Académique Documents
Professionnel Documents
Culture Documents
Michael C. Riordan
President and CEO
Greenville Hospital System
Frances 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
Pillar: People
Sustain strong employee commitment
GHS’ Pillars of Excellence guide Standards of Behavior
With the unveiling of new Standards of Behavior
employees as to how to achieve our came expectations that all team members will
practice these standards so as to consistently deliver
vision and mission. By consistently care and service
to others as they
using best practices that are evidence- would want
for themselves.
based, GHS can build on its strong The standards
are embedded
foundation of employee commitment, in the word
compassion.
service excellence, and patient- and Creating an
organizational
family-centered care. In the case of culture where personal excellence is expected every
day means that only those applicants who commit
our People goal, sustaining a highly to the Standards of Behavior are considered for
employment at GHS.
committed workforce can boost success
Employee Commitment
across all six pillars. A record 81 percent of employees completed the
2010 Employee Opinion Survey. Results placed
GHS in the top 10 percent among healthcare
Leadership Development Retreats facilities nationwide in employee engagement
Part of GHS’ Commitment to Excellence is to develop and commitment. Workforce commitment among
excellent leaders committed to serving not only the physicians scored very high as well. Areas of
community but also our physicians and employees. strength included safety and quality, community
Presenting quarterly, contributions, being a good place to work and
evidence-based receive care, and being considered the region’s
leadership practices healthcare employer of choice.
helps the entire
GHS team continue
to improve quality
of care and safety,
consistency and
accountability – and
to enhance patient
and employee satisfaction. Recognizing role
models who excel in these practices is important
as well. Evidence-based leadership training also
supports our goal of developing a highly engaged
and committed workforce.
Pillar: Service
Improve patient satisfaction
The 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 patient
our ongoing quest to enhance patient satisfaction scores also run high – 97.9 out of 100!
Home Health
Marking 25 years of service and 31,494 annual visits,
Home Health boasts low staff turnover and high
performance for
improved patient
outcomes. The
unit has earned
Premier status
for its efforts in
reducing avoidable
hospitalizations
Pillar: Quality
Improve clinical quality and safety
Research shows that quality of Hillcrest a Top Performer
According to Premier QUEST, Hillcrest Memorial
care improves when standardized, Hospital is one of the highest performing hospitals
in three areas: cost of care, evidence-based care
evidence-based practices are provided and mortality.
QUEST recognizes
consistently across the board. hospitals that
demonstrate
Achieving this goal is contingent on excellence in
quality, efficiency,
strong collaboration and teamwork consistency and
safety in patient
among all staff. care. In addition,
the hospital ranked
highest in South Carolina in pneumonia care with a
Ranked Among the Nation’s Best score of 98, as reported by the Centers for Medicare
For the second year in a row, Greenville Memorial & Medicaid Services.
Hospital (GMH) was ranked among the nation’s top
50 hospitals in U.S. News’ 2010-11 guide to America’s
Best 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 received
a Silver Achievement Award for Coronary Artery
Disease/Congestive Heart Failure/Stroke.
Increasing patient and family access Partners Achieving Total Health (PATH)
To provide increased access to services that
to health and wellness services is an promote health and wellness, GHS and the YMCA
of Greenville formed a PATH partnership that
important component in achieving includes low-cost
membership to
and maintaining this strategic objective. both GHS Life
Center® Health &
Conditioning Clubs
Access to Primary Care Practices and the four area
A key factor in becoming the community provider of Y’s. The innovative
choice is improved access to primary care. This year, program focuses
GHS acquired a primary care practice in Easley and on community
one in Greer. Two health, disease
new concepts in prevention and diagnosis, and healthy lifestyles.
primary care also Since the initiative’s rollout in May, the Life Centers
debuted: MD360 have tallied 1,168 PATH members visiting a total of
urgent care (staffed 35,408 times.
by board-certified
physicians) and
Heritage Pediatrics
& Internal Medicine
(doctors double-
boarded in pediatrics and internal medicine). A
recent study shows access has risen – 60 percent
of GHS’ primary care offices can see new patients
within one week!
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
Community Contributions
Greenville 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 of
community outreach in ensuring a high quality of life for all residents in the region, GHS offered support in a variety of ways during
Fiscal Year 2010 (October 2009 through September 2010):
To 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.
Community 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 with
community groups and educational institutions to train healthcare workers and to ensure access to basic medical services for everyone.
Medicare shortfall and bad debt (at cost) also are benefits that the hospital system provides. The Medicare shortfall represents $122.0 million
of unpaid costs when reimbursement falls short of the actual cost of care. Bad debt, which totaled $55.9 million, occurs when patients are
unwilling or unable to pay for services and do not seek charity care.