1. Town Hall Meetings Series 19 May 2011

2. 2 Acknowledge Introduce Duration Explain Thank

3. AGENDA Vision, Mission, Values SC State Budget Update – Howell Clyborne, VP for Government and Community Relations Campus President Update System Goals and other Updates Employee Opinion Survey Results Wrap-Up, Questions, and Surveys

4. Who We Are Our Vision Transform health care for the benefit of the people and communities we serve. Our Mission Heal compassionately. Teach innovatively. Improve constantly.

5. What We Stand For GHS Values Our core values are compassion, respect, caring, honesty, integrity, and trust. We live our values through open communication, forward thinking, creativity, continually striving to improve, responsiveness, a willingness to change, education, research, and clinical quality.

6. State of South Carolina Economic Overview Howell Clyborne VP, Community and Government Affairs

7. 7 South Carolina’s Economy A $1.2 billion drop in South Carolina’s State Budget over three years. Source: South Carolina Board of Economic Advisors *Includes Trust Funds

9. $125 million from a reduction in provider rates

10. Cuts will not be across the board.

11. Estimated cuts to hospitals 10% or higher! Specific Impact to GHS: $20 Million

12. House Passed Their Version of Budget in March We anticipate the Senate will pass their version in early May The Budget will go to a Conference Committee The Governor will have veto option Where Are We In the Process? 9

13. Campus President’s Update 10

14. FY 2011 Goals Update 11

15. Pillar Frameworkfor FY 2011

16. We work to transform health care. Measured by: 2011 Employee Opinion Survey – Commitment Index Score Target: 4.29 (85th Percentile) Result: 4.21 (72nd Percentile)

17. Patients and families are the focus of everything we do. Measured by: HCAHPS Overall Rating*(Percent 9’s and 10’s) Press Ganey Overall Mean Scores** 3

18. We provide right care at the right time and in the right place. 2

19. A great example of personal commitment to our culture of patient safety. Spotlight on “Owner” Behavior Kathy Taylor, RN NICU Identified a safety risk with identical clear tubing for IV fluids and humidifying mist in incubators Raised the issue with her nurse manager, Jennifer Griffin and they contacted the manufacturer RESULT: blue tubing for humidifier/clear for IV fluids. 16

20. We develop our System to meet the needs of our communities. 1 1 Through March 2011

21. We responsibly direct our resources to support our mission. Measured by: Operating Margin Through March 2011

22. We educate to transform health care. Measured by: Implementation of strategic initiatives that advance our Academic Health System model. Target: Achieve preliminary accreditation of USCSOM-Greenville during October, 2011. YTD RESULT: LCME application submitted. Site visit scheduled for July.

24. Same calculation for all levels in the organizationFY 2011 Financial Trigger – No payout if payment would result in an operating margin of less than 1.5%.

25. Two More Quick Updates 21

26. US News & World ReportBest Hospitals Greenville Memorial Hospital #25 #39 #45 Drill-Down

27. How We Did It Commitment to being a highly integrated delivery system: Specialty hospitals Regional referral center Physician practices (employed/affiliated) Clinical staff Ranking Criteria – reputation, mortality, patient safety, and other (technology, patient services, presence of intensivists, palliative care…)

28. Heart & Heart Surgery

30. Multi-slice spiral CT

34. Patient-controlled analgesia

35. Translators

36. Wound-management servicesRelated UMG physician group – Carolina Cardiology and Dept. of Surgery/Cardiothoracic Surgery

37. Greenville Pitches Infor GHS MedEx Academy June 29th at Flour Field Come out and throw a “first pitch” and maybe see some of the Drive players up close and personal Pitching Time: 4:00 -6:00 p.m. Game Time: 7:00 p.m. $1.00 from each game day ticket purchased will be donated to GHS MedEx Academy Enjoy the game and support our MedEx program. 26

38. 2011 Employee Opinion Survey Results 27

40. Carolinas HealthCare System

41. Catholic Health East

42. Cedars-Sinai Medical Center

43. Children’s Hospital of Philadelphia

44. Cincinnati Children's Hospital

45. Legacy Health System (OR)

46. NYU Medical Center

47. Provena Health

48. Rehabilitation Institute of Chicago

49. Scottsdale Healthcare (AZ)

50. Texas Children’s Hospital

51. The Methodist Hospital System (TX)

52. Univ. of California Medical Centers

53. Univ. of Chicago Medical Center28 28

54. GHS System Results 29 29

55. Employee Participation Administration Period: March 2011 Historical Response Rate Trend Administration Mode: Online Survey 7,894 7,842 7,048 9,978 Employees Invited 7,842 Employees Responded

