Corewell Health William Beaumont University Hospital in Royal Oak, MI, is a nationally ranked, 1,131-bed, non-profit teaching hospital and the flagship facility of Corewell Health. As a Level I Adult and Level II Pediatric Trauma Center, and the primary teaching affiliate for the Oakland University William Beaumont School of Medicine, we provide advanced tertiary care and comprehensive healthcare services to the region. Our mission is to improve health, instill humanity, and inspire hope. We are committed to providing exceptional patient care through innovation, research, and a dedicated team of professionals.
| Hospital Name | Corewell Health William Beaumont University Hospital |
|---|---|
| Facility ID | 230130 |
| Address | 3601 W THIRTEEN MILE RD |
|---|---|
| City/Town | Royal Oak |
| State | MI |
| ZIP Code | 48073 |
| County/Parish | OAKLAND |
| Health System | Corewell Health |
|---|---|
| Health System Website Domain | corewellhealth.org |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 18 |
|---|---|
| Health System Total Beds | 5022 |
| Health System Hospital Locations | Michigan |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Corewell Health |
| Emergency Services | Yes |
Daniel Carey, MD, MHCM, is president of Corewell Health's Royal Oak acute care campus, which is becoming Corewell Health William Beaumont University Hospital. He is responsible for strategy development, daily operations and financial performance of the 1,101 bed, full-service community campus, including the laboratory, as well as ambulatory, diagnostic and surgery centers. [4, 5] He has served in many health care leadership roles throughout his career and spent more than two decades as a cardiologist in Lynchburg, Virginia. [2, 5] He served as Virginia's Secretary of Health and Human Resources from January 2018 to November 2021, leading Virginia's pandemic response. [5, 12] He then joined Providence, where he was senior vice president and chief medical officer of the Physician Enterprise. [5] Previously, he served as senior vice president and chief medical officer of Centra and oversaw information technology services, quality and safety, performance improvement initiatives and medical staff functions at Centra's acute care facilities. [5] He earned his bachelor's degree from the University of Virginia, his medical degree from Harvard Medical School and a master's in Health Care Management from the Harvard T.H. Chan School of Public Health. [2, 5]
Dr. Jay Fisher, MD is an Obstetrician Gynecologist affiliated with Corewell Health William Beaumont University Hospital. [3, 9, 14] He completed a residency at William Beaumont Hospital. [3, 14] He earned his undergraduate degree from the University of Michigan and medical degree at Wayne State University School of Medicine. [6] He completed his training at William Beaumont Hospital's Residency Program in Obstetrics and Gynecology. [6] Dr. Fisher has a special interest in minimally invasive surgery and alternative options to traditional hysterectomy, including DaVinci Robotic Hysterectomy. [6] He is also an Assistant Professor, Obstetrics & Gynecology at Oakland University William Beaumont School of Medicine. [7]
Barbara S. Ducatman, M.D., is the chief medical officer for Beaumont Hospital, Royal Oak and associate dean of Clinical Affairs for OUWB. [11, 15] She joined OUWB and Beaumont on July 31, 2017 where she will have an appointment at OUWB as Professor and Chair of Pathology. [15, 19] She comes from West Virginia University (WVU) School of Medicine where she is currently Professor and Chair of Pathology, the founding associate dean for Faculty Services, and the founding director of the WVU National Center of Excellence in Women's Health. [15, 19] Dr. Ducatman received her M.D. degree from the Albany Medical College and completed a residency in anatomic and clinical pathology at the Mayo Clinic. [15, 19, 20] She is subspecialty-trained in cytopathology and is recognized as a national expert in this discipline. [15, 19] She has served at the Beth Israel Deaconess Medical Center (Harvard) and has also served in the U.S. Navy. [15, 19, 20] She has assumed leadership positions in academic pathology, including serving on the Executive Advisory Board of the Archives of Pathology and Laboratory Medicine and as an associate editor of Academic Pathology. [15, 19] She is also past President of the Association of Pathology Chairs. [13, 19, 20] Dr. Ducatman is widely published and is recognized as an outstanding pathology educator. [15, 19] She was appointed chief medical officer for Beaumont Hospital, Royal Oak effective April 1, 2020. [20]
Anne Stewart, RN, has been appointed chief nursing officer for Beaumont, Royal Oak. [17] She has held progressive leadership roles at the Beaumont Hospital, Grosse Pointe campus and most recently served as chief nursing officer there. [17] Before this appointment, she was a bedside nurse, assistant nurse manager and nurse manager. [17] Under her leadership, Beaumont, Grosse Pointe achieved its first Magnet designation in 2018. [17] Since the hospital's first Magnet designation in 2004, Anne Stewart, RN, chief nursing officer for Corewell Health's Beaumont Hospital, Royal Oak, stated that their team members have continued to demonstrate high engagement, collaboration and a standard of excellence in nursing. [18]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 1031 |
|---|
| FTE Employees on Payroll | 7265.89 |
|---|---|
| FTE Interns & Residents | 464.5 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 71533 |
| Inpatient Days (Title XIX) | 9125 |
| Total Inpatient Days | 271851 |
| Bed Count | 1026 |
| Available Bed Days | 365807 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 11723 |
| Discharges (Title XIX) | 1113 |
| Total Discharges | 44955 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 64445 |
| Inpatient Days (Title XIX; Adults & Peds) | 5854 |
| Total Inpatient Days (Adults & Peds) | 218940 |
| Bed Count (Adults & Peds) | 881 |
| Available Bed Days (Adults & Peds) | 312882 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 11723 |
| Discharges (Title XIX; Adults & Peds) | 1113 |
| Total Discharges (Adults & Peds) | 44955 |
| Care Quality Stengths | Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
|---|---|
| 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 an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart attacks so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to 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 | 62% |
|---|
| 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 | Better Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | Worse 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 | Worse 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 | Worse Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | Worse 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 | Worse Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 278 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 25.7 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 20.2 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 28.6 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.7 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 15.4 |
| Readmission Score Rate of Readmission for CABG | 11.4 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 16.8 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 17 |
| Readmission Group Hospital Return Days for Heart Attack Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average 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) | 0.862 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.428 |
| SSI SIR (Standardized Infection Ratio) | 0.872 |
| CDI SIR (Standardized Infection Ratio) | 0.589 |
| MRSA SIR (Standardized Infection Ratio) | 0.805 |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $4,728 |
|---|---|
| Bad Debt Expense | $46,465 |
| Uncompensated Care Cost | $15,548 |
| Total Uncompensated Care | $26,009 |
| Total Salaries | $538,994 |
|---|---|
| Overhead Expenses (Non-Salary) | $1,029,805 |
| Depreciation Expense | $86,176 |
| Total Operating Costs | $1,330,377 |
| Inpatient Charges | $3,221,228 |
|---|---|
| Outpatient Charges | $3,003,123 |
| Total Patient Charges | $6,224,351 |
| Core Wage Costs | $163,242 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $538,994 |
| Contract Labor (Patient Care) | $56,510 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $510,126 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $185,820 |
| Allowance for Doubtful Accounts | |
| Inventory | $34,920 |
| Prepaid Expenses | |
| Other Current Assets | $67,044 |
| Total Current Assets | $797,148 |
| Land Value | $5,466 |
|---|---|
| Land Improvements Value | $17,867 |
| Building Value | $235,334 |
| Leasehold Improvements | $278 |
| Fixed Equipment Value | $205,659 |
| Major Movable Equipment | $94,004 |
| Minor Depreciable Equipment | $739 |
| Health IT Assets | |
| Total Fixed Assets | $493,109 |
| Long-Term Investments | $845,767 |
|---|---|
| Other Assets | $16,837 |
| Total Other Assets | $862,604 |
| Total Assets | $2,152,861 |
| Accounts Payable | $19,960 |
|---|---|
| Salaries & Wages Payable | |
| Payroll Taxes Payable | $32,740 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $27,780 |
| Total Current Liabilities | $80,481 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $14,944 |
| Total Long-Term Liabilities | $14,944 |
| Total Liabilities | $95,425 |
| General Fund Balance | $2,057,437 |
|---|---|
| Total Fund Balances | $2,057,437 |
| Total Liabilities & Equity | $2,152,861 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $98,092 |
| DRG (Post-Oct 1) | $41,190 |
| Outlier Payments | |
| DSH Adjustment | $4,857 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $122,665 |
| Total IME Payments | $30,537 |
| Inpatient Revenue | $3,264,370 |
|---|---|
| Outpatient Revenue | $3,188,418 |
| Total Patient Revenue | $6,452,788 |
| Contractual Allowances & Discounts | $4,896,095 |
| Net Patient Revenue | $1,556,693 |
| Total Operating Expenses | $1,568,799 |
| Net Service Income | $-12,107 |
| Other Income | $35,271 |
| Total Income | $23,164 |
| Other Expenses | $-9,982 |
| Net Income | $33,146 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $113,203 |
| Medicaid Charges | $904,311 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |