Corewell Health Farmington Hills Hospital

Corewell Health Farmington Hills Hospital, located at 28050 Grand River Avenue in Farmington Hills, MI, is a 330-bed teaching hospital and Level II Trauma Center. We are committed to providing high-quality care with a focus on orthopedics, neurology, cardiology, women's services, oncology, and surgical services. Our recent expansion includes a state-of-the-art Emergency Center, Surgical Suite, and Critical Care Unit equipped with advanced medical technology. As a teaching hospital, we are proud to train the next generation of physicians through our affiliations with esteemed institutions like Michigan State University College of Osteopathic Medicine.

Identifiers

Hospital Name Corewell Health Farmington Hills Hospital
Facility ID 230151

Location

Address 28050 GRAND RIVER AVENUE
City/Town Farmington Hills
State MI
ZIP Code 48336
County/Parish OAKLAND

Health System

Health System Corewell Health
Health System Website Domain corewellhealth.org
Recently Joined Health System (Past 4 Years) Yes

Health System Size & Scope

Health System Total Hospitals 18
Health System Total Beds 5022
Health System Hospital Locations Michigan

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Voluntary non-profit - Private
Ownership Details Corewell Health
Emergency Services Yes

Derk Pronger

President

Promoted as the new president of Corewell Health East's Farmington Hills Hospital, effective immediately, as of December 2022. [2] Previously served as chief operating officer for the Farmington Hills campus. [2] Other previous roles include chief operating officer and interim president and CEO for Munson Healthcare's hospital in Traverse City and vice president of surgical and ancillary services at Corewell Health Beaumont Troy Hospital. [2] Board certified in healthcare management as a fellow of the American College of Health Care Executives. [2] Serves on the board for the Farmington & Farmington Hills Foundation for Youth and Families. [2] Received the Detroit Mercy Alumni Achievement Award in 2020. [2] Holds a master's in Health Services Administration from the University of Detroit Mercy and a bachelor's in accounting from Purdue University. [2] As of October 2023, also became president of Corewell Health's Beaumont Hospital, Grosse Pointe, while remaining president of the Farmington Hills campus. [3]

Steven Kohl, D.O.

President, Medical Staff

Samuel Bauer, M.D.

Chief Medical Officer

Lauren Burgett, RN

Chief Nursing Officer

Residency Programs

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

Capacity & Services

Licensed Beds 305

Staffing & Personnel

FTE Employees on Payroll 1622.74
FTE Interns & Residents 141.9

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 17961
Inpatient Days (Title XIX) 1974
Total Inpatient Days 62431
Bed Count 225
Available Bed Days 82125
Discharges (Title V) NA
Discharges (Title XVIII) 3036
Discharges (Title XIX) 335
Total Discharges 10438

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 16665
Inpatient Days (Title XIX; Adults & Peds) 1574
Total Inpatient Days (Adults & Peds) 55989
Bed Count (Adults & Peds) 205
Available Bed Days (Adults & Peds) 74825
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3036
Discharges (Title XIX; Adults & Peds) 335
Total Discharges (Adults & Peds) 10438

Quality Summary

Care Quality Stengths 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 Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of the hospital. Patients reported concerns with being abel to have quiet rest in the hospital Hospital has had some challengs with infection rates being high.

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 60%

Mortality Group Indicators

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
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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 178

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 17
Readmission Score Hospital Return Days for Heart Failure Patients -4.4
Readmission Score Hospital Return Days for Pneumonia Patients 14.6
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 11.3
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 4.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.8
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 13.9
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.3
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.3
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.1
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.5
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.7
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 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.546
CAUTI SIR (Standardized Infection Ratio) 0.602
SSI SIR (Standardized Infection Ratio) 2.046
CDI SIR (Standardized Infection Ratio) 0.878
MRSA SIR (Standardized Infection Ratio) 1.445

Fiscal Period

Fiscal Year Begin Jan 01, 2022
Fiscal Year End Dec 31, 2022

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $1,813
Bad Debt Expense $17,686
Uncompensated Care Cost $5,798
Total Uncompensated Care $5,798

Operating Expenses ($ thousands)

Total Salaries $126,266
Overhead Expenses (Non-Salary) $293,757
Depreciation Expense $19,995
Total Operating Costs $354,496

Charges ($ thousands)

Inpatient Charges $707,223
Outpatient Charges $1,102,286
Total Patient Charges $1,809,510

Wage-Related Details ($ thousands)

Core Wage Costs $32,207
Wage Costs (RHC/FQHC)
Adjusted Salaries $126,266
Contract Labor (Patient Care) $26,958
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $4,660
Short-Term Investments
Notes Receivable
Accounts Receivable $76,841
Allowance for Doubtful Accounts
Inventory $9,430
Prepaid Expenses
Other Current Assets $10,868
Total Current Assets $114,287

Balance Sheet – Fixed Assets ($ thousands)

Land Value $2,722
Land Improvements Value $1,321
Building Value $114,535
Leasehold Improvements
Fixed Equipment Value $81,279
Major Movable Equipment $12,077
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $194,369

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $12,995
Other Assets $203
Total Other Assets $13,198
Total Assets $321,854

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $2,304
Salaries & Wages Payable $3,478
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $13,987
Total Current Liabilities $19,769

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $45,925
Total Long-Term Liabilities $45,925
Total Liabilities $65,694

Balance Sheet – Equity ($ thousands)

General Fund Balance $256,160
Total Fund Balances $256,160
Total Liabilities & Equity $321,854

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $22,050
DRG (Post-Oct 1) $8,979
Outlier Payments
DSH Adjustment $1,153
Eligible DSH % $0
Simulated MC Payments $36,680
Total IME Payments $9,568

Revenue & Income Statement ($ thousands)

Inpatient Revenue $707,659
Outpatient Revenue $1,169,609
Total Patient Revenue $1,877,268
Contractual Allowances & Discounts $1,443,044
Net Patient Revenue $434,224
Total Operating Expenses $420,023
Net Service Income $14,201
Other Income $10,122
Total Income $24,323
Other Expenses $60,332
Net Income $-36,009

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $43,137
Medicaid Charges $327,751
Net CHIP Revenue
CHIP Charges

EHR Information

EHR Epic
EHR Version EpicCare Inpatient (not Community Connect)
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No