Serving Chicago's Englewood neighborhood since 1904, Saint Bernard Hospital and Health Care Center offers a wide range of medical services with a focus on community care. Our modern facility at 326 W 64th St provides comprehensive services including emergency care, specialty care, behavioral health, dental services, imaging, and rehabilitation. We are committed to delivering quality, patient-centered care in a welcoming environment, featuring modernized patient rooms and advanced technology such as electronic charting. With 174 licensed beds, Saint Bernard is dedicated to meeting your healthcare needs.
| Hospital Name | Saint Bernard Hospital and Health Care Center |
|---|---|
| Facility ID | 140103 |
| Address | 326 W 64TH ST |
|---|---|
| City/Town | Chicago |
| State | IL |
| ZIP Code | 60621 |
| County/Parish | COOK |
| Health System | Independent |
|---|---|
| Health System Website Domain | catholichealthinternational.ca |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 210 |
| Health System Hospital Locations | Illinois |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Catholic Health International |
| Emergency Services | Yes |
Charles Holland is the President and Chief Executive Officer of St. Bernard Hospital, an independent Catholic safety-net community hospital serving the Englewood community and Chicago's South Side. [11] He joined the hospital in 1998, assuming his current leadership position in 2013, and serves on the hospital's Board of Trustees. [11] Mr. Holland has been instrumental in advancing the stature of the hospital as a community leader, leading work on the hospital's Community Development program for affordable housing, its Pediatric Mobile Health Unit, and its Dental Center. [11] His focus is on programs to keep people well, prevent disease, ensure safety for St. Bernard patients, and advance health equity in South Side Chicago communities. [11] Under his leadership, the hospital opened a state-of-the-art Ambulatory Care Center in 2016 and has improved its Leapfrog Hospital Patient Safety rating to two consecutive “A” grades. [11] In 2023, he received the Steven Schroeder Award for Outstanding Healthcare CEO for his leadership in addressing affordability and quality of healthcare. [11] Mr. Holland is also a board member of the South Side Healthy Community Organization transformation project. [11] He earned degrees from the University of Akron, the University of Chicago, and Loyola University Chicago. [11]
Roland Abellera has devoted over 27 years to expanding and improving the performance of St. Bernard Hospital across various departments, programs, and projects. [10] He delivers leadership and oversight for the organization's strategy around clinical and operational activities, including in-patient services, ambulatory care, quality compliance, physician recruitment, clinical partnerships, information technology systems, and other ancillary functions. [10] Mr. Abellera has contributed to successes with quality initiatives, leading to higher-than-average outcome measures and a focus on safety. [10] His work to expand outpatient services supported the construction of the Ambulatory Care Center. [10] He has held prior positions at the hospital including Vice President Clinical and Facility Operations; Chief Quality Officer and VP of Clinical Operations; Vice President Quality and Compliance; Corporate Compliance Officer and Director of Quality and Health Information Management. [10] Before joining St. Bernard, he held positions at the Joliet Correctional Medical Systems, L.A. Fox & Associates, the University of Chicago, and Bethany Hospital. [10] He holds a Bachelor of Science in Health Information Administration Management from Chicago State University. [10]
Rusmir Zec transitioned from finance roles in the for-profit sector to focus on healthcare organizations in the non-profit sector. [3] Working with safety-net hospitals in Chicago deepened his passion for serving underserved communities, and he saw joining St. Bernard as a perfect fit for his experience and an opportunity to contribute to the hospital's mission. [3]
Yolanda Penny believes that providing quality, safe, and compassionate nursing care to the Englewood community is the number one goal. [3] She states that the hospital's ability to provide needed services from the comprehensive emergency department to follow up in the ambulatory care center is their commitment to improving the health and well-being of the Englewood community. [3]
NA
Michael Richardson, MHSc, RN, BSN, CPPS, CPHRM, joined the executive team in September 2021 as Patient Safety and Quality Officer. [3] He leads the patient safety and quality team, focusing on reaching a goal of zero harm, preventing errors, and delivering patient satisfaction. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 210 |
|---|
| FTE Employees on Payroll | 576.03 |
|---|---|
| FTE Interns & Residents | 4.01 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2873 |
| Inpatient Days (Title XIX) | 640 |
| Total Inpatient Days | 14328 |
| Bed Count | 114 |
| Available Bed Days | 41610 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 346 |
| Discharges (Title XIX) | 140 |
| Total Discharges | 2080 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2411 |
| Inpatient Days (Title XIX; Adults & Peds) | 542 |
| Total Inpatient Days (Adults & Peds) | 10596 |
| Bed Count (Adults & Peds) | 104 |
| Available Bed Days (Adults & Peds) | 37960 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 346 |
| Discharges (Title XIX; Adults & Peds) | 140 |
| Total Discharges (Adults & Peds) | 2080 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. 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 | 43% |
|---|
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 277 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 91.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 84.1 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Not Available |
| 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 | 21.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.3 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average 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) | Number of Cases Too Small |
| 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 | Not Available |
| 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 | Not Available |
| 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) | 0.619 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.629 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.264 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $5,831 |
|---|---|
| Bad Debt Expense | $2,987 |
| Uncompensated Care Cost | $8,029 |
| Total Uncompensated Care | $49,885 |
| Total Salaries | $42,554 |
|---|---|
| Overhead Expenses (Non-Salary) | $93,751 |
| Depreciation Expense | $4,246 |
| Total Operating Costs | $113,334 |
| Inpatient Charges | $81,867 |
|---|---|
| Outpatient Charges | $65,031 |
| Total Patient Charges | $146,898 |
| Core Wage Costs | $10,149 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $42,554 |
| Contract Labor (Patient Care) | $18,848 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $18,745 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $8,816 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,123 |
| Prepaid Expenses | $1,247 |
| Other Current Assets | |
| Total Current Assets | $30,350 |
| Land Value | $6,883 |
|---|---|
| Land Improvements Value | |
| Building Value | $91,661 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $66,876 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $55,689 |
| Long-Term Investments | |
|---|---|
| Other Assets | $14,496 |
| Total Other Assets | $14,496 |
| Total Assets | $100,535 |
| Accounts Payable | $4,008 |
|---|---|
| Salaries & Wages Payable | $2,009 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $6,688 |
| Total Current Liabilities | $12,705 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $6,269 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $31,747 |
| Total Long-Term Liabilities | $38,016 |
| Total Liabilities | $50,720 |
| General Fund Balance | $49,814 |
|---|---|
| Total Fund Balances | $49,814 |
| Total Liabilities & Equity | $100,535 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $2,799 |
| DRG (Post-Oct 1) | $1,093 |
| Outlier Payments | |
| DSH Adjustment | $417 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $4,180 |
| Total IME Payments | $59 |
| Inpatient Revenue | $82,219 |
|---|---|
| Outpatient Revenue | $68,941 |
| Total Patient Revenue | $151,160 |
| Contractual Allowances & Discounts | $66,136 |
| Net Patient Revenue | $85,024 |
| Total Operating Expenses | $136,305 |
| Net Service Income | $-51,281 |
| Other Income | $33,224 |
| Total Income | $-18,056 |
| Other Expenses | $0 |
| Net Income | $-18,056 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $22,562 |
| Medicaid Charges | $83,495 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |