Liabilities / Assets
54th percentile
Higher debt load relative to assets than 54% of similar nonprofits.
EIN 75-2051646 • 501(c)3 • Fort Worth, TX
Profile
Knowing that every child's life is sacred, our promise is to improve the health of every child in our region through the prevention and treatment of illness, disease and injury.
Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.
Liabilities / Assets
54th percentile
Higher debt load relative to assets than 54% of similar nonprofits.
Liabilities / Revenue
32nd percentile
Higher debt load relative to revenue than 32% of similar nonprofits.
Net Margin
82nd percentile
Higher net margin than 82% of similar nonprofits.
Top Officer Pay
71st percentile
Higher top officer pay than 71% of similar nonprofits.
Top officer pay equals 0.1% of source-year revenue.
Asset Growth
92nd percentile
Faster asset growth than 92% of similar nonprofits.
Revenue Growth
69th percentile
Faster revenue growth than 69% of similar nonprofits.
Assets
Up$2,486,656,392
Up $576,696,873 (+30%) from 2023
Liabilities
Up$814,134,605
Up $19,249,420 (+2.4%) from 2023
Net Assets
Up$1,672,521,787
Up $557,447,453 (+50%) from 2023
Revenue
Up$2,221,876,718
Up $299,166,330 (+16%) from 2023
Expenses
Up$1,663,759,026
Up $141,861,633 (+9.3%) from 2023
Net Income
Up$558,117,692
Up $157,304,697 (+39%) from 2023
Most recent year
2024 • Form 990Detailed filing. Detailed filing data is available for this year.
Knowing that every child's life is sacred, our promise is to improve the health of every child in our region through the prevention and treatment of illness, disease and injury.
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Savings and Temporary Cash Investments | $766,934,702 | $1,216,988,006 | ▲ $450,053,304 |
| Land, Buildings, and Equipment, Net | $683,558,771 | $677,505,071 | ▼ $6,053,700 |
| Accounts Receivable | $271,351,844 | $320,616,591 | ▲ $49,264,747 |
| Inventories for Sale or Use | $15,571,471 | $20,825,319 | ▲ $5,253,848 |
| Investments Other Securities | $10,284,947 | $9,500,076 | ▼ $784,871 |
| Other Notes and Loans Receivable, Net | $7,302,817 | $4,806,246 | ▼ $2,496,571 |
| Intangible Assets | $5,269,992 | $4,517,494 | ▼ $752,498 |
| Prepaid Expenses and Deferred Charges | $408,900 | $574,843 | ▲ $165,943 |
| Cash and Non-Interest-Bearing Accounts | $17,176 | $16,486 | ▼ $690 |
| Receivable From Disqualified Prsn | $0 | $0 | → $0 |
| Receivables From Officers Etc | $0 | $0 | → $0 |
| Investments Program Related | $0 | - | - |
| Loans From Officers Directors | $0 | $0 | → $0 |
| Total Assets | $1,909,959,519 | $2,486,656,392 | ▲ $576,696,873 |
| Other Assets Total | $149,258,899 | $231,306,260 | ▲ $82,047,361 |
| Liabilities | |||
| Tax Exempt Bond Liabilities | $469,477,399 | $457,651,530 | ▼ $11,825,869 |
| Other Liabilities | $212,320,923 | $225,455,361 | ▲ $13,134,438 |
| Accounts Payable and Accrued Expenses | $112,948,758 | $130,863,370 | ▲ $17,914,612 |
| Deferred Revenue | $138,105 | $164,344 | ▲ $26,239 |
| Total Liabilities | $794,885,185 | $814,134,605 | ▲ $19,249,420 |
| Net Assets / Fund Balance | |||
| Net Assets Without Donor Restrictions | $1,115,074,334 | $1,672,521,787 | ▲ $557,447,453 |
| Total Net Assets Fund Balance | $1,115,074,334 | $1,672,521,787 | ▲ $557,447,453 |
| Total Liabilities and Net Assets / Fund Balance | $1,909,959,519 | $2,486,656,392 | ▲ $576,696,873 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Buildings | $548,828,460 | $515,724,871 | $1,064,553,331 |
| Equipment | $52,982,337 | $234,407,941 | $287,390,278 |
| Other Land Buildings | $59,337,291 | $9,868,730 | $69,206,021 |
| Land | $16,179,074 | - | $16,179,074 |
| Leasehold Improvements | $177,909 | $4,532,313 | $4,710,222 |
| Other Assets Org | $16,606,646 | - | - |
| Period | Beginning | Contrib. | Gain/Loss | Other Uses | End |
|---|---|---|---|---|---|
| 2023 | $150,274,073 | $573,248 | ▲ $17,653,678 | $961,797 | $167,539,202 |
| 2022 | $147,891,893 | $556,006 | ▲ $3,075,768 | $1,249,594 | $150,274,073 |
| 2021 | $144,754,164 | $769,694 | ▲ $4,015,935 | $1,647,900 | $147,891,893 |
| 2020 | $111,066,541 | $503,149 | ▲ $35,817,291 | $2,632,817 | $144,754,164 |
| 2019 | $116,417,669 | $1,190,088 | ▲ $4,361,068 | $10,902,284 | $111,066,541 |
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Stanley E Davis | Sr. VP, Chief Operating Officer | FT | $577,823 | $496,711 | $1,074,534 |
| Nancy C Cychol | President/Chief Hospital Services | FT | $458,980 | $392,007 | $850,987 |
| Rick W Merrill | CEO | PT | $366,013 | $460,366 | $826,379 |
| Cheryl Petersen | VP Nursing, CNO | FT | $339,737 | $271,073 | $610,810 |
| Jack Sosebee | Vice president | FT | $348,978 | $260,005 | $608,983 |
| Elia Valencia-Stokes | VP Finance | FT | $318,662 | $204,302 | $522,964 |
| Stephen W Kimmel | Evp, Sys Finance | PT | $260,695 | $240,807 | $501,502 |
| Natalie Wilkins | VP, Operations | FT | $311,580 | $171,811 | $483,391 |
| Orlando Chapa | AVP, Nursing | FT | $249,944 | $179,042 | $428,986 |
| Deborah Boudreaux | AVP Nursing | FT | $244,019 | $178,133 | $422,152 |
| Nicholas Markham | AVP Facilities/Campus Svcs | FT | $211,760 | $123,867 | $335,627 |
| Ozioma Olowu | Chief Pharmacy Officer | FT | $215,625 | $111,979 | $327,604 |
| Tammy Thomlison | AVP Revenue | FT | $237,035 | $73,470 | $310,505 |
| Tommie Moss | Pharmacist | FT | $218,385 | $60,984 | $279,369 |
| Eric Nimely | Respiratory Therapist | FT | $231,458 | $46,705 | $278,163 |
| Jessica Sibr | Pharmacist | FT | $237,813 | $40,036 | $277,849 |
| Tammy Elizondo | Program Coordinator | FT | $231,122 | $31,666 | $262,788 |
| Aldrena Head | Assistant VP | FT | $164,254 | $90,285 | $254,539 |
| Toni Smith | Night/Weekend Administrator | FT | $193,057 | $57,685 | $250,742 |
| Name | Title |
|---|---|
| John P Boswell | Trustee - Chairman |
| Andrew S Wayne | Trustee - Vice Chairman |
| Anne M Carvalho | Trustee - Vice Chairman END 5/31/24 |
| Bonnie Petsche | Trustee |
| Edwin S Ryan | Trustee |
| Judge Jeffrey L Cureton | Trustee |
| Laura Miller | Trustee |
| Leah M King | Trustee |
| Michael A LaGatta | Trustee |
| Peggy L Cassidy | Trustee |
| Thomas Breckinridge Ray | Trustee |
| Wally Jones | Trustee |
| Ryan B Dickerson | Trustee - Sec/Treasurer |
| Frank A Anderson | Trustee END 5/31/24 |
| Robert J Batton | Trustee END 5/31/24 |
| Na'im R Moses | Trustee START 6/1/24 |
| Jonathan Nedrelow MD | Associate Chief Medical Officer |
| Cory R Rhoades | Chief Financial Officer |
| James C Cunningham MD | Evp, CMO |
| Matthew Carroll MD | FORMER VP, Assoc Chief Quality Officer |
| Mary Cara Martz | Secretary |
| Theresa Z Meadows | Sr. VP, Chief Information Officer |
| Joseph M Gallagher | Sr. VP, Chief Legal Officer |
| Spencer D Seals | VP Construction & Real Estate |
| Kevin Greene | VP, Prosper Medical Center |
| Contractor | Services | Location | Compensation |
|---|---|---|---|
| Linbeck Group LLC | Construction | 1263 W ROSEDALE STE 202, Ste 401, Fort Worth, TX 76104 | $36,383,777 |
| Fisk Electric Co | Construction | 1617 W CROSBY RD 120, Carrollton, TX 75006 | $4,151,259 |
| Bottom Line Systems LLC | Professional Services | 541 BUTTERMILK PIKE, Crescent Springs, KY 41017 | $2,642,074 |
| Dynamic Systems INC | Construction | 2315 EAST LOOP 820 NORTH, Fort Worth, TX 76118 | $2,180,046 |
| Hks INC | Professional Services | PO BOX 731121, Dallas, TX 75373 | $1,485,246 |
| Line Item | Amount |
|---|---|
| Other Expenses | $988,635,221 |
| Salaries, Compensation, and Employee Benefits | $574,668,377 |
| Grants and Similar Amounts Paid | $100,455,428 |
| Professional Fundraising Fees | $0 |
