McLaren Oakland

McLaren Oakland, located in Pontiac, Michigan, is a 318-bed hospital dedicated to providing comprehensive and specialized healthcare services to the greater Pontiac and Oakland County communities. Established in 1953, McLaren Oakland has developed into a full-spectrum medical facility, featuring outpatient centers in Clarkston and Oxford, along with an inpatient hospital in Pontiac. Our expert physicians and staff deliver a wide range of clinical services, including emergency and trauma care, cardiology, cancer services, minimally invasive robotic surgery, and orthopedic care. McLaren Oakland is committed to enhancing the health and well-being of the community through innovative programs, patient-centered care, and a dedication to excellence.

Identifiers

Hospital Name McLaren Oakland
Facility ID 230207

Location

Address 50 N PERRY ST
City/Town Pontiac
State MI
ZIP Code 48342
County/Parish OAKLAND

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 Voluntary non-profit - Private
Ownership Details McLaren Health Care
Emergency Services Yes

Lorenzo Suter, DHA, MHA, BSN

President and Chief Executive Officer

Appointed in September 2024. [4, 11] His appointment followed a national search. [4, 11] Suter has held executive leadership positions in health care administration for over 20 years, including roles at Unity Point Health System, Dupont Hospital, Baptist Medical Center, and MacNeal Hospital. [11] He aims to build upon the growth and expansion of clinical services at McLaren Oakland. [11] Suter previously served as president and CEO of Unity Point and Senior Vice President of Unity Point Health System in Sioux City, Iowa, Chief Executive Officer of Dupont Hospital in Fort Wayne, Indiana, Chief Operating Officer of Baptist Medical Center in San Antonio, Texas, and Vice President of Operations at MacNeal Hospital in Berwyn, Illinois. [11]

Hassan Beiz, MD

Chief Medical Officer

NA

Laura Harmon

Chief Nursing Officer

NA

Lynn Marcotte

Chief Financial Officer

NA

Michael Woolsey

Regional Vice President Human Resources

NA

Krysta Ivey

Regional Vice President Marketing and Business Development

NA

Residency Programs

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

Capacity & Services

Licensed Beds 308

Staffing & Personnel

FTE Employees on Payroll 783.47
FTE Interns & Residents 82.06

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 5043
Inpatient Days (Title XIX) 984
Total Inpatient Days 18768
Bed Count 107
Available Bed Days 39055
Discharges (Title V) NA
Discharges (Title XVIII) 776
Discharges (Title XIX) 195
Total Discharges 3277

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 4523
Inpatient Days (Title XIX; Adults & Peds) 846
Total Inpatient Days (Adults & Peds) 16371
Bed Count (Adults & Peds) 97
Available Bed Days (Adults & Peds) 35405
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 776
Discharges (Title XIX; Adults & Peds) 195
Total Discharges (Adults & Peds) 3277

Quality Summary

Care Quality Stengths The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours
Care Quality Concerns Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients reported significant challenges with transitions between departments in the hospital. Patients reported concerns with being abel to have quiet rest in the hospital

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 48%

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 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 & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 106

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients -9.8
Readmission Score Hospital Return Days for Pneumonia Patients 8.6
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.2
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.8
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.7
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 18.8
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.4
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.9
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.8
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 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 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) 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) 0.932
CAUTI SIR (Standardized Infection Ratio) 1.244
SSI SIR (Standardized Infection Ratio) 2.480
CDI SIR (Standardized Infection Ratio) 0.397
MRSA SIR (Standardized Infection Ratio) 0.896

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,511
Bad Debt Expense $11,566
Uncompensated Care Cost $6,290
Total Uncompensated Care $9,671

Operating Expenses ($ thousands)

Total Salaries $65,702
Overhead Expenses (Non-Salary) $151,983
Depreciation Expense $2,612
Total Operating Costs $170,740

Charges ($ thousands)

Inpatient Charges $166,259
Outpatient Charges $361,447
Total Patient Charges $527,706

Wage-Related Details ($ thousands)

Core Wage Costs $16,031
Wage Costs (RHC/FQHC)
Adjusted Salaries $65,927
Contract Labor (Patient Care) $1,648
Wage Costs (Part A Teaching) $198
Wage Costs (Interns & Residents) $2,140

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $34,722
Short-Term Investments $16
Notes Receivable
Accounts Receivable $32,420
Allowance for Doubtful Accounts
Inventory $3,628
Prepaid Expenses $1,690
Other Current Assets
Total Current Assets $67,325

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,346
Land Improvements Value $1,519
Building Value $103,190
Leasehold Improvements $2,668
Fixed Equipment Value $2,461
Major Movable Equipment $47,324
Minor Depreciable Equipment
Health IT Assets $1,209
Total Fixed Assets $47,920

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $23,286
Other Assets $20,075
Total Other Assets $43,361
Total Assets $158,607

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $14,140
Salaries & Wages Payable $6,379
Payroll Taxes Payable $1,203
Short-Term Debt $1,952
Deferred Revenue
Other Current Liabilities $9,446
Total Current Liabilities $33,120

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $31,836
Unsecured Loans
Other Long-Term Liabilities $4,322
Total Long-Term Liabilities $36,158
Total Liabilities $69,278

Balance Sheet – Equity ($ thousands)

General Fund Balance $89,329
Total Fund Balances $89,329
Total Liabilities & Equity $158,607

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $8,845
Outlier Payments
DSH Adjustment $421
Eligible DSH % $0
Simulated MC Payments $10,664
Total IME Payments $3,267

Revenue & Income Statement ($ thousands)

Inpatient Revenue $165,371
Outpatient Revenue $388,477
Total Patient Revenue $553,848
Contractual Allowances & Discounts $339,443
Net Patient Revenue $214,405
Total Operating Expenses $210,891
Net Service Income $3,514
Other Income $14,645
Total Income $18,159
Other Expenses
Net Income $18,159

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $20,236
Medicaid Charges $120,333
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