McLaren Northern Michigan, located at 416 Connable Ave in Petoskey, MI, is a 202-bed regional referral center serving residents across 22 counties in northern Lower Michigan and the eastern Upper Peninsula. Our team of over 230 physicians covers nearly all medical and surgical specialties, with a focus on providing comprehensive care in cardiology, cancer, orthopedics, and neurosciences. As a certified Primary Stroke Center, McLaren Northern Michigan is committed to delivering the best value in healthcare through quality outcomes and cost-effective services. We offer a network of primary and specialty care clinics throughout the region, as well as convenient services like online check-in for emergency care and a dedicated urgent care clinic. McLaren Northern Michigan's mission is to be the recognized leader and preferred provider of healthcare services to the communities we serve.
| Hospital Name | McLaren Northern Michigan |
|---|---|
| Facility ID | 230105 |
| Address | 416 CONNABLE AVE |
|---|---|
| City/Town | Petoskey |
| State | MI |
| ZIP Code | 49770 |
| County/Parish | EMMET |
| 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 - Other |
| Ownership Details | McLaren Health Care |
| Emergency Services | Yes |
Gar Atchison was named President and CEO of McLaren Northern Michigan in October 2023. He previously came from the Marquette-based UP Health System, where he was regional president and CEO. He has held other executive roles in his more-than-30-year career. Atchison started his career as a financial operations manager at Northern Michigan Hospital in the late 1980s. He holds a degree in financial management from University of North Dakota and a Master of Business Administration from Lake Superior State University. He is a fellow with the American College of Medical Practice Executives and a member of the Board of Trustees for the Michigan Health and Hospital Association.
Brian Denhoff is the director of facilities for McLaren Northern Michigan. In his role, Denhoff oversees facilities management at the Petoskey and Cheboygan campuses, responsible for various buildings. He managed the $153 million expansion of the South Campus and completed a renovation at the Cheboygan campus for a behavioral health unit. He became the manager of facilities at McLaren Northern Michigan in 2016 and previously worked at Scheurer Hospital.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 229 |
|---|
| FTE Employees on Payroll | 849.33 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11133 |
| Inpatient Days (Title XIX) | 1982 |
| Total Inpatient Days | 32300 |
| Bed Count | 177 |
| Available Bed Days | 64605 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2526 |
| Discharges (Title XIX) | 1 |
| Total Discharges | 7864 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5904 |
| Inpatient Days (Title XIX; Adults & Peds) | 1236 |
| Total Inpatient Days (Adults & Peds) | 17833 |
| Bed Count (Adults & Peds) | 113 |
| Available Bed Days (Adults & Peds) | 41245 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2526 |
| Discharges (Title XIX; Adults & Peds) | 1 |
| Total Discharges (Adults & Peds) | 7864 |
| Care Quality Stengths | Average overall patient satisfaction. Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Patients report challenges the cleanliness of 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 | 61% |
|---|
| 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 | Better Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 150 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -9.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -2.7 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -2.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.2 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 7 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.4 |
| Readmission Score Rate of Readmission for CABG | 10.3 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.1 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.2 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 14 |
| 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 | 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 | 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) | 0.877 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.770 |
| SSI SIR (Standardized Infection Ratio) | 0.000 |
| CDI SIR (Standardized Infection Ratio) | 0.604 |
| MRSA SIR (Standardized Infection Ratio) | 0.306 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,632 |
|---|---|
| Bad Debt Expense | $9,793 |
| Uncompensated Care Cost | $4,752 |
| Total Uncompensated Care | $7,202 |
| Total Salaries | $65,140 |
|---|---|
| Overhead Expenses (Non-Salary) | $176,654 |
| Depreciation Expense | $16,121 |
| Total Operating Costs | $211,824 |
| Inpatient Charges | $263,823 |
|---|---|
| Outpatient Charges | $416,916 |
| Total Patient Charges | $680,738 |
| Core Wage Costs | $24,398 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $63,707 |
| Contract Labor (Patient Care) | $2,038 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $42,211 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $108,902 |
| Allowance for Doubtful Accounts | $-75,151 |
| Inventory | $7,915 |
| Prepaid Expenses | $1,102 |
| Other Current Assets | $2,986 |
| Total Current Assets | $87,964 |
| Land Value | $7,624 |
|---|---|
| Land Improvements Value | $6,789 |
| Building Value | $203,205 |
| Leasehold Improvements | |
| Fixed Equipment Value | $15,095 |
| Major Movable Equipment | $63,884 |
| Minor Depreciable Equipment | |
| Health IT Assets | $5,732 |
| Total Fixed Assets | $231,315 |
| Long-Term Investments | $48,334 |
|---|---|
| Other Assets | $33,279 |
| Total Other Assets | $81,613 |
| Total Assets | $400,892 |
| Accounts Payable | $38,987 |
|---|---|
| Salaries & Wages Payable | $4,811 |
| Payroll Taxes Payable | $1,692 |
| Short-Term Debt | |
| Deferred Revenue | $2,704 |
| Other Current Liabilities | $15,589 |
| Total Current Liabilities | $63,783 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $165,267 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $3,722 |
| Total Long-Term Liabilities | $168,989 |
| Total Liabilities | $232,772 |
| General Fund Balance | $168,121 |
|---|---|
| Total Fund Balances | $168,121 |
| Total Liabilities & Equity | $400,892 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $28,974 |
| Outlier Payments | |
| DSH Adjustment | $427 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $17,014 |
| Total IME Payments |
| Inpatient Revenue | $266,224 |
|---|---|
| Outpatient Revenue | $426,591 |
| Total Patient Revenue | $692,815 |
| Contractual Allowances & Discounts | $457,844 |
| Net Patient Revenue | $234,971 |
| Total Operating Expenses | $236,387 |
| Net Service Income | $-1,416 |
| Other Income | $9,215 |
| Total Income | $7,799 |
| Other Expenses | |
| Net Income | $7,799 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $14,292 |
| Medicaid Charges | $86,230 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH |
|---|---|
| EHR Version | Unknown |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |