Fiscal Year 2017 (October 1, 2016-September 30, 2017) was a time of transition and opportunity for Greenville Health System (GHS). One key example is the partnership announced by GHS and Palmetto Health to create a private not-for-profit, locally governed health company aimed at shaping and leading the future of health care for all South Carolinians.
Throughout the 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 15,500 employees are striving to transform health care for the people and communities we serve.
At GHS, 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 2017. Green indicates the target was met; red signifies an opportunity for improvement.
We work to transform health care.
|Annual Employee Opinion Survey||% Participation||87%||89%|
|Wellness Measure A1c||Percent Reduction||3%||4.2%|
We make patients and families the focus of everything we do.
|Inpatient Satisfaction||Average %-ile Rank of 8 HCAHPS Domains||73rd %-ile||69th %-ile|
|Physician Practices||Average %-ile Rank of UMG Physician Practice Scores||58th %-ile||54th %-ile|
|Emergency Services||Average %-ile Rank of ES||46th %-ile||17nd %-ile|
We provide the right care at the right time in the right place.
|Magnet® Journey||Desired Outcome Made at Greer & GMH Toward Magnet Designation||Magnet Status Achieved at Greer & GMH Site Visit Scheduled||Achieved|
|C-diff Cases||15% Reduction||<205||169|
We partner with many communities to improve health.
|MyChart Use||% Account Activation||25%||28%|
We responsibly direct our resources to support our mission.
|Operating Margin*||Operating Margin*||1.0%||1.3%|
|Per Member Per Month Spend||Average Spend||<$507||$496|
*Operating margin represents operating income divided by total revenue. Total revenue includes Net Patient Service Revenue and other revenue such as philanthropic contributions. Operating income includes total revenue less all expenses incurred to operate a hospital. A healthy operating margin is necessary for a hospital to invest in capital and technology and further position it to meet the needs of its constituents.
We educate to transform health care.
|Peer-reviewed Journal Articles with GHS Attribution/Identification||Number of Articles Published||250||312|
|Conscious Professionalism Survey||19% Increase from 2016 Survey Participation||5,645||19,051|
Patients and their families are the focus of everything we do at GHS. As a result, our employees are committed to healing compassionately, as demonstrated in these recent initiatives.
Patients with low-risk pregnancies at select OB/GYN practices now can deliver at Patewood Memorial Hospital.
The spacious maternity unit includes 10 labor and delivery rooms and 30 postpartum rooms. Rooms also contain tubs for women desiring water therapy during labor.
Pediatric hospitalists trained in neonatology and newborn care are in-house around the clock. The quiet unit also features Delivery Buddy, a telehealth program that brings neonatologists to the bedside through secure video when needed. Lactation consultants and other support staff also are available on-site. (See photo at top.)
Scribes play an important role in the Team Care Medicine (TCM) approach in use at a handful of GHS practices. In this approach, a certified medical assistant (CMA) helps providers throughout the entire appointment in four ways:
Benefits of this approach are that patients spend more face-to-face time with providers, who can focus their full attention on patients—not the computer or administrative items. And because the office visit is being streamlined seamlessly with a CMA in the pre- and post-care phases as well as in the scribe role during the actual exam, practices have seen a 29% growth in visits and a 37% increase in wRVU (work Relative Value Unit) productivity.
A win-win for patients and providers, TCM is being deployed to more practices throughout the system.
As part of its ongoing efforts to attain Baby-Friendly designation, The Family Birthplace–Greer is using a “second skin” baby wrap. The wrap promotes skin-to-skin bonding immediately after delivery and throughout the newborn’s hospital stay. It also can prevent infant falls if the mother gets drowsy during feeding. Best of all, the wrap can be taken home. (Yes, dads use wraps, too.)
Both GMH and Oconee Memorial Hospital have earned Baby-Friendly designation—an international recognition for hospitals and birthing centers offering optimal care for infant feeding and mother/baby bonding.
For families experiencing a stillbirth, the grieving process can be overshadowed by necessary medical procedures following delivery. A $3,000 device called CuddleCot gives some of this healing time back to families by extending the period in which a stillborn baby can remain in a hospital room.
The CuddleCot, which can be placed in a bassinet, circulates cool water under a baby’s body. The circulation can preserve a stillborn baby’s body for up to five days, allowing families more time to grieve the baby through holding him or her, taking photos and measurements, and accepting visits from loved ones. By extending the time families have with the baby, families can honor the life of the child and say goodbye at their own pace.
CuddleCot is made possible through the generosity of an Upstate mother who lost her first child through stillbirth. It is located in the Bereavement Nursery.
Children receiving therapy at GHS Kidnetics now have a new way to move, thanks to a donation of two Go-Baby-Go cars. These retrofitted ride-on cars are driven by toddlers with mobility challenges. The modifications help toddlers gain independence at a younger age, allowing them to reach cognitive, social and motor developmental milestones at a faster pace.
A new specialty program, also at Kidnetics, provides relief for young patients with pelvic floor dysfunction, such as bedwetting, pain when urinating, constipation and fecal incontinence. Treatment is provided by a physical therapist trained in pediatric pelvic floor disorders.
DigniCap® Scalp Cooling System reduces the likelihood of chemotherapy-induced hair loss in cancer patients with solid tumors, with many patients experiencing less than 10% loss! Nurses at the Eastside location of GHS’ Cancer Institute have received training in this new technology. Click here to learn more.
GHS is revolutionizing breast cancer care with the aid of SAVI SCOUT®, which uses radar instead of wire to help surgeons pinpoint breast cancer tissue during lumpectomies. It is the world’s only non-radioactive, wire-free breast localization system.
With SAVI SCOUT, the radiologist places a tiny, highly sophisticated reflector at the tumor site up to 30 days before surgery. During surgery, the surgeon scans the breast using the SAVI SCOUT guide, which emits infrared light and a radar signal to detect the reflector.
The alternative is wire localization—inserting a wire into the breast to find the target tissue. With this approach, the wire might move before surgery, leading to re-excisions and an undesirable cosmetic result. The wire can cause discomfort, too. And with the wire, patients must undergo two procedures—wire insertion and surgery—on the same day. But with SAVI SCOUT, the patient undergoes only one procedure at a time several days or even weeks apart. CLICK HERE to read about a patient’s experience with this new procedure.
The Small Baby Unit in the Bryan Neonatal Intensive Care Unit (NICU) is the first of its kind in the state. Most babies admitted are between 23-28 weeks’ gestation and typically spend a month or two. The unit includes 17 beds and is designed to help these fragile patients develop.
This unit features dim lighting and low noise levels. Developmental positioning aids allow for minimal handling and movement. Care is provided by specialized nurses who have experience working with very low and extremely low (1,000 grams or less) birthweight babies. Learn more in this news story by WSPA.
The Angel Eye camera system lets parents and families outside the Bryan NICU continue to bond with their baby inside the NICU through live video streaming and one-way audio at the bedside.
Parents receive a unique code to set up a password for their baby’s camera, which they can then share with family and friends. The camera runs except during nursing time or medical procedures. A total of 37 internet-based cameras have been installed, one for each newborn’s bassinet.
These cameras wield additional physical and psychological benefits, including assisting mothers with lactation, helping introduce the newborn to younger siblings who cannot be in the NICU, celebrating baby’s milestones and easing the family’s anxiety. Click here to learn more.
The Bryan NICU now offers families a private, homelike space to spend time with their newborn and make memories when the baby’s death is imminent.
This suite provides a space where photographers can be brought in; baptisms can take place; parents can bathe, dress and hold their babies; and family and friends can gather. The suite serves as a “home within the hospital” and helps make a traumatic experience more bearable. Funds for the suite were provided by a family who had experienced infant loss.
Teaching is more than graduate medical education, and learning can take place in a variety of venues. Look below to learn some of the innovative ways GHS is educating others.
Clemson University, in partnership with GHS, is expanding its nursing program in Greenville to help meet the growing need for nurses as well as bolster health innovation and research efforts. Through the expansion, Clemson’s Bachelor of Science in Nursing degree program can grow from 352 students to 800 over the next six years. The expansion also will increase the number of clinical placements within GHS.
Nursing students will begin coursework on Greenville Memorial Medical Campus (GMMC) in fall 2018, after completing their first two years at Clemson. The program will be housed in the Clemson University Center for Nursing, Health Innovation and Research—a four-story clinical learning and research building at GMMC that offers a hospital-like environment with virtual reality IV simulators, high-fidelity human patient simulators and space for academic collaboration and interprofessional training. (See rendering above.)
Five freshmen at Furman University considering medical school have an opportunity to receive support and guaranteed admission to University of South Carolina (USC) School of Medicine Greenville, thanks to the new Direct Entry Program. The pipeline program helps accepted Furman students chart a pathway to medical school and allows the medical school to identify talented South Carolina students interested in health care.
USC School of Medicine Greenville enrolls over 300 students—about 10 percent are Furman graduates. Students accepted into the Direct Entry Program must maintain a 3.5 grade point average, take courses in biology, chemistry, physics and the humanities, and meet additional academic requirements.
This program is part of Furman’s Institute for the Advancement of Community Health, which launched October 2016 and unites experts in academia, health care and the non-profit sector in improving community health. Furman is GHS’ academic undergraduate partner.
GHS has evolved into a major healthcare delivery system and academic health center that provides clinical education to more than 5,000 students annually. As a result of this growth, GHS has established a limited liability company—Health Sciences Center (HSC)—to oversee and manage all GHS teaching, workforce development, research and entrepreneurial activities.
HSC has three areas of focus:
• Oversee planning for and assign all academic programming in the GHS clinical learning environment
• Sponsor graduate medical education
• Oversee business development, funds flow, financial operations and economic development for GHS in partnership with Clemson University, Furman University, University of South Carolina and others
HSC is a unique opportunity for GHS to lead the transformation in health care, higher education, philanthropy and economic development while creating better lives for South Carolinians.
Visit hsc.ghs.org to learn more.
As the state’s third Project Search site, Baptist Easley—in partnership with the Pickens County School District, S.C. Vocational Rehab, and the Pickens County Board of Disabilities and Special Needs—provides transitional job skills to high school seniors with disabilities and special needs. (GHS is part owner of Baptist Easley.)
These students (along with their teacher and job coaches) take classes in the hospital; each must complete three internships as well. At Baptist Easley, internships take place in areas such as Environmental Services, Food and Nutrition, Radiology, physician practices and nursing units.
The hospital’s first class of seven students (see photo) resulted in all interns securing paying jobs in the community!
Press Ganey Associates Inc., a national agency, requested a site visit of Patewood Memorial Campus to shadow staff and learn what makes the campus so successful. The agency wanted to share the findings with its clients through a best practice study in an upcoming publication.
To achieve our vision and mission, GHS must continue to improve and adapt to the ever-changing healthcare environment. The information below illustrates leadership in access, patient care, efficiency and community enhancement.
Greenville County, Bon Secours St. Francis Health System and GHS have partnered to introduce PulsePoint, a smartphone app that engages everyday citizens in providing lifesaving assistance to victims of sudden cardiac arrest. Generous support from Bon Secours St. Francis Health System and GHS has made the app available for free.
Citizens who know CPR, off-duty first responders and healthcare professionals can download the PulsePoint app. Then, when Greenville County EMS personnel get an emergency 911 call that involves cardiac arrest in a public forum, they activate the location-based technology of the app, alerting those citizens nearby who can start CPR right away.
In 2016, GHS launched Healthy Greenville 2036, a one-of-a-kind initiative that supports our commitment to making a difference in the health and wellness of our communities. Healthy Greenville is an $80 million, 20-year pledge to help make Greenville County the healthiest county in the nation by 2036.
The initiative is led by the Greenville Health Authority (GHA) Board of Trustees (formerly the GHS Board of Trustees), which announced the first grant recipients in September. These nine grants amount to $12.4 million and target chronic issues such as diabetes, mental illness and obesity, as well as social determinants and other factors that impact access to care. These areas were chosen because they were identified as top concerns in the 2016 Community Health Needs Assessment.
GHS will provide $4 million a year to the GHA Board of Trustees for grants supporting health-related care, research and education benefiting Greenville County residents. Programs funded will create new jobs and strengthen workforce development through enhanced job training. Nearly 130 organizations submitted letters of intent for consideration during the initial grant cycle.
In June, GHS and Palmetto Health announced a plan to create a private not-for-profit South Carolina health company. Together, the organization will have the scale, scope and resources required to address the serious health issues—including obesity, diabetes and stroke—that plague South Carolinians.
Leadership rests with GHS’ Mike Riordan and Palmetto Health's CEO Chuck Beaman. While this partnership will bring some changes, many things will remain the same.
Read more on the new health company at www.SCBetterTogether.org.
GHS, Greenville County, Furman University, United Way of Greenville County and 2-1-1 have unveiled a community information map called imap. The goal of imap is to make it easier for residents to locate essential life services like food, housing and health care in Greenville County.
The map was developed by Greenville County with help from students and professors at Furman University. Together, the team spent months meeting with local organizations to identify essential services across the county and then used geocoding—an automated process that compares a list of addresses against a database to calculate coordinates—to plot 1,000+ services.
This map also can be used by decision-makers (such as health and public safety officials and county planners) or by private businesses and residents to analyze distribution of community assets and service areas to gauge where services need to be added or enhanced.
In partnership with GHS, Furman University has launched the Institute for the Advancement of Community Health. The institute will expand Furman’s research into the health of the community and allow students to pursue more internships as well as research and mentorship opportunities.
Read on to learn about one component of the institute, the Medical-Legal Partnership (MLP):
GHS, Furman University and South Carolina Legal Services have formed the state’s first MLP—and the first of nearly 300 in the country that partners with an undergraduate institution. This collaboration focuses on reducing health-harming problems that have legal remedies while educating clinicians, attorneys and students about those issues facing vulnerable populations. An example is families living in substandard housing with mold, insects or rodents that may be affecting health, such as asthma.
The MLP received 210 patient referrals in its first year.
Growing, cooking and eating fresh fruits and vegetables received “seed money” from GHS, which joined Clinton Community Garden in a three-year partnership to expand access to fresh food.
Clinton Community Garden will use the money to finish its flagship garden on South Bell Street and start a second community garden. The garden’s mission of promoting healthy eating fits perfectly into the health system’s overall regional goal of a healthier population.
Produce raised in the garden goes to United Ministries. Last July through September, the garden donated 125 pounds of produce.
During FY 2017, the system established or added locations to several practices, increasing patients’ access to primary or specialty care.
New or expanded GHS practices include the following:
Other expansions include adding more on-site clinics in upstate businesses, along with increasing the number of Upstate Pharmacy sites (and hours) and ATI physical therapy locations (GHS is 20 percent owner of ATI).
Additionally, Baptist Easley joined with GHS to expand Baptist Easley’s Hospitalist Services and Emergency Medicine team. GHS is part owner of Baptist Easley.
In addition to practice news, a clinical institute and division debuted, as well as several new centers. These entities include the following:
In May, GHS began releasing many lab results to MyChart after one calendar day instead of three business days. This change is aimed at enhancing the patient experience.
To help decompress CT and MRI schedules at Greenville Memorial Hospital, the Patient Scheduling department is routing many routine outpatient imaging studies to ambulatory departments throughout GHS. This effort allows for more timely studies for hospital or emergency patients, and it also avoids prolonged wait times for outpatients. Whenever possible, patients are scheduled at the most convenient location that meets their imaging needs.
Epic is an electronic medical record (EMR) and billing system that began being piloted in GHS outpatient practices in 2015. This software combines GHS’ many different EMRs into one enterprise-wide medical record, reducing redundancy, saving costs and improving continuity of care for patients.
GHS’ Laurens and Oconee hospitals implemented Epic in October 2016. With Epic, clinical information, registration, patient scheduling and billing are on the same efficient system. Plus, clinical information can be shared effectively—and securely—with the entire health community.
GHS has begun implementing a secure text messaging application called TelmedIQ that allows providers to send texts with protected health information. It has many features, such as one-button responses and integration with on-call schedules. TelmedIQ is HIPAA compliant and was first piloted at Greer Memorial Hospital.
A direct line exists 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.
GHS’ three-year Emergency Medicine Residency Program exposes residents to critical care, pediatrics and community emergency medicine. Residents also rotate through multiple medical and surgical subspecialties to gain experience in emergency medical services, ultrasound, toxicology and administration. The 10-person residency started in July and is the system’s 16th residency/fellowship. (See photo above.)
One advantage of offering graduate medical education is that doctors often stay where they train. That means the nationwide provider shortage may not be as critical here as elsewhere.
The University of South Carolina (USC) and GHS are expanding their partnership to include a focus on commercialization of innovative research and technologies that could improve the health of residents in South Carolina and beyond.
Under the agreement, USC’s Office of Economic Engagement will help identify opportunities for clinicians and others at GHS’ Health Sciences Center and the USC School of Medicine Greenville to connect with industry partners, bridging the gap between leading-edge health research and development of new patient treatments.
For the second year in a row, the USC School of Medicine Greenville’s senior class celebrated a 100% residency placement rate during the school’s annual Match Day ceremony. The Class of 2017’s residency placements included an array of specialty programs, such as orthopaedic surgery, radiology, pediatrics and neurology.
Retired physician H. Harlan Stone, MD, and his late wife, Jean Martin Stone, have made a $2 million donation to create the Stone Chair of Surgery, a first-of-its-kind endowment for the system. The endowment will play an important role in the development, growth and stature of the GHS Department of Surgery, including the support of clinical research.
Dr. Stone held faculty positions at several teaching hospitals, including GHS and USC School of Medicine. Widely recognized for his contributions to teaching and research, Dr. Stone has published many scientific works and been involved in all major surgical societies.
USC’s Arnold School of Public Health has added a satellite program in Greenville. Faculty will work alongside clinicians at GHS to get a real-world look at what issues are keeping patients from living healthier lives. This partnership will help GHS develop practical ways to address health issues such as stroke, diabetes, heart disease and obesity in the community.
Researchers will look at ways to engage patients in healthy behaviors, improve communication between patients and providers, and identify technological approaches that can make care more efficient and less costly, such as telehealth. They also will look at maximizing care by improving practice organization and management.
The expansion is a partnership with GHS’ Health Sciences Center and USC School of Medicine Greenville that will focus on research and eventually allow students to receive graduate degrees in public health fields and degrees that combine public health with other health disciplines.
Development of a Rural Track Residency program recently was approved for the Greer and Oconee campuses. At Greer, for example, there will be a Family Medicine residency with 18 residents, a General Surgery residency with 15 residents, a Psychiatry residency with 24 residents, a Neurology residency with 8 residents, an EM residency with 3 residents and 2 Sports Medicine Fellows. A residency clinic will be constructed on campus.
The programs are slated to begin in 2020 and 2021 and reach full capacity by 2025. A concerted effort will be made to retain the graduating physicians, thus increasing access for patients and reducing doctor shortages for the Upstate.
|Acute Care Hospitals||6|
|Long-term Care Facilities||5|
|Wellness Centers Access to 6 additional through PATH Membership||1|
|Affiliated Practice Sites||167|
|Licensed Neonatal Intensive Care Bassinets||80|
|Resident Physicians||222 (13 Fellows)|
|Research Publications/Book Chapters||312|
|Research Studies Reviewed by GHS IRB||1,324|
|Active Clinical Trials (included in research studies)||413|
|External Research Funding (in millions)||$11|
|Affiliated and Employed Medical Staff||1,652 (183 Honorary)|
|Employed Physicians (included in affiliated staff)||1,058|
|Echocardiogram Lab Procedures||29,106|
|Inpatient Surgical Procedures (includes CV surgeries)||16,869|
|Outpatient Surgical Procedures||33,892|
|Vascular Lab Procedures||18,308|
|Average Inpatient Daily Census||813|
|Outpatient Visits (includes clinic, ER, MD360® and Home Health visits)||3,869,246|
|Medical Center Clinic Visits||132,928|
|Emergency Services Visits||256,483 (26,370 pediatric)|
|MD360® Visits (urgent care)||70,856|
|Home Health Visits||44,383|
GHS uses guidelines set by the Catholic Health Association (CHA) that allows for equitable comparisons of community benefits among healthcare institutions. In recognizing the importance of community outreach in ensuring a high quality of life for all residents in the region, GHS offered support in a variety of ways during FY 2017 (October 2016-September 2017): For instance, the system was involved in over 250 diverse community events.
To help meet the medical needs of upstate citizens who have no healthcare coverage and cannot afford to pay for healthcare services, GHS provided over $49 million in charity and government-sponsored healthcare (at cost) in FY 2017.
Community benefit programs encompass community health services, education of health professionals, subsidized health services, research, and financial and in-kind contributions. In addition to offering health fairs, screenings and information sessions, GHS works with community groups and educational institutions to train healthcare workers and to ensure access to basic medical services for everyone.
|Charity and Government-sponsored Healthcare Services||$49.1 million|
|Support to the Community and Community Health Partners||$94.9 million|
|Benefits Recognized by CHA||$144 million|
Medicare shortfall and bad debt (at cost) also are benefits that the health system provides. The Medicare shortfall represents $177.4 million of unpaid costs when reimbursement falls short of the actual cost of care. Bad debt, which totaled $96.8 million, occurs when patients are unwilling or unable to pay for services and do not seek charity care.
|Medicare Shortfall||$177.4 million|
|Bad Debt||$96.8 million|
|Additional Benefits Recognized by American Hospital Association||$274.2 million|
|TOTAL QUANTIFIABLE COMMUNITY BENEFIT||$418.2 million|
One example of providing affordable care contained within the community benefit report is the Medication Assistance Program. The system’s Upstate Pharmacy division created Upstate MAP (Medication Assistance Program) in 2016. The goal is to improve patient health by providing access to free medications for those in need who cannot afford them. Upstate MAP also helps patients who have insurance but cannot afford their co-pay. Multiple funding sources are used, including manufacturer assistance programs, foundational funding and other patient advocate programs like Dispensary of Hope.
In keeping with our aim to create a healthier population, Upstate MAP staff (four pharmacy technicians and 0.25 of a pharmacist) work to meet patient-specific needs across the system’s four regions. In FY17, Upstate MAP provided assistance to more than 2,500 patients, generating over $6 million in medication and co-pay savings!
In FY 2017, GHS provided $349,454,187 in care for Medicaid patients and $780,696,158 in care for Medicare patients at our four Greenville County hospitals: Greenville Memorial, Patewood Memorial, North Greenville and Hillcrest Memorial (see below).
|Total Charges||Payor Mix by Total Charges|
|Private/Managed Care Insurance||$506,873,877||29%|
To encourage healthy lifestyles and physical activity, GHS partnered with the Greenville County Recreation District several years ago to create the GHS Swamp Rabbit Trail. 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 5,000 people attended the 2017 walk/run, making it among the largest such events in the state!
The 11th Annual Minority Health Summit was a great success with 1,000+ people in attendance—including youth. This free event seeks to increase awareness of major health disparities disproportionately affecting minorities. The focus this year was on diabetes and mental health, with a special emphasis on young people.
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 included 200 free health screenings for diabetes and high blood pressure, and 50 community agencies were on hand to provide information and answer questions.
Project Rx, a community collaborative dedicated to proper disposal of unused or expired medication, has added permanent drug disposal boxes at Greer Memorial Hospital and Hillcrest Memorial Hospital. Last fiscal year, Greenville Memorial Hospital and Oconee Memorial Hospital set up permanent disposal boxes.
This free service is open to the public and available 24/7 for discarding unwanted or expired prescriptions, over-the-counter medications, vitamins, supplements and veterinary drugs. Needles and syringes are not accepted.
A ninth car seat inspection station has been added in the Upstate. The Lake Cunningham Fire Department in Greer offers free car safety seat inspection services for expecting parents and parents of young children. All nine stations are sponsored by Safe Kids™ Upstate, a part of Children’s Hospital’s Bradshaw Institute for Community Child Health & Advocacy.
GHS hosts many free or low-cost community events each year, several of which include health screenings. Screenings follow National Comprehensive Cancer Network guidelines and best practices. Anyone with an abnormal result is provided follow-up treatment.
For example, during Take a Loved One to the Doctor Day, attendees made use of Ask-a Doc and Ask-a Pharmacist stations (125 participants total), underwent screenings for kidney (125), oral (125) and prostate (71) health; and had their cholesterol, blood glucose and blood pressure levels tested (300).
In addition, 4,508 Business Health participants were screened in FY17. Also, GHS employees and their covered spouses can undergo free health screenings to be part of the GHS Health Plan. In FY17, that number was 11,296.
Each year, GHS administers flu shots for adults at multiple drive-thru and walk-in sites, including Greer, Simpsonville and Greenville. The shots are free and available on a first-come, first-served basis.
Internally, GHS also dispenses influenza vaccines for free to employees and volunteers as a way to keep the community healthy. During last year’s flu season (October 2016-March 2017), 17,608 vaccines were administered to them.
|GREENVILLE HEALTH SYSTEM AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEET
|As of September 30, 2017
Cash and cash equivalents
Net patient accounts receivable
Inventories of drugs and supplies
Other current assets
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 - less current portion
|PROPERTY, PLANT AND EQUIPMENT - Net||866,815|
|INVESTMENTS IN JOINT VENTURES||58,303|
|LIABILITIES AND NET ASSETS
Current portion of obligations under capital leases
Current portion of long-term debt
Total current liabilities
|LONG-TERM DEBT - Less current portion||594,558|
|OBLIGATIONS UNDER CAPITAL LEASES - Less current portion||2,512|
|OTHER LONG-TERM LIABILITIES||406,588|
Total net assets
|TOTAL LIABILITIES AND NET ASSETS||
|GREENVILLE HEALTH SYSTEM AND SUBSIDIARIES
CONSOLIDATED STATEMENT OF OPERATIONS
|For the year ended September 30, 2017
|Patient service revenues|
Total patient service revenues
|Adjustments to revenues|
Total adjustments to revenues
Net patient services revenues
|Other operating revenues||187,024|
|Net assets released from restrictions used for operations||4,838|
Total operating revenues
Salaries, wages and contracted labor
Interest and amortization
Total operating expenses
INCOME FROM OPERATIONS
Change in fair value of interest rate swap instruments
Loss on Care Coordination Institute joint venutre
Total non-operating activites
|EXCESS OF REVENUES OVER EXPENSES||
|GREENVILLE HEALTH SYSTEM AND SUBSIDIARIES
CONSOLIDATED STATEMENT OF CHANGES IN NET ASSETS
|For the year ended September 30, 2017
|UNRESTRICTED NET ASSETS|
Excess of revenues over expenses
|Net assets transferred from Greenville Health Authority||332,511|
|Conversion from GASB to FASB||(174,372)|
|Net adjustment for defined benefit plan||(951)|
|Net assets released from restrictions used for purchase of
property, plant and equipment
|Increase in unrestricted net assets||187,565|
|TEMPORARILY RESTRICTED NET ASSETS|
Net assets transferred from Greenville Health Authority
Investment income - net
Contributions - net
Transfers to related organizations
Net assets released from restrictions used for purchase of
property, plant and equipment
Net assets released from restrictions used for operations
Increase in temporarily restricted net assets
|INCREASE IN NET ASSETS||221,701|
|NET ASSETS - Beginning of year||782,189|
|NET ASSETS - End of year||
GHS receives numerous awards and recognitions each year. Below is a list of some of those honors received in FY 2017. Each is a demonstration of our commitment to heal compassionately, teach innovatively and improve constantly.
Greer Memorial Hospital has been granted Magnet® designation from the American Nurses Credentialing Center. Magnet is the highest level of recognition an organization can receive for high-quality nursing. (See photo above.)
Greer Memorial is the first GHS hospital and the fourth in the state to achieve this recognition. Just 450 of over 6,300 U.S. healthcare systems have attained Magnet designation—only a few dozen of those have fewer than 100 beds (Greer has 82)!
For the sixth year in a row, Diversity MBA Magazine named GHS a top 50 company for diverse managers and women. Businesses included in this ranking have established programs that create access for women and people of color to move into leadership roles. Click here to learn more.
GHS garnered the Toastmasters International Corporate Award for its continuing support of its Toastmasters Club at Greenville Memorial Hospital. Support includes providing meeting locations, sponsoring member renewal dues and allowing the club to host area and district Toastmasters events at system facilities.
GHS is one of just 11 organizations to earn the ECRI Institute’s 2017 Healthcare Supply Chain Achievement Award. This award recognizes healthcare organizations that follow best practices to reduce costs without negatively affecting quality and patient outcomes. This year’s winners were selected from nearly 3,000 members nationwide.
Two nurses from GHS were named among the top 100 nurses in the state in 2017. 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, 97 GHS nurses have been named Palmetto Gold recipients.
GHS was voted Best Place to Work by readers of The Greenville News. Also recognized was MD360® Convenient Care as providing the Best Urgent Care.
GHS Public Safety was tapped by the International Association of Healthcare Security & Safety for being an outstanding department that achieves and maintains a designated level of certified officers and management staff.
The Leapfrog Group named Greenville Memorial Hospital one of the nation’s Top Teaching Hospitals in 2016—one of just 29 hospitals to receive this honor!
GHS Skilled Nursing and Rehab-Laurens received a five-star rating from the Centers for Medicare and Medicaid Services. This top rating is based on a health and fire safety inspection, staffing and quality measures.
Oconee’s Hospice of the Foothills received the Strategic Healthcare Programs (SHP) Best Premier Performer award. This prestigious honor is given for achieving an overall CAHPS Hospice caregiver satisfaction score that ranked in the top 5% of all SHP clients during 2016.
Patewood Memorial Hospital was named “high performing” by U.S. News & World Report in orthopaedics overall and in adult hip and knee replacement specifically.
Greenville Memorial Hospital also was named high performing in colon cancer surgery and in lung cancer surgery.
In addition, Greer Memorial Hospital was recognized as high performing in heart failure and in hip and knee replacement. It also was named one of the best hospitals in the Upstate and tied for seventh for best hospital in the state.
The S.C. Hospital Association has recognized Baptist Easley with the Working Well Platinum Excellence Award for workplace wellness. The award is based on cultivating a culture of wellness that includes a tobacco-free setting, healthy food environment and physical activity opportunities. In fact, the association named Baptist Easley a center of excellence for being one of the first in the state to provide this culture several years ago! 2017 marks the first year the association has offered platinum recognition.
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.
Greenville Memorial Hospital, Greer Memorial Hospital and Hillcrest Memorial Hospital have earned “A” rankings from the Leapfrog Group. Leapfrog Hospital Safety Grades are assigned to over 2,600 general acute-care hospitals across the nation twice a year.
The Leapfrog Hospital Safety Grade uses national performance measures from the Centers for Medicare & Medicaid Services (CMS), Leapfrog Hospital Survey, Agency for Healthcare Research and Quality, Centers for Disease Control and Prevention, and the American Hospital Association’s Annual Survey and Health Information Technology Supplement. Taken together, those measures produce a grade representing a hospital’s overall performance in keeping patients safe from preventable harm and medical errors.
GHS hospitals have retained their CMS Overall Hospital Quality Star Ratings from FY16: five-star ratings for Patewood Memorial Hospital and Greer Memorial Hospital. Greenville Memorial Hospital maintained four stars—only about 8% of major teaching hospitals surpass three stars. Our other facilities remain nationally rated at three or four out of five stars.
The national Robert A. Warriner III, MD, Center of Excellence award was presented to the Baptist Easley Wound Care and Hyperbaric Center for achieving high patient satisfaction and healing rates over a two-year span. Baptist Easley’s center has received this award five times! (GHS is part owner of Baptist Easley.)
The Women’s Choice Award identifies the country’s best healthcare institutions based on the most recent publicly available information from CMS and accreditation information that consider female patient satisfaction and clinical excellence. Four GHS hospitals received a total of five awards.
Oconee Memorial Hospital earned an award for Best Patient Safety. Also honored: Patewood Memorial Hospital for Best Orthopaedics, GMH for Best Heart Care and Best Breast Center, and Greer Memorial Hospital for Best Obstetrics.
Four GHS hospitals received the annual Certified Zero Harm Award by the S.C. Hospital Association: Greenville Memorial, Greer Memorial, Hillcrest Memorial and Laurens County Memorial. The awards are given when no preventable hospital-acquired infections of a specific nature are recorded during the reporting period.
The Department of Marketing garnered two awards from the international Academy of Interactive & Visual Arts. The Award of Excellence—the Academy’s highest honor—went to “Exercise Is Medicine: Launch Video,” while the Award of Distinction was given for GHS 360 News.
GHS’ Pediatric Endocrinology division received the 2017 Community Champions award from the Greater Western Carolina chapter of the Juvenile Diabetes Research Foundation. This honor is remarkable in that it typically is given to an individual or family, rarely to a medical unit, for exceptional work involving type 1 diabetes.
Also, the division’s research team was honored by the national Pediatric Diabetes Consortium with the Outstanding Performance award. This achievement acknowledged the team’s recruitment and participation in type 2 diabetes clinical trials.
Laurens County Memorial Hospital was voted the best hospital by readers of the Clinton Chronicle. 2017 marks the 12th year in a row that the hospital has amassed this honor from the Readers’ Choice contests sponsored by the local newspaper.
Greer Citizen readers voted Greer Memorial Hospital as having the top emergency department. Tapped for “best pediatrician” was GHS’ Greer office of The Children’s Clinic, with the best family doctor honors going to a GHS physician at Cypress Internal Medicine-Greer.
Greenville Memorial Hospital has been verified as a Level I Adult Trauma Center and Level II Pediatric Trauma Center by the American College of Surgeons. This achievement recognizes both trauma centers’ dedication to providing optimal care for injured patients.
National verification is voluntary and a step above state designation; GMH has been a state-designated Level 1 Adult Trauma Center since 1998. In April, GMH became a state-designated Level II Pediatric Trauma Center.
Hillcrest Memorial Hospital (HMH) has been designated a Diagnostic Imaging Center of Excellence by the American College of Radiology. HMH is first in the state and ninth in the country to receive this designation!
ALS Clinic a Recognized Treatment Center: The system’s ALS Clinic recently achieved the ALS Association’s Recognized Treatment Center designation. This designation assures patients of the best standard of evidence-based, multi-disciplinary ALS care and services in a supportive atmosphere with an emphasis on hope and quality of life.
It’s a FACT: The GHS Cancer Institute has received FACT accreditation for allogeneic stem cell transplantation. The Cancer Institute is one of just two programs in the state—and the only in the Upstate—to earn FACT accreditation for both allogeneic (non-self) and autologous (self) stem cell transplants.
Clinton’s Advanced Family Medicine practice has been named an accredited Rural Health Clinic by the American Association for Accreditation of Ambulatory Surgery Facilities. The goal of the Rural Health Clinic program is to increase access to primary care services for Medicare and Medicaid patients in rural communities.
Nuclear Medicine: The Department of Nuclear Medicine at Laurens County Memorial Hospital has earned accreditation from the American College of Radiology. Accreditation lasts three years.
Ultrasound: Greenville Memorial Medical Campus was awarded a three-year accreditation in gynecologic, general and pediatric ultrasound from the American College of Radiology. This recognition represents the highest level of image quality and patient safety.
Computed Tomography (CT): The CT department of GHS’ Vascular Health Alliance has received accreditation by the American College of Radiology. This designation recognizes high practice standards for staff expertise, facility equipment, quality control procedures and quality assurance programs.
For several years, GHS has worked with the Care Coordination Institute to better respond to shifts in healthcare reimbursement. One example is GHS’ participation in the Medicare Shared Savings Program. Through this program, networks take accountability for the health of a population based on certain clinical measures, such as 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 second year of taking part, MyHealth First Network®—of which many physician participants are employed by GHS—cut Medicare costs by over $21.6 million while improving quality of care for nearly 60,000 Medicare beneficiaries!
As a result, GHS will share in these savings. Nationally, more than $700 million was saved.
Viewing a total solar eclipse is a once-in-a-lifetime opportunity for most people. GHS Eye Institute made sure thousands along the path of totality had a safe covering for watching this event. The institute gave away 34,000 NASA-approved eclipse-viewing glasses! Glasses were distributed on a first-come, first-served basis.
In addition, newborns arriving August 21 were given special onesies to commemorate this celestial rarity.
GHS’ Diversity Department hosted the 10th Annual Martin Luther King Diversity Leadership Awards Luncheon. Attendees heard from Nontombi Naomi Tutu, a race and gender activist from South Africa and daughter of Archbishop Desmond Tutu.
A GHS employee and department also were honored at the luncheon. Betty Johnson, an Environmental Services member at Oconee Memorial Hospital, won the individual award for advancing the legacy of Dr. Martin Luther King in Oconee through her community service work. Staff of the GHS Mobile Health Clinic (see photo above) won the departmental award by taking high-quality access to health care into underserved communities.
Formerly called the Department of Diversity, Organizational Equity’s expanded focus is designed to assure high-quality medical services for all, address community health challenges in conjunction with other community partners, foster equity within our employee population, and ensure broad-based educational recruitment, support and administration. Supporting and enhancing our targeted efforts in diabetes and mental health are key components of that focus.
GHS 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 80,000 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 581,000 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.
The Supplier Diversity Program is part of GHS’ commitment to make supplier diversity part of the system’s culture and the way it conducts business. GHS realizes it is important to have suppliers who mirror the diverse workforce and patient base served by the state’s largest nonprofit healthcare organization.
For FY 2017, GHS focused on advancing supplier diversity and increasing Tier II spending with a goal to exceed $2 million. (Suppliers are grouped into tiers: Tier I suppliers are direct minority, veteran or woman-owned businesses: Tier II suppliers are diversity vendors, typically smaller companies subcontracted as part of a larger project). Tier I spend was approximately $28 million, while Tier II spend was approximately $2.8 million.
Additionally, the GHS Purchasing Department participated in a Minority Business Accelerator (MBA) program through the Greenville Chamber of Commerce. The program provides opportunities for students to present business plans, receive feedback and access resources for continuing the development of that plan. The MBA students are established entrepreneurs hoping to take their business to the next level.
GHS continues to strive for a diverse workforce to better serve our varied patient populations.
|American Indian/Alaskan Native||0.17%|
|Native Hawaiian/Pacific Island||0.08%|
|Two or more races||0.84%|
Employee Resource Groups are voluntary, employee-led groups sponsored by the Diversity Department. Our five groups total over 650 members and were busy this year.
The GHS LGBT Patient Care 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 is expanding and is training clinical leaders on the unique medical needs of LGBT patients.
In 2016, the Diversity Department created GHS’ first Health Equity Task Force. Now completing its first year, the task force focuses on systemwide solutions to health equity issues within GHS.
Through its sustainability initiative, GHS is committed to protecting the environment, conserving natural resources and being a good community steward. Read on to learn ways that the system saved resources in FY 2017.
GHS has a Sustainability Committee that meets quarterly. This multidisciplinary team discusses current projects throughout the system and opportunities to increase energy efficiency and reduce waste, such as those described below.
Greenhouse Gas Emissions: GHS energy reductions are equal to savings of greenhouse gas emissions from 8,544,118 miles driven by an average passenger vehicle or 1,215 tons of waste recycled.
Kilowatts: GHS energy reductions are equal to savings of CO2 emissions from 3,454,861 pounds of coal burned or energy use for one year of 341 homes.
Thermal: Likewise, savings reflect 2,684,627 miles driven by an average passenger vehicle or 36,658 incandescent lamps switched to LEDs.
Solid waste has been diverted from landfills through creative measures that encourage reuse, recycling or composting of waste. Proper disposal of waste (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 lower pest infestation.
GHS Waste Reduction (in pounds)
|Solid waste diverted from landfills||6,203,559|
|Paper, plastic, aluminum and electronic waste recycled||4,275,041|
|Compost recycled from the kitchens at GMH||202,408|
GHS’ Cost Efficiency Performance Team launched a multi-year supply chain data optimization project in FY17. The team focuses on enhancing the system’s supply chain program through cost reduction and quality and outcomes improvement.
This team reviewed and cleansed 100% of GHS’ item master, a record that includes information about all inventory items. A more precise item master includes consistent descriptions, units of measure and specific nomenclature. This effort is the first step in reducing inventory duplication, better aligning the supply chain with GHS’ objectives and providing stronger confidence in reporting system data, such as cost per case metrics.
The GHS Office of Human Research Protection revised its policies to permit individuals conducting human-subject research or involved in human-research protection to recertify their CITI training every three years. (CITI stands for Collaborative Institutional Training Initiative.) The previous GHS policy had been every two years. This revision is consistent with federal research-training requirements and national standards.
Such an alignment reduces administrative burden on researchers, thus saving time and enhancing efficiency. It is important to note that this extension does NOT adversely affect protections for research subjects.
This graph illustrates the continuing multi-year trend of a downward trajectory in GHS reimbursement, or revenue, per adjusted discharge (represented by the blue line). The red line depicts the operating expense per adjusted discharge, which equates to the money it takes the system to take care of a patient.
While the red line continues to drop, GHS has successfully decreased its corresponding patient care cost as well, thus maintaining a positive margin—and one with minimal impact on patients. Efforts to further decrease the cost curve will be necessary as the downward pressure on revenues is expected to persist.
The system’s success in continuing to find ways to optimize and lower its own costs each year means that patients benefit as well by paying lower costs themselves. GHS’ financial acumen leads to a win-win situation for both the organization’s bottom line and community members served.
Why We Do What We Do is a quarterly video that showcases GHS employees as they connect back to purpose and share why they do what they do. These brief features come from across the system and illustrate the many ways our team members strive to improve community health and transform the delivery of medical care. Here are three examples:
Don't miss hearing how a local man is alive and well—despite being crushed by a 30,000-pound truck—thanks to superb teamwork from first responders, a Med-Trans flight crew and numerous GHS trauma surgeons and staff.
Learn how a clinical trial offered through GHS’ Rare Tumor Center produced life-saving results for an upstate woman.
Find out how Child Life Services at GHS Children's Hospital makes a medical stay less scary and more comfortable for children.
GHS' Office of Philanthropy & Partnership believes that gifts of time, talent and treasure from a caring community impact lives in ways we may never grasp. Every dollar raised is a life touched and often a life saved. The amazing outpouring of love and compassion from our community has made the following stories possible.
Pleasant Ridge Camp & Retreat Center introduced the Dr. Cary E. Stroud Camper Care Center following a ribbon-cutting ceremony August 3. The center provides medical care for school-age children with chronic illness, cancer and blood disorders so that they can enjoy a full camp experience when not receiving treatment.
This center was made possible through philanthropic support from Clement’s Kindness Fund for the Children and named in honor of Cary E. Stroud, MD—now part of Children’s Hospital’s Supportive Care Team, which he helped start—for his lifelong commitment to serving children and families facing challenging medical circumstances.
Every year, hundreds of Clemson University students join Clemson Miracle to stand, celebrate and dance for 12 energetic hours—all for the sake of children who can’t. Since 2009, Clemson Miracle makers have danced their way to raising funds in support of Children’s Hospital.
This year’s April 1 dance marathon was no different. With a fundraising motto of “All in for 110,” Clemson Miracle surpassed its $110,000 goal, raising an impressive $126,848.54 for our pediatric patients! Clemson Miracle first partnered with Children’s Miracle Network Hospitals in 2008 and has since amassed over $294,000 in support of Children’s Hospital.
April 11 marked the debut of the newly expanded McCrary Blood and Marrow Transplant (BMT) Unit at Greenville Memorial Hospital. Made possible by a seed gift from Bill and the late Esta McCrary (for whom the unit is named) and an outpouring of community support, the expansion includes eight patient rooms, a nourishment station, and wellness suite.
Additionally, the BMT Unit boasts an isolation room, up-to-99-percent purified air system, music therapy and the opportunity for patients to receive life-saving cancer care close to home.
The GHS Cancer Institute is the state’s only collection site for the National Marrow Donor Program. Since its inception, the donor collection program has received over 150 donor referrals. These collections have been sent regionally as well as nationally to support patients with life-threatening diseases. Click here to learn more.
Support for Oconee Memorial Hospital (OMH) and its many campus services has long been a priority for a generous upstate community, demonstrated by the donations highlighted below for FY17:
This board is responsible for overseeing care delivery throughout the health system and ensuring that the healthcare needs of the Upstate are met. Board members reside within the areas served by GHS or have significant business presence in the system’s service area. The board is chaired by Marguerite Wyche; Spence Taylor, MD, serves as president. All members graciously serve in a voluntary capacity.
Charles E. Dalton is president and CEO of Blue Ridge Electric Cooperative Inc., and has been in this role for 34 years. Since 1992, he also has served as president and CEO of Blue Ridge Security Solutions. Before that, he and his brother owned and operated Dalton’s Incorporated, a high-end furniture store that once provided the décor for portions of both the Clemson House and the Clemson president’s home.
Dalton has served on the Clemson Alumni Association board and the Clemson University Foundation Board of Directors. Additionally, he is serving or has served on the boards of numerous area agencies, including the Upstate Alliance of South Carolina, Cannon Memorial Hospital, Innovate Anderson and the Peace Center for the Performing Arts. He is an alumnus of Clemson University.
W. Michael Ellison is a banking professional with more than 41 years of experience in retail banking, cash management, middle market commercial banking, private banking and credit administration. He currently serves as a vice president with TD Bank, where he is responsible for hiring, developing and managing a team of credit officers as part of the creation of a new center for underwriting small business loans for TD markets from Delaware to Miami.
Ellison has served on numerous boards, including the Laurens County Healthcare Foundation, United Way of Laurens County and Piedmont Technical College Board of Visitors. He also served on and chaired the Laurens County Health Care System board before the organization merged with Greenville Health System. He has a BA with a major in history from Furman University.
David Lominack is a commercial banking executive with nearly 20 years of experience. He is currently market president of South Carolina for TD Bank, where he is responsible for commercial banking throughout the state.
Lominack is serving or has served on a number of boards, including the South Carolina Bankers Association, Greenville Chamber of Commerce and United Way of Greenville County.
He has a BS with a major in business administration from Presbyterian College and is a graduate of the Stonier National Graduate School of Banking at the University of Pennsylvania. He also is a Liberty Fellow and graduate of the Diversity Leadership Institute at Furman University.
Robert T. Nitto is the retired vice president of Government Affairs for BMW of North America LLC. He served in several high-level financial positions in his 30 years at BMW, including an overseas assignment in Munich. Before his current role, Nitto served as chief financial officer and vice president for Corporate Affairs for BMW Manufacturing.
Currently, Nitto is president of South Carolina Charities Inc., which oversees the BMW Charity Pro-Am Golf Tournament, and serves on the boards of the Greenville Chamber of Commerce and S.C. Chamber of Commerce. He has a BS with a major in accounting from Villanova University.
Richard A. Phillips owns Padgett Business Services, an accounting and income tax preparation firm. Before starting his own business 27 years ago, he worked in manufacturing accounting for Coats & Clark in Toccoa, Georgia, and Square D Company in Seneca, South Carolina.
Phillips is actively involved with several local charities, including the American Red Cross, Salvation Army and Volunteers in Medical Missions. He also served on the Oconee Memorial Hospital Board of Trustees for six years. During his last year on the board, he served as chair and had an active role in Oconee Memorial Hospital becoming part of GHS. He has a BBA with a major in accounting from the University of Georgia.
Timothy J. Reed is co-founder of Upstate Carolina Angel Network and serves as the Clemson representative to the S.C. Launch board. Reed also serves on the boards of multiple start-up companies in the area and is working on several business initiatives with the Greenville Chamber of Commerce.
He has served on the boards of numerous charitable organizations in the area, including the United Way of Greenville County and the American Red Cross. In addition, Reed has served on the Clemson University Board of Visitors, Clemson Real Estate Foundation and Clemson Foundation. He has a BS with a major in industrial management from Clemson University.
Ruth M. Richburg is a retired biology teacher with Greenville County Schools. Richburg also is a seasoned volunteer, having served on the board or in leadership positions with the YWCA, American Association of University Women and GHS’ Minority Advisory Council. She is a life member of the NAACP and a member of Greenville Chapter of PUSH. Additionally, she is a member of the Greenville County Civitan Charities Board, United Teaching Profession Association-Retired, South Carolina Education Association-Retired and Greenville County Education Association-Retired. Richburg also served on the Greenville County Economic Development Advisory Committee, Greenville Habitat for Humanity Selection Committee, United Negro College Fund Upstate Advisory Committee and was secretary of the Greenville County Historic Preservation Commission.
She has a BS from Bennett College and a master of education in biological science from South Carolina State College. She has completed additional graduate courses at Clemson, Indiana, Indiana State, Howard and Furman universities.
Michelle S. Seaver is president of United Community Bank for Greenville County. Before this role, she served as a senior vice president and wealth market leader for TD Bank.
Seaver has served on numerous boards or held leadership positions with groups such as GHS’ Women’s Advisory Council, Greenville Community Foundation, Greenville Women Giving, YWCA Dream Achievers and United Way of Greenville County. She has a BS with a major in accounting from the University of South Carolina.
The Rev. Thomas E. Simmons is the pastor of Reedy Fork Baptist Church of Simpsonville. Under his leadership, church membership has increased over 75 percent. The church’s assets also have grown to include a $1.8 million facility that houses space for administration, education and a family life center.
The Rev. Simmons serves as regional vice president of the Baptist E&M Convention of S.C. Region 4, chair of the Reedy Fork Center for Community Development and member of the Meharry/Vanderbilt HIV/AIDS Taskforce. He also is a member of the GHS Minority Advisory Committee and a former member of the system’s Board of Trustees.
An alumnus of South Carolina State University and the Interdenominational Theological Center Morehouse School of Religion in Georgia, he has completed studies at the Billy Graham School of Evangelism in Illinois and the Institute of Church Administration and Management of Georgia. At present, he is pursuing his doctor of ministry degree from Morehouse School of Religion and received an honorary doctorate degree from the N.J. Brockman School of Religion in 2006.
C. Michael Smith is president of Smith Development Company, a real estate company that manages light industrial buildings. Prior to that position, Smith was CEO of his family’s flooring distribution business, Orders Distributing Company, before the company was sold to Kraus Carpet Mills.
Smith has served on the board or in leadership positions with organizations such as Wofford College, Upstate Carolina Angel Network and F.W. Symmes Foundation. He also has served on a number of industry boards, including the National Association of Floor Covering Distributors. He has a BA with a major in economics from Wofford College.
Spence M. Taylor, MD, GHS President, joined the system in 1992. Dr. Taylor is responsible for leading this highly integrated system, one of the largest not-for-profit healthcare providers in the Southeast.
Before assuming his current leadership role, Dr. Taylor served as vice president of Physician Engagement and as president & chief academic officer of GHS Clinical University. At GHS, he also has served as vice president of Academics, executive director of University Medical Group, and chairman and program director for the Department of Surgery.
Under his leadership, GHS has experienced unprecedented growth and advancement in academics, including establishment of the University of South Carolina School of Medicine Greenville, development of a one-of-a-kind education and research model called GHS Clinical University, and designation as an academic health center. He also led the expansion of the general surgery residency, creation of the state’s only vascular surgery residency, and development of a minimal access surgery fellowship and vascular medicine fellowship.
