PeaceHealth Sacred Heart Medical Center at RiverBend, located at 3333 Riverbend Drive in Springfield, Oregon, is a state-of-the-art regional medical center committed to providing patient-centered care in a healing environment. As a Level II trauma center with 388 beds, we offer a comprehensive range of services, including specialized care through the Oregon Heart & Vascular Institute and the Oregon Neurosciences Institute. Our hospital also provides full women's and children's services, including labor and delivery and a Neonatal Intensive Care Unit. We are dedicated to clinical excellence, patient safety, and incorporating environmentally friendly design. PeaceHealth RiverBend is the only hospital outside of the Portland area to offer pediatric surgery.
| Hospital Name | PeaceHealth Sacred Heart Medical Center at RiverBend |
|---|---|
| Facility ID | 380102 |
| Address | 3333 RIVERBEND DRIVE |
|---|---|
| City/Town | Springfield |
| State | OR |
| ZIP Code | 97477 |
| County/Parish | LANE |
| Health System | PeaceHealth |
|---|---|
| Health System Website Domain | peacehealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 10 |
|---|---|
| Health System Total Beds | 1439 |
| Health System Hospital Locations | Alaska, Oregon and Washington |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | PeaceHealth |
| Emergency Services | Yes |
A former hospitalist and experienced physician leader, Dr. McGovern has an eye on high-quality care and helped guide PeaceHealth Sacred Heart Medical Center at RiverBend to its first ever CMS 5-star rating while securing multiple Leapfrog A ratings. [2] He came to PeaceHealth from Wisconsin-based ThedaCare, where he served in several leadership roles including system vice president of medical affairs. [2] He was recognized as a US News and World Report Top Doc while working in Baltimore, Maryland. [2] Dr. McGovern graduated from the Medical College of Wisconsin and did his internal medicine residency at St. [2] He was promoted to Chief Hospital Executive of the PeaceHealth Oregon network in February 2024 and is responsible for all hospital operations across the Oregon network, which includes PeaceHealth Sacred Heart Medical Center at RiverBend. [7] He previously served as Chief Medical Officer for the PeaceHealth Oregon network [7] and Chief Medical Officer - surgical for Sacred Heart Medical Center at RiverBend. [6]
Alicia Beymer owns more than 25 years of varied experience serving Lane County with her collaborative leadership style, strong patient advocacy, and a deep knowledge of healthcare regulation and quality. [6] She previously served as director of Home Care Services in the PeaceHealth Oregon network and also has experience in risk management and regulatory consultant at PeaceHealth. [6] She is listed as part of the Oregon Regional Leadership Team. [6]
James Roundtree was announced as the new chief operating officer for PeaceHealth Sacred Heart Medical Center at RiverBend, with an effective start date of June 2, 2025. [3] He will join the Oregon network executive team with a focus on the day-to-day operations at RiverBend, including surgical services, imaging, lab and facilities. [3] He brings more than 20 years of leadership experience to PeaceHealth. [3]
Listed as CFO for Sacred Heart Medical Center RiverBend in a FY23 financial report. [9]
As a long-time Lane County resident, Heather has a strong commitment to the community. [6] Heather has been part of the PeaceHealth family since 2004, most recently serving as senior director of Nursing at RiverBend. [6] She also has served as director of nursing for the Medical/Surgical service line, director of operations for the Gamma Knife Center, nurse manager of orthopedics and neurology, and started her career as a neurology nurse at PeaceHealth Sacred Heart Medical Center, University District. [6]
Mary Lou Tate joined PeaceHealth in 2025, bringing more than 20 years of experience in operations and financial leadership to the role. [6] She will work closely in partnership with local and system leaders with a focus on financial growth and stewardship. [6] Mary Lou most recently served as the CFO at Bay Area Hospital in Coos Bay. [6]
Kim Ruscher, MD, MPH, joined PeaceHealth in 2013 as a pediatric surgeon and has taken on progressive leadership roles throughout her career. [6] She was appointed chief medical officer for the PeaceHealth Oregon network in 2024 after previously serving as chief medical officer — surgical for Sacred Heart Medical Center at RiverBend. [6]
Micki Varner has been part of the PeaceHealth family since her beginnings as a chaplain intern in 2003 at Sacred Heart Medical Center. [6] She then served in a leadership role as the Oregon network manager of Spiritual Care. [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 347 |
|---|
| FTE Employees on Payroll | 2124 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 21061 |
| Inpatient Days (Title XIX) | 6766 |
| Total Inpatient Days | 107009 |
| Bed Count | 385 |
| Available Bed Days | 140525 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 4636 |
| Discharges (Title XIX) | 618 |
| Total Discharges | 23261 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 18168 |
| Inpatient Days (Title XIX; Adults & Peds) | 3633 |
| Total Inpatient Days (Adults & Peds) | 82697 |
| Bed Count (Adults & Peds) | 301 |
| Available Bed Days (Adults & Peds) | 109865 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 4636 |
| Discharges (Title XIX; Adults & Peds) | 618 |
| Total Discharges (Adults & Peds) | 23261 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated |
| Nurse Communication – Star Rating | |
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| 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 | 72% |
|---|
| 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 | No Different Than National Average |
| 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 | 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 254 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 2.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -8.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -25.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| 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 | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.7 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.4 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 12.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14.6 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| 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 | No Different Than the National Rate |
| 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) | Better Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.565 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.168 |
| SSI SIR (Standardized Infection Ratio) | 1.069 |
| CDI SIR (Standardized Infection Ratio) | 0.460 |
| MRSA SIR (Standardized Infection Ratio) | 0.706 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $16,190 |
|---|---|
| Bad Debt Expense | $8,337 |
| Uncompensated Care Cost | $18,530 |
| Total Uncompensated Care | $56,950 |
| Total Salaries | $259,178 |
|---|---|
| Overhead Expenses (Non-Salary) | $449,221 |
| Depreciation Expense | $29,558 |
| Total Operating Costs | $705,422 |
| Inpatient Charges | $1,652,033 |
|---|---|
| Outpatient Charges | $1,117,032 |
| Total Patient Charges | $2,769,064 |
| Core Wage Costs | $72,006 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $259,178 |
| Contract Labor (Patient Care) | $27,337 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | |
| Allowance for Doubtful Accounts | |
| Inventory | |
| Prepaid Expenses | |
| Other Current Assets | |
| Total Current Assets |
| Land Value | |
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| Land Improvements Value | |
| Building Value | |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets |
| Long-Term Investments | |
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| Other Assets | |
| Total Other Assets | |
| Total Assets |
| Accounts Payable | |
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| Salaries & Wages Payable | |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | |
| Total Liabilities |
| General Fund Balance | |
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| Total Fund Balances | |
| Total Liabilities & Equity |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $17,822 |
| DRG (Post-Oct 1) | $51,880 |
| Outlier Payments | |
| DSH Adjustment | $3,307 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $1,673,711 |
|---|---|
| Outpatient Revenue | $1,147,645 |
| Total Patient Revenue | $2,821,356 |
| Contractual Allowances & Discounts | $1,960,687 |
| Net Patient Revenue | $860,669 |
| Total Operating Expenses | $879,016 |
| Net Service Income | $-18,347 |
| Other Income | $-1,555 |
| Total Income | $-19,901 |
| Other Expenses | |
| Net Income | $-19,901 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $87,353 |
| Medicaid Charges | $493,711 |
| 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 |