Southern Sector Health Initiative

What it reported doing in 2024

See Schedule OSouthern Sector Health Initiative (SSHI) operates under its dba name, the Baylor Scott & White Health and Wellness Center at Juanita J Craft Recreation Center (BSW HWC), formerly known as the Diabetes Health and Wellness Institute at the Juanita J. Craft Recreation Center. BSW HWC is located in southern Dallas and serves a population comprising 60% African-Americans and 40% Hispanics. SSHI is organized to improve care for people with chronic conditions, including diabetes, by operating a new care model focused on clinical care, education and wellness in South Dallas. The Center, a public-private partnership between Baylor Scott & White Health and the City of Dallas, took on the challenge of the alarming growth rate of diabetes in the southern sector. The strategy included addressing the social and physical determinants that affect population health, and the removal or reduction of various barriers to health improvements in this community. Building an atmosphere of inclusion, fostering trust, credibility, culture, adaptability, and commitment was needed to accomplish this task.SSHI is affiliated with Baylor Scott & White Health (BSWH), a faith-based nationally acclaimed network of acute care hospitals and related health care entities providing quality patient care, medical education, medical research and other community services to the residents of North and Central Texas. As the largest not-for-profit health care system in Texas and one of the largest in the United States, BSWH was born from the 2013 combination of Baylor Health Care System and Scott & White Healthcare. Today, BSWH has over 1,300 patient access points including 53 hospitals, 600+ specialty care clinics, 250+ outpatient clinics, 150+ primary care clinics, 29 pharmacies, 30+ ambulatory surgery centers, 60+ urgent care clinics, and over 7,300 active physicians. The system also includes a state certified health maintenance organization, the Scott and White Health Plan and the Baylor Scott & White Quality Alliance accountable care organization both covering approximately 1,200,000 lives.As stated in its Mission Statement "Founded as a Christian Ministry of healing, Baylor Scott & White Health promotes the well-being of all individuals, families and communities. The Ambition Statement is "to be the trusted leader, educator, and innovator in value-based care delivery, customer experience and affordability". The BSWH vision is: "To be the most trusted name in giving and receiving safe, quality, compassionate healthcare."The initial vision statement of BSW HWC, laid the foundation for shaping a care model fulfilling the mission - "improving the lives of people with diabetes by creating a new care model focused on health care, education and research". The platform to achieve the vision required forward-thinking leaders whose adherence to the stated vision and careful selection of a Board of Trustees set BSW HWC on a course to create a diabetes 'Center of Excellence' for the southern sector Dallas community. Core Principles for this new model of care included: 1) Trust: To build a foundation of trust with community members and community organizations, 2) Partners: To work alongside community organizations and residents of south Dallas as collaborative partners together in developing programs and services, 3) Empowerment: To develop programs and services that enable residents to have better control of their health and their health outcomes so that healthy behaviors are woven into the fabric of the community, 4) Support: To provide preventative and health management resources to help the community to grow healthier and get better, 5) Culture: To consider and seek to understand the culture of the community addressing their health and wellness needs, and 6) Access: To provide access to clinical care, preventive health and wellness programs.The success of BSW HWC was insured through the infusion of the voice of the community, a voice crucial to the acceptance an

Financial Efficiency

• Mission deployment rate: 87%; rating input score 87
• Program expense ratio: 85.8%; rating input score 86
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Pass
  • Independent consultant: Pass
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 91.7%; rating input score 92; 22nd percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -1.9%; rating input score 27; 27th percentile among comparable filings
• Total-asset coverage ratio: 0.24; rating input score 7; 7th percentile among comparable filings
• Liabilities to assets ratio: 0.2; rating input score 43; 43rd percentile among comparable filings
• Officer compensation ratio: 11.8%; rating input score 25; 25th percentile among comparable filings

Growth

• Program expense growth: 7.4% per year; rating input score 100; 53rd percentile among comparable filings
• Revenue growth: 3.8% per year; rating input score 100; 33rd percentile among comparable filings
• Asset growth: -4% per year; rating input score 0; 5th percentile among comparable filings