Trinity Health Annual Report 2008
Trinity Health Annual Report 2008
Trinity Health Annual Report 2008
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
We are <strong>Trinity</strong> <strong>Health</strong><br />
Y o u r M o s t T r u s t e d<br />
<strong>Health</strong> Partner for Life<br />
<strong>Annual</strong> <strong>Report</strong> <strong>2008</strong><br />
“Behold, how good and how pleasant it is for brethren to dwell together in unity!” – Psalms 133:1
Our Unified Enterprise Ministry<br />
The Latin phrase ad astra per aspera – through hardships to the stars – comes to mind as<br />
we reflect on our organization’s impressive performance in a period of challenge and change<br />
confronting health care nationally.<br />
<strong>Trinity</strong> <strong>Health</strong> was able to achieve the majority of our community benefit, clinical and financial goals.<br />
Due to this success, we can continue supporting the communities we serve through technology<br />
gains, talent improvement, facilities expansion and charitable care to the uninsured and most<br />
vulnerable of our society.<br />
The communities we serve depend on us to generate new value and to invest more<br />
resources to advance the state of health care. Our organization brings together physicians,<br />
nurses and staff whose talent and energy drive a sustainable healing ministry of<br />
remarkable skill and scale.<br />
Joseph R. Swedish<br />
President and CEO<br />
<strong>Trinity</strong> <strong>Health</strong><br />
<strong>Trinity</strong> <strong>Health</strong> aims to be transformational, both in our ministry and operations as we adhere<br />
to and exceed national performance benchmarks. In doing so, we see ourselves as a Unified<br />
Enterprise Ministry ® :<br />
• We’re unifying in our desire to provide high quality care within an affordable cost structure.<br />
• We’re enterprising in our willingness to accept business risk to give our patients the<br />
best patient care experience anywhere.<br />
• Most important, <strong>Trinity</strong> <strong>Health</strong> is a ministry. We’re providing services to everyone and<br />
especially to those who are less fortunate and most vulnerable.<br />
As a Unified Enterprise Ministry, our people make the difference. By working together,<br />
<strong>Trinity</strong> <strong>Health</strong> has become one of the strongest and most respected networks of tax-exempt<br />
community hospitals in the country. Our culture and operating model are focused<br />
solely on how we can create a superior patient care experience supported by<br />
operational and service excellence.<br />
The spirit of our organization arises from a 160-year legacy of Catholic congregations meeting<br />
the health needs of their time and place, and lives today in every associate, physician, nurse,<br />
volunteer, trustee and partner dedicated to our sustainable healing ministry.<br />
Patrick G. Hays<br />
Chair<br />
<strong>Trinity</strong> <strong>Health</strong><br />
Board of Directors<br />
We invite you to experience what it truly means to be a part of a Unified Enterprise<br />
Ministry on the following pages.
TABLE OF CONTENTS<br />
MISSION<br />
We serve together in <strong>Trinity</strong> <strong>Health</strong><br />
In the spirit of the Gospel<br />
To heal body, mind and spirit<br />
To improve the health of our communities<br />
and to steward the resources entrusted to us.<br />
VISION<br />
Inspired by our Catholic faith tradition, <strong>Trinity</strong> <strong>Health</strong> will be<br />
distinguished by an unrelenting focus on clinical and service<br />
outcomes as we seek to create excellence in the care experience.<br />
<strong>Trinity</strong> <strong>Health</strong> will become the most trusted health partner for life.<br />
CORE VALUES<br />
Respect<br />
Social Justice<br />
Compassion<br />
Care of the Poor and Underserved<br />
Excellence<br />
GUIDING BEHAVIORS<br />
We support each other in serving our patients and communities.<br />
We communicate openly, honestly, respectfully and directly.<br />
We are fully present.<br />
We are all accountable.<br />
We trust and assume goodness in intentions.<br />
We are continuous learners.<br />
We Are Unifying<br />
A Network of Ministry Organizations 4<br />
Our Strategic Direction 4<br />
Culture and Values 5<br />
Diversity and Inclusion 6<br />
Leading with Integrity 6<br />
Leadership Development 7<br />
We Are Enterprising<br />
Safer, Faster, Better Care 10<br />
Innovative Technologies 11<br />
Care Transformation 12<br />
Patient Care Excellence 12<br />
Advancing Palliative Care 13<br />
Environmental Sustainability 14<br />
State-of-the-Art Hospitals 15<br />
We Are Ministering<br />
Enhancing Community Benefits 18<br />
A Call to Care 18<br />
Caring for the Most Vulnerable 19<br />
Valuable Voices for Advocacy 19<br />
Find a Way 22<br />
Your Most Trusted <strong>Health</strong> Partner 22<br />
Financial Stewardship 23<br />
Community Benefit Ministry Financial Summary 24<br />
System Financial Summary 25<br />
Board of Directors 29<br />
Catholic <strong>Health</strong> Ministries 30<br />
System Leadership Council 31<br />
Chief Executive Officers 32<br />
Ministry Organizations 33<br />
Facts and Figures 35
unifying<br />
we are<br />
diverse organizations joined by a single mission<br />
“We” has always been an important word at <strong>Trinity</strong> <strong>Health</strong>.<br />
A people-focused philosophy means associates rely on each other<br />
to deliver great care to our patients – body, mind and spirit. The<br />
people of <strong>Trinity</strong> <strong>Health</strong> build on our collective strengths toward<br />
the creation of a superior patient care experience, especially<br />
for those who require additional resources to access affordable<br />
health care services.<br />
We believe that together we’re better. <strong>Trinity</strong> <strong>Health</strong> is a highly<br />
aligned delivery system that leverages the diverse scale and skill<br />
of many organizations, each with its own local identity and focus.<br />
The Unified Enterprise Ministry focuses the organization on the<br />
execution of strategies and accountability for performance.<br />
Within a diverse and multifaceted ministry, <strong>Trinity</strong> <strong>Health</strong><br />
creates centralized processes to create greater efficiency and<br />
effectiveness in the care delivery platform, the improvement<br />
of health care, the management of the cost structure, the<br />
2
Highlights<br />
A Network of Ministry Organizations<br />
Our Strategic Direction<br />
Culture and Values<br />
Diversity and Inclusion<br />
Leading with Integrity<br />
Leadership Development<br />
movement of health information, and community programs that<br />
make a difference in the lives of people in need.<br />
By consolidating vital business processes, <strong>Trinity</strong> <strong>Health</strong> has<br />
developed mutually supportive business functions in the areas of<br />
supply chain and finance. By reducing duplication and variation,<br />
more resources can be devoted to patient care and community<br />
health programs for the poor and uninsured.<br />
People are the most important asset at <strong>Trinity</strong> <strong>Health</strong>. Beyond<br />
an operational focus, an organization is best defined by the<br />
ability of its people to create value. <strong>Trinity</strong> <strong>Health</strong>’s workplace<br />
culture is rooted in a powerful daily ministry that is focused on<br />
service to the community. By focusing on enterprise excellence,<br />
<strong>Trinity</strong> <strong>Health</strong> is breaking down the silos that so often isolate<br />
organizations in order to create a vibrant community of talented<br />
and highly qualified health professionals working together to<br />
transform health care.<br />
3
A NETWORK OF MINISTRY ORGANIZATIONS<br />
<strong>Trinity</strong> <strong>Health</strong> is made up of a geographically diverse and expanded collection of “Ministry<br />
Organizations” operating acute-care hospitals, outpatient facilities, long-term care centers<br />
and home health and hospice programs.<br />
Ministry Organizations operate community hospitals in seven states, giving <strong>Trinity</strong> <strong>Health</strong> the size<br />
and scope to protect the enterprise from cyclical economic changes or demographic shifts. In every<br />
market we serve, <strong>Trinity</strong> <strong>Health</strong> and its Ministry Organizations work together as an aligned delivery<br />
system driven by entrepreneurial spirit and a living, sustainable healing Mission. As such, <strong>Trinity</strong><br />
<strong>Health</strong> approaches change together unless variation can be proven to create more value.<br />
By combining expertise and resources, <strong>Trinity</strong> <strong>Health</strong> has the capacity to fund community benefit<br />
programs, capital investments and information technology. This commitment to improving patient<br />
care and service at every level fulfills a primary directive of our Mission: “To steward the resources<br />
entrusted to us.”<br />
OUR STRATEGIC DIRECTION<br />
<strong>Trinity</strong> <strong>Health</strong> is guided by a strategic plan with a goal to create healthier communities and a superior<br />
patient care experience. Its foundational pillars underpin our commitment in these six areas:<br />
Community Benefit Ministry: <strong>Trinity</strong> <strong>Health</strong> is a trusted ally working toward eliminating barriers to care and<br />
building healthier communities, with a special focus on the most vulnerable. Proactive spending on community<br />
programs, charity care at cost and unpaid cost of Medicaid improve the health of our communities.<br />
Excellence in Care Experience: Dedicated to building lifelong, trusted health and healing partners,<br />
<strong>Trinity</strong> <strong>Health</strong> focuses on delivering the right care, at the right time, in the right place, at the right cost,<br />
from the best people – personalized to the patient. <strong>Trinity</strong> <strong>Health</strong> measures safety and service against<br />
industry benchmark clinical indicators and holds ministries accountable for top-quartile or top-decile<br />
performance in particular areas of focus.<br />
Best People/Spiritual Workplace: Our associates know they make a difference every day and their service<br />
to others is rooted in heart and soul as they live <strong>Trinity</strong> <strong>Health</strong>’s Mission and Values.<br />
Physician Alignment: <strong>Trinity</strong> <strong>Health</strong> is grounded first and foremost in meeting the needs of patients through<br />
a variety of physician relationships across the care continuum. Based on our Mission and Values, these<br />
relationships are characterized by teamwork, personal responsibility, integrity, innovation, communication,<br />
trust, mutuality and a co-management focus.<br />
Financial Stewardship: A strong operating performance supports investments in the ministry for the poor,<br />
capital improvements and the strengthening of <strong>Trinity</strong> <strong>Health</strong>’s financial health.<br />
Growth and Collaboration: <strong>Trinity</strong> <strong>Health</strong> manages a diverse portfolio of health services. We collaborate<br />
with like-minded organizations in the betterment of community health. And by striving to understand<br />
customer needs better than the competition, we are developing a unique market position. Acting as the<br />
mortar for our priorities are the “enabling disciplines” – Culture, Competencies, Standards of Excellence<br />
and System Leverage – necessary to execute the strategies.<br />
4
Together, these strategic priorities help provide the collective momentum for our growing Catholic health<br />
ministry. Our goal is to continue improving local community health while systematically expanding<br />
excellence throughout the health care environment.<br />
CULTURE AND VALUES<br />
As a Unified Enterprise Ministry, <strong>Trinity</strong> <strong>Health</strong> is establishing the culture and operating model necessary to<br />
reach new levels of performance. The work of transforming our culture begins with two words: attention and<br />
intention. Paying attention to our culture means that we are committed to taking an honest look at our current<br />
processes, practices and ways of interacting with each other across the system. It also requires our collective<br />
intention on making some necessary changes to create a healthier, even more vibrant work environment that<br />
will ensure we are continuing to meet our core business objectives.<br />
PATH to Transformation<br />
With our Mission and Core Values at the core of <strong>Trinity</strong> <strong>Health</strong>, Joe Swedish, <strong>Trinity</strong> <strong>Health</strong> President<br />
and CEO, envisioned a cultural “PATH” that would require all associates to make a deep and abiding<br />
commitment on both a personal and team level. The Personal PATH focuses on Passion, Attitude,<br />
Truth and Heart. The Team PATH focuses on Partnership, Accountability, Trust and High Reliability.<br />
The PATH allows us to achieve our strategic goals through building and maintaining healthy<br />
relationships. Relationships drive associate engagement, which leads to excellence in the care<br />
experience and patient loyalty.<br />
Culture Circles<br />
This past year, <strong>Trinity</strong> <strong>Health</strong> conducted 62 three-day experiences called Circles involving more than 1,700<br />
<strong>Trinity</strong> <strong>Health</strong> leaders and associates. Eventually, all <strong>Trinity</strong> <strong>Health</strong> associates will have the opportunity to<br />
participate in a Circle. The purpose of the Circle is to ground all associates in a common language and<br />
experience from which to build a Unified Enterprise Ministry. Beyond the Circle, work is being done at each<br />
Ministry Organization and Home Office team to position culture as a powerful support strategy for meeting<br />
core business objectives.<br />
As a diverse community of committed persons serving our healing ministry, all associates are called to live the <strong>Trinity</strong> <strong>Health</strong><br />
