Trinity Health Saint Mary's, located at 200 Jefferson Avenue SE, Grand Rapids, MI, is an integrated network dedicated to providing compassionate care and medical expertise. As a Joint Commission-accredited teaching hospital and a member of Trinity Health, one of the largest Catholic healthcare systems in the country, Saint Mary's is committed to offering advanced technology and skilled physicians in a holistic, patient-centered environment. The hospital is a progressive leader in neuroscience, cancer care through The Lacks Cancer Center, and cardiovascular health. It includes the Hauenstein Neuroscience Center and state-of-the-art Emergency and Trauma services. Trinity Health Saint Mary's aims to improve the health of the community by healing body, mind, and spirit.
| Hospital Name | Trinity Health Saint Mary's, Grand Rapids |
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| Facility ID | 230059 |
| Address | 200 JEFFERSON AVENUE SE |
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| City/Town | Grand Rapids |
| State | MI |
| ZIP Code | 49503 |
| County/Parish | KENT |
| Health System | Trinity Health |
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| Health System Website Domain | trinity-health.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 35 |
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| 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 | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Church |
| Ownership Details | Trinity Health |
| Emergency Services | Yes |
Matt Biersack, MD is the President of Trinity Health Grand Rapids.
Brandon Francis, MD, MHP, returned to Trinity Health Grand Rapids as Chief Medical Officer in May 2022. Dr. Francis previously spent part of his career as a neurointensivist on the Neuro Critical Care team for Mercy Health Saint Mary's from 2016−2019. He decided to return because of Matt Biersack, his leadership, and the culture at Trinity Health. Dr. Francis is motivated by doing the right thing for the right reasons and credits his mother as an inspiration in his life.
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Mary Rosser serves as the Chief Human Resources Officer for Trinity Health Grand Rapids Hospital and Trinity Health Medical Group West Michigan. She has been with Trinity for 20 years and holds a Bachelor of Business Administration from Baker College and a Masters of Leadership from Western Michigan University. Mary sits on the Michigan Hospital Association Human Resources Committee, Grand Rapids Chamber HR Roundtable, and Talent First Workforce Development Committee. In her role, she provides strategic direction, vision, and guidance in the integration of Human Resources strategies, operations, and services, with a special focus on culture, colleague engagement, and retention.
Zach McIntosh is the Director, Plant Operations at Trinity Health Grand Rapids and is involved in the construction of a new Combined Heat and Power (CHP) Plant at the hospital.
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 230 |
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| FTE Employees on Payroll | 3115.56 |
|---|---|
| FTE Interns & Residents | 90.85 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 11905 |
| Inpatient Days (Title XIX) | 3862 |
| Total Inpatient Days | 66202 |
| Bed Count | 275 |
| Available Bed Days | 93075 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2358 |
| Discharges (Title XIX) | 1077 |
| Total Discharges | 14815 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 8902 |
| Inpatient Days (Title XIX; Adults & Peds) | 1888 |
| Total Inpatient Days (Adults & Peds) | 48436 |
| Bed Count (Adults & Peds) | 228 |
| Available Bed Days (Adults & Peds) | 75920 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2358 |
| Discharges (Title XIX; Adults & Peds) | 1077 |
| Total Discharges (Adults & Peds) | 14815 |
| Care Quality Stengths | High overall patient satisfaction. 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. Hospital does an above-average job of ensuring patients at the hospital do not get infections. |
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| 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 | 78% |
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| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| 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 and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 155 |
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| Readmission Score Hospital Return Days for Heart Attack Patients | 18.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | -12.4 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 10.8 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.4 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 11 |
| 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 | 1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.2 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 19.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 18.5 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.8 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.4 |
| 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 | Number of Cases Too Small |
| 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) | 0.338 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.679 |
| SSI SIR (Standardized Infection Ratio) | 2.253 |
| CDI SIR (Standardized Infection Ratio) | 0.264 |
| MRSA SIR (Standardized Infection Ratio) | 0.513 |
| Fiscal Year Begin | Jul 01, 2022 |
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| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $5,178 |
|---|---|
| Bad Debt Expense | $17,269 |
| Uncompensated Care Cost | $11,620 |
| Total Uncompensated Care | $15,075 |
| Total Salaries | $300,505 |
|---|---|
| Overhead Expenses (Non-Salary) | $480,982 |
| Depreciation Expense | $31,113 |
| Total Operating Costs | $526,343 |
| Inpatient Charges | $601,566 |
|---|---|
| Outpatient Charges | $799,717 |
| Total Patient Charges | $1,401,283 |
| Core Wage Costs | $51,743 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $300,505 |
| Contract Labor (Patient Care) | $8,814 |
| Wage Costs (Part A Teaching) | $78 |
| Wage Costs (Interns & Residents) | $135 |
| Cash & Bank Balances | $489 |
|---|---|
| Short-Term Investments | $271,200 |
| Notes Receivable | |
| Accounts Receivable | $273,346 |
| Allowance for Doubtful Accounts | $-15,808 |
| Inventory | $12,398 |
| Prepaid Expenses | $1,089 |
| Other Current Assets | |
| Total Current Assets | $951,909 |
| Land Value | $33,758 |
|---|---|
| Land Improvements Value | |
| Building Value | $391,732 |
| Leasehold Improvements | $31,178 |
| Fixed Equipment Value | $7,929 |
| Major Movable Equipment | $229,659 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $259,387 |
| Long-Term Investments | $473,749 |
|---|---|
| Other Assets | $45,714 |
| Total Other Assets | $519,463 |
| Total Assets | $1,730,759 |
| Accounts Payable | $467,988 |
|---|---|
| Salaries & Wages Payable | $31,011 |
| Payroll Taxes Payable | |
| Short-Term Debt | $9,025 |
| Deferred Revenue | |
| Other Current Liabilities | $13 |
| Total Current Liabilities | $508,037 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $158,966 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $12,558 |
| Total Long-Term Liabilities | $171,523 |
| Total Liabilities | $679,560 |
| General Fund Balance | $1,051,199 |
|---|---|
| Total Fund Balances | $1,051,199 |
| Total Liabilities & Equity | $1,730,759 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $26,123 |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | $1,151 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $49,271 |
| Total IME Payments | $4,671 |
| Inpatient Revenue | $664,098 |
|---|---|
| Outpatient Revenue | $984,692 |
| Total Patient Revenue | $1,648,790 |
| Contractual Allowances & Discounts | $1,047,006 |
| Net Patient Revenue | $601,784 |
| Total Operating Expenses | $765,808 |
| Net Service Income | $-164,024 |
| Other Income | $251,706 |
| Total Income | $87,682 |
| Other Expenses | |
| Net Income | $87,682 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $80,019 |
| Medicaid Charges | $243,822 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |