3. AGENDA
1. Vision, Mission, Values
2. System Goals Updates – 2010 and 2011
People*, Service, Quality, Growth, Finance, and Academics
*Enhancements to Security Services – Shawn
Reilly
3. Other Updates
2011 Employee Incentive, US News, Senior-Level
Searches, March of Dimes
4. Campus President Update
5. 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.
7. Pillar Framework
for FY 2011
GHS Total Health Philosophy
The GHS Total Health philosophy is central to our
approach to health care delivery, work force development
and medical education. We value interdisciplinary
collaboration throughout a highly integrated delivery
structure using patient-centered, standardized, and evidence-
based practices with reportable quality and financial outcomes.
GHS Pillars of Excellence
People Service Quality Growth Finance Academics
8. We work to transform health
care.
Measured by:
2011 Employee Opinion Survey –
Commitment Index Score
Target: 4.29 (85th Percentile)
Result: Not yet available. Survey
scheduled for March 2011.
9. People: Town Hall Surveys
Offer a Snapshot Between Annual Surveys
Town Hall Survey Results Compared to Selected Questions from
the Annual Employee Opinion Survey
2010 Annual Feb May Aug Nov
Survey Question Emp Survey 2010 2010 2010 2010
Confidence in Senior Management’s leadership 4.03 4.16 402 4.20 4.12
Group
Discussion
Different levels communicate effectively 3.44 3.66 3.55 3.54 3.36
Proud to tell people I work for this organization 4.43 4.41 4.39 4.47 4.39
Recommend GHS to family and friends 4.44 4.45 4.41 4.56 4.45
Would work at GHS three years from now 4.47 4.47 4.44 4.61 4.44
Stay if offered job elsewhere for slightly higher pay 3.87 4.12 4.08 4.29 4.05
Healthcare employer of choice in this area 4.32 4.41 4.38 4.56 4.40
Recommend GHS as a good place to work 4.29 4.38 4.35 4.46 4.34
Overall, I am a satisfied employee 4.20 4.27 4.26 4.37 4.22
Quarterly Town Hall Survey results generally track consistently with 2010 Employee
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Opinion Survey results on key questions.
10. 2011 Employee Opinion
Survey
• March 7-21, 2011
• Similar confidential process and
survey as in previous years.
– All surveys will be completed on line
– Employees will use individual passwords
– Our survey vendor holds and compiles all the data.
No GHS employee ever sees individual employee
responses to survey questions.
– Employed physicians will participate again this year.
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11. 2010 Highlights:
• Employee Development
– Continued focused leadership development training
for all Management Staff
– Introduced Emerging Leaders Program
– Solidified Young Professionals Program in first full
year
– Action planning and formal coaching program for
targeted work units
– More than 1,000 employees received education
assistance (>$750,000)
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12. 2010 Highlights:
• Employee Compensation and Benefits
– Despite financial pressures, preserved jobs and paid 2010
employee incentive
– Maintained competitive benefits offerings for employees
(over $150 Million budgeted in FY 2011 for benefits)
– 2011 health and dental premium adjustments were well
below the national average
– Added an out-of-area plan for employees who live and
work more than a 30 minute drive from GMMC
– Health and dental coverage for dependent children up to
age 26; removed lifetime maximums for health plans
– Approved 215 PTO Donation requests
– Expanded seasonal flu shots and biometric screenings 12
to family members
13. 2010 Highlights:
• Work Environment
– Upgraded and expanded security systems in selected
areas
– Replaced nearly 500 computer
workstations since March 2010
Your managers received a detailed list of program enhancements resulting from
employee feedback. If you haven’t yet seen it, ask your supervisor.
13
15. GHS
Law Security Services
Enforcement Services
Our Purpose: to provide a safe and secure environment for our
employees, patients, and visitors .
16. Overview
• Why change to GHS police?
• What will we get?
• Where will they work?
• Are they the same as regular police?
• When will this happen?
• Where can I get more information?
17. Why Change to
GHS Law Enforcement Services
• We are committed to our employee’s safety and
security through aggressive crime prevention and
emergency response programs
• We have invested greatly in the safety and
security of patients, visitors, and employees in
improved security manpower, and physical security
systems.
• Establishment of our own police force is part of
the path we are taking to continue to bring increase
peace of mind to our patients, visitors, and
employees
18. What will we get?
• This is the time to make the change
– We can use the same dollars and have the
our own police officers on a regular schedule
– Outside emergencies will not call them away
from their duties here at GMH
– We will have a presence that is consistent
and predicable
19. Where will they work?
• With fulltime police we are able to staff the
ER 24/7 with little or no break in coverage
• Provide a dedicated police patrol on
campus--a resource lacking till now
• Staff the front reception desk from 9 PM to 5
AM every day
20. Are they the same as regular
police?
• GHS officers are South Carolina class one
certified
– No difference between the training of a GPD
officer and a GHS officer
– Officers will carry the same weapons and
equipment as a city officer
– Are required to maintain the same training
levels as any law enforcement officer in SC
21. When will this happen?
• Late January 2011 we will beginning the
hiring process for a senior police
supervisor
• We will put all the needed policies and
procedures in place and then begin hiring
officers.
