Trinity Health Shelby, located at 72 South State Street in Shelby, MI, is committed to providing comprehensive and personally satisfying healthcare. With a focus on the latest technology and highly skilled physicians, we offer advanced services in cardiovascular care, cancer care, neurosciences, weight management, and orthopedics. As a faith-based organization serving West Michigan for over 95 years, we are dedicated to being a transforming, healing presence in our community. Our services include 24-hour emergency care (Level IV Trauma Center), laboratory services, radiology (including 3D mammography and MRI), and a range of surgical and therapeutic services. Experience our holistic, patient-centered environment and let us be your partner in health.
| Hospital Name | Trinity Health Shelby |
|---|---|
| Facility ID | 231320 |
| Address | 72 SOUTH STATE STREET |
|---|---|
| City/Town | Shelby |
| State | MI |
| ZIP Code | 49455 |
| County/Parish | OCEANA |
| Health System | Trinity Health |
|---|---|
| Health System Website Domain | trinity-health.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 35 |
|---|---|
| Health System Total Beds | 8691 |
| Health System Hospital Locations | Connecticut, Delaware, Florida, Georgia, Iowa, Idaho, Illinois, Indiana, Massachusetts, Maryland, Michigan, North Dakota, New York, Ohio, Oregon and Pennsylvania |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Trinity Health |
| Emergency Services | Yes |
Gary Allore has been with Trinity Health for the past 19 years. Since 2017, he has been leading the Muskegon and Shelby hospitals. Starting May 1, 2024, he also leads Trinity Health Grand Haven as president. He earned an M.B.A. from Grand Valley State University in 1999. He was inducted into the Albion College Hall of Fame in 2005 for his achievements in football and track & field, where he achieved All-MIAA status in football and all-league and All-America awards in track and field.
John Foss is a respected and highly knowledgeable leader with 30 years of health care experience with Trinity Health in West Michigan. Starting May 1, 2024, he leads day-to-day operations for both the Grand Haven and Shelby hospitals. He will continue aligning operations throughout the Lakeshore area. John advanced to take over the helm in Shelby in January of 2019. As the Senior Vice President of Operations, John helped make the hospital in Shelby a vital part of the community. His career began in the military and upon his discharge, he found his way into the medical field and advanced as he worked his way through, learning to be a Physician's Assistant and Administrator. He worked in all of the areas that Trinity has in Muskegon.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 24 |
|---|
| FTE Employees on Payroll | 85.75 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 351 |
| Inpatient Days (Title XIX) | 25 |
| Total Inpatient Days | 1086 |
| Bed Count | 24 |
| Available Bed Days | 8760 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 112 |
| Discharges (Title XIX) | 10 |
| Total Discharges | 405 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 351 |
| Inpatient Days (Title XIX; Adults & Peds) | 25 |
| Total Inpatient Days (Adults & Peds) | 1086 |
| Bed Count (Adults & Peds) | 24 |
| Available Bed Days (Adults & Peds) | 8760 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 112 |
| Discharges (Title XIX; Adults & Peds) | 10 |
| Total Discharges (Adults & Peds) | 405 |
| Care Quality Stengths | Overall patient satisfaction is overall very high. Patients report that nurse communication is excellent. Patients report that staff was good at responding quickly to their needs. Patients report that staff is excellent in meeting their needs very quickly. 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 |
| 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 | 83% |
|---|
| 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 | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 96 |
|---|
| 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 | -31.7 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| 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) | 14.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 15.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| 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 | Number of Cases Too Small |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Number of Cases Too Small |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Number of cases too small |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| 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 |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $345 |
|---|---|
| Bad Debt Expense | $2,102 |
| Uncompensated Care Cost | $1,314 |
| Total Uncompensated Care | $2,313 |
| Total Salaries | $16,468 |
|---|---|
| Overhead Expenses (Non-Salary) | $20,255 |
| Depreciation Expense | $177 |
| Total Operating Costs | $38,252 |
| Inpatient Charges | $5,201 |
|---|---|
| Outpatient Charges | $74,765 |
| Total Patient Charges | $79,966 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $16,468 |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $192 |
|---|---|
| Short-Term Investments | $59,112 |
| Notes Receivable | $380 |
| Accounts Receivable | $7,816 |
| Allowance for Doubtful Accounts | |
| Inventory | $158 |
| Prepaid Expenses | $81 |
| Other Current Assets | |
| Total Current Assets | $68,830 |
| Land Value | $134 |
|---|---|
| Land Improvements Value | $-178 |
| Building Value | $3,849 |
| Leasehold Improvements | |
| Fixed Equipment Value | $2 |
| Major Movable Equipment | $5,385 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $2,784 |
| Long-Term Investments | |
|---|---|
| Other Assets | $5,144 |
| Total Other Assets | $5,144 |
| Total Assets | $76,757 |
| Accounts Payable | $5,085 |
|---|---|
| Salaries & Wages Payable | $1,695 |
| Payroll Taxes Payable | $35 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $5,058 |
| Total Current Liabilities | $11,873 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $868 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $868 |
| Total Liabilities | $12,741 |
| General Fund Balance | $64,016 |
|---|---|
| Total Fund Balances | $64,016 |
| Total Liabilities & Equity | $76,757 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $6,186 |
|---|---|
| Outpatient Revenue | $78,716 |
| Total Patient Revenue | $84,902 |
| Contractual Allowances & Discounts | $43,023 |
| Net Patient Revenue | $41,879 |
| Total Operating Expenses | $36,723 |
| Net Service Income | $5,156 |
| Other Income | $4,428 |
| Total Income | $9,584 |
| Other Expenses | $-4,646 |
| Net Income | $14,230 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $3,864 |
| Medicaid Charges | $13,969 |
| Net CHIP Revenue | $5,660 |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |