Saint Catherine Hospital

Located at 4321 Fir Street in East Chicago, IN, Saint Catherine Hospital has provided compassionate, high-quality care for nearly a century. As part of Powers Health, we are dedicated to enhancing the patient experience through advanced technologies and innovations in research, diagnostics, and therapeutic care. Nationally recognized for outstanding quality, we offer a wide range of services, including cardiac and cardiovascular care, behavioral health, and diagnostic imaging. Saint Catherine Hospital is committed to improving the health of our patients and community.

Identifiers

Hospital Name Saint Catherine Hospital
Facility ID 150008

Location

Address 4321 FIR STREET
City/Town East Chicago
State IN
ZIP Code 46312
County/Parish LAKE

Health System

Health System Community Healthcare System
Health System Website Domain COMHS.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 214
Health System Hospital Locations Indiana and Kansas

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Community Healthcare System
Emergency Services Yes

Leo Correa

Chief Executive Officer

Served as Chief Executive Officer of St. Catherine Hospital in East Chicago since February 2017. [3, 4] Honored as the 2019 Business Person of the Year by the Lakeshore Chamber of Commerce. [3] Has extensive healthcare experience, including leadership at several university medical centers and more than 20 years of experience in the healthcare field with a background that includes positions in financial planning and analysis, operational leadership and research administration. [4] Held various executive leadership positions at the University of Chicago Medicine, Northwestern University and Rush University Medical Center. [4] Holds an MBA degree. [4]

Nina Stur

Chief Nursing Officer

Chief Nursing Officer at St. Catherine Hospital. [2, 9] Involved in decisions regarding the design and features of the Intermediate Care Unit to enhance patient comfort and care environment. [9]

Gregg Ferlin

Senior Vice President Finance and Chief Financial Officer

NA

Edward L. Williams, Ph.D.

President of St. Catherine Hospital Board of Directors

President of St. Catherine Hospital Board of Directors. [2, 9] Expressed the dedication of St. Catherine Hospital to care for the health of patients in East Chicago and surrounding locales. [2]

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 189

Staffing & Personnel

FTE Employees on Payroll 774
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5675
Inpatient Days (Title XIX) 1758
Total Inpatient Days 27187
Bed Count 122
Available Bed Days 44530
Discharges (Title V) NA
Discharges (Title XVIII) 1012
Discharges (Title XIX) 347
Total Discharges 5269

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 5225
Inpatient Days (Title XIX; Adults & Peds) 1424
Total Inpatient Days (Adults & Peds) 24627
Bed Count (Adults & Peds) 114
Available Bed Days (Adults & Peds) 41610
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 1012
Discharges (Title XIX; Adults & Peds) 347
Total Discharges (Adults & Peds) 5269

Quality Summary

Care Quality Stengths Average overall patient satisfaction. 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

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 61%

Mortality Group Indicators

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 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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 167

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -10.1
Readmission Score Hospital Return Days for Pneumonia Patients 4
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 12.2
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
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 20.5
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 18.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.7
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.1
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 No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Number of Cases Too Small
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) 2.646
CAUTI SIR (Standardized Infection Ratio) 0.986
SSI SIR (Standardized Infection Ratio) 0.732
CDI SIR (Standardized Infection Ratio) 0.379
MRSA SIR (Standardized Infection Ratio) 0.933

Fiscal Period

Fiscal Year Begin Jul 01, 2022
Fiscal Year End Jun 30, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,012
Bad Debt Expense $5,448
Uncompensated Care Cost $3,324
Total Uncompensated Care $9,137

Operating Expenses ($ thousands)

Total Salaries $60,972
Overhead Expenses (Non-Salary) $92,827
Depreciation Expense $6,014
Total Operating Costs $133,108

Charges ($ thousands)

Inpatient Charges $219,725
Outpatient Charges $370,915
Total Patient Charges $590,640

Wage-Related Details ($ thousands)

Core Wage Costs $13,534
Wage Costs (RHC/FQHC)
Adjusted Salaries $60,972
Contract Labor (Patient Care) $2,903
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $1
Short-Term Investments
Notes Receivable
Accounts Receivable $16,547
Allowance for Doubtful Accounts
Inventory $5,895
Prepaid Expenses
Other Current Assets $2,569
Total Current Assets $25,492

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $39,897
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $39,897

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $3,362
Total Other Assets $3,362
Total Assets $68,752

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $791
Salaries & Wages Payable $4,082
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $9,692
Total Current Liabilities $14,565

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $2,781
Total Long-Term Liabilities $2,781
Total Liabilities $17,346

Balance Sheet – Equity ($ thousands)

General Fund Balance $51,406
Total Fund Balances $51,406
Total Liabilities & Equity $68,752

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $2,547
DRG (Post-Oct 1) $7,868
Outlier Payments
DSH Adjustment $832
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $221,436
Outpatient Revenue $376,149
Total Patient Revenue $597,585
Contractual Allowances & Discounts $459,320
Net Patient Revenue $138,265
Total Operating Expenses $153,799
Net Service Income $-15,535
Other Income $15,731
Total Income $197
Other Expenses
Net Income $197

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $42,229
Medicaid Charges $213,162
Net CHIP Revenue
CHIP Charges

EHR Information

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

ERP Information

ERP Oracle
ERP Version Fusion 10
EHR is Changing No