Laredo Medical Center, located at 1700 East Saunders in Laredo, TX, is your community healthcare provider. As a 326-bed acute care facility, we offer a comprehensive range of services across more than 49 specialties, including cardiology, oncology, and orthopedics. We are committed to delivering quality care and are proud to be accredited by The Joint Commission. With a dedicated team of 1,200 healthcare professionals, Laredo Medical Center is a place of healing, caring, and connection for you and your family. We also provide transparent pricing and online services such as online scheduling and a patient portal.
| Hospital Name | Laredo Medical Center |
|---|---|
| Facility ID | 450029 |
| Address | 1700 EAST SAUNDERS |
|---|---|
| City/Town | Laredo |
| State | TX |
| ZIP Code | 78044 |
| County/Parish | WEBB |
| Health System | Community Health Systems |
|---|---|
| Health System Website Domain | chs.net |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 34 |
|---|---|
| Health System Total Beds | 6172 |
| Health System Hospital Locations | Alaska, Alabama, Arkansas, Arizona, Florida, Georgia, Missouri, Mississippi, New Mexico, Oklahoma, Pennsylvania, Tennessee and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Community Health Systems |
| Emergency Services | Yes |
Jorge Leal, FACHE, was appointed Chief Executive Officer of Laredo Medical Center effective December 1, 2020. [12] He served as Interim Chief Executive Officer at LMC since the end of October 2020. [12] Previously, he served as Chief Operating Officer at LMC since February 2016 and Assistant Chief Executive Officer since July 2014, playing a key role in the growth of the hospital and its affiliated clinics. [12] His responsibilities included hospital-wide operations of various departments. [12] He has over 13 years of leadership experience in executive positions in Texas. [4] Born in Nuevo Laredo, Mexico, he is a graduate of St. Augustine High School and holds a Bachelor's degree in Biomedical Science and a Master in Health Administration from Texas A&M University. [4] He is a Fellow of the American College of Healthcare Executives and has been involved in community and civic groups. [4, 9]
Marco A. Lozano, FACHE, was appointed chief operating officer of Laredo Medical Center in August/November 2023. [10, 11] He joined LMC in 2021 as an assistant administrator and was promoted to assistant chief executive officer in 2022. [10, 11] During his tenure, he has led strategic initiatives including re-establishing the hospital's open heart program, opening new primary care clinics, renovating the cath lab, and opening a cardiac rehabilitation program. [10] He also has administrative oversight of several departments. [10] Prior to Laredo, he worked in public health and as a director of outpatient clinics at South Texas Health System. [10] He is a native of Elsa, Texas, and earned a Bachelor of Science from Texas A&M University and an MBA in healthcare management from the University of Texas at Tyler. [10] He is a Fellow of the American College of Healthcare Executives. [10]
Marco Rodriguez is the CFO of Laredo Medical Center. [6]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 326 |
|---|
| FTE Employees on Payroll | 1115.91 |
|---|---|
| FTE Interns & Residents | 47.41 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15834 |
| Inpatient Days (Title XIX) | 7099 |
| Total Inpatient Days | 74946 |
| Bed Count | 296 |
| Available Bed Days | 108040 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2461 |
| Discharges (Title XIX) | 3318 |
| Total Discharges | 13661 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 12941 |
| Inpatient Days (Title XIX; Adults & Peds) | 2025 |
| Total Inpatient Days (Adults & Peds) | 54237 |
| Bed Count (Adults & Peds) | 237 |
| Available Bed Days (Adults & Peds) | 86505 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2461 |
| Discharges (Title XIX; Adults & Peds) | 3318 |
| Total Discharges (Adults & Peds) | 13661 |
| 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 above-average 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. |
| 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 | 58% |
|---|
| 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 | 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) | 176 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 17.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 1.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -5.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.8 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.7 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.1 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.9 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.7 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| 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 | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.1 |
| 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 | 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 | 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 | 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) | 0.705 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.078 |
| SSI SIR (Standardized Infection Ratio) | 1.025 |
| CDI SIR (Standardized Infection Ratio) | 0.124 |
| MRSA SIR (Standardized Infection Ratio) | 0.674 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $25,689 |
|---|---|
| Bad Debt Expense | $64,981 |
| Uncompensated Care Cost | $32,547 |
| Total Uncompensated Care | $32,703 |
| Total Salaries | $82,121 |
|---|---|
| Overhead Expenses (Non-Salary) | $139,162 |
| Depreciation Expense | $10,237 |
| Total Operating Costs | $239,219 |
| Inpatient Charges | $1,423,748 |
|---|---|
| Outpatient Charges | $1,176,707 |
| Total Patient Charges | $2,600,455 |
| Core Wage Costs | $15,562 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $81,984 |
| Contract Labor (Patient Care) | $13,821 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $0 |
| Cash & Bank Balances | $-1,620 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $145,588 |
| Allowance for Doubtful Accounts | $-84,262 |
| Inventory | $7,115 |
| Prepaid Expenses | $3,091 |
| Other Current Assets | $194 |
| Total Current Assets | $70,106 |
| Land Value | $15,535 |
|---|---|
| Land Improvements Value | $2,128 |
| Building Value | $100,314 |
| Leasehold Improvements | $51,877 |
| Fixed Equipment Value | $5,161 |
| Major Movable Equipment | $48,092 |
| Minor Depreciable Equipment | $18,863 |
| Health IT Assets | |
| Total Fixed Assets | $106,961 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,653 |
| Total Other Assets | $5,653 |
| Total Assets | $182,720 |
| Accounts Payable | $17,202 |
|---|---|
| Salaries & Wages Payable | $7,705 |
| Payroll Taxes Payable | $726 |
| Short-Term Debt | $2,172 |
| Deferred Revenue | |
| Other Current Liabilities | $3,037 |
| Total Current Liabilities | $-669,392 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $41,097 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $222 |
| Total Long-Term Liabilities | $41,319 |
| Total Liabilities | $-628,073 |
| General Fund Balance | $810,793 |
|---|---|
| Total Fund Balances | $810,793 |
| Total Liabilities & Equity | $182,720 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $27,046 |
| Outlier Payments | |
| DSH Adjustment | $3,206 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $25,547 |
| Total IME Payments | $2,268 |
| Inpatient Revenue | $1,423,999 |
|---|---|
| Outpatient Revenue | $1,202,446 |
| Total Patient Revenue | $2,626,445 |
| Contractual Allowances & Discounts | $2,320,202 |
| Net Patient Revenue | $306,243 |
| Total Operating Expenses | $221,283 |
| Net Service Income | $84,960 |
| Other Income | $2,555 |
| Total Income | $87,515 |
| Other Expenses | |
| Net Income | $87,515 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $47,323 |
| Medicaid Charges | $488,803 |
| Net CHIP Revenue | $130 |
| CHIP Charges | $3,117 |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |