Carlinville Area Hospital & Clinics, located at 20733 N Broad Street in Carlinville, IL, is a 25-bed acute care hospital dedicated to providing expert healthcare close to home. Since 1952, we have connected residents to compassionate care, offering a wide range of inpatient, outpatient, surgical, and emergency services for all ages. Our comprehensive rural health system includes primary care and outpatient specialty clinics, rehabilitation services, and a 24-hour STAT Emergency Department. We are committed to providing advanced medical treatments and a patient-centered experience with a focus on quality. At Carlinville Area Hospital & Clinics, you're connected to expert care.
| Hospital Name | Carlinville Area Hospital & Clinics |
|---|---|
| Facility ID | 141347 |
| Address | 20733 N BROAD STREET |
|---|---|
| City/Town | Carlinville |
| State | IL |
| ZIP Code | 62626 |
| County/Parish | MACOUPIN |
| Health System | Independent |
|---|---|
| Health System Website Domain | cahcare.com |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Illinois |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Native of Festus, Missouri. Began his role at Carlinville Area Hospital in August (around 2020/2021). Award-winning leader in healthcare, bringing more than 20 years of CEO experience in profit and non-profit rural community hospitals. Specializes in generating organizational momentum by recognizing the potential in every employee. Applies innovative tactics related to culture, strategy, and growth/care advancement. Leads the team toward creating a model rural healthcare system of the future. Received accolades including the 2016 Pioneer Rural Healthcare Leadership Award, the 2010 Young Executive Achievement Award, the 2009 Summit Award: Patient Satisfaction Excellence, and recognized in “150 Great Places to Work in Healthcare” by Becker's Hospital Review in 2015 and 2017. Has been leading strategies to expand the services that CAH&C offers locally. As of a July 2023 article, has 18 years of experience as a hospital CEO.
In healthcare finance for nearly 20 years, with the last 10 years in various leadership roles. Experience includes hospital, physician group, consulting, and fiscal intermediary settings. Accepted the role of Chief Financial Officer at CAH in December 2020. Looks forward to enhancing the financial activities of the entire organization as well as provide analysis and optimize productivity. Holds a Master's Degree in Business Administration from Robert Morris University.
Talented local individual with long-term connections to the organization and community. Has been an integral part of the Carlinville Area Hospital & Clinics nursing team since she was hired in May 2010, beginning as a night shift medical and surgical nurse. Her leadership has been key to the improvement of many aspects of care and operations at the hospital. Has driven Emergency Department Patient Satisfaction to new and improved levels, and has also served as the primary leader of the Carlinville Area Hospital & Clinics entire COVID response. Was named one of the 4 Hospital Leaders Under 40 award winners by the Illinois Critical Access Hospital Network (ICAHN) on Nov. 18, 2021. Holds a BSN.
Has been in a Hospital leadership role at CAH for the past 15 years with an emphasis in Human Resources and Community Outreach while also overseeing Laboratory, Radiology and Outpatient Rehabilitation. Looks forward to continuing to make a positive impact within the Hospital and the communities it serves. Has a Master's Degree in Health Administration from Ohio University. Holds a Rural Hospital CEO Certification from the National Rural Health Association and is a member of the American College of Healthcare Executives. Talented local individual with long-term connections to the organization and community.
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Dedicated to Carlinville Area Hospital Association, Foundation and Auxiliary since 2007. Has served as the Executive Director of the Foundation, Auxiliary Liaison, and Director of Patient Access. Brings an excellent blend of leadership, patient relations, and process improvement skills to her expanded role. Has a Master's Degree in Public Administration Management from Southern Illinois University in Edwardsville, IL.
Talented local individual with long-term connections to the organization and community.
Has worked in the area of computer technology for 22 years and has served as the Information Technology Director at the Hospital for 16 years. In addition to IT Director, also holds the title of HIPAA Security Officer, focusing on the protection of patient data and cybersecurity practices. Excited to continue his role on the Hospital's Executive Team and work with a progressive and innovative group of leaders. Has a Bachelor's Degree in Administrative Information Systems from Eastern Illinois University. Talented local individual with long-term connections to the organization and community.
Talented local individual with long-term connections to the organization and community.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 218.7 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1637 |
| Inpatient Days (Title XIX) | 146 |
| Total Inpatient Days | 2762 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 180 |
| Discharges (Title XIX) | 53 |
| Total Discharges | 402 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 591 |
| Inpatient Days (Title XIX; Adults & Peds) | 146 |
| Total Inpatient Days (Adults & Peds) | 1301 |
| Bed Count (Adults & Peds) | 25 |
| Available Bed Days (Adults & Peds) | 9125 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 180 |
| Discharges (Title XIX; Adults & Peds) | 53 |
| Total Discharges (Adults & Peds) | 402 |
| Care Quality Stengths | 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 a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| 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 | 81% |
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| 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 | 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 | |
| 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) | 122 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 9.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -27.5 |
| 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 | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.6 |
| 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 | 15.5 |
| 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 | Fewer Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| 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 | Number of cases too small |
| 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 | Number of Cases Too Small |
| 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) | 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 | Aug 01, 2022 |
|---|---|
| Fiscal Year End | Jul 31, 2023 |
| Charity Care Cost | $46 |
|---|---|
| Bad Debt Expense | $1,401 |
| Uncompensated Care Cost | $641 |
| Total Uncompensated Care | $641 |
| Total Salaries | $18,759 |
|---|---|
| Overhead Expenses (Non-Salary) | $25,226 |
| Depreciation Expense | $2,843 |
| Total Operating Costs | $39,479 |
| Inpatient Charges | $9,981 |
|---|---|
| Outpatient Charges | $77,378 |
| Total Patient Charges | $87,359 |
| 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 | $7,119 |
|---|---|
| Short-Term Investments | $475 |
| Notes Receivable | |
| Accounts Receivable | $11,430 |
| Allowance for Doubtful Accounts | $-6,191 |
| Inventory | $342 |
| Prepaid Expenses | $380 |
| Other Current Assets | $2,581 |
| Total Current Assets | $16,184 |
| Land Value | $646 |
|---|---|
| Land Improvements Value | $2,524 |
| Building Value | $27,052 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $10,610 |
| Minor Depreciable Equipment | |
| Health IT Assets | $1,180 |
| Total Fixed Assets | $14,263 |
| Long-Term Investments | $5,620 |
|---|---|
| Other Assets | $3,271 |
| Total Other Assets | $8,891 |
| Total Assets | $39,338 |
| Accounts Payable | $1,688 |
|---|---|
| Salaries & Wages Payable | $1,442 |
| Payroll Taxes Payable | $367 |
| Short-Term Debt | $1,045 |
| Deferred Revenue | |
| Other Current Liabilities | $453 |
| Total Current Liabilities | $4,995 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $11,288 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $11,288 |
| Total Liabilities | $16,282 |
| General Fund Balance | $23,056 |
|---|---|
| Total Fund Balances | $23,056 |
| Total Liabilities & Equity | $39,338 |
| 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 | $10,278 |
|---|---|
| Outpatient Revenue | $82,856 |
| Total Patient Revenue | $93,133 |
| Contractual Allowances & Discounts | $48,571 |
| Net Patient Revenue | $44,563 |
| Total Operating Expenses | $43,986 |
| Net Service Income | $577 |
| Other Income | $1,200 |
| Total Income | $1,777 |
| Other Expenses | |
| Net Income | $1,777 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $8,045 |
| Medicaid Charges | $18,757 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | TruBridge Thrive EHR |
|---|---|
| EHR Version | TruBridge Thrive EHR |
| EHR is Changing | No |
| ERP | Community HIS Solution |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |