Trinity Health Annual Report 2008

We are Trinity Health
Y o u r M o s t T r u s t e d
Health Partner for Life
