Advocate Illinois Masonic Medical Center

Advocate Illinois Masonic Medical Center, located at 836 West Wellington Avenue in Chicago, is a leading 551-bed non-profit teaching hospital. As a comprehensive medical center, we provide advanced care through a Level I Trauma Center and a Level III Perinatal Center, serving the diverse communities of Chicago for over a century. We offer a wide range of services, including cardiovascular care, oncology, digestive health, and neurosciences, and train approximately 300 physicians annually through affiliations with top medical schools. Advocate Illinois Masonic is recognized for nursing excellence with Magnet designation and is committed to providing patient-centered care with innovative treatments and a focus on healthy lifestyles.

Identifiers

Hospital Name Advocate Illinois Masonic Medical Center
Facility ID 140182

Location

Address 836 WEST WELLINGTON AVENUE
City/Town Chicago
State IL
ZIP Code 60657
County/Parish COOK

Health System

Health System Advocate Health
Health System Website Domain advocatehealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 23
Health System Total Beds 6189
Health System Hospital Locations Illinois and Wisconsin

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Advocate Health
Emergency Services Yes

Susan Nordstrom Lopez

President

Susan provides executive leadership, including strategic and capital planning; clinical, financial and operating activities; medical staff engagement. Achieve strategic growth and strong financial results while leading the implementation of a culture of safety, patient focused care, and service excellence. Susan has more than 30 years of experience in hospital management. Prior to serving as President of Advocate Illinois Masonic, Susan was the President and CEO of St. Anthony Medical Center, Crown Point, Indiana, part of the Franciscan Alliance. Before joining St. Anthony's, she held other roles. Susan is a Fellow of the American College of Health Care Executives.

Clifton Clarke, MD

Chief Medical Officer

NA

Heather Granada

Chief Nursing Officer

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program Yes
Osteopathic Residency Program Yes
Other Residency Programs Yes
Pediatric Residency Program Yes

Capacity & Services

Licensed Beds 997

Staffing & Personnel

FTE Employees on Payroll 1659.83
FTE Interns & Residents 166.16

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 10767
Inpatient Days (Title XIX) 2593
Total Inpatient Days 51998
Bed Count 233
Available Bed Days 84994
Discharges (Title V) NA
Discharges (Title XVIII) 1984
Discharges (Title XIX) 378
Total Discharges 10730

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4547
Inpatient Days (Title XIX; Adults & Peds) 1680
Total Inpatient Days (Adults & Peds) 29842
Bed Count (Adults & Peds) 121
Available Bed Days (Adults & Peds) 44114
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1984
Discharges (Title XIX; Adults & Peds) 378
Total Discharges (Adults & Peds) 10730

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Hospital does an above-average job of ensuring patients at the hospital do not get infections.
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 Overall Rating

Patient Experience Star Ratings

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

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 68%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
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 No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients Better 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 214

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -3.6
Readmission Score Hospital Return Days for Heart Failure Patients 2.7
Readmission Score Hospital Return Days for Pneumonia Patients 1.9
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 15.9
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.6
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.6
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.1
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 15.3
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 Average Days 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 Worse 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 Worse 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 Number of Cases Too Small
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 Number of Cases Too Small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.019
CAUTI SIR (Standardized Infection Ratio) 0.814
SSI SIR (Standardized Infection Ratio) 1.126
CDI SIR (Standardized Infection Ratio) 0.504
MRSA SIR (Standardized Infection Ratio) 0.282

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $4,676
Bad Debt Expense $29,334
Uncompensated Care Cost $10,942
Total Uncompensated Care $41,366

Operating Expenses ($ thousands)

Total Salaries $157,937
Overhead Expenses (Non-Salary) $423,329
Depreciation Expense $23,576
Total Operating Costs $469,355

Charges ($ thousands)

Inpatient Charges $793,113
Outpatient Charges $1,473,374
Total Patient Charges $2,266,487

Wage-Related Details ($ thousands)

Core Wage Costs $31,605
Wage Costs (RHC/FQHC)
Adjusted Salaries $157,937
Contract Labor (Patient Care) $18,181
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $4,554

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $372,898
Short-Term Investments $153,557
Notes Receivable
Accounts Receivable $1,819,899
Allowance for Doubtful Accounts
Inventory
Prepaid Expenses
Other Current Assets $952,006
Total Current Assets $3,298,360

Balance Sheet – Fixed Assets ($ thousands)

Land Value $479,733
Land Improvements Value
Building Value $8,569,498
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $3,007,315
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $5,971,542

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $10,981,192
Other Assets $1,627,176
Total Other Assets $12,608,368
Total Assets $21,878,270

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $1,111,552
Salaries & Wages Payable $1,165,861
Payroll Taxes Payable
Short-Term Debt $73,026
Deferred Revenue
Other Current Liabilities $845,410
Total Current Liabilities $3,195,849

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $3,255,423
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $1,979,451
Total Long-Term Liabilities $5,234,874
Total Liabilities $8,430,723

Balance Sheet – Equity ($ thousands)

General Fund Balance $13,447,547
Total Fund Balances $13,447,547
Total Liabilities & Equity $21,878,270

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $18,340
DRG (Post-Oct 1) $6,718
Outlier Payments
DSH Adjustment $903
Eligible DSH % $0
Simulated MC Payments $27,746
Total IME Payments $9,366

Revenue & Income Statement ($ thousands)

Inpatient Revenue $793,113
Outpatient Revenue $1,473,374
Total Patient Revenue $2,266,487
Contractual Allowances & Discounts $1,553,260
Net Patient Revenue $713,227
Total Operating Expenses $581,266
Net Service Income $131,961
Other Income $15,960
Total Income $147,921
Other Expenses
Net Income $147,921

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $45,244
Medicaid Charges $365,393
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No