Methodist Hospital Stone Oak, located in San Antonio, TX, is a 132-bed comprehensive tertiary care hospital known as "The Hospital of the Future." Recognized for its clinical leadership in complex brain surgery and advanced robotic surgery, we provide a unique patient experience in an upscale environment. Our services include cardiology, women’s services, neurosciences, and emergency care. We are committed to delivering advanced healthcare with a compassionate, patient-focused approach, and have earned prestigious awards such as America's 250 Best Hospitals Award™ and the Patient Safety Excellence Award™.
| Hospital Name | Methodist Hospital Stone Oak |
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| Facility ID | 670055 |
| Address | 1139 E SONTERRA BLVD, |
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| City/Town | San Antonio |
| State | TX |
| ZIP Code | 78258 |
| County/Parish | BEXAR |
| Health System | Methodist Healthcare San Antonio |
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| Health System Website Domain | sahealth.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 6 |
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| Health System Total Beds | 3313 |
| Health System Hospital Locations | Nebraska and Texas |
| Hospital Type | Acute Care Hospitals |
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| Hospital Ownership | Proprietary |
| Ownership Details | Methodist Healthcare System |
| Emergency Services | Yes |
Appointed CEO of Methodist Hospital Stone Oak in April 2024. Previously served as CEO at Methodist Hospital Northeast in Live Oak. Has over 24 years of leadership experience in the health care industry. Began his career with Methodist Healthcare in 2006, serving as Chief Operating Officer of Methodist Hospital, Methodist Children's Hospital, and Methodist Hospital Specialty and Transplant. Served as President of St. Anthony Hospital in Oklahoma City before returning to Methodist Healthcare in 2014. Before joining Methodist, he served as the Chief Operating Officer at Meadowcrest Hospital in New Orleans and has a background in health law and healthcare strategic consulting. Led significant expansions at Methodist Hospital Northeast and championed a positive employee culture focused on patient experience.
Accepted the position of chief operating officer at Methodist Hospital Stone Oak effective November 2024. Most recently served as the associate chief operating officer for HCA HealthONE Swedish, a 504-bed Level 1 trauma hospital in Denver. Joined HCA HealthONE Swedish in February 2023 and led executive oversight for surgical services, interventional radiology, laboratory, the burn and reconstructive service line and imaging. Worked on several major projects including a $3 million sterile processing department expansion, a $22 million operating room expansion and a $76 million tower addition. Before his role as ACOO for HCA HealthONE Swedish, served at HCA Florida Ocala Hospital, where he held leadership roles as executive resident, associate administrator and vice president of operations. As vice president of operations, led the management for plant operations, environmental services, food and nutrition, security, transportation, lab, pharmacy, and other ancillary departments. Earned his Master of Healthcare Administration and Business Administration from Tulane University and a Bachelor of Science from Louisiana State University. Is a member of the American College of Healthcare Executives and certified through the American Red Cross Basic Life Support for Healthcare Providers.
MBA, BSN, RN, CEN. Over 26 years of experience. Education: Master of Business and Healthcare Management, Western Governors University.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 242 |
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| FTE Employees on Payroll | 988.07 |
|---|---|
| FTE Interns & Residents | 2.22 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 22215 |
| Inpatient Days (Title XIX) | 938 |
| Total Inpatient Days | 78807 |
| Bed Count | 253 |
| Available Bed Days | 92345 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4460 |
| Discharges (Title XIX) | 158 |
| Total Discharges | 16453 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 18538 |
| Inpatient Days (Title XIX; Adults & Peds) | 533 |
| Total Inpatient Days (Adults & Peds) | 59217 |
| Bed Count (Adults & Peds) | 195 |
| Available Bed Days (Adults & Peds) | 71175 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4460 |
| Discharges (Title XIX; Adults & Peds) | 158 |
| Total Discharges (Adults & Peds) | 16453 |
| Care Quality Stengths | Average overall patient satisfaction. 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 has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
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| 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 | 70% |
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| 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 | 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 | 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 195 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 19.9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -17.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 11.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.2 |
| 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 | 1.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.6 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.1 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 3.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.6 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| 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 | 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 | 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 | 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) | 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) | 0.625 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.405 |
| SSI SIR (Standardized Infection Ratio) | 1.220 |
| CDI SIR (Standardized Infection Ratio) | 0.150 |
| MRSA SIR (Standardized Infection Ratio) | 0.891 |
| Fiscal Year Begin | Mar 01, 2022 |
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| Fiscal Year End | Feb 28, 2023 |
| Charity Care Cost | $13,775 |
|---|---|
| Bad Debt Expense | $12,806 |
| Uncompensated Care Cost | $15,330 |
| Total Uncompensated Care | $15,357 |
| Total Salaries | $77,205 |
|---|---|
| Overhead Expenses (Non-Salary) | $186,640 |
| Depreciation Expense | $16,439 |
| Total Operating Costs | $255,542 |
| Inpatient Charges | $1,637,169 |
|---|---|
| Outpatient Charges | $788,071 |
| Total Patient Charges | $2,425,240 |
| Core Wage Costs | $15,347 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $77,514 |
| Contract Labor (Patient Care) | $727 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-65 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $83,732 |
| Allowance for Doubtful Accounts | $-26,955 |
| Inventory | $8,534 |
| Prepaid Expenses | $951 |
| Other Current Assets | |
| Total Current Assets | $65,492 |
| Land Value | $7,715 |
|---|---|
| Land Improvements Value | $446 |
| Building Value | $82,337 |
| Leasehold Improvements | $18,071 |
| Fixed Equipment Value | $110,581 |
| Major Movable Equipment | $74,244 |
| Minor Depreciable Equipment | $13,426 |
| Health IT Assets | |
| Total Fixed Assets | $146,074 |
| Long-Term Investments | |
|---|---|
| Other Assets | $3,916 |
| Total Other Assets | $3,916 |
| Total Assets | $215,482 |
| Accounts Payable | $11,165 |
|---|---|
| Salaries & Wages Payable | $6,876 |
| Payroll Taxes Payable | $2,999 |
| Short-Term Debt | $603 |
| Deferred Revenue | |
| Other Current Liabilities | $1,878 |
| Total Current Liabilities | $23,521 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $475 |
| Unsecured Loans | $-341,044 |
| Other Long-Term Liabilities | $2,295 |
| Total Long-Term Liabilities | $-338,273 |
| Total Liabilities | $-314,753 |
| General Fund Balance | $530,234 |
|---|---|
| Total Fund Balances | $530,234 |
| Total Liabilities & Equity | $215,482 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $26,220 |
| DRG (Post-Oct 1) | $19,769 |
| Outlier Payments | |
| DSH Adjustment | $892 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $35,682 |
| Total IME Payments |
| Inpatient Revenue | $1,637,088 |
|---|---|
| Outpatient Revenue | $788,153 |
| Total Patient Revenue | $2,425,240 |
| Contractual Allowances & Discounts | $2,073,015 |
| Net Patient Revenue | $352,225 |
| Total Operating Expenses | $263,605 |
| Net Service Income | $88,620 |
| Other Income | $2,149 |
| Total Income | $90,769 |
| Other Expenses | $-0 |
| Net Income | $90,769 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $19,628 |
| Medicaid Charges | $157,742 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |