Turning the Corner

on Clinical Transformation
Annual Report to the Community
Fiscal Year Ending 2011

respect | compassion | justice | integrity |quality | innovation | stewardship | growth respect | compassion | justice | integrity |quality | innovation | stewardship | growth

our mission
The Mission of Bon Secours Health System is to bring compassion to health care and to be Good Help to Those in Need, especially those who are poor and dying. As a system of caregivers, we commit ourselves to help bring people and communities to health and wholeness as part of the healing ministry of Jesus Christ and the Catholic Church.

our vision
Inspired by the healing ministry of Jesus Christ and the Charism of Bon Secours As a prophetic Catholic health ministry we will partner with our communities to create a more humane world, build health and social justice for all, and provide exceptional value for those we serve.

Turningonthe Corner Clinical Transformation

... as changes have gathered momentum, the drive for innovation and improvement has become a way of life around the system.
WE TITLED THIS 2011 ANNUAL REPORT Turning the Corner on Clinical Transformation because, after all of the hard work to change how we provide care to the communities we serve, we are at last seeing substantial results. We are experiencing meaningful improvements in many patient care indicators, including significant reductions in health care-acquired infections, mortality, readmissions, resident falls, and hospital-acquired pressure ulcers. Creating sustainable change like this in any health care organization, especially one the size of Bon Secours, can often feel as daunting as turning a battleship. With a staff of over 21,000 and well over 60 facilities in six states, creating change can be slow and hard-fought. However, the continued emphasis on systemness and the charge to reduce variation and conform to best practices is finally paying dividends. The best part of these changes is that, as they have gathered momentum, the drive for innovation and improvement has become a way of life around the system. Thus, having achieved one target for better quality care, we dont rest on our accomplishments, but instead we raise the target even higher, and add new targets. As health care reform changes the old way of doing business by introducing new requirements and incentives, our ability to change and raise our level of performance becomes extremely important. At the same time as we have shown substantial improvements in clinical care and safety, we have also shown improvements and efficiencies in our ecological stewardship, purchasing, and employee, physician, and patient engagement. Another area where we have turned a corner is in our commitment to healthier communities. While our successes are not as quantifiable as those in clinical transformation, and in many cases, the results will not be seen for many years, these efforts are bringing health and hope to communities where those commodities have been in short supply. Bon Secours St. Francis Health Systems commitment to transforming the Sterling, South Carolina, community is perhaps the most poignant example. Bon Secours New York Health System continues to be a bright spot in the Bronx, as it grows plants, flowers, vegetables, and fruits in its community garden, and sponsors the
(continued on next page)

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Bon Secours is on a path to clinical and operational excellence.

(continued from page 1)

YouthMarkets where city residents can purchase fresh produce in a farm market setting. And, Bon Secours Baltimore keeps chipping away at the multitude of urban issues that plague Southwest Baltimore through new low-income housing projects, teen parenting programs, and healthy living events, and city clean-up projects through its Clean and Green initiative. A newer undertaking that we are confident will show positive and quantifiable results is the Stewardship Program. In preparation for the cost reductions anticipated in health care reform and the demands of purchasers of health care (e.g., employers, government, and other payers), Bon Secours is seeking to become a leaner, more efficient provider. The kinds of quality improvements and efficiencies that have been demonstrated through clinical transformationalready producing an estimated $100 million in savingsare being replicated in operational areas. As we attain these measurable improvements and continue to reap ever increasing benefits, the financial performance of Bon Secours Health System will become ever stronger. Despite continued weakness in the national economy, Bon Secours is on a path to clinical and operational excellence. We want to thank the Sisters of Bon Secours, Bon Secours Ministries, the Bon Secours Health System Board of Directors, the health system leadership, and each of our dedicated co-workers who live our mission every day. Your guidance, your leadership, and your hard work have helped us turn the corner to a brighter future. Sincerely,

Sr. Patricia A. Eck, C.B.S.

Chairperson, Board of Directors Bon Secours Ministries

Donald G. Seitz, M.D.

Chairperson, Board of Directors Bon Secours Health System

Richard J. Statuto
President and CEO Bon Secours Health System

Working Together in Ministry

Over the years, congregations of religious sisters have joined with the Sisters of Bon Secours to expand the healing ministry of Jesus and the Catholic Church. In these situations, the Sisters of Bon Secours and the other religious congregations are considered co-sponsors, sharing sponsorship responsibilities. Today, these co-sponsoring congregations are:
Bernardine Sisters of the Third Order of St. Francis Sisters of Charity of St. Elizabeth, Convent Station, New Jersey

strategic goals
During FY2010 through FY2012, Bon Secours plans to:
Increase its commitment to community health to include the global community and the health of the environment; Bon Secours is committed to faithfully respond to Gods gift of compassion, healing, and liberation through the following four goals for FY2010-2012: Create an Extraordinary Individual Experience of Care Liberate the Potential of Our People to Serve Partner with Our Communities to Co-create a More Humane World, Improve Health and Model Social Justice Become a Trusted Health Partner by Providing Exceptional, Life-Long Value

3 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

In 2011, Bon Secours Health System entered the second year of a three-year Strategic Quality Plan. The system remains committed to its communities and clinical transformation of the way care is delivered.

Form relationships within the community of providers so that people who seek information or services from Bon Secours can be linked with the best community resources; Create value as perceived by the customer, which includes not only patients and residents, but also physicians, employees, and community members; and, Achieve financial sustainability so that Bon Secours can ensure long-term relationships with and value for those it serves.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Create an Extraordinary Individual Experience of Care

In every way we touch those who come to us for care, we serve faithfully as a Catholic ministry and a living expression of the Bon Secours Charism, and we hold ourselves to high standards set by the gospel and our professional communities in order to contribute to the creation of a more humane world, build healthier communities, and transform the way we deliver care.
Clinical Transformation
Clinical transformation and Bon Secours ConnectCarethe systems computerized clinical information system/electronic health record continue to grow and expand across Bon Secours. As ConnectCare continues its aggressive roll-out across Bon Secours, clinical transformation acts as a means to drive improvements in care and efficiency whether a facility has ConnectCare in place or not. During FY2011, new Learning Communities have been added to help drive improvements in key areas of focus including the Emergency Department and Critical Care Unit as well as service lines, such as General Surgery, where there are opportunities to share and implement best practices system-wide. Safety is a foundational component of the clinical transformation work and reducing hospital-acquired infections has been a key component of the work since the beginning. During FY2011, Bon Secours has reduced hospital-acquired infections in the acute care facilities by 31% from prior year, a total of 62% reduction since FY2008. Additional improvements include a 16% reduction in coded hospital-acquired pressure ulcers (40% reduction from when efforts started in FY2008), the implementation of best practices for fall prevention in long term care services, and standards of care for obstetrics patients to better care for both mother and baby during and immediately following delivery. The clinical transformation improvements to safety and patient care have resulted in over $43 million in savings for Bon Secours in FY2011. Over the four years, FY2008 through FY2011, clinical transformation has saved over $100 million.

Learning Communities
Cardiovascular Surgery Critical Care Unit (new in FY2011) Emergency Department (new in FY2011) General Surgery (new in FY2011) Hospital-Acquired Infections Obstetrics Orthopedics Pressure Ulcers Transitions of Care Heart Failure

5 | Turning the Corner |

Bon Secours ConnectCare Implementation

Acute Care St. Francis Hospital-Eastside, Greenville, South Carolina St. Francis Hospital-Downtown, Greenville, South Carolina Memorial Regional Medical Center, Mechanicsville, Virginia Richmond Community Hospital, Richmond, Virginia St. Francis Medical Center, Midlothian, Virginia St. Marys Hospital, Richmond, Virginia Our Lady of Bellefonte Hospital, Ashland, Kentucky Emergency Department Good Samaritan Hospital, Suffern, New York Ambulatory Care Primary care practices, Hampton Roads and Richmond, Virginia Primary care practices, Ashland, Kentucky

BON SECOURS HEALTH SYSTEM

Bon Secours ConnectCare

Bon Secours ConnectCare is now fully operational in seven acute care hospitals. Additionally, over 23,000 patients have accessed MyChart, the patient portal for ConnectCare, allowing patients to access information from their medical record, request appointments, and send messages to their care providers. This functionality is helping to improve communication and transparency around health care and allows patients to be more actively engaged in their care.
respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Meaningful Use
The national health care reform statute gives health care providers financial incentives to improve patient care, reduce costs and create the infrastructure and processes to realize the full value of integrated health records. To qualify, providers must demonstrate stringent meaningful use of certified electronic health record technology to be eligible for incentive payments from the Center for Medicaid and Medicare Services (CMS). Of the seven hospitals live on ConnectCare, five have attested to meeting meaningful use criteria (top 1% of U.S. hospitals) and two have registered with the CMS. In Richmond, Bon Secours Virginia has successfully attested meaningful use for 105 physicians in a number of specialties.

The Health Information and Management Systems Society (HIMSS) has confirmed all seven of Bon Secours inpatient facilities that are live on ConnectCare have met Stage 6 criteria (out of 7 possible stages) for achieving complete implementation of electronic medical records. This achievement places Bon Secours in the top five percent of hospitals nationwide.

HQID
For the second year in a row, Bon Secours Health System has excelled in the 2011 Center for Medicare and Medicaid Services Hospital Quality Incentive Demonstration (HQID) pay-for-performance project. Bon Secours as a system received a total of 70 awards in Year 6, the most of any system in the project. Memorial Regional Medical Center, part of Bon Secours VirginiaRichmond, Mechanicsville, Virginia, was one of only two hospitals with 12 out of 12 possible awards and the only hospital with six Top Performer awards. Memorial Regional was also the only hospital to repeat this achievement from last year. The HQID project involves 272 hospitals across 36 states. The project was designed to determine if economic incentives to hospitals are effective at improving the quality of inpatient care.

ConnectCare Delivers Results

Acute Care In FY2011, Bon Secours St. Francis Health System, Greenville, South Carolina, began to see substantial benefits from ConnectCare. ConnectCare was implemented at the two-hospital system in June 2008. The capture of improved documentation is resulting in more comprehensive and accurate coding, leading in turn to enhanced reimbursements. There is also a significant, positive impact on Case Mix Index and Length of Stay. Using ConnectCare capabilities to transmit documentation electronically (i.e., Case Management referrals) has markedly decreased staff time spent in administrative functions and increased time that can be spent for patient care.

As clinical leaders, our role is to create transformation by challenging current state and adopting the latest evidence, innovation, and best practice to achieve clinical practice excellence.
Nursing Excellence
The chief nursing executives and vice presidents for medical affairs serve as partners and clinical leaders in their commitment to providing consistently high quality care for all patients and in all communities. With a commitment to patientcentered care and achieving the goal to create an extraordinary individual experience of care, the nursing leadership team is implementing standards, practices, and protocols to encourage the development of nurses and practice at the optimal level of their licensure. The nursing leaders have sponsored and developed the Caring Advocate Train-the-Trainer program to develop front-line unit champions in leading the mission. The nurses are trained in Dr. Jean Watsons Theory of Human Caring and Relationship Based Care principles that highlight caring practices focused on self, colleagues, and patients/families to build a more caring and healing environment both for employees and the community. The charism of the Sisters of Bon Secours and the mission and values of BSHSI are foundational to the program.

7 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Pathways to Excellence
St. Francis Medical Center and Richmond Community Hospital were designated this year by the American Nurse Credentialing Center (ANCC) as Pathway to Excellence Hospitals, recognizing them for creating environments where nurses can excel in their practice. DePaul Medical Center, Mary Immaculate Hospital, and Maryview Medical Center in Hampton Roads, Virginia, are working on the Pathways to Excellence with anticipated application in spring 2012.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Nursing Excellence
2010 Annual Report on Nursing
nursing excellence at bon secours health system

Developing Seeds of Transformation with

at Bon Secours Health System

| 1

In 2011, the first Bon Secours Health System Nursing Annual Report was published. This document highlights the strong focus Bon Secours has on the practice of nursing and the increased efforts to ensure nursing excellence throughout the system. The Annual Report is organized around the elements of the Professional Practice Model and presents the initiatives of the system and all of the local systems under the domains of the model.

Bon Secours Health System was recognized by Premier, a national healthcare performance improvement alliance, for its commitment to excellence and leadership in providing high-quality, efficient care. Bon Secours received the inaugural Premier healthcare alliance Excellence Award. Bon Secours Virginia Hampton Roads has recently expanded its Palliative Care program and further developed its complementary therapy offerings. Cancer programs successfully use the nurse navigator model and offer support groups to improve the overall patient experience.

9 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Non-Acute Care
Transforming care in non-acute care settings, such as skilled nursing facilities, home health, and ambulatory care services, is also a priority for Bon Secours. The skilled nursing facilities from across the system meet regularly to discuss process improvements and create Bon Secours standards of care. Preventing falls has been a specific focus for the group and is an example of how the facilities are sharing and implementing practice improvement. In support of this work, the facilities have adopted a standardized fall risk assessment tool and a falls competency program for staff. These improvements have resulted in an 8% reduction in falls for long term care. The systems home health agencies also meet on a regular basis and continue to collaborate on efforts to reduce hospital readmissions, improve transitions from hospital to home, and meet the needs of primary care patients who are candidates for home health care. All Bon Secours home health agencies have now implemented telehealth monitoring. Plus, all agencies use technology to support wound classification and treatment for home care patients which has resulted in a 28% reduction in home health readmissions for wound infections.

Collaborate on efforts to reduce hospital readmissions and improve transitions from hospital to home.

Bon Secours Maria Manors clinical team succeeded this year in decreasing residents use of psychotropic medications and decreasing significantly the incidence rate of resident falls.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

 At Bon Secours Hospital, Baltimore, Maryland, the Clinical Transformation journey has seen four projects achieve over $1 million in cost savings in 2011. These include the Care of the Ventilated Patient with Tracheotomy, Care of the Patient Undergoing Small and Large Bowel Procedures, Care of the Behavioral Health Patient, and Emergency Department Throughput. Other clinical ventures included the institution of an Antimicrobial Stewardship program, hospitalacquired infection reductions, length-of-stay reductions, and case mix index improvement. For the period December 2008 through the end of Fiscal Year 2011, there were zero Ventilator Associated Pneumonia infections at Good Samaritan Hospital, St. Anthony Community Hospital, and Bon Secours Community Hospital, all part of Bon Secours Charity Health System. Since September 2009, there were zero hospital-acquired infections at St. Anthony and Bon Secours Community and only seven over the course of that two-year period at Good Samaritan. Additionally, there were significant reductions in Catheter-Associated urinary tract infections with zero at Bon Secours Community and St. Anthony and 0.08 at Good Samaritan.

11 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Transforming the Delivery of Care

Bon Secours is making gains in other health care sectors such as physician/clinical services and home care/rehabilitation. The number of physicians is expected to grow as health care reform, quality improvement initiatives, and other factors drive health systems to develop high-quality primary care networks. The patient-centric focal shift, involving the entire spectrum of care, will help to ensure the delivery of quality care, care timeliness, patient safety, workflow efficiencies, effectiveness, and overall caregiver productivity.

Liberate the Our People to Serve Potential of

In all our interactions, we strive to create an environment that invites the best in each of us and all we touch to join our ministry to create a more humane world, build healthier communities, and integrate and provide the best care.

Employee Health and Well-being

Improved employee health has been shown to result in better productivity, less absenteeism, lower turnover, and of course, healthier employees. Bon Secours has begun to work with employees to improve their health and well-being. In 2011, employees were incentivized to get a full biometric screening and personal health assessment to help them identify potential health issues. The data from the personal health assessments will help Bon Secours determine where best to put its resources to support improved employee health. In March 2011, Bon Secours kicked off the Healthy Me, Healthy You employee program to encourage individual commitments to a healthier lifestyle. A director of Employee Health and Well-Being was hired in 2011 to grow this initiative.

Benefits Expansion
In 2011, Bon Secours Health System began offering benefits to Legally Domiciled Adults and Legally Domiciled Children of employees. In all, coverage was expanded to 149 adults and 38 children.

Ensuring a Just Wage Rate

Bon Secours Health System continues its commitment and investment in programs that support lower paid, entry level employees. The National Just Wage rate increased from $9.70 to $9.83 per hour. Using a geographical adjustment factor to determine system-wide changes by market, three local system minimum Just Wage rates were increased. The increases ranged from 15 to 39 cents. Approximately 225 employees received an increase due to the increase in Bon Secours Just Wage.

Employee Benefits
Consistent with a small but growing number of organizations, Bon Secours Health System expanded its medical, dental, and vision health benefits to include Legally Domiciled Adults and Legally Domiciled Children, effective September 1, 2011. This is the first time that Bon Secours has provided much-needed coverage for those who may not have been able to obtain or afford coverage elsewhere. At Bon Secours, higher compensated employees are asked to pay a greater amount for their health care coverage in order to alleviate the increasing cost of health premium increases on lower income employees. This allows Bon Secours to preserve jobs and help low-income employees access high quality, affordable health care coverage.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Employee, Patient, and Physician Engagement

Employee, patient, and physician engagement are key aspects of Bon Secours FY2011 Strategic Quality Plan. This years employee engagement survey remained at a grand mean of 4.36, which represents the 77th percentile of Gallups National Work Unit database. When measured against Gallups National Healthcare Company database, Bon Secours is at the 97th percentile. Nursing engagement for the system increased to a grand mean of 4.29 which is the 84th percentile of Gallups National RN Workgroup Database. The physician engagement survey was conducted for the second time with an overall grand mean of 4.00 which corresponds to the 67th percentile. The patient engagement survey takes place continuously throughout the year. Year-to-date results are at the 95th percentile for the core eleven questions Gallup monitors.

Employees now have on-line access to their payroll information, time off accruals, demographic data, and benefits providers.

15 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Employee Compensation
Bon Secours Compensation Center of Excellence, established in August 2010, continues to work to create a common compensation program system-wide, which assures both optimal and equitable compensation policies and practices. This team provides compensation consulting services to the local systems in such areas as planning, design and updates of compensation programs, market base pay/pay for performance, executive compensation, and labor expense control. In FY2011, the Center instituted a common methodology for determining pay for new hires in local systems and put in place a common budgeting approach, created a design team to develop an annual system-wide merit increase policy, and established a standardized system-wide job description template.

Human Resource Information System (HRIS)

In 2011, Bon Secours implemented a Human Resource Information System throughout the system to provide employees on-line access to their payroll information. Through a self-service portal, employees can view pay information and time off accruals, change personal demographic data, and connect to other on-line systems such as the performance evaluation system, the on-line learning system, and various benefit vendors.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Providing an opportunity to grow capable ministry leaders.

Expanding Ministry Leadership

In 2011, the Center for Ministry Leadership sought to expand ministry formation from leadership to frontline staff or from board to bedside. In Bon Secours Baltimore (acute care) and Bon Secours St. Petersburg (long term care), a new program called Ministry Footprints was piloted to bring frontline staff together for one-hour gatherings twice a month to reflect on the seven commitments of A Shared Statement of Identity for the Catholic Health Ministry.

School at Work Program

School at Work is a career ladder development program that prepares entry-level employees, many of whom are minorities and/or women, in health care for advanced positions and for enrollment in local community colleges and technical schools. This six-month program offers health care specific education while developing an individual career and learning plan that helps students identify and achieve personal career goals. The School at Work program has been offered by Bon Secours Virginia-Richmond for six years. The Health System Office started the program in 2011 and Bon Secours Virginia-Hampton Roads will offer School at Work in FY2012.

17 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Education and Training Developing Clinical Leadership The Bon Secours Institute and the
Center for Ministry Leadership provide educational opportunities for all Bon Secours employees. The Bon Secours Institute offers educational programs to improve basic and advanced leadership skills and the Center for Ministry Leadership builds theological competence to grow capable ministry leaders. Attendance at the Institutes Facilitative Leadership Program is now required of all Bon Secours senior and executive leaders. The Facilitative Leadership program presents seven leadership practices and supporting tools to leaders that give them practical ways to lead with compassion, justice, and integrity. These practices also embody a deep belief in and respect for the dignity of each team member and the realization of the common good and community created in the workplace. In FY2011, the Center for Ministry Leadership and the Bon Secours Institute designed and offered two clinical leader-specific ministry formation programs for the Vice Presidents of Medical Affairs and Chief Nurse Executives at Bon Secours. Fifteen physicians completed a year-long program consisting of four sessions. In August 2011, eleven nurse executives gathered for the first of several planned leadership formation programs. Additionally, the Center offered the Foundations of Catholic Healthcare Leadership course to 23 employed physicians in Bon Secours Virginia, with an additional day on vocation, community, and ethics as lived out in the physician-patient relationship.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

... an opportunity to further explore Bon Secours Health Systems mission and ministry.

Called to Serve
Early in FY2011, the Health System Office introduced a Called to Serve initiative to provide staff with an opportunity to further explore Bon Secours Health Systems mission and ministry. All Health System Office employees attended one of four Called to Serve seminars. This program also introduced weekly Huddles at the Health System Office. Bon Secours Virginia-Richmond introduced a similar Called to Serve program in FY2010. Bon Secours St. Francis Health System has created its own Called to Serve session, which is now being used by other Bon Secours systems. Most of the local Bon Secours systems are now conducting weekly or daily Huddles with employees as well, which have been shown to improve employee engagement, efficiency, and communication.

19 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Bon Secours Charity Health System employees and physicians sustained considerable personal losses during a hurricane and ensuing flooding in the region. The system provided temporary quarters in the Suffern medical office building to one physician who sustained total loss of his clinic. Additionally, a special Facebook page was established for employees to post their needs so that others could help them recover from the crisis. Bon Secours St. Petersburg Health System created Sr. Josephines Food Pantry to help residents families and staff members meet their food security needs. School supply drives were also held to assist employees prepare for the start of their childrens school year. The Servant Leadership Team at Bon Secours Baltimore expanded its membership and its scope this year. The team now collaborates with Human Resources in the new hire interview process, helping to staff the interview panels and employ a values based screening process. The team continues to facilitate monthly lunch and learns where co-workers present on a servant leadership topic. In addition to these gatherings, the team now facilitates bi-monthly Management Council ministry formation gatherings, where servant leadership topics are further explored.

Our Communities Partnering Together

We build Right Relationships and heal broken relationships that increase our capacity to create a more humane world, build healthier communities, and integrate and provide the best care.
Community Commitment
Especially during these challenging economic times when so many people have lost their jobs, and with it, their health insurance, Bon Secours Health System is committed to ensuring access to needed health care services for all. Community Benefit Services are programs or activities that provide treatment or promote health as a response to community needs and meet at least one of the following benefit objectives: Improve access to health care services Enhance the health of the community Advance medical or health care knowledge Relieve a government burden

Community Benefits
For the fiscal year ending August 31, 2011, Bon Secours Health System provided over $270 million in community benefit services and community building activities at a cost well in excess of the value of its potential tax obligation. Fiscal Year Ended August 31, 2011 (Thousands of Dollars) $ 128,309

Community Benefit Services Charity Care at cost All Other Community Benefit Services net expense Community Health Improvement Services and Community Benefit Operations Health Professions Education Subsidized Health Services Community Building Activities Financial and In-Kind Contributions Total All Other Community Benefit Services Total Quantifiable Community Benefit Services

Government Sponsored Health Care net expense $ 84,216

$ 18,141 5,596 20,133 9,425 4,238 $ 57,533 $ 270,058

Working to actively engage diverse individuals and organizations to create a common vision of holistic health.
The Bon Secours Health System has continued to support efforts directed toward the provision of critical supplies and services to underserved or marginalized patients. One key program that continues to grow is the Drug Indigent Care Program which is in place at all local systems with acute care services. Through this program, Bon Secours hospitals register patients whose income is below the federal poverty level with specific pharmaceutical companies. The companies provide the hospitals with free drugs to administer to these patients at no charge. The total annualized value of the drugs provided to patients in FY2011 was $730,000, an increase of 23% over last years total.

21 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

In May 2011, government officials cut the ribbon on Wayland Village Senior Apartments, an 89-unit affordable housing apartment complex in northwest Baltimore. Co-developed by Bon Secours Baltimore Health System and Enterprise Homes, the four-story building consists of 72 one-bedroom and 17 two-bedroom units and is designed to house low-and moderate-income seniors and adults with disabilities. A division of Bon Secours will own and operate the building.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Shareholder Advocacy
The health systems priorities since FY2009 have been to support access to health insurance through national health reform, to increase access to medications for HIV/AIDS as well as tropical diseases in developing nations, to protect human rights for laborers in corporate supply chains, including an end to human trafficking, and to promote environmental protections and sustainability for the planet and international communities. Health system representatives worked with members of the Interfaith Center on Corporate Responsibility (ICCR) to engage corporations in dialogues to further Bon Secours goals, particularly in the areas of U.S. health reform and access to medications for developing nations.

As part of its community commitment, Bon Secours Health System is participating in healthy community initiatives that are founded on long term, collaborative relationships in which service organizations engage and empower members of a defined geographic community to support them in improving their quality of life and holistic health. Bon Secours operates a Healthy Community Initiative in each of the eight local systems. Dedicated Healthy Community Initiative leaders are working to actively engage diverse individuals and organizations to create a common vision of holistic health and to identify the priorities for improving the quality of life to which all can contribute.

Bon Secours St. Petersburg Health System, St. Petersburg, Florida, was recognized in 2011 by the city of St. Petersburg Leisure and Community Services Department for its dedicated participation in supporting health and wellness in the downtown St. Petersburg area. Bon Secours provided financial and staff support for a community survey on local health and social service needs.

23 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Community Investment Program

The Bon Secours Health System Community Investment Program became operational in FY2009, and committed another $3.15 million in FY2011. The total investment stands at $9.25 million through low interest loans to 17 organizations across eight local system communities and within the nations of Peru, Haiti, and South Africa. The program makes investments through financial intermediaries with the purpose of creating jobs, affordable housing, providing necessary infrastructure, microfinance loans and other beneficial economic activities. In addition to the fixed annual return of 2.3%, the social return will be measured through impact on the development of the community. The program expects to have $12 million invested by the end of FY2012.

Ecological Stewardship

BON SECOURS HEALTH SYSTEM

The system-wide and local Ecological Stewardship Congratulations! Your actions are making a Green Teams continue to play key roles in steering the Greening Initiative forward. The Green Team thanks you for being eco-friendly. by: This work is facilitated through an infrastructure which includes: System-wide Green Team, to help save our resources. Local System Green Teams, Green Team Leaders with direct access to local T he system leaders, and a system-wide Greening database. The Green Teams are working on a wide variety of green initiatives, including recycling, energy management, waste stream management, and distribution of surplus medical supplies and equipment.

DIFFERENCE.

BSHSfc 7464 Recycle Posit-it..indd 1

Green Team efforts include an effective Waste Stream Management program and the development of a new Energy Management effort. The Waste Stream program resulted in over 7.3 million pounds of recycled waste being diverted from community landfills, while simultaneously

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Frog P atrol

5/19/10 1:33:12 PM

The health of the world affects the health of all communities.

reducing the systems waste disposal expense by 20 percent. Initial Energy Management efforts have been focused on more effective energy purchasing practices and the implementation of no-cost/low-cost energy conservation measures across all facilities. These efforts have resulted in annualized energy cost decreases of $1.5 million and Bon Secours is targeting a decrease in energy consumption over the next year ranging from three to five percent. At the 2011 Clean Med Conference all Bon Secours facilities received Practice Greenhealth recognition awards. Bon Secours St. Francis Health System was inducted into the Environmental Leadership Circle which honors facilities that exemplify environmental excellence and are setting the highest standards for environmental practices in health care. This was a major accomplishment for all involved and it reflects a significant reduction of the systems carbon footprint.

Global Ministries
Bon Secours Health System believes that the health of the world affects the health of all communities. The system currently invests in three international regions where the Sisters of Bon Secours are active, including Peru, Haiti, and South Africa. In Huancayo and Trujillo, Peru, the system continues to offer support for a family health clinic and a womens micro-clothing business, remediation of industrial pollution, and a collaborative effort to decrease morbidity and mortality in children under five years of age. In Haiti, Bon Secours works in concert with other American organizations to provide clinical training for midwives, mobile clinics, and birthing centers in the Hinche region of the country. In South Africa, the system helps support a shelter for HIV-infected, poor, and orphaned boys in Louis Trichardt, where some of the Sisters of Bon Secours teach.

Bon Secours St. Francis Health System, Greenville, South Carolina, won one of the first Hospital Charitable Service Awards in 2011 for its community outreach efforts in Greenvilles Sterling neighborhood. In the Sterling neighborhood, where 40% of residents earn less than $15,000 a year, Bon Secours provided leadership to facilitate efforts to engage the community as partners to help transform the neighborhood, and provided on-site resources to help improve health and social issues for residents.

grants and gifts

25 | Turning the Corner |

Bon Secours Health System Mission Fund

In 1999, Bon Secours Health System created a special fund for the sole purpose of meeting the needs of those who are poor and underserved in the communities served by the health system. Health care and womens and family support services are an important focus. The purpose of the Bon Secours Health System Mission Fund is to assist local systems in their efforts to (a) develop healthier communities, (b) address health conditions in conjunction with public health initiatives, and (c) improve access for uninsured populations. The seed money provided by the Mission Fund has allowed many programs to flourish and succeed. The Mission Fund distributed $1,000,500 through 23 grants across all local systems in FY2011.
Bon Secours Charity Foundation Community Gardens Bon Secours Hampton Roads Health System Care-A-Van Family Focus Life Coach Model at Maryview Medical Center Bon Secours Kentucky Health System Community Services Healthy Communities, Ironton Healthy Communities Walking Trail Van Ministry Bon Secours of Maryland Foundation Open Space Management Womens Resource Center Youth Employment and Entrepreneurship Program Bon Secours New York Health System Community Garden Nutrition Program Healthy Community Initiative Inwood Go Green Bon Secours Richmond Health System Access in Motion Creighton Court SEEDS Initiative with LISC Bon Secours St. Francis Health System Community Garden Sustainability Coordinator Faith Ministries Social Worker Sterling Fitness Center Bon Secours St. Petersburg Health System Community Action Stops Abuse Free Clinic Dental Services Healthy Community Collaboration Roper St. Francis Hospital Foundation Hope Housing Total Grant Dollars Awarded $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 66,300 55,000 7,500 45,000 50,000 20,000 50,000 15,000 50,000 44,000 50,000 40,050 29,100 30,550 100,000 25,000 40,000 60,000 48,000 30,000 50,000 50,000 45,000

Bon Secours Community Grant Fund for Southwest Florida

The Bon Secours Community Grant Fund for Southwest Florida provides grants to the communities of Peace River Regional Medical Center in Charlotte County and the communities of Venice Regional Medical Center in south Sarasota. The fund was established when Bon Secours Health System sold its health care facilities in those communities. In FY2011, the Bon Secours Health System Community Grant Fund for Southwest Florida awarded $163,110 through nine grants in the communities of Venice and Port Charlotte, Florida. Peace River, Charlotte County, Grant Requests
Center for Abuse and Rape Emergencies (C.A.R.E.) Augmented Services for Victims of Domestic Violence Charlotte County YMCA Kids in Motion Manasota SOLVE, Inc. Our Mothers House Total Grants Funded $ $ $ $ 22,500 25,000 11,250 58,750

BON SECOURS HEALTH SYSTEM

Venice, Sarasota County, Grant Requests

Habitat for Humanity Women Build Initiative The Community Pharmacy Prescriptions for Uninsured Boys and Girls Club of Sarasota Kids Caf and Culinary Arts Program Catholic Charities, Diocese of Venice Our Mothers House The Cancer Support Community (formerly The Wellness Center) South County Support Group Venice Area Pregnancy Care Center Cribs, Bassinettes, and Infant Supplies Total Grants Funded $ $ $ $ 25,000 43,500 15,000 10,000

$ $

7,850 3,000

$ 104,350

$ 1,000,500

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

by Providing Exceptional, Life-Long Value

Sustainability Become a Trusted Health Partner

We carefully steward the gifts we have been given by God so that we live in harmony with those gifts and bring them to create a more humane world, build healthier communities, and integrate and provide exceptional life-long care.
Financial Sustainability
Operating results for Bon Secours Health System in FY2011 improved over FY2010. The system reported excess of revenues over expenses of $115.2 million during FY2011 as compared to $33.3 million for FY2010. This favorable performance was driven by operations, investment income, and a gain on the sale of the reference laboratory services business in the systems Virginia markets. Operating income of $85.5 million represented a 2.6% operating margin in FY2011, compared to the $101.7 million of operating income and a 3.3% operating margin for FY2010. Investment markets contributed positively to performance of excess of revenues over expenses during FY2011, with net non-operating realized and unrealized investment gains of $75.5 million compared to $42.0 million during FY2010. In addition, unrealized gains/losses and payments related to the systems derivatives were a net loss of $10.0 million for the 2011, as compared to a net loss of $83.2 million for 2010. Investment returns finished the year with year-to-date net gains of $32.6 million favorable to budget. Days cash on hand at the end of FY2011 were 110.0, which represented a slight decrease from days cash on hand at the end of FY2010 of 110.5. Operations and investment gains generated approximately $156.1 million during FY2011. However, capital expenditures, an increase in daily

27 | Turning the Corner |

Operating Income Total Net Revenue Acute Discharges Adjusted Discharges Total Community Benefit Dollars

$ 85.5 million $ 3.3 billion 132,054 290,407 $ 270.0 million

BON SECOURS HEALTH SYSTEM

operating expenses, the timing of working capital changes and scheduled debt and swap payments conversely reduced reported days cash on hand as of August 31, 2011.

Fiscal Year 2011 Financials

By continuing to focus heavily on Clinical Transformation, Bon Secours has shown both quality and financial improvements. Primary strategies of Clinical Transformation include implementation of Bon Secours ConnectCare, acquiring and integrating primary and specialty care physician practices, and intense engineering and operational efforts to understand and redesign the systems care delivery models in all areas of practice. Clinical Transformation efforts saved the system $43.3 million in FY2011 alone. The incremental operating investment in Clinical Transformation in FY2011 included $29.4 million in ConnectCare and $29.2 million in the acquisition of physician practices. Significant savings have also been achieved through benefit changes, including a $14 million savings in life and disability benefits and $5 million in insurance over the next five years. Retirement plan changes have resulted in savings to employees of $1 million in the first year and $1.5 million in subsequent years. After the fall 2011 meeting with the bond rating agencies, Standard & Poors affirmed Bon Secours A- rating (stable outlook) and Moodys affirmed its A3 rating, but changed the outlook from positive to stable. Both ratings put Bon Secours bonds in the upper medium grade quality. The agencies were impressed by the systems strategies toward health reform, clinical transformation efforts, and overall governance.
respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Looking Forward Into the Future

A Journey of Clinical Transformation

To achieve long-term success, Bon Secours Health System has been on a journey of Clinical Transformation and business restructuring, even before health reform. These undertakings have been significant investments, but better position the system for the new world of value-based medicine that focuses on cost and quality. Going into FY2012, Bon Secours continues the journey by adding a third focuscost and revenue management. Following are some of the issues the system will be addressing in FY2012.

29 | Turning the Corner |

Health Care Reform

The implementation of national health care reform will affect all health care providers for the next five years or longer. Part of the reform provisions include the voluntary development of Accountable Care Organizations (ACOs) to participate in the Medicare Shared Savings program. As a group of providers and suppliers coordinating care for specific patient populations, an ACO would be accountable for meeting or exceeding set quality performance standards to be eligible to receive any shared savings. Bon Secours is still considering the regulations and its participation in the ACO concept. However, the heart of an ACO is the patientcentered medical homea model for the delivery of medical care centered on the primary care provider (the patients home) and designed to provide long-term, coordinated care to patients to both reduce the cost and improve the quality of health care. In June 2010, Bon Secours Health System piloted its first medical home project, and to date, has a total of ten medical homes in progress. Additionally, through its Clinical Transformation journey, Bon Secours has paralleled the goals of national health reform and focused on the creation of a comprehensive, interdisciplinary approach to redesign care delivery to achieve excellence throughout the care continuum. Clinical Transformation sets the framework necessary for Bon Secours to provide patients and residents with evidence-based, extraordinary care and service. As a side benefit, Clinical Transformationin particular, the implementation of ConnectCaremakes Bon Secours eligible for financial incentives. Bon Secours appears to be well-positioned for the looming changes in the American health care system.

BON SECOURS HEALTH SYSTEM

HIPAA 5010 and ICD-10

In January 2009, the U.S. Department of Health and Human Services announced two regulations that Bon Se co What urs Health Syst Yo and th u Need toem are intended to facilitate the e ICD-1 K 0 Imp now About lemen H tation IPAA 5010 Mand transition to electronic health ate records through adoption of a new generation of diagnosis and procedure codes and updated standards for electronic health care and pharmacy transactions. The first phase, called HIPAA 5010, requires new standards for certain electronic health care transactions. The second phase requires the replacement of the existing coding sets for diagnoses and inpatient hospital procedures with greatly expanded code sets. The diagnosis and procedure codes are being updated from the ICD-9 coding set to the ICD-10 coding set. Bon Secours is well underway in implementing the requirements of HIPAA 5010 and ICD-10 code sets in compliance with the deadlines.
change ndate will be in Unite the d States most far rea health ch care to ing date.

In Janua ry 2009 , the U.S Health . Depa and Hu rtment ma regula of tions tha n Services an nounce t are int transitio d two ended n to ele to facilit ctronic adoptio ate the health n of a ne record w gene and pro s throu ration cedure gh of diagn codes for electr osis and up onic he dated alth ca transac standard re and tions. Th s pharm is is ess current acy ential be metho cause d of co longer the ding is adequa outdated tely de services and no scribes provid the he ed. alth ca re u There are 13 ,000 dia ICD-9 co gnosis mpare codes d with codes in 68,000 in ICD-10 diagnos . is u There are 3,0 00 pro compare cedure d with codes 87,000 in ICD-9 ICD-10 . procedu re code s in This ma

Overvi ew

The firs t phase , called for cer tain ele HIPAA 5010, req ctronic standa health uires new rd is crit care tran ical standa accept saction rds ed in the and will allow s. This the larg new ele new The 501 er cod ctronic 0 effort es to be health will pro is care tran vide the compared to saction building the new infras . tructu ICD-10 a highw re to allo codes. ay tha w us to t transm The sec it ond ph ase req coding uires the sets for diagno replace with gre ses and ment of atly exp inpatie anded proced nt hospita the existing code set ure cod l proced s. The es are set to the diagno ures being ICD-10 update ses and compa coding d from the ICD red set. -9 cod to its des to the vehicle The ICD-10 ing CM/PC s tha tination S codes agenci (e.g., hea t will carry are es, int the lth car ernal rep e payers information orts). , regula tory Deadlin es for Health Comp care pro liance viders the new and hea standa lth plans rds for on Jan must com electro uary 1, nic tran ply wit 2012. implem saction h Providers ent the s (HIPAA and hea ICD-10 5010) code set lth plans s by Oc must More tober About 1, 2013 ICD-10 . Adoptio n of the ICD-10 u More code set accura s is exp tely defi ected to: diagno ne service sis and s and pro treatm u Sup ent info vide spe port com rmation cific prehen ; u Ensure sive rep orting more acc of qua urate pay rejecte lity dat d claims a; ments , and imp for new u Brin proced roved dis g the U.S ures, few ease ma . in line er countr nagem with the ies tha ent; and many oth t are alre , er ady usin g ICD-10 developed .

Bon Secours Health System has been on a journey of Clinical Transformation and business restructuring, even before health reform.
Stewardship Program
In late FY2011, Bon Secours launched a two-year effort to reduce fixed costs of $150 to $200 million over multiple years. The work of the Stewardship Program is focused on improving systemness, increasing effective use of resources, minimizing duplication, reducing payroll through attrition, and building on existing talent. This program presents an enormous opportunity to redesign the organization, improve operations, and ensure the long term health of the Ministry and success of the Mission.

31 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Stewardship Program Teams

Biomed Case Management Clinical Transformation Dietary Employee Health and Wellbeing Facilities and Plant Operations Finance Human Resources Information Technology Organization Redesign Physician Integration Planning, Marketing, and Communications Procurement Logistics Purchased Services Revenue Cycle Supply Chain

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

quality awards

In determining the winner of the inaugural Premier healthcare alliance Excellence Award, Bon Secours stood out as having demonstrated a consistent drive for excellence and superior performance.

Bon Secours Charity Health System Schervier Pavilion was awarded a 5-Star Quality Rating from the Centers for Medicare and Medicaid Services (CMS), the highest that can be awarded to a nursing home. The Northern Metropolitan Hospital Association presented Bon Secours Charity Health System with the 2010 NorMet Quality and Patient Safety Award. St. Anthony Community Hospital was recognized by HealthGrades with the 2010/2011 Outstanding Patient Experience award. Bon Secours Community Hospital was the only Bon Secours hospital named to The Joint Commissions 2010 list of top-performing hospitals.

33 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Bon Secours St. Francis Health System was the first in South Carolina to receive accreditation of the STAR (Survivorship Training and Rehab) program, a research- and evidence-based program that helps cancer patients optimize their health during medical treatment and recovery, as well as rehabilitate them following the medical treatments. Bon Secours Kentucky Health System Our Lady of Bellefonte Hospitals HomeCare Services was named a gold agency by the Home Health Quality Improvement National Campaign. Our Lady of Bellefonte Hospital has been rated among the top five percent in the nation for patient experience by HealthGrades. The hospital has received the Outstanding Patient Experience Award for four consecutive years. Bon Secours St. Francis Health System The Leapfrog Group named Bon Secours St. Francis Health System for the second consecutive year as one of the national Top Hospitals for achieving high level standards of patient safety, quality of care and operational efficiency. The Accreditation for Cardiovascular Excellence (ACE) program awarded its first ever accreditation to the cardiac catheterization laboratory and angioplasty/stenting program at Bon Secours St. Francis Health System. St. Francis Hospital-Eastside was one of six hospitals nationwide to receive the Premier, Inc., inaugural QUEST Award for High Value Healthcare with top performance in the areas of mortality, cost of care, evidence-based care, reduced harm, and patient experience. St. Francis Hospital-Downtown, also earned an honorable mention for top performance in three of the QUEST areas of initial focus: evidence-based care, mortality, and cost of care. Bon Secours St. Francis Health System won one of the first Hospital Charitable Service Awards, sponsored by Jackson Healthcare, for its community outreach efforts in Greenvilles Sterling neighborhood. Bon Secours St. Petersburg Health System St. Petersburg Home Care, part of Bon Secours St. Petersburg Health System, St. Petersburg, Florida, was named to the 2010 HomeCare Elite, a compilation of the most successful Medicarecertified home health care providers in the United States. Bon Secours Virginia Bon Secours Virginia, located in Hampton Roads and Richmond, Virginia, received the 2011 Gallup Great Workplace Award recognizing the diversity and engagement of its workplace. In a ranking of the Best Hospitals by Metro Area for 2010-2011, U.S. News & World Report listed five Bon Secours Health System hospitals among the best. In the Richmond metro area, Memorial Regional Medical Center was top ranked in six specialties, St. Marys Hospital was ranked in five specialties, and St. Francis Medical Center was recognized in three specialties. In the Virginia Beach metropolitan area, Mary Immaculate Hospital and Maryview Medical Center were each recognized in one specialty area.

respect | compassion | justice | integrity |quality | innovation | stewardship | growth

Bon Secours Virginia-Hampton Roads Bon Secours Home Care was named to the 2010 HomeCare Elite, a compilation of the most successful Medicare-certified home health care providers in the United States. The Heart and Vascular Institute at Bon Secours Maryview Medical Center was recognized as a UnitedHealth Premium Cardiac Specialty Center for Interventional Cardiac Care and received the top rating of three stars. Mary Immaculate Hospital outperformed the national average in seven of eight hospital-acquired conditions, according to a recent study by the Centers for Medicaid and Medicare Services (CMS). The Center for Medicaid and Medicare Services (CMS) report on hospital-acquired conditions from 2008 to 2010 showed that Maryview Medical Center not only performed much better than the national rate, but also ranked as the best hospital in Hampton Roads, Virginia. Mary Immaculate Hospital was recognized by the Leapfrog Group for its work in decreasing the number of early elective obstetrical deliveries. Maryview Medical Center earned the Mission: Lifeline Bronze Quality Achievement Award from the American Heart Association. The Surgical Weight Loss Center at Mary Immaculate Hospital was named a Bariatric Surgery Center of Excellence by the American Society for Metabolic and Bariatric Surgery. Bon Secours Virginia-Hampton Roads Emergency Services received national recognition from the Emergency Nurses Association (ENA) and the Board of Certification for Emergency Nursing (BCEN) for its commitment to increasing the number of nationally board-certified emergency nurses. Maryview Nursing Care Center received a high ranking of five stars overall in the 2011 Best Nursing Homes, produced by U.S. News & World Report magazine.

Bon Secours Virginia-Richmond HealthGrades named Memorial Regional Medical Center and St. Marys Hospital Distinguished Hospitals in Americas Top Cities for Hospital Care. St. Marys Hospital and Memorial Regional Medical Center were named among the top five percent in the nation for emergency medicine in a study released by HealthGrades. St. Francis Medical Center received Pathway to Excellence designation from the American Nurses Credentialing Center (ANCC). The National Association for Female Executives (NAFE) named Bon Secours Virginia-Richmond a top ten non-profit organization for executive women for the fifth consecutive year. Bon Secours Virginia-Richmond was named among the best companies for hourly workers by Working Mother magazine. Bon Secours Virginia-Richmond made Working Mother magazines 2011 list of 100 best companies for working mothers, for the 14th time. Hospital and Health Networks magazine named Bon Secours Virginia-Richmond one of the most wired health systems in the U.S. Bon Secours Virginia-Richmond was named by AARP as one of the top places in the country to work for people older than 50 for the seventh time. Bon Secours ranked ninth on the AARP Best Employers for Workers Over 50 list. Soliant Health placed St. Francis Medical Center in the top spot in its 20 Most Beautiful Hospitals in America list for 2011.

35 | Turning the Corner |

BON SECOURS HEALTH SYSTEM

Roper St. Francis Healthcare Roper St. Francis HealthCare was recognized as one of the 100 Best Places to Work in Healthcare by Modern Healthcare magazine. Roper St. Francis was ranked number 52 on the list. For the tenth consecutive year, Roper St. Francis Healthcare, Charleston, South Carolina, has received national recognition for achieving exceptional levels of patient, medical staff, and employee satisfaction. This year, Roper St. Francis received 157 awards from Professional Research Consultants (PRC).

the health systems

New York Bon Secours Charity Health System Bon Secours New York Health System Maryland Bon Secours Baltimore Health Corporation Bon Secours Health System, Inc. Virginia Bon Secours Virginia Hampton Roads Bon Secours Virginia Richmond* Kentucky Bon Secours Kentucky Health System South Carolina Bon Secours St. Francis Health System Roper St. Francis Healthcare* Florida Bon Secours St. Petersburg Health System
* Joint Venture

Today, Bon Secours more than 21,000 caregivers help people in ten communities within six states.

Operating facilities include:

18 acute care hospitals (10 owned, 8 joint ventured) 1 psychiatric hospital 5 nursing care facilities 4 assisted living facilities 6 retirement communities/senior housing 14 home care and hospice providers

board of directors
Board of Directors Bon Secours Health System, Inc.
Chris Allen
Executive Director/CEO Detroit Wayne County Health Authority Detroit, Michigan

Richard Serafini
Retired CPA/Partner Ponte Vedra Beach, Florida

Myles N. Sheehan, S.J., M.D.

Provincial Society of Jesus of New England Watertown, Massachusetts

Richard Blair
Retired Chief Financial Officer Blaine, Minnesota

Michael Carey
Retired Human Resources Executive Warren, New Jersey

Sister Mary Shimo, C.B.S.

Director of Volunteers Bon Secours Hospital Baltimore, Maryland

Sister Elaine Davia, C.B.S.

Director of Formation Sisters of Bon Secours Marriottsville, Maryland

Richard J. Statuto
President and Chief Executive Officer Bon Secours Health System Marriottsville, Maryland

Marcia Dush
Principal Buck Consultants Washington, D.C.

Sister Alice Talone, C.B.S.

Sisters of Bon Secours Marriottsville, Maryland

Elder Granger, M.D.

President and CEO The 5 Ps, LLC Centennial, Colorado

Board of Directors Bon Secours Ministries

Charles H. Brown, III
Tax Director Ellin and Tucker Baltimore, Maryland

Roger Huang
Kenneth R. Meyer Professor and Department Chair Department of Finance - University of Notre Dame Notre Dame, Indiana

David Jimenez
Retired Health Care Executive Springboro, Ohio

Regina Clifton
Retired Health Care Executive Pinellas Park, Florida

Gerard Kells
Retired Human Resources Executive Skillman, New Jersey

Sister Pat Dowling, C.B.S.

Director of Vocations Sisters of Bon Secours-USA Marriottsville, Maryland

Laurie Lafontaine
Vice President, Finance and Treasury Allina Health System Minneapolis, Minnesota

Sister Patricia A. Eck, C.B.S., Chair/President

Congregation Leader Sisters of Bon Secours Marriottsville, Maryland

Bon Secours working to promote sustainable environmental practices

While serving to promote sustainable environmental practices as part of the Bon Secours commitment to our communities and our environmentthis report has been prepared for electronic publication. Please consider the environment before printing. Thank you! All commercially printed copies of this report have been responsibly produced with environmentally active suppliers and materials.

Lucretia M. McClenney
Director, Center for Minority Veterans Veterans Administration Washington, D.C.

Sister Rose Marie Jasinski, C.B.S., Vice Chair

Country Leader Sisters of Bon Secours-USA Marriottsville, Maryland

Susan Sandlund
Partner Veritas Partners New York, New York

Sister Anne M. Lutz, C.B.S., Treasurer

Executive Vice President, Sponsorship Bon Secours Health System Marriottsville, Maryland

Donald G. Seitz, M.D., Chairperson

Retired Orthopedic Surgeon Richmond, Virginia

Donald G. Seitz, M.D.

Chairperson, Board of Directors Bon Secours Health System Richmond, Virginia

1505 Marriottsville Road Marriottsville, MD 21104 www.bshsi.org

respect | compassion | justice | integrity |quality | innovation | stewardship | growth