Silver Cross Hospital

Silver Cross Hospital, located at 1900 Silver Cross Blvd in New Lenox, IL, is an independent, not-for-profit healthcare provider committed to improving the health and wellness of our community since 1895. Our modern, 348-bed hospital offers all private patient rooms and advanced medical technology, ensuring comfort and reducing the risk of infection. Silver Cross has partnerships with leading academic medical centers, including the University of Chicago Medicine, Lurie Children's Hospital, and Shirley Ryan AbilityLab, bringing advanced specialty care close to home. Recognized nationally for safety and quality, including being named a Top 100 Hospital and receiving consistently high Leapfrog safety grades, Silver Cross delivers an unrivaled healthcare experience focused on patient-family centered care.

Identifiers

Hospital Name Silver Cross Hospital
Facility ID 140213

Location

Address 1900 SILVER CROSS BLVD
City/Town New Lenox
State IL
ZIP Code 60451
County/Parish WILL

Health System

Health System Silver Cross Hospital
Health System Website Domain silvercross.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 2
Health System Total Beds 404
Health System Hospital Locations Illinois

Ownership & Characteristics

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

Michael Mutterer

President & CEO

Joined Silver Cross in April 2020, initially as Chief Nursing Officer and VP of Patient Care Services, later becoming SVP and Chief Nursing Officer. Served as Interim President and CEO from October 2023 before being named President and CEO in June 2024. Holds degrees from Joliet Junior College, University of Louisiana at Lafayette, and Adler University. He is involved with several professional organizations and community boards.

Christopher Udovich

SVP & Chief Medical Officer

Dana Bradley

Vice President, Human Resources

Mark Jepson

Vice President, Business Transformation

Matthew Boebel

Associate Vice President

Scott Paddock

SVP, External Affairs

Teresa Andrea

Vice President & Chief Information Officer

Vincent Pryor

Executive Vice President & Chief Financial Officer

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 304

Staffing & Personnel

FTE Employees on Payroll 1951.89
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 32727
Inpatient Days (Title XIX) 4054
Total Inpatient Days 91162
Bed Count 296
Available Bed Days 99916
Discharges (Title V) NA
Discharges (Title XVIII) 6742
Discharges (Title XIX) 1164
Total Discharges 19338

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 27744
Inpatient Days (Title XIX; Adults & Peds) 3257
Total Inpatient Days (Adults & Peds) 73247
Bed Count (Adults & Peds) 266
Available Bed Days (Adults & Peds) 88966
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 6742
Discharges (Title XIX; Adults & Peds) 1164
Total Discharges (Adults & Peds) 19338

Quality Summary

Care Quality Stengths High overall patient satisfaction. 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 Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital.

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 73%

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 No Different Than National Average
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) 244

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients -10.2
Readmission Score Hospital Return Days for Heart Failure Patients -7.8
Readmission Score Hospital Return Days for Pneumonia Patients 16.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 11.9
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 1
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13
Readmission Score Rate of Readmission for CABG 9.5
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 21
Readmission Score Rate of Readmission After Hip/Knee Replacement 4
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 19
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 More 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 Number of Cases Too Small
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy Number of Cases Too Small
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 No Different Than the National Rate
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) Worse Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate Worse Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.124
CAUTI SIR (Standardized Infection Ratio) 0.600
SSI SIR (Standardized Infection Ratio) 0.435
CDI SIR (Standardized Infection Ratio) 0.279
MRSA SIR (Standardized Infection Ratio) 0.597

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $7,224
Bad Debt Expense $14,084
Uncompensated Care Cost $11,490
Total Uncompensated Care $11,490

Operating Expenses ($ thousands)

Total Salaries $164,357
Overhead Expenses (Non-Salary) $320,528
Depreciation Expense $27,876
Total Operating Costs $438,010

Charges ($ thousands)

Inpatient Charges $667,444
Outpatient Charges $796,476
Total Patient Charges $1,463,920

Wage-Related Details ($ thousands)

Core Wage Costs $36,589
Wage Costs (RHC/FQHC)
Adjusted Salaries $164,357
Contract Labor (Patient Care) $24,098
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $17,530
Short-Term Investments $2,221
Notes Receivable
Accounts Receivable $57,155
Allowance for Doubtful Accounts
Inventory $10,325
Prepaid Expenses $4,816
Other Current Assets $4
Total Current Assets $202,071

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $522,842
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $279,182

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $492,144
Total Other Assets $492,144
Total Assets $973,397

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $41,595
Salaries & Wages Payable $25,107
Payroll Taxes Payable
Short-Term Debt $9,095
Deferred Revenue
Other Current Liabilities $63,847
Total Current Liabilities $177,126

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt $347,881
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $22,473
Total Long-Term Liabilities $370,355
Total Liabilities $547,480

Balance Sheet – Equity ($ thousands)

General Fund Balance $425,916
Total Fund Balances $425,916
Total Liabilities & Equity $973,397

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $73,270
Outlier Payments
DSH Adjustment $628
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $663,503
Outpatient Revenue $800,759
Total Patient Revenue $1,464,262
Contractual Allowances & Discounts $984,534
Net Patient Revenue $479,728
Total Operating Expenses $484,885
Net Service Income $-5,157
Other Income $-31,633
Total Income $-36,789
Other Expenses $13,148
Net Income $-49,937

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $51,338
Medicaid Charges $155,165
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Oracle Health Millennium
EHR Version Oracle Health Millennium (Not CommunityWorks)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No