McLaren Macomb, located in Mount Clemens, Michigan, is a 288-bed tertiary teaching hospital dedicated to providing comprehensive and high-quality healthcare. As a verified Level II Trauma Center with one of the busiest emergency departments in the region, McLaren Macomb offers a full range of services, including award-winning cancer care through the Karmanos Cancer Institute, advanced cardiovascular services at the Mat Gaberty Heart Center, and comprehensive orthopedic care. The hospital is also a leader in medical education, offering numerous residency and fellowship programs. McLaren Macomb is committed to serving the community with compassionate care, advanced technology, and a wide range of patient tools designed to empower individuals in managing their health.
| Hospital Name | McLaren Macomb |
|---|---|
| Facility ID | 230227 |
| Address | 1000 HARRINGTON ST |
|---|---|
| City/Town | Mount Clemens |
| State | MI |
| ZIP Code | 48043 |
| County/Parish | MACOMB |
| Health System | McLaren Health Care |
|---|---|
| Health System Website Domain | mclaren.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 12 |
|---|---|
| Health System Total Beds | 2652 |
| Health System Hospital Locations | Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | McLaren Health Care |
| Emergency Services | Yes |
Tracey Franovich, RN, MHA, MBA, has been named President and Chief Executive Officer at McLaren Macomb, effective May 5, 2024. Franovich assumes executive leadership of the Mount Clemens hospital and its multiple care campuses following the retirement of Tom Brisse earlier this year. Franovich is currently serving as President and CEO of McLaren Oakland in Pontiac. A nurse by training, Franovich spent several years in direct patient care upon earning her degree from Purdue University. She also completed a Bachelor's in allied health administration from Calumet College, a master's in health care administration and Master of Business Administration from the University of St. Francis. Franovich initially came to Michigan and McLaren Health Care in January of 2022 from Franciscan Alliance, where for 17 years she earned promotions increasing her areas of oversight and responsibility, ultimately reaching Vice President of Operational Transformation. Under her leadership at McLaren Oakland, the hospital broke ground on a significant expansion and enhancement of its ambulatory facility in Oxford, successfully earned re-verification as a Level II Trauma Center, and expanded cardiovascular clinical capabilities, while improving clinical quality and enhancing patients' health care experiences.
Julia Libcke, DNP, RN, CRRN, NEA-BC, is the vice president of patient care services and chief nursing officer at McLaren Macomb Hospital. She oversees a staff of nearly 700 nurses at the 288-bed hospital, directing business like financial management, employee relations and maintaining hospital accreditations. She also focuses on ensuring nurses are supported and developed and their patients receive satisfactory care. Dr. Libcke earned a Master of Science in nursing from Oakland University, specializing in adult health nursing, focusing on clinical practice while getting a degree to transition into leadership roles. After graduating from OU, she spent 15 years at the Detroit Medical Center's Rehabilitation Institute of Michigan (RIM), quickly rising to the post of chief nursing officer. She led RIM through the American Nurses' Credentialing Center's Magnet Recognition Program.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 288 |
|---|
| FTE Employees on Payroll | 1511.51 |
|---|---|
| FTE Interns & Residents | 106.97 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 17361 |
| Inpatient Days (Title XIX) | 2179 |
| Total Inpatient Days | 62926 |
| Bed Count | 286 |
| Available Bed Days | 104390 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2933 |
| Discharges (Title XIX) | 496 |
| Total Discharges | 10322 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 15716 |
| Inpatient Days (Title XIX; Adults & Peds) | 1919 |
| Total Inpatient Days (Adults & Peds) | 55404 |
| Bed Count (Adults & Peds) | 262 |
| Available Bed Days (Adults & Peds) | 95630 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2933 |
| Discharges (Title XIX; Adults & Peds) | 496 |
| Total Discharges (Adults & Peds) | 10322 |
| Care Quality Stengths | 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. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital |
| 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 | 52% |
|---|
| 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 | 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 | Worse 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 160 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 4.5 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 9.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 16.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.3 |
| 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 | 14.1 |
| Readmission Score Rate of Readmission for CABG | 11 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.6 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 16 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.5 |
| 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 | 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 | 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 | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Worse Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.763 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.945 |
| SSI SIR (Standardized Infection Ratio) | 2.593 |
| CDI SIR (Standardized Infection Ratio) | 0.217 |
| MRSA SIR (Standardized Infection Ratio) | 1.130 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,493 |
|---|---|
| Bad Debt Expense | $10,706 |
| Uncompensated Care Cost | $4,637 |
| Total Uncompensated Care | $5,829 |
| Total Salaries | $131,488 |
|---|---|
| Overhead Expenses (Non-Salary) | $246,862 |
| Depreciation Expense | $14,627 |
| Total Operating Costs | $309,616 |
| Inpatient Charges | $515,732 |
|---|---|
| Outpatient Charges | $563,924 |
| Total Patient Charges | $1,079,656 |
| Core Wage Costs | $30,739 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $132,733 |
| Contract Labor (Patient Care) | $2,571 |
| Wage Costs (Part A Teaching) | $158 |
| Wage Costs (Interns & Residents) | $1,931 |
| Cash & Bank Balances | $9,681 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $187,087 |
| Allowance for Doubtful Accounts | $-117,873 |
| Inventory | $7,640 |
| Prepaid Expenses | $2,889 |
| Other Current Assets | |
| Total Current Assets | $90,811 |
| Land Value | $5,646 |
|---|---|
| Land Improvements Value | $14,248 |
| Building Value | $265,715 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $224,125 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $162,535 |
| Long-Term Investments | $292,096 |
|---|---|
| Other Assets | $52,048 |
| Total Other Assets | $344,145 |
| Total Assets | $597,490 |
| Accounts Payable | $28,492 |
|---|---|
| Salaries & Wages Payable | $6,326 |
| Payroll Taxes Payable | $2,273 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $27,617 |
| Total Current Liabilities | $64,707 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $164,349 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $18,930 |
| Total Long-Term Liabilities | $183,278 |
| Total Liabilities | $247,986 |
| General Fund Balance | $349,504 |
|---|---|
| Total Fund Balances | $349,504 |
| Total Liabilities & Equity | $597,490 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $33,606 |
| Outlier Payments | |
| DSH Adjustment | $891 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $34,678 |
| Total IME Payments | $6,174 |
| Inpatient Revenue | $516,310 |
|---|---|
| Outpatient Revenue | $633,345 |
| Total Patient Revenue | $1,149,655 |
| Contractual Allowances & Discounts | $792,680 |
| Net Patient Revenue | $356,974 |
| Total Operating Expenses | $368,815 |
| Net Service Income | $-11,841 |
| Other Income | $-54,103 |
| Total Income | $-65,944 |
| Other Expenses | |
| Net Income | $-65,944 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $29,297 |
| Medicaid Charges | $183,332 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |