Methodist Hospital, located at 7700 Floyd Curl Drive in San Antonio, TX, is the flagship facility of the Methodist Healthcare System and the first hospital in the South Texas Medical Center. Opened in 1963, it has grown into the largest and most preferred healthcare provider in San Antonio, specializing in cardiovascular services, robotics, oncology, emergency medicine, orthopedics, and women's health. With an award-winning reputation and prestigious accreditations, Methodist Hospital is committed to exceptional patient experiences and serving the community with high-quality, advanced healthcare. Choose Methodist Hospital, where expertise matters, and your health is our priority. We are also a certified Comprehensive Stroke Center.
| Hospital Name | Methodist Hospital |
|---|---|
| Facility ID | 450388 |
| Address | 7700 FLOYD CURL DR |
|---|---|
| City/Town | San Antonio |
| State | TX |
| ZIP Code | 78229 |
| County/Parish | BEXAR |
| Health System | Methodist Healthcare San Antonio |
|---|---|
| Health System Website Domain | sahealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
|---|---|
| Health System Total Beds | 3313 |
| Health System Hospital Locations | Nebraska and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Methodist Healthcare System |
| Emergency Services | Yes |
Carson [Smith] brings a wealth of experience and a proven track record of operational excellence, and I am confident in his ability to enhance our patient care services,“ said Ryan Simpson, Chief Executive Officer for the Methodist Hospital campus and Methodist Hospital | Landmark. “His strategic vision and strong leadership will be instrumental as we continue to grow in support of our mission to provide world-class health care to South Texas.“ [9]
Smith will officially begin his new role at Methodist Hospital effective August 5th [2024]. Additionally, he graduated from the HCA Healthcare Executive Development Program in 2021. [9]
NA
Years of experience: Over 28 years. Education: Master of Health Administration, University of Phoenix. [2]
Herron has served as a senior finance leader across HCA Healthcare facilities since joining the organization in 2001. Prior to joining Methodist Hospital, Herron served as the CFO at St. Mark's Hospital in Salt Lake City, Utah for more than ten years... Under his leadership, the hospital secured more than $250 million in capital development funds for construction and expansion of capabilities and service lines, including surgical robotics. Herron provided executive oversight across numerous functions and oversaw the ACFO development program. Herron previously served as CFO of MountainView Hospital and Southern Hills Hospital in Las Vegas. He is a Certified Public Accountant (CPA) and holds a bachelor's degree in finance from the University of Utah and an MBA from Utah State University. Herron will transition into his new role effective March 15, 2025. [8]
Goldsmith previously held the position of Chief Operating Officer (COO) for both Methodist Hospital and Methodist Children's Hospital and brings over 19 years of healthcare industry experience. Since joining Methodist Hospital in 2017 as Vice President of Operations, Business Development, and Strategy, Rachel has been instrumental in the exponential growth of multiple service lines. She played a pivotal role in advancing our cardiovascular services, including the significant expansion of our heart transplant and ECMO programs... Returning to Methodist Hospital as Chief Operating Officer, Rachel continued to demonstrate her exceptional ability to lead complex operations across a 996-bed facility. She successfully managed 34 operating rooms and multiple specialty units at Methodist Hospital... Rachel's strategic vision was also crucial in launching several innovative programs, including the first advanced lung failure and [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 2465 |
|---|
| FTE Employees on Payroll | 7191.83 |
|---|---|
| FTE Interns & Residents | 65.87 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 97524 |
| Inpatient Days (Title XIX) | 12202 |
| Total Inpatient Days | 516824 |
| Bed Count | 1729 |
| Available Bed Days | 631267 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 18089 |
| Discharges (Title XIX) | 2358 |
| Total Discharges | 101438 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 75770 |
| Inpatient Days (Title XIX; Adults & Peds) | 5789 |
| Total Inpatient Days (Adults & Peds) | 363092 |
| Bed Count (Adults & Peds) | 1295 |
| Available Bed Days (Adults & Peds) | 472827 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 18089 |
| Discharges (Title XIX; Adults & Peds) | 2358 |
| Total Discharges (Adults & Peds) | 101438 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital has a low ER wait and treatment time of less than 2 hours Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 69% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Better Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | Better Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | Better Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | Worse Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | Better Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 118 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -2.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 5.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 11.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.8 |
| Readmission Score Rate of Readmission for CABG | 10.5 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.3 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Worse than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.695 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.466 |
| SSI SIR (Standardized Infection Ratio) | 0.857 |
| CDI SIR (Standardized Infection Ratio) | 0.321 |
| MRSA SIR (Standardized Infection Ratio) | 0.685 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $133,858 |
|---|---|
| Bad Debt Expense | $109,727 |
| Uncompensated Care Cost | $145,794 |
| Total Uncompensated Care | $147,203 |
| Total Salaries | $542,479 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,323,122 |
| Depreciation Expense | $93,391 |
| Total Operating Costs | $1,759,381 |
| Inpatient Charges | $12,326,524 |
|---|---|
| Outpatient Charges | $6,220,273 |
| Total Patient Charges | $18,546,796 |
| Core Wage Costs | $113,510 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $544,592 |
| Contract Labor (Patient Care) | $493 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $147 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $610,443 |
| Allowance for Doubtful Accounts | $-230,125 |
| Inventory | $58,097 |
| Prepaid Expenses | $5,847 |
| Other Current Assets | |
| Total Current Assets | $446,396 |
| Land Value | $36,353 |
|---|---|
| Land Improvements Value | $14,850 |
| Building Value | $376,773 |
| Leasehold Improvements | $265,570 |
| Fixed Equipment Value | $491,556 |
| Major Movable Equipment | $449,835 |
| Minor Depreciable Equipment | $80,807 |
| Health IT Assets | |
| Total Fixed Assets | $700,354 |
| Long-Term Investments | |
|---|---|
| Other Assets | $12,199 |
| Total Other Assets | $12,199 |
| Total Assets | $1,158,948 |
| Accounts Payable | $83,587 |
|---|---|
| Salaries & Wages Payable | $43,189 |
| Payroll Taxes Payable | $1,550 |
| Short-Term Debt | $2,603 |
| Deferred Revenue | |
| Other Current Liabilities | $11,890 |
| Total Current Liabilities | $142,818 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $4,583 |
| Unsecured Loans | $-3,849,952 |
| Other Long-Term Liabilities | $11,975 |
| Total Long-Term Liabilities | $-3,833,395 |
| Total Liabilities | $-3,690,577 |
| General Fund Balance | $4,849,525 |
|---|---|
| Total Fund Balances | $4,849,525 |
| Total Liabilities & Equity | $1,158,948 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $52,494 |
| DRG (Post-Oct 1) | $160,953 |
| Outlier Payments | |
| DSH Adjustment | $9,803 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $248,336 |
| Total IME Payments | $2,072 |
| Inpatient Revenue | $12,304,791 |
|---|---|
| Outpatient Revenue | $5,913,826 |
| Total Patient Revenue | $18,218,617 |
| Contractual Allowances & Discounts | $15,801,344 |
| Net Patient Revenue | $2,417,273 |
| Total Operating Expenses | $1,863,741 |
| Net Service Income | $553,532 |
| Other Income | $29,826 |
| Total Income | $583,358 |
| Other Expenses | $-0 |
| Net Income | $583,358 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $259,311 |
| Medicaid Charges | $2,402,256 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |