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2010 Report to the Community
From the Board Chair                                                                                                      ...
Pillar: PeopleSustain strong employee commitmentGHS’ Pillars of Excellence guide                      Standards of Behavio...
Pillar: ServiceImprove patient satisfactionThe core of excellence centers on                           and enhancing medic...
Pillar: QualityImprove clinical quality and safetyResearch shows that quality of                          Hillcrest a Top ...
Pillar: GrowthAchieve budgeted net revenueA key goal of the system is to be the                    the clock and staffed b...
Pillar: FinanceAchieve budgeted operating marginThrough responsible financial                          UPLIFT Program     ...
Pillar: AcademicsStrengthen academic affiliationsAcademics plays a major role in                         Medical School Ex...
GHS Gives Back: GHS is committed to being a positive force for the benefit ofthe people and communities we are privileged ...
Senior Management                                                                                                         ...
Statistics SnapshotFacilities                                                                      Procedures & SurgeriesM...
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GHS 2010 Annual Report


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This Greenville Hospital System University Medical Center's 2010 Annual Report. The start of a new decade brings with it opportunities to build on past successes. We at Greenville Hospital System (GHS) are excited to share highlights from the 2010 fiscal year (October 2009 through September 2010) in our annual report. We invite you to take a few moments to learn how these efforts help you.

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GHS 2010 Annual Report

  1. 1. 2010 Report to the Community
  2. 2. From the Board Chair From the CEO I am pleased to present Commitment to Excellence, the 2010 Greenville Hospital Thank you for taking time to review the Greenville Hospital System report to the System University Medical Center report to the community. Included in this report community for FY 2010. In these pages we share highlights of key accomplishments are facts and figures that highlight many important achievements of the last year. related to our six Pillars of Excellence: People, Service, Quality, Growth, Finance and Academics. For every statistic and each achievement reported, there are many Fiscal Year 2010 was filled with important milestones, and you will read about others that also are compelling. And behind every one of these successes is a some of them in this report. For the Greenville Hospital System (GHS) Board of team of people working together and living our mission to heal compassionately, Trustees, the most significant of these milestones happened August 6, 2010, when teach innovatively and improve constantly. our Board and the board of the University of South Carolina (USC) approved a formal agreement to move forward with plans for expansion of the USC School of One of our greatest strengths at GHS is a highly diverse and accomplished workforce Medicine–Greenville to a full four-year medical campus. (from physicians, nurses and other clinical professionals to support and administrative staff ) constantly working to address the needs of our patients and families. We The historic nature of this partnership is understood and held with great reverence emphasize interdisciplinary approaches to leadership and problem solving. In 2010, by all of my colleagues on the GHS Board. We know that serving as a Trustee of clinical and administrative leaders joined forces to react and respond to the shifting Greenville Hospital System, at any time, is an important responsibility and a high economic environment. As an example, the GHS Operations Council, established calling of service to our community. To be involved in a decision that promises to early in the year, is a leadership group consisting of physician department chairs, improve and enrich the health, quality of life, and economics of our community for campus presidents and selected corporate leadership. This group was charged generations to come is an honor and responsibility that we take very seriously. with working through the critical operational challenges of continuing our commitment to deliver high-quality care to a broad patient base while simultaneously It has been a great privilege to serve with the other Trustees of this impressive addressing the need to reduce expenses in response to shifting volumes and institution. Together, with a skilled executive team and a dedicated and compassionate declining revenue. By year’s end, we had reversed the early trend and ended FY workforce who are committed to excellence, we at GHS are living our vision to 2010 exceeding our budgeted financial results. transform health care for the benefit of the people and communities we serve. Such interdisciplinary partnerships are being fostered at many levels within GHS. Today, physician and nurse leaders at the unit level work in tandem to ensure the highest standards of care and service. These partnerships serve as role models for collaboration in settings all across our health system. Frances D. Ellison Chair A highly collaborative workforce is a tremendous asset at any time – and it is Greenville Hospital System Board of Trustees especially valuable when the environment is in flux. At GHS, we are well prepared for challenges and poised for change. We are transforming our health system to serve our many communities today and to be a vital health resource in the future. Michael C. Riordan President and CEO Greenville Hospital SystemFrances DeLoache Ellison Harry A. Chapman Jr. Jerry Dempsey Benjamin L. Allen Jr., M.D. R. Dennis Hennett S. Hunter Howard Jr. Chair Vice Chair Secretary Margaret L. Jenkins Rita McKinney James C. Morton Thomas E. Simmons Benjamin B. Waters III William M. Webster IV
  3. 3. Pillar: PeopleSustain strong employee commitmentGHS’ Pillars of Excellence guide Standards of Behavior With the unveiling of new Standards of Behavioremployees as to how to achieve our came expectations that all team members will practice these standards so as to consistently delivervision and mission. By consistently care and service to others as theyusing best practices that are evidence- would want for themselves.based, GHS can build on its strong The standards are embeddedfoundation of employee commitment, in the word compassion.service excellence, and patient- and Creating an organizationalfamily-centered care. In the case of culture where personal excellence is expected every day means that only those applicants who commitour People goal, sustaining a highly to the Standards of Behavior are considered for employment at GHS.committed workforce can boost success Employee Commitmentacross all six pillars. A record 81 percent of employees completed the 2010 Employee Opinion Survey. Results placed GHS in the top 10 percent among healthcareLeadership Development Retreats facilities nationwide in employee engagementPart of GHS’ Commitment to Excellence is to develop and commitment. Workforce commitment amongexcellent leaders committed to serving not only the physicians scored very high as well. Areas ofcommunity but also our physicians and employees. strength included safety and quality, communityPresenting quarterly, contributions, being a good place to work andevidence-based receive care, and being considered the region’sleadership practices healthcare employer of choice.helps the entireGHS team continueto improve qualityof care and safety,consistency andaccountability – andto enhance patientand employee satisfaction. Recognizing rolemodels who excel in these practices is importantas well. Evidence-based leadership training alsosupports our goal of developing a highly engagedand committed workforce.
  4. 4. Pillar: ServiceImprove patient satisfactionThe core of excellence centers on and enhancing medication management for its 1,926 patients in Greenville and Pickens counties.delivering outstanding service. In With high quality and employee commitment marks, it is no wonder that Home Health’s patientour ongoing quest to enhance patient satisfaction scores also run high – 97.9 out of 100!satisfaction, GHS team members Discharge Phone Calls A formal discharge call program began at GHS atmaintain an ever-present focus on the start of FY10. The program, dubbed the “best five minutes in healthproviding the best possible patient- care” or the “final hug,” reaps manyand family-centered care. benefits. Besides fielding questions and reviewingMD360® discharge andGHS recently opened its first MD360 urgent care medicationfacility, which provides convenient, extended-hour instructions, nursescare each day. have found thatStaffed by board- their calls boost patient satisfaction and outcomescertified doctors, as well as reduce readmissions and complaints.MD360 offers An added bonus is improved service recoverytemporary primary (resolution of concerns that patients may raise aboutcare, on-site testing, their care).physical therapy,sports medicineand non-emergentcare. It increasesaccess to medicalcare and reducesunneeded tripsto emergencyrooms. The uniqueconcept has proven so successful and patientsatisfaction feedback is so high that another facility isslated to open soon.Home HealthMarking 25 years of service and 31,494 annual visits,Home Health boasts low staff turnover and highperformance forimproved patientoutcomes. Theunit has earnedPremier statusfor its efforts inreducing avoidablehospitalizations
  5. 5. Pillar: QualityImprove clinical quality and safetyResearch shows that quality of Hillcrest a Top Performer According to Premier QUEST, Hillcrest Memorialcare improves when standardized, Hospital is one of the highest performing hospitals in three areas: cost of care, evidence-based careevidence-based practices are provided and mortality. QUEST recognizesconsistently across the board. hospitals that demonstrateAchieving this goal is contingent on excellence in quality, efficiency,strong collaboration and teamwork consistency and safety in patientamong all staff. care. In addition, the hospital ranked highest in South Carolina in pneumonia care with aRanked Among the Nation’s Best score of 98, as reported by the Centers for MedicareFor the second year in a row, Greenville Memorial & Medicaid Services.Hospital (GMH) was ranked among the nation’s top50 hospitals in U.S. News’ 2010-11 guide to America’sBest Hospitals. GMH ranked high in three specialties:Diabetes & Endocrinology (#25), Gastroenterology(#39) and Heart & Heart Surgery (#45). It also ranked#5 for lowest rate of readmissions and receiveda Silver Achievement Award for Coronary ArteryDisease/Congestive Heart Failure/Stroke.Germ Warfare – Join the Battle!GHS recently announced the winning slogan ofits hand hygiene campaign: Germ Warfare – Jointhe Battle! Thecampaign’spurpose is toeducate staff,patients andvisitors about theimportance ofgood hand hygieneand to increasehand hygienecompliance amongstaff. Good handhygiene is part ofGHS’ Standardsof Behaviorand is crucial inpreventing the spread of hospital-acquired infectionand illness. At present, GHS is well ahead of itscompliance goals.
  6. 6. Pillar: GrowthAchieve budgeted net revenueA key goal of the system is to be the the clock and staffed by registered nurses. Customer satisfaction scores are high, with 5,000+ referralsarea’s healthcare provider of choice. logged in the first year of operation.Increasing patient and family access Partners Achieving Total Health (PATH) To provide increased access to services thatto health and wellness services is an promote health and wellness, GHS and the YMCA of Greenville formed a PATH partnership thatimportant component in achieving includes low-cost membership toand maintaining this strategic objective. both GHS Life Center® Health & Conditioning ClubsAccess to Primary Care Practices and the four areaA key factor in becoming the community provider of Y’s. The innovativechoice is improved access to primary care. This year, program focusesGHS acquired a primary care practice in Easley and on communityone in Greer. Two health, diseasenew concepts in prevention and diagnosis, and healthy lifestyles.primary care also Since the initiative’s rollout in May, the Life Centersdebuted: MD360 have tallied 1,168 PATH members visiting a total ofurgent care (staffed 35,408 board-certifiedphysicians) andHeritage Pediatrics& Internal Medicine(doctors double-boarded in pediatrics and internal medicine). Arecent study shows access has risen – 60 percentof GHS’ primary care offices can see new patientswithin one week!Patient Referral and Transfer CenterIntegrated health care to communities fromGreenville and well beyond is available through GHS’Patient Referral and Transfer Center. The center was aresponse, in part, to feedback from referring doctorsabout difficultiesin getting patientsto GHS. This one-stop shop forrapid referrals oftrauma, cardiac,stroke and otheremergent care isaccessible around
  7. 7. Pillar: FinanceAchieve budgeted operating marginThrough responsible financial UPLIFT Program Now implemented system-wide, UPLIFT (Usestewardship, GHS strives to manage Portable Lifts in Facilitating Transfers) helps staff move, lift and transfer patients with less exertion.revenues in line with operating UPLIFT increases staff and patientexpenses. The resulting resources safety, and it improves patienthelp support high-quality patient outcomes, with patient handlingcare, stellar academics and valuable injuries plunging by 65 outreach. Financial benefits also occur: Costs associated withSupply Chain Savings staff injury haveResponsible financial stewardship is more important plummeted 75than ever in these economic times. Cost-saving percent! And in ameasures of $7 million were needed at GHS when three-year study atit became clear one GHS campus, the turnover rate for nurses wasin summer that cut 48 percent once this equipment was cutsmust occur.Initiatives focusedon processesto reduceprices, achievestandardization,eliminateunneeded products, improve use, maximize existingcontracts, and create and maintain a competitiveenvironment. Thanks to quick teamwork across GHS,savings exceeded $7 million!New Hernia RepairA GHS surgeon from The Hernia Center became firstin the world to use an absorbable synthetic meshto repair a hernia complicated by an infection. Thisunique product was developed with input fromthe doctor and his colleague. Previously, graftsfrom humans, pigs and cows typically were used tostem infection at prices upward of $20,000. Positivepatient outcomes have eliminated such grafts forabdominal wall reconstruction at GHS, producingsubstantial cost savings.
  8. 8. Pillar: AcademicsStrengthen academic affiliationsAcademics plays a major role in Medical School Expansion GHS is hoping to expand the USC School oftransforming medical care. Strong Medicine–Greenville to include first- and second- year medical students. (Third- and fourth-yearacademic ties make it possible students have trained here sincefor the hospital system to educate 1991.) Both USC and GHS boardsmuch-needed health professionals, have agreed to pursue expansionadvance clinical research and develop plans to four years. An innovativeinnovative healthcare delivery. curriculum will focus on evidence- based medicine,Certified Registered Nurse Anesthetist team care andTraining comparativeGHS now is a satellite site for the Masters in Nurse effectivenessAnesthesia program at the University of South research. GHSCarolina School of Medicine. (Anyone hoping to is busy preparing a self-study for the Liaisonbecome a much sought-after CRNA before had to Committee for Medical Education, which is the nextmove to Columbia or Charleston.) The first training step in the approval process.class includes three GHS employees. The programuses long-distance learning so employees can“attend” class in Columbia. These students are ableto make use of GHS’ simulation center to prepare fortheir clinical experience.GHS Medical Experience AcademyTier I of the MedEx Academy launched over thesummer with 12 students and a month-longslate of classes, hands-on activities, communityservice, research,mentoring andacademic tutoring.This pioneeringinitiative to attractthe brightest highschool studentsinterested inhealthcare fields– clinical andnon-clinical – is another way GHS is supportingworkforce development efforts to minimize futurehealth worker shortages. Tier II begins next year andwill involve college students.
  9. 9. GHS Gives Back: GHS is committed to being a positive force for the benefit ofthe people and communities we are privileged to serve. Helping people take chargeof their health through awareness, prevention and education efforts offered bythe system – often in partnership with other area organizations – is an importantpart of giving back to the community.GHS Swamp Rabbit Trail Ungirdled TruthsTo help encourage healthy lifestyles and physical Community health education is a key part of GHS’activity, GHS partnered with the Greenville County role as a good steward. To increase the number ofRecreation District to create the GHS Swamp Rabbit people who can attend such events, the systemTrail. The 10-mile trail has been under construction undertook a novelsince 2007, but the final section between Travelers step: commissionRest and Greenville was completed in 2010. To a one-act playcelebrate, the hospital system hosted the second that spotlightsannual GHS Swamp Rabbit 5K on May 7, which women’s healthattracted nearly 4,000 people, making it the second issues. Employeeslargest 5K in the state! make up the cast of UngirdledSC Mission 2010 Truths, and aGHS and other upstate healthcare providers joined panel discussionforces to offer free medical, dental and vision care to featuring physicians follows. The Gunter Theatre1,200+ low-income, debut was a sellout at 400, garnering rave reviews,uninsured South with more free performances being bookedCarolinians. The throughout the community.inaugural two-dayevent, called SC Speed Dating to Find Dr. RightMission 2010, took Having a medical home where a doctor sees youplace at Carolina regularly and can spot potential problems beforeFirst Center. More they become life-threatening is critical. In 2010,than 500 clinical GHS found a distinctive way to make accessingand non-clinical physicians easier for the community – speed dating!volunteers donated 6,000 hours of service. The event Prospective patients met individually with Greer-areawas hugely successful in providing access to much- internal medicine, pediatric and OB/GYN doctors toneeded health services and will be repeated in 2011. find the “right” physician for them and their family. Close to 50 people attended the session, with morePower to Prevent Diabetes planned for 2011.One in 10 U.S. adults has diabetes – the ratio is evenhigher among African Americans. To slow this trend, Safe Kids® Upstate Celebrates 15 YearsGHS joined the S.C. Department of Health and Accidental childhood injury is the top killer ofEnvironmental Control’s Office of Minority Health to children under age 15 in the U.S. In Southlaunch Power to Prevent, a 10-week education and Carolina, a child dies every day from suchawareness program to help people prevent, delay injury. If families took the necessaryor control type 2 diabetes through healthy eating precautions, 90 percent of these injuriesand exercise. The program helped 50 adults at risk or could be avoided. In the last 15 years,with diabetes lose an average of at least five percent targeted efforts by Safe Kids Upstate (ledof their weight, with one person shedding nearly 50 by GHS Children’s Hospital) have led topounds and reversing her disease. a 25 percent reduction in deaths and a 17 percent drop in accidental injuries in Greenville County. Motor vehicle deaths of children under 5 also have fallen by 43 percent.
  10. 10. Senior Management GREENVILLE HOSPITAL SYSTEM AND THE ENDOWMENT FUND OF GREENVILLE HOSPITAL SYSTEM AND THE ENDOWMENT FUND OF THE GREENVILLE HOSPITAL SYSTEM, INC. THE GREENVILLE HOSPITAL SYSTEM, INC. COMBINED BALANCE SHEET COMBINED STATEMENT OF REVENUES AND EXPENSES September 30, 2010 Year ended September 30, 2010 (In thousands) (In thousands) Assets Net patient service revenues $1,314,003 Current Assets: Other revenue 32,060 Cash and cash equivalents $154,320 Michael C. Riordan Susan J. Bichel Joseph J. Blake Jr. H. Howell Clyborne Thomas W. Diller, M.D. President and CEO VP for Financial Services VP for Legal Affairs and VP for Community and VP for Clinical Effectiveness Patient accounts receivable Total revenues 1,346,063 and Chief Financial Officer General Counsel Governmental Affairs and Quality (Less allowance for uncollectible accounts of $69,751) 192,513 Inventories of drugs and supplies 18,259 Expenses: Other current assets 27,056 Salaries, wages, benefits and contracted labor 763,684 Current portion of assets with limited use 32,393 Supplies and other costs 455,448 Depreciation 77,809 Total current assets 424,541 Interest 17,676 Assets with limited use 513,929 Total expenses 1,314,617 D. Douglas Dorman Doran A. Dunaway Malcolm W. Isley William P. Marshall, M.D. George F. Maynard III Less current portion (32,393)VP for Human Resources and VP for Information Services VP for Strategic Services Medical Director for GHS VP for Office of InstitutionalChief Human Resource Officer and Chief Information Officer University Medical Group Advancement Operating income 31,446 481,536 Non-operating Activities: Property, plant and equipment, net 704,999 Investment income 31,045 Deferred charges and sundry 9,749 Revenues/expenses before capital contributions 62,491 $1,620,825 Capital contributions 391 Gregory J. Rusnak Angelo Sinopoli, M.D. Spence M. Taylor, M.D. Tod N. Tappert Liabilities and Net Assets Excess revenues over expenses $62,882 Executive VP and Chief Medical Officer Chief Academic Officer Corporate Chief of Staff Chief Operating Officer Current Liabilities: Accounts payable $48,456 Note: Does not include Greenville Health Corporation. Accrued liabilities 130,602 Current portion of obligations under capital lease 113 Current portion of long-term debt 12,785 Total current liabilities 191,956 Brenda J. Thames, Ed.D. Suzanne K. White, R.N. Jerry R. Youkey, M.D. Long-term debt—less current portion 514,617 VP for Academic Development VP for Patient Care Services/ Chief Nursing Officer and VP for Medical Services and Obligations under capital lease–less current portion 3,749 Dean of Academic Services President of Greenville Other long-term liabilities 93,555 Memorial Medical Campus Total liabilities 803,877 Medical Staff Officers Net Assets: Unrestricted 620,416 Invested in capital assets–net of related financing 178,604 Restricted 17,928 Total net assets 816,948 $1,620,825 Christopher C. Wright, M.D. Martin E. Lutz, M.D. Bruce A. Snyder, M.D. President Vice President Immediate Past President Note: Does not include Greenville Health Corporation.
  11. 11. Statistics SnapshotFacilities Procedures & SurgeriesMedical Campuses 5 Radiologic Procedures 526,831Acute Care Hospitals 4 Outpatient Surgical Procedures 23,306Specialty Hospitals 3 Vascular Lab Procedures 19,060Long-term Care Facilities 2 Electrophysiology Procedures 4,837Wellness Centers 2 Cardiac Catheterizations 6,904Outpatient Facilities 8 Cardiovascular Surgeries 3,367Affiliated Practice Sites 130 Inpatient Surgical Procedures (includes CV surgeries) 13,740Licensed Beds 1,268 Echocardiogram Lab Procedures 22,546Licensed Neonatal Intensive Care Bassinets 80 Clinical Care NumbersAcademics Air Transports 486Medical Students 57 Hospital Discharges 42,570Resident Physicians 180 Outpatient Visits (includes clinic and ER visits) 1,789,240Residency Programs 7 Emergency Visits 164,883Fellowship Programs 7 Medical Center Clinic Visits 114,192 Home Health Visits 31,494The GHS Team Babies Delivered 5,167Employees 9,778 Clinical Trials 577Affiliated Medical Staff Physicians 1,264Employed Physicians (included in affiliated staff ) 542Registered Nurses 2,774Volunteers 1,200+ Community ContributionsGreenville Hospital System uses guidelines set by the Catholic Health Association (CHA) and the American Hospital Association(AHA) that allow for equitable comparisons of community benefits among healthcare institutions. In recognizing the importance ofcommunity outreach in ensuring a high quality of life for all residents in the region, GHS offered support in a variety of ways duringFiscal Year 2010 (October 2009 through September 2010):Benefits Recognized by CHA and AHA ...........................................................................................................$98.6 millionTo help meet the medical needs of upstate citizens who have no healthcare coverage and cannot afford to pay for healthcare services,GHS provided more than $51.9 million in charity and government-sponsored health care (at cost) in Fiscal Year 2010.Support to the Community and Community Health Partners, $46.7 millionCommunity benefit programs encompass community health services, education of health professionals, subsidized health services,research, and financial and in-kind contributions. In addition to offering health fairs, screenings and information sessions, GHS works withcommunity groups and educational institutions to train healthcare workers and to ensure access to basic medical services for everyone.Additional Benefits Recognized by AHA ...................................................................................................... $177.9 millionMedicare shortfall and bad debt (at cost) also are benefits that the hospital system provides. The Medicare shortfall represents $122.0 millionof unpaid costs when reimbursement falls short of the actual cost of care. Bad debt, which totaled $55.9 million, occurs when patients areunwilling or unable to pay for services and do not seek charity care.Total Quantifiable Community Benefit ...................................................................... $276.5 million 701 Grove Road • Greenville, SC 29605-5601 • (864) 455-7000 This report also can be found at 100704