OSF Sacred Heart Medical Center

OSF HealthCare Sacred Heart Medical Center, located at 812 N Logan Ave in Danville, IL, is a 174-bed comprehensive healthcare facility dedicated to serving Vermilion County and surrounding areas. As part of the OSF HealthCare family, we are driven by our mission to serve with the greatest care and love, providing state-of-the-art therapeutic, diagnostic, medical, and surgical services. Our 24/7 Emergency Department, Cancer Care Center, and cardiovascular services are just a few of the ways we offer exceptional care close to home. With nearly 400 compassionate staff members, OSF Sacred Heart is committed to excellence and transforming the healthcare experience for you and your family.

Identifiers

Hospital Name OSF Sacred Heart Medical Center
Facility ID 140093

Location

Address 812 N LOGAN AVE
City/Town Danville
State IL
ZIP Code 61832
County/Parish VERMILION

Health System

Health System OSF Healthcare
Health System Website Domain osfhealthcare.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 17
Health System Total Beds 2761
Health System Hospital Locations Illinois and Michigan

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Church
Ownership Details OSF Healthcare
Emergency Services Yes

JT Barnhart

President

Named permanent president in August 2024. Has been with OSF since February 2023. Previously held leadership positions in health systems in Tennessee and Texas. Earned a bachelor's degree in business administration and health care management from Appalachian State University and a Master of Business Administration from the University of Central Florida. Also serves as president of OSF HealthCare Heart of Mary Medical Center in Urbana, Illinois.

Deb McCarter

Vice President, Chief Nursing Officer

Named permanent vice president and chief nursing officer in August 2024. Has been with OSF since 2020. Previously served as associate vice president of patient care services at Cincinnati Children's Hospital Medical Center. Continues to serve in the same position at OSF Heart of Mary.

Dr. Vincent Kucich

Chief Medical Officer

NA

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 210

Staffing & Personnel

FTE Employees on Payroll 425.16
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 6408
Inpatient Days (Title XIX) 587
Total Inpatient Days 19274
Bed Count 103
Available Bed Days 37595
Discharges (Title V) NA
Discharges (Title XVIII) 1291
Discharges (Title XIX) 104
Total Discharges 4036

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5816
Inpatient Days (Title XIX; Adults & Peds) 418
Total Inpatient Days (Adults & Peds) 16381
Bed Count (Adults & Peds) 91
Available Bed Days (Adults & Peds) 33215
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1291
Discharges (Title XIX; Adults & Peds) 104
Total Discharges (Adults & Peds) 4036

Quality Summary

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.
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital struggles with high infection rates

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 52%

Mortality Group Indicators

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 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
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) 172

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 20.2
Readmission Score Hospital Return Days for Pneumonia Patients 3.7
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 12.8
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 11.5
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery Not Available
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.7
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21.7
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.3
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.2
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 15.8
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 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 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 Number of cases too small
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 2.126
CAUTI SIR (Standardized Infection Ratio) 0.762
SSI SIR (Standardized Infection Ratio) 2.506
CDI SIR (Standardized Infection Ratio) 0.932
MRSA SIR (Standardized Infection Ratio) 2.172

Fiscal Period

Fiscal Year Begin Oct 01, 2021
Fiscal Year End Sep 30, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,532
Bad Debt Expense $2,368
Uncompensated Care Cost $3,061
Total Uncompensated Care $17,511

Operating Expenses ($ thousands)

Total Salaries $31,046
Overhead Expenses (Non-Salary) $91,935
Depreciation Expense $6,344
Total Operating Costs $105,504

Charges ($ thousands)

Inpatient Charges $217,222
Outpatient Charges $345,725
Total Patient Charges $562,947

Wage-Related Details ($ thousands)

Core Wage Costs $7,714
Wage Costs (RHC/FQHC)
Adjusted Salaries $30,982
Contract Labor (Patient Care) $17,463
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-91,410
Short-Term Investments
Notes Receivable
Accounts Receivable $67,133
Allowance for Doubtful Accounts $-56,664
Inventory $2,312
Prepaid Expenses $671
Other Current Assets $1,795
Total Current Assets $-76,162

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,025
Land Improvements Value $1,300
Building Value $43,146
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment $18,956
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $49,965

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $3,847
Other Assets $7,621
Total Other Assets $11,468
Total Assets $-14,729

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $3,901
Salaries & Wages Payable $198
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue $68
Other Current Liabilities $6,268
Total Current Liabilities $10,436

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,322
Total Long-Term Liabilities $2,322
Total Liabilities $12,758

Balance Sheet – Equity ($ thousands)

General Fund Balance $-32,765
Total Fund Balances $-27,487
Total Liabilities & Equity $-14,729

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $11,629
Outlier Payments
DSH Adjustment $395
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $217,222
Outpatient Revenue $345,725
Total Patient Revenue $562,947
Contractual Allowances & Discounts $464,469
Net Patient Revenue $98,478
Total Operating Expenses $122,981
Net Service Income $-24,503
Other Income $6,223
Total Income $-18,279
Other Expenses
Net Income $-18,279

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $11,241
Medicaid Charges $137,084
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