The Hospitals of Providence Memorial Campus, located at 2001 N Oregon St in El Paso, TX, has been serving the community since 1952. This spacious and modern 500-bed hospital specializes in comprehensive cancer care, maternity services featuring a Level IV NICU and Maternal Care designation, advanced orthopedics, and weight loss surgery. Our dedicated team provides a wide range of services, including emergency care with a Level III Trauma Center, cardiology, diagnostic imaging, and specialized programs such as our 24-bed Intensive Care Unit and Geriatric Behavioral Unit. We are committed to providing high-quality care, earning recognitions such as the Joint Commission designation for Peripheral Vascular Disease and the American College of Cardiology Silver Performance Achievement Award.
| Hospital Name | The Hospitals of Providence - Memorial Campus |
|---|---|
| Facility ID | 450002 |
| Address | 2001 N OREGON ST |
|---|---|
| City/Town | El Paso |
| State | TX |
| ZIP Code | 79902 |
| County/Parish | EL PASO |
| Health System | Tenet Healthcare Corporation |
|---|---|
| Health System Website Domain | tenethealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 27 |
|---|---|
| Health System Total Beds | 7109 |
| Health System Hospital Locations | Arizona, California, Florida, Massachusetts, Michigan, Oklahoma, South Carolina, South Dakota, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Tenet Healthcare Corporation |
| Emergency Services | Yes |
Rob J. Anderson is the Chief Executive Officer for The Hospitals of Providence Memorial Campus and Providence Children's Hospital in El Paso, Texas, where he oversees a Level III trauma center, Level IV maternal hospital, and Level IV Neonatal Intensive Care Unit. Previously, Rob served as CEO of the Sierra Campus, where he led the hospital's designation as a Comprehensive Stroke Center, maintained the region's only HeartCARE designation, and developed its only structural heart program. Rob has held various leadership roles, including Market Chief Strategy Officer for The Hospitals of Providence and Administrator for Providence Children's Hospital, where he focused on business strategies and service line development. Earlier in his career, Rob served as National Director of Business Development and Physician Recruitment for Tenet Healthcare and as Vice President of Business Development for Medical Edge Healthcare Group. He began his professional journey owning an independent insurance and financial securities agency with State Farm Insurance Companies. Rob earned a Master’s degree in Business Administration from the University of Texas at Dallas and a Bachelor's degree in Business Management with a minor in law from Texas Christian University. Active in his community, Rob serves on the boards of the North Texas Make-a-Wish Foundation, United Way, El Paso Symphony Orchestra, and FEMAP Cd. Juarez. He is also a Commissioner for the Housing Authority of the City of El Paso, a member of the American College of Healthcare Executives, and a mentor for the American Hospital Association Leadership Academy.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 486 |
|---|
| FTE Employees on Payroll | 800.38 |
|---|---|
| FTE Interns & Residents | 5.23 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 4230 |
| Inpatient Days (Title XIX) | 3887 |
| Total Inpatient Days | 51600 |
| Bed Count | 410 |
| Available Bed Days | 149689 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 850 |
| Discharges (Title XIX) | 239 |
| Total Discharges | 11550 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 3548 |
| Inpatient Days (Title XIX; Adults & Peds) | 1453 |
| Total Inpatient Days (Adults & Peds) | 34803 |
| Bed Count (Adults & Peds) | 352 |
| Available Bed Days (Adults & Peds) | 128519 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 850 |
| Discharges (Title XIX; Adults & Peds) | 239 |
| Total Discharges (Adults & Peds) | 11550 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges the cleanliness of the hospital. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure 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 | 52% |
|---|
| 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 | |
| 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 | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| 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) | 183 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 48.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 12.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 12.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.1 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days 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 | 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 | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Number of Cases Too Small |
| 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) | 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) | 0.371 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.227 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.323 |
| MRSA SIR (Standardized Infection Ratio) | 0.227 |
| Fiscal Year Begin | Jun 01, 2022 |
|---|---|
| Fiscal Year End | May 31, 2023 |
| Charity Care Cost | $7,189 |
|---|---|
| Bad Debt Expense | $12,456 |
| Uncompensated Care Cost | $8,349 |
| Total Uncompensated Care | $8,408 |
| Total Salaries | $72,894 |
|---|---|
| Overhead Expenses (Non-Salary) | $179,885 |
| Depreciation Expense | $9,937 |
| Total Operating Costs | $219,071 |
| Inpatient Charges | $1,351,893 |
|---|---|
| Outpatient Charges | $1,362,338 |
| Total Patient Charges | $2,714,231 |
| Core Wage Costs | $15,546 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $72,596 |
| Contract Labor (Patient Care) | $7,202 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $180,180 |
| Allowance for Doubtful Accounts | $-124,846 |
| Inventory | $7,720 |
| Prepaid Expenses | $7,407 |
| Other Current Assets | $-20 |
| Total Current Assets | $77,626 |
| Land Value | $5,316 |
|---|---|
| Land Improvements Value | $1,446 |
| Building Value | $90,564 |
| Leasehold Improvements | $3,079 |
| Fixed Equipment Value | $94,468 |
| Major Movable Equipment | $114,180 |
| Minor Depreciable Equipment | |
| Health IT Assets | $10,727 |
| Total Fixed Assets | $103,435 |
| Long-Term Investments | $41 |
|---|---|
| Other Assets | $33,832 |
| Total Other Assets | $33,873 |
| Total Assets | $214,934 |
| Accounts Payable | $11,701 |
|---|---|
| Salaries & Wages Payable | $4,859 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,340 |
| Deferred Revenue | |
| Other Current Liabilities | $2,181 |
| Total Current Liabilities | $21,082 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,631 |
| Total Long-Term Liabilities | $3,631 |
| Total Liabilities | $24,713 |
| General Fund Balance | $190,221 |
|---|---|
| Total Fund Balances | $190,221 |
| Total Liabilities & Equity | $214,934 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,778 |
| DRG (Post-Oct 1) | $6,004 |
| Outlier Payments | |
| DSH Adjustment | $803 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $24,167 |
| Total IME Payments | $39 |
| Inpatient Revenue | $1,359,667 |
|---|---|
| Outpatient Revenue | $1,233,527 |
| Total Patient Revenue | $2,593,195 |
| Contractual Allowances & Discounts | $2,309,939 |
| Net Patient Revenue | $283,256 |
| Total Operating Expenses | $252,745 |
| Net Service Income | $30,511 |
| Other Income | $5,955 |
| Total Income | $36,465 |
| Other Expenses | |
| Net Income | $36,465 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $60,689 |
| Medicaid Charges | $597,646 |
| Net CHIP Revenue | $136 |
| CHIP Charges | $2,418 |
| EHR | TruBridge Thrive EHR |
|---|---|
| EHR Version | TruBridge Thrive EHR |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |