St. Luke's Health–Patients Medical Center, located in Pasadena, TX, provides advanced medical care to the Bay Area Houston communities. Part of St. Luke's Health since 2010, the hospital offers a comprehensive range of primary and specialized services, featuring the latest technological advancements and the highest standards of care. With 61 patient beds, Patients Medical Center provides services including emergency care, wound care, general surgery, heart and vascular treatments, and women’s services. Contact our Business Development and Marketing office at 713-948-7066 to learn more.
| Hospital Name | St. Luke's Health–Patients Medical Center |
|---|---|
| Facility ID | 670031 |
| Address | 4600 EAST SAM HOUSTON PARKWAY SOUTH |
|---|---|
| City/Town | Pasadena |
| State | TX |
| ZIP Code | 77505 |
| County/Parish | HARRIS |
| Health System | CHI St. Luke's Health |
|---|---|
| Health System Website Domain | stlukeshealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 1870 |
| Health System Hospital Locations | Pennsylvania and Texas |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | CommonSpirit Health |
| Emergency Services | Yes |
Steven Daniel, President of St. Luke's Health-Patients Medical Center, is a dynamic health care executive known for revitalizing for-profit and not-for-profit hospitals through strategic leadership, operational excellence and financial stewardship. His career spans executive roles in urban, surgical specialty and rural community hospitals, and he has consistently led high-performing teams to drive transformative improvements in patient care, physician engagement and organizational growth. Mr. Daniel's expertise encompasses strategic innovation, financial management, physician recruitment and quality improvement. He has successfully guided hospitals through complex operational turnarounds, service line expansions and strategic partnerships. Previously, as CEO of South Texas Surgical Hospital, Mr. Daniel led the organization through its sale to CHRISTUS Health, staying on as President to ensure a seamless transition. Under his leadership, the hospital achieved a 5-star CMS rating for patient experience and ranked in the top 10% for CMS Total Performance Scores. Mr. Daniel also served as Chief Operating Officer of Aldara Medical Corporation in Riyadh, Saudi Arabia, where he oversaw the construction and commissioning of a 250-bed medical center. His leadership in strategic planning, workforce development and clinical operations positioned the facility for immediate success, exceeding first-year patient volume and revenue projections. Earlier in his career, Mr. Daniel held executive roles at CHRISTUS Spohn Health System, where his initiatives significantly enhanced financial performance, patient safety and service expansion.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 61 |
|---|
| FTE Employees on Payroll | 359 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2538 |
| Inpatient Days (Title XIX) | 42 |
| Total Inpatient Days | 13695 |
| Bed Count | 61 |
| Available Bed Days | 22265 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 564 |
| Discharges (Title XIX) | 8 |
| Total Discharges | 3075 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2130 |
| Inpatient Days (Title XIX; Adults & Peds) | 38 |
| Total Inpatient Days (Adults & Peds) | 11502 |
| Bed Count (Adults & Peds) | 53 |
| Available Bed Days (Adults & Peds) | 19345 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 564 |
| Discharges (Title XIX; Adults & Peds) | 8 |
| Total Discharges (Adults & Peds) | 3075 |
| 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 | 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 | 70% |
|---|
| 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 | 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 | |
| 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) | 128 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -7.6 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 50.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14.1 |
| 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 | 0.7 |
| 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 | 18.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.9 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.6 |
| 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 | 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) | 0.963 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.733 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.780 |
| MRSA SIR (Standardized Infection Ratio) | 0.741 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $3,500 |
|---|---|
| Bad Debt Expense | $18,062 |
| Uncompensated Care Cost | $6,196 |
| Total Uncompensated Care | $8,912 |
| Total Salaries | $33,077 |
|---|---|
| Overhead Expenses (Non-Salary) | $45,961 |
| Depreciation Expense | $3,637 |
| Total Operating Costs | $80,637 |
| Inpatient Charges | $196,915 |
|---|---|
| Outpatient Charges | $343,294 |
| Total Patient Charges | $540,210 |
| Core Wage Costs | $7,866 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $33,077 |
| Contract Labor (Patient Care) | $560 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $1,467 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $38,666 |
| Allowance for Doubtful Accounts | $-23,442 |
| Inventory | $3,932 |
| Prepaid Expenses | $129 |
| Other Current Assets | $427 |
| Total Current Assets | $21,178 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $27,343 |
| Leasehold Improvements | $1,085 |
| Fixed Equipment Value | |
| Major Movable Equipment | $26,565 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $31,389 |
| Long-Term Investments | |
|---|---|
| Other Assets | $27,184 |
| Total Other Assets | $27,184 |
| Total Assets | $79,751 |
| Accounts Payable | $10,237 |
|---|---|
| Salaries & Wages Payable | $2,205 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $17,474 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $59,083 |
| Total Long-Term Liabilities | $59,083 |
| Total Liabilities | $76,557 |
| General Fund Balance | $3,194 |
|---|---|
| Total Fund Balances | $3,194 |
| Total Liabilities & Equity | $79,751 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,409 |
| DRG (Post-Oct 1) | $4,076 |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $205,259 |
|---|---|
| Outpatient Revenue | $334,951 |
| Total Patient Revenue | $540,210 |
| Contractual Allowances & Discounts | $468,078 |
| Net Patient Revenue | $72,131 |
| Total Operating Expenses | $79,038 |
| Net Service Income | $-6,906 |
| Other Income | $1,790 |
| Total Income | $-5,117 |
| Other Expenses | |
| Net Income | $-5,117 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $2,114 |
| Medicaid Charges | $32,769 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |