GHSUMC 2010 Annual Report

8/8/2019 GHSUMC 2010 Annual Report

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2010 Report to the Community


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From the Board Chair

I am pleased to present Commitment to Excellence, the 2010 Greenville HospitalSystem University Medical Center report to the community . Included in this reportare acts and gures that highlight many important achievements o the last year.

Fiscal Year 2010 was lled with important milestones, and you will read aboutsome o them in this report. For the Greenville Hospital System (GHS) Board oTrustees, the most signicant o these milestones happened August 6, 2010, whenour Board and the board o the University o South Carolina (USC) approved aormal agreement to move orward with plans or expansion o the USC School oMedicineGreenville to a ull our-year medical campus.

The historic nature o this partnership is understood and held with great reverenceby all o my colleagues on the GHS Board. We know that serving as a Trustee oGreenville Hospital System, at any time, is an important responsibility and a highcalling o service to our community. To be involved in a decision that promises toimprove and enrich the health, quality o lie, and economics o our community or

generations to come is an honor and responsibility that we take very seriously.

It has been a great privilege to serve with the other Trustees o this impressiveinstitution. Together, with a skilled executive team and a dedicated and compassionateworkorce who are committed to excellence, we at GHS are living our vision to

transorm health care or the beneft o the people and communities we serve .

Frances D. EllisonChairGreenville Hospital System Board o Trustees

From the CEO

Thank you or taking time to review the Greenville Hospital System report to thecommunity or FY 2010. In these pages we share highlights o key accomplishmentsrelated to our six Pillars o Excellence: People, Service, Quality, Growth, Finance and

Academics. For every statistic and each achievement reported, there are manyothers that also are compelling. And behind every one o these successes is ateam o people working together and living our mission to heal compassionately,teach innovatively and improve constantly.

One o our greatest strengths at GHS is a highly diverse and accomplished workorce(rom physicians, nurses and other clinical proessionals to support and administrativesta ) constantly working to address the needs o our patients and amilies. Weemphasize interdisciplinary approaches to leadership and problem solving. In 2010,clinical and administrative leaders joined orces to react and respond to the shitingeconomic environment. As an example, the GHS Operations Council, establishedearly in the year, is a leadership group consisting o physician department chairs,campus presidents and selected corporate leadership. This group was charged

with working through the critical operational challenges o continuing ourcommitment to deliver high-quality care to a broad patient base while simultaneouslyaddressing the need to reduce expenses in response to shiting volumes anddeclining revenue. By years end, we had reversed the early trend and ended FY2010 exceeding our budgeted nancial results.

Such interdisciplinary partnerships are being ostered at many levels within GHS.Today, physician and nurse leaders at the unit level work in tandem to ensure thehighest standards o care and service. These partnerships serve as role models orcollaboration in settings all across our health system.

A highly collaborative workorce is a tremendous asset at any time and it isespecially valuable when the environment is in ux. At GHS, we are well preparedor challenges and poised or change. We are transorming our health system toserve our many communities today and to be a vital health resource in the uture.

Michael C. RiordanPresident and CEOGreenville Hospital System

Frances DeLoache EllisonChair

Margaret L. Jenkins

Harry A. Chapman Jr.Vice Chair

Rita McKinney

Jerry DempseySecretary

James C. Morton

Benjamin L. Allen Jr., M.D.

Thomas E. Simmons

R. Dennis Hennett

Benjamin B. Waters III

S. Hunter Howard Jr.

William M. Webster IV


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GHS Pillars o Excellence guide

employees as to how to achieve our

vision and mission. By consistently

using best practices that are evidence-

based, GHS can build on its strong

oundation o employee commitment,

service excellence, and patient- and

amily-centered care. In the case o

our People goal, sustaining a highly

committed workorce can boost success

across all six pillars.

Leadership Development Retreats

Part o GHSCo mmitment to Excellence is to developexcellent leaders committed to serving not only thecommunity but also our physicians and employees.Presenting quarterly,evidence-basedleadership practiceshelps the entireGHS team continueto improve qualityo care and saety,consistency andaccountability andto enhance patient

and employee satisaction. Recognizing rolemodels who excel in these practices is importantas well. Evidence-based leadership training alsosupports our goal o developing a highly engagedand committed workorce.

Pillar: PeopleSustain strong employee commitment

Standards o Behavior

With the unveiling o new Standards o Behaviorcame expectations that all team members willpractice these standards so as to consistently delivercare and serviceto others as theywould wantor themselves.The standardsare embeddedin the wordcompassion.Creating anorganizationalculture where personal excellence is expected everyday means that only those applicants who committo the Standards o Behavior are considered oremployment at GHS.Employee Commitment

A record 81 percent o employees completed the2010 Employee Opinion Survey. Results placedGHS in the top 10 percent among healthcareacilities nationwide in employee engagementand commitment. Workorce commitment amongphysicians scored very high as well. Areas ostrength included saety and quality, communitycontributions, being a good place to work andreceive care, and being considered the regionshealthcare employer o choice.


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Te core o excellence centers on

delivering outstanding service. In

our ongoing quest to enhance patient

satisaction, GHS team members

maintain an ever-present ocus on

providing the best possible patient-

and amily-centered care.

MD360

GHS recently opened its rst MD360 urgent careacility, which provides convenient, extended-hourcare each day.Staed by board-certied doctors,MD360 oerstemporary primarycare, on-site testing,physical therapy,sports medicineand non-emergentcare. It increasesaccess to medicalcare and reducesunneeded tripsto emergencyrooms. The uniqueconcept has proven so successul and patientsatisaction eedback is so high that another acility isslated to open soon.

Home HealthMarking 25 years o service and 31,494 annual visits,Home Health boasts low sta turnover and highperormance orimproved patientoutcomes. Theunit has earnedPremier statusor its eorts inreducing avoidablehospitalizations

Pillar: ServiceImprove patient satisaction

and enhancing medication management or its1,926 patients in Greenville and Pickens counties.With high quality and employee commitmentmarks, it is no wonder that Home Healths patientsatisaction scores also run high 97.9 out o 100!

Discharge Phone CallsA ormal discharge call program began at GHS atthe start o FY10. The program, dubbed the best veminutes in healthcareor the nalhug,reaps manybenets. Besideselding questionsand reviewingdischarge andmedicationinstructions, nurseshave ound thattheir calls boost patient satisaction and outcomesas well as reduce readmissions and complaints.An added bonus is improved service recovery(resolution o concerns that patients may raise abouttheir care).


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Pillar: QualityImprove clinical quality and saety

Hillcrest a Top Perormer

According to Premier QUEST, Hillcrest MemorialHospital is one o the highest perorming hospitalsin three areas: cost o care, evidence-based careand mortality.QUEST recognizeshospitals thatdemonstrateexcellence inquality, efciency,consistency andsaety in patientcare. In addition,the hospital rankedhighest in South Carolina in pneumonia care with ascore o 98, as reported by the Centers or Medicare& Medicaid Services.

Research shows that quality o

care improves when standardized,

evidence-based practices are provided

consistently across the board.

Achieving this goal is contingent on

strong collaboration and teamwork

among all sta.

Ranked Among the Nations Best

For the second year in a row, Greenville MemorialHospital (GMH) was ranked among the nations top50 hospitals in U.S. News2010-11 guide toAmericasBest Hospitals. GMH ranked high in three specialties:Diabetes & Endocrinology (#25), Gastroenterology(#39) and Heart & Heart Surgery (#45). It also ranked#5 or lowest rate o readmissions and receiveda Silver Achievement Award or Coronary ArteryDisease/Congestive Heart Failure/Stroke.

Germ Warare Join the Battle!

GHS recently announced the winning slogan oits hand hygiene campaign: Germ Warare Jointhe Battle! Thecampaignspurpose is toeducate sta,patients andvisitors about theimportance ogood hand hygiene

and to increasehand hygienecompliance amongsta. Good handhygiene is part oGHSStandardso Behaviorand is crucial inpreventing the spread o hospital-acquired inectionand illness. At present, GHS is well ahead o itscompliance goals.


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A key goal o the system is to be the

areas healthcare provider o choice.

Increasing patient and amily access

to health and wellness services is an

important component in achieving

and maintaining this strategic objective.

Access to Primary Care PracticesA key actor in becoming the community provider ochoice is improved access to primary care. This year,GHS acquired a primary care practice in Easley andone in Greer. Twonew concepts inprimary care alsodebuted: MD360urgent care (staedby board-certiedphysicians) andHeritage Pediatrics& Internal Medicine(doctors double-boarded in pediatrics and internal medicine). Arecent study shows access has risen 60 percento GHSprimary care ofces can see new patientswithin one week!

Patient Reerral and Transer Center

Integrated health care to communities romGreenville and well beyond is available through GHSPatient Reerral and Transer Center. The center was aresponse, in part, to eedback rom reerring doctors

about difcultiesin getting patientsto GHS. This one-stop shop orrapid reerrals otrauma, cardiac,stroke and otheremergent care isaccessible around

Pillar: GrowthAchieve budgeted net revenue

the clock and staed by registered nurses. Customersatisaction scores are high, with 5,000+ reerralslogged in the rst year o operation.

Partners Achieving Total Health (PATH)

To provide increased access to services thatpromote health and wellness, GHS and the YMCAo Greenville ormed a PATH partnership thatincludes low-costmembership toboth GHS LieCenter Health &Conditioning Clubsand the our areaYs. The innovativeprogram ocuseson communityhealth, diseaseprevention and diagnosis, and healthy liestyles.Since the initiatives rollout in May, the Lie Centershave tallied 1,168 PATH members visiting a total o35,408 times.


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Trough responsible nancial

stewardship, GHS strives to manage

revenues in line with operating

expenses. Te resulting resources

help support high-quality patient

care, stellar academics and valuable

community outreach.

Supply Chain SavingsResponsible nancial stewardship is more importantthan ever in these economic times. Cost-savingmeasures o $7 million were needed at GHS whenit became clearin summer thatsupply cutsmust occur.Initiatives ocusedon 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 Repair

A GHS surgeon rom The Hernia Center became rstin the world to use an absorbable synthetic mesh

to repair a hernia complicated by an inection. Thisunique product was developed with input romthe doctor and his colleague. Previously, gratsrom humans, pigs and cows typically were used tostem inection at prices upward o $20,000. Positivepatient outcomes have eliminated such grats orabdominal wall reconstruction at GHS, producingsubstantial cost savings.

Pillar: FinanceAchieve budgeted operating margin

UPLIFT Program

Now implemented system-wide, UPLIFT (UsePortable Lits in Facilitating Transers) helps stamove, lit and transer patients with less exertion.UPLIFT increasessta and patientsaety, and itimproves patientoutcomes, withpatient handlinginjuries plungingby 65 percent.Financial benetsalso occur: Costsassociated withsta injury haveplummeted 75percent! And in athree-year study atone GHS campus, the turnover rate or nurses wascut 48 percent once this equipment was installed.


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Academics plays a major role in

transorming medical care. Strong

academic ties make it possible

or the hospital system to educate

much-needed health proessionals,

advance clinical research and develop

innovative healthcare delivery.

Certifed Registered Nurse Anesthetist

Training

GHS now is a satellite site or the Masters in NurseAnesthesia program at the University o SouthCarolina School o Medicine. (Anyone hoping tobecome a much sought-ater CRNA beore had tomove to Columbia or Charleston.) The rst trainingclass includes three GHS employees. The programuses long-distance learning so employees canattendclass in Columbia. These students are ableto make use o GHSsimulation center to prepare ortheir clinical experience.

GHS Medical Experience Academy

Tier I o the MedEx Academy launched over thesummer with 12 students and a month-longslate o classes, hands-on activities, communityservice, research,mentoring andacademic tutoring. This pioneeringinitiative to attract

the brightest highschool studentsinterested inhealthcare elds clinical andnon-clinical is another way GHS is supportingworkorce development eorts to minimize uturehealth worker shortages. Tier II begins next year andwill involve college students.

Pillar: AcademicsStrengthen academic aliations

Medical School Expansion

GHS is hoping to expand the USC School oMedicineGreenville to include rst- and second-year medical students. (Third- and ourth-yearstudents havetrained here since1991.) Both USCand GHS boardshave agreed topursue expansionplans to our years.An innovativecurriculum will

ocus on evidence-based medicine,team care andcomparativeeectivenessresearch. GHSis busy preparing a sel-study or the LiaisonCommittee or Medical Education, which is the nextstep in the approval process.


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GHS Swamp Rabbit Trail

To help encourage healthy liestyles and physicalactivity, GHS partnered with the Greenville CountyRecreation District to create the GHS Swamp RabbitTrail. The 10-mile trail has been under constructionsince 2007, but the nal section between TravelersRest and Greenville was completed in 2010. Tocelebrate, the hospital system hosted the secondannual GHS Swamp Rabbit 5K on May 7, whichattracted nearly 4,000 people, making it the secondlargest 5K in the state!

SC Mission 2010

GHS and other upstate healthcare providers joinedorces to oer ree medical, dental and vision care to1,200+ low-income,uninsured SouthCarolinians. Theinaugural two-dayevent, called SCMission 2010, tookplace at CarolinaFirst Center. Morethan 500 clinicaland non-clinicalvolunteers donated 6,000 hours o service. The eventwas hugely successul in providing access to much-needed health services and will be repeated in 2011.

Power to Prevent Diabetes

One in 10 U.S. adults has diabetes the ratio is even

higher among Arican Americans. To slow this trend,GHS joined the S.C. Department o Health andEnvironmental Controls Ofce o Minority Health tolaunch Power to Prevent, a 10-week education andawareness program to help people prevent, delayor control type 2 diabetes through healthy eatingand exercise. The program helped 50 adults at risk orwith diabetes lose an average o at least ve percento their weight, with one person shedding nearly 50pounds and reversing her disease.

Ungirdled Truths

Community health education is a key part o GHSrole as a good steward. To increase the number opeople who can attend such events, the systemundertook a novelstep: commissiona one-act playthat spotlightswomens healthissues. Employeesmake up thecast oUngirdledTruths, and apanel discussioneaturing physicians ollows. The Gunter Theatredebut was a sellout at 400, garnering rave reviews,with more ree perormances being bookedthroughout the community.

Speed Dating to Find Dr. Right

Having a medical home where a doctor sees youregularly and can spot potential problems beorethey become lie-threatening is critical. In 2010,GHS ound a distinctive way to make accessingphysicians easier or the community speed dating!Prospective patients met individually with Greer-areainternal medicine, pediatric and OB/GYN doctors tond the rightphysician or them and their amily.Close to 50 people attended the session, with moreplanned or 2011.

Sae Kids Upstate Celebrates 15 YearsAccidental childhood injury is the top killer ochildren under age 15 in the U.S. In SouthCarolina, a child dies every day rom suchinjury. I amilies took the necessaryprecautions, 90 percent o these injuriescould be avoided. In the last 15 years,targeted eorts by Sae Kids Upstate (ledby GHS Childrens Hospital) have led toa 25 percent reduction in deaths and a17 percent drop in accidental injuries inGreenville County. Motor vehicle deaths ochildren under 5 also have allen by 43 percent.

GHS Gives Back: GHS is committed to being a positive orce or the benet o

the people and communities we are privileged to serve. Helping people take charge

o their health through awareness, prevention and education eorts oered by

the system ofen in partnership with other area organizations is an important

part o giving back to the community.


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ChristopherC. Wright,M.D.President

Bruce A. Snyder, M.D.Immediate Past President

GREENVILLE HOSPITAL SYSTEM AND

THE ENDOWMENT FUND OF

THE GREENVILLE HOSPITAL SYSTEM, INC.

COMBINED STATEMENT OF REVENUES AND EXPENSES

Year ended September 30, 2010

(In thousands)

Net patient service revenues $1,314,003

Other revenue 32,060

Total revenues

Expenses:

Salaries, wages, benefts and contracted labor 763,684

Supplies and other costs 455,448

Depreciation 77,809

Interest 17,676

Total expenses

Operating income 31,446

Non-operating Activities:

Investment income 31,045

Revenues/expenses beore capital contributions 62,491

Capital contributions 391

Excess revenues over expenses $62,882

Note: Does not include Greenville Health Corporation.

GREENVILLE HOSPITAL SYSTEM AND

THE ENDOWMENT FUND OF

THE GREENVILLE HOSPITAL SYSTEM, INC.

COMBINED BALANCE SHEET

September 30, 2010

(In thousands)

Assets

Current Assets:

Cash and cash equivalent s $154,320

Patient accounts receivable

(Less allowance or uncollectibl e accounts o $69,751) 192,513

Inventories o drugs and supplies 18,259

Other current assets 27,056

Current portion o assets with limited use 32,393

Total current assets 424,541

Assets with limited use 513,929

Less current portio n (32,393)

481,536

Property, plant and equipment, net 704,999

Deerred charges and sundry 9,749

$1,620,825

Liabilities and Net Assets

Current Liabilities:

Accounts payable $48,456

Accrued liabilities 130,602

Current porti on o obligations under capital lease 113

Current portion o long-term debt 12,785

Total current liabilities 191,956

Long-ter m debtless current portio n 514,617

Obligations under capital leaseless current portion 3,749

Other long-ter m liabilities 93,555

Total liabilities 803,877

Net Assets:

Unrestricted 620,416

Invested in capital assetsnet o related fnancing 178,604

Restricted 17,928

Total net assets 816,948

$1,620,825

Note: Does not include Greenville Health Corporation.

Michael C. RiordanPresident and CEO

Susan J. BichelVP or Financial Services

and Chie Financial Ocer

Joseph J. Blake Jr.VP or Legal Afairs and

General Counsel

H. Howell ClyborneVP or Community andGovernmental Afairs

Thomas W. Diller, M.D.VP orClinicalEfectiveness

and Quality

D. Douglas DormanVP or Human Resources and

Chie Human Resource Ocer

Doran A. DunawayVP or Inormation Services

and Chie Inormation Ocer

Malcolm W. IsleyVP or Strategic Services

William P. Marshall, M.D.Medical Director or GHSUniversity Medical Group

George F. Maynard IIIVP or Oce o Institutional

Advancement

Gregory J. RusnakExecutive VP and

Chie Operating Ocer

Angelo Sinopoli, M.D.Chie Medical Ocer

Spence M. Taylor, M.D.Chie Academic Ocer

Brenda J. Thames, Ed.D.VP or Academic Development

Suzanne K. White, R.N.VP or Patient Care Services/

Chie Nursing Ocer andPresident o Greenville

Memorial Medical Campus

Jerry R. Youkey, M.D.VP or Medical Services and

Dean o Academic Services

MartinE.Lutz, M.D.Vice President

Medical Staf Ocers

Senior Management

Tod N. TappertCorporate Chie o Staf


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Facilities

Medical Campuses 5Acute Care Hospitals 4Specialty Hospitals 3Long-term Care Facilities 2Wellness Centers 2Outpatient Facilities 8

Afliated Practice Sites 130Licensed Beds 1,268Licensed Neonatal Intensive Care Bassinets 80

Academics

Medical Students 57Resident Physicians 180Residency Programs 7Fellowship Programs 7

The GHS Team

Employees 9,778Afliated Medical Sta Physicians 1,264Employed Physicians (included in afliated sta ) 542

Registered Nurses 2,774Volunteers 1,200+

Procedures & Surgeries

Radiologic Procedures 526,831Outpatient Surgical Procedures 23,306Vascular Lab Procedures 19,060Electrophysiology Procedures 4,837Cardiac Catheterizations 6,904Cardiovascular Surgeries 3,367

Inpatient Surgical Procedures (includes CV surgeries) 13,740Echocardiogram Lab Procedures 22,546

Clinical Care Numbers

Air Transports 486Hospital Discharges 42,570Outpatient Visits (includes clinic and ER visits) 1,789,240Emergency Visits 164,883Medical Center Clinic Visits 114,192Home Health Visits 31,494Babies Delivered 5,167Clinical Trials 577

Statistics Snapshot

Greenville Hospital System uses guidelines set by the Catholic Health Association (CHA) and the American Hospital Association

(AHA) that allow or equitable comparisons o community benets among healthcare institutions. In recognizing the importance o

community outreach in ensuring a high quality o lie or all residents in the region, GHS oered support in a variety o ways during

Fiscal Year 2010 (October 2009 through September 2010):

Benefts Recognized by CHA and AHA ...........................................................................................................$98.6 million

To help meet the medical needs o upstate citizens who have no healthcare coverage and cannot aord to pay or 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 million

Community benet programs encompass community health services, education o health proessionals, subsidized health services,

research, and nancial and in-kind contributions. In addition to oering health airs, screenings and inormation sessions, GHS works with

community groups and educational institutions to train healthcare workers and to ensure access to basic medical services or everyone.

Additional Benefts Recognized by AHA ...................................................................................................... $177.9 million

Medicare shortall and bad debt (at cost) also are benets that the hospital system provides. The Medicare shortall represents $122.0 million

o unpaid costs when reimbursement alls short o the actual cost o care. Bad debt, which totaled $55.9 million, occurs when patients are

unwilling or unable to pay or services and do not seek charity care.

Total Quantifable Community Beneft ...................................................................... $276.5 million

Community Contributions

701 Grove Road Greenville, SC 29605-5601 (864) 455-7000

This report also can be found at

ghs.org 100704

Documents

GHSUMC 2010 Annual Report