choices by providing stress management education with community partners, and partnering with community in offering free exercise programs. Priority 2: Access to Primary Care Physicians - Increase the primary care workforce by increasing the number of trainees for primary care who are community based, and improving for new patients to be able to get appointments with primary care offices and improving wait times. - Increase the quality of care by offering mammography screenings for women and men, and educate and empower the community with partnerships. - Improve physician and medical staff involvement in the community by encouraging physicians to build relationships with local organizations by attending events, joint community group, or spending time in the community. Additionally, by offering community health education. Priority 3: Access to Medical Specialists - Improve access to specialty care through expanded facilities and healthcare for impacted residents by providing a variety of specialty care within the community, and partnering and providing outreach programs - Provide timeliness healthcare when needed by providing health care when the need is recognized, and reviewing and improving scheduling systems - Provide health care services to the medically underserved with assistance with indigent services to those that quality, and interventions to increase access to health care professional and improving communication Priority 4: Obesity - Prevent obesity by partnering and providing education of management to the community, and by promoting small lifestyle changes to prevent the gradual increase in weight -Work with citizens to achieve a shared goal through the coordinated use of resources and action to partner and educate on maintenance and prevention, and to encourage the community to organize for change. - Work with the community in making a healthier environment by partnering and providing nutrition education, and partnering in improving and supporting breastfeeding Priority 5: Shortage of Healthcare Workers - Strengthen Internal Health Care Force by taking care of core staff, and accepting and addressing current complaints and addressing them - Ensure greater internal communication by offering townhall meetings and checking internal communication processes - Invest in marketing for the forthcoming generation by reaching out to local high school students by providing career fairs, and offering externships and partnering with trade schools, universities, and local schools Priority 6: Healthy Behaviors and Lifestyle Choices - Offering lifestyle choices by partnering and setting goals to help change and maintain healthy behaviors, and partnering and setting up a support group with community - Offering skills to the community for good decisions by partnering and offering cooking classes to the community, and providing education on evaluating the different options the community has available - Having goals and communication with the community by setting small goals with community on positive lifestyles/behaviors, and partnering and brainstorming solutions with the community The following needs are not being addressed for the following reasons: - Health Education: Establishing on-going community outreach and also partnering with other organizations in the community. - Transportation: The identified need is being addressed by another organization in the community. - Access to mental health services: The identified need is being addressed primarily by another organization in the community. However, we do partner when requested. - Treatment of and management of chronic diseases: The identified need is being addressed by another organization in the community and also by AHEC (TAB) that meets once a month at FRH to plan, discuss, and partner with FRH as needed. - Access to and use of preventative care treatments: The identified health need is addressed by FRH, however FRH also partners with community organizations that offer education and assist to sponsor events by the other organizations and/or committees. 2 FRIO HOSPITAL HOME HEALTH 105 E HACKBERRY PEARSALL TX 78061 HOME HEALTH FRIO REHABILITATION CENTER 205 EAST HACKBERRY RD PEARSALL TX 78061 REHABILITATION CENTER Schedule H, Part I, Line 3c FACTORS OTHER THAN FPG DETERMINING FREE OR DISCOUNTED CARE: THE HOSPITAL USES THE FOLLOWING OTHER CRITERIA TO DETERMINE ELIGIBILITY FOR FREE OR DISCOUNTED CARE: - GROSS FAMILY INCOME - FAMILY SIZE - EMPLOYMENT STATUS AND FUTURE EARNING CAPACITY - OTHER FINANCIAL RESOURCES - OTHER FINANCIAL OBLIGATIONS - THE AMOUNT AND FREQUENCY OF HOSPITAL AND OTHER MEDICAL BILLS - ASSET LEVEL - MEDICAL INDIGENCY - INSURANCE & UNDERINSURANCE STATUS Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance THE COST TO CHARGE RATIO CALCULATED ON IRS WORKSHEET 2 WAS USED IN THE CALCULATION OF COST ON IRS WORKSHEETS 1 AND 3. THE COST COMPUTED ON WORKSHEET 8 WAS FROM THE HOSPITAL'S INCOME STATEMENT. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount FOR GENERAL LEDGER PURPOSES, A MONTHLY REPORT CALCULATES ALLOWANCES BASED ON A HISTORICAL PERCENTAGE FOR ALL PATIENTS WITH THIRD-PARTY COVERAGE. FOR ALL PRIVATE PAY PATIENTS, AND AS ALL OTHER ACCOUNTS AGE BEYOND 180 DAYS, THE HOSPITAL RECORDS A SIGNIFICANT PROVISION (95% - 100%) FOR UNCOLLECTIBLE ACCOUNTS IN THE PERIOD OF SERVICE ON THE BASIS OF PAST EXPERIENCE. Schedule H, Part III, Line 3 Bad Debt Expense Methodology THE ORGANIZATION IS UNABLE TO ESTIMATE THE AMOUNT FOR LINE 3 AND HAS ELECTED TO LEAVE IT BLANK. BAD DEBT EXPENSE SHOULD BE CONSIDERED COMMUNITY BENEFIT BECAUSE THIS IS UNCOMPENSATED HEALTHCARE PROVIDED TO RESIDENTS OF THE COMMUNITY. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote NOT APPLICABLE DUE TO ADOPTION OF ASU 606 REVENUE FROM CONTRACTS WITH CUSTOMERS. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs THE HOSPITAL USES MEDICARE COST REPORT METHODOLOGY, WHICH APPORTIONS ROUTINE COSTS (ROOM AND BOARD) BASED ON MEDICARE OR MEDICAID DAYS TO TOTAL DAYS AND APPORTIONS ANCILLARY COSTS BASED ON PROGRAM CHARGES TO TOTAL CHARGES. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance THE HOSPITAL PAYS FOR OUTSOURCED EARLY OUT COLLECTIONS UP TO 120 DAYS WHERE THE PATIENT PORTION OF THE CHARGES ARE HANDLED BY A THIRD PARTY VENDOR. THOSE WHO QUALIFY FOR CHARITY OR INDIGENT PROGRAMS APPLY FOR THOSE SERVICES WITH HELP OF TWO DEDICATED STAFF MEMBERS. ONCE A PATIENT HAS QUALIFIED FOR THE CHARITY OR INDIGENT PROGRAMS, ALL COLLECTIONS PROCESSES CEASE. Schedule H, Part V, Section B, Line 16a FAP website - FRIO REGIONAL HOSPITAL: Line 16a URL: WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/; Schedule H, Part V, Section B, Line 16b FAP Application website - FRIO REGIONAL HOSPITAL: Line 16b URL: WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - FRIO REGIONAL HOSPITAL: Line 16c URL: WWW.FRIOREGIONALHOSPITAL.COM/PATIENTS-AND-VISITORS/FINANCIAL-ASSISTANCE/; Schedule H, Part VI, Line 2 Needs assessment NEEDS OF THE COMMUNITY ARE ASSESSED BY GEOGRAPHIC INFORMATION AVAILABLE TO THE HOSPITAL, AS WELL AS STATISTICAL INFORMATION THAT THE HOSPITAL CAN USE TO FURTHER ITS BENEFIT TO THE COMMUNITY. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance THERE ARE SEVERAL WAYS THAT THE HOSPITAL EDUCATES THE PUBLIC ABOUT ITS CHARITY CARE PROGRAMS. THE WEBSITE GIVES THE INFORMATION WHERE THE HOSPITAL'S CASEWORKER CAN BE FOUND IN ADDITION TO A STATE EMPLOYEE OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES ON CAMPUS. THERE ARE ALSO SIGNS IN BOTH ENGLISH AND SPANISH THAT DIRECT PATIENTS TO THE ASSISTANCE THEY COULD QUALIFY FOR. INFORMATION ABOUT FINANCIAL ASSISTANCE IS ALSO PROVIDED TO PATIENTS DURING THE INTAKE AND DISCHARGE PROCESS. Schedule H, Part VI, Line 4 Community information FRIO HOSPITAL SERVES THE FRIO COUNTY AND SURROUNDING COMMUNITIES INCLUDING LA SALLE COUNTY. THESE CONSIST OF PRIMARILY A HISPANIC POPULATION, 15,167 OR 77.7% OF THE 19,520 PEOPLE LIVING IN FRIO COUNTY AND 5,236 OR 78.4% OF THE 6,679 PEOPLE LIVING IN LA SALLE COUNTY ARE HISPANIC ACCORDING TO THE LATEST CENSUS. FRIO HOSPITAL IS LOCATED IN PEARSALL WHICH IS APPROXIMATELY 55 MILES FROM SAN ANTONIO AND APPROXIMATELY 97 MILES FROM THE MEXICAN BORDER. 11.4% OF THE POPULATION AGE 25 HAD AN BACHELOR'S DEGREE OR HIGHER. HOWEVER, 19.6% OF THE POPULATION IN FRIO COUNTY AND 27.1% OF THE POPULATION IN LA SALLE COUNTY WERE BELOW THE POVERTY LINE. FRIO HOSPITAL HAS ALSO STARTED TO SERVE DILLEY AND COTULLA. THESE CITIES HAVE A TOTAL POPULATION OF 3,953 AND 3,577 RESPECTIVELY. THERE IS A LARGE DISPARITY BETWEEN THESE CITIES WITH DILLEY HAVING PER CAPITA INCOME OF $21,938 AND COTULLA HAVING $10,856 WHICH ARE BOTH WELL BELOW TEXAS AND THE UNITED STATES ACCORDING TO THE MOST RECENT DATA AVAILABLE. Schedule H, Part VI, Line 5 Promotion of community health FRIO REGIONAL HOSPITAL PROVIDES INFORMATION AND EDUCATES THE PUBLIC THROUGH HEALTH LITERATURE, PUBLIC FORUMS, AND COLLABORATION WITH OTHER HEALTH RESOURCES. THE HOSPITAL REACHES OUT TO CIVIC, POLITICAL, NONPROFIT, RELIGIOUS AND BUSINESS ORGANIZATIONS BY DISTRIBUTING HOSPITAL/HEALTH RELATED MATERIAL, EDUCATIONAL INFORMATION AND FREE SCREENINGS AT VARIOUS LOCAL EVENTS AND LOCATIONS. THE HOSPITAL ALSO ASSISTS AND COLLABORATES WITH COMMUNITY ORGANIZATIONS WITH HEALTH FAIRS, COMMUNITY EVENTS, PARTNERSHIPS AND PROVIDES BOOTH SPONSORSHIPS TO RAISE HEALTH AWARENESS. Schedule H, Part VI, Line 7 State filing of community benefit report TX false false false false false false false false false SAMER ARAB PHYSICIAN 408089 0 106643 0 65200 0 13312 0 15013 0 608257 0 0 0 John Barrera Nurse Practioner 181104 0 0 0 1300 0 7185 0 2386 0 191975 0 0 0 Earl Marshall Physician 295236 0 0 0 89200 0 16235 0 15013 0 415684 0 0 0 Jim Bean Physician 632630 0 0 0 0 0 12115 0 11450 0 656195 0 0 0 Carlos Godinez Physician 276520 0 50000 0 0 0 13462 0 0 0 339982 0 0 0 Form 990, Part VI, Line 3 Delegation of management duties Frio Regional Hospital has an agreement with Methodist Healthcare System (Methodist). The agreement provides that Methodist personnel perform duties as the hospital's executive employees. The CEO and CFO listed at Form 990, Part VII receive reportable and other compensation from the management company totaling $960,350. Form 990, Part VI, Line 8b Documentation of meetings held by committees of governing body THE ORGANIZATION DOES NOT HAVE SEPARATE COMMITTEES TO ACT ON BEHALF OF THE GOVERNING BODY. Form 990, Part VI, Line 11b Review of form 990 by governing body THE ORGANIZATION'S TAX RETURN IS REVIEWED AND APPROVED BY MANAGEMENT. AFTER MANAGEMENT'S REVIEW, THE BOARD OF DIRECTORS WILL REVIEW THE RETURN AT THEIR NEXT MEETING. Form 990, Part VI, Line 12c Conflict of interest policy THE HOSPITAL RECENTLY ADOPTED A WRITTEN CONFLICT OF INTEREST POLICY. BOARD MEMBERS AND OFFICERS ARE REQUIRED TO COMPLETE ANNUAL QUESTIONNAIRES TO REPORT POTENTIAL CONFLICTS OF INTEREST. IF A CONFLICT IS FOUND TO EXIST, THE CONFLICTED INDIVIDUAL IS REQUIRED TO ABSTAIN FROM DISCUSSION AND VOTING ON THAT MATTER. Form 990, Part VI, Line 19 Required documents available to the public EXCEPT AS INCLUDED IN THE FORM 1023 AND FORM 990S, THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC. Form 990, Part VIII, Line 2f Other Program Service Revenue Medical Records - Total Revenue: 588, Related or Exempt Function Revenue: 588, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Form 990, Part VIII, Line 11d Other Miscellaneous Revenue All other revenue - Total Revenue: 18702, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 18702; Form 990, Part IX, Line 11g Other Fees CONTRACT LABOR - Total Expense: 6313090, Program Service Expense: 5389959, Management and General Expenses: 923131, Fundraising Expenses: ; PROFESSIONAL FEES - Total Expense: 34104, Program Service Expense: 19104, Management and General Expenses: 15000, Fundraising Expenses: ; OTHER PURCHASED SERVICES - Total Expense: 298775, Program Service Expense: 213094, Management and General Expenses: 85681, Fundraising Expenses: ; PHYSICIAN FEES - Total Expense: 520209, Program Service Expense: 520209, Management and General Expenses: 0, Fundraising Expenses: ; FORM 990, PART VI, SECTION B, LINE 15A & 15B DETERMINING COMPENSATION OF OFFICERS OUR CFO & CEO ARE HOSPITAL CORPORATION OF AMERICA (HCA) EMPLOYEES AS PART OF THE METHODIST MANAGEMENT AGREEMENT. HCA SEPERATES ITS HOSPITALS INTO SEVERAL CATEGORIES BASED ON ANNUAL NET REVENUE AVERAGED OVER THE LAST 3 YEARS. THE HOSPITAL IS A LEVEL A AND BOTH CEO AND CFO ARE PAID WITHIN THE RANGES OF COMPARABLE FACILITIES. Additionally, the management company conducts regular fair market value studies to determine the fee paid pursuant to the management agreement.