Barbara Ann Karmanos Cancer Hospital DBA Karmanos Cancer Center

The Barbara Ann Karmanos Cancer Hospital, located in Detroit, MI, is a leading cancer center dedicated to transformative care, research, and education. As the only National Cancer Institute (NCI)-designated comprehensive cancer center in metro Detroit, Karmanos offers access to specialized treatments, clinical trials, and multidisciplinary teams. With a vision of a world free of cancer, Karmanos provides comprehensive care for various cancer types, ensuring patients receive the best possible chance at a favorable outcome. Karmanos also extends its care to communities throughout Michigan and northern Ohio.

Identifiers

Hospital Name Barbara Ann Karmanos Cancer Hospital DBA Karmanos Cancer Center
Facility ID 230297

Location

Address 4100 JOHN R
City/Town Detroit
State MI
ZIP Code 48201
County/Parish WAYNE

Health System

Health System McLaren Health Care
Health System Website Domain mclaren.org
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 12
Health System Total Beds 2652
Health System Hospital Locations Michigan

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Proprietary
Ownership Details McLaren Health Care
Emergency Services No

Brian Gamble

President, Barbara Ann Karmanos Cancer Hospital & Network

Previously served as Chief Financial Officer at Karmanos since 2015. Has over 20 years of senior level experience in financial management and commercial banking. Prior to joining BBK, Monahan was the chief commercial credit officer for Standard Federal Bank, a subsidiary of ABN AMRO (now Bank of America). He also serves on The LDP Committee for the Archdiocese of Detroit. [12]

Boris C. Pasche, M.D., Ph.D., FACP

President & Chief Executive Officer, Barbara Ann Karmanos Cancer Institute and Chair of the Department of Oncology at the Wayne State University School of Medicine

Named President & Chief Executive Officer effective August 28, 2023. Will set the strategic vision for the future growth and development of the Karmanos Cancer Institute and implement that vision, which includes planning and evaluation, scientific direction, community outreach and engagement, coordinated delivery of multidisciplinary clinical cancer care, advancement and development activities through the Karmanos Cancer Foundation and organizational administration. [11, 13]

George Yoo

Chief Medical Officer at Karmanos Cancer Institute and Professor at Wayne State University

NA

Kartikkumar M Jinjuvadia, MD

Chief of Clinical Services, WSU-GI Chief of Gastroenterology, Karmanos Cancer Center at Karmanos Cancer Institute

NA

Residency Programs

Allopathic Residency Program Yes
Dental Residency Program No
Osteopathic Residency Program Yes
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 123

Staffing & Personnel

FTE Employees on Payroll 681.84
FTE Interns & Residents 40.7

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 4349
Inpatient Days (Title XIX) 895
Total Inpatient Days 20973
Bed Count 106
Available Bed Days 38690
Discharges (Title V) NA
Discharges (Title XVIII) 482
Discharges (Title XIX) 45
Total Discharges 2183

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 3823
Inpatient Days (Title XIX; Adults & Peds) 790
Total Inpatient Days (Adults & Peds) 18557
Bed Count (Adults & Peds) 95
Available Bed Days (Adults & Peds) 34675
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 482
Discharges (Title XIX; Adults & Peds) 45
Total Discharges (Adults & Peds) 2183

Quality Summary

Care Quality Stengths High overall patient satisfaction. Patients report that nurse communication is excellent. The hospital is average in every measured mortality rate
Care Quality Concerns

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 71%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients
Mortality Group – Death Rate for Heart Failure Patients
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) Not Available

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients Not Available
Readmission Score Hospital Return Days for Pneumonia Patients -20.4
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.1
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.7
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.1
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 Not Available
Readmission Score Heart Failure (HF) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.6
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 Number of Cases Too Small
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 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 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 Number of Cases Too Small
Readmission Group Heart Failure (HF) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission After Hip/Knee Replacement Not Available
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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 0.000
CAUTI SIR (Standardized Infection Ratio) 0.860
SSI SIR (Standardized Infection Ratio) N/A
CDI SIR (Standardized Infection Ratio) 0.755
MRSA SIR (Standardized Infection Ratio) 0.716

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,514
Bad Debt Expense $2,705
Uncompensated Care Cost $2,434
Total Uncompensated Care $10,647

Operating Expenses ($ thousands)

Total Salaries $68,229
Overhead Expenses (Non-Salary) $305,972
Depreciation Expense $5,290
Total Operating Costs $255,005

Charges ($ thousands)

Inpatient Charges $214,498
Outpatient Charges $813,386
Total Patient Charges $1,027,884

Wage-Related Details ($ thousands)

Core Wage Costs $14,065
Wage Costs (RHC/FQHC)
Adjusted Salaries $68,535
Contract Labor (Patient Care) $1,842
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $7,747
Short-Term Investments
Notes Receivable
Accounts Receivable $34,089
Allowance for Doubtful Accounts
Inventory $12,319
Prepaid Expenses $1,905
Other Current Assets
Total Current Assets $187,175

Balance Sheet – Fixed Assets ($ thousands)

Land Value $7,191
Land Improvements Value $129
Building Value $69,139
Leasehold Improvements $15,262
Fixed Equipment Value $226
Major Movable Equipment $60,463
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $82,589

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments
Other Assets $18,821
Total Other Assets $18,821
Total Assets $288,585

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $11,404
Salaries & Wages Payable $6,095
Payroll Taxes Payable
Short-Term Debt $15,567
Deferred Revenue
Other Current Liabilities $-14,659
Total Current Liabilities $44,731

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $38,045
Unsecured Loans
Other Long-Term Liabilities $5,083
Total Long-Term Liabilities $43,129
Total Liabilities $87,860

Balance Sheet – Equity ($ thousands)

General Fund Balance $200,725
Total Fund Balances $200,725
Total Liabilities & Equity $288,585

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $7,995
Outlier Payments
DSH Adjustment $287
Eligible DSH % $0
Simulated MC Payments $9,168
Total IME Payments $1,166

Revenue & Income Statement ($ thousands)

Inpatient Revenue $214,498
Outpatient Revenue $813,385
Total Patient Revenue $1,027,883
Contractual Allowances & Discounts $743,107
Net Patient Revenue $284,775
Total Operating Expenses $363,847
Net Service Income $-79,072
Other Income $103,400
Total Income $24,328
Other Expenses
Net Income $24,328

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $22,282
Medicaid Charges $169,875
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 Oracle
ERP Version Peoplesoft/EBS
EHR is Changing No