At University of Michigan Health, located at 1500 E Medical Center Drive, SPC 5474, Ann Arbor, MI, we are dedicated to providing exceptional care for you and your family. As a nationally ranked academic medical center, we offer a wide range of specialized services, from Alzheimer's disease to women's health, utilizing advanced technology and a team of expert physicians and nurses. Our facilities include the University Hospital and the C.S. Mott Children's Hospital, ensuring comprehensive care for all ages. Experience the future of healthcare with Michigan Medicine, where excellence in patient care, research, and education come together. Each year, we facilitate over 2.4 million outpatient and emergency visits, 48,000 hospital stays, 54,000 surgeries, and 4,400 births.
| Hospital Name | University of Michigan Health |
|---|---|
| Facility ID | 230046 |
| Address | 1500 E MEDICAL CENTER DRIVE, SPC 5474 |
|---|---|
| City/Town | Ann Arbor |
| State | MI |
| ZIP Code | 48109 |
| County/Parish | WASHTENAW |
| Health System | University of Michigan Health-Sparrow |
|---|---|
| Health System Website Domain | uofmhealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 7 |
|---|---|
| Health System Total Beds | 1787 |
| Health System Hospital Locations | Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | University of Michigan Health-Sparrow |
| Emergency Services | Yes |
Has served as President, University of Michigan Health and Executive Vice Dean for Clinical Affairs, University of Michigan Medical School since January 1, 2021. [5] In this role, Dr. Miller oversees all activities of the health system that serves patients from throughout Michigan and around the world. [5] Dr. Miller served as Chief Clinical Officer for University Hospital and the Frankel Cardiovascular Center from 2018-2020. [5] Working in partnership with the Chief Operating Officer and Chief Nursing Officer, Dr. Miller provided clinical operational leadership to ensure quality and safety in clinical programs and patient care, improve patient experience, enhance staff engagement, and optimize capacity management within the two adult hospitals. [5] Dr. Miller is a Professor in the Department of Urology and maintains a clinical practice that focuses on the diagnosis and management of patients with prostate cancer. [5]
Julie Ishak, R.N., M.S.N., has been selected as the new chief nurse executive for University of Michigan Health, effective March 1, 2024. [17] Currently, Ishak serves as the chief nursing officer for ambulatory care. [17] In her new role, she will provide strategic direction and guidance for the ongoing growth and evolution of U-M Health's nursing practice. [17] She will work closely with nursing and leadership teams across the adult hospitals, children's and women's hospitals and ambulatory care to drive innovations and best practices that support the health system's strategic priorities. [17] She will also continue to support U-M Health's nursing Magnet program designation and leading the organization's efforts to maintain the highest standards for nursing practice. [17] Ishak has been chief nursing officer for ambulatory care since January 2020, first as interim and then selected for the permanent role in July 2020. [17] Prior to that, she served as the associate chief nursing officer for the U-M Medical Group. [17] Before joining Michigan Medicine, Ishak spent 18 years in progressive leadership roles in the inpatient setting, both in operations and nursing. [17] Her prior roles include vice president, Neuroscience Center of Excellence, and director of nursing for critical care, system renal services, women's health and respiratory care at Ascension Michigan. [17] She is also a board-certified adult nurse practitioner, certified in executive nursing practice through the American Organization of Nurse Leaders, and actively pursuing a doctor of nursing practice from Wayne State University. [17]
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | Yes |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 800 |
|---|
| FTE Employees on Payroll | 18989.76 |
|---|---|
| FTE Interns & Residents | 1055.13 |
| Inpatient Days (Title V) | 502 |
|---|---|
| Inpatient Days (Title XVIII) | 56838 |
| Inpatient Days (Title XIX) | 11586 |
| Total Inpatient Days | 310282 |
| Bed Count | 951 |
| Available Bed Days | 347081 |
| Discharges (Title V) | 51 |
| Discharges (Title XVIII) | 7890 |
| Discharges (Title XIX) | 1461 |
| Total Discharges | 45543 |
| Inpatient Days (Title V; Adults & Peds) | 253 |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 49025 |
| Inpatient Days (Title XIX; Adults & Peds) | 7008 |
| Total Inpatient Days (Adults & Peds) | 236840 |
| Bed Count (Adults & Peds) | 735 |
| Available Bed Days (Adults & Peds) | 268241 |
| Discharges (Title V; Adults & Peds) | 51 |
| Discharges (Title XVIII; Adults & Peds) | 7890 |
| Discharges (Title XIX; Adults & Peds) | 1461 |
| Total Discharges (Adults & Peds) | 45543 |
| Care Quality Stengths | High overall patient satisfaction. |
|---|---|
| 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. |
| 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 | 83% |
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| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better 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 | Worse 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) | 351 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 6.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 49.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 14 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.4 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.6 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.1 |
| Readmission Score Rate of Readmission for CABG | 10.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.7 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.5 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.9 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17.6 |
| 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 | 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 | Better 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) | 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) | 0.657 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.906 |
| SSI SIR (Standardized Infection Ratio) | 0.585 |
| CDI SIR (Standardized Infection Ratio) | 0.596 |
| MRSA SIR (Standardized Infection Ratio) | 0.616 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $48,542 |
|---|---|
| Bad Debt Expense | $58,519 |
| Uncompensated Care Cost | $68,394 |
| Total Uncompensated Care | $207,115 |
| Total Salaries | $1,667,857 |
|---|---|
| Overhead Expenses (Non-Salary) | $2,836,910 |
| Depreciation Expense | |
| Total Operating Costs | $4,281,117 |
| Inpatient Charges | $4,669,231 |
|---|---|
| Outpatient Charges | $8,006,376 |
| Total Patient Charges | $12,675,607 |
| Core Wage Costs | $595,720 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $1,772,973 |
| Contract Labor (Patient Care) | $48,265 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $18,409 |
| Cash & Bank Balances | $360,902 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $580,875 |
| Allowance for Doubtful Accounts | |
| Inventory | $99,740 |
| Prepaid Expenses | $55,318 |
| Other Current Assets | $250,553 |
| Total Current Assets | $1,352,610 |
| Land Value | $30,928 |
|---|---|
| Land Improvements Value | $30,690 |
| Building Value | $817,883 |
| Leasehold Improvements | $48,607 |
| Fixed Equipment Value | $1,825,580 |
| Major Movable Equipment | $638,311 |
| Minor Depreciable Equipment | |
| Health IT Assets | $831 |
| Total Fixed Assets | $1,163,727 |
| Long-Term Investments | $2,296,532 |
|---|---|
| Other Assets | $394,354 |
| Total Other Assets | $2,690,886 |
| Total Assets | $5,207,223 |
| Accounts Payable | $176,760 |
|---|---|
| Salaries & Wages Payable | $142,226 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $399,050 |
| Other Current Liabilities | $92,153 |
| Total Current Liabilities | $816,590 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $1,395,540 |
| Unsecured Loans | $148,186 |
| Other Long-Term Liabilities | $741,246 |
| Total Long-Term Liabilities | $2,284,972 |
| Total Liabilities | $3,101,562 |
| General Fund Balance | $2,105,661 |
|---|---|
| Total Fund Balances | $2,105,661 |
| Total Liabilities & Equity | $5,207,223 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $28,602 |
| DRG (Post-Oct 1) | $94,537 |
| Outlier Payments | |
| DSH Adjustment | $6,816 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $133,447 |
| Total IME Payments | $42,478 |
| Inpatient Revenue | $4,669,231 |
|---|---|
| Outpatient Revenue | $8,006,376 |
| Total Patient Revenue | $12,675,607 |
| Contractual Allowances & Discounts | $8,058,536 |
| Net Patient Revenue | $4,617,072 |
| Total Operating Expenses | $4,681,754 |
| Net Service Income | $-64,682 |
| Other Income | $179,273 |
| Total Income | $114,591 |
| Other Expenses | |
| Net Income | $114,591 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $463,080 |
| Medicaid Charges | $1,768,313 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | SAP |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |