Established in 1964, Dallas Medical Center provides a continuum of care based on the core values of compassion, quality and cost-effectiveness. Dallas Medical Center and its medical staff provide community-based inpatient and outpatient care for its Farmers Branch campus and physician practices throughout the area. As partners in the practice of medicine, the goal is to continually anticipate community health needs and to respond with services that its community wants and deserves.

“We strive as a team to give our patients the best hospital experience possible through continuous employee training and education combined with a solid belief and application of our core values,” says Marcia Patterson, CNO, RN.

Dallas Medical Center offers a comprehensive range of healthcare services, from primary, tertiary and quaternary services to sub-specialty diagnosis and treatment. The medical center’s main campus includes a 155-bed hospital and four medical office buildings, and the hospital boasts more than 400 physicians on staff and employs 600 healthcare professionals and support staff. 

The medical center’s extensive list of services encompasses everything from bariatrics, cardiac services, cardiopulmonary services, day surgery, wound care and emergency services and laboratory services to occupational therapy, pain management, physical therapy, limb salvage, hepatology, Ob/Gyn and rehabilitation. Dallas Medical Center also has radiological and diagnostic imaging, reconstructive and cosmetic surgery, special interventional radiology procedures and nuclear medicine studies, breast care with stereotactic biopsy and outpatient imaging.

Community Minded

Dallas Medical Center is always looking for ways to help and support its local community. It sponsors and attends various community events throughout the year including Metrocrest and Farmers Branch Chamber of Commerce events, health fairs, expos and school programs. 

“As the only community hospital in Farmers Branch, we typically focus our efforts and our time on events in or surrounding our community,” Patterson says.

Dallas Medical Center is proud to say that its patients offer overwhelming praise for the level of care provided by the organization. In multiple surveys, more than 85 percent of its patients rate their overall satisfaction with the hospital as “excellent” or “very good.” 

“We believe that personal attention and care go a long way toward aiding the journey to healing,” Patterson says.

Among the plaudits earned by the medical center include 2014 and 2015 recognition from Healthgrades for patient safety and gynecologic excellence. It has also met Joint Commission accreditation approval. 

“We empower staff by providing education and guidance that enables moving forward,” Patterson says. “Staffing is a challenge, as every organization is struggling with the same issue. To attract the right individuals, the focus needs to be on improving the quality of care given to all patients. Staff also knows that leadership cares, and that has helped us to attract and to retain qualified employees.” 

Improving Care

Central to its commitment to transforming healthcare in the region, Dallas Medical Center is investing in advanced technology. This includes hybrid operating rooms that incorporate advanced imaging devices, allowing physicians to perform leading-edge, minimally invasive procedures. 

“As we strive for excellence, we are always challenging ourselves on ways to make the healthcare experience better for our patients, physicians and staff,” Patterson says. “We do this by investing in our human resources, physical plant and equipment. The growth in volume and service offerings we’ve experienced of late creates change and choice in treatment specialties.”

In the years ahead, Dallas Medical Center will be closely watching the way health and well-being is redefined for millennials. As baby boomers retire, employers, insurers and health systems are looking for new ways to engage, attract and retain millennials. Employers will have to change focus to better meet the expectations of this group, re-orienting strategies from the concept of wellness to one of well-being. By 2030, it is predicted that millennials will make up 75 percent of the U.S. workforce.

Facilities such as Dallas Medical Center will also further unlock the value in big data and next-generation health analytics. As the healthcare system removes structural barriers to data access and sharing and puts the right incentives in place, Patterson says tremendous value will be unleashed.

“Partner-to-win strategies are also becoming more widespread,” Patterson adds. “In this new hyper-competitive environment, people are thinking differently about how they collaborate and with whom they collaborate. Successful organizations that want to thrive will work together on innovative initiatives and services. It’s no longer enough to partner at a peripheral level. One really has to think critically about who you partner with.”

Additionally, as healthcare changes, there will be significant innovation with a focus on improved patient outcomes achieved through integrated care systems. There will also be expansion of pay-for-performance, where payment will be linked to outcomes in outpatient care. Greater emphasis will be placed on primary care, prevention and wellness; improving healthcare quality and patient safety; ensuring access to culturally competent care for vulnerable populations; and promoting coordinated, evidence-based care for individuals.

The leaders at Dallas Medical Center say they are dedicated to translating various qualities into action. These include curiosity, competence, dedication to goals, creativity, motivation and courage. The medical center is also working to build strong relationships with others, inspiring trust and confidence in the process. 

“Improving the delivery of care goes hand-in-hand with offering technology that supports that care,” Patterson says. “Beginning with electronic medical records and on to hybrid ORs, technology is growing at such a huge rate. The last thing we want to do is expand hospital services and have it not sized right from an infrastructure standpoint to accommodate future growth. Leadership will set the tone; it must be authentic, truthful and trustworthy. To lead effectively now and in the future requires these characteristics in order to be successful, especially in a healthcare environment that is constantly changing.” 

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