McLaren Bay Region

McLaren Bay Region, located at 1900 Columbus Ave in Bay City, MI, is a leading 415-bed acute care hospital dedicated to providing comprehensive and compassionate care to the Great Lakes Bay Region. Our services include cardiovascular care, neuroscience, women's health, orthopedics, rehabilitation, and oncology. As a certified Primary Stroke Center, we are equipped to handle emergencies with an emergency room that treats over 45,000 patients annually. McLaren Bay Region is committed to excellence, offering advanced technology, expert physicians, and a patient-centered approach to healthcare.

Identifiers

Hospital Name McLaren Bay Region
Facility ID 230041

Location

Address 1900 COLUMBUS AVE
City/Town Bay City
State MI
ZIP Code 48708
County/Parish BAY

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

Jamie Carter

President and Chief Executive Officer

Named interim CEO and president as of March 1, 2024.

Carolyn Potter

Vice President of Human Resources

NA

Dr. Kenneth Parsons

Chief Medical Officer

Joined mid-spring 2023. Excited and energized with the new leadership team.

Aren Laljie

Chief Financial Officer

NA

Stacey Klump

Chief Nursing Officer

Joined mid-spring 2023. In charge of the largest department with oversight of almost 1,000 employees, focusing on creating a culture of safety and care that is patient-centered. Came from a director of nursing position at a local competitor and saw it as an opportunity to lead a larger organization in a new community. Excited and energized with the new leadership team.

Lynn Weaver

Vice President of Philanthropy

NA

Residency Programs

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

Capacity & Services

Licensed Beds 387

Staffing & Personnel

FTE Employees on Payroll 1442.88
FTE Interns & Residents 10.63

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 21881
Inpatient Days (Title XIX) 1072
Total Inpatient Days 59923
Bed Count 273
Available Bed Days 99694
Discharges (Title V) NA
Discharges (Title XVIII) 3696
Discharges (Title XIX) 169
Total Discharges 10716

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 18898
Inpatient Days (Title XIX; Adults & Peds) 868
Total Inpatient Days (Adults & Peds) 52186
Bed Count (Adults & Peds) 243
Available Bed Days (Adults & Peds) 88624
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3696
Discharges (Title XIX; Adults & Peds) 169
Total Discharges (Adults & Peds) 10716

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. 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.

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 49%

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 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 No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 134

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 24.6
Readmission Score Hospital Return Days for Heart Failure Patients 29.4
Readmission Score Hospital Return Days for Pneumonia Patients 25.3
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 13.7
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.1
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.8
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.4
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 15.3
Readmission Score Rate of Readmission for CABG 12.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 20.2
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.8
Readmission Score Rate of Readmission After Hip/Knee Replacement 4.9
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.2
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 Worse 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

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 1.543
CAUTI SIR (Standardized Infection Ratio) 1.161
SSI SIR (Standardized Infection Ratio) 0.781
CDI SIR (Standardized Infection Ratio) 0.425
MRSA SIR (Standardized Infection Ratio) 3.054

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,344
Bad Debt Expense $11,188
Uncompensated Care Cost $5,638
Total Uncompensated Care $5,638

Operating Expenses ($ thousands)

Total Salaries $121,179
Overhead Expenses (Non-Salary) $213,866
Depreciation Expense $6,359
Total Operating Costs $291,532

Charges ($ thousands)

Inpatient Charges $593,598
Outpatient Charges $453,619
Total Patient Charges $1,047,217

Wage-Related Details ($ thousands)

Core Wage Costs $31,224
Wage Costs (RHC/FQHC)
Adjusted Salaries $121,987
Contract Labor (Patient Care) $3,622
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents) $213

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $-14,627
Short-Term Investments $9
Notes Receivable
Accounts Receivable $35,545
Allowance for Doubtful Accounts
Inventory $8,080
Prepaid Expenses $1,006
Other Current Assets
Total Current Assets $34,860

Balance Sheet – Fixed Assets ($ thousands)

Land Value $6,287
Land Improvements Value $5,882
Building Value $156,824
Leasehold Improvements $1,441
Fixed Equipment Value $22,308
Major Movable Equipment $105,157
Minor Depreciable Equipment
Health IT Assets $8,624
Total Fixed Assets $119,640

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $226,379
Other Assets $15,998
Total Other Assets $262,809
Total Assets $417,309

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $27,042
Salaries & Wages Payable $7,151
Payroll Taxes Payable $4,947
Short-Term Debt $3,274
Deferred Revenue $3,248
Other Current Liabilities $3,569
Total Current Liabilities $49,232

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $40,483
Unsecured Loans
Other Long-Term Liabilities $24,749
Total Long-Term Liabilities $65,232
Total Liabilities $114,464

Balance Sheet – Equity ($ thousands)

General Fund Balance $302,845
Total Fund Balances $302,845
Total Liabilities & Equity $417,309

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $44,178
Outlier Payments
DSH Adjustment $564
Eligible DSH % $0
Simulated MC Payments $40,232
Total IME Payments $718

Revenue & Income Statement ($ thousands)

Inpatient Revenue $602,079
Outpatient Revenue $525,684
Total Patient Revenue $1,127,763
Contractual Allowances & Discounts $813,040
Net Patient Revenue $314,723
Total Operating Expenses $327,005
Net Service Income $-12,282
Other Income $-31,908
Total Income $-44,191
Other Expenses
Net Income $-44,191

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $25,058
Medicaid Charges $141,861
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