St. Luke's Health–Sugar Land Hospital, located at 1317 Lake Pointe Parkway in Sugar Land, TX, offers advanced technology and treatments for residents of Fort Bend County and Southwest Houston. Our comprehensive services include heart care, neuroscience, and robotic surgery. The recently opened Family Birthing Center provides exceptional care and amenities in a spa-like environment for a VIP experience. Since 2008, our experienced doctors, nurses, and support staff have delivered expert, compassionate care to support our community.
| Hospital Name | St. Luke's Health–Sugar Land Hospital |
|---|---|
| Facility ID | 670053 |
| Address | 1317 LAKE POINTE PARKWAY |
|---|---|
| City/Town | Sugar Land |
| State | TX |
| ZIP Code | 77478 |
| County/Parish | FORT BEND |
| Health System | CommonSpirit Health |
|---|---|
| Health System Website Domain | commonspirit.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 106 |
|---|---|
| Health System Total Beds | 17364 |
| Health System Hospital Locations | Arkansas, Arizona, California, Colorado, Georgia, Iowa, Kansas, Kentucky, Louisiana, Minnesota, North Dakota, Nebraska, Nevada, Ohio, Oregon, Tennessee, Texas and Utah |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Michael S. Lawson was named Houston Market President for St. Luke's Health, effective December 30, 2024. In this role, he provides administrative leadership and direction for all operations and business entities of St. Luke's eight hospitals in Greater Houston, including Baylor St. Luke's Medical Center. Prior to this role, Michael served in various capacities at OhioHealth System since 2009, most recently as President of OhioHealth's Grant Medical Center hospital. He also spent 24 years with Cleveland Clinic in multiple leadership roles. Michael earned a Bachelor of Arts at Baldwin College, an MBA at Cleveland State University, and completed Harvard Business School's Executive Leadership Development program. He has published several articles and three books focusing on strategic leadership.
Steven Foster was the South Houston Market President for St. Luke's Health, managing three hospitals within the Texas Division of CommonSpirit Health, including Patients Medical Center in Pasadena, Sugar Land Hospital, and Brazosport Hospital in Lake Jackson. He has over 20 years of progressive hospital administration experience in California, Oklahoma, and Texas, as well as internationally in Costa Rica and Mexico. Prior to joining CommonSpirit Health, Foster served as a Chief Executive Officer in California. He holds a Master's degree in Business Administration (MBA) and a Master's of Healthcare Administration (MHA) from the University of Houston, Clear Lake, and a Bachelor of Science degree from Sam Houston State University. He is a Fellow with the American College of Healthcare Executives.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 100 |
|---|
| FTE Employees on Payroll | 402.2 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3363 |
| Inpatient Days (Title XIX) | 2753 |
| Total Inpatient Days | 21202 |
| Bed Count | 100 |
| Available Bed Days | 36500 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 693 |
| Discharges (Title XIX) | 969 |
| Total Discharges | 4903 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2835 |
| Inpatient Days (Title XIX; Adults & Peds) | 2042 |
| Total Inpatient Days (Adults & Peds) | 15895 |
| Bed Count (Adults & Peds) | 79 |
| Available Bed Days (Adults & Peds) | 28835 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 693 |
| Discharges (Title XIX; Adults & Peds) | 969 |
| Total Discharges (Adults & Peds) | 4903 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 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 | 71% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| 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 | |
| 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 | 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 | 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) | 160 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -8.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 51.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.6 |
| 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 | 1.5 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.4 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| 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 | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| 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 | Number of Cases Too Small |
| 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 | Number of Cases Too Small |
| 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) | 1.140 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.237 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.367 |
| MRSA SIR (Standardized Infection Ratio) | 1.127 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $8,580 |
|---|---|
| Bad Debt Expense | $12,423 |
| Uncompensated Care Cost | $11,383 |
| Total Uncompensated Care | $14,885 |
| Total Salaries | $40,516 |
|---|---|
| Overhead Expenses (Non-Salary) | $64,794 |
| Depreciation Expense | $5,848 |
| Total Operating Costs | $119,546 |
| Inpatient Charges | $289,197 |
|---|---|
| Outpatient Charges | $247,954 |
| Total Patient Charges | $537,151 |
| Core Wage Costs | $9,116 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $40,516 |
| Contract Labor (Patient Care) | $698 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $537 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $21,888 |
| Allowance for Doubtful Accounts | $-7,713 |
| Inventory | $2,137 |
| Prepaid Expenses | $438 |
| Other Current Assets | |
| Total Current Assets | $17,287 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $11,245 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $29,474 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $14,396 |
| Long-Term Investments | |
|---|---|
| Other Assets | $10,066 |
| Total Other Assets | $10,066 |
| Total Assets | $41,749 |
| Accounts Payable | $68,772 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $8,989 |
| Total Current Liabilities | $77,761 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $165,699 |
| Total Long-Term Liabilities | $165,699 |
| Total Liabilities | $243,460 |
| General Fund Balance | $-201,711 |
|---|---|
| Total Fund Balances | $-201,711 |
| Total Liabilities & Equity | $41,749 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,448 |
| DRG (Post-Oct 1) | $5,405 |
| Outlier Payments | |
| DSH Adjustment | $236 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $287,375 |
|---|---|
| Outpatient Revenue | $249,774 |
| Total Patient Revenue | $537,149 |
| Contractual Allowances & Discounts | $452,239 |
| Net Patient Revenue | $84,910 |
| Total Operating Expenses | $105,309 |
| Net Service Income | $-20,399 |
| Other Income | $6,804 |
| Total Income | $-13,595 |
| Other Expenses | |
| Net Income | $-13,595 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $9,758 |
| Medicaid Charges | $66,152 |
| Net CHIP Revenue | $11 |
| CHIP Charges | $97 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |