OSF Saint Anthony's Health Center, located in Alton, Illinois, provides fully accredited health care services. We offer a comprehensive cancer center, cardiology services, diabetes care, and a wide array of programs to meet your health needs. At OSF Saint Anthony's, you will receive compassionate care throughout your hospital experience. Find the support you need, from financial assistance to dining options, all in one place.
| Hospital Name | OSF Saint Anthony's Health Center |
|---|---|
| Facility ID | 140052 |
| Address | ST ANTHONY'S WAY |
|---|---|
| City/Town | Alton |
| State | IL |
| ZIP Code | 62002 |
| County/Parish | MADISON |
| Health System | OSF Healthcare |
|---|---|
| Health System Website Domain | osfhealthcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 17 |
|---|---|
| Health System Total Beds | 2761 |
| Health System Hospital Locations | Illinois and Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | OSF Healthcare |
| Emergency Services | No |
Zach Yoder, MHA, RN, NEA-BC, FACHE, is the new president at OSF HealthCare Saint Anthony's Health Center in Alton, Illinois, effective January 6, 2025. [4, 5, 6] He was most recently chief operating officer at SIHF Healthcare (Sauget, Illinois) and Touchette Regional Hospital (Cahokia Heights, Illinois). [4, 6] Yoder has an extensive clinical and leadership background. [4] His recent accomplishments include decreasing staffing turnover and agency staffing and closing care gaps to increase quality metrics. [4, 5] He earned a Bachelor of Science in Nursing from Southern Illinois University, a Master of Health Administration from Webster University, and a Master of Healthcare Operational Excellence from Washington University in St. Louis. [4, 5] He is focused on relationship-building, providing a positive work environment, smart growth, implementing new technology, and focusing on people and patient care. [3]
Lisa Schepers, DNP, MBA, RN, NE-BC, served as interim president for OSF Saint Anthony's from August 10, 2024, upon the resignation of the previous president, Jerry Rumph, until Zach Yoder took over in January 2025. [4, 5, 6] Her tenure included collaboration with the chief medical officer and the vice president of support services. [4, 5]
Dennis Sands, MD, is the chief medical officer at OSF Saint Anthony's Health Center and collaborated with the interim president, Lisa Schepers. [4, 5]
Sister M. Beata, F.S.G.M., is the vice president, support services at OSF Saint Anthony's Health Center and collaborated with the interim president, Lisa Schepers. [5]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 296 |
|---|
| FTE Employees on Payroll | 374.8 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 3474 |
| Inpatient Days (Title XIX) | 160 |
| Total Inpatient Days | 9558 |
| Bed Count | 49 |
| Available Bed Days | 17885 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 819 |
| Discharges (Title XIX) | 51 |
| Total Discharges | 2355 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2918 |
| Inpatient Days (Title XIX; Adults & Peds) | 120 |
| Total Inpatient Days (Adults & Peds) | 7877 |
| Bed Count (Adults & Peds) | 38 |
| Available Bed Days (Adults & Peds) | 13870 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 819 |
| Discharges (Title XIX; Adults & Peds) | 51 |
| Total Discharges (Adults & Peds) | 2355 |
| Care Quality Stengths | High 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. Hospital does a good job at treating conditions like pneumonia so that patients don't have to come back to the hospital. |
|---|---|
| Care Quality Concerns | Hospital struggles with high infection rates |
| 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 | 73% |
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| 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 | 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 | |
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 158 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 11 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -22.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.6 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.6 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 4.9 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 14.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.7 |
| 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 | 16.3 |
| 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 | 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 | 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 | 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 |
| CLABSI SIR (Standardized Infection Ratio) | 1.382 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 1.276 |
| SSI SIR (Standardized Infection Ratio) | 2.260 |
| CDI SIR (Standardized Infection Ratio) | 0.684 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,706 |
|---|---|
| Bad Debt Expense | $2,107 |
| Uncompensated Care Cost | $2,251 |
| Total Uncompensated Care | $10,064 |
| Total Salaries | $29,658 |
|---|---|
| Overhead Expenses (Non-Salary) | $70,705 |
| Depreciation Expense | $5,183 |
| Total Operating Costs | $88,493 |
| Inpatient Charges | $94,373 |
|---|---|
| Outpatient Charges | $301,891 |
| Total Patient Charges | $396,264 |
| Core Wage Costs | $7,777 |
|---|---|
| Wage Costs (RHC/FQHC) | $758 |
| Adjusted Salaries | $29,615 |
| Contract Labor (Patient Care) | $3,547 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $-124,308 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $45,005 |
| Allowance for Doubtful Accounts | $-35,011 |
| Inventory | $2,710 |
| Prepaid Expenses | $313 |
| Other Current Assets | $-116 |
| Total Current Assets | $-111,408 |
| Land Value | $1,080 |
|---|---|
| Land Improvements Value | $7,032 |
| Building Value | $76,360 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $35,145 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $40,344 |
| Long-Term Investments | $2,367 |
|---|---|
| Other Assets | $5,596 |
| Total Other Assets | $7,962 |
| Total Assets | $-63,101 |
| Accounts Payable | $2,187 |
|---|---|
| Salaries & Wages Payable | $267 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $137 |
| Other Current Liabilities | $3,323 |
| Total Current Liabilities | $5,915 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $27,153 |
| Total Long-Term Liabilities | $27,153 |
| Total Liabilities | $33,067 |
| General Fund Balance | $-98,376 |
|---|---|
| Total Fund Balances | $-96,169 |
| Total Liabilities & Equity | $-63,101 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $8,110 |
| Outlier Payments | |
| DSH Adjustment | $179 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $94,386 |
|---|---|
| Outpatient Revenue | $302,704 |
| Total Patient Revenue | $397,090 |
| Contractual Allowances & Discounts | $305,656 |
| Net Patient Revenue | $91,433 |
| Total Operating Expenses | $100,363 |
| Net Service Income | $-8,930 |
| Other Income | $1,885 |
| Total Income | $-7,045 |
| Other Expenses | $993 |
| Net Income | $-8,038 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $12,171 |
| Medicaid Charges | $89,483 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |