Doctors Hospital of Laredo, located at 10700 McPherson Road in Laredo, TX, is a 183-bed acute care facility dedicated to serving the community with comprehensive medical services. Our hospital provides 24/7 emergency care, advanced heart and vascular treatment, weight-loss surgery options, wound care, hyperbaric medicine, and comprehensive women's health services. As a regional leader in cancer care, our specialists have been committed to providing the best diagnostics and treatments for over 30 years. We also feature innovative services such as Da Vinci Robotic Surgery and specialized post-COVID rehabilitation. Doctors Hospital of Laredo has been serving the residents of Laredo and surrounding communities for more than 50 years.
| Hospital Name | Doctors Hospital of Laredo |
|---|---|
| Facility ID | 450643 |
| Address | 10700 MCPHERSON ROAD |
|---|---|
| City/Town | Laredo |
| State | TX |
| ZIP Code | 78041 |
| County/Parish | WEBB |
| Health System | Universal Health Services |
|---|---|
| Health System Website Domain | uhs.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 100 |
|---|---|
| Health System Total Beds | 12060 |
| Health System Hospital Locations | Alabama, Arkansas, Arizona, California, Colorado, NA, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Louisiana, Massachusetts, Michigan, Mississippi, North Carolina, North Dakota, New Jersey, New Mexico, Nevada, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, Washington and Wisconsin |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Universal Health Services |
| Emergency Services | Yes |
Andrew Wilson returned to Doctors Hospital of Laredo as CEO effective January 2, 2024. He previously served as an assistant administrator at the hospital in 2017 and later as CEO of Cornerstone Regional Hospital and COO of South Texas Health System McAllen. He earned his bachelor's degree from the University of Texas at Arlington and his Master of Health Administration from Trinity University. He is a native of the Dallas-Fort Worth area.
Rob Vasquez was announced as Chief Operating Officer in August 2022. He has over 30 years of healthcare and leadership experience in hospital operations, physician practices, specialty clinics, and academic residency programs. Prior to joining Doctors Hospital, he served as the Regional Director of Clinic Operations for Christus Trinity Clinic. He is a member of the American College of Healthcare Executives. He earned his master's degree in healthcare administration from Trinity University and an MBA from the University of the Incarnate Word.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 118 |
|---|
| FTE Employees on Payroll | 736.59 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 5358 |
| Inpatient Days (Title XIX) | 2436 |
| Total Inpatient Days | 33473 |
| Bed Count | 183 |
| Available Bed Days | 66795 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1024 |
| Discharges (Title XIX) | 724 |
| Total Discharges | 7060 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 4818 |
| Inpatient Days (Title XIX; Adults & Peds) | 1328 |
| Total Inpatient Days (Adults & Peds) | 22903 |
| Bed Count (Adults & Peds) | 147 |
| Available Bed Days (Adults & Peds) | 53655 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1024 |
| Discharges (Title XIX; Adults & Peds) | 724 |
| Total Discharges (Adults & Peds) | 7060 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours Hospital does a good job at treating conditions like heart attacks so that patients don't have to come back to the hospital. 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 | 66% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different 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 | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different 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 | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| 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 | -30.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -25.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 48.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 18.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Fewer Days Than Average 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different 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 | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 1.286 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.754 |
| SSI SIR (Standardized Infection Ratio) | 0.205 |
| CDI SIR (Standardized Infection Ratio) | 0.158 |
| MRSA SIR (Standardized Infection Ratio) | 1.416 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $8,147 |
|---|---|
| Bad Debt Expense | $66,905 |
| Uncompensated Care Cost | $13,328 |
| Total Uncompensated Care | $14,234 |
| Total Salaries | $54,024 |
|---|---|
| Overhead Expenses (Non-Salary) | $182,398 |
| Depreciation Expense | $8,278 |
| Total Operating Costs | $131,280 |
| Inpatient Charges | $653,425 |
|---|---|
| Outpatient Charges | $1,137,244 |
| Total Patient Charges | $1,790,668 |
| Core Wage Costs | $10,242 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $55,240 |
| Contract Labor (Patient Care) | $973 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-382 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $124,247 |
| Allowance for Doubtful Accounts | $-102,549 |
| Inventory | $5,708 |
| Prepaid Expenses | $777 |
| Other Current Assets | |
| Total Current Assets | $35,432 |
| Land Value | $7,792 |
|---|---|
| Land Improvements Value | $1,377 |
| Building Value | $76,505 |
| Leasehold Improvements | |
| Fixed Equipment Value | $14,431 |
| Major Movable Equipment | $127,453 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $99,198 |
| Long-Term Investments | |
|---|---|
| Other Assets | $685 |
| Total Other Assets | $685 |
| Total Assets | $135,315 |
| Accounts Payable | $8,054 |
|---|---|
| Salaries & Wages Payable | $4,497 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-7,903 |
| Total Current Liabilities | $4,648 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | $512 |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $512 |
| Total Liabilities | $5,159 |
| General Fund Balance | $130,156 |
|---|---|
| Total Fund Balances | $130,156 |
| Total Liabilities & Equity | $135,315 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,285 |
| DRG (Post-Oct 1) | $2,585 |
| Outlier Payments | |
| DSH Adjustment | $1,018 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $653,427 |
|---|---|
| Outpatient Revenue | $1,137,241 |
| Total Patient Revenue | $1,790,668 |
| Contractual Allowances & Discounts | $1,605,755 |
| Net Patient Revenue | $184,914 |
| Total Operating Expenses | $166,783 |
| Net Service Income | $18,131 |
| Other Income | $1,061 |
| Total Income | $19,192 |
| Other Expenses | |
| Net Income | $19,192 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $30,943 |
| Medicaid Charges | $493,230 |
| Net CHIP Revenue | $283 |
| CHIP Charges | $6,408 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |