Fiscal Year 2016 (October 1, 2015-September 30, 2016) was a time of transition and change for Greenville Health System (GHS). 2016 marked the graduation of the University of South Carolina School of Medicine Greenville’s outstanding charter class of medical students (pictured). Another milestone occurred with the health system’s transition to a new governance structure. This change allows GHS the flexibility to explore partnerships with other groups while continuing to deliver high-quality, affordable, safe patient care.
Throughout the fiscal year, GHS welcomed new or expanded services, announced innovative collaborations, and debuted distinctive entities that help fulfill the system’s mission to heal compassionately, teach innovatively and improve constantly. Click below to learn more about how our nearly 15,000 employees are striving to transform health care, amid the rapidly changing healthcare environment, for the benefit of the people and communities we serve.
Greenville Health System (GHS) has made a commitment to excellence. Our fiscal year goals and measures are tied to six pillars of excellence: people, experience, quality, engagement, finance and academics. Below is a scorecard of our performance in FY 2016. Green indicates the target was met, yellow highlights results just below target, and red signifies an opportunity for improvement.
|Annual Employee Opinion Survey||Percent Participation||87%||87.0%|
|Wellness Measure: A1c||Percent Reduction||3%||5.8%|
|Wellness Measure: LDL||Percent Reduction||3%||8.5%|
|Inpatient Satisfaction||Average &-ile Rank of 8 HCAHPS Domains||73rd %-ile||65th %-ile|
|Physician Practices||Average &-ile Rank of UMG Physician Practice Scores||58th %-ile||45th %-ile|
|Emergency Services||Average &-ile Rank of ES Scores||46th %-ile||16th %-ile|
|Magnet® Journey||Submitted Application Materials Moving Forward Through Review||Desired Progress Made at Greer & GMH Toward Magnet Designation||Achieved|
|Surgical Site Infections||25% Reduction||<60||63|
|MyChart Use||% Account Activation||25%||20%|
|MyHealth First Network Covered Lives||Number of Patients Enrolled||85,000||80,470|
|Operating Margin*||Operating Margin*||2.1%||1.0%|
|Epic Acute Rollout||Performance Designation||"Best Performer"||Partially Achieved|
|Per Member Per Month Spend||Average Spend||<$518||$486|
|Peer-reviewed Journal Articles with GHS Attribution/Identification||Number of Articles Published||250||304|
|Conscious Leadership Survey||% Increase from 2015 Survey Participation||7%||-1.5%|
Patients and their families are the focus of everything we do, and our employees are committed to healing compassionately as demonstrated in these initiatives launched this past fiscal year.
GHS is making care more accessible and convenient in communities across Greenville County with a mobile health clinic that is the first of its kind in the Upstate. In February, the GHS Neighborhood Health Partners Mobile Health Clinic began making regular visits to the Belmont, Berea, Gantt and Parker communities, as well as neighborhoods in the city of Greenville. These underserved areas have the highest rates of emergency medical service use.
The mobile clinic, a 40-foot customized RV with three exam rooms, has reduced ER use through patient education as well by diagnosing and treating both acute and chronic illnesses. Spanish-speaking staff members also are on board.
GHS’ total health commitment is to provide the right care at the right time in the right place—especially primary care. A few years ago, the “right place” meant MD360® or a doctor’s office. Now, that definition has expanded to include a mobile health clinic or middle schools (see next article) and on-site clinics in upstate workplaces.
As of April 4, the right place may be in the palm of your hand. That’s when GHS launched SmartExam, which connects patients with a GHS care provider online. It is fast, secure and convenient.
For just a $20 fee, patients enter their symptoms into SmartExam. A provider reviews patients’ symptoms and contacts them by phone within one hour. Patients receive a diagnosis and treatment plan by email; prescriptions are sent electronically to the pharmacy of their choice.
Common conditions treated include bladder infections, colds, allergies or chest infections, sore throat and ear pain. A parent also can use SmartExam for children, and a pediatric provider will review their symptoms.
Patients are not charged if a diagnosis cannot be made. SmartExam is available to the public 24 hours a day, with responses provided 8 a.m.-8 p.m. daily.
To learn more or register, visit www.ghs.org/smartexam.
GHS Children’s Hospital’s school-based health centers are a key component of the system’s new Bradshaw Institute for Community Child Health & Advocacy. They increase access to health care for middle school students and help sick children get on the path to healing more quickly. Centers are located at five schools in high-risk communities chosen by United Way of Greenville as part of an effort to reduce absenteeism and keep kids on track to graduate.
Chronic absenteeism is a major factor in students falling behind academically; students in high-poverty areas often miss a lot of school because of health issues. Typically, a 15-30 minute doctor visit offsite for something like a fever or sore throat means a half-day away from school.
“The majority of the kids we’ve seen, we sent back to class,” said Kerry Sease, MD, MPH, senior medical director for Academics and the Bradshaw Institute’s medical director. “That’s our goal: getting kids back in their seats for learning. We’re increasing access to care and keeping parents and kids where they belong—at work and at school.”
The centers operate a day or two a week. A team including a GHS nurse practitioner, registered nurse and special project coordinator rotates among these schools. In addition to primary care, the team can help students manage chronic conditions such as asthma and diabetes as well as connect them with community health services like mental health and dental care.
Each school also has a telemedicine cart. When the clinic is not open, the school nurse can contact the nurse practitioner or Dr. Sease about a concern. The provider then can assess the student from a remote site and advise the school nurse on next steps.
GHS is one of a handful of hospitals in the state using a new device that treats iliac aneurysms in the pelvic or leg region. The device, called GORE® EXCLUDER® iliac branch endoprosthesis, allows doctors to preserve blood flow to iliac arteries while closing off flow to the aneurysm, resulting in better outcomes and quality of life for patients.
Soon-to-be moms in Laurens and Pickens Counties now can enjoy the peace of mind offered by GHS Children’s Hospital’s telehealth program for newborns called Delivery Buddy. In the unlikely event their baby experiences complications during or just after delivery, a neonatologist or neonatal nurse practitioner from GHS can log in to Delivery Buddy immediately through the system’s secure network.
The specialist will complete an assessment of the baby with the help of Delivery Buddy and on-site nurses and doctors. This program lets the specialist take part in the baby’s care right away by making recommendations as if at the bedside. Medical teams on each side of the screen can hear and see the newborn and interact with the family.
This telehealth program is the first of its kind in the Southeast for neonatal patients. It is offered at Laurens County Memorial Hospital and Baptist Easley (of which GHS is half owner).
GHS has expanded its McCrary Blood and Marrow Transplant Unit to include donor-match options for unrelated donors or half-matched donors. This expansion means that more people can provide the potentially life-saving cells patients with cancer need.
The unit aims to keep patients close to home while they go through what can sometimes be very invasive, intense and demanding treatments. Studies show that having a strong support system and being in familiar places can play a significant role in a patient’s response to treatment.
Such was the case for Jeannine Pampalone. In October 2015, the 36-year-old became GHS’ first stem cell transplant recipient using a half-matched donor. Today, Pampalone glows with good health and her blood-related cancer has not recurred.
On April 19, Greenville Memorial Hospital launched Quiet Time from 2-3 p.m. and midnight-4 a.m. on floor units 2-6. During this time, staff members will focus on minimizing noise and interruptions and, where possible, dimming the lights.
Quiet Time honors patients’ need for rest and supports a healing environment. Quiet environments are proven to reduce anxiety and stress, enhance pain management, and provide support and comfort for patients and their families. They also lessen staff stress, improve staff concentration, and decrease nursing and medical errors.
Patient care will not be interrupted during Quiet Time. Admissions and discharges will continue, and therapy and tests will be performed. Also, guests can still visit.
Roger C. Peace Rehabilitation Hospital has received an $80,000 grant from the U.S. Department of Veterans Affairs. This grant will help veterans participate in the hospital¹s various recreational therapy activities and support a recreational therapist assigned to patients who are veterans.
Forty-nine students graduated as part of the charter class of the nation’s 136th medical school, University of South Carolina (USC) School of Medicine Greenville. Using the phrase “a new school of thought” to guide development, the medical school has created a unique curriculum (see next article) that trains physicians to participate and lead in the transformation of healthcare delivery.
More than 70 percent of USC School of Medicine Greenville students are from South Carolina; almost half will continue their medical training in the Palmetto State. These members of the Class of 2016 made history three times before walking across the stage during their May 6 commencement ceremony.
To see and learn more about this extraordinary class, click on these links:
Exercise is Medicine is a 12-week program in which patients receive customized exercise routines and ongoing emotional support from specially trained fitness professionals. Patients are “prescribed” into the program by their doctor and can participate at any YMCA of Greenville site or the GHS Life Center® Health & Conditioning Club. The program is a partnership with GHS, YMCA of Greenville, University of South Carolina (USC) School of Medicine Greenville and the American College of Sports Medicine.
For students at the medical school, exercise physiology and exercise as medicine are taught across all four years as a requirement. They learn the mechanistic aspects of prescribing exercise—such as how exercise affects each organ system—along with behavior change. That way, students can serve as models for this innovative concept.
"We model it within the curriculum as a requirement from day one," said program pioneer Jennifer Trilk, PhD, assistant professor of Physiology and Exercise Science at the school. Dr. Trilk tells her students, "You are your first patient. You have to stay healthy in order to keep your patient healthy."
Lessons are based on standardized models and adapted to increasing physical activity levels: moving patients from one stage to the next. Dr. Trilk has created a classroom-community model by partnering with GHS and its many physician offices to add U.S. physical activity guidelines into the electronic health records of the system. Doctors are required to ask patients how many minutes a day or days a week they exercise, for example, and then enter the response into the patients’ electronic medical records—as a vital sign comparable to blood pressure or cholesterol.
Medical students and Greenville doctors can track patients’ exercise frequency along with chronic, lifestyle-related disease markers. They electronically refer them, as needed, to Exercise is Medicine care coordinators who work with patients on increasing their physical activity.
Currently, four GHS practices are participating in the program. Expansion to other GHS practices is planned.
Find out more here.
At the Teddy Bear Clinic in The Children's Museum of the Upstate, kids get hands-on experience with X-rays, vital signs, surgery, blood draws, casting and other medical procedures. The exhibit is designed to reduce children's fears of routine medical procedures by allowing youngsters to control the equipment and show them what it can do.
Included in the child-sized version of GHS Children’s Hospital is an operating table with Buddy the Bear as the patient about to undergo surgery. Visitors use giant tongs to carefully remove body parts—lights and buzzers are activated (like the game of Operation) when surgery doesn’t quite go as planned.
Through role-play and interaction with simulated organs and bones, the exhibit teaches basic anatomy while easing children’s fears about seeing a doctor. The exhibit also fosters familiarity with a hospital environment, potentially inspiring a future in health care.
GHS’ Center for Family Medicine recently launched JUMP to help patients take control of diabetes. Because many of the center’s patients have limited incomes, they face extra challenges in managing this disease. JUMP provides patients with education and skills, group support and community resources.
One innovative community resource was Scott Roarke, a culinary instructor at Greenville Technical College. Roarke taught a two-hour cooking class at GHS this spring. He showed participants how to make healthy, quick meals using quinoa and how to best slice and sauté vegetables.
Mike McGirr (left), executive director of Clemson University’s FEED & SEED Design Studio, and David Lominack (center), South Carolina market president for TD Bank, present a check to Kerry McKenzie, childhood obesity prevention coordinator with the Bradshaw Institute, that will help expand the Farm to Belly program.
The Choosy Farm to Belly project, an innovative program that educates and encourages healthy eating habits in children as young as 3, finished a successful pilot program at the North Franklin Road Head Start Center. The project’s goal is to introduce children to fresh vegetables and fruits—not only by taste but also by learning how to cook at home with their families. More than 180 children and their families took part in the pilot.
Through the program, nutritionist-modified family recipe kits, including fresh local produce, were provided at no cost every other week for 30 weeks. Each child received a weekly recipe bag with a homework assignment to prepare and enjoy a healthy meal with the help of their parents.
The program, part of Children’s Hospital’s Bradshaw Institute for Community Child Health & Advocacy, is a collaboration among Children’s Hospital, Clemson University and more than 10 community partners and volunteers.
The GHS Center for Integrative Oncology Survivorship (CIOS), in partnership with Caine Halter YMCA, has developed the YMCA Exercise Navigation program.
Exercise Navigation is an oncology rehabilitation program for those who want to work out on their own. A YMCA exercise navigator meets with patients at GHS’ Cancer Institute to develop an exercise plan. She also meets with them at the YMCA, assists with program enrollment, schedules appointments with athletic trainers, and if needed, coordinates financial aid for gym membership.
CIOS and the YMCA also have developed Wellness Works Rx, a program for cancer survivors who want to continue their oncology rehab. Wellness Works Rx offers ActivTrax, which helps participants schedule workouts, plan meals and make grocery lists.
Learn more here.
In August, Baptist Easley became the state’s third Project Search site, in partnership with the Pickens County School District, S.C. Vocational Rehab, and the Pickens County Board of Disabilities and Special Needs. This international program provides transitional job skills to high school seniors with disabilities and special needs.
Students, along with their teacher and job coaches, take classes in the hospital; each student must complete three internships within the school year. Internships take place throughout the site where the students work to develop job skills. At Baptist Easley, these areas include Environmental Services, Food and Nutrition Services, Radiology, physician practices and nursing units. GHS is part owner of Baptist Easley.
GHS has partnered with Furman University to provide Learning Experience Transcripts that document learning outside of the traditional credit-based system. Students can share these transcripts with universities and employers and, in many cases, earn credit at their home institutions. Starting with GHS’ Medical Experience Academy (MedEx), this program is being rolled out to other areas, including community paramedics.
To achieve our vision and mission, our health system must continue to improve and adapt to the ever-changing healthcare environment. The information below illustrates leadership in governance, access, patient care and efficiency.
As you know, health care is changing. As an industry, we are moving from a fee-for-service to a value-based environment. Such change requires us to think and act differently. For example, we will no longer be paid based on the number of services we provide. Instead, we will be rewarded based on our performance and ability to achieve the Triple Aim—improve health outcomes, reduce healthcare costs and enhance the patient experience across populations.
As a result, GHS is changing its governance structure so that it can remain a public not-for-profit that is part of a larger, private not-for-profit health company. This change gives GHS the flexibility it needs to explore partnerships with other entities while continuing to deliver high-quality patient care in a rapidly changing medical world.
Under this new structure, GHS remains a public entity but leases its properties to the Upstate Affiliate Organization, a private-not-for-profit that provides day-to-day oversight and management. The Upstate Affiliate Organization, and any other affiliates that join the healthcare company, reports to the Strategic Coordinating Organization (SCO), a private, not-for-profit that provides strategic direction and corporate services for all affiliates. Mike Riordan heads the SCO; Spence Taylor, MD, serves as president of GHS.
As with our previous structure, the new governance structure remains responsible and accountable to our patients, payors and community. Rest assured that we will continue to care for patients regardless of their ability to pay. And we will continue to strive to meet the Triple Aim and provide all patients the right care at the right time in the right place.
To learn more, visit ghs.org/governance.
This spring, Greenville Health System opened GHS Senior Care, a Medicare program for people over age 55. The program provides community-based care and services for those who would otherwise need nursing home-level care. It is one of three such programs in the state and the first in the Upstate.
Based on the PACE (Program of All-inclusive Care for the Elderly) model, the program is centered on the belief that the best outcomes for seniors with chronic conditions happen when they are served in their community—and that taking preventive measures can help avoid some problems. Services include primary care, dentistry, emergency services, home care and hospital care, as well as meals, nutrition counseling and occupational and physical therapy.
Currently, 18 participants are enrolled in Senior Care. Half live alone and half live with family or other caregivers. All are Medicare and Medicaid eligible.
The Adolescent & Young Adult (AYA) Oncology Program is for cancer survivors diagnosed and treated between ages 15-38 and people treated for childhood cancer who now are those same ages. The program connects patients to clinical trials, genetic counselors, reproductive and fertility experts, and other resources specific and unique to the AYA population.
The program’s format is similar to GHS’ oncology MDCs. The primary oncologist places an AYA Oncology consult. The patient then meets with the multidisciplinary AYA team where the unique medical, social, financial and psychologic needs of that patient will be assessed. Recommendations on AYA-specific and personalized support services and resources will be provided to the patient and the primary treating physician. The AYA Oncology team will continue to follow the patient as well.
This program will maintain an AYA registry with the ultimate hope that patients will participate as survivors in the Lifetime Clinic at the Cancer Institute.
Hillcrest Memorial Hospital is first in the Upstate to use ORBERA, a two-part weight-loss system that uses a special balloon to occupy space in the stomach. The balloon is inserted non-invasively and then filled with saline until it’s about the size of a grapefruit; the intent is to reinforce proper portion control and to delay the stomach emptying so that patients eat less and feel full longer. The procedure takes 20-30 minutes, and people usually go home that day.
Once the balloon is in place, the 12-month coaching part of the program begins, which includes a medically supervised diet and exercise plan. After six months, the balloon is deflated and removed.
ORBERA is placed in obese adult patients with a Body Mass Index (BMI) of 30-40 who have been unable to lose weight through diet and exercise. Because the balloon is temporary, ORBERA focuses on developing sustainable, healthy habits that will keep weight off permanently.
Studies show that ORBERA can deliver more than three times the weight loss of diet and exercise alone. The majority of loss occurs in the first three months.
The Department of Radiology now offers 3-D mammography—advanced breast tomosynthesis technology that can increase detecting breast cancers while decreasing callback rates.
In conventional 2-D mammography, overlapping tissue is a leading reason why small breast cancers may be missed and normal tissue appear abnormal. 3-D tomosynthesis reduces tissue overlap by taking multiple images and converting them into thin layers that a radiologist can review one layer at a time. This exam requires no additional compression and takes just a few seconds longer than a conventional screening.
3-D mammography is recommended for women of all ages and breast density (especially dense tissue). It is covered by Medicare and some insurance plans.
The GHS Eye Institute offers a comprehensive low-vision program for patients with eye conditions that have caused progressive vision loss which cannot be medically treated. Services include low-vision exams and therapeutic devices, such as custom items like telescopic lenses.
This program can serve patients with stable low vision (not expected to worsen) and progressive low vision (can worsen to near or total blindness). Patients who may benefit from low-vision care range from older adults with retinal conditions to children with congenital disorders.
The Eye Institute has the only dedicated low-vision program in the Upstate with on-site access to therapeutic aids. To read one woman’s eye-opening experience with low-vision services, read the full article in the Fall 2016 issue of Inside Health.
Epic is an electronic medical record (EMR) and billing system that began being piloted in outpatient practices in 2015. Ultimately, this software will combine GHS’ many different EMRs into one enterprise-wide medical record, reducing redundancy and improving continuity of care for patients.
In February, Epic go-live took place for the most of our inpatient settings. Laurens and Oconee hospitals will implement their Epic go-live in October.
When Epic rollout is complete, inpatient and outpatient visits will be available in the same EMR, along with imaging and lab results. Up-to-date patient problem lists and medication reconciliations also will be available. Clinical information, registration, patient scheduling and billing will be on the same efficient system. And all clinical information can be shared effectively—and securely—with the entire health community. Thus far, Epic has replaced over 50 disparate systems, and patient records have been securely exchanged with 250+ health systems across 48 states.
During FY 2016, the system established or acquired several practices, increasing patients’ access to primary or specialty care. In some cases, mergers occurred.
New or expanded GHS practices include the following:
Other expansions of note include adding more on-site medical clinics in upstate businesses, opening more Prosthetics & Orthotics offices, and increasing the number of Upstate Pharmacy sites and of ATI physical therapy locations.
We also welcome the medical staffs of Laurens County Memorial Hospital and of Oconee Memorial Hospital, who joined the GHS Medical Staff this spring. Although some physicians already had joint membership with GHS, this unification added 78 doctors from Laurens and 175 from Oconee to the GHS Medical Staff roster.
There is a straight line from innovation in medical education and research to the best health care. Read below to learn about advancements in our teaching and research areas that are transforming medical care.
May saw the introduction of Proceedings, GHS’ peer-reviewed medical journal. The 84-page journal featured 15 articles containing some of the top academic and clinical research work being accomplished at GHS and around the world.
This semi-annual (spring and fall) publication appears primarily online and includes unpublished original research, review articles, case studies, editorials and book reviews. Its mission is to provide high-quality publications on healthcare innovation and delivery.
To access the journal, click here.
Clemson University and GHS have partnered to establish the Clemson University School of Nursing Greenville. The new program has been approved by the Commission on Higher Education.
In fall 2016, Clemson nursing students started attending general and foundational classes on the university’s main campus during their freshman and sophomore years. Students selected for the School of Nursing Greenville program will attend classes at Greenville Memorial Medical Campus with clinical rotations at a GHS campus during their junior and senior years.
GHS’ Department of Emergency Medicine has received initial accreditation for an Emergency Medicine Residency Program. The three-year program will provide residents with exposure to critical care, pediatrics and community emergency medicine. Residents also will rotate through multiple medical and surgical subspecialties with experiences in emergency medical services, ultrasound, toxicology and administration.
Applications began being accepted in September. Residency start date is July 1, 2017.
Primary Care Sports Medicine. Housed within the Department of Medicine, the Division of Primary Care Sports Medicine launched in fall 2015. The division is an academic collaboration between GHS Steadman Hawkins Clinic of the Carolinas and the Center for Family Medicine.
The initial goal is to educate primary care providers, residents and fellows about musculoskeletal medicine, medical aspects of sports, and emerging lifestyle medicine programs such as Exercise is Medicine.
Division chief is Kyle Cassas, MD, with Steadman Hawkins Clinic of the Carolinas.
Prehospital Medicine. The new Division of Prehospital Medicine offers courses for GHS staff and providers, as well as local and regional partners, in how to best provide high-quality care for patients before their arrival at a hospital. The division also will provide regional training in disaster preparedness and manage special event medical care for GHS-sponsored activities.
The division is led by Emergency Medicine physician Tom Blackwell, MD.
GHS and Clemson University are offering a graduate-level certificate in clinical and translational research. GHS clinicians, nurses, research support staff and other health professionals interested in research are encouraged to apply. Classes will take place in Greenville, and tuition support is available.
To learn more, visit university.ghs.org/clinical-translational-research-certificate.
In April, the University of South Carolina (USC) School of Medicine Greenville hosted its first Student Research Day. A total of 21 students presented posters, while four gave oral presentations. The presentations highlighted the many opportunities for collaborative research efforts between GHS and academic partners.
This yearlong program provides advanced training in urology for nurse practitioners and physician assistants. The goal of the fellowship is to help advanced practitioners improve access to and the delivery of superior pediatric and adult care in urology practices. Application deadline was June 30, with the fellowship starting in fall 2016.
Find out more at university.ghs.org/gmu.
Research conducted by GHS orthopaedic trauma surgeon Kyle Jeray, MD, and published in The New England Journal of Medicine shows that saline is better than soap in cleaning open fracture wounds and reducing infections. This germinal research is important news for the 250,000 people a year who sustain open fractures, as well as the military, where over 70 percent of injuries involves orthopaedic care.
|Acute Care Hospitals||6|
|Long-term Care Facilities||6|
Access to 6 additional through PATH Membership
|Affiliated Practice Sites||155|
|Licensed Neonatal Intensive Care Bassinets||80|
|Resident Physicians||228 (14 Fellows)|
(includes clinical trials)
|External Research Funding (in millions)||$8.3|
|Affiliated and Employed Medical Staff||1,627 (174 Honorary)|
(included in affiliated staff)
|Echocardiogram Lab Procedures||34,179|
|Inpatient Surgical Procedures
(includes CV surgeries)
|Outpatient Surgical Procedures||33,575|
|Radiologic Procedures||500,000 (approximate)|
|Vascular Lab Procedures||18,933|
|Average Inpatient Daily Census||979|
(includes clinic, ER, MD360® and Home Health visits)
|Medical Center Clinic Visits||125,323|
|Emergency Services Visits||267,019 (26,182 pediatric)|
|MD360® Visits (urgent care)||67,578|
|Home Health Visits||46,906|
|Charity and Government-sponsored Healthcare Services||$47.2|
|Support to the Community and Community Health Partners||$88.4 million|
|Benefits Recognized by CHA||$135.6 million|
Medicare shortfall and bad debt (at cost) also are benefits that the health system provides. The Medicare shortfall represents $173.5 million of unpaid costs when reimbursement falls short of the actual cost of care. Bad debt, which totaled $103.7 million, occurs when patients are unwilling or unable to pay for services and do not seek charity care.
|Medicare Shortfall||$173.5 million|
|Bad Debt||$103.7 million|
|Additional Benefits Recognized by American Hospital Association||$277.2 million|
|Total Quantifiable Community Benefit||$412.8 million|
GHS is a sponsor for Honor Flight Upstate, which organizes two flights a year to Washington, D.C., for World War II and Korean War veterans. The veterans get a chance to visit memorials built in their honor and be recognized for their service. GHS provides a physician, nurses, physical therapists and other employees and volunteers to assist veterans during the trip. The system also donates medical supplies, including wheelchairs.
These girls from Clinton Elementary School are all smiles, having just finished a trial run for their first 5K on May 6.
GHS Children’s Hospital’s Girls on the Run (GOTR) program goes far beyond getting girls to run. The national program, now in its 10th year here, also focuses on empowerment, self-esteem, collaboration, positive body image, community involvement and all-around life lessons. The ultimate goal is to promote good physical, mental, social and emotional health for participants in grades three through eight.
Twice each year—spring and fall—girls across the Upstate complete the 20-lesson GOTR curriculum while preparing to run a 5K. This spring, 195 girls took part at 13 locations. Among the new sites is Clinton Elementary School in the southern Upstate.
Read more in the Summer 2016 issue of Focus on Pediatrics.
Between April and July, nearly 300 pounds of medication were placed in the hospital’s drop box. At this pace, approximately 1,800 pounds of medications could be collected by 2017. Thanks to the project’s success, drop boxes are being installed at Oconee Memorial Hospital and Greer Memorial Hospital in the fall.
The 10th Annual Minority Health Summit was a tremendous success with 2,500+ people in attendance. This free event seeks to educate and increase awareness of major health disparities disproportionately affecting minorities. The focus this year was on diabetes and mental health.
GHS works with minority leaders, churches and organizations to educate, empower and equip individuals to take control of their health through adopting healthy lifestyles. The summit includes physical activity, physician speakers, health-risk assessments and medical information.
GHS serves as presenting sponsor of the TD Saturday Market, a weekly farmers market that takes place from May to October in downtown Greenville. We also sponsored the Spuds & Sprouts booth to help children learn about locally grown foods and have an opportunity to try new fruits and vegetables. Southern Living magazine recently named TD Saturday Market as one of the South’s best farmers markets. Find out more at saturdaymarketlive.com or southernliving.com.
To encourage healthy lifestyles and physical activity, GHS partnered with the Greenville County Recreation District to create the GHS Swamp Rabbit Trail several years ago. The paved trail continues to expand, experience heavy use and provide economic benefits to nearby businesses. Each May, our system hosts the GHS Swamp Rabbit 5K in Travelers Rest. Approximately 6,000 people attended the 2016 walk/run, making it the largest 5K in the state!
Unintentional childhood injury is the top killer of children in the nation. In South Carolina, a child dies every day from such injury; 90 percent of these injuries could be avoided.
Thanks to targeted efforts by Safe Kids™ Upstate (led by GHS Children’s Hospital) over the past 20 years, Pickens, Oconee and Greenville counties have seen a 43 percent drop in childhood deaths from unintentional injuries and a 22 percent decline in unintentional injuries to children. Motor vehicle deaths of those under 5 also have fallen by an impressive 45 percent!
Read the full article from the Fall 2015 Issue of Focus on Pediatrics.
GHS hosts many free or low-cost community events each year, several of which include health screenings.
Here are some free cancer screenings we conducted this fiscal year:
Screenings followed National Comprehensive Cancer Network guidelines and best practices. Anyone with an abnormal result was provided follow-up treatment.
During Take a Loved One to the Doctor Day, Ask-a Doc and Ask-a Pharmacist stations were available for attendees, along with these additional screenings:
GHS also hosted a skin cancer Lunch & Learn in April. Thirty-five people attended the free seminar, which covered the prevention, detection and treatment of skin cancer.
Each fall, GHS administers flu shots for adults at multiple drive-thru and walk-in sites in Greer and SImpsonville. The shots are free and available on a first-come, first-served basis.
|THE OBLIGATED GROUP STATEMENT OF NET POSITION (UNAUDITED)|
|As of September 30, 2016 (In Thousands)|
|ASSETS AND DEFERRED OUTFLOWS OF RESOURCES|
Cash and cash equivalents
Patient accounts receivable, net
Inventories of drugs and supplies
Other current assets
Due from affiliates
Estimated third-party payor settlements
Current portion of assets with limited use
Total current assets
|ASSETS WITH LIMITED USE:|
Held by trustee for debt service
Less current portion
Assets with limited use, net
|DEFERRED OUTFLOWS OF RESOURCES:|
Excess consideration provided for acquisition
Loss on refunding of debt, net
TOTAL DEFERRED OUTFLOWS OF RESOURCES
|TOTAL ASSETS AND DEFERRED OUTFLOWS OF RESOURCES||$ 2,179,275|
|LIABILITIES, DEFERRED INFLOWS OF RESOURCES, AND NET POSITION|
Current portion of obligations under capital leases
Current portion of long-term debt
Total current liabilities
|LONG-TERM DEBT-Less current portion||613,711|
|OBLIGATIONS UNDER CAPTIAL LEASES-Less current portion||3,009|
|OTHER LONG-TERM LIABILITIES||196,683|
|DEFERRED INFLOWS OF RESOURCES:|
Deferred gain on real estate monetization and sale leasebacks
TOTAL LIABILITIES AND DEFERRED INFLOWS OF RESOURCES
Net investment in capital assets
For debt service
For specific operating purposes
TOTAL NET POSITION
|TOTAL LIABILITIES, DEFERRED INFLOWS OF RESOURCES, AND NET POSITION||$ 2,179,275|
|THE OBLIGATED GROUP STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION (UNAUDITED)|
|For the year ended September 30, 2016 (In Thousands)|
|Patient Service Revenues|
Total Patient Service Revenues
|Adjustments to Revenues|
Total Adjustments to Revenues
Net patient Services Revenues
|Other Operating Revenues||73,759|
|Total Operating Revenues||2,134,321|
Salaries and Wages
Temporary and Contract Labor
Other Purchased Services
Total Operating Expenses
|Non-operating Gains (Losses)|
Net non-operating gains (losses)
|Excess of Revenues Over Expenses Before Capital Contributions, Transfers, and Restricted Funds and Other Activity||32,291|
|Loss on Sale-The Cottages at Brushy Creek||(4,110)|
|Transfers from (to) Greenville Health Corporation and Affiliates||242|
|Restricted Funds, Sundry Receipts and Disbursements, net||(5,387)|
|CHANGE IN NET POSITION||24,583|
|NET POSITION-Beginning of year||1,035,665|
|NET POSITION-End of year||$ 1,060,248|
Greenville Health System (GHS) receives numerous awards and recognitions each year. Below is a list of some of those honors received in FY 2016. Each is a demonstration of our commitment to heal compassionately, teach innovatively and improve constantly.
GHS is consistently recognized for our efforts in promoting a diverse and inclusive environment for employees and patients. Here are some diversity honors received this year:
GHS is one of 12 organizations to receive the ECRI Institute’s 2016 Healthcare Supply Chain Achievement Award. This award recognizes health systems and hospitals that follow best practices to reduce costs without negatively affecting quality and outcomes for patients.
In South Carolina, only four hospitals received a 5-star rating—two of them are Patewood Memorial Hospital and Greer Memorial Hospital (and the only ones in the Upstate). Our other facilities were rated at least 3 stars. Greenville Memorial Hospital received 4 stars—only 8 percent of major teaching hospitals garner more than a 3-star rating.
Cancer: CMS has tapped GHS as one of nearly 200 physician group practices and 17 health insurance companies to take part in a care delivery model that supports and encourages higher quality, more coordinated cancer care. The Medicare arm of the Oncology Care Model includes over 3,200 oncologists and will cover approximately 155,000 Medicare beneficiaries nationwide.
Heart Attack and Stroke: CMS also has chosen GHS as one of 516 awardees in 47 states, Puerto Rico and the District of Columbia to help reduce the risk of heart attacks and strokes among millions of Medicare fee-for-service beneficiaries. Healthcare practitioners such as GHS participating in the Million Hearts® Cardiovascular Disease Risk Reduction Model will work to decrease cardiovascular disease risk by assessing a patient’s risk for heart attack or stroke and applying preventive interventions.
GHS was recognized by the South Carolina Hospital Association (SCHA) and Prevention Partners for reaching the highest standards of workplace health and prevention. The system earned straight A’s in four categories: tobacco use, physical activity, nutrition, and overall culture of health and wellness.
Also, GHS received the Gold Medal Award from SCHA’s Working Well initiative and Prevention Partners. This honor recognizes employers who provide and promote opportunities for exercise during work hours and that represent the highest standard of physical activity excellence at the workplace.
Six nurses from across the system were named among the top 100 nurses in the state in 2016: Teresa Billig, Valerie Douglas, Stephanie Dutch, Paula Kemppainen, Lauren Kunkle and M. Blake Wilson. Nurses are recognized with the Palmetto Gold Award for providing excellent patient care and demonstrating a strong commitment to the nursing profession. Since the program was introduced in 2002, 95 GHS nurses have been named Palmetto Gold recipients.
Sixteen GHS practices have earned the COLA Laboratory Excellence Award. COLA is a national laboratory accreditation organization sponsored by the American Academy of Family Physicians, American College of Physicians and American Medical Association. This distinction is given to laboratories that apply rigid standards of quality in day-to-day operations, demonstrate continued accuracy in proficiency testing and pass a rigorous on-site laboratory survey.
GHS has received the Data Completeness and Timeliness Gold Award from the South Carolina Central Cancer Registry. The award recognizes excellence in data management from July 2015-June 2016.
Patewood Memorial Hospital (PMH) was recognized as one of the best hospitals for 2016-17 in orthopaedics by U.S. News & World Report. The hospital is ranked #19 in the nation and the only hospital in the state to be ranked in this specialty.
PMH was named “high performing” in hip replacement by U.S. News & World Report. Greenville Memorial Hospital (GMH) also was named high performing in heart failure, colon cancer surgery and chronic obstructive pulmonary disease.
Six GHS hospitals received the annual Certified Zero Harm Award by the S.C. Hospital Association: Greenville Memorial, Greer Memorial, Hillcrest Memorial, Laurens County Memorial, Patewood Memorial and Baptist Easley (of which GHS is half owner). The awards are given when no preventable hospital-acquired infections of a specific nature are recorded during the reporting period.
Greer Memorial Hospital was approved for a Magnet site visit by the American Nursing Credentialing Center Magnet Appraisal Committee. The November 2016 visit will include an in-depth assessment of process, structure, patient outcomes and organizational culture reflecting Magnet model components. Magnet status is a designation given to hospitals that satisfy a set of criteria measuring the strength and quality of their nursing services.
Oconee Memorial Hospital has earned Baby-Friendly Designation. This international designation recognizes hospitals and birthing centers that offer an optimal level of care for infant feeding and mother/baby bonding.
The national Robert A. Warriner III, MD, Center of Excellence award was presented to Upstate Would Healing and Hyperbaric Medicine Center, part of Laurens County Medical Campus, for achieving high patient satisfaction and healing rates over a two-year span. Only 110 of 600+ eligible centers earned this honor; the Laurens center has received this award six times!
In addition, Baptist Easley Wound Care and Hyperbaric Center was recognized for excellent outcomes with a Center of Distinction Award from Healogics, the nation’s largest provider of advanced wound care services. Last year, the Easley center treated 900 wounds. (GHS is part owner of Baptist Easley.)
For the third year, Baptist Easley has received Excellence Recognition from WorkHealthy America for workplace health and prevention. This award is given for achieving top levels of excellence in three areas: tobacco cessation, healthy food environment and physical activity availability. Ten health organizations in the state have earned this status; just 23 have done so nationwide.
GMH has achieved the highest designation—Blue Distinction Center Plus—from BlueCross BlueShield. This distinction is attained by meeting all quality, patient safety/outcomes and cost measures.
Both Laurens County Memorial Hospital and Greer Memorial Hospital received Safe Surgery Hospital designation from the S.C. Hospital Association. The designation is awarded to hospitals that implement a Surgical Safety Checklist to help ensure patient safety.
Greenville Memorial Hospital was named one of five hospitals in South Carolina as a leader in LGBT Healthcare Equality by the Human Rights Campaign Foundation. 2016 marks the fourth year that the hospital has received this honor.
GMH is among 700 hospitals nationwide that have earned Quality Respiratory Care Recognition. The American Association of Respiratory Care started the program in 2003 to help consumers identify facilities that use qualified respiratory therapists to provide respiratory care.
Laurens County Memorial Hospital was voted Best Hospital by readers of the Clinton Chronicle. 2016 marks the 11th year in a row that the hospital has received this honor from the Readers’ Choice contests sponsored by the local newspaper.
Greer Memorial Hospital was recognized with the Chief’s Award from the Greer Police Department. The award was given to thank the hospital for its support, including meals on snowy and icy days, when restaurants were closed.
Greenville Memorial Hospital received the National Research Corporation’s Consumer Choice Award for being one of the nation’s top hospitals that consumers choose for delivering high-quality care. GMH is the only hospital in the state to have won this prestigious award every year since the award’s inception in 1996.
GHS, Pathology Associates of Greenville (an exclusively contracted physician group) and the Greenville County Medical Examiner’s Office have been accredited as a medicolegal autopsy facility for five years by the National Association of Medical Examiners—just the second facility in the nation to earn this status!
Greenville Memorial Medical Campus earned American College of Radiology accreditation for all five of its imaging rooms. Accreditation lasts three years.
Greenville Memorial Hospital has received recertification from The Joint Commission as a Primary Stroke Center. This certification validates the high standards met by the program and the excellent care provided to those who have had a stroke.
For the second time, Patewood Memorial Hospital earned two-year certification from The Joint Commission for program management of hip/knee/shoulder joint replacement surgery. The commission awarded certificates of distinction based on the hospital’s compliance with national standards, clinical guidelines and outcomes of care.
The Cystic Fibrosis (CF) Foundation has escalated accreditation for the Division of Pediatric Pulmonology and Cystic Fibrosis Center to a Core Center. This status recognizes the growth and development of the CF center and the continued excellent care provided by the multidisciplinary team of healthcare providers, nutritionists, social workers, respiratory therapists and others.
For several years, GHS has worked with the Care Coordination Institute to better respond to shifts in healthcare reimbursement. One example is GHS’ participation with MyHealth First Network in the Medicare Shared Savings Program (MSSP). Through this program, networks take accountability for the health of a population based on certain clinical measures, for instance, chronic disease management.
Networks that improve the population’s health and spend less money in the process get to share in those savings. In its first year of taking part in the MSSP, MyHealth First Network—of which about half of its physician participants are employed by GHS—cut Medicare costs by about $17.5 million among a population of 60,000 patients! The results ranked the network No. 2 in the nation for a first-year participant, and the Centers for Medicare & Medicaid Services recognized it as a “high achiever.”
A photo exhibit by renowned fashion photographer Rick Guidotti showcases the beauty of special-needs children. Guidotti visited the Wonder Center, GHS’ day treatment facility for medically fragile children, in spring 2015 to take pictures of these children.
The exhibit, titled “Positive Exposure,” debuted November 2015. The photos are on display outside of the Pediatric Intensive Care Unit at Greenville Memorial Hospital.
Baptist Easley is a 50/50 ownership/operation venture between GHS and Palmetto Health intended to enhance access to care, improve quality, and facilitate coordination of care between the area's community and tertiary care hospitals. The highly regarded facility recently unveiled a new logo—together with a new mission and vision—that reinforces the hospital’s innovative leadership and commitment to preserve health and enhance the lives of a growing regional community of patients, residents and clients.
New mission: Serve compassionately. Inspire others. Personalize the experience.
New vision: To be the best in community health care.
Learn more at baptisteasley.org.
Greenville Health System is committed to bridging communication and cultures compassionately and innovatively for the patients, families and communities we serve. That’s why Language Services offers interpretation and translation services for free to patients who need them.
The department’s team of qualified medical interpreters provides services in person, over the phone or by video—totaling over 83,700 encounters this year! These highly trained interpreters serve GHS hospitals, outpatient facilities and physician practices and are stationed on-site at several locations.
GHS is one of the few health systems in the nation with a team of in-house translators. This team translates a variety of GHS documents to ensure that patients with limited or no English proficiency have access to print materials. Last year, the team translated more than 511,000 words!
This fiscal year, our interpreters …
Our team provides access to more than 200 languages. In addition to Spanish, commonly requested languages include Vietnamese, American Sign Language, Arabic and Chinese.
Patients can request an in-person or over-the-phone interpreter at any time by calling (864) 455-7000.
Our Supplier Diversity program works directly with minority, veteran and women-owned businesses. We collaborate with the Greenville Chamber Diversity and Inclusion Program as well as the Minority Economic Development Institute to maximize exposure for minority businesses through supplier matchmaking sessions and business expositions. Additionally, GHS participates in the Carolinas-Virginia Minority Supplier Development Council to identify new suppliers, share best practices and create opportunities for minority businesses to take part in our bid process.
GHS continues to strive for a diverse workforce to better serve our varied patient populations.
|American Indian/Alaskan Native||0.14%|
|Native Hawaiian/Pacific Island||0.06%|
|Two or more races||0.79%|
GHS’ Diversity Department hosted the 9th Annual Martin Luther King Diversity Leadership Awards Luncheon. The 200 attendees heard from Dr. Damon Tweedy of Duke University Medical Center, author of Black Man in a White Coat. A GHS employee and department also were honored. Jordanie Mertil, catering coordinator at Oconee Memorial Hospital, won the individual award for advancing the legacy of Dr. Martin Luther King in Oconee and through her work in Haiti. The Nurse-Family Partnership (pictured below) won the departmental award for transforming the lives of vulnerable first-time mothers and their babies.
Employee Resource Groups are voluntary, employee-led groups sponsored by the Diversity Department. Our five groups total 676 members and were busy this year.
This council promotes equality and inclusion at GHS while fostering positive relationships with the community. Membership is made up of community representatives and GHS employees whose job roles impact the effectiveness of GHS’ diversity efforts.
In 2015, the GHS LGBT Patient Care Collaborative was established. This collaborative consists of doctors and other clinical specialists committed to delivering safe and affirming health care that meets the needs of lesbian, gay, bisexual, and transgender patients and their families. The group has added an LGBT page on the Diversity website and is training clinical leaders on the unique medical needs of LGBT patients.
In 2016, the Diversity Department created the GHS’ first Health Equity Task Force. The task force focuses on systemwide solutions to health equity issues within GHS.
Through its sustainability initiative, Greenville Health System is committed to protecting the environment, conserving natural resources and being a good community steward. GHS has a Sustainability Committee that meets quarterly. This multidisciplinary team discusses current projects throughout GHS and opportunities to increase sustainability systemwide. Read on to learn ways that GHS saved resources in FY 2016.
Energy efficiency refers to products or systems using less energy to do the same or better job than conventional products or systems. Studies show that such efforts could reduce the nation's total energy demand by 20% by 2025.
GHS energy reductions are equal to savings of greenhouse gas emissions from …
1,275,254 pounds of coal burned or energy use for one year of 126 homes
GHS energy reductions equal to saving of CO2 emissions from …
1,270,707 miles driven by an average passenger vehicle or 18,795 incandescent lamps switched to LEDs
In FY 2016, our solid waste was diverted from the landfill through creative measures that encourage reuse, recycling or composting of waste. Proper disposal of waste, or waste management, relocates waste to areas where it can be left, incinerated or disposed of safely. Removing waste from public areas helps reduce risks to overall health, decrease exposure to biohazards and decrease pest infestation.
GHS waste reduction efforts resulted in the following last fiscal year:
GHS will continue to seek ways to further reduce transportation, waste and energy needs in 2017.
Why We Do What We Do showcases GHS employees as they connect back to purpose and share why they do what they do. These brief videos come from across the health system and illustrate the many ways our team members strive to improve community health and transform the delivery of medical care. Here are two we’d like to share:
Learn how care managers help assess, guide and manage patients’ care so that those we are privileged to serve receive the right care at the right time in the right place.
Find out how expanded practice hours not only make it more convenient and timely for patients to see a provider, but also benefit our team members in offering patients an enhanced healthcare experience.
William and Annette Bradshaw have provided the single largest legacy gift in GHS history to establish the Bradshaw Institute for Community Child & Health Advocacy. One of just a handful of similar efforts in the country, the Bradshaw Institute could pave the way for national changes in pediatric care.
The Bradshaw Institute will further the pursuit and promotion of children’s health through research, programs, services, advocacy and continuing education. Removing disparities in healthcare delivery for at-risk youth, reducing obesity and injuries, and promoting healthy child development are just a few services that will be emphasized.
The Bradshaws were recognized during a naming ceremony June 1 at the University of South Carolina School of Medicine Greenville.
A new fundraising record was set for Dragon Boat racing during the 10th Annual Dragon Boat Upstate Festival—$580,235.77!
About 30 teams were challenged to raise $3,500 each to participate in the race across Lake Hartwell on April 30. Proceeds from the Dragon Boat Festival benefit cancer research and survivorship programs at the Cancer Institute of Greenville Health System, Winn the Fight and South Carolina Ovarian Cancer Foundation. To date, Dragon Boat Upstate Festival has raised over $1.7 million for local cancer research and rehabilitation.
Matt Smith, president of 22 Dragons, a company that organizes dragon boat races globally, stated, “As a director of dozens of races all over North America and the world, I have never seen a more supportive community than the Upstate of South Carolina and its festival. It is unmatched in two important things: the level of emotion and people giving.”
A $1 million gift from longtime GHS neonatal physician Jerry Ferlauto, MD, and wife Natalina will endow and grow an innovative program to help families cope with the complex needs of chronically ill children. Technology advancement has allowed more and more children with complicated diagnoses to extend their lifespan. However, providing their care requires intensive support and close medical management to help these children thrive.
The goal at the Ferlauto center is for the patient and family to see the same doctor every visit, which will reduce stress and save time for parents. The pediatrician will partner with a team of care coordinators, nurses, dietitians, and social workers to ensure children receive the medical care and support they need. Staff members also will assist families in coordinating visits with multiple specialists, when possible, in a single location.
Spence M. Taylor, MD President
Gregory J. Rusnak Executive Vice President and Chief Operating Officer
James Ellis, MD Vice President of Clinical Affairs and Clinical Chief of Staff
Paul Johnson Vice President and Chief Operating Officer of the Central Region
George F. Maynard III Vice President of Institutional Advancement
Terri T. Newsom Vice President of Financial Services and Chief Financial Officer
Rich Rogers Vice President of Information Services and Chief Information Officer
Michelle Taylor-Smith Vice President of Patient Care Services, Chief Nursing Officer and Chief Experience Officer
Brenda J. Thames, EdD Vice President of Academic and Faculty Affairs
Greenville Health System is part of a health company led by the Strategic Coordinating Organization (SCO). The SCO provides strategic direction and corporate services to its affiliates, including GHS.