56. Domain Scores

58. Strongest aspect of commitment is “I would recommend this organization to family and friends who need care.”

59. Over 60% (7 out of 11) of the facilities scored above the NHC Average

60. Highest performing item is “My work unit works well together.”

62. Number of Tier I work units decreases to 230 (39%) and Tier III increases to 123 (21%)

63. Lowest performing item is “I am satisfied with my benefits.”

64. Items with greatest decline is “My pay is fair compared to other healthcare employers in this area.”

66. Greenville Hospital System 2010 +/- .03

67. Greenville Hospital System 2009 +/- .03*This is the GHS system measure for our People Goal.

68. Measuring Workforce Commitment

69. Workforce Commitment by Facility

70. Workforce Commitment by Facility (continued)

71. Workforce Commitment by Position Senior Management (11) +.62 Centerline is 2011 GHS Workforce Commitment Score 4.21 Leadership Team (115) +.39 Management (469) +.29 Non-clinical Professional (253) +.20 Employed Physician (271) +.19 Non-clinical Technician (194) +.15 Natl HC Avg CI = 4.16 Administrative/Fiscal (1,668) -.01 Clinical Technician (1,035) -.02 Other Non-clinical Support (534) -.02 Other Clinical Support (782) -.06 Registered Nurse (1,979) -.08 Clinical Professional (491) -.12 Physician Resident (40) -.13

72. Workforce Commitment by Tenure The GHS 2011 Average is 4.21 Natl HC Avg CI = 4.16

73. Workforce Commitment by Shift Centerline is 2011 GHS Workforce Commitment Score 4.21 Day shift (6,427) +.03 Night shift (906) -.11 Natl HC Avg CI = 4.16 Evening shift (509) -.14

74. Workforce Commitment by Gender Centerline is 2011 GHS Workforce Commitment Score 4.21 +.03 Male (1,375) Natl HC Avg CI = 4.16 Female (6,467) -.01

75. Workforce Commitment by Race Native Hawaiian or other Pacific Islander (5) +.14 Centerline is 2011 GHS Workforce Commitment Score 4.21 +.11 Hispanic or Latino (169) .00 White (6,320) -.01 Asian (107) Natl HC Avg CI = 4.16 -.04 Black or African American (1,203) -.08 American Indian or AK Native (12) -.36 Two or more races (26)

76. Workforce Commitment by Age The GHS 2011 Average is 4.21 Natl HC Avg CI = 4.16

77. Key Driver Analysis

78. Measuring Domain Performance

79. Highest Performing Items

80. Lowest Performing Items

81. Most Improved Items

82. Items with Greatest Decline

83. Open-ended Comment Items What do you like best about working for this organization? Percent of total comments by theme: 26 The people 4,904 respondents provided feedback 18 Quality leadership 17 Outstanding patient care provided here 10 Teamwork 63% of respondents provided feedback 10 Opportunities for learning and career advancement 8 My job

84. Open-ended Comment Items Please provide one suggestion on how to make this organization a better place to work. Percent of total comments by theme: 29 Improve pay and benefits 5,200 respondents provided feedback 18 Address staffing issues 11 Promote leadership development 9 Open lines of communication 66% of respondents provided feedback 8 Update the facility, equipment, and technology 7 Respect and listen to employees

85. Work Unit Results(Tiers 1, 2 and 3)

86. Morehead’s Tier Classifications Typical Expectations: Maintain Tier 1 status, assist Tier 3 and Tier 2 managers with action planning best practices High Survey Scores: minimal action planning activities Typical Expectations: AchieveTier 1 status through action plan development/implementation Average Survey Scores: action planning activities typically required Typical Expectations: Achieve Tier 2 status through action plan development/implementation and support by senior leadership and HR/OD Low Survey Scores: significant action planning activities

87. Greenville Health System Tier Results Historical Tier Movement 235 WU 107 WU 123 WU 217 WU 276 WU 230WU Tier 1 = Power Items Score™ ≥ 4.15 Tier 2 = Power Items Score™ ≥ 3.80 and < 4.15 Tier 3 = Power Items Score™ < 3.80

88. A Few Last Observations

89. GHS Employee Survey ResultsFive-Year Trend 55 91st 72nd 16th Press Ganey

90. Town Hall Surveys Offer a Snapshot Between Annual Surveys 56 Town Hall Survey Results Compared to Selected Questions from the Annual Employee Opinion Survey Higher scores among Town Hall Attendees.

91. A Theory and a Quick Small Group Discussion 57 Our Theory Employees who attend Town Hall Meetings are generally more engaged and have a better understanding of what’s happening at GHS.

92. A Theory and a Quick Small Group Discussion 58 Our Theory Employees who attend Town Hall Meetings are generally more engaged and have a better understanding of what’s happening at GHS. Discussion Does this theory make sense to you? How could you help generate more participation in Town Hall Meetings? Please record you thoughts on the Town Hall Survey Question 4.3 (additional comments)

93. Departmental Meetings Zero-In on your work unit’s results Develop department-specific action plans System-Level Action Planning Detailed review of system results by Senior Leadership System-level action plan will be developed to include planned and new initiatives Next Steps 59

94. Questions

95. Please Complete the TOWN HALLSurvey 61

96. 62 Please Complete the Survey Please complete BOTH sides of survey formAnswers to many of your questions are in the Town Hall Q&A handout.

97. 63 Acknowledge Introduce Duration Explain THANK YOU!