UChicago Medicine Ingalls Memorial, located at 1 Ingalls Drive, Harvey, IL, is a community-based hospital and outpatient facility that has provided sophisticated clinical care to Chicago's Southland for nearly a century. As part of the UChicago Medicine network, we offer a wide range of services with expert physicians and convenient facilities, ensuring exceptional care when and where you need it. Our skilled medical team is dedicated to improving the health and well-being of the community through prevention, diagnosis, treatment, and rehabilitation. We are a voluntary non-profit private hospital. Experience compassionate care and groundbreaking research close to home at UChicago Medicine Ingalls Memorial.
| Hospital Name | UChicago Medicine Ingalls Memorial |
|---|---|
| Facility ID | 140191 |
| Address | 1 INGALLS DRIVE |
|---|---|
| City/Town | Harvey |
| State | IL |
| ZIP Code | 60426 |
| County/Parish | COOK |
| Health System | UChicago Medicine |
|---|---|
| Health System Website Domain | uchicagomedicine.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 2 |
|---|---|
| Health System Total Beds | 1364 |
| Health System Hospital Locations | Illinois |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Physician |
| Ownership Details | UChicago Medicine |
| Emergency Services | Yes |
Appointed Interim President of UChicago Medicine Ingalls Memorial Hospital as of March 7, 2023, and assumed the role permanently in January 2024. [8, 10, 12, 13] He has served in senior and executive roles at community hospitals and academic medical centers for more than 30 years, most recently as Executive Vice President and Chief Operating Officer at Maimonides Medical Center in Brooklyn, New York. [10, 12] Antoniades has also held leadership roles at Robert Wood Johnson University Hospital in New Jersey, including as President and CEO. [10, 12] In his permanent role, Antoniades and his leadership team will continue to focus on supporting Ingalls' network of care; growing strategic programs in acute, post-acute, behavioral health and rehabilitation services; integrating with the health system to maximize healthcare access for communities in the Southland; and ensuring the organization sustains progress in patient experience and quality. [8]
Gretchen Pacholek, MSN, BSN, RN, was named to this position effective September 6, 2022. [14] She is a nursing leader with nearly two decades of healthcare experience and joined UChicago Medicine in 2004. [14] As Associate Chief Nursing Officer at Ingalls, she helped the hospital achieve a Leapfrog B grade by transforming departmental operations, including a rollout of the Epic electronic healthcare records system. [14] Pacholek overhauled hospital processes while maintaining operations during COVID-19 surges. [14] In her role, she oversees all nursing operations at Ingalls, coordinating standards and practices with the broader UChicago Medicine network, manages inpatient Patient Care Services operations, oversees delivery of shared services, and actively supports physician relations. [14]
Listed as an Ex-Officio Director on the Ingalls Development Foundation Board of Directors. [3]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 582 |
|---|
| FTE Employees on Payroll | 1189.12 |
|---|---|
| FTE Interns & Residents | 3.31 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11582 |
| Inpatient Days (Title XIX) | 2517 |
| Total Inpatient Days | 51809 |
| Bed Count | 243 |
| Available Bed Days | 88695 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2004 |
| Discharges (Title XIX) | 291 |
| Total Discharges | 7923 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 11392 |
| Inpatient Days (Title XIX; Adults & Peds) | 2251 |
| Total Inpatient Days (Adults & Peds) | 47216 |
| Bed Count (Adults & Peds) | 227 |
| Available Bed Days (Adults & Peds) | 82855 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2004 |
| Discharges (Title XIX; Adults & Peds) | 291 |
| Total Discharges (Adults & Peds) | 7923 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Very low overall patient satisfaction. Patients report challenges with nurse communication. Patients report significant challenges with Staff responsiveness to their needs. Patients report challenges with communication about their medications. Patients reported challenges with communication about thei discharge and follow up instructions. Patients reported significant challenges with transitions between departments in the hospital. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital 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 | 41% |
|---|
| 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 | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | Better 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) | 136 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 34.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 25.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.2 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 13.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.3 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 20.3 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.4 |
| 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) | 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 | 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 | 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) | 0.095 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.886 |
| SSI SIR (Standardized Infection Ratio) | 1.546 |
| CDI SIR (Standardized Infection Ratio) | 0.198 |
| MRSA SIR (Standardized Infection Ratio) | 1.155 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $9,006 |
|---|---|
| Bad Debt Expense | $14,514 |
| Uncompensated Care Cost | $12,304 |
| Total Uncompensated Care | $52,755 |
| Total Salaries | $106,927 |
|---|---|
| Overhead Expenses (Non-Salary) | $255,345 |
| Depreciation Expense | $16,584 |
| Total Operating Costs | $321,237 |
| Inpatient Charges | $490,998 |
|---|---|
| Outpatient Charges | $1,035,096 |
| Total Patient Charges | $1,526,094 |
| Core Wage Costs | $20,587 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $106,927 |
| Contract Labor (Patient Care) | $24,843 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $28 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $224,509 |
| Allowance for Doubtful Accounts | $-190,486 |
| Inventory | $9,420 |
| Prepaid Expenses | $1,739 |
| Other Current Assets | $75,014 |
| Total Current Assets | $127,438 |
| Land Value | $6,465 |
|---|---|
| Land Improvements Value | $3,237 |
| Building Value | $183,332 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $114,459 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $204,105 |
| Long-Term Investments | $129,354 |
|---|---|
| Other Assets | $2,145 |
| Total Other Assets | $131,499 |
| Total Assets | $463,042 |
| Accounts Payable | $11,701 |
|---|---|
| Salaries & Wages Payable | $61,701 |
| Payroll Taxes Payable | $6,461 |
| Short-Term Debt | $3,900 |
| Deferred Revenue | |
| Other Current Liabilities | $28,824 |
| Total Current Liabilities | $112,586 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $88,670 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $9,008 |
| Total Long-Term Liabilities | $97,678 |
| Total Liabilities | $210,265 |
| General Fund Balance | $252,777 |
|---|---|
| Total Fund Balances | $252,777 |
| Total Liabilities & Equity | $463,042 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $6,327 |
| DRG (Post-Oct 1) | $17,464 |
| Outlier Payments | |
| DSH Adjustment | $1,669 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $18,877 |
| Total IME Payments | $1 |
| Inpatient Revenue | $489,182 |
|---|---|
| Outpatient Revenue | $1,035,132 |
| Total Patient Revenue | $1,524,314 |
| Contractual Allowances & Discounts | $1,200,654 |
| Net Patient Revenue | $323,660 |
| Total Operating Expenses | $362,272 |
| Net Service Income | $-38,612 |
| Other Income | $11,223 |
| Total Income | $-27,389 |
| Other Expenses | $1 |
| Net Income | $-27,390 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $53,260 |
| Medicaid Charges | $445,191 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Fusion 10 |
| EHR is Changing | No |