| Total Fundraising Expense | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Other Salaries and Wages | $391,746,300 | $17,327,630 | - | $409,073,930 |
| Fees for Services Management | - | $295,469,547 | - | $295,469,547 |
| Other Employee Benefits | $102,318,437 | $4,974,645 | - | $107,293,082 |
| Grants to Domestic Orgs | $99,753,309 | - | - | $99,753,309 |
| Depreciation Depletion | $44,636,992 | $13,865,650 | - | $58,502,642 |
| Fees for Services Other | $41,832,386 | $8,637,276 | $0 | $50,469,662 |
| All Other Expenses | $32,484,186 | $1,331,969 | $0 | $33,816,155 |
| Payroll Taxes | $29,101,552 | $1,401,223 | - | $30,502,775 |
| Pension Plan Contributions | $18,920,652 | $1,131,733 | - | $20,052,385 |
| Other Expenses | $7,567,469 | $9,320,884 | - | $16,888,353 |
| Office Expenses | $13,418,600 | $736,078 | - | $14,154,678 |
| Occupancy | $7,647,746 | $2,635,643 | - | $10,283,389 |
| Current Officers, Directors, Trustees, and Key Employees | $1,724,752 | $5,930,421 | - | $7,655,173 |
| Insurance | $3,716,595 | - | - | $3,716,595 |
| Payments to Affiliates | $1,799,502 | - | - | $1,799,502 |
| Travel | $887,917 | $67,851 | - | $955,768 |
| Conferences and Meetings | $852,009 | $27,049 | - | $879,058 |
| Grants to Domestic Individuals | $702,119 | - | - | $702,119 |
| Interest | $175,513 | $7,226 | - | $182,739 |
| Fees for Services Legal | - | $117,855 | - | $117,855 |
| Comp Disqual Persons | $91,032 | - | - | $91,032 |
| Advertising | $87,692 | $854 | - | $88,546 |
| Fees for Services Accounting | - | $54,075 | - | $54,075 |
| Total Functional Expenses | $1,300,721,417 | $363,037,609 | $0 | $1,663,759,026 |
| Line Item | Amount |
|---|---|
| Total Expenses per Form 990 | $1,663,759,026 |
| Total Expenses per Audited Statements | $1,662,187,315 |
| Expenses per Audited Statements | $1,661,261,738 |
| Expenses Not Reported on Financial Statements | $2,497,288 |
| Other Expense Adjustments | $2,497,288 |
| Expenses Not Reported on Form 990 | $925,577 |
| Recipient | Location | Category | Purpose | Amount |
|---|---|---|---|---|
| Cook Children's Physician Network | FORT Worth, TX | 501(c)(3) | Subsidize Operations | $99,658,309 |
| Junior League of Fort Worth | Fort Worth, TX | 501(c)(3) | Sponsorship | $35,000 |
| March of Dimes | Atlanta, GA | 501(c)(3) | Sponsorship | $17,500 |
| Ronald McDonald House | Fort Worth, TX | 501(c)(3) | Sponsorship | $10,000 |
| Juvenile Diabetes Research Foundation | Dallas, TX | 501(c)(3) | Sponsorship | $7,500 |
| Line Item | Amount |
|---|---|
| Professional Fundraising Fees | $0 |
| Interested Party | Relationship | Description | Shared Revenue | Amount |
|---|---|---|---|---|
| - | Daughter of Board Member | Compensation | No | $91,032 |
| Line Item | Beginning | End | Change |
|---|---|---|---|
| Loans from Officers, Directors, Trustees, and Key Employees | $0 | $0 | → $0 |
| Receivables from Disqualified Persons | $0 | $0 | → $0 |
| Receivables from Officers, Directors, Trustees, and Key Employees | $0 | $0 | → $0 |
| Liability | Amount |
|---|---|
| Intercompany Payables | $171,862,122 |
| Estimated Due to Third Parties | $46,481,809 |
| Right of Use Liability | $7,111,430 |
| Bond | Issuer | Issued | Issue Price | Purpose |
|---|---|---|---|---|
| C | Tarrant County Cultural Education Facilities | 2020-02-25 | $241,629,204 | Refunding and construction and equipment |
| A | Tarrant County Cultural Education Facilities | 2010-02-24 | $231,948,097 | Development, const, equipment |
| B | Tarrant County Cultural Education Facilities | 2014-02-02 | $176,767,688 | Construction & equipment costs |
| D | Tarrant County Cultural Education Facilities | 2023-09-05 | $163,310,000 | Refunding 2013 & 2014 Bonds |
| Bond | Total Proceeds | Spent | Retired | Issuance Costs |
|---|---|---|---|---|
| C | $242,464,102 | - | $17,685,000 | $2,221,088 |
| A | $231,948,097 | $2,059,954 | $199,770,000 | $2,686,446 |
| B | $176,767,688 | - | $28,820,000 | $1,755,350 |
| D | $165,369,955 | - | $2,225,000 | $710,063 |
“VARIOUS TRUSTEES & OFFICERS EMPLOYED OR SERVING BOARDS WITHIN THE SYSTEM - Business relationship”
“A management company manages the day to day operations of the joint ventures.”
“Cook children's health care system, a texas non-profit corporation, is the sole member of the organization.”
“As the sole member of the organization, cook children's health care system has the power to determine the number of members of the board of trustees and to elect the members of the board of trustees.”
“As the sole member of the organization, cook children's health care system has the exclusive power and reserved power to do any of the following: a. Amend, alter or repeal the bylaws; b. Amend the certificate of formation of the organization; c. Determine the number of members of the board of trustees and to elect the members of the board of trustees; d. Approve any merger, acquisition, liquidation, winding up, termination or consolidation of the organization; e. Approve the sale, gift or other disposition of all or substantially all of the property of the organization; and, f. Approve the creation of, or investment in, any subsidiary entity.”
“The organization engages an outside independent accounting firm to assist in the preparation of the form 990 and related filings. All information provided to the outside accounting firm is gathered by key company employees and executives. Once the form 990 is prepared, it is reviewed by company finance, legal and compliance staff and then provided to the board of trustees for review and comment. In addition, it is provided to the cook children's health care system audit committee for review and comment. Subsequent to the board and audit committee review, the form 990 is filed with the internal revenue service and made available to the public for review.”
“Every year the legal department of the cook children's health care system (system) sends out a form 990 questionnaire/conflict of interest disclosure statement to officers, directors, trustees and key employees of all system companies, as well as certain other employees, including physicians, who are determined to be employed in positions that might be subject to the system's conflict of interest policy. The responses are reviewed by the legal, finance, and compliance departments. Follow up and/or corrective action is taken as needed with respect to responses that indicate the existence of actual or potential conflicts of interest. A summary of the responses to the questionnaires and follow-up information are provided to the system audit committee for review and follow-up. Further, the audit committee of cook children's health care system is responsible for monitoring the implementation and enforcement of the conflict of interest policy that is applicable to all affiliated companies of the cook children's health care system. The audit committee is also responsible for oversight of the compliance department of cook children's health care system. The compliance department maintains a hotline to receive reports of inappropriate activities including activities that might constitute a conflict of interest. Internal audit and compliance also conduct random audits of corporate activities such as expense reimbursements and accounts payable to determine if any inappropriate payments are being made to individuals, some of which could be evidence of a conflict of interest. Any corrective action related to conflicts of interest would be reported to the audit committee for review, approval, and modification, as necessary, with further reporting to the system board of trustees as appropriate.”
“Cook children's health care system has established a compensation committee with oversight of the ceo. The compensation committee approves compensation arrangement in advance, which includes a review and approval by independent committee members, using comparable market data relating to compensation, which is provided by sullivan cotter and associates, inc. , which is an independent, nationally recognized compensation consultant. The compensation committee documents the basis for its determinations following contemporaneous substantiation of the compensation committee's deliberations and decisions. The compensation committee requires the compensation consultant to update market data periodically, usually every two years, with interim reviews being conducted as needed.”
“Cook children's health care system has established a compensation committee with oversight of the compensation of the other officers and key employees of the organization. The compensation committee approves compensation arrangements in advance, which includes a review and approval by independent committee members, using comparable market data relating to compensation, which is provided by sullivan cotter and associates, inc. For executive compensation and physician compensation, which is an independent, nationally recognized compensation consultant. The compensation committee documents the basis for its determinations following contemporaneous substantiation of the compensation committee's deliberations and decisions. The compensation committee requires the compensation consultant to update market data periodically, usually every two years, with interim reviews being conducted as needed. With regard to physician compensation, the compensation committee also retains the law firm of mcdermott, will & emery of chicago, illinois, to issue a reasonableness opinion covering the physician compensation plan for cook children's physician network.”
“The organization does not make its governing documents or conflict of interest policy available to the public, except to the extent they are on file with the texas secretary of state. The conflict-of-interest policy is posted on the organization's internal website and available to all employees and board members of cook children's health care system entities. Consolidated financial statements are reported electronically for all cook children's health care system entities via the electronic municipal market access ("emma") web site.”
“Change in fair value of swap - -670239;”
“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.”
“COOK CHILDREN'S HAS ADOPTED INVESTMENT AND SPENDING POLICIES FOR ENDOWMENT ASSETS THAT ATTEMPT TO PROVIDE A PREDICTABLE STREAM OF FUNDING TO PROGRAMS AND OTHER ITEMS SUPPORTED BY ITS ENDOWMENT WHILE SEEKING TO MAINTAIN THE PURCHASING POWER OF THE ENDOWMENT. UNDER COOK CHILDREN'S POLICIES, ENDOWMENT ASSETS ARE INVESTED IN A MANNER THAT IS INTENDED TO PRODUCE AN AMOUNT THAT IS EQUAL TO A RETURN HURDLE DEFINED AS THE SPENDING RATE PLUS INFLATION OVER A ROLLING SEVEN-YEAR PERIOD, AS WELL AS SHOW FAVORABLE PERFORMANCE CHARACTERISTICS RELATIVE TO OTHER MARKET INDICES WEIGHTED FOR ASSET ALLOCATIONS AS WELL AS SIMILARLY MANAGED FUNDS. ACTUAL RETURNS IN ANY GIVEN YEAR MAY VARY FROM THIS AMOUNT. TO SATISFY ITS LONG-TERM RATE OF RETURN OBJECTIVES, COOK CHILDREN'S RELIES ON A TOTAL RETURN STRATEGY IN WHICH INVESTMENT RETURNS ARE ACHIEVED THROUGH BOTH CURRENT YIELD (INVESTMENT INCOME SUCH AS DIVIDENDS AND INTEREST) AND CAPITAL APPRECIATION (BOTH REALIZED AND UNREALIZED). COOK CHILDREN'S TARGETS A DIVERSIFIED ASSET ALLOCATION THAT PLACES A GREATER EMPHASIS ON PUBLIC AND PRIVATE EQUITY-BASED INVESTMENTS TO ACHIEVE ITS LONG-TERM RETURN OBJECTIVES WITHIN PRUDENT RISK CONSTRAINTS. COOK CHILDREN'S HAS A POLICY (THE SPENDING POLICY) IN WHERE W.I. COOK FOUNDATION, INC. MAY MAKE AVAILABLE EACH YEAR OF UP TO 5% Of THE FOUNDATION'S INVESTMENTS AVERAGE FAIR VALUE OVER THE PRIOR 5 YEARS ENDED JUNE 30 PRECEDING THE YEAR IN WHICH THE EXPENDITURE IS PLANNED AND/OR ACCORDING TO THE DONOR REQUIREMENTS AS SET FORTH IN EACH ENDOWMENT DOCUMENT. IN ESTABLISHING THIS POLICY, COOK CHILDREN'S CONSIDERED THE LONG-TERM EXPECTED RETURN ON ITS ENDOWMENT. ACCORDINGLY, OVER THE LONG TERM, COOK CHILDREN'S EXPECTS THE CURRENT SPENDING POLICY TO ALLOW ITS ENDOWMENT TO GROW AT THE RETURN HURDLE. THIS IS CONSISTENT WITH COOK CHILDREN'S OBJECTIVE TO MAINTAIN THE PURCHASING POWER OF ENDOWMENT ASSETS HELD IN PERPETUITY OR FOR A SPECIFIED TERM, AS WELL AS TO PROVIDE ADDITIONAL REAL GROWTH THROUGH NEW GIFTS AND INVESTMENT RETURN. THE INTENDED USE OF THE HIGHEST AMOUNTS OF ENDOWMENTS IS CHARITY CARE, OPERATIONAL NEEDS OF THE CHILD LIFE DEPARTMENT, OPERATIONS OF THE HOSPITAL, TO SUPPORT THE FACILITY DOG PROGRAM, SUPPORT THE OPERATIONAL NEEDS OF THE PASTORAL CARE DEPARTMENT AND NURSING RESEARCH.”
“Interest rate swap agreement - -670239 ccic retro premium - -2497288”
“Gain on disposal of asset - 373073 additional contributions from foundation - 13707861 direct rent expense - -1298650”
“Direct rent expense - 1298650 gain on disposal of asset - -373073”
“Ccic retro premium - 2497288”
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
| Path | # | Value |
|---|---|---|
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 0 | Cook Children's Medical Center |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 1 | COOK CHILDREN'S HEALTH PLAN |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 2 | COOK CHILDREN'S HEALTH CARE SYSTEM |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 3 | COOK CHILDREN'S PHYSICIAN NETWORK |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 4 | WI COOK FOUNDATION |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 5 | ROSEDALE OFFICE BUILDING |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 6 | CHILD STUDY CENTER |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 7 | COOK CHILDREN'S HEALTH ENTERPRISES |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 8 | COOK CHILDREN'S MEDICAL CENTER - PROSPER |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/BusinessName/BusinessNameLine1Txt | 9 | COOK CHILDREN'S HOME HEALTH |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 0 | 752051646 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 1 | 760585240 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 2 | 752705881 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 3 | 752485366 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 4 | 752051649 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 5 | 460866421 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 6 | 751099536 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 7 | 842625990 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 8 | 852354189 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/EIN | 9 | 752896983 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/ElectingOrganizationInd | 0 | X |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/ElectingOrganizationInd | 1 | X |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/ElectingOrganizationInd | 2 | X |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/ElectingOrganizationInd | 3 | X |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 0 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 1 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 2 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 3 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 4 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 5 | 66949 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 6 | 142512 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 7 | 140028 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 8 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/GrassrootsNontxAmt | 9 | 250000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 0 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 1 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 2 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 3 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 4 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 5 | 267796 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 6 | 570049 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 7 | 560110 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 8 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/LobbyNontxAmt | 9 | 1000000 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 0 | 1663759026 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 1 | 878325485 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 2 | 385562866 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 3 | 539056459 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 4 | 65381749 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 5 | 2355915 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 6 | 8400981 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 7 | 8202202 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 8 | 129431422 |
| AffiliatedGroupSchedule/AffiliatedScheduleGrp/OtherExemptPurposeExpendAmt | 9 | 76825496 |
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| IRS990/ActivityOrMissionDesc | 0 | KNOWING THAT EVERY CHILD'S LIFE IS SACRED, OUR PROMISE IS TO IMPROVE THE HEALTH OF EVERY CHILD IN OUR REGION THROUGH THE PREVENTION AND TREATMENT OF ILLNESS, DISEASE AND INJURY. |
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| IRS990/Desc | 0 | Cook Children's Medical Center (CCMC) - Fort Worth is the cornerstone of Cook Children's Health Care System. This 462-bed facility is home to top medical minds, advanced technologies, family-centered treatments and leading-edge clinical research, all designed to fulfill the System's Promise to improve the health and well-being of every child in our care and our communities. It is one of only 10 freestanding children's hospitals in the world to achieve Magnet designation with three consecutive re-designations from the American Nursing Credentialing Center, most recently in 2021. Nationally recognized services such as the Level IV Neonatal Intensive Care Unit (NICU), the Jane and John Justin Institute for Mind Health, and the hematology and oncology center are leading the way in providing the highest level of care to families who travel from across Texas, the United States and internationally. From complicated surgeries and Level II trauma care to physical therapy and behavioral health services, CCMC - Fort Worth offers a variety of services and amenities to meet the unique needs of every patient and family. CCMC-- Fort Worth set a new census record in January 2024 with 101 babies in the NICU, a milestone that reflects the growth in demand for the hospital's services. Raising Awareness With the help of the Center for Community Health, led by Cook Children's, the System works to inform and educate the public on timely topics. In FY24, Cook Children's continued to build on a communications campaign for safe baby sleep. The effort began a year earlier when the Fort Worth medical center saw an alarming spike in sudden unexplained infant deaths (SUIDs). Through a series of articles on checkupnewsroom.org, Cook Children's raised awareness about the safest sleep environment for babies. Additional articles in FY24 highlighted the risks of weighted sleep sacks and blankets in the crib. Other messages for injury prevention in FY24 included the importance of car seats, reminders of summer pool safety, and awareness of bathtub safety. An article during Poison Prevention Week reported the growing number of young children treated in the Emergency Department (ED) for accidental marijuana ingestion. The Aim for Safety program at Cook Children's spreads awareness about proper storage of firearms, focusing on education to prevent accidental shootings in the home. In conjunction with leaders of the program, the city of Fort Worth and several other cities in North Texas declared August 2024 as Gun Safety Awareness Month. Surging cases of flu and respiratory illnesses strained the ED, pediatric offices and urgent care center several times in FY24. Cook Children's responded on social media and other outlets by asking for the community's help to limit the spread. Through articles, charts and videos, the communications team promoted tips to help families manage mild illness at home - and to recognize the more severe symptoms that warrant a trip to urgent care or the ED. Telehealth remains a critical resource for the hospital, especially during times of intense viral spread. Fiscal year 2024 virtual health visits totaled 82,365 across all of Cook Children's Health Care System, an increase of 42% from the previous year. Mental Well-Being The Raising Joy Podcast, an outgrowth of Cook Children's suicide prevention JOY Campaign, aired its 85th episode in June 2024. Topics in FY24 covered everything from coping with pet loss and holiday grief to prevention of teen drug and alcohol abuse. And during National Suicide Prevention Month in September 2024, Cook Children's targeted the stigma of taking prescription medication for anxiety, depression and other disorders. Experts from Cook Children's addressed the reasons that parents might hesitate to start their teens on psychiatric medication. The article included a graphic of mental health resources in English and Spanish. Collaborative Care CCMC - Fort Worth opened the Jane and John Justin Institute for Mind Hea |
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| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 31 | 2.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 32 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 33 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 34 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 35 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 36 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 37 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 38 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 39 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 40 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 41 | 0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 42 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRltdOrgRt | 43 | 41.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 0 | 2.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 1 | 2.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 2 | 2.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 3 | 2.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 4 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 5 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 6 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 7 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 8 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 9 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 10 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 11 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 12 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 13 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 14 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 15 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 16 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 17 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 18 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 19 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 20 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 21 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 22 | 10.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 23 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 24 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 25 | 14.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 26 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 27 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 28 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 29 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 30 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 31 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 32 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 33 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 34 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 35 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 36 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 37 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 38 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 39 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 40 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 41 | 40.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 42 | 0.0 |
| IRS990/Form990PartVIISectionAGrp/AverageHoursPerWeekRt | 43 | 1.0 |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 0 | X |
| IRS990/Form990PartVIISectionAGrp/FormerOfcrDirectorTrusteeInd | 1 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 0 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 1 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 2 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 3 | X |
| IRS990/Form990PartVIISectionAGrp/HighestCompensatedEmployeeInd | 4 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 0 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 1 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 2 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 3 | X |
| IRS990/Form990PartVIISectionAGrp/IndividualTrusteeOrDirectorInd | 4 | X |
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