• We hope to have all officers on board by
the end of 2011.
22. Where will this happen?
Established at GMMC first to get a
understanding of the issues and
develop a smooth operation before
deciding to go out to the other
campuses.
23. Where can I get more
information?
You may contact:
Shawn Reilly Sreilly@GHS.org
Tammy Mikels TMikels@GHS.org
Or
Reda Reilly RReilly@GHS.org
Or by phone through security dispatch at
455-7931
24. Small Group Discussion and
Invitation for Feedback
“Different levels in the organization communicate effectively.”
Group Discussion
What are specific examples of ways
that different levels in the organization
could communicate more effectively?
Please record your ideas in the “Additional Comments” box
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(#4.3) on the Town Hall Survey.
25. Two Great Questions
To Help Improve Communications
What do I know that someone
else may benefit from knowing?
What don’t I know that I think
someone else can tell me?
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26. 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**
FY 2011 YTD
Targets Results
*Inpatient 74.0% 74.0% 2
78th %-tile
**Ambulatory 93.7 83.8
Surgery 83rd %-tile
**Emergency 86.4 93.2 1
Services. 65th %-tile
27. Studer Organization of
the Month
• GHS received Studer Group’s Fire
Starter award for January 2011.
• We were recognized for:
– System-wide approach to integrating
key elements of Commitment to
Excellence
– Improved and sustained results in key
service measures
– High levels of physician engagement in
culture change within the System
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28. We provide right care at the
right time and in the right
place.
Measured By Targets YTD Results
CMS All Care 93.0% 93.2%
Measures 75th %-tile
Patient Safety 67% Not yet
Culture 75th %-tile available.
Survey
Hand 80% 87.2%
Hygiene (Year Two)
2
29. Spotlight on “Owner”
Behavior
• Regan Howard, Circulating Scrub Technician, Greer
Memorial Hospital
• Noticed a broken instrument in a surgical tray
• Investigated cases from the previous day (including
reviewing x-rays) and identified the object on the x-ray
• Notified the Charge Nurse, Clinical Director, Nurse
Manager and the physician
• No clinical issues for patient
• A great example of personal commitment to
our culture of patient safety.
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30. Hand Hygiene Update
• First Quarter results are tracking above FY
2011 goal – using direct observation
methods.
• Electronic monitoring will be implemented in
2011 on nursing units – using monitoring
devices imbedded in dispensers.
Bracelets to be handed out at Town Hall
Meetings as a reminder of the
importance of hand hygiene.
31. We develop our System to
meet the needs of our
communities.
Measured Annual YTD YTD
By Target Target Results
Net $1,363 M $330.2 M $340.5 M
Revenue 1
New 146,195 36,244 34,204
Patient
Visits
Through December 2010 1
32. Growth…inpatient and
outpatient
• It just feels busier lately, doesn’t it?
• Inpatient
– Steady increase in “surge” activity (medical surgical
beds, critical care beds) at GMMC and other
campuses
– Volumes are up compared to budget and FY 2010
• Outpatient
– MD 360 (first 12 month’s experience) as just one
example
• Budgeted Visits: 8,700
• Actual Visits: 15, 794
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33. Financial Performance Update
Key Results December 2010
Current Month Year To Date
Actual Budget Variance Actual Budget Variance
Utilization Statistics
Discharges 3,677 3,587 90 10,932 10,702 230
Acute ALOS 4.77 4.76 0.01 4.77 4.77 -
Patient Days 24,374 24,214 160 72,285 72,055 230
Outpatient Visits 200,137 195,577 4,560 585,341 588,246 (2,905)
Profitability
Operating Margin 3,471 (1,156) 4,627 6,085 (3,035) 9,120
Non-Operating Margin (2,539) 972 (3,511) (1,751) 2,917 (4,668)
% Operating Margin 2.9% (1.0%) 3.9% 1.7% (0.9%) 2.6%
% Excess Margin 0.8% (0.2%) 1.0% 1.2% 0.0% 1.2%
$ In Thousands
34. Cautions
• Increased activity is one important element in
the revenue equation; but it’s more complex.
• Payor mix is the other critical element.
– Private medical insurance
– Private pay
– Medicare and Medicaid
– Charity and Bad Debt
• We’re paying special attention to payor mix.
– Continuing weak economic conditions keep us
cautiously optimistic about how FY2011 will evolve.
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35. We responsibly direct our
resources to support our
mission.
Measured by:
Operating Margin
Annual YTD YTD
Target Target Results
1.5% (0.9%) 1.7%
($21.0 M)
Through December 2010
36. SC Economy
While showing some signs of
recovery, our state and
national economies are
continued sources
of caution.
36
38. South Carolina’s
Economy
Budget Year SC State Date
Budget
FY2008/2009 Budget $7.1 Billion July 2008
FY 2008/2009 Revised $6.2 Billion June 2009
FY 2009/2010 Budget $6.0 Billion June 2009
FY 2009/2010 Revised $5.6 Billion April 2010
FY 2010/2011 Projected $5.5 Billion April 2010
FY 2010/2011 Revised $5.8 Billion Nov 2010
FY 2011/2012 Projected $5.9 Billion Nov 2010
Tentative signs of improvement…but
still well below 2008 levels.
Source:
South Carolina Board of 38
Economic Advisors
39. Medicaid Funding
Challenges
• $227 million deficit in the current year (SC fiscal year,
ending June 30th)
• $353 million shortfall next year (beginning July 1st)
• Options
– Reduced services
– Increase provider taxes
– Significant funds shifted away from other state
functions
• GHS remains focused on managing costs to be
prepared if needed.
– Operations Council leads this effort 39
40. 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 by June 30, 2011.
YTD RESULT: On track.
42. Here are the Facts
• GHS is not starting a medical school.
• USC is expanding its program in Greenville.
• The USC School of Medicine – Greenville will
be part of USC and operated independently of
the USC School of Medicine in Columbia.
42
43. People keep asking…
Can GHS really afford to support
the expansion of the USC School
of Medicine – Greenville?
43
44. Here are the Facts
• Expansion is projected to cost $186 million over
ten years.
• $105 million will be paid for by tuition and fees.
• GHS will cover the remaining $81 million over
ten years.
– $45 million from current/existing medical education
expenditures;
– $35-45 million from new incremental support…
over ten years.
• This is less than one half of one percent (<0.5%) of our
annual operating budget.
44
45. Some Other Important
Facts about this Initiative
• No state funds will be used to support the
medical school.
• It will be funded by GHS, future student tuition
and community philanthropists.
• Despite the current economic conditions, GHS
remains financially strong
– Our credit analysis shows that our support of the
school will not impair our credit or bond ratings,
which are among the highest in the nation for
health care institutions
45
46. Why is this such a
good idea?
• Good for Our Patients and Families
– Enhanced quality, access to clinical innovations, etc.
– Helps address looming physician shortage
• Good for GHS
– Consistent with our mission to teach innovatively
– Access to highly trained physicians and other practitioners
who are taught to practice as members of quality-driven,
cost-effective teams
• Good for our Community
– Supports our knowledge-based economy
– Will translate to more jobs in the Upstate
– Actively supported by the Greenville Chamber of Commerce
47. So, how will it
operate?
• Strategic and operational direction from USCSOM-
Greenville will be set jointly by USC and GHS.
• It will have its own curriculum and budget.
• It will be led by a Dean located in Greenville who will
be jointly selected by USC and GHS.
• It will be a school which is integrated with the
delivery system.
• Basic science courses will be provided by USC.
• UMG physicians will be the clinical faculty.
48. OTHER UPDATES
-- FY 2011 Employee Incentive
-- US News Rankings – Gastroenterology
-- Senior Level Searches
-- 2011 March of Dimes Campaign
48
49. FY 2011 Employee
Incentive Reminder
15%* 30%* 30%* --- 25%* ---
*Weighting
Linked to GHS Organizational Goals Potential Employee Incentive:
• All employees share these goals • Up to 1% of FY 2010 earnings;
• Same calculation for all levels in the maximum of $1,000
organization
FY 2011 Financial Trigger – No payout if payment would result in an operating margin of
less than 1.5%.
50. US News & World Report
Best Hospitals
Greenville Memorial Hospital
#25 #39 #45
Drill-Down
51. 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…)
53. Gastroenterology
Technology Patient Services
Ablation of Barrett’s Genetic counseling
esophagus Hospice
Diagnostic radioisotope Infection isolation room
svc. × Pain management program
ERCP Palliative care
Endoscopic ultrasound Patient-controlled
Image-guided radiation analgesia
therapy Translators
Stereotactic radiosurgery Wound-management svc.
× Transplant svc.
Related UMG physician group – IMA, and Dept of Surgery/Colon &Rectal surgery.
54. Updates on Active
Senior Searches
• Chief Financial Officer Named
– Terri Newsom, currently at Duke, will begin March 14th
– Thanks to Search Committee, chaired by Chip Wiper, MD
– Skip Morris is serving as interim CFO
• Chair, Department of Surgery Appointed
– Gene Langan, MD has begun in his new role as department
chair
– Thanks to the Search Committee, chaired by Pat Marshall, MD
– Thanks also to David Cull, MD for service as interim chair
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55. Updates on Active
Senior Searches
• GMMC Campus President
– Search Committee has been formed, chaired by David
Williams, MD
– Currently identifying potential candidates
• Chief Nursing Officer
– Will focus on GMMC an the system
– Expanded levels of system-collaboration among senior
nursing positions across the system
– Search Committee has been formed, chaired by Skip
Morris
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– Currently identifying potential candidates
56. 2010 March for Babies
• Sat., April 24 • 9 a.m. -- at
CU-ICAR
• March for Babies is close to the hearts of many
at GHS and consistent with our role as a
leading health resource for women and children
in the Upstate.
• Join Team GHS and fight to save babies
from premature birth.
– Help us continue our record as number one fundraiser
in Greenville County – 2008 and 2009!
– More information at GHSNet 56