Values from the heart, transforming our gifts and passion for people in living models of Mission and Core Values: where every<br />
person is honored and served with reverence and respect every time.<br />
- Culture Commitment<br />
Ken Nelson, Cardiac Cath Lab Technician, and Scott Cooper, Clinical<br />
Nurse Manager, talk about the flood with <strong>Trinity</strong> <strong>Health</strong> CEO Joe Swedish.<br />
Rising to Meet the Iowa Flood<br />
Iowa’s worst flood since 1993 did little to dampen the spirits of<br />
the physicians, nurses and staff members of Mercy Medical Center<br />
– North Iowa who rallied to maintain health services, even as many<br />
struggled with the loss of their own homes and belongings.<br />
During the week of June 8, lack of clean water forced the transfer<br />
of 18 patients from the West campus skilled nursing unit to the<br />
East campus. Tankers and refrigerated trucks brought in fresh<br />
water and food.<br />
Despite the harsh conditions, the East campus maintained<br />
services throughout the duration of the flood, and by June 13 both<br />
campuses were fully operational.<br />
MMC-North Iowa President and CEO Jim FitzPatrick and his senior<br />
leadership team expressed their appreciation for the disaster<br />
response in a letter to all associates:<br />
“Mercy associates revealed great character – one of generosity<br />
and compassion. We realize that many associates were impacted<br />
personally by this tragedy and lost much. Our hearts and thoughts go<br />
out to them. It is true that ‘adversity reveals genius’ and to everyone’s<br />
credit, it took all of us as a team to achieve what was done.”<br />
<strong>Trinity</strong> <strong>Health</strong> President and CEO Joe Swedish visited the homes<br />
of some of the more than 44 displaced associates. He presented<br />
a $100,000 check to the Mercy Foundation’s special crisis fund<br />
for associates, called the Mercy Caring Fund. Associates across<br />
the Unified Enterprise Ministry rallied together to provide another<br />
$20,000 in donations.<br />
5
“<br />
I want to thank you, as leaders, for giving us the opportunity to be part of a Culture Circle. The principles I<br />
learned will improve the way I interact with my team, my peers, my customers and my family. I have worked at<br />
other organizations and have never been part of an initiative as energizing and motivating as this one is.<br />
Scott Citron<br />
Manager, Enterprise Applications<br />
I truly want to express my gratitude for being included in this incredible team-building exercise. There is absolutely<br />
no doubt in my mind that the principles and concepts that I was exposed to will make a positive difference in my<br />
day-to-day interaction with my co-workers and customers.<br />
Mount Carmel College of Nursing is one of three schools to offer<br />
<strong>Trinity</strong> <strong>Health</strong> scholarships to students.<br />
Kevin Seruga<br />
Payroll Team Lead, <strong>Trinity</strong> Information Services<br />
DIVERSITY AND INCLUSION<br />
”<br />
Scholarships Infuse Hospitals<br />
With Diverse Talent<br />
<strong>Trinity</strong> <strong>Health</strong> has established an endowment to help<br />
prospective college students from diverse backgrounds<br />
achieve their ambitions for a career in medicine, with the<br />
hope that our hospitals become their first destination.<br />
Three schools with strong medical programs each received a<br />
$2 million low-interest loan from <strong>Trinity</strong> <strong>Health</strong>’s socially<br />
responsible investment program. The colleges are<br />
investing the loan proceeds in securities that will generate<br />
higher returns that will, in turn, be used to award multiple<br />
scholarships of up to $100,000 a year.<br />
The participating schools are the College of St. Catherine,<br />
St. Paul, Minn.; Mount Carmel College of Nursing, Columbus,<br />
Ohio; and the University of Arkansas at Pine Bluff, Ark.<br />
“Diversity is a cornerstone of our organization’s values,<br />
and increasing the number of nurses of color supports<br />
<strong>Trinity</strong> <strong>Health</strong>’s focus on fostering a culturally competent<br />
organization reflective of the diverse communities we<br />
serve,” said VeLois Bowers, Senior Vice President, Diversity<br />
and Inclusion. “We’re extremely proud to partner with<br />
these great educational institutions to provide nursing<br />
scholarships to deserving students of color.”<br />
As communities become more diverse, an organization that is attuned to cultural preferences ensures<br />
that all associates have the resources to deliver responsive and respectful patient-centered care. This year,<br />
<strong>Trinity</strong> <strong>Health</strong>’s Diversity and Inclusion (D&I) department made significant strides in its ongoing efforts to<br />
nourish a culturally competent and diverse workforce.<br />
The D&I team manages a comprehensive initiative that includes training and education, recruitment,<br />
retention and development, communication, community partnerships and supplier diversity. Every Ministry<br />
Organization has a designated Diversity Leader. By their example, <strong>Trinity</strong> <strong>Health</strong> is sustaining an environment<br />
that inspires associates to experience a passionate dedication to their work with a stronger sense of<br />
connectedness to the patients and families they serve.<br />
In order to shift the culture and focus on this imperative, <strong>Trinity</strong> <strong>Health</strong> instituted a mandatory system-wide goal<br />
for the completion of the diversity-training program and all Ministry Organizations developed three-year work plans.<br />
LEADING WITH INTEGRITY<br />
<strong>Trinity</strong> <strong>Health</strong> was established on a foundation of faith-based values: Respect, Social Justice, Compassion,<br />
Care of the Poor and Underserved, and Excellence. These values – combined with our Mission – serve as a<br />
compass to guide our ongoing health care ministry.<br />
But working in the health care field is extremely challenging, and sometimes the right course of action<br />
can be unclear. In 1997, <strong>Trinity</strong> <strong>Health</strong> introduced the Organizational Integrity Program (OIP) as a response<br />
to the significant increase in regulatory enforcement activity in health care.<br />
Rather than focus on “compliance,” OIP emphasizes “integrity.” Compliance with the law and regulations is<br />
a minimum requirement, but at <strong>Trinity</strong> <strong>Health</strong> we also expect our leaders and associates to make decisions<br />
consistent with and faithful to our Mission and Values.<br />
“The Organizational Integrity Program is even more critical today than when it began in 1997,” said Michael<br />
Holper, Senior Vice President, Organizational Integrity and Audit Services. “Our associates and others must<br />
have the ability to raise concerns whenever they encounter an issue.”<br />
Associates have a guide called “The Standards of Conduct” to support “Right Relationships” – relationships<br />
with patients and others in our care, relationships with our co-workers and business partners, relationships<br />
6
with the government and others that pay for the health care services we provide, and relationships with<br />
our organization and communities.<br />
The Standards of Conduct describe the behaviors and conduct expected of all <strong>Trinity</strong> <strong>Health</strong> associates, volunteers,<br />
medical staff and board members. It also describes how our actions and behaviors should be consistent with the<br />
numerous legal, ethical and professional obligations that apply to our health system ministry.<br />
Within <strong>Trinity</strong> <strong>Health</strong>, Local Integrity Officers at each Ministry Organization and OIP staff at the Home Office are<br />
available to assist when questions or concerns arise about compliance or ethical issues. Other avenues include<br />
a 24-hour “Integrity Hotline” and options to speak directly with a supervisor or person of higher authority.<br />
LEADERSHIP DEVELOPMENT<br />
<strong>Trinity</strong> <strong>Health</strong> is blessed with an abundance of highly skilled and talented health care professionals. Investment<br />
in the growth and development of our associates is essential to the success of our Catholic health care ministry.<br />
We strive to be a dynamic “continuously learning” organization where associates are enthusiastic<br />
partners in attaining our strategic objectives. We identify and nurture leaders who bring out the best<br />
in themselves and others, who are builders and enablers of our Unified Enterprise Ministry and culture,<br />
and who are effective coaches and mentors. These leaders model the behaviors expected of others.<br />
<strong>Trinity</strong> <strong>Health</strong>’s Organization Learning and Development team provides vision and strategic direction<br />
for the development of more than 40,000 associates and 5,000 leaders.<br />
All associate development programs are rooted in <strong>Trinity</strong> <strong>Health</strong>’s Mission, Vision and Core Values.<br />
The programs are a means of achieving our strategic priorities and are based on defined and validated<br />
competencies. Development opportunities for associates range from online <strong>Health</strong>Stream courses to<br />
the School at Work program (see sidebar).<br />
For our leaders, the Organization Learning and Development team created the <strong>Trinity</strong> <strong>Health</strong> Leadership<br />
Series to provide a clear, well-defined career progression in our organization. The series has four parts:<br />
• Essential Skills for New Leaders – for emerging leaders and new supervisors<br />
• Foundations in Leadership – for managers and directors<br />
• Strategic Leadership Program – for directors, vice presidents and senior executives<br />
• Advanced Leadership Program – for directors, vice presidents, senior executives and “high potential” leaders<br />
<strong>Trinity</strong> <strong>Health</strong> has been recognized with numerous awards for its high-impact training initiatives to develop<br />
effective health care leaders. <strong>Trinity</strong> <strong>Health</strong> was the only health system in the nation to receive the 2007<br />
Best Practice Award for Leadership Development by the Corporate University Xchange.<br />
At the other end of the career spectrum, <strong>Trinity</strong> <strong>Health</strong> trains new master’s program graduates through its<br />
Fellowship Program. With a focus on “learning by doing,” fellows use the organization’s national presence<br />
to access a variety of markets, service lines and management perspectives. Since 1980, more than 80<br />
fellows have gone on to excel in many fields of health care management. Several former fellows have<br />
since attained leadership positions within <strong>Trinity</strong> <strong>Health</strong>.<br />
Diversity Summit <strong>2008</strong><br />
Throughout the United Enterprise Ministry, associates celebrated<br />
Diversity Summit Week from April 21-25 with thought-provoking programs<br />
ranging from diversity and inclusion strategies to new ways of thinking<br />
about race and gender.<br />
By week’s end, associates were talking about the conference in<br />
lunchrooms, by coffee stations and in work areas. Diversity and Inclusion<br />
team members were excited about the turnout and responses from the<br />
program. Plans are under way for more forums in 2009.<br />
“Culturally competent organizations are better able to live into the culture<br />
complexities of a diverse society,” <strong>Trinity</strong> <strong>Health</strong> President and CEO Joe<br />
Swedish said. “Sensitivity plus engagement equals respect.”<br />
Strategic Leadership Program<br />
Grads Accept Degrees<br />
During a May <strong>2008</strong> commencement exercise, 36 clinical and<br />
administrative leaders walked to the podium to receive certificates<br />
of completion as the first graduating class of <strong>Trinity</strong> <strong>Health</strong>’s<br />
Strategic Leadership Program (SLP). The graduates completed a<br />
rigorous 18-month leadership development program covering topics<br />
and skills required for excellence in health care leadership. The SLP<br />
focuses on cultivating the rapid growth and development of leaders<br />
— recommended by senior associates – who have the potential<br />
to make exceptional contributions to <strong>Trinity</strong> <strong>Health</strong> organizations.<br />
The program format consists of six, two-day intensive classroom<br />
courses, qualitative assessment against validated competencies,<br />
action-oriented development plans, personal coaching and the<br />
completion of an individual or team project.<br />
The inaugural group began its journey in September 2006.<br />
A second group entered the program in February <strong>2008</strong>.<br />
School at Work Leads to Better Jobs<br />
<strong>Trinity</strong> <strong>Health</strong> launched the School at Work program at two sites<br />
– St. Joseph Mercy Oakland, Pontiac, Mich., and St. Joseph<br />
Mercy Hospital, Ann Arbor, Mich. Through the program, hospital<br />
associates further their education to boost their careers in health<br />
care. The program provides associates a refresher on core<br />
curriculum skills and health care-specific content to transition<br />
back into the classroom so they can get better paying and more<br />
satisfying jobs. Students meet weekly for two hours for about eight<br />
months, and complete an additional two hours of homework per<br />
week. Because of the pilots’ success, <strong>Trinity</strong> <strong>Health</strong> is expanding<br />
the School at Work program in FY09.<br />
7
enterprisi<br />
we are<br />
enabling safe, high-quality and compassionate care<br />
8
ng<br />
Highlights<br />
Safer, Faster, Better Care<br />
Innovative Technologies<br />
Care Transformation<br />
Patient Care Excellence<br />
Advancing Palliative Care<br />
Environmental Sustainability<br />
State-of-the-Art Hospitals<br />
Growing Catholic Ministry<br />
Courage and boldness are hallmarks of Catholic health care in<br />
America. The first Sisters in the United States were willing to venture from<br />
the safe harbors of their era to found hospitals, schools and orphanages,<br />
leaving an indelible imprint upon the American frontier. <strong>Trinity</strong> <strong>Health</strong>’s<br />
founding congregations met community needs and accepted the inherent<br />
risks of change when responding in faith and hope and compassion.<br />
In the spirit of <strong>Trinity</strong> <strong>Health</strong>’s founding Sisters, we embrace that same<br />
commitment to transform health care delivery in today’s era.<br />
Courageous commitment in the 21 st century requires advances in health<br />
information technology, construction of state-of-the-art facilities, strategic<br />
partnerships, transparency, and creative strategies for improving care<br />
and coverage to vulnerable populations.<br />
9
Rural Hospitals Connect with<br />
Electronic <strong>Health</strong> Records<br />
In the sparsely populated plains of northern Iowa, seven small<br />
hospitals made history with the installation of electronic health<br />
records, transforming the way health care is delivered in rural areas.<br />
The seven remote facilities – each with less than 25 inpatient beds<br />
– are now digitally connected with computerized physician order<br />
entry (CPOE) and other clinical systems via a regional network<br />
spanning 70 square miles.<br />
The integrated system is the first of its kind in a U.S. rural health<br />
care setting. While larger hospitals are more likely to have electronic<br />
health records, less than 3 percent of the nation’s small or rural<br />
hospitals (50 beds or less) tout a fully implemented system.<br />
The pioneering implementation was facilitated by two grants from the<br />
Agency for <strong>Health</strong>care Research and Quality (AHRQ). <strong>Trinity</strong> <strong>Health</strong><br />
and its member facilities partnered with Hancock County Memorial<br />
Hospital, county public/community heath agencies and the University<br />
of Iowa College of Public <strong>Health</strong> to implement the program.<br />
The network will serve as a model for future EHR implementations<br />
in rural settings.<br />
Hospitals With e-<strong>Health</strong> Records<br />
Safer, Faster, Better Care<br />
<strong>Trinity</strong> <strong>Health</strong> is transforming quality and reducing costs<br />
by putting the power of the latest computerized clinical<br />
tools in the hands of our caregivers. These state-of-the-art<br />
tools automate processes that are still often done with<br />
paper and pen at the majority of U.S. hospitals.<br />
The majority of our hospitals are now using health<br />
information technology applications that include<br />
computerized physician order entry, electronic health<br />
records, nursing documentation with wireless devices,<br />
paperless charts in the emergency department,<br />
adverse drug event alerts and more.<br />
As a result, nurses have more time at the bedside<br />
for personalized care, medications are given to<br />
patients faster, errors are avoided, and costly<br />
duplications are eliminated. These benefits are<br />
made possible in a variety of ways:<br />
• Electronic health records replace much of the<br />
paper that passes between departments and<br />
between those providing care. Patient information<br />
is at the caregivers’ fingertips wherever there is<br />
computer access. If a patient ever has a need<br />
to return to a <strong>Trinity</strong> <strong>Health</strong> hospital, our clinical<br />
staff can immediately and securely access their<br />
medical history. And since illness doesn’t always<br />
happen during office hours, a <strong>Trinity</strong> <strong>Health</strong>-affiliated<br />
doctor can access a health record using secure,<br />
password-protected Internet access, at any time.<br />
• Online orders for tests and treatments mean no<br />
handwritten prescribing in the hospital. Physicians<br />
enter their orders directly into a secure system<br />
where they can be quickly accessed by the<br />
patient’s care team. Instructions are easily<br />
In a Battle Creek <strong>Health</strong> System OR, an anesthesiologist and<br />
CRNA use Surginet to document all pre-, post- and intra-operative<br />
activity into the patient’s electronic health record.<br />
read, automatically checked and sent to the right<br />
departments, so that care is delivered sooner.<br />
• Charting care at the bedside is done by nurses and<br />
other clinicians on portable computers, making it<br />
immediately available online to physicians or other<br />
authorized caregivers. This feature gives the nurse<br />
more time with the patient.<br />
• Automatic “checks” to ensure appropriate medication<br />
and dosing helps take away the possibility of human<br />
error. The system automatically checks a patient’s<br />
prescribed medications against lab results and other<br />
key information. With the large numbers of new<br />
medications available annually, caregivers and<br />
patients appreciate this additional “safety net.”<br />
Industry studies have shown that hospitals using<br />
computerized clinical systems greatly improve the<br />
quality and safety of care, as well as improve patient<br />
registration, streamline the billing process and<br />
boost financial performance.<br />
2003 May Mercy Hospital – Port Huron<br />
2005 February Battle Creek <strong>Health</strong> System<br />
April St. Joseph’s <strong>Health</strong>care, Clinton Township<br />
July Mercy Medical Center – North Iowa<br />
September Mercy Medical Center – Sioux City<br />
2004 July Mercy <strong>Health</strong> Partners, Muskegon<br />
October Saint Mary’s <strong>Health</strong> Care<br />
2006 February Mercy Medical Center – Dubuque<br />
Mercy Medical Center – Dyersville<br />
March St. Mary Mercy Livonia<br />
10
Most health systems in the country are either just beginning to switch over to these systems – or have<br />
not yet started. <strong>Trinity</strong> <strong>Health</strong> began its journey in 2000, and has committed substantial resources to<br />
seeing it through to completion.<br />
Over the next 18 months, <strong>Trinity</strong> <strong>Health</strong> will continue its nationwide rollout with Genesis<br />
implementations at some of its largest medical centers in Maryland, Idaho, Michigan and California.<br />
INNOVATIVE TECHNOLOGIES<br />
Nowhere is the latest technology making more of a difference than in today’s hospitals. Patients across our<br />
Unified Enterprise Ministry are benefiting from new technology-enhanced procedures.<br />
When a specialist is needed but cannot be<br />
physically present at the hospital, 34 rounding<br />
robots across <strong>Trinity</strong> <strong>Health</strong> give physicians access<br />
to real-time interactions with patients and staff,<br />
ensuring the seamless delivery of care.<br />
For example, the Michigan Stroke Network puts<br />
the finest stroke specialists in the nation where<br />
they are most needed. Using telemedicine and<br />
“bedside robots,” physicians and patients at<br />
participating hospitals have access to the best<br />
specialists in the country to immediately assess<br />
a patient’s condition. A total of 31 hospitals in<br />
Michigan are members of this one-of-a-kind<br />
stroke network.<br />
In its first year, 153 patients received more than 500 cancer care<br />
treatments from the CyberKnife robotic radiosurgical system, the first<br />
of its kind in the state of Michigan.<br />
Cancer Treatment Enters the ‘Cyber’ Age<br />
The CyberKnife robotic radiosurgery system at St. Joseph Mercy<br />
Hospital, Ann Arbor, Mich., radically changed both the treatment<br />
and recovery time of some cancer patients. The hospital was the<br />
first in the state to offer this technology. The device non-invasively<br />
delivers high-dose radiation with pinpoint accuracy. Patients feel<br />
no pain, and the procedure is done on an outpatient basis.<br />
Doctors say it’s a groundbreaking way to treat spine, lung, prostate,<br />
liver and pancreatic cancer, along with non-cancerous or inoperable<br />
tumors anywhere on the body.<br />
More than 500 treatments have taken place since the hospital<br />
acquired CyberKnife in June 2007.<br />
Dr. Polly Knightforth proves you can be two places at<br />
one time. Here, she discusses a little one’s health with<br />
the father and nurse in the Emergency Department at<br />
St. Joseph Mercy Oakland, Pontiac, Mich.<br />
2007 March St. Joseph Mercy Oakland<br />
October Mercy Medical Center – Clinton<br />
2009 June Saint Joseph Mercy <strong>Health</strong> System, Ann Arbor<br />
<strong>2008</strong> April Saint Joseph Regional Medical Center, South Bend<br />
Aug – Sept Mercy <strong>Health</strong> Network, Iowa (7 hospitals)<br />
September Holy Cross Hospital, Silver Spring<br />
11
CARE TRANSFORMATION<br />
Identifying Blood Clot Risks<br />
In June <strong>2008</strong>, <strong>Trinity</strong> <strong>Health</strong> became the first organization in the<br />
nation to activate a digital advisory tool that helps physicians and<br />
clinicians identify risks for blood clots that can form in veins and<br />
arteries.<br />
A cross-functional team of clinical and technical experts<br />
developed the VTE/DVT Discern Advisor to calculate patient risk<br />
factors and recommend appropriate treatments for the following<br />
types of venous thromboembolism:<br />
• Deep vein thrombosis (DVT): Partial or complete blockage of blood<br />
flow by a blood clot inside a deep vein, commonly located in the<br />
calf or thigh<br />
• Pulmonary embolism (PE): Blockage of the pulmonary artery,<br />
or a branch of it leading to the lungs, by a blood clot, usually<br />
from the leg<br />
The tool is a valuable resource to physicians and clinicians.<br />
Pulmonary embolisms cause 200,000 deaths annually in the<br />
United States, and the majority of these patients have no clinical<br />
symptoms beforehand. Cerner’s VTE/DVT Discern Advisor is now a<br />
routine check when assessing acute care patients 18 and older.<br />
Sanctuary Nurtures Elder Adults, Families<br />
<strong>Trinity</strong> <strong>Health</strong>’s long-term care organization – <strong>Trinity</strong> Continuing<br />
Care Services – changed its name to <strong>Trinity</strong> Senior Living<br />
Communities to reflect a new vision and identity. All 33 senior<br />
commu nities in Michigan, Indiana and Maryland have been<br />
renamed Sanctuary. The new model encourages nourishing<br />
and nurturing relationships among elders, their families and<br />
caregivers. With Sanctuary, elders are empowered to make<br />
decisions affecting their lives. The staff is focused on hospitality,<br />
companionship and encouraging residents to live their best<br />
lives. <strong>Trinity</strong> Senior Living Communities serves more than<br />
35,000 seniors each year through independent living, assisted<br />
living, nursing care and memory care. Some communities offer<br />
rehabilitation services including occupational, speech and<br />
physical therapy as well as therapeutic recreation.<br />
There’s no doubt that leading technologies, mobile computers, electronic health records and computerized<br />
physician order entry are revolutionary breakthroughs that transform the way medicine is being taught,<br />
practiced and advanced. But these tools are only as good as the processes behind them.<br />
The enormous potential of health IT on patient quality can only be harnessed through focused evidencebased<br />
process improvement. To take full advantage of the technology we have in place, specially trained<br />
Care Transformation Teams study ways to improve workflow with new technologies for the betterment of<br />
the patient experience.<br />
Care Transformation Teams have created digitized order sets in the areas of acute coronary syndrome,<br />
heart failure and orthopedics. The order sets give clinicians reliable decision support tools such as<br />
guidelines, reference materials and evidence to make informed decisions.<br />
One of the many changes has been an initiative to decrease the “time to needle” – the time from when a<br />
patient arrives in the emergency department with chest pain to the moment at which a needle is injected<br />
for starting a stent in the cardiac catheterization lab. With an automated process, an EKG is automatically<br />
forwarded to the data repository and even to the doctor’s hand-held device – saving precious moments<br />
and improving the patient’s odds for a full recovery.<br />
In many other ways, <strong>Trinity</strong> <strong>Health</strong> is making the latest evidence-based practice treatment standards and<br />
medical research available to physicians at the point of care. And with <strong>Trinity</strong> <strong>Health</strong>’s massive clinical data<br />
repository numbering 6.2 million records and growing, physicians have more evidence-based knowledge<br />
than ever before to assist with informed decisions and diagnoses.<br />
PATIENT CARE EXCELLENCE<br />
We all want to be valued, even treasured by the person<br />
we are trusting with our lives. It is reflected in the way<br />
we relate with our patients and with fellow caregivers.<br />
It is expressed in the way we communicate and work as<br />
a team, and how we support each other. It can be seen<br />
in small ways such as a smile, a handshake or<br />
a friendly greeting.<br />
How patients are treated as a person is just as<br />
important as clinical quality. As a patient’s most<br />
trusted health partner for life, <strong>Trinity</strong> <strong>Health</strong> caregivers<br />
strive to exceed the expectations of care and caring<br />
down to the smallest detail. At <strong>Trinity</strong> <strong>Health</strong>, respect,<br />
responsiveness and understanding are considered to<br />
be fundamental components of customer service.<br />
The ultimate measure of patient satisfaction and<br />
loyalty is a simple yes or no answer to the question,<br />
12<br />
Elder residents of <strong>Trinity</strong> Senior Living Communities<br />
benefit from the hospitality, companionship and<br />
expertise of caregivers like Yangse.
“Would you recommend this facility to your family and friends?” With this in mind, <strong>Trinity</strong> <strong>Health</strong> rates<br />
customer satisfaction in three areas:<br />
Respect: I was treated with care, compassion and respect.<br />
Responsiveness: My needs (including pain management) were responded to in a timely fashion.<br />
Understanding: I understood what was happening to me and why – and I was involved in the decision.<br />
It takes everyone at <strong>Trinity</strong> <strong>Health</strong> to create excellence in the care experience for any person who visits our facilities.<br />
ADVANCING PALLIATIVE CARE<br />
When patients face serious chronic or life-threatening illness, they need relief from pain, symptoms and stress.<br />
They and their families need to better understand their condition and choices for care. They need to improve<br />
their ability to tolerate chosen medical treatments. And most importantly, they need the ability to carry on<br />
with everyday life or prepare well for the end of life. Interdisciplinary palliative care serves these needs.<br />
In fiscal <strong>2008</strong>, <strong>Trinity</strong> <strong>Health</strong> recognized the contribution that palliative care makes to the patient care<br />
experience. A new palliative care function led by Sister Gretchen Elliott, RSM, was created to ensure<br />
every Ministry Organization has a defined program in place by 2009. Sister Elliott is the chair of the<br />
national Palliative Care Organization.<br />
Of the many palliative care programs in place across <strong>Trinity</strong> <strong>Health</strong>, three organizations operate nationally<br />
recognized programs:<br />
Mercy Medical Center – North Iowa, Mason City, Iowa: Since launching a palliative care program in 2006,<br />
Mercy Medical Center – North Iowa, has helped hundreds of patients by relieving suffering and enhancing<br />
their quality of life. David Wensel, DO, and Anne Zook, RN, Palliative Medicine Coordinator, run the<br />
palliative care program for both inpatient and outpatient candidates. MMC-North Iowa’s W. David Clark,<br />
MD, also initiated one of only 30 palliative care fellowships for physicians available nationally. It is the<br />
only community hospital-based accredited palliative medicine fellowship in the United States.<br />
Mount Carmel <strong>Health</strong> System, Columbus, Ohio: Mount Carmel <strong>Health</strong> System is one of six designated<br />
Palliative Care Leadership Centers in the United States and has helped nearly 120 teams, several<br />
from affiliated <strong>Trinity</strong> <strong>Health</strong> hospitals, learn about best practices in palliative care programs. Since the<br />
program’s inception in 1997, Mount Carmel has served 14,000 patients and families. Mary Ann Gill, RN,<br />
is the program’s Executive Director and Founding Director of the hospice and palliative care programs.<br />
Phil Santa Emma, MD, serves as Medical Director.<br />
St. Joseph Mercy Oakland, Pontiac, Michigan: Making palliative care part of the culture at St. Joseph<br />
Mercy Oakland has been an ongoing commitment since the hospital first launched Mercy Supportive Care<br />
in 2000. The program received the prestigious Circle of Life Award in 2006 from the American Hospital<br />
Association. Led jointly by Peg Nelson, RN, and Ken Richter, MD, the program offers an intensive training<br />
program for staff, plus continuing education in pain management, palliative care and ethics education.<br />
Rita Garrett and daughter Savannah with Carole Conners, RN, Pam<br />
Dziadosz, RN, and Gail Harrison, OB Tech, who helped husband Spc.<br />
Robert Wesley Garrett experience the birth from Iraq.<br />
Soldier in Iraq Hears Firstborn’s Cry<br />
Gail Harrison, an obstetrics technician at Saint Joseph Regional<br />
Medical Center, South Bend, Ind., was surprised to receive calls<br />
half a world away from an anxious U.S. soldier in Iraq whose wife<br />
was about to deliver their first child.<br />
U.S. Army Specialist Robert Wesley Garrett began calling the<br />
hospital every 10 minutes to get the latest update on his wife<br />
Rita’s labor and delivery. “The nurses kept coming in telling me<br />
my husband was on the phone from Iraq,” his wife, Rita Harrison<br />
recalled. “As we were getting closer, I finally had to tell my mom to<br />
tell him I can’t talk – I’m trying to push this baby through.”<br />
While Rita was giving birth, Harrison transferred the phone into the<br />
labor room. A nurse put the phone on the bed and told him what was<br />
going on.<br />
“It was like she was doing a ballgame,” Rita laughed. “‘It’s crowning…<br />
okay, I can see the head…it’s a girl!’”<br />
This not-so-typical delivery was one the Garrett family will cherish<br />
forever. “When I first heard her cry, it really hit home to me that I had<br />
a daughter,” Specialist Garrett said. “It really is the greatest.”<br />
13
ENVIRONMENTAL SUSTAINABILITY<br />
“We need to care for the earth. We must protect and cultivate it with responsible freedom, with the good<br />
for all as a constant guiding criterion.”<br />
-- Pope Benedict XVI<br />
Saint Alphonsus Receives Environmental<br />
Quality Award<br />
Saint Alphonsus Regional Medical Center is Idaho’s first<br />
hospital to be named a “Partner for Change” by Hospitals for<br />
a <strong>Health</strong>y Environment (H2E). The hospital completed a project<br />
with the state’s Department of Energy Compliance to use an<br />
underground canal on the edge of campus to cool the building.<br />
Other waste-reducing practices include recycling fluorescent<br />
light bulbs and installing recycled carpets in all of its waiting<br />
rooms. Outdated computers are routinely reconditioned and<br />
sent to developing countries.<br />
Mercy-Dubuque Earns Energy Star Rating<br />
Mercy Medical Center – Dubuque and its sister hospital in Dyersville<br />
are the only two hospitals in Iowa to hold the U.S. Environmental<br />
Protection Agency’s prestigious Energy Star rating, the national<br />
mark of excellence for superior energy performance.<br />
Mercy’s Plant Engineering department reduced the hospital’s<br />
energy use by installing 180 occupancy sensors throughout the<br />
facility. All incandescent exit signs and exterior Christmas lights<br />
were replaced with new energy efficient lights. Older machines<br />
were replaced with high-efficiency models and standard light bulbs<br />
were changed to compact fluorescent bulbs.<br />
<strong>Trinity</strong> <strong>Health</strong>’s Ministry Organizations have joined industry-wide efforts to become more environmentally<br />
responsible, launching myriad programs to create healthier conditions for patients, associates and<br />
communities.<br />
From purchasing vapor-pressure cleaning machines and increasing associate recycling efforts, to<br />
constructing major new facilities with recycled products, <strong>Trinity</strong> <strong>Health</strong> is strengthening its commitment<br />
to developing and implementing environmentally responsible principles.<br />
The goals are to reduce the carbon footprint, eliminate waste and improve efforts of hospitals and other<br />
facilities to conserve energy and use water more efficiently.<br />
STATE-OF-THE-ART HOSPITALS<br />
Hospital facilities are part of the healing process. New construction and the renovation of existing<br />
facilities provide the best conditions for healing and the practice of world-class medicine.<br />
<strong>Trinity</strong> <strong>Health</strong>’s capital improvement program combines the organization’s commitment to respectful and<br />
compassionate patient care with modern technology and medical innovation. Within these state-of-the-art<br />
settings, patients receive care in settings that help them heal faster and provide an increased sense of<br />
comfort and security.<br />
These new facilities are designed to meet their communities’ health care challenges and represent<br />
the high-tech, high-touch delivery platform of the 21 st century. New facilities also feature earth-friendly<br />
construction materials and energy-efficient lighting, heating and cooling systems.<br />
Lacks Cancer Center is LEED-Certified<br />
The Lacks Cancer Center, Grand Rapids, Mich., is only the second<br />
health care facility in the country to receive LEED certification from<br />
the U.S. Green Building Council. Developers of the state-of-theart<br />
cancer center used efficient lighting and recycled construction<br />
materials and ceiling tiles. A high-efficiency irrigation technology<br />
reduced potable water con sumption by 50 percent and eliminated<br />
the need for a sodded lawn. Lacks uses steam purchased from<br />
the county to heat the building. Rather than just waste the warm<br />
water after it has been used, Lacks recaptures it and recirculates<br />
the water as a snow-melt system that heats the driveway and<br />
sidewalks of the building’s entrances.<br />
The new Center for Advanced Healing at Saint<br />
Alphonsus Regional Medical Center, Boise, Idaho,<br />
opened in October 2007.<br />
Summary of new construction<br />
Saint Alphonsus Regional Medical Center,<br />
Boise, Idaho. The new Center for Advanced<br />
Healing at Saint Alphonsus Regional Medical<br />
Center, Boise, Idaho, is one of the most<br />
advanced clinical care facilities in the northwest.<br />
Open since October 2007, the Center is<br />
designed to meet the health care needs of a<br />
growing and aging population by integrating<br />
leading edge medical technologies with<br />
architectural design principles proven to<br />
enhance healing.<br />
14
Saint Joseph Mercy <strong>Health</strong> System, Ann Arbor, Mich. In September 2007, Saint Joseph Mercy <strong>Health</strong><br />
System opened a new 11-story East Tower featuring 356 private patient rooms, each with patient media<br />
systems and the latest medical technology. Patients, family members, associates and physicians were<br />
involved in the design and building phases of the East Tower through focus groups, one-on-one interviews and<br />
hands-on testing. SJMHS is now moving forward with plans to erect a second patient care tower to replace<br />
an older section of the hospital.<br />
St. Mary Mercy Livonia, Mich. St. Mary Mercy Livonia’s new Our Lady of Hope Cancer Center offers<br />
coordinated treatment and services to cancer patients using multidisciplinary teams and the latest<br />
technology. The center features an Image Recovery Center and a healing center for chemotherapy and<br />
infusion services. An anonymous benefactor donated $1 million in honor of the Felician Sisters, the<br />
hospital’s founding congregation, to help fund the new cancer center.<br />
A new 254-bed world-class hospital in South Bend, Ind.,<br />
is expected to open in the fall of 2009.<br />
Saint Joseph Regional Medical Center, South Bend,<br />
Ind. Saint Joseph Regional Medical Center is using<br />
recycled and environmentally conscious materials<br />
in the construction of a new 254-bed world-class<br />
hospital. The facility broke ground two years ago<br />
and is expected to open in the fall of 2009. SJRMC’s<br />
integrated design approach addresses the shared<br />
mission of providing the finest patient care and<br />
ensuring a healthy environment, while realizing<br />
economic benefits from reduced operating costs,<br />
improved productivity and more thoughtful patient<br />
accommodations.<br />
The new Mercy <strong>Health</strong> Partners name and logo is unveiled at a<br />
press conference by Mike Slubowski, President, Hospital and <strong>Health</strong><br />
Networks, <strong>Trinity</strong> <strong>Health</strong>, and Roger Spoelman, President and CEO<br />
of Mercy <strong>Health</strong> Partners.<br />
GROWING CATHOLIC MINISTRY<br />
Two watershed events occurred in FY08 to strengthen Catholic<br />
health care in two regions.<br />
In West Michigan, the April <strong>2008</strong> merger between <strong>Trinity</strong> <strong>Health</strong>’s<br />
Mercy General <strong>Health</strong> Partners and Hackley <strong>Health</strong> System has<br />
created a new regional health care system in Muskegon, Mich.<br />
The merger transferred complete ownership of Hackley <strong>Health</strong><br />
to form an expanded Ministry Organization now known as Mercy<br />
<strong>Health</strong> Partners.<br />
The merger in February <strong>2008</strong> between Saint Joseph Mercy <strong>Health</strong><br />
System, Ann Arbor, and St. Mary Mercy Hospital, Livonia will<br />
strengthen core services and promote regional growth throughout<br />
Oakland, Washtenaw and Wayne counties.<br />
The new four-hospital system will benefit patients by sharing<br />
physician and professional expertise, technology advancements<br />
and innovation, best practices, medical breakthroughs, quality and<br />
excellence in the patient care experience.<br />
As a result of both mergers, these organizations have become<br />
healthier, stronger and more respon sive to the improvement of<br />
care and services within their communities.<br />
15
ministering<br />
we are<br />
providing vital health services for all, especially to the most vulnerable<br />
Our Mission guides everything we do. And as <strong>Trinity</strong><br />
<strong>Health</strong> continues Jesus’ healing ministry into the 21 st<br />
century, we are called to both serve others and transform<br />
care delivery.<br />
We call our commitment “Community Benefit Ministry.”<br />
Community benefit is an organized and measured approach<br />
to meeting community health needs. It implies collaboration<br />
with a “community” to “benefit” its residents by improving<br />
health status and quality of life.<br />
16
Highlights<br />
Enhancing Community Benefits<br />
A Call to Care<br />
Caring for the Most Vulnerable<br />
Valuable Voices for Advocacy<br />
Find a Way Campaign<br />
Your Most Trusted <strong>Health</strong> Partner<br />
In urban and rural communities across the United States,<br />
<strong>Trinity</strong> <strong>Health</strong>’s many community health programs are<br />
restoring wholeness and well-being to people.<br />
Year after year, <strong>Trinity</strong> <strong>Health</strong> reinvests in communities with<br />
hundreds of millions of dollars in funding for charity care,<br />
primary care services, screenings, education and research.<br />
And the commitment has risen in proportion to the need.<br />
Our programs inspire Ministry Organizations to develop<br />
services that meet community needs. Our Values are<br />
grounded in the demonstration of mercy, human dignity,<br />
justice, service and preferential options for the most<br />
vulnerable persons of society.<br />
Legislative advocacy is another way we act on our call to serve<br />
and transform. When we argue for fair payment for Medicare<br />
and Medicaid programs, we are advocating for our ability to<br />
serve. When we act upon our call for coverage of uninsured<br />
people in our country, we strive to transform the fundamental<br />
structures and conditions that lead to ill health.<br />
17
ENHANCING COMMUNITY BENEFITS<br />
What is Community Benefit?<br />
Community benefit is a term given to programs or activities<br />
that provide treatment and/or promote health and healing as a<br />
response to identified community needs.<br />
A community benefit must meet at least one of the following<br />
criteria:<br />
• Generates a low or negative margin<br />
• Responds to needs of special populations, such as<br />
persons living in poverty and other disenfranchised persons<br />
• Supplies services or programs that would likely be discontinued<br />
– or would need to be provided by another<br />
not-for-profit or government provider – if the decision was made<br />
on a purely financial basis<br />
• Responds to public health needs<br />
• Involves education or research that improves overall community<br />
health.<br />
Source: Catholic <strong>Health</strong> Association<br />
FY08 Call to Care Grant Recipients<br />
“Chronic Disease Education Center”<br />
Saint Joseph Regional Medical Center, South Bend, Indiana<br />
“Comprehensive Eye Care for Indigent Adults with Diabetes”<br />
Saint Mary’s <strong>Health</strong> Care, Grand Rapids, Michigan<br />
“Coordinated Diabetes Outreach”<br />
Mercy Medical Center – North Iowa, Mason City<br />
“Culturally Appropriate Resources and Education” (CARE)<br />
Saint Alphonsus Regional Medical Center, Boise, Idaho<br />
“Diabetes Advocacy for the Poor”<br />
Mercy Medical Center – Sioux City, Iowa<br />
“Dental Home”<br />
Mercy Medical Center – Sioux City, Iowa<br />
“Faith Community Nursing: <strong>Health</strong>ier Seniors, <strong>Health</strong>ier Community”<br />
St. Joseph Mercy Oakland, Pontiac, Michigan<br />
“Joy Southfield Diabetes Treatment, Education and Management”<br />
St. Mary Mercy Livonia, Michigan<br />
“Nicotine Dependence Center”<br />
Holy Cross Hospital, Silver Spring, Maryland<br />
“Preventive <strong>Health</strong> Education to Somali Women”<br />
Mount Carmel <strong>Health</strong> System, Columbus, Ohio<br />
Improving the health of our communities has been at the heart of <strong>Trinity</strong> <strong>Health</strong>’s Mission since our<br />
hospitals first opened their doors more than 150 years ago. Our Ministry Organizations provide programs<br />
that address nearly every facet of the circle of life, from the miracle of birth through the joy of childhood,<br />
from the adventures of adulthood to the golden years of retirement and the final chapters of life.<br />
<strong>Trinity</strong> <strong>Health</strong> continually seeks to assess, respond to and account for meeting the needs of the<br />
communities it serves. To do so, it joins with people from those communities, and engages in social<br />
analysis and advocacy for the advancement of a social justice agenda.<br />
Chronic Disease Metrics: This year a common set of metrics was fully deployed to help determine the<br />
effectiveness of chronic disease management programs for both diabetes and heart failure in <strong>Trinity</strong><br />
<strong>Health</strong>’s programs for the poor and vulnerable populations we serve. The measurements include four<br />
outcomes (for example, cholesterol levels) and four process measures (for example, whether an annual<br />
retinal exam was conducted). The results were measured against nationally established benchmarks for<br />
programs of their kind for all patients, not just the uninsured and poor. Over time, the metrics will allow<br />
organizations to identify successful programs and lead to performance improvements in terms of cost,<br />
quality, access and reduced disparities.<br />
Telemedicine and Clinic IT: In fulfillment of our Mission to pioneer new models of care for vulnerable persons,<br />
<strong>Trinity</strong> <strong>Health</strong> installed electronic health record management systems at free health clinics in Michigan.<br />
The clinics serve uninsured patients in Detroit, Pontiac and Grand Rapids. The initiative includes a remote<br />
“telemedicine” monitoring system for patients with severe and chronic conditions such as heart disease<br />
and diabetes. Remote patient monitoring typically has only been used in home health and rural<br />
network environments, and now for the first time <strong>Trinity</strong> <strong>Health</strong> is using it to improve access and<br />
care management.<br />
A CALL TO CARE<br />
<strong>Trinity</strong> <strong>Health</strong> awards grants to our Ministry Organizations to help start new programs addressing chronic<br />
disease management and other community needs. This past year, 10 new programs received grants<br />
totaling more than $3 million.<br />
Diabetes management programs, mobile medical clinics, primary care clinics and counseling services<br />
are some of the many community benefit programs that have started with help from a Call to Care grant<br />
over the years. The grants fuel programs that target the elimination of barriers to access high quality and<br />
affordable care, with a special focus on chronic illnesses and the health needs of vulnerable populations.<br />
Parish Nurse Helps New Moms<br />
The congregation of First United Methodist Church in Laurel, Md., was blessed with a baby boom this year<br />
– 13 to be exact, including four sets of twins. Many of the mothers were first-timers who felt adrift with the<br />
overwhelming responsibilities of caring for their new little person.<br />
Recognizing this need, Becky Boeckman, a faith community nurse with Holy Cross Hospital, Silver Spring,<br />
developed a program to improve the health and well-being of the women and infants in her church community.<br />
18
The “New Moms” program provides respite time, meals,<br />
advocacy and health education. As a faith community<br />
nurse, Boeckman receives the tools and training from Holy<br />
Cross Hospital that she needs to educate, empower and<br />
equip members of her church congregation in the pursuit<br />
of health, healing and wholeness.<br />
During the first visit, Boeckman delivers a homemade<br />
meal from the church, provides health education<br />
and information on community resources, and gives<br />
the mother a bit of relief. She also advises them<br />
on breastfeeding, how to diaper a baby and what to<br />
expect in the first few months.<br />
Becky Boeckman is surrounded by four of the 13 newborns<br />
at First United Methodist in Laurel, Md.<br />
As the wife of a former Navy seaman, Boeckman said<br />
she knows the value of a faith-based support system<br />
to raise children. “The church becomes your life.”<br />
CARING FOR THE MOST VULNERABLE<br />
Blessed by the generous traditions of our founding Sisters, <strong>Trinity</strong> <strong>Health</strong> embraces a calling to care for<br />
the poor and underserved, especially women and children.<br />
For generations, the Sisters who came before us have given selflessly and tirelessly to those who are<br />
less fortunate, lack access to adequate health services, or cannot afford to pay for care. In carrying<br />
forward their healing ministry, <strong>Trinity</strong> <strong>Health</strong> responds in creative and collaborative ways to provide an<br />
array of health services in each of the communities where we minister.<br />
<strong>Trinity</strong> <strong>Health</strong> creates services that meet the specific needs of people where they need it most. In<br />
situations where people are poor or underserved, we extend free and discounted services – even<br />
if it means going door-to-door.<br />
Valuable Voices for Advocacy<br />
<strong>Trinity</strong> <strong>Health</strong>’s commitment to advocacy grew from the conviction that our faith-based Mission calls us<br />
not only to serve others, but also to transform systems of care. As a sustainable healing ministry, we<br />
speak out on behalf of those in need while seeking legislation that will improve the health and well-being<br />
of patients. Across the enterprise, <strong>Trinity</strong> <strong>Health</strong> worked to leverage local organizational and clinical<br />
experiences to help lead the way toward national improvements in care for the underserved.<br />
Many of our people have spent considerable time this year assisting with national-level projects aimed<br />
at the poor and uninsured population, as well as more general community benefit areas.<br />
Advocacy Action Day: Advocacy Action Day was held in March <strong>2008</strong> and was again an enormously<br />
successful event, gathering more than 100 leaders from across <strong>Trinity</strong> <strong>Health</strong> in Washington, D.C.,<br />
to speak to members of Congress. A key meeting during the two-day event was held with Sen. Ron<br />
Wyden (D-Oregon) and his staff about the <strong>Health</strong>y Americans Act, a groundbreaking, bipartisan proposal<br />
to provide affordable, high quality, private health coverage for every American, regardless of where<br />
Wrapped in Prayer<br />
The Mercy Auxiliary in Clinton, Iowa, is well known for going<br />
above and beyond the call of volunteer duty. Their latest project<br />
is knitting and handing out shawls to hospice, long-term care,<br />
dialysis and other acutely ill patients. Volunteer knitters say<br />
prayers while they stitch, and a hospital chaplain blesses the<br />
completed wraps. Every shawl includes a poem. The wraps are<br />
made to keep patients warm, give them strength and hope, and<br />
let them know that God is near.<br />
Auxiliary President Karen Burns, a retired nurse, recalled the<br />
response of a man with terminal cancer upon receiving his<br />
prayer shawl. “When he put it on, he said he felt like God’s<br />
arms were wrapped around him,” she said. “This has been a<br />
really powerful thing, and our volunteers have really embraced<br />
it. As they always do, they have jumped right in and are living<br />
the Mission.”<br />
19
they work or live. It is the first bipartisan proposal in more than a dozen years, and the most promising<br />
legislation to provide health insurance as measured against <strong>Trinity</strong> <strong>Health</strong>’s Essential Elements of<br />
<strong>Health</strong> Reform (see page 22).<br />
Legislative Activity: <strong>Trinity</strong> <strong>Health</strong>’s Advocacy office actively monitors and engages with state and federal<br />
legislatures about new legislation. This year, <strong>Trinity</strong> <strong>Health</strong> encouraged Congress to pass children’s health<br />
insurance legislation (SCHIP) and promoted issues involving payment for health care services, including<br />
support of our physician colleagues on their payment concerns. Medicare reimbursement as affected by<br />
area wage adjustments continues to be a threat to various UEM ministries. <strong>Trinity</strong> <strong>Health</strong> organized several<br />
efforts during the course of the year to continue deferment on Medicare cuts and wage adjustments.<br />
Camp Mercy Helps Autistic Kids Thrive<br />
Fourteen-year-old Patrick Rellihan had a great time making new<br />
friends and learning new activities at summer camp. These<br />
accomplishments may seem typical, but not for Patrick and<br />
his peers who have been diagnosed with Autism Spectrum<br />
Disorders (ASD), a group of developmental disorders that impede<br />
communication and socialization abilities.<br />
Developed by staff at Mercy Medical Center – Dubuque, Iowa,<br />
Camp Mercy is a six-week program that helps children maintain<br />
motor, speech and communications skills. The kids make videos,<br />
learn science and magic tricks, use humor, play games, try sensory<br />
and motor activities and, most importantly, make friends.<br />
For people with ASD, socializing is especially difficult, so it is<br />
remarkable that 84 percent of Camp Mercy attendees reported<br />
making new friends. Patrick’s mother, Michele Rellihan, has<br />
noticed his new energy and willingness to meet new people.<br />
“Patrick learned more activities he can do to fulfill his sensory<br />
needs,” she said. “I see him being more willing to try something<br />
new – and ‘new’ had never fit Patrick very well.”<br />
On the Move for Better <strong>Health</strong><br />
In South Bend, Saint Joseph Regional Medical Center’s Mobile Medical Unit is a 40-foot-long “clinic on<br />
wheels” and the first of its kind in Indiana. The medical RV expands access to care in both urban and<br />
rural areas, while helping to meet the needs of at-risk individuals who lack transportation or adequate<br />
access to medical offices or clinics.<br />
In its first year of touring northern Indiana neighborhoods, the mobile unit has traveled more than<br />
10,000 miles seeing 894 patients.<br />
The state-of-the-art RV is equipped with a medical exam area and a mammography unit, plus an area<br />
for health education. The Mobile Medical Unit is used in partnership with area cancer programs, women’s<br />
health services and community programs.<br />
“It is really very rewarding to see the community have access to health care in a convenient, safe<br />
atmosphere,” said Michelle Peters, Director of Community Outreach, SJRMC.<br />
Physicians Make Medical Home<br />
Dr. Stephen Bolton is passionately devoted to<br />
healing the most vulnerable patients who seek care<br />
in St. Joseph Mercy Oakland Hospital’s free clinic,<br />
Mercy Place.<br />
He’s one of 12 board-certified physicians who give their<br />
time to treat more than 25 patients a week at no charge.<br />
Most of their patients are working Americans who don’t<br />
make enough money to pay for insurance coverage.<br />
Cindy Davis, RN, and Stephen Bolton, MD, are two<br />
of more than a dozen doctors and nurses who treat<br />
the uninsured in Pontiac, Mich., at St. Joseph Mercy<br />
Oakland’s free clinic, Mercy Place.<br />
What started out as a “Band-Aid” solution in 1991<br />
to meet the health needs of the uninsured in Pontiac<br />
has become a full-service medical home providing a<br />
wide array of services.<br />
20
“Dr. Bolton and all of the physicians who serve our clinic provide wonderful and compassionate care to our<br />
patients,” said Cindy Davis, RN, the nurse manager for St. Joseph Mercy Oakland’s free clinic. “The things they<br />
do for this clinic and the many services we’re able to provide as a result are phenomenal.”<br />
Mercy Place provides comprehensive primary care, ophthalmology services, prevention education and<br />
well-being to uninsured people who do not qualify for Medicaid or any other payment alternative. The clinic<br />
also provides services to the Hispanic community via its Clinica Santa Theresa program.<br />
A Refuge for Children<br />
“I would like for my children to get a good education<br />
here in the United States, so they do not have to<br />
suffer as much as we do,” a farm worker who<br />
asked not to be identified said to photographer<br />
Nanci Bellante. At the Holy Cross Center for Women<br />
in Fresno, Calif., the farm worker’s children have<br />
access to educational toys and computers. The<br />
center provides meals, clothing and laundry<br />
facilities for impoverished women and children<br />
whose lives are challenged by language barriers,<br />
racism and fear.<br />
For more than 22 years, the Holy Cross Center<br />
for Women has served as a refuge for poor and<br />
homeless women and their children. Sponsored by<br />
Saint Agnes Medical Center and the Sisters of the<br />
Holy Cross, people in need have access to food,<br />
shelter, educational and job training assistance,<br />
and medical and dental services.<br />
Idaho Residency Bolsters<br />
Mental <strong>Health</strong> Services<br />
The Boise area is getting a much-needed enhancement in mental<br />
health services through a new psychiatry residency program<br />
designed to attract and retain psychiatric health professionals in<br />
Idaho, where mental health is a vastly underserved specialty.<br />
In 2007, the first residents from the University of Washington<br />
Medical School began seeing psychiatric patients at Saint<br />
Alphonsus Regional Medical Center (SARMC), the Veteran’s<br />
Administration and St. Luke’s hospitals in Boise and surrounding<br />
rural areas.<br />
Idaho does not have a medical school, therefore Saint Alphonsus<br />
teamed with the University of Washington, which already partners<br />
with Idaho hospitals in sending family practitioners to rural,<br />
underserved areas.<br />
SARMC’s Ted Epperly, MD, a family physician and president<br />
of the American Academy of Family Physicians, developed<br />
the program with the Saint Alphonsus Mission Committee. As<br />
the program matures, more psychiatric health residents are<br />
planning to complete their rotations in Idaho.<br />
For Hispanic women, the Holy Cross Center for Women<br />
offers their children hope for a better future.<br />
21
Essential Elements of Systemic <strong>Health</strong> Reform<br />
<strong>Health</strong> reform won’t be achieved overnight, but there are ways to<br />
help shape the discussion around key priorities. <strong>Trinity</strong> <strong>Health</strong>’s<br />
Essential Elements for <strong>Health</strong> Reform outline the components of<br />
comprehensive reform that will lead to coverage for all in a costeffective<br />
system of care.<br />
Coverage and Access for All<br />
Coverage should be guaranteed to all, regardless of pre-existing<br />
conditions, and should include core benefits similar to what is<br />
available to members of Congress. Everyone should participate to<br />
encourage preventive care to help bring down costs. Care should<br />
be personalized with a special focus on low-income and special<br />
needs populations.<br />
Value for All<br />
Payments to hospitals and providers should be designed to coordinate<br />
care and ensure cost-effectiveness. Consumers should know how much<br />
their health care costs and be integrally involved in managing their care.<br />
Incentives should drive the adoption of electronic health records, and<br />
standards should be put in place to manage technology. Wellness<br />
and prevention should be covered and encouraged through our health<br />
care system, and individuals should be rewarded for receiving timely<br />
screenings and immunizations and for making healthy lifestyle choices.<br />
Supported by All<br />
Everyone should take responsibility for their personal health and<br />
shared costs of a reformed system. Individual payment should vary<br />
based on income with help available for those least able to pay.<br />
Payments for services should be equitable to avoid competition, and<br />
programs must be put into place to ensure enough health care providers<br />
to treat a growing number of people seeking care. A newly reformed<br />
system should be overseen by an independent body separate from the<br />
political process.<br />
Join the Discussion<br />
Everyone has a role to play in fixing health care in America. Here<br />
are easy ways to help:<br />
• Contact elected officials: Encourage politicians to find a way to<br />
reform health care and demand that they make it their top priority.<br />
• Write to local newspapers: Share opinions on why it’s time to<br />
find a way to fix health care in this country.<br />
• Spread the word: Discuss the importance of reform with friends,<br />
family and colleagues and encourage them to keep health reform<br />
in mind in this important election year.<br />
• Share a story: Visit www.trinity-health.org to share an experience<br />
with health care and why you think it’s time to find a way.<br />
22<br />
FIND A WAY<br />
• <strong>Health</strong> care costs are at an all-time high.<br />
• 45.7 million Americans are uninsured, and 8 out of 10 are in<br />
working families.<br />
• We must Find a Way.<br />
• The time for reform is now.<br />
YOUR MOST TRUSTED HEALTH PARTNER FOR LIFE<br />
At <strong>Trinity</strong> <strong>Health</strong>, we envision a health care system that ensures<br />
quality, affordable health coverage for all in a coordinated, cost-effective<br />
system of care.<br />
<strong>Trinity</strong> <strong>Health</strong> and its partners are urging Congress to find a way<br />
to reform health care in America. In fact, <strong>Trinity</strong> <strong>Health</strong> is an active<br />
participant in the reform discussion. As a leading health system in<br />
the U.S., we believe successful reform must:<br />
• Ensure quality, affordable coverage and access to care for all.<br />
• Encourage personal responsibility and offer incentives for individuals<br />
to practice healthy behaviors.<br />
• Promote more coordinated and efficient care with a strong focus on<br />
prevention.<br />
As a strong voice in health care policy, <strong>Trinity</strong> <strong>Health</strong> works to ensure access to health care and to<br />
strengthen the fabric of health care delivery. <strong>Trinity</strong> <strong>Health</strong> is lifting up a compelling voice – a voice of<br />
justice, compassion and respect.<br />
<strong>Trinity</strong> <strong>Health</strong> is one of the strongest and most stable health systems in America. Year after year,<br />
communities have benefited from the collective strength of our clinical and financial performance,<br />
and community benefit programs. Acting as a Unified Enterprise Ministry, <strong>Trinity</strong> <strong>Health</strong> is continuing<br />
the journey of our founding congregations to transform the care experience of every person and family<br />
we touch.<br />
The sum total of our initiatives has created synergistic outcomes that support the Mission. <strong>Trinity</strong><br />
<strong>Health</strong>’s performance is elevated by our commitment to people, process and culture. We are truly<br />
aligned and perfectly positioned to accelerate performance as a Unified Enterprise Ministry. The<br />
sense of ownership is real and our commitment is resolute:<br />
Inspired by our Catholic faith tradition, <strong>Trinity</strong> <strong>Health</strong> will be distinguished by an unrelenting focus on<br />
clinical and service outcomes as we seek to create excellence in the care experience. <strong>Trinity</strong> <strong>Health</strong> will<br />
become the most trusted health partner for life.<br />
- Vision Statement<br />
<strong>Trinity</strong> <strong>Health</strong> is dedicated to achieving our Vision so that we can be the most trusted health partner<br />
for our associates, physicians, patients and communities.
Financial stewardship is an essential element of <strong>Trinity</strong> <strong>Health</strong>’s Mission to maximize care within our<br />
communities with the limited resources entrusted to us. As a faith-based, tax-exempt enterprise, <strong>Trinity</strong><br />
<strong>Health</strong> has been successful in leveraging our nation-wide skill and scale to create value within every<br />
community we serve.<br />
Consistent with its Mission, <strong>Trinity</strong> <strong>Health</strong>’s sound financial management enabled a 16.5 percent increase<br />
in commitments to community benefit activities, including charity care. <strong>Trinity</strong> <strong>Health</strong> contributed $376.4<br />
million to our communities through direct primary care programs, charity care, education, research and the<br />
unpaid cost of Medicaid. The amount reflects an increase of $53.4 million over prior year’s commitment.<br />
Financial Stewardship<br />
<strong>Trinity</strong> <strong>Health</strong> ended the year with strong operating performance despite many fluctuations in the marketplace.<br />
Challenges in today’s health care environment include a worsening economy, more government regulation<br />
and intervention, increasing competition, rising costs and declining reimbursement, weak financial markets<br />
and growing numbers of uninsured patients. Despite these challenges, <strong>Trinity</strong> <strong>Health</strong> achieved an operating<br />
margin of 5.7 percent in FY08. Operating income was $359.7 million, a decrease of $24.7 million from the<br />
previous year.<br />
Compared to the prior year, operating revenue increased 4.5 percent to $6.4 billion and hospital discharges<br />
grew 1.9 percent to 328,000. Overall operating performance reflects the volume and cost increases<br />
in conjunction with significant revenue initiatives, continued success in managing operating costs and<br />
favorable insurance results.<br />
Excellent financial stewardship has allowed <strong>Trinity</strong> <strong>Health</strong> to achieve a strong balance sheet and has enabled<br />
AA-bond ratings which help reduce debt and create additional strategic benefits for sustained growth. Strong<br />
financial stewardship ensures long-term stability and supports increased spending on community benefit<br />
programs and charity care, technology and facilities, improvements in services, quality and patient safety,<br />
and associate pensions. This includes major capital expenditures to meet community need in every market<br />
<strong>Trinity</strong> <strong>Health</strong> serves.<br />
By leveraging skill and scale, <strong>Trinity</strong> <strong>Health</strong> is well positioned to be more responsive to major changes in a<br />
constantly evolving industry. As dedicated stewards of community health for more than 160 years, <strong>Trinity</strong><br />
<strong>Health</strong> is committed to sustaining its healing ministry for the next century and beyond. Each year, <strong>Trinity</strong><br />
<strong>Health</strong> grows stronger in its ability to continue the legacy of Catholic health care.<br />
23
MINISTRY FOR THE POOR AND UNDERSERVED: <strong>2008</strong> 2007<br />
Charity care at cost $108,308 $91,120<br />
Unpaid cost of Medicaid and other public programs 117,988 111,594<br />
Programs for the poor and underserved:<br />
Community health services 18,944 11,440<br />
Subsidized health services 33,371 29,689<br />
Financial contributions 3,609 4,252<br />
Community building activities 1,859 3,811<br />
Community benefit operations 1,724 1,183<br />
Total programs for the poor and underserved 59,507 50,375<br />
Ministry for the poor and underserved 285,803 253,089<br />
MINISTRY FOR THE BROADER COMMUNITY:<br />
Community health services 9,545 11,055<br />
Community Benefit Ministry<br />
Financial Summary<br />
Year Ended June 30, <strong>2008</strong> and 2007 (in thousands)<br />
<strong>Health</strong> professions education 46,292 37,679<br />
Subsidized health services 22,859 11,120<br />
Research 2,530 1,319<br />
Financial contributions 5,382 4,958<br />
Community building activities 2,972 3,341<br />
Community benefit operations 1,055 504<br />
Ministry for the broader community 90,635 69,976<br />
COMMUNITY BENEFIT MINISTRY $376,438 $323,065<br />
<strong>Trinity</strong> <strong>Health</strong> contributed $376 million to its communities through our direct programs, charity care, education and research,<br />
and the unpaid cost of Medicaid. This reflects an increase of $53 million, or 16.5%, from last year. We dedicated $286 million,<br />
or 75.9%, of this total to our ministry for the poor and underserved, which is an increase of 12.9% over fiscal year 2007. <strong>Trinity</strong><br />
<strong>Health</strong> dedicated over $168 million to directly caring for our populations in need in the communities we serve through our<br />
outreach programs and charity care.<br />
In addition to charity care, <strong>Trinity</strong> <strong>Health</strong> provides a significant amount of uncompensated care to uninsured and underinsured<br />
patients, which is reported as provision for bad debts and not included in the amounts reported above. During the years ended<br />
June 30, <strong>2008</strong> and 2007, <strong>Trinity</strong> <strong>Health</strong> reported provision for bad debts of $232.2 million and $233.9 million, respectively.<br />
<strong>Trinity</strong> <strong>Health</strong> also committed significant resources in serving the Medicare population, providing service to primarily elderly<br />
beneficiaries of the Medicare program. During <strong>2008</strong> and 2007, the cost of providing such services, in excess of governmental and<br />
managed care contract payments, and excluded from the amounts reported above, was $97.3 million and $97.6 million, respectively.<br />
24
ASSETS <strong>2008</strong> 2007<br />
CURRENT ASSETS:<br />
Cash, cash equivalents and investments $1,822,488 $1,738,404<br />
Assets limited or restricted as to use, current portion 21,194 25,252<br />
Patient and other receivables, net 839,217 751,010<br />
Assets held for sale – 185,792<br />
Other current assets 454,148 529,779<br />
Total current assets 3,137,047 3,230,237<br />
ASSETS LIMITED OR RESTRICTED AS TO USE:<br />
Held by trustees 455,956 582,472<br />
By Board 1,800,654 1,847,896<br />
By donors 123,368 124,983<br />
Total assets limited or restricted as to use, non-current portion 2,379,978 2,555,351<br />
PR0PERTY AND EQUIPMENT, NET 3,200,764 2,878,901<br />
OTHER ASSETS 374,384 268,391<br />
TOTAL ASSETS $9,092,173 $8,932,880<br />
LIABILITIES AND NET ASSETS<br />
Condensed Consolidated<br />
Balance Sheets<br />
June 30, <strong>2008</strong> and 2007 (in thousands)<br />
CURRENT LIABILITIES $2,262,156 $1,172,177<br />
LONG-TERM DEBT, NET OF CURRENT PORTION 935,392 2,129,276<br />
OTHER LONG-TERM LIABILITIES 587,076 654,763<br />
Total Liabilities 3,784,624 3,956,216<br />
EXTERNAL FINANCIAL INTEREST 92,126 145,823<br />
NET ASSETS:<br />
Unrestricted 5,075,744 4,685,565<br />
Restricted 139,679 145,276<br />
Total Net Assets 5,215,423 4,830,841<br />
TOTAL LIABILITIES AND NET ASSETS $9,092,173 $8,932,880<br />
25
How our resources are created: <strong>2008</strong> 2007<br />
We billed for services to patients $13,289,407 $12,120,554<br />
We had other operating revenue 750,318 915,720<br />
Our total operating revenue was 14,039,725 13,036,274<br />
However, we did not receive full payment:<br />
From Medicare, Medicaid and other contracted payors (7,225,577) (6,544,833)<br />
From those unable to pay (charity care) (308,065) (257,180)<br />
To allow for health benefits to our associates (123,467) (124,261)<br />
Therefore, we wrote off (7,657,109) (6,926,274)<br />
Condensed Consolidated Statements<br />
of Operations and Changes in<br />
Unrestricted Net Assets<br />
Year Ended June 30, <strong>2008</strong> and 2007 (in thousands)<br />
Our net resources were 6,382,616 6,110,000<br />
How our resources are used:<br />
To pay our associates salary and benefits 3,131,513 2,917,871<br />
To purchase supplies 1,091,697 1,022,631<br />
To pay for medical claims and purchased services 693,564 751,893<br />
To allow for wear and deterioration on buildings and equipment 367,771 322,878<br />
To allow for those patients who are unwilling to pay (bad debts) 232,215 233,911<br />
To pay interest on our outstanding debt 102,943 85,642<br />
To pay for other operating expenses 490,247 453,900<br />
Our total expenses were 6,109,950 5,788,726<br />
Our operating income before other items 272,666 321,274<br />
We had other operating gains 87,002 63,061<br />
Our operating income 359,668 384,335<br />
We had other non-operating items, primarily (losses) income from investments (231,807) 354,577<br />
We had a change in investment reporting requirements – 258,924<br />
FUNDS REMAINING TO INVEST IN TRINITY HEALTH’S FUTURE:<br />
(Ministry for the Poor and the Broader Community,<br />
capital spending, payment on outstanding debt, etc.) 127,861 997,836<br />
Other changes in unrestricted net assets, primarily non-cash items:<br />
Change in retirement plan items 207,021 461<br />
Change in retirement plan reporting – (461,720)<br />
Market value changes, primarily in investments (12,542) 127,408<br />
Change in investment reporting requirements – (270,563)<br />
Gain on sale of affiliate 46,651 –<br />
Other 21,188 39,216<br />
Increase in unrestricted net assets $390,179 $432,638<br />
26
TOTAL ASSETS (in millions of dollars)<br />
DEBT-TO-CAPITALIZATION (in precentages)<br />
8,219<br />
8,933<br />
9,092<br />
7,023<br />
7,505<br />
38 36<br />
33 32<br />
30<br />
2004 2005 2006 2007 <strong>2008</strong><br />
2004 2005 2006 2007 <strong>2008</strong><br />
<strong>Trinity</strong> <strong>Health</strong>’s balance sheet remains strong with continued annual<br />
growth in assets despite current year investment market declines.<br />
UNRESTRICTED REVENUE (in millions of dollars)<br />
<strong>Trinity</strong> <strong>Health</strong>’s debt-to-capitalization ratio has decreased<br />
favorably due to strong operating performance. <strong>Trinity</strong> <strong>Health</strong>’s<br />
ratio is consistent with long-range targets.<br />
NET INCOME (in millions of dollars)<br />
998<br />
5,063<br />
5,458<br />
5,773<br />
6,110<br />
6,383<br />
594<br />
328<br />
243<br />
128<br />
2004 2005 2006 2007 <strong>2008</strong><br />
2004 2005 2006 2007 <strong>2008</strong><br />
<strong>Trinity</strong> <strong>Health</strong> has continued the trend in improving its operating<br />
revenue. The increase of 4.5 percent over the prior year was primarily<br />
due to growth in the volume of services provided to our communities,<br />
payment rate increases and the acquisitions of affiliates.<br />
<strong>Trinity</strong> <strong>Health</strong> generated an excess of revenue over expenses<br />
of $128 million in FY08 reflecting strong operating results offset<br />
partially by negative investment earnings of $198 million due<br />
to unfavorable market conditions.<br />
27
ASSET RENEWAL RATE PERCENTAGE, CAPITAL<br />
SPENDING AND DEPRECIATION EXPENSE (in millions of dollars)<br />
DAYS OF NET CASH ON HAND (in millions of dollars)<br />
643<br />
692<br />
502<br />
455<br />
443<br />
202<br />
215<br />
240 231<br />
260<br />
280<br />
303<br />
323<br />
368<br />
190<br />
175% 158% 166%<br />
199%<br />
188%<br />
2004 2005 2006 2007 <strong>2008</strong><br />
2004 2005 2006 2007 <strong>2008</strong><br />
<strong>Trinity</strong> <strong>Health</strong> invested $692 million into its health care ministry<br />
during FY08. The asset renewal rate for <strong>Trinity</strong> <strong>Health</strong> (capital<br />
spending divided by depreciation) has averaged 177 percent<br />
over the past five years.<br />
Days of Net Cash on Hand decreased 9 days from last year. Capital<br />
expenditures in excess of depreciation and negative investment<br />
performance have attributed to the decrease in days cash.<br />
n Capital expenditures n Depreciation expenses<br />
Patient Care<br />
and Other Statistics<br />
Years ended June 30, <strong>2008</strong> and 2007<br />
HOSPITAL FACILITIES: <strong>2008</strong> 2007<br />
Patient days 1,463,820 1,424,962<br />
Staffed beds 6,175 5,903<br />
Staffed bed occupancy 64.8% 66.1%<br />
Discharges 327,976 321,960<br />
Average length of stay (days) 4.46 4.43<br />
Outpatient and emergency room visits 7,346,054 7,118,580<br />
LONG-TERM CARE FACILITIES:<br />
Beds – staffed nursing facilities and homes for the aged 1,845 1,852<br />
Patient days 610,375 608,813<br />
Staffed bed occupancy 90.4% 90.1%<br />
FULL-TIME EQUIVALENT EMPLOYEES 45,400 44,000<br />
28
partners in mission board of directors<br />
In a rapidly changing industry, effective governance<br />
is more vital than ever to a health care organization’s<br />
success. The <strong>Trinity</strong> <strong>Health</strong> Board of Directors sets a<br />
vision of excellence, infuses the organization with a<br />
strong sense of Mission, and drives the management<br />
team to be all it can be.<br />
In addition to the Board, <strong>Trinity</strong> <strong>Health</strong> remains accountable<br />
to the Catholic Church through its sponsoring entity, or<br />
“public juridic person.” Catholic <strong>Health</strong> Ministries oversees<br />
<strong>Trinity</strong> <strong>Health</strong>’s healing ministry, especially among persons<br />
who are vulnerable and underserved.<br />
In every aspect of decision-making, the Board focuses on<br />
community benefits, clinical quality, financial stewardship,<br />
and the long-term health of the organization.<br />
PATRICK G. HAYS<br />
Chair<br />
Advisor to Management<br />
Clinical Professor<br />
University of Southern California<br />
Henderson, Nevada<br />
HENRY AUTRY<br />
Founder, Chairman and<br />
Chief Executive Officer<br />
Contrado Partners<br />
Chicago, Illinois<br />
SUZANNE BRENNAN, CSC<br />
Executive Director<br />
Holy Cross Ministries<br />
Salt Lake City, Utah<br />
LAWRENCE D. DAMRON<br />
Vice Chair<br />
Chicago, Illinois<br />
MELANIE DREHER, PhD, RN<br />
Dean, College of Nursing<br />
Rush University<br />
Chicago, Illinois<br />
WILLIAM KREYKES<br />
Eastham, Massachusetts<br />
(Term completed June 30, <strong>2008</strong>)<br />
MARY MOLLISON, CSA<br />
Vice President of Ministry and Spirituality<br />
Agnesian <strong>Health</strong> Care<br />
Fond du Lac, Wisconsin<br />
KATHLEEN MORONEY, CSC<br />
Immigration Legal Services<br />
Holy Cross Ministries<br />
Salt Lake City, Utah<br />
LINDA RAE MURRAY, MD, MPH<br />
Chief Medical Officer<br />
Cook County Department of <strong>Health</strong><br />
Cook County Bureau of <strong>Health</strong> Services<br />
Chicago, Illinois<br />
ANGEL RODOLFO SALES<br />
Former President and COO<br />
ADESA, Inc.<br />
Indianapolis, IN<br />
(Effective July 1, <strong>2008</strong>)<br />
Sarah Eames<br />
Former Deputy Chair and Interim CEO<br />
Allied <strong>Health</strong> International<br />
Harrison, NY<br />
(Effective July 1, <strong>2008</strong>)<br />
JOSE L. SANTILLAN, CFA<br />
Chief Investment Officer<br />
LaSalle Bank Wealth Management Group<br />
Chicago, Illinois<br />
(Term completed, June 30, <strong>2008</strong>)<br />
YVONNE GELLISE, RSM<br />
Senior Advisor, Governance<br />
Saint Joseph Mercy <strong>Health</strong> System<br />
Ann Arbor, Michigan<br />
JOSEPH R. SWEDISH<br />
President and Chief Executive Officer<br />
<strong>Trinity</strong> <strong>Health</strong><br />
Novi, Michigan<br />
JAMES HENDRICKS<br />
President and Principal<br />
James Hendricks and Associates, Inc.<br />
Fresno, California<br />
(Term completed June 30, <strong>2008</strong>)<br />
29
partners in mission catholic health ministries<br />
The sponsor of <strong>Trinity</strong> <strong>Health</strong> is Catholic <strong>Health</strong><br />
Ministries, a group of persons officially established<br />
by and responsible to the Catholic Church for the<br />
Catholic identity and ministry of <strong>Trinity</strong> <strong>Health</strong>. Its<br />
purpose is to further the healing ministry of Jesus<br />
through ownership, management and governance<br />
of health care facilities, and through programs and<br />
MARY MOLLISON, CSA<br />
Chair<br />
Vice President of Ministry and Spirituality<br />
Agnesian <strong>Health</strong> Care<br />
Fond du Lac, Wisconsin<br />
SUZANNE BRENNAN, CSC<br />
Executive Director<br />
Holy Cross Ministries<br />
Salt Lake City, Utah<br />
services intended to improve the health of individuals<br />
and communities served.<br />
Catholic <strong>Health</strong> Ministries has a rich history, tracking<br />
its roots back more than 160 years to the formation of<br />
the Sisters of Mercy, Regional Community of Detroit,<br />
and its successor, the West Midwest Community, and<br />
the Congregation of the Sisters of the Holy Cross.<br />
In addition to the Sisters, laypersons also serve on<br />
Catholic <strong>Health</strong> Ministries, assuring the preservation<br />
of Catholic identity and Mission in all decisions and<br />
actions of our faith-based, healing ministry.<br />
YVONNE GELLISE, RSM<br />
Senior Advisor, Governance<br />
Saint Joseph Mercy <strong>Health</strong> System<br />
Ann Arbor, Michigan<br />
MARY KELLY, RSM<br />
Integration Team<br />
Sisters of Mercy of the Americas<br />
Detroit, Michigan<br />
ROBERT LADENBURGER<br />
President and CEO<br />
St. Mary’s Hospital<br />
Grand Junction, Colorado<br />
Catholic <strong>Health</strong> Ministries comprises seven members,<br />
four of whom also serve on the <strong>Trinity</strong> <strong>Health</strong> Board<br />
of Directors.<br />
KATHLEEN MORONEY, CSC<br />
Immigration Legal Services<br />
Holy Cross Ministries<br />
Salt Lake City, Utah<br />
NORMA SMITH<br />
Saline, Michigan<br />
30
partners in mission system leadership council<br />
The role of the System Leadership Council is to align<br />
key strategies and operations of <strong>Trinity</strong> <strong>Health</strong> and<br />
serve as a conduit between the Home Office and<br />
Ministry Organizations. As such, each member is<br />
charged with ensuring the integrity of the organization’s<br />
Mission and Core Values, achieving operational and<br />
clinical quality goals, and advancing the goals of the<br />
strategic plan toward the realization of <strong>Trinity</strong> <strong>Health</strong>’s<br />
Vision to be “the most trusted health partner for life” in<br />
Paul Conlon<br />
Senior Vice President,<br />
Clinical Quality and<br />
Patient Safety<br />
Catherine C. DeClercq, OP<br />
Vice President, Governance<br />
and Sponsorship<br />
Michael R. Holper<br />
Senior Vice President,<br />
Organizational Integrity<br />
and Audit Services<br />
Paul Marceau<br />
Interim Senior Vice President,<br />
Mission Integration<br />
(Through August 17, <strong>2008</strong>)<br />
the communities we serve.<br />
Kedrick Adkins, Jr.<br />
President,<br />
Integrated Services<br />
Daniel Dwyer<br />
Senior Vice President<br />
MIssion Integration<br />
(Effective August 18, <strong>2008</strong>)<br />
P. Terrence O’Rourke, MD<br />
Executive Vice President<br />
and Chief Medical Officer<br />
VeLois Bowers<br />
Senior Vice President,<br />
Diversity and Inclusion<br />
Louis J. Fierens II<br />
Senior Vice President,<br />
Supply Chain and Capital<br />
Projects Management<br />
Michael A. Slubowski<br />
President, Hospital and<br />
<strong>Health</strong> Networks<br />
Paul Browne<br />
Senior Vice President and<br />
Chief Information Officer<br />
Preston Gee<br />
Senior Vice President<br />
Strategic Planning and Marketing<br />
Joseph R. Swedish<br />
President and<br />
Chief Executive Officer<br />
Debra A. Canales<br />
Executive Vice President,<br />
Organization and Talent<br />
Effectiveness<br />
Joy A. Gorzeman, RN<br />
Senior Vice President,<br />
Patient Care and Chief<br />
Nursing Officer<br />
Maria D. Szymanski<br />
Senior Vice President<br />
and Chief Development Officer<br />
Edward G. Chadwick<br />
Senior Vice President and<br />
Chief Financial Officer<br />
Daniel G. Hale<br />
Executive Vice President,<br />
Community Benefit and<br />
Public Affairs<br />
31
partners in mission ministry organization CEOs<br />
The Chief Executive Officers of our acute care hospitals,<br />
long-term care and home health services lead the<br />
strategic direction and achieve operational excellence<br />
Thomas Anderson<br />
Interim President and Chief Executive Officer<br />
Saint Agnes Medical Center<br />
Fresno, California<br />
Nancy Hellyer<br />
President and Chief Executive Officer<br />
Saint Joseph Regional Medical Center<br />
South Bend, Indiana<br />
Stephanie Riemer Matuzak<br />
Chief Executive Officer<br />
Mercy Hospital – Grayling<br />
Grayling, Michigan<br />
for each Ministry Organization in partnership with<br />
<strong>Trinity</strong> <strong>Health</strong> leadership. Each CEO is responsible for<br />
attaining market leadership – including advancing and<br />
Sandra Bruce<br />
President and Chief Executive Officer<br />
Saint Alphonsus Regional Medical Center<br />
Boise, Idaho<br />
(Resigned September <strong>2008</strong>)<br />
Peter Karadjoff<br />
President and Chief Executive Officer<br />
Mercy Hospital – Port Huron<br />
Port Huron, Michigan<br />
Kevin J. Sexton<br />
President and Chief Executive Officer<br />
Holy Cross Hospital<br />
Silver Spring, Maryland<br />
leading in community benefit ministry, achieving top<br />
decile performance in the care experience (clinical<br />
quality, patient safety, and service), attaining No. 1<br />
Robert Casalou<br />
President and CEO<br />
St. Joseph Mercy Hospitals -<br />
Ann Arbor, Livingston and Saline<br />
Russell Knight<br />
President and Chief Executive Officer<br />
Mercy Medical Center – Dubuque<br />
Dubuque, Iowa<br />
David Spivey<br />
President and Chief Executive Officer<br />
St. Mary Mercy, Livonia<br />
Livonia, Michigan<br />
and No. 2 positions in each community served, aligning<br />
and engaging with physicians to improve the care<br />
experience, developing leadership talent, recruiting<br />
and engaging associates and volunteers, developing<br />
community relationships and goodwill, and achieving<br />
financial stewardship targets so that reinvestment can<br />
be made in programs to serve the poor and improve<br />
community health.<br />
Our CEOs also serve as Officers of <strong>Trinity</strong> <strong>Health</strong>’s<br />
Paul Doherty<br />
President and Chief Executive Officer<br />
Mercy Medical Center – Sioux City<br />
Sioux City, Iowa<br />
Garry C. Faja<br />
President and Chief Executive Officer<br />
Saint Joseph Mercy <strong>Health</strong> System<br />
Ann Arbor, Michigan<br />
James G. FitzPatrick<br />
President and Chief Executive Officer<br />
Mercy Medical Center – North Iowa<br />
Mason City, Iowa<br />
John L. MacLeod<br />
Chief Executive Officer<br />
Mercy Hospital – Cadillac<br />
Cadillac, Michigan<br />
Grace McCauley<br />
Chief Executive Officer<br />
<strong>Trinity</strong> Home <strong>Health</strong> Services<br />
Novi, Michigan<br />
Philip H. McCorkle<br />
President and Chief Executive Officer<br />
Saint Mary’s <strong>Health</strong> Care<br />
Grand Rapids, Michigan<br />
Roger Spoelman<br />
President and Chief Executive Officer<br />
Mercy General <strong>Health</strong> Partners<br />
Muskegon, Michigan<br />
David H. Vellinga<br />
President and Chief Executive Officer<br />
<strong>Trinity</strong> <strong>Health</strong> International<br />
Farmington Hills, Michigan<br />
Claus P. von Zychlin<br />
President and Chief Executive Officer<br />
Mount Carmel <strong>Health</strong> System<br />
Columbus, Ohio<br />
Unified Enterprise Ministry – representing <strong>Trinity</strong> <strong>Health</strong><br />
within their communities, providing direction and<br />
guidance to local Boards to fulfill their fiduciary roles,<br />
Patrick R. Garrett<br />
President and Chief Executive Officer<br />
Battle Creek <strong>Health</strong> System<br />
Battle Creek, Michigan<br />
Donna Oliver<br />
President and CEO<br />
Mercy Medical Center – Clinton<br />
Clinton, Iowa<br />
Jack Weiner<br />
President and Chief Executive Officer<br />
St. Joseph Mercy Oakland<br />
Pontiac, Michigan<br />
executing policies and procedures, representing <strong>Trinity</strong><br />
<strong>Health</strong> by serving on Boards of other <strong>Trinity</strong> <strong>Health</strong><br />
MOs, and serving on task forces and Unified Service<br />
Organizations (USO) governance bodies to set the<br />
Jaclyn Harris<br />
Chief Executive Officer<br />
<strong>Trinity</strong> Senior Living Communities<br />
Novi, Michigan<br />
Janelle Reilly<br />
Interim CEO<br />
Saint Alphonsus Regional<br />
Medical Center, Boise, Idaho<br />
(Effective September <strong>2008</strong>)<br />
strategic direction of UEM processes and USOs.<br />
32
ministry organizations<br />
CALIFORNIA<br />
Saint Agnes Medical Center<br />
www.samc.com<br />
436 beds<br />
Saint Agnes Medical Center<br />
1303 E. Herndon Avenue<br />
Fresno, CA 93720-3397<br />
559.450.3000<br />
IDAHO<br />
Saint Alphonsus Regional Medical Center<br />
www.saintalphonsus.org<br />
365 beds<br />
Saint Alphonsus Regional Medical Center<br />
1055 N. Curtis Road<br />
Boise, ID 83706-1370<br />
208.367.2121<br />
INDIANA<br />
Saint Joseph Regional Medical Center<br />
www.sjmed.com<br />
456 beds<br />
Saint Joseph Regional Medical Center<br />
801 E. LaSalle Avenue<br />
South Bend, IN 46617-2800<br />
574.237.7111<br />
Saint Joseph Regional Medical Center<br />
Plymouth, Indiana<br />
Saint Joseph Regional Medical Center<br />
Mishawaka, Indiana<br />
IOWA<br />
The Iowa organizations are part of Mercy <strong>Health</strong><br />
Network, which is a joint operating arrangement<br />
between <strong>Trinity</strong> <strong>Health</strong> and Catholic <strong>Health</strong> Initiatives.<br />
Mercy Medical Center – Clinton<br />
www.mercyclinton.com<br />
342 beds<br />
Mercy Medical Center - Clinton<br />
1410 North Fourth Street<br />
Clinton, IA 52732-2940<br />
563.244.5555<br />
Morrison Community Hospital^<br />
Morrison, Illinois<br />
Mercy Medical Center - Dubuque<br />
www.mercydubuque.com<br />
303 beds<br />
Mercy Medical Center - Dubuque<br />
250 Mercy Drive<br />
Dubuque, IA 52001-7360<br />
563.589.8000<br />
Mercy Medical Center - Dyersville<br />
Dyersville, Iowa<br />
Central Community Hospital^<br />
Elkader, Iowa<br />
Mercy Medical Center - North Iowa<br />
www.mercynorthiowa.com<br />
346 beds<br />
Mercy Medical Center - North Iowa<br />
1000 4th Street, SW<br />
Mason City, IA 50401-2860<br />
641.422.7000<br />
Mercy Medical Center - New Hampton<br />
New Hampton, Iowa<br />
Ellsworth Municipal Hospital^<br />
Iowa Falls, Iowa<br />
Franklin General Hospital^<br />
Hampton, Iowa<br />
Hancock County Memorial Hospital^<br />
Britt, Iowa<br />
Kossuth Regional <strong>Health</strong> Center^<br />
Algona, Iowa<br />
Mitchell County Regional <strong>Health</strong> Center^<br />
Osage, Iowa<br />
Palo Alto County <strong>Health</strong> System^<br />
Emmetsburg, Iowa<br />
Regional <strong>Health</strong> Services of Howard County^<br />
Cresco, Iowa<br />
Mercy Medical Center - Sioux City<br />
www.mercysiouxcity.com<br />
494 beds<br />
Mercy Medical Center – Sioux City<br />
801 Fifth Street<br />
Sioux City, IA 51101-1399<br />
712.279.2010<br />
Oakland Mercy Hospital<br />
Oakland, Neb.<br />
Baum-Harmon Mercy Hospital<br />
Primghar, Iowa<br />
Hawarden Community Hospital^<br />
Hawarden, Iowa<br />
Pender Community Hospital^<br />
Pender, Neb.<br />
MARYLAND<br />
Holy Cross Hospital<br />
www.holycrosshealth.org<br />
450 beds<br />
Holy Cross Hospital<br />
1500 Forest Glen Road<br />
Silver Spring, MD 20910-1484<br />
301.754.7000<br />
MICHIGAN<br />
Battle Creek <strong>Health</strong> System<br />
www.bchealth.com<br />
172 beds<br />
Battle Creek <strong>Health</strong> System<br />
300 North Avenue<br />
Battle Creek, MI 49017-3396<br />
269.966.8000<br />
Mercy <strong>Health</strong> Partners<br />
www.mercy-healthpartners.org<br />
519 beds<br />
Mercy <strong>Health</strong> Partners<br />
1500 E. Sherman Blvd.<br />
Muskegon, MI 49444-1889<br />
231.672.2000<br />
33
Muskegon General Campus<br />
Muskegon, Michigan<br />
Hackley Campus<br />
Muskegon, Michigan<br />
Lakeshore Campus<br />
Shelby, Michigan<br />
Mercy Hospital – Cadillac<br />
www.mercycadillac.munsonhealthcare.org<br />
97 beds<br />
Mercy Hospital – Cadillac<br />
400 Hobart Street<br />
Cadillac, MI 49601-2389<br />
231.876.7200<br />
Mercy Hospital – Grayling<br />
www.mercygrayling.munsonhealthcare.org<br />
88 beds<br />
Mercy Hospital – Grayling<br />
1100 Michigan Avenue<br />
Grayling, MI 49738-1398<br />
989.348.5461<br />
Mercy Hospital – Port Huron<br />
www.mercyporthuron.com<br />
119 beds<br />
Mercy Hospital – Port Huron<br />
2601 Electric Avenue<br />
Port Huron, MI 48060-6518<br />
810.985.1500<br />
Saint Joseph Mercy <strong>Health</strong> System<br />
www.sjmercyhealth.org<br />
1,051 beds<br />
St. Joseph Mercy Hospital<br />
5301 E. Huron River Drive<br />
P.O. Box 995<br />
Ann Arbor, MI 48106-0995<br />
734.712.3456<br />
St. Mary Mercy Livonia<br />
Livonia, Michigan<br />
St. Joseph Mercy Saline<br />
Saline, Michigan<br />
St. Joseph Mercy Livingston<br />
Howell, Michigan<br />
Saint Mary’s <strong>Health</strong> Care<br />
www.smhealthcare.org<br />
336 beds<br />
Saint Mary’s <strong>Health</strong> Care<br />
200 Jefferson Street, SE<br />
Grand Rapids, MI 49503-4598<br />
616.752.6090<br />
St. Joseph Mercy Oakland<br />
www.stjoesoakland.org<br />
478 beds<br />
St. Joseph Mercy Oakland<br />
44405 Woodward Avenue<br />
Pontiac, MI 48341-5023<br />
248.858.3000<br />
<strong>Trinity</strong> Senior Living Communities<br />
www.tinityseniorsanctuary.org<br />
Nursing Home and Assisted Living Beds – 2,258<br />
Seniors Housing Units – 1,095<br />
<strong>Trinity</strong> Senior Living Communities<br />
39500 Orchard Hills Place<br />
4th Floor<br />
Novi, MI 48375-5371<br />
248.305.7600<br />
<strong>Trinity</strong> <strong>Health</strong> International<br />
www.trinityhealthinternational.org<br />
34605 Twelve Mile Road<br />
Farmington Hills, MI 48331-3221<br />
248.489.6100<br />
<strong>Trinity</strong> Home <strong>Health</strong> Services<br />
www.trinityhomehealth.com<br />
39500 Orchard Hills Place<br />
4th Floor<br />
Novi, MI 48375-5371<br />
248.305.7600<br />
OHIO<br />
Mount Carmel <strong>Health</strong> System<br />
www.mountcarmelhealth.com<br />
1,225 beds<br />
Mount Carmel East<br />
6001 E. Broad Street<br />
Columbus, OH 43213-1570<br />
614.234.6000<br />
Mount Carmel West<br />
Columbus, Ohio<br />
Mount Carmel St. Ann’s<br />
Westerville, Ohio<br />
Mount Carmel New Albany Surgical Hospital<br />
New Albany, Ohio<br />
Fayette County Memorial Hospital^<br />
Washington Court House, Ohio<br />
HOME OFFICES<br />
<strong>Trinity</strong> <strong>Health</strong><br />
www.trinity-health.org<br />
<strong>Trinity</strong> <strong>Health</strong> Novi Home Office<br />
27870 Cabot Drive<br />
Novi, MI 48377-2920<br />
248.489.5004<br />
<strong>Trinity</strong> <strong>Health</strong> Farmington Hills Home Office<br />
34605 Twelve Mile Road<br />
Farmington Hills, MI 48331-3221<br />
248.489.6000<br />
Mercy Primary Care Center*<br />
5555 Conner Avenue<br />
Detroit, MI 48213<br />
313.579.4000<br />
Note: Numbers reflect licensed beds in FY08.<br />
* Classified as an operating unit of<br />
<strong>Trinity</strong> <strong>Health</strong> – Michigan<br />
^<br />
Indicates managed hospital/facility<br />
34
TRINITY HEALTH: An Integrated <strong>Health</strong> Network<br />
<strong>Trinity</strong> <strong>Health</strong> is a faith-based organization devoted<br />
to a ministry of healing. We serve persons through a<br />
network of not-for-profit community hospitals, health<br />
care services and advocacy partnerships at the<br />
community, regional and national levels.<br />
Our sponsor is Catholic <strong>Health</strong> Ministries, a governance<br />
entity established by the Catholic Church to oversee the<br />
healing ministry and Catholic identity of <strong>Trinity</strong> <strong>Health</strong>.<br />
Ministry Organizations meet community health<br />
needs in rural agricultural areas, suburbia and urban<br />
centers. In every market we serve, <strong>Trinity</strong> <strong>Health</strong> and<br />
its Ministry Organizations work together as an aligned<br />
delivery system driven by an entrepreneurial spirit and<br />
its living Mission. This geographic diversity prevents<br />
the enterprise from being exposed to isolated cyclical<br />
or demographic shifts and helps balance overall net<br />
Note: The Iowa organizations are part of<br />
Mercy <strong>Health</strong> Network, a joint operating<br />
arrangement between <strong>Trinity</strong> <strong>Health</strong> and<br />
Catholic <strong>Health</strong> Initiatives.<br />
revenues and income.<br />
Steadfast commitment to healing in the spirit of the Gospel<br />
is the shared bond within <strong>Trinity</strong> <strong>Health</strong>. The size and<br />
scope of our organization presents opportunities to fulfill<br />
our Mission every day for people in our communities.<br />
TRINITY HEALTH<br />
• 44,500 full-time equivalent employees<br />
• 8,074 active staff physicians<br />
• 20 Ministry Organizations encompassing 44 hospitals (32 owned, 12 managed),<br />
379 outpatient clinics/facilities, 19 long-term care facilities, numerous home health<br />
and hospice programs, and senior housing communities in seven core states<br />
• Revenues of $6.3 billion<br />
• $376 million in Community Benefit Ministry (excluding unpaid cost of Medicare)<br />
35
Produced by the <strong>Trinity</strong> <strong>Health</strong> Department of Corporate Communications<br />
and Public Relations.<br />
For additional copies, call 248.489.6035 or email comm@trinity-health.org.<br />
There are several health care organizations whose names include the term<br />
“<strong>Trinity</strong>” or “<strong>Trinity</strong> <strong>Health</strong>.” <strong>Trinity</strong> <strong>Health</strong>, Novi, Michigan, is not related to<br />
any organization whose name or “Doing Business As” designation includes<br />
either of these terms.
Sponsored by<br />
Catholic <strong>Health</strong> Ministries<br />
Copyright© <strong>2008</strong> <strong>Trinity</strong> <strong>Health</strong> – Novi, Michigan / 10-08, 5k<br />
27870 Cabot Drive<br />
Novi, Michigan<br />
48377-2920<br />
248.489.5004<br />
www.trinity-health.org