In addition to his roles with GHS, Dr. Taylor serves in a leadership capacity for several professional groups. At present, he is vice chair of the American Board of Surgery and will serve as chair beginning in 2018. He also is immediate past president and current council member for the Southern Surgical Association.
Dr. Taylor is a practicing surgeon certified by the American Board of Surgery in general surgery and general vascular surgery. He also is a registered vascular technologist. Dr. Taylor has authored numerous book chapters, abstracts and journal articles. He holds the academic appointment of professor at the University of South Carolina School of Medicine Greenville, University of South Carolina School of Medicine Columbia and Clemson University.
Dr. Taylor earned a BS with a major in biochemistry from Clemson University and his medical degree from the Medical University of South Carolina, where he completed his internship and general surgery residency. He also completed a residency in peripheral vascular surgery at Baylor College of Medicine in Houston, Texas.
Benjamin B. Waters III is a retired executive with more than 40 years of experience in project management, commercial construction and banking. His most recent role was president of Cunningham-Waters Construction Co. Inc., which he helped grow from a $500,000 company to a $10 million company.
Waters has served as a board member and president of the Greer Lions Club, director of the Greer Chamber of Commerce, and director and chairman of the board for the Citizens Building and Loan Association. He was a member and committee chair of the Governor’s Workforce Investment Board and served on the Governor’s Education Taskforce for Excellence in Public Education. Additionally, Waters has served on boards affiliated with Greenville Technical College and North Greenville University.
He has a BA from The Citadel and an AS in civil engineering technology from Greenville Technical College. He also served as an officer in the United States Army for nearly a decade.
Marguerite R. Wyche is president of Marguerite Wyche and Associates LLC. She formerly served as president and co-owner of The Furman Company Residential LLC and as executive vice president of Coldwell Banker Caine. She is a licensed real estate broker and has been recognized both locally and nationally for outstanding performance in residential real estate.
Wyche is the past chairman of the Greenville Health Corporation Board of Directors. She has served on the boards of the Greenville Technical College Foundation, Christ Church Episcopal School, Greenville Junior League, South Carolina Junior League, Meals on Wheels, Metropolitan Arts Council, United Way of Greenville County, Greenville Women Giving and Greenville Chamber of Commerce. She also has served on advisory boards of Bank of America, Carolina First and TD Bank. She graduated from Vanderbilt University with honors.
This board is responsible for overseeing care delivery throughout the health system and ensuring that the healthcare needs of the Upstate are met. Board members reside within the areas served by GHS or have significant business presence in the system’s service area. The board is chaired by Margaret Jenkins. All members graciously serve in a voluntary capacity.
Click here for the current Prisma Health Executive Cabinet as of April 2018. Learn more about this multiregional health company at PrismaHealth.org.
Before assuming his current leadership role at GHS, Dr. Taylor served as the system’s Vice President of Physician Engagement and President of the GHS Clinical University. He also has served as GHS’ Vice President of Academics, Executive Director of the University Medical Group, and chairman and program director for the Department of Surgery.
Under his leadership, GHS has experienced unprecedented growth and advancement in academics, including the opening of the University of South Carolina School of Medicine Greenville, development of a unique education and research model called GHS Clinical University, and designation as an academic health center. He led the expansion of the general surgery residency, creation of the state’s only vascular surgery residency, and development of a minimal access surgery fellowship and vascular medicine fellowship.
In addition to his roles with GHS, Dr. Taylor serves in a leadership capacity for several professional groups. He is vice chair of the American Board of Surgery and will serve as chair beginning in 2018. He also is immediate past president and current council member for the Southern Surgical Association.
Dr. Taylor is a practicing surgeon certified by the American Board of Surgery in general surgery, general vascular surgery. He also is a registered vascular technologist. Dr. Taylor has authored numerous book chapters, abstracts and journal articles. He also holds the academic appointment of professor at the University of South Carolina School of Medicine Greenville, University of South Carolina School of Medicine Columbia and Clemson University.
Dr. Taylor earned a bachelor’s degree with a major in biochemistry from Clemson University and a medical degree from the Medical University of South Carolina in Charleston. He completed his internship and general surgery residency at the Medical University of South Carolina and a residency in peripheral vascular surgery at Baylor College of Medicine in Houston, Texas.
Before joining GHS, Rusnak held senior-level positions with Sutter Health in Northern California and served as a hospital administrator at the University of Texas MD Anderson Cancer Center in Houston. Rusnak is a Fellow in the American College of Healthcare Executives and a member of the South Carolina Hospital Association. He earned a bachelor’s degree with a major in biology from Gannon University in Erie, Pennsylvania, and a master’s degree in health services administration from George Washington University in Washington, D.C.
Before joining GHS, he served as deputy chief of staff of the Office of the Governor of South Carolina and as a member of the South Carolina House of Representatives.
Clyborne is a member of the South Carolina Economic Board of Advisors and was awarded the Order of the Palmetto by the Governor of South Carolina in 1994 and 1997. He earned a bachelor’s degree with a major in political science from the University of South Carolina-Spartanburg.
Before joining GHS, he served as vice president of human resources for Horizon Hospital System in western Pennsylvania.
Dorman is a Fellow in the American College of Healthcare Executives, a Riley Institute Diversity Fellow and certified as a Senior Professional in Human Resources. He earned a bachelor’s degree with a major in religion from Middlebury College in Vermont and a master’s degree in business administration from the University System of New Hampshire.
Before his current role, Dr. Ellis served as the medical director of GHS’ employed physician group. In his early years at GHS, Dr. Ellis helped build GHS’ convenient care network, which now consists of more than 30 physicians practicing at multiple locations serving approximately 100,000 patients annually. Prior to coming to GHS, he founded an emergency medicine group in Atlanta that, at the time, was the largest single specialty private group in Georgia with more than 40 emergency physicians.
He has a professional interest in venue medicine having worked with the NFL, NCAA, MLB, NASCAR, LPGA, World Cup Soccer, and both Summer and Winter Olympic Games. He has coordinated team medical care for the NFL at the Super Bowl with Medical Sports Group for more than 20 years and worked 13 seasons as an associate team physician for the Atlanta Falcons.
Dr. Ellis received his undergraduate degree from the University of North Carolina. He obtained his medical degree from Louisiana State University and completed an emergency medicine residency at Charity Hospital in New Orleans in 1988. He is an assistant professor of Clinical Emergency Medicine at the University of South Carolina School of Medicine Greenville and faculty with GHS’ Steadman Hawkins Primary Care Sports Medicine Fellowship Program. Dr. Ellis practices clinically at GHS’ MD360® Convenient Care.
Before joining GHS, she was the associate vice president for ambulatory care finance at Duke University Health System and the divisional Chief Financial Officer of Duke Raleigh Hospital.
Newsom has been involved in health care since 1991 when she joined Duke University Hospital as a senior budget and financial analysis analyst. While at Duke, she served on the boards of community and civic organizations and also was a member of the North Carolina Chapter of the Healthcare Financial Management Association.
She earned a bachelor’s degree with a major in accounting from Appalachian State University and is a certified public accountant.
Before joining GHS, he served as senior vice president/CIO for Health First in Melbourne, Florida, as vice president of MIS for Lakeland Regional Health System in St. Joseph, Michigan, and as a healthcare consultant with IBM.
Rogers is an active member in the College of Health Information Management Executives (CHIME) and the Health Information Management Systems Society (HIMSS). He received an MBA from Pace University in New York and a bachelor's degree with a major in business administration from SUNY Oswego.
Culture and Learning and the system’s Chief Learning Officer, joined Greenville Health System in 2007. Among his key responsibilities, Tappert leads the GHS Academy of Leadership and Professional Development and is responsible for education and professional development initiatives for the organization’s nearly 15,500 employees. A distinguishing feature of the Greenville Health System is its commitment to leadership development across the organization. Tappert works to integrate principles of Conscious Professionalism/Conscious Leadership into the GHS leadership culture and serves as an internal and external resource and speaker for a variety of healthcare leadership topics.
Before joining GHS, Tappert worked at the University of Chicago Hospitals and Health System where he served as senior staff to the CEO. He has over 30 years of experience in health administration and planning/public policy, including executive and leadership positions at the National Multiple Sclerosis Society’s Greater Illinois Chapter, the Joint Commission and the American Hospital Association-affiliated Society for Ambulatory Care Professionals. He also served as a strategic planner and senior health policy analyst at the American Medical Association. Early in his career, as part of the Presidential Management Fellowship Program, he worked in health policy and budgeting roles with the federal government.
Tappert earned a bachelor’s degree from the University of Michigan. In addition, he holds two master’s degrees from the University of Minnesota—one in public health administration from its School of Public Health and one in public policy and planning from its Humphrey Institute of Public Policy.
Before joining GHS, Taylor-Smith served as senior vice president of patient services and chief nurse executive at TriHealth, Inc., in Cincinnati, and vice president and chief nursing officer for St. John Health in Michigan.
She is a member of a number of organizations, including the American Organization of Nurse Executives, American College of Healthcare Executives and Health Advisory Board. She has served on the executive committees of the United Way, Lymphoma Societies, YWCA Board of Trustees, and advisory boards of Xavier University and the Medical College of Ohio.
Taylor-Smith earned her bachelor’s degree from the University of Toledo and a master’s degree in nursing and business administration from the Medical College of Ohio. She is a board-certified nurse administrator and a Fellow in the American College of Health Executives.
She currently serves on the South Carolina College of Health Executive Board of Trustees, Greenville Free Clinic and on the Community Advisory Board, Clemson University.
Before joining GHS, Dr. Thames served as associate dean for research and graduate studies in the College of Health, Education and Human Development at Clemson University.
Dr. Thames serves on numerous boards and committees representing the voice of health care, particularly from education and workforce perspectives. She earned a bachelor’s degree with a major in home economics from Mississippi State University as well as a master’s degree in guidance and counseling and a doctorate in vocational and technical education from Clemson University.
Before joining GHS, Dr. Youkey served as chief of the department of surgery and director of the peripheral vascular fellowship program at Geisinger Medical Center in Danville, Pennsylvania. He also served in the United States Army Medical Corps and was honorably discharged in 1984 with the rank of lieutenant colonel.
Dr. Youkey is certified by the American Board of Surgery in general vascular surgery. He is a member of several professional societies and has authored numerous books, abstracts and journal articles. He holds the academic appointment of clinical professor and dean at the University of South Carolina School of Medicine Greenville.
Dr. Youkey earned a bachelor’s degree with a major in biology from Stanford University and a medical degree from the Medical College of Wisconsin. He served a rotating internship and general surgery residency at William Beaumont Army Medical Center in El Paso, Texas, and a fellowship in peripheral vascular surgery at Walter Reed Army Medical Center in Washington, D.C.
The content below reflects the executive cabinet as of April 2018. This team is led by Co-CEOs Chuck Beaman and Mike Riordan.
Occupation: SC Health Company Co-CEO
Education: Bachelor’s with a major in political science, University of South Carolina; master’s in hospital and health administration, University of Alabama at Birmingham; honorary doctor of public administration, University of South Carolina School of Medicine
Service: Beaman served as founding president of Palmetto Health at its inception in 1998 and was appointed chief executive by its board in January 2007. He began his career in health care with the Baptist Healthcare System of South Carolina Inc., (formerly South Carolina Baptist Hospitals Inc.) in 1973. Before the creation of Palmetto Health, Beaman served as president and CEO of Baptist Healthcare System of South Carolina Inc. from 1987 to 1998. He has served as a member and chair of the South Carolina Hospital Association board of trustees, the southeast regional health care representative to the American Hospital Association Regional Policy board, and past president of the National Baptist Healthcare Association. He currently serves as a member of the Palmetto Health Quality Collaborative board of managers, Palmetto Health board of directors, Palmetto Health Foundation board of directors, Tuomey Foundation board of directors and the Initiant board of managers.
In his role as a community leader, Beaman serves as a member of the Columbia Community Advisory board for HomeWorks of America Inc., South State Bank Advisory board and Midlands Business Leaders board. He has served as a member of the City Center Partnership board, Benedict College board of trustees, S.C. Chamber of Commerce board, chair of the Midlands Technical College Foundation board, chair of the Greater Columbia Chamber of Commerce board, the Midlands Housing Alliance, the Transitions board, the Psaras Foundation board and adviser to the Fisherman Fund board. He has received numerous honors for his community and healthcare service.
Occupation: SC Health Company Co-CEO
Education: Bachelor’s with a major in liberal arts/English and a master’s in education/psychology from Columbia University; master’s in health systems from Georgia Institute of Technology
Service: Riordan joined Greenville Health System in 2006. Previously, he served as president and CEO of the University of Chicago Hospitals and Health System and as senior associate hospital administrator for Emory University Hospital and Crawford Long Hospital in Atlanta, Georgia. He also served three years in the United States Marine Corps as a lieutenant.
Riordan currently serves on the governing boards of the Association of American Medical Colleges Council of Teaching Hospitals and Health Systems. He also is chairman of the Furman University Board of Trustees.
Chief Governance Officer (CGO)
Blake coordinates and manages all boards relating to SC Health Company. He also oversees audit and compliance functions for the health company. Previously, he served as VP and chief legal officer of the GHS Strategic Coordinating Organization (SCO). Blake has been with GHS for 10 years. He is a member of the South Carolina Bar and the American Healthcare Lawyer’s Association. He earned a bachelor’s degree with a major in economics from Washington & Lee University and a JD from Emory University.
Chief of Staff
Hildebrand is responsible for ensuring efficient operations for the health company’s co-CEOs. Previously, he served as chief of staff to the CEO of the GHS SCO. He has been with GHS for four years. He received a bachelor’s degree with a major in business administration and an MBA in international management from Columbia Southern University.
Chief Strategy Officer (CSO)
Isley oversees strategy development for the health company and its affiliates. He also is responsible for strategic planning, business/network development, real estate, facilities, marketing and communications, and public relations. Previously, he served as VP and CSO of the GHS SCO. He has been with GHS for 10 years. Isley received a bachelor’s degree from North Carolina State University and a master’s degree in health administration from Duke University.
Chief Financial Officer (CFO)
Newsom is responsible for all financial functions of the health company and its affiliates, including accounting, treasury, budgeting, revenue cycle and contracting. Previously, she served as VP of Financial Services and CFO for GHS. Newsom has been with GHS for six years. She earned a bachelor’s degree with a major in accounting from Appalachian State University and is a CPA.
Chief Administrative Officer (CAO)
Rusnak is directly accountable to the affiliate presidents to ensure that operations in the Upstate and Midlands are supporting the health company. He also is responsible for information technology/services, human resources and supply chain functions within the health company, as well as overseeing all affiliate COOs, post-acute and support services. Previously, he served as executive VP and COO for GHS. He has been with GHS for 21 years. Rusnak earned a bachelor’s degree with a major in biology from Gannon University and a master’s degree in health services administration from George Washington University.
President, Midlands Affiliate
Singerling is responsible for leading the Midlands Affiliate to ensure efficient operations, engaged team members, physicians and volunteers, and delivering high-quality patient care. The Midlands Affiliate consists of six acute-care hospitals and numerous ambulatory services staffed by more than 15,000 team members, including a 1,100-member medical staff. He also is the president of the Board of Directors for the Palmetto Health-USC Medical Group with nearly 100 practices and over 100 locations. Previously, Singerling served as president of Palmetto Health. He has been with Palmetto Health for 22 years. He earned a bachelor’s degree from Michigan State University and a master’s degree in health administration from the University of South Carolina.
Chief Clinical Officer (CCO)
Dr. Sinopoli is responsible for clinical care and the development of clinical integration, quality and population health strategy for the health company and its affiliates. He also is responsible for the Care Coordination Institute (CCI), MyHealth First Network®, Palmetto Health Quality Collaborative, community health and medical informatics. The chief medical officer for GHS will report directly to Dr. Sinopoli, and the CCO for Palmetto Health will have a dual reporting relationship to Dr. Sinopoli and John Singerling. Previously, Dr. Sinopoli served as executive VP and CCO of the GHS SCO. He has been with GHS for 30 years. He earned a bachelor’s degree with a major in biology from the University of South Carolina and his MD from the Medical University of South Carolina. He holds a professorship position at the University of South Carolina School of Medicine Greenville.
President, Upstate Affiliate
Dr. Taylor is responsible for leading the Upstate Affiliate to ensure efficient operations, engaged employees and physicians, and high-quality patient care. The Upstate Affiliate consists of seven medical campuses, 167 physician practice sites and 15,500 employees, including over 1,050 employed physicians. (In addition, GHS is part owner of Baptist Easley.) Previously, Dr. Taylor served as president of GHS. Spence has been with GHS for 25 years. He earned a bachelor’s degree with a major in biochemistry from Clemson University and his MD from the Medical University of South Carolina.
West is responsible for providing and coordinating all legal services for the health company and affiliates. He also is responsible for overseeing the governmental affairs functions throughout the health company. Previously, West served as the chief legal officer for Palmetto Health. He has been with Palmetto Health for nearly 39 years. West earned bachelor’s and master’s degrees from the University of North Carolina. He also earned a master’s degree in hospital administration from the University of Alabama in Birmingham and his law degree from the University of Virginia.