Johnston, Danny 1998-11-11

Danny Johnston, prominent Lubbock businessman, civic leader and board member of Methodist Hospital, discusses the Lubbock business environment and the merger of Methodist and St. Mary’s Hospitals.

General Interview Information

Interviewee Name: Danny Johnston

Additional Parties Recorded:

Date: November 11, 1998

Location: Lubbock, Texas

Interviewer: Fred Allison

Length: 50 minutes

Abstract

Tape 1, Side 1: Danny Johnston background, Born: Lubbock, Texas (1951), Attended Lubbock schools, Maedgen and Rush elementary schools, Coronado High School, Texas Tech University (graduated 1974), Majored in Business and Marketing, Work at First National Bank (1974-1979), Joined father’s business (1979), Parents: Joe Bob and Dottie Johnston, Perspective on Lubbock, Changes, Growth and expansion, Small town atmosphere with good quality of life, Texas Tech is "Crown Jewel", Economy, Stability, Manufacturing, Stability, Banking experience, Small business climate, Labor force limits large scale industry, ‘Support’ business focused, Medicine, Texas Tech’s potential for high tech industry, Lubbock economic stability (again), Impact of agriculture, Little dependence on oil and gas, Unskilled labor force (again), Efforts to train mechanics, Liaison with schools, Demand for mechanics, Involvement with Methodist Hospital, Joined Board of Trustees (1987), Requirements for members, Relationship between Methodist Church and Methodist Hospital, Control, ownership and liability given up by Church, Court case that established precedent, Effect on merger with St. Mary’s Hospital, Danny Johnston (again), Travel throughout Northwest Texas, Conference of Methodist Church with Alan White explaining merger, Visits, District meetings, Presentation of issues, Conference delegates widely supported merger, Ministry in health care, Involvement without direct management, Concerns of those opposed to merger, Lack of understanding of modern health environment, Name change, Loyalty to Methodist Hospital, Changes, Final relationship between Hospital and Church, Mainly religious aspects indigent care, Background of merger, Intense competition, Doctors pursued by both hospitals, Advertising, Changing nature of health care, Expansion into rural areas, Cuts in Medicare and third party payers, Unique character of West Texas, Need for hospital to cover large geographical area, Competition in rural areas (again), Doctors, Patients, Health providers, St. Mary’s physician based focus, Costs, Agreements made with doctors, Methodist Hospital’s management agreements, with the community, Success of each hospital.

Tape 1, Side 2: Background on merger (continued), Influential individuals in merger, Hospital Boards conducted actual merger, Role of Alan White, Other options beside merger, Benefits of merging with St. Mary’s, 50/50 control, Methodist Hospital board still intact, Level of competition after merger, Little change, Now regional and national, Most serious competitors, Amarillo Texas, Mergers, Helicopter service, Benefits of merger, Less duplication of services, Competition with University Medical Center, Different type, Indigent care compared among hospitals, Covenant returning 10% back to community, Merger issues, Hospital cultural issues, History and background of hospitals, Theological problems not troublesome, Similar goals of each church, Working relationship between each hospital, Theological issues (again), Bishop to bishop, Financial issues, 50/50 control, Challenge for the future for Covenant, Competition at the national level, Medicare cuts, Importance of political figures, Need to remain flexible, Texas Hospital Association lobbying efforts, National health care.

Range Dates: 1959-1998

Bulk Dates: 1995-1998

Access Information

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