Saint Anthony Hospital, located at 2875 West 19th Street, Chicago, IL, is an independent, non-profit, faith-based community hospital dedicated to improving the health and wellness of Chicago's West and Southwest sides. With a welcoming and recently renovated environment, we offer quality medical services across various units, including ICU, rehabilitation, emergency care, and maternity services. We are committed to serving our community, providing compassionate care regardless of nationality, religious affiliation, or ability to pay. Saint Anthony Hospital has a strong reputation for excellence and is focused on developing new models for community care.
| Hospital Name | Saint Anthony Hospital |
|---|---|
| Facility ID | 140095 |
| Address | 2875 WEST 19TH STREET |
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| City/Town | Chicago |
| State | IL |
| ZIP Code | 60623 |
| County/Parish | COOK |
| Health System | Independent |
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| Health System Website Domain | sahchicago.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 176 |
| Health System Hospital Locations | Illinois |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Independent |
| Emergency Services | Yes |
Appointed as president and chief executive officer of Saint Anthony Hospital in March 2025. Served on the Saint Anthony Board of Directors for more than a decade, most recently as Board chair. Prior to joining Saint Anthony Hospital, served as President of the Chicago Transit Authority and Acting Chief of Staff to U.S. Department of Transportation Secretary Anthony Foxx. Also served as acting deputy administrator and chief counsel for the Federal Transit Administration. Co-chair for the Equity in Infrastructure Project and member of the Board of Directors for Mpact. Received BS in Business Administration and Management from Carroll University and holds a Juris Doctor.
Joined Saint Anthony Hospital in 2022. With 20 years of nursing experience and over 10 in leadership roles, she provides executive leadership for clinical excellence, patient safety and case management. Responsible for standards of care and practice, policies, procedures and programs to ensure quality patient care and patient satisfaction. Also works to mentor and provide educational opportunities, training, support and resources to the nursing team.
A board-certified obstetrician and gynecologist in Chicago, joined Saint Anthony Hospital in 2000. Served as Chairman of the Obstetrics and Gynecology department and more recently as Chief Quality Officer. Responsible for many hospital operations in addition to outpatient clinics, infection prevention, and physician development. Leads the organization's quality and patient satisfaction initiatives. Has helped lead the journey to include a comprehensive performance improvement framework. Under his leadership, Saint Anthony Hospital has received awards for "Commitment to Excellence" and "Excellence".
Joined Saint Anthony Hospital in 2024 with over 20 years of senior financial leadership, Board of Directors and stakeholder engagement experience in large, complex public and private sector organizations. Experience includes expertise in treasury operations, regulatory and compliance support, technology systems integration, pension fund oversight, enterprise risk management, and capital market operations. Oversees Finance, Accounting, Revenue Cycle, Healthcare Contracting, and Information Technology departments.
Joined the Saint Anthony Hospital team in 2004. Board certified in both pediatrics and pediatric critical care. Oversees department chairs, medical staff and clinical operations of the hospital, including medical education and partnerships with health care institutions across the city.
Joined the Saint Anthony Hospital team in 2014. Oversees ancillary and administrative services, including medical and diagnostic imaging, laboratory, respiratory, pharmacy, and human resources departments. Led the establishment of a new full-service outpatient pharmacy. Prior to Saint Anthony Hospital, developed and implemented healthcare performance improvement initiatives at Loyola Medicine and Walgreens. Holds a Doctor of Pharmacy from the University of Illinois at Chicago. Prior to healthcare, worked as a consultant in the business sector.
Joined Saint Anthony Hospital in 2012 with a professional background in security and emergency management. Leads operations of all non-clinical areas, including security and emergency preparedness, facilities and plant operations, environmental services, procurement, telecommunications, transportation and dietary/nutrition departments. Served as a partner to the Illinois and Chicago Departments of Public health to lead the hospital's Covid-19 response. Earned undergraduate degree in Criminal Justice from the University of St. Xavier and holds a Masters in Criminal Justice from Lewis University. Serves as an instructor for Nonviolent Crisis Prevention Intervention and Healthcare Defensive Tactics.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | Yes |
| Licensed Beds | 176 |
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| FTE Employees on Payroll | 728.21 |
|---|---|
| FTE Interns & Residents | 6.67 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 1709 |
| Inpatient Days (Title XIX) | 2304 |
| Total Inpatient Days | 16983 |
| Bed Count | 109 |
| Available Bed Days | 39785 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 319 |
| Discharges (Title XIX) | 718 |
| Total Discharges | 3741 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1305 |
| Inpatient Days (Title XIX; Adults & Peds) | 1948 |
| Total Inpatient Days (Adults & Peds) | 11577 |
| Bed Count (Adults & Peds) | 94 |
| Available Bed Days (Adults & Peds) | 34310 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 319 |
| Discharges (Title XIX; Adults & Peds) | 718 |
| Total Discharges (Adults & Peds) | 3741 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital. 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 | |
|---|---|
| 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 | 57% |
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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 | |
| Mortality Group – Death Rate for Stroke Patients | |
| 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 | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| 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) | 236 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 33.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| 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 | 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 | 20.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.5 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| 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 | Number of Cases Too Small |
| 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 | 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 | 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 | Number of Cases Too Small |
| CLABSI SIR (Standardized Infection Ratio) | 0.000 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.000 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.204 |
| MRSA SIR (Standardized Infection Ratio) | 0.000 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $5,674 |
|---|---|
| Bad Debt Expense | $8,084 |
| Uncompensated Care Cost | $8,550 |
| Total Uncompensated Care | $8,550 |
| Total Salaries | $71,603 |
|---|---|
| Overhead Expenses (Non-Salary) | $72,703 |
| Depreciation Expense | $2,769 |
| Total Operating Costs | $114,666 |
| Inpatient Charges | $143,558 |
|---|---|
| Outpatient Charges | $178,467 |
| Total Patient Charges | $322,025 |
| Core Wage Costs | $10,794 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $72,009 |
| Contract Labor (Patient Care) | $6,222 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $32,158 |
|---|---|
| Short-Term Investments | $2,882 |
| Notes Receivable | |
| Accounts Receivable | $88,989 |
| Allowance for Doubtful Accounts | $-76,400 |
| Inventory | $1,235 |
| Prepaid Expenses | |
| Other Current Assets | $1,342 |
| Total Current Assets | $53,556 |
| Land Value | $473 |
|---|---|
| Land Improvements Value | $551 |
| Building Value | $27,130 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $53,466 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $12,610 |
| Long-Term Investments | $11,530 |
|---|---|
| Other Assets | $38,264 |
| Total Other Assets | $49,795 |
| Total Assets | $115,961 |
| Accounts Payable | $3,379 |
|---|---|
| Salaries & Wages Payable | $7,954 |
| Payroll Taxes Payable | |
| Short-Term Debt | $2,832 |
| Deferred Revenue | |
| Other Current Liabilities | $35,036 |
| Total Current Liabilities | $49,202 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $8,180 |
| Total Long-Term Liabilities | $8,180 |
| Total Liabilities | $57,382 |
| General Fund Balance | $58,578 |
|---|---|
| Total Fund Balances | $58,578 |
| Total Liabilities & Equity | $115,961 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $745 |
| DRG (Post-Oct 1) | $1,974 |
| Outlier Payments | |
| DSH Adjustment | $313 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $3,215 |
| Total IME Payments | $44 |
| Inpatient Revenue | $156,369 |
|---|---|
| Outpatient Revenue | $207,394 |
| Total Patient Revenue | $363,763 |
| Contractual Allowances & Discounts | $244,352 |
| Net Patient Revenue | $119,411 |
| Total Operating Expenses | $136,076 |
| Net Service Income | $-16,665 |
| Other Income | $19,272 |
| Total Income | $2,607 |
| Other Expenses | |
| Net Income | $2,607 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $80,219 |
| Medicaid Charges | $209,935 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Altera Paragon |
|---|---|
| EHR Version | Paragon |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |