4A (Expenses $ 1459261720 including grants of $ 51441175) (Revenue $ 1689426228)
The primary mission of the Methodist Hospitals of Dallas d/b/a Methodist Health System (MHS) is to serve people in defined service areas by meeting their health needs effectively and in a manner that reflects a commitment to Christian concepts of life and learning. This mission is pursued by operating six general acute-care hospitals and other healthcare services, education and support programs needed by the communities in North Central Texas. The hospitals are: Methodist Dallas Medical Center (MDMC), a 592 licensed bed teaching referral hospital; Methodist Charlton Medical Center (MCMC), a 314 licensed bed teaching hospital; Methodist Mansfield Medical Center (MMMC), a 262 licensed bed hospital; Methodist Richardson Medical Center (MRMC) which now operates a 443 licensed bed hospital across two campuses, Methodist Midlothian (MLMC), a 46 licensed bed hospital; and Methodist Southlake Medical Center (MSMC), a 54 licensed bed hospital. (Continued on Schedule O)

Schedule H, Part V, Section B, Line 3E
The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA.

Schedule H, Part V, Section B, Line 5 Facility A, 1
Facility A, 1 - Methodist Mansfield Medical Center and Methodist Southlake Medical Center. In addition to analyzing quantitative data, a focus group and key informant interviews, were conducted June 2021 through February 2022 to take into account the input of persons representing the broad interests of the community served; Interviews and surveys were conducted with key informants-leaders and representatives who serve the community and have insight into its needs; and prioritization sessions were held with hospital clinical leadership and community leaders to review collection results and identify the most significant healthcare needs based on information gleaned from the focus group and key informants. While the focus group helped identify barriers and social factors influencing the community's health needs, key informant interviews provided even more understanding and insight about the general health status of the community and the various drivers that contributed to health issues. The assessment is available for public comment or feedback on the report findings. Written input received on the most recently conducted CHNA and subsequent implementation strategies was reviewed and considered in the report development. Multiple governmental public health department individuals were asked to contribute their knowledge, information, and expertise relevant to the health needs of the community. Individuals or organizations that served and/or represented the interests of medically underserved, low-income and minority populations in the community also took part in the process. In some cases public health officials were unavailable due to obligations concerning the COVID-19 pandemic. A list of the organizations providing input includes: Brittain Kalish Group Project Access; Baylor Scott White Health; Fort Worth Housing Solutions; Meals on Wheels; Medstar; Methodist Mansfield Advisory Board; One Safe Place; Project Access Tarrant County; Tarrant Area Food Bank; Tarrant County Public Health; United Way of Tarrant County.

Schedule H, Part V, Section B, Line 6a Facility A, 1
Facility A, 1 - ALL FACILITIES IN REPORTING GROUP A. Methodist Mansfield Medical Center (MMMC) is a 262 licensed bed hospital. Methodist Southlake Medical Center is a 54 licensed bed hospital. Both serve different areas in the DFW metroplex. The aforementioned hospitals conduct a single CHNA.

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - Methodist Mansfield Medical Center. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following five significant needs were selected to be addressed via the Methodist Mansfield 2019 CHNA implementation strategy: atrial fibrillation; obesity; diabetes; opioid addiction; cancer. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. --Atrial Fibrillation: In a continued effort to increase awareness of A-Fib with added treatment services and outreach, Methodist Mansfield enhanced existing A-Fib programs and services, increasing cryo-ablation and EP procedures. In addition, Methodist Mansfield worked to increase awareness through education seminars and training on A-Fib signs and symptoms. -Obesity and Diabetes: Methodist Mansfield worked to increase awareness of obesity prevention and treatment by reaching individuals and school nurses with educational presentations, and sponsoring the Run with Heart event as well as other sponsored runs. To help increase awareness of diabetes prevention, Methodist Mansfield reached individuals with education and funding for the Mansfield Mission Center Wellness Clinic. -Opioid addiction: Regarding opioid addiction prevention and treatment, Methodist Mansfield completed staff education on street and prescription drugs and established a drug disposal program for the convenient disposal of expired or no longer needed drugs through their pharmacy. -Cancer: Through the sponsorship of the Prettier in Pink event and other community education and awareness events, Methodist Mansfield reached participants with information about cancer prevention and the importance of early detection. In addition, the facility opened a comprehensive women's imaging center providing additional services to the community. The following identified significant needs are not being addressed through the implementation strategy: mental health (e.g.: providers, Alzheimer's disease/dementia; depression; schizophrenia and other psychotic disorders; intentional self-harm; suicide); access to care (e.g.: transportation; primary care providers); social determinants of health (e.g.: civilian veteran population; social isolation); maternal and child health (e.g.: first trimester entry into prenatal care); preventable hospitalizations (e.g.: perforated appendix admissions); injury and death - children (e.g.: infant mortality); environment (e.g.: food insecurity). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 11 Facility A, 2
Facility A, 2 - Methodist Southlake Medical Center. Due to the previous ownership structure, Methodist Southlake was not required to complete a CHNA in 2019. As a result of a change in ownership structure, the facility completed its 2022 CHNA to meet its requirement in July 2022 which will cover tax years 2022, 2023, and 2024. Through the prioritization process, the following six significant needs were identified for the health community: access to mental health resources, diabetes management, access to primary care provider/services; increasing health needs of aging community; cancer incidence, and many non-English speakers. Of those, Methodist Southlake will address access to mental health services, access to primary care providers/services, increasing needs of an aging community and many non-English speakers. The remaining needs are being addressed by Methodist Mansfield as part of their joint implementation strategy. The following programs/activities are how the hospital facility planned to address the selected significant needs in its most recently conducted CHNA. -Access to mental health resources: Provide placement assistance for suicidal patients -Access to primary care provider/services: Add primary care physicians and locations in the community to provide additional resources -Increasing needs of an aging community: Provide depression screenings for all senior patients at Methodist Family Health Centers in the service area; and provide cardiology medical services and community education resources about cardiovascular disease symptoms, treatment and mitigating risk factors -Many non-English speakers: Provide translation services for patients and families 24/7 either in person or via electronic means.

Schedule H, Part V, Section B, Line 13 Facility A, 1
Facility A, 1 - Methodist Mansfield Medical Center and Methodist Southlake Medical Center. MHS will take into account the income level, family size, and amount of hospital charges in order to determine eligibility for the levels of financial assistance. In certain extraordinary cases where these factors may not accurately reflect the patient's ability to pay, MHS may take into account the earning status and potential of the patient and family, and frequency of their hospital and medical bills.

Schedule H, Part V, Section B, Line 20 Facility A, 1
Facility A, 1 - All Facilities. AT THE CURRENT TIME MHS DOES NOT ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (ECAS), THEREFORE BOX E IS SELECTED TO INDICATE THAT NO EFFORTS WERE MADE BY THE HOSPITAL FACILITIES OR OTHER AUTHORIZED PARTY BEFORE INITIATING AN ECA.

Schedule H, Part V, Section B, Line 3E
The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA.

Schedule H, Part V, Section B, Line 5 Facility B, 1
Facility B, 1 - Methodist Dallas Medical Center, METHODIST CHARLTON MEDICAL CENTER, METHODIST REHABILITATION HOSPITAL. In addition to analyzing quantitative data, a focus group and key informant interviews, were conducted June 2021 through February 2022 to take into account the input of persons representing the broad interests of the community served; Interviews and surveys were conducted with key informants-leaders and representatives who serve the community and have insight into its needs; and prioritization sessions were held with hospital clinical leadership and community leaders to review collection results and identify the most significant healthcare needs based on information gleaned from the focus group and key informants. While the focus group helped identify barriers and social factors influencing the community's health needs, key informant interviews provided even more understanding and insight about the general health status of the community and the various drivers that contributed to health issues. The assessment is available for public comment or feedback on the report findings. Written input received on the most recently conducted CHNA and subsequent implementation strategies was reviewed and considered in the report development. Multiple governmental public health department individuals were asked to contribute their knowledge, information, and expertise relevant to the health needs of the community. Individuals or organizations that served and/or represented the interests of medically underserved, low-income and minority populations in the community also took part in the process. In some cases public health officials were unavailable due to obligations concerning the COVID-19 pandemic. A list of the organizations providing input includes: American Heart Association; Baylor Scott White Health; Bridge Breast Network; Brighter Tomorrows; Baylor Scott White Heart Vascular; Baylor University Medical Center; Crossroads; Dallas Area Interfaith; Dallas Area Rape Crisis Center (DARCC); Dallas Area Rapid Transit (DART); Eligibility Consultants Inc.; Empowering the Masses; Family Promise of Living; First United Methodist; For Oak Cliff; Frazier Revitalization; Golden SEEDs; Goodwill Dallas; Methodist Dallas Medical Center; Methodist Health System; Methodist Health System Golden Cross Academic Clinic; Metrocare Services; Sharing Life; South Dallas Fair Park Faith Coalition; Southern Methodist University; Sr. Dir Business Ops; State Fair of Texas; he Bridge Homeless Recovery Center; The Concilio; The Stewpot; United Way of Metropolitan Dallas (UWMD); Visiting Nurse Association (VNA); YMCA Dallas.

Schedule H, Part V, Section B, Line 6a Facility B, 1
Facility B, 1 - All Facilities in Reporting Group B. METHODIST DALLAS MEDICAL CENTER, METHODIST CHARLTON MEDICAL CENTER, and METHODIST REHABILITATION HOSPITAL are acute care hospitals serving Dallas county. The aforementioned hospitals conduct a single CHNA.

Schedule H, Part V, Section B, Line 11 Facility B, 1
Facility B, 1 - Methodist Dallas Medical Center. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following four significant needs were selected to be addressed via the Methodist Charlton, Methodist Dallas, and Methodist Rehabilitation joint 2019 CHNA implementation strategy: hypertension; stroke; diabetes; and HIV. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Hypertension / Diabetes / Stroke: Methodist Dallas conducted monthly support groups, attended by physician guest speakers, to provide a forum for patients to connect with each other. Meetings were also held virtually to increase accessibility. Varied topics were discussed, including heart disease, diabetes and stroke prevention. -HIV: Added HIV specialists; work with PCPs to communicate the importance of HIV testing; Support HIV advocacy groups with sponsorships and engage people at events by bringing team members from infectious disease and pharmacy. The following identified significant needs are not being addressed by any of the three facilities through the joint implementation strategy: mental health (e.g.: providers, frequent mental distress; intentional self-harm; suicide); environment (e.g.: food insecurity; housing); social determinants of health (e.g.: poverty (adults and children); language barriers); access to care (e.g.: uninsured adults and children; transportation); injury and death - children (e.g.: infant and child mortality); health behaviors - substance abuse (e.g.: drug overdose deaths - opioids; drug poisoning deaths; motor vehicle driving deaths with alcohol involvement); preventable hospitalizations (e.g.: adult and pediatric perforated appendix admissions). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 11 Facility B, 2
Facility B, 2 - Methodist Charlton Medical Center. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following four significant needs were selected to be addressed via the Methodist Charlton, Methodist Dallas, and Methodist Rehabilitation joint 2019 CHNA implementation strategy: hypertension; stroke; diabetes; and HIV. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Hypertension / diabetes / stroke: Methodist Charlton conducted monthly support groups, attended by physician guest speakers, to provide a forum for patients to connect with each other. Meetings were also held virtually to increase accessibility. Varied topics were discussed, including heart disease, diabetes and stroke prevention. Additionally, Methodist Charlton held monthly heart health and diabetes workshops throughout the year. Two versions of the Methodist Health System newsletter, Shine and Shine Online, ran articles about hypertension, stroke, and diabetes; and additional viewers were reached through social media outreach in the Methodist Charlton service area. The CardioMEMS program at Methodist Charlton has had steady growth over the past three years. The growth was facilitated when Medicare expanded their coverage criteria in 2020, which allowed for more Medicare patients to become eligible for CardioMEMS implantation. HIV is one of the other needs selected by the three facilities in the joint CHNA. However, HIV is being addressed by Methodist Dallas Medical Center in the three facilities' joint implementation strategy and not by Methodist Charlton. The following identified significant needs are not being addressed by any of the three facilities through the joint implementation strategy: Mental health (e.g.: providers, frequent mental distress; intentional self-harm; suicide); environment (e.g.: food insecurity; housing); social determinants of health (e.g.: poverty (adults and children); language barriers); access to care (e.g.: uninsured adults and children; transportation); injury and death - children (e.g.: infant and child mortality); health behaviors - substance abuse (e.g.: drug overdose deaths - opioids; drug poisoning deaths; motor vehicle driving deaths with alcohol involvement); preventable hospitalizations (e.g.: adult and pediatric perforated appendix admissions). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and, implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 11 Facility B, 3
Facility B, 3 - Methodist Rehabilitation Hospital. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following four significant needs were selected to be addressed via the Methodist Charlton, Methodist Dallas, and Methodist Rehabilitation joint 2019 CHNA implementation strategy: hypertension; stroke; diabetes; and HIV. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Stroke: Methodist Rehab Hospital continued their patient and provider education about rehab services. Due to COVID, a selection of provider education courses were conducted virtually. Patient and family rehab education took place prior to discharge. -Hypertension, diabetes and HIV are other needs selected by the three facilities in the joint CHNA. However, HIV is being addressed by Methodist Dallas Medical Center and hypertension and Diabetes are both being addressed by Methodist Dallas and Methodist Charlton Medical Centers in the three facilities' joint implementation strategy and not by Methodist Rehabilitation Hospital. The following identified significant needs are not being addressed by any of the three facilities through the joint implementation strategy: Mental health (e.g.: providers, frequent mental distress; intentional self-harm; suicide); environment (e.g.: food insecurity; housing); social determinants of health (e.g.: poverty (adults and children); language barriers); access to care (e.g.: uninsured adults and children; transportation); injury and death - children (e.g.: infant and child mortality); health behaviors - substance abuse (e.g.: drug overdose deaths - opioids; drug poisoning deaths; motor vehicle driving deaths with alcohol involvement); preventable hospitalizations (e.g.: adult and pediatric perforated appendix admissions). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 13 Facility B, 1
Facility B, 1 - METHODIST DALLAS MEDICAL CENTER, METHODIST CHARLTON MEDICAL CENTER, METHODIST REHABILITATION HOSPITAL. MHS will take into account the income level, family size, and amount of hospital charges in order to determine eligibility for the levels of financial assistance. In certain extraordinary cases where these factors may not accurately reflect the patient's ability to pay, MHS may take into account the earning status and potential of the patient and family, and frequency of their hospital and medical bills.

Schedule H, Part V, Section B, Line 20 Facility B, 1
Facility B, 1 - All Facilities. AT THE CURRENT TIME MHS DOES NOT ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (ECAS), THEREFORE BOX E IS SELECTED TO INDICATE THAT NO EFFORTS WERE MADE BY THE HOSPITAL FACILITIES OR OTHER AUTHORIZED PARTY BEFORE INITIATING AN ECA.

Schedule H, Part V, Section B, Line 3E
The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA.

Schedule H, Part V, Section B, Line 5 Facility C, 1
Facility C, 1 - Methodist Hospital of Surgery and Methodist Richardson Medical Center. In addition to analyzing quantitative data, two focus groups as well as key informant interviews, were conducted June 2021 through February 2022 to take into account the input of persons representing the broad interests of the community served; Interviews and surveys were conducted with key informants-leaders and representatives who serve the community and have insight into its needs; and prioritization sessions were held with hospital clinical leadership and community leaders to review collection results and identify the most significant healthcare needs based on information gleaned from the focus group and key informants. While the focus group helped identify barriers and social factors influencing the community's health needs, key informant interviews provided even more understanding and insight about the general health status of the community and the various drivers that contributed to health issues. The assessment is available for public comment or feedback on the report findings. Written input received on the most recently conducted CHNA and subsequent implementation strategies was reviewed and considered in the report development. Multiple governmental public health department individuals were asked to contribute their knowledge, information, and expertise relevant to the health needs of the community. Individuals or organizations that served and/or represented the interests of medically underserved, low-income and minority populations in the community also took part in the process. In some cases public health officials were unavailable due to obligations concerning the COVID-19 pandemic. A list of the organizations providing input includes: American Heart Association; Baylor Scott White Health; Baylor Scott White Heart Vascular; Baylor University Medical Center; Bridge Breast Network; Brighter Tomorrows; BSW Collin Dallas; BSW-Plano; CCRHP 18/PIA; Church of Jesus Christ of LOS; Collin County Coalition Charitable; Collin County Health Care Services; Collin County Health Dept; Collin County Public Health; Collin College Homeless Coalition; Community Lifeline Center; Crossroads; Dallas Area Interfaith; Dallas Area Rape Crisis Center (DARCC); Dallas Area Rapid Transit (DART); Eligibility Consultants Inc.; Empowering the Masses; Family Promise of Living; First United Methodist; First United Methodist, Richardson; For Oak Cliff; Frazier Revitalization; Golden SEEDs; Goodwill Dallas; Health Services of North Texas; Julia's Center; Methodist Dallas Medical Center; Methodist Health System; Methodist Golden Cross Academic Clinic; Metrocare Services; My Possibilities; North Central Texas Health Care Center Comm.; NTFB; Plano Fire-Rescue; Sharing Life; South Dallas Fair Park Faith Coalition; Southern Methodist University; Sr. Dir Business Ops; State Fair of Texas; Texas Health Resources; The Bridge Homeless Recovery Center; The Concilio; The Stewpot; United Way; United Way of Metropolitan Dallas (UWMD); Visiting Nurse Association (VNA); Wellness Center for Older Adults; YMCA Dallas.

Schedule H, Part V, Section B, Line 6a Facility C, 1
Facility C, 1 - All facilities in reporting Group C. Methodist Richardson Medical Center (MRMC) operates a 443 licensed bed hospital across two campuses. Methodist Hospital for Surgery does not have any licensed beds. The aforementioned hospitals conducted a single CHNA.

Schedule H, Part V, Section B, Line 11 Facility C, 1
Facility C, 1 - Methodist Hospital for Surgery. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following two significant needs were selected to be addressed via the Methodist Hospital for Surgery 2019 CHNA implementation strategy: Poverty, food insecurity The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Poverty / food insecurity: Methodist Hospital for Surgery provided community support around food insecurity and poverty by providing volunteers at Metrocrest Services Food Pantry. Additionally, a $10,000 donation was made to assist Metrocrest Services as they provided much needed services to the community. A food drive was also held by the facility and cans of food donated to the Metrocrest Services Food Pantry. The following identified significant needs are not being addressed through the implementation strategy: Health behaviors - substance abuse (e.g.: alcohol abuse; motor vehicle accidents with alcohol involved; drug overdose deaths - opioids); chronic conditions (e.g.: diabetes; heart disease); access to care (e.g.: uninsured (adults and children); transportation; primary care providers); cancer (e.g.: cancer incidence - breast, prostate); mental health (e.g.: providers, Alzheimer's disease/dementia; depression; schizophrenia and other psychotic disorders; intentional self-harm; suicide); preventable hospitalizations (e.g.: adult and Pediatric perforated appendix admissions); injury and death - children (e.g.: infant and child mortality). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 11 Facility C, 2
Facility C, 2 - Methodist Richardson Medical Center. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following three significant needs were selected to be addressed via the Methodist Richardson 2019 CHNA implementation strategy: chronic heart failure, cancer, and stroke. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Congestive heart failure: In an effort to increase awareness of congestive heart failure risk factors and prevention, Methodist Richardson sponsored the Corporate Challenge and the annual Gobble Hobble Boys Girls club event in 2021 and 2022 reaching participants with educational materials. Leveraging existing services and education programs, Methodist Richardson reached individuals with stroke prevention information working to increase awareness about signs and symptoms of stroke. Although many events were suspended due to COVID, the facility is currently providing education to EMS crews about stroke prevention and treatment. In addition, Methodist Richardson provides stroke support group information in discharge packets to reach patients with important follow-up support. The facility also implemented the Next Steps program in 2021 which includes follow-up calls by OP therapy staff to encourage continued therapy if needed. -Stroke: Methodist Richardson reached individuals with stroke prevention information working to increase awareness about signs and symptoms of stroke. Although many events were suspended due to COVID, the facility is currently providing education to EMS crews about stroke prevention and treatment. In addition, Methodist Richardson provides stroke support group information in discharge packets to reach patients with important follow-up support. The facility also implemented the Next Steps program in 2021 which includes follow-up calls by OP therapy staff to encourage continued therapy if needed. -Cancer: With the goal of increasing awareness of cancer prevention and treatment, Methodist Richardson obtained COC re-accreditation and reached patients with educational information and treatment. In addition, the facility also expanded existing research trials to include liver patients, increasing the access to important cancer treatment research. The following identified significant needs are not being addressed through the implementation strategy: Health behaviors (e.g.: adolescent behavioral health); social determinants of health (e.g.: language barriers (non-English speaking households); poverty (adults/children); social isolation; mental health (e.g.: schizophrenia and other psychotic disorders; depression); environment (e.g.: food insecurity; housing; renter-occupied housing; homicides; violent crime offenses); health behaviors - substance abuse e.g.: drug overdose deaths - opioids; drug poisoning death rate; motor vehicle driving deaths with alcohol involvement); injury and death - children (e.g.: child mortality; infant mortality); preventable hospitalizations (e.g.: adult and pediatric perforated appendix admission). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 13 Facility C, 1
Facility C, 1 - Methodist Richardson Medical Center and Methodist Hospital for Surgery. MHS will take into account the income level, family size, and amount of hospital charges in order to determine eligibility for the levels of financial assistance. In certain extraordinary cases where these factors may not accurately reflect the patient's ability to pay, MHS may take into account the earning status and potential of the patient and family, and frequency of their hospital and medical bills.

Schedule H, Part V, Section B, Line 20 Facility C, 1
Facility C, 1 - ALL FACILITIES. AT THE CURRENT TIME MHS DOES NOT ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (ECAS), THEREFORE BOX E IS SELECTED TO INDICATE THAT NO EFFORTS WERE MADE BY THE HOSPITAL FACILITIES OR OTHER AUTHORIZED PARTY BEFORE INITIATING AN ECA.

Schedule H, Part V, Section B, Line 2
MLMC is a general acute care hospital located on U.S. Highway 287 in Midlothian, Texas. It currently has 46 licensed beds. The facility is a full service, general acute care hospital, including OB and ED services. The facility opened in November 2020.

Schedule H, Part V, Section B, Line 3E
The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA.

Schedule H, Part V, Section B, Line 5 Facility D, 1
Facility D, 1 - Methodist Midlothian Medical Center. In addition to analyzing quantitative data, a focus group and key informant interviews, were conducted June 2021 through February 2022 to take into account the input of persons representing the broad interests of the community served; Interviews and surveys were conducted with key informants-leaders and representatives who serve the community and have insight into its needs; and prioritization sessions were held with hospital clinical leadership and community leaders to review collection results and identify the most significant healthcare needs based on information gleaned from the focus group and key informants. While the focus group helped identify barriers and social factors influencing the community's health needs, key informant interviews provided even more understanding and insight about the general health status of the community and the various drivers that contributed to health issues. The assessment is available for public comment or feedback on the report findings. Written input received on the most recently conducted CHNA and subsequent implementation strategies was reviewed and considered in the report development. Multiple governmental public health department individuals were asked to contribute their knowledge, information, and expertise relevant to the health needs of the community. Individuals or organizations that served and/or represented the interests of medically underserved, low-income and minority populations in the community also took part in the process. In some cases public health officials were unavailable due to obligations concerning the COVID-19 pandemic. A list of the organizations providing input includes: Baylor Scott White Health; Daniel's Den; Emergency Management Midlothian Police Department; Hope Clinic; Meals on Wheels; Mansfield Independent School District; Presbyterian Children's Homes Services; REACH Council; St. Joseph Church; United Way; Waxahachie Independent School District; Waxahachie Care Services.

Schedule H, Part V, Section B, Line 11 Facility D, 1
Facility D, 1 - Methodist Midlothian Medical Center. A 2019 CHNA was not conducted for Methodist Midlothian as it is a new facility and was not open until 2020. The facility completed its 2022 CHNA in July 2022 which will cover tax years 2022, 2023 and 2024. Through the prioritization process, the following six significant needs were selected to be addressed via the Methodist Midlothian 2022 CHNA implementation strategy: access to primary care resources, chronic conditions management, escalating health needs of an aging community; access to behavioral health and substance abuse resources, cancer incidence, and prenatal care issues. The following programs/activities are how the hospital facility planned to address the selected significant needs in its most recently conducted CHNA. -Access to primary care resources: Add primary care physicians and locations in the community to provide additional resources; Provide primary care services for the MISD Express Care Clinic -Chronic conditions management: Provide chronic conditions management as topics for quarterly Lunch and Learn community education events -Escalating needs of an aging community: Provide depression screenings for all senior patients at Methodist Family Heath Centers in the service area; Publish information about health issues of the aging in a message from the physician section of SHINE magazine; and provide education/outreach at local senior groups about health needs of the aging community. -Access to behavioral health and substance abuse resources: Provide placement assistance for suicidal patients; Support Midlothian Mental Health initiatives as key sponsor. -Cancer incidence: Support Midlothian ISD Pink Out event with sponsorship funding. -Prenatal care issues: Add OB providers and locations in the community to provide additional resources.

Schedule H, Part V, Section B, Line 13 Facility D, 1
Facility D, 1 - All facilities. MHS will take into account the income level, family size, and amount of hospital charges in order to determine eligibility for the levels of financial assistance in certain extraordinary cases where these factors may not accurately reflect the patients ability to pay, MHS may take into account the earnings status and potential of the patient and family, and frequency of their hospital and medical bills.

Schedule H, Part V, Section B, Line 20 Facility D, 1
Facility D, 1 - All Facilities. At the current time MHS does not engage in any extraordinary collection actions (ECAS), therefore box E is selected to indicate that no efforts were made by the hospital facilities or other authorized party before initiating an ECA.

Schedule H, Part V, Section B, Line 3E
The significant health needs are a prioritized description of the significant health needs of the community and identified through the CHNA.

Schedule H, Part V, Section B, Line 5 Facility E, 1
Facility E, 1 - Methodist McKinney Hospital. In addition to analyzing quantitative data, a focus group and key informant interviews, were conducted June 2021 through February 2022 to take into account the input of persons representing the broad interests of the community served; Interviews and surveys were conducted with key informants-leaders and representatives who serve the community and have insight into its needs; and prioritization sessions were held with hospital clinical leadership and community leaders to review collection results and identify the most significant healthcare needs based on information gleaned from the focus group and key informants. While the focus group helped identify barriers and social factors influencing the community's health needs, key informant interviews provided even more understanding and insight about the general health status of the community and the various drivers that contributed to health issues. The assessment is available for public comment or feedback on the report findings. Written input received on the most recently conducted CHNA and subsequent implementation strategies was reviewed and considered in the report development. Multiple governmental public health department individuals were asked to contribute their knowledge, information, and expertise relevant to the health needs of the community. Individuals or organizations that served and/or represented the interests of medically underserved, low-income and minority populations in the community also took part in the process. In some cases public health officials were unavailable due to obligations concerning the COVID-19 pandemic. A list of the organizations providing input includes: Baylor Scott White Health; BSW McKinney; BSW Plano; CCRHP 18/PIA; Church of Jesus Christ of LOS; Collin County Coalition Charitable; Collin County Health Care Services; Collin County Health Dept; Collin County Public Health; Collin College Homeless Coalition; Community Lifeline Center; First United Methodist, Richardson; Health Services of North Texas; Julia's Center; My Possibilities; North Central Texas Health Care Center Comm.; NTFB; Plano Fire-Rescue; Texas Health Resources; United Way; Wellness Center for Older Adults.

Schedule H, Part V, Section B, Line 11 Facility E, 1
Facility E, 1 - Methodist McKinney Hospital. The 2021 tax year represents the final year of the implementation strategy adopted as part of the 2019 CHNA. Through the prioritization process, the following two significant needs were selected to be addressed via the Methodist McKinney Hospital 2019 CHNA implementation strategy: access to care (primary care and cost); and coordination of services/care. The 2019 CHNA covers fiscal years 2020, 2021 and 2022 during which the following accomplishments were made to address the 2019 CHNA priority needs: -Over the past 2 years, many of the implementation strategy efforts were impeded as the facility reprioritized projects in response to the pandemic. Although many of the plans were halted, several of the initiatives have re-gained some momentum through virtual offerings. -Access to care (primary care and cost): In an effort to impact the community health need of primary care and cost, Methodist McKinney Hospital recruited two additional physicians to expand services at West McKinney Health Wellness. Also, as a result of COVID-19, Methodist McKinney added a Virtual Joint Class participation option for patients in addition to the already existing live Joint Class and video options. Methodist McKinney also expanded physical therapy services through the addition of six new physical therapy clinics. Methodist McKinney also began offering nursing and scrub tech residency programs for Collin College new graduates as well as began a partnership with the College to have the nursing students do clinical rounds at the hospital. -Coordination of services/care: Methodist McKinney implemented RecoveryCOACH, a patient portal providing pre and post op education for a successful joint replacement journey. The Joint Replacement Program also now features a Nurse Navigator who guides these patients thru their episode of care. The following identified significant needs are not being addressed through the implementation strategy: health behaviors - substance abuse (e.g.: motor vehicle accidents with alcohol involved); preventable hospitalizations (e.g.: adult and pediatric perforated Appendix admissions); social determinants of health (e.g.: social isolation); cancer (e.g.: cancer incidence - breast); mental health (e.g.: providers, intentional self-harm; suicide). These other significant health needs were not chosen to be addressed for a combination of the following reasons: the need was not well-aligned with organizational strengths; there are not enough existing organizational resources to adequately address the need; and implementation efforts would not impact as many community residents (magnitude) as those that were chosen.

Schedule H, Part V, Section B, Line 13 Facility E, 1
Facility E, 1 - METHODIST MCKINNEY HOSPITAL. MHS will take into account the income level, family size, and amount of hospital charges in order to determine eligibility for the levels of financial assistance. In certain extraordinary cases where these factors may not accurately reflect the patient's ability to pay, MHS may take into account the earning status and potential of the patient and family, and frequency of their hospital and medical bills.

Schedule H, Part V, Section B, Line 20 Facility E, 1
Facility E, 1 - METHODIST MCKINNEY HOSPITAL. AT THE CURRENT TIME MHS DOES NOT ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (ECAS), THEREFORE BOX E IS SELECTED TO INDICATE THAT NO EFFORTS WERE MADE BY THE HOSPITAL FACILITIES OR OTHER AUTHORIZED PARTY BEFORE INITIATING AN ECA.

Schedule H, Part I, Line 3c Charity Care
AS PART OF ITS MISSION, MHS PROVIDES CHARITY CARE TO PATIENTS WHO LACK THE ABILITY TO PAY. THE DETERMINATION OF THE ABILITY TO PAY MAY TAKE INTO ACCOUNT A NUMBER OF FINANCIAL VARIABLES, INCLUDING BUT NOT LIMITED TO: (1) INCOME LEVEL, (2)FAMILY SIZE AND (3) AMOUNT OF HOSPITAL CHARGES. IN CERTAIN EXTRAORDINARY CASES WHERE THESE FACTORS MAY NOT ACCURATELY REFLECT THE PATIENT'S ABILITY TO PAY, MHS MAY TAKE INTO ACCOUNT THE EARNING STATUS AND POTENTIAL OF THE PATIENT AND FAMILY, AND FREQUENCY OF THEIR HOSPITAL AND MEDICAL BILLS. Further, MHS may conclude, without a completed assessment of eligibility that a favorable classification for charity may be appropriate based on other information obtained.

Schedule H, Part V, Section B, Line 16a FAP AVAILABLE WEBSITE
METHODIST DALLAS MEDICAL CENTER and METHODIST CHARLTON MEDICAL CENTER: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/ METHODIST REHABILITATION HOSPITAL: https://www.methodist-rehab.com/patient-experience/financial-assistance

Schedule H, Part V, Section B, Line 16b FAP APPLICATION FORM WEBSITE
METHODIST DALLAS MEDICAL CENTER and METHODIST CHARLTON MEDICAL CENTER: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/ METHODIST REHABILITATION HOSPITAL: https://www.methodist-rehab.com/patient-experience/financial-assistance

Schedule H, Part V, Section B, Line 16c PLAIN LANGUAGE FAP SUMMARY WEBSITE
METHODIST DALLAS MEDICAL CENTER and METHODIST CHARLTON MEDICAL CENTER: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/ METHODIST REHABILITATION HOSPITAL: https://www.methodist-rehab.com/patient-experience/financial-assistance

Schedule H, Part I, Line 7g Subsidized Health Services
SUBSIDIZED HEALTH SERVICES INCLUDE THE FOLLOWING: METHODIST, ALONG WITH THE COUNTY HOSPITAL AND TWO OTHER NON-PROFIT HOSPITALS IN DALLAS, JOINTLY SPONSORS A REGIONAL HELICOPTER, FIXED WING, AND GROUND AMBULANCE SERVICE CALLED CAREFLITE. METHODIST DALLAS MAINTAINS HELIPADS FOR THE HELICOPTER SERVICE. ALSO, METHODIST DALLAS STAFFS THE NEONATAL TRANSPORT TEAMS THAT ARE RESPONSIBLE FOR TRANSPORTING THE ILL NEONATES FROM OUTLYING AREAS TO METHODIST DALLAS. METHODIST ALSO PARTICIPATES IN THE DALLAS COUNTY AND TARRANT COUNTY INDIGENT CARE PROGRAMS WHICH ARE DESIGNED TO ENHANCE ACCESS AND DELIVERY OF COST-EFFECTIVE HEALTHCARE SERVICES TO INDIGENT PATIENTS OF DALLAS AND TARRANT COUNTIES. METHODIST ALSO SUBSIDIZES TRAUMA SERVICES FOR ITS ER'S AND HOSPITALS AT ITS HOSPITALS.

Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
The costs in the table were computed using the organization's cost-to-charge ratio. This ratio was determined using IRS Schedule H, Worksheet 2. The amounts reported at Line 7 are computed on the basis of the IRS Schedule H Worksheets for each respective Line 7 item.

Schedule H, Part II Community Building Activities
MHS BELIEVES THAT BY BEING FULLY ENGAGED IN COMMUNITY BUILDING ACTIVITIES INCLUDING, BUT NOT LIMITED TO, ECONOMIC AND WORKFORCE DEVELOPMENT, ENVIRONMENTAL AND SAFETY ISSUES, AS WELL AS COMMUNITY HEALTH ADVOCACY AND COMMUNITY SUPPORT IT CAN CONTRIBUTE BOTH DIRECTLY AND INDIRECTLY TO A HEALTHIER AND MORE VIBRANT COMMUNITY. MHS IS A MEMBER OF SEVERAL NATIONAL, STATE AND LOCAL HEALTHCARE ADVOCACY ORGANIZATIONS THAT PROMOTE HEALTHCARE POLICIES AND EDUCATE PEOPLE ON POLICIES THAT IMPACT HEALTHCARE ISSUES FACING THE COMMUNITIES. MHS ALSO PUBLISHES A COMMUNITY MAGAZINE TO KEEP THOSE IN ITS SERVICE AREA INFORMED OF ISSUES REGARDING THE CHANGES IN HEALTHCARE AS THEY ARISE AS WELL AS PROMOTING HEALTHY LIFESTYLES. MHS COMMITS SIGNIFICANT RESOURCES IN THE AREA OF PHYSICIAN RECRUITING FOR NEEDED SPECIALTIES AND IN UNDERSERVED AREAS.

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
FOR FINANCIAL STATEMENT PURPOSES, MHS HAS ADOPTED ACCOUNTING STANDARDS UPDATE NO. 2014-09 (TOPIC 606). IMPLICIT PRICE CONCESSIONS INCLUDES BAD DEBTS. THEREFORE, BAD DEBTS ARE INCLUDED IN NET PATIENT REVENUE IN ACCORDANCE WITH HEALTHCARE FINANCIAL MANAGEMENT ASSOCIATION STATEMENT NO. 15 AND BAD DEBT EXPENSE IS NOT SEPARATELY REPORTED AS AN EXPENSE ON IRS FORM 990, PART IX. THE AMOUNT REPORTED ON PART III, LINE 3 IS THE ESTIMATED BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED COLLECTIONS OF ACCOUNTS RECEIVABLE CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. MHS PROVIDES HEALTH CARE SERVICES TO PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. MHS MAINTAINS AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS FOR ESTIMATED LOSSES RESULTING FROM A PAYOR'S INABILITY TO MAKE PAYMENTS ON ACCOUNTS THE ALLOWANCE IS BASED ON HISTORICAL WRITE-OFFS AND THE AGING OF THE ACCOUNTS, MANAGEMENT CONTINUALLY MONITORS AND ADJUSTS THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS RECEIVABLE ACCOUNTS ARE WRITTEN OFF WHEN ROUTINE BILLING AND COMMUNICATION WITH THE PAYOR ARE NOT EXPECTED TO RESULT IN PAYMENT MHS COLLECTION EFFORTS CONTINUE, AND RECOVERIES OF ACCOUNTS WRITTEN OFF ARE ACCOUNTED FOR AS REDUCTIONS IN THE PROVISION FOR BAD DEBTS.

Schedule H, Part III, Line 8 Community benefit methodology for determining medicare costs
The Texas nonprofit hospitals annual report includes unreimbursed cost of Medicare as a community benefit in determining the state's statutory reporting. The organization provides care to Medicare patients regardless of this shortfall, thereby relieving the state and federal government of the burden of paying the full cost for the care of Medicare beneficiaries. To determine the amount reported on line 6, the organization's cost accounting system is utilized.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
The policy is posted on the MHS website in multiple languages including English, Mandarin, Korean, Spanish, Vietnamese, and Arabic. Further signage is in all access areas as well as written information is provided to patients upon intake. In addition, an annual posting for the organization's financial assistance policy is published in the local newspapers. The policy summary and the website link to the policy is printed on the patient statement and billing personnel follow up to provide the information when in contact with the patient. Contact information is provided so that individuals may have assistance with understanding and completing the Financial Assistance Application.

Schedule H, Part VI, Line 7 State filing of community benefit report
TX

Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
MHS provides health care services to patients regardless of their ability to pay. MHS records an implicit price concession in the period services are provided for services provided to the uninsured and underinsured, including patient accounts for which the primary insurance company has paid but the patient responsibility remains outstanding. The implicit price concession is based on historical write-offs and expected collections based on health care coverage and other collection indicators; management continually monitors and adjusts the implicit price concession. Accounts are written off when routine billing and communication with the patient are not expected to result in payment. MHS collection efforts continue, and recoveries of accounts written off are accounted for as reductions in the implicit price concession.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
The CBO will provide all completed FAP applications to Prime Financial where eligibility will be determined and if in-eligible, documented reasons for denial will be provided to the patient. No Extraordinary Collection Actions (ECA's), as defined above will be engaged in by the CBO or PFS during the duration of the FAP Process, as outlined above and in Policy FIN 006 regarding Financial Assistance. Classification of an account as financial assistance will suspend efforts to collect the account from the patient. Routine activity may continue in order to ensure that MHS can identify changed circumstances in the future and ensure continuity with respect to subsequent visits. Efforts to collect from third parties will continue, and any resulting collection would be a charity recovery.

Schedule H, Part V, Section B, Line 16a FAP website
A - METHODIST MANSFIELD MEDICAL CENTER: Line 16a URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; A - Methodist Southlake Medical Center: Line 16a URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; B - METHODIST DALLAS MEDICAL CENTER: Line 16a URL: See part VI supplemental information; C - METHODIST HOSPITAL FOR SURGERY: Line 16a URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; D - Methodist Midlothian Medical Center: Line 16a URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; E - METHODIST MCKINNEY HOSPITAL: Line 16a URL: https://methodistmckinneyhospital.com/patient-info/financial-information/;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - METHODIST MANSFIELD MEDICAL CENTER: Line 16b URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; A - Methodist Southlake Medical Center: Line 16b URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; B - METHODIST DALLAS MEDICAL CENTER: Line 16b URL: See part VI supplemental information; C - METHODIST HOSPITAL FOR SURGERY: Line 16b URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; D - Methodist Midlothian Medical Center: Line 16b URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; E - METHODIST MCKINNEY HOSPITAL: Line 16b URL: https://methodistmckinneyhospital.com/patient-info/financial-information/;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
A - METHODIST MANSFIELD MEDICAL CENTER: Line 16c URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; A - Methodist Southlake Medical Center: Line 16c URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; B - METHODIST DALLAS MEDICAL CENTER: Line 16c URL: See part VI supplemental information; C - METHODIST HOSPITAL FOR SURGERY: Line 16c URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; D - Methodist Midlothian Medical Center: Line 16c URL: https://www.methodisthealthsystem.org/patients-visitors/patient-tools-support/financial-assistance/; E - METHODIST MCKINNEY HOSPITAL: Line 16c URL: https://methodistmckinneyhospital.com/patient-info/financial-information/;

Schedule H, Part VI, Line 2 Needs assessment
Methodist has relied upon the knowledge and interest of its directors and trustees to determine the effectiveness of its community benefit planning. The corporate Board of Directors consists of civic, business, and professional leaders from the communities served by the hospital system. In these exchanges with the communities served, Methodist is able to solicit their views on how we can better serve the needs of all. In addition, individual hospital advisory boards, created in 2009 at the request of the Methodist Health System Board of Directors, provides a way to strengthen our communication and influence with a diverse group of leaders in our service area. Along with representatives from Methodist's Board, these advisory boards consist of business owners, city and government officials, community and church leaders. Members have an opportunity to play an integral role in the future of our growth plans and health initiatives.

Schedule H, Part VI, Line 4 Community information
The Methodist service area is made up of the combined service areas of each of its six wholly-controlled hospitals, encompassing parts of Dallas County, the southeast quadrant of Tarrant County and northern Johnson County to the west and south of DFW; northern Ellis County to the southeast; and the southwest section of Collin County to the north. Parts of the service area, particularly in southern Dallas County, near Methodist Dallas and Methodist Charlton facilities, there are high percentages of households in poverty, low average household income, and high percentages of adults with less than high school education. Consequently, Methodist provides large amounts of uncompensated care. During the past year, conditions in Methodist's service area have not changed and Methodist continues to play a vital role in the community, particularly in caring for indigent patients. The far southern portions of the Methodist service area as well as the areas to the north, near Methodist Mansfield and Methodist Richardson, tend to be more economically stable with stronger socioeconomic indicators. These areas include Midlothian, Cedar Hill, Mansfield, Richardson and Plano.

Schedule H, Part VI, Line 5 Promotion of community health
METHODIST HOSPITALS OF DALLAS (D/B/A) METHODIST HEALTH SYSTEM FURTHERS ITS EXEMPT PURPOSE BY PROMOTING THE HEALTH OF THE COMMUNITIES IT SERVES IN NORTH TEXAS. SINCE ITS FOUNDING IN 1927, METHODIST HAS HAD A STRONG CONNECTION TO ITS COMMUNITIES. THE ORGANIZATION IS COMPRISED OF A COMMUNITY BOARD, EXTENDS MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS AND COMMITS SIGNIFICANT RESOURCES TO MEDICAL EDUCATION. WE ARE COMMITTED TO IMPROVING THE HEALTH AND QUALITY OF LIFE OF THE RESIDENTS IN OUR AREAS. THIS COMMITMENT IS ON DISPLAY EVERY DAY THROUGH THE MANY PROGRAMS AND SERVICES WE PROVIDE, INCLUDING: * COMMUNITY HEALTH NEEDS ASSESSMENTS * DELIVERY SYSTEM REFORM INCENTIVE PAYMENT * GENERATIONS, SENIOR SERVICES - HEALTH AND WELLNESS SEMINARS, SOCIAL ACTIVITIES AND SERVICES ASSISTING OLDER ADULTS * HEART OF THE COMMUNITY - COMMUNITY HEART HEALTH PROGRAM, RAISING AWARENESS OF HEART DISEASE * MOBILE MAMMOGRAPHY - EARLY DETECTION AND TREATMENT FOR BREAST CANCER * ASIAN BREAST HEALTH OUTREACH PROJECT - PROVIDING EDUCATION AND MAMMOGRAM SCREENINGS FOR UNINSURED AND UNDER INSURED ASIAN WOMEN OVER THE AGE OF 40 * LIFE SHINES BRIGHT PREGNANCY PROGRAM - WORKING IN PARTNERSHIP WITH THE MARCH OF DIMES TO REDUCE THE RISK OF PRETERM BIRTH * CONGREGATIONAL HEALTH MINISTRY - PROVIDING HEALTH RESOURCES TO AREA CHURCHES IN AN EFFORT TO IMPROVE THE PHYSICAL AND SPIRITUAL HEALTH OF THE PEOPLE IN THOSE CONGREGATIONS * COMMUNITY HEALTH EDUCATION EVENTS - INCLUDING PROGRAMS ON HEART HEALTH, WOMEN'S HEALTH, MEN'S HEALTH, WEIGHT-LOSS, BACK PAIN, AND MORE * CITY WELLNESS PROGRAMS - EDUCATIONAL PROGRAMS AND HEALTH SCREENINGS FOR LOCAL CITY EMPLOYEES

Schedule H, Part VI, Line 6 Affiliated health care system
"Methodist Health System (""MHS"") is a d/b/a of Methodist Hospitals of Dallas (""MHD"") which is a tax-exempt 501(c)(3) Texas nonprofit corporation which is comprised of acute care hospitals, rehabilitation hospitals, imaging centers, and other facilities located throughout the Dallas Fort Worth (DFW) Metroplex. Methodist has more than 1,100 active physicians on staff; 8,000 employees; and 1,800 licensed beds. Although the company has transitioned to using the MHS name for corporate operations, its true legal name remains Methodist Hospitals of Dallas. Its Board of Directors (""MHS Board""), which has the fiduciary role for the entire organization, can have up to 28 members. MHS's President/Chief Executive Officer has management accountability to the Board of Directors for all interests and operations in MHS, its divisions, subsidiaries, and related organizations. MHS is associated with the North Texas Conference of the United Methodist Church, pursuant to a formal covenant which defines their independence from each other and describes terms for their affiliation and support of each other; under those terms, MHS agrees to maintain ""a commitment to Christian concepts of life and learning, and representatives of the Conference participate in the process of approving the list of persons nominated to the MHS Board and any amendments to MHS's bylaws. Additionally, as provided at Schedule H, Parts IV and V, the following hospitals are operated as separate legal entities with Methodist Hospitals of Dallas holding a majority investment position: Methodist Rehabilitation Hospital, Methodist Hospital for Surgery, and Methodist McKinney Hospital."