Munson Healthcare Cadillac Hospital, located at 400 Hobart St, Cadillac, MI, is a 49-bed facility and part of northern Michigan's leading Munson Healthcare system. We offer a wide range of services, including emergency, surgical, heart, cancer, and maternity care. Serving the Wexford County region since 1908, Cadillac Hospital puts patients at the center of all we do. We are your trusted healthcare partner, committed to providing high-quality care close to home.
| Hospital Name | Munson Healthcare Cadillac Hospital |
|---|---|
| Facility ID | 230081 |
| Address | 400 HOBART ST |
|---|---|
| City/Town | Cadillac |
| State | MI |
| ZIP Code | 49601 |
| County/Parish | WEXFORD |
| Health System | Munson Healthcare |
|---|---|
| Health System Website Domain | munsonhealthcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 8 |
|---|---|
| Health System Total Beds | 703 |
| Health System Hospital Locations | Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Munson Healthcare |
| Emergency Services | Yes |
Peter Marinoff has been named community president of Munson Healthcare Cadillac Hospital. He took on the role of interim community president in Cadillac in July of 2020. Marinoff joined the Munson Healthcare team in 1999 as an accountant. In 2007, he moved to Paul Oliver Memorial Hospital in Frankfort where he served as director of operations, chief operating officer and president. Marinoff has a master's degree in business administration and a health care certificate from the University of Michigan in Flint, Mich. He is a member of the Michigan Health and Hospital Association Small and Rural Hospital Council. He is also a board member for OASIS and the Cadillac Area Chamber of Commerce, and is currently the Board Chair for the Grand Traverse YMCA.
Cristen Brandsma is the chief operating officer and chief nursing officer for Munson Healthcare's Manistee and Cadillac hospitals. Brandsma had been serving as the chief nursing officer at Cadillac hospital. She joined the Cadillac hospital in 2001 and has held a variety of leadership roles in obstetrics, nursing administration and surgery. She served as the director of surgical services at the Cadillac hospital for several years before taking on the South Region Surgical Services director role in June 2021. She also has served as interim director of surgical services at Munson Medical Center for eight months. Brandsma received her bachelor's degree in nursing from Grand Valley State University and upon graduation joined the United States Army where she served for six years. Upon discharge from the Army, she held the rank of captain. She also has a master's degree in business administration from Lawrence Technological University.
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| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 117 |
|---|
| FTE Employees on Payroll | 423.26 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2471 |
| Inpatient Days (Title XIX) | 348 |
| Total Inpatient Days | 8487 |
| Bed Count | 49 |
| Available Bed Days | 17885 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 676 |
| Discharges (Title XIX) | 63 |
| Total Discharges | 2238 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1411 |
| Inpatient Days (Title XIX; Adults & Peds) | 126 |
| Total Inpatient Days (Adults & Peds) | 4718 |
| Bed Count (Adults & Peds) | 29 |
| Available Bed Days (Adults & Peds) | 10585 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 676 |
| Discharges (Title XIX; Adults & Peds) | 63 |
| Total Discharges (Adults & Peds) | 2238 |
| 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. |
|---|---|
| Care Quality Concerns | Hospital has had some challengs with infection rates being high. |
| 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 | 67% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| 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 | |
| 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) | 166 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -8.3 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -17.9 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.7 |
| 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 | 8.3 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.8 |
| 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 | 16.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 4.8 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| 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 | Worse 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 | Not Available |
| 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) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.629 |
| SSI SIR (Standardized Infection Ratio) | 0.587 |
| CDI SIR (Standardized Infection Ratio) | 0.000 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $395 |
|---|---|
| Bad Debt Expense | $3,616 |
| Uncompensated Care Cost | $1,473 |
| Total Uncompensated Care | $4,629 |
| Total Salaries | $41,072 |
|---|---|
| Overhead Expenses (Non-Salary) | $80,396 |
| Depreciation Expense | $2,947 |
| Total Operating Costs | $102,301 |
| Inpatient Charges | $59,380 |
|---|---|
| Outpatient Charges | $298,473 |
| Total Patient Charges | $357,852 |
| Core Wage Costs | $7,980 |
|---|---|
| Wage Costs (RHC/FQHC) | $1,018 |
| Adjusted Salaries | $41,072 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3,253 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $53,264 |
| Allowance for Doubtful Accounts | $-39,816 |
| Inventory | $3,627 |
| Prepaid Expenses | $699 |
| Other Current Assets | $580 |
| Total Current Assets | $21,869 |
| Land Value | |
|---|---|
| Land Improvements Value | |
| Building Value | $48,690 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $26,365 |
| Long-Term Investments | |
|---|---|
| Other Assets | $2,158 |
| Total Other Assets | $2,158 |
| Total Assets | $50,392 |
| Accounts Payable | $2,587 |
|---|---|
| Salaries & Wages Payable | $3,117 |
| Payroll Taxes Payable | |
| Short-Term Debt | $35 |
| Deferred Revenue | |
| Other Current Liabilities | $8,030 |
| Total Current Liabilities | $13,768 |
| Mortgage Debt | $44 |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $1,386 |
| Total Long-Term Liabilities | $1,430 |
| Total Liabilities | $15,198 |
| General Fund Balance | $35,195 |
|---|---|
| Total Fund Balances | $35,195 |
| Total Liabilities & Equity | $50,392 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $1,613 |
| DRG (Post-Oct 1) | $3,953 |
| Outlier Payments | |
| DSH Adjustment | $167 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $64,472 |
|---|---|
| Outpatient Revenue | $319,652 |
| Total Patient Revenue | $384,124 |
| Contractual Allowances & Discounts | $261,460 |
| Net Patient Revenue | $122,664 |
| Total Operating Expenses | $121,468 |
| Net Service Income | $1,197 |
| Other Income | $3,021 |
| Total Income | $4,218 |
| Other Expenses | |
| Net Income | $4,218 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $14,536 |
| Medicaid Charges | $61,885 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Oracle Health Millennium |
|---|---|
| EHR Version | Oracle Health Millennium (Not CommunityWorks) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Unknown |
| EHR is Changing | No |