McLaren Flint

McLaren Flint, located at 401 S Ballenger Highway in Flint, MI, is a 378-bed tertiary teaching hospital providing comprehensive and advanced health care services to Genesee County and the Mideast region of Michigan. As a premier medical facility, McLaren Flint is dedicated to delivering exceptional care with a focus on emergency services, women's health, and primary care. Affiliated with Michigan State University, McLaren Flint offers medical residency and fellowship programs. With a rich history of compassionate care, McLaren Flint is committed to the well-being of the community.

Identifiers

Hospital Name McLaren Flint
Facility ID 230141

Location

Address 401 S BALLENGER HIGHWAY
City/Town Flint
State MI
ZIP Code 48532
County/Parish GENESEE

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

Chris Candela

President Chief Executive Officer

Compensation was in the seven figures according to ProPublica in 2023. [6]

Matthew LeGault

Chief Operating Officer

Ruth Kechnie

Vice President Patient Care Services Chief Nursing Officer

Varsha Moudgal, M.D.

Chief Medical Officer

Named chief medical officer and vice president of medical affairs in March 2023. An infectious disease specialist by training, previously served as associate chief medical officer at Trinity Health Livingston. Provides oversight and leads implementation of clinical services. [3]

Fred Korte

Chief Financial Officer

Laura Gibbard

Vice President Human Resources

Residency Programs

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

Capacity & Services

Licensed Beds 368

Staffing & Personnel

FTE Employees on Payroll 1672.02
FTE Interns & Residents 84.65

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 21019
Inpatient Days (Title XIX) 1556
Total Inpatient Days 73717
Bed Count 276
Available Bed Days 100740
Discharges (Title V) NA
Discharges (Title XVIII) 3479
Discharges (Title XIX) 277
Total Discharges 12863

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 17667
Inpatient Days (Title XIX; Adults & Peds) 1287
Total Inpatient Days (Adults & Peds) 62626
Bed Count (Adults & Peds) 240
Available Bed Days (Adults & Peds) 87600
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 3479
Discharges (Title XIX; Adults & Peds) 277
Total Discharges (Adults & Peds) 12863

Quality Summary

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 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 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 54%

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 Worse 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) 186

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients 25.2
Readmission Score Hospital Return Days for Heart Failure Patients 14.5
Readmission Score Hospital Return Days for Pneumonia Patients 19.3
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 10.4
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.6
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 0.9
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate 15
Readmission Score Rate of Readmission for CABG 11.4
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 19.6
Readmission Score Rate of Readmission After Hip/Knee Replacement 5.7
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 15.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 17.4
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 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 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) Worse 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) 0.548
CAUTI SIR (Standardized Infection Ratio) 0.859
SSI SIR (Standardized Infection Ratio) 0.924
CDI SIR (Standardized Infection Ratio) 0.361
MRSA SIR (Standardized Infection Ratio) 0.888

Fiscal Period

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

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $2,425
Bad Debt Expense $13,696
Uncompensated Care Cost $6,091
Total Uncompensated Care $6,091

Operating Expenses ($ thousands)

Total Salaries $170,100
Overhead Expenses (Non-Salary) $291,840
Depreciation Expense $10,936
Total Operating Costs $386,606

Charges ($ thousands)

Inpatient Charges $742,594
Outpatient Charges $776,484
Total Patient Charges $1,519,078

Wage-Related Details ($ thousands)

Core Wage Costs $53,053
Wage Costs (RHC/FQHC)
Adjusted Salaries $165,594
Contract Labor (Patient Care) $2,512
Wage Costs (Part A Teaching) $261
Wage Costs (Interns & Residents) $1,670

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $8,157
Short-Term Investments $16
Notes Receivable
Accounts Receivable $43,674
Allowance for Doubtful Accounts
Inventory $9,338
Prepaid Expenses $4,792
Other Current Assets $2,380
Total Current Assets $73,551

Balance Sheet – Fixed Assets ($ thousands)

Land Value $5,032
Land Improvements Value $9,576
Building Value $252,628
Leasehold Improvements $2,661
Fixed Equipment Value $166,881
Major Movable Equipment $159,637
Minor Depreciable Equipment
Health IT Assets $13,468
Total Fixed Assets $248,588

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $166,041
Other Assets $22,739
Total Other Assets $188,780
Total Assets $510,919

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $38,191
Salaries & Wages Payable $10,116
Payroll Taxes Payable $3,076
Short-Term Debt $6,646
Deferred Revenue
Other Current Liabilities $14,896
Total Current Liabilities $72,924

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable $154,790
Unsecured Loans
Other Long-Term Liabilities $9,338
Total Long-Term Liabilities $164,128
Total Liabilities $237,052

Balance Sheet – Equity ($ thousands)

General Fund Balance $271,920
Total Fund Balances $273,867
Total Liabilities & Equity $510,919

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1)
DRG (Post-Oct 1) $44,607
Outlier Payments
DSH Adjustment $914
Eligible DSH % $0
Simulated MC Payments $63,738
Total IME Payments $5,890

Revenue & Income Statement ($ thousands)

Inpatient Revenue $751,639
Outpatient Revenue $851,678
Total Patient Revenue $1,603,318
Contractual Allowances & Discounts $1,159,879
Net Patient Revenue $443,438
Total Operating Expenses $451,263
Net Service Income $-7,825
Other Income $-17,432
Total Income $-25,257
Other Expenses
Net Income $-25,257

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $33,844
Medicaid Charges $220,949
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 Unknown
ERP Version NA
EHR is Changing No