Laurel Ridge Treatment Center, located at 17720 Corporate Woods Drive in San Antonio, TX, has been providing specialized behavioral healthcare and addiction treatment since 1987. Our 330-bed facility offers comprehensive programs for children, adolescents, adults, and military members within a 29-acre campus-like setting. We address a range of mental health issues and substance abuse, with treatment options including inpatient, residential, and outpatient services. Laurel Ridge strives to treat each individual as a whole person, focusing on both mind and body.
| Hospital Name | Laurel Ridge Treatment Center |
|---|---|
| Facility ID | 454060 |
| Address | 17720 CORPORATE WOODS DRIVE |
|---|---|
| City/Town | San Antonio |
| State | TX |
| ZIP Code | 78259 |
| County/Parish | BEXAR |
| Health System | Universal Health Services |
|---|---|
| Health System Website Domain | uhs.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 100 |
|---|---|
| Health System Total Beds | 12060 |
| Health System Hospital Locations | Alabama, Arkansas, Arizona, California, Colorado, NA, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Louisiana, Massachusetts, Michigan, Mississippi, North Carolina, North Dakota, New Jersey, New Mexico, Nevada, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, Washington and Wisconsin |
| Hospital Type | Psychiatric |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | Universal Health Services |
| Emergency Services | No |
Since taking the helm as CEO of Laurel Ridge Treatment Center in June 2024, Ashley Sacriste has wasted no time in fulfilling one of her key responsibilities, which is to engage with the San Antonio community to raise awareness about mental health – and let them know that Laurel Ridge is here to help. [8] She has a doctorate degree in healthcare administration from Oklahoma State University and more than 20 years of experience in the behavioral health industry. [8] Sacriste is well-equipped with the knowledge and capability to carry out the center's mission of “Saving Lives, Healing Families, and Creating Hope” along with the staff and providers at Laurel Ridge. [8]
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As a female leader in mental health, she said that one has the power to change lives—not just by what you do, but by how you lead. [8] Toscano stated that compassion, strength, and resilience are not just qualities; they are the foundation of the future we are building. [8] Leading in an inpatient psychiatric facility requires more than expertise—it demands heart, resilience, and an unwavering commitment to healing. [8]
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She believes Laurel Ridge offers the most comprehensive psychiatric care in the area, with programs tailored to fit the needs of people with substance use disorders, trauma, and mood disorders, such as depression and bipolar disorder, as well as other psychiatric illnesses. [8] She also stated they serve a wide variety of populations, including active duty service members, first responders, and veterans. [8]
She said Laurel Ridge leads the way in mental health treatment, using advanced technology to enhance their patients' recovery and restore well-being. [8] As one of the largest providers of ECT (Electroconvulsive Therapy) in the state, she stated their Neurostimulation Department is home to highly experienced physicians, nurses, and staff, delivering compassionate, expert care with an unwavering commitment to patient well-being. [8]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 208 |
|---|
| FTE Employees on Payroll | 504.03 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2863 |
| Inpatient Days (Title XIX) | 195 |
| Total Inpatient Days | 82294 |
| Bed Count | 288 |
| Available Bed Days | 105120 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 338 |
| Discharges (Title XIX) | 32 |
| Total Discharges | 8902 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2863 |
| Inpatient Days (Title XIX; Adults & Peds) | 195 |
| Total Inpatient Days (Adults & Peds) | 82294 |
| Bed Count (Adults & Peds) | 288 |
| Available Bed Days (Adults & Peds) | 105120 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 338 |
| Discharges (Title XIX; Adults & Peds) | 32 |
| Total Discharges (Adults & Peds) | 8902 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| 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 |
|---|
| 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 | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| 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 | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | NA |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | NA |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | NA |
| Readmission Score Hospital Return Days for Pneumonia Patients | NA |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission for CABG | NA |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | NA |
| Readmission Group Hospital Return Days for Heart Attack Patients | NA |
| Readmission Group Hospital Return Days for Heart Failure Patients | NA |
| Readmission Group Hospital Return Days for Pneumonia Patients | NA |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | NA |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | NA |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | NA |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission for CABG | NA |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | NA |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | NA |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | NA |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | NA |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | NA |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $31,341 |
|---|---|
| Overhead Expenses (Non-Salary) | $34,331 |
| Depreciation Expense | $3,727 |
| Total Operating Costs | $50,112 |
| Inpatient Charges | $216,366 |
|---|---|
| Outpatient Charges | $31,359 |
| Total Patient Charges | $247,725 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-290 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $22,089 |
| Allowance for Doubtful Accounts | $-13,209 |
| Inventory | $220 |
| Prepaid Expenses | $316 |
| Other Current Assets | |
| Total Current Assets | $5,690 |
| Land Value | $6,327 |
|---|---|
| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | $45,768 |
| Fixed Equipment Value | |
| Major Movable Equipment | $6,351 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $41,737 |
| Long-Term Investments | $51,417 |
|---|---|
| Other Assets | $1,013 |
| Total Other Assets | $52,431 |
| Total Assets | $99,859 |
| Accounts Payable | $1,292 |
|---|---|
| Salaries & Wages Payable | $1,130 |
| Payroll Taxes Payable | $881 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $-693 |
| Total Current Liabilities | $2,610 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $-111,423 |
| Total Long-Term Liabilities | $-111,423 |
| Total Liabilities | $-108,813 |
| General Fund Balance | $208,671 |
|---|---|
| Total Fund Balances | $208,671 |
| Total Liabilities & Equity | $99,859 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $218,178 |
|---|---|
| Outpatient Revenue | $31,506 |
| Total Patient Revenue | $249,683 |
| Contractual Allowances & Discounts | $163,117 |
| Net Patient Revenue | $86,566 |
| Total Operating Expenses | $62,621 |
| Net Service Income | $23,945 |
| Other Income | $461 |
| Total Income | $24,406 |
| Other Expenses | |
| Net Income | $24,406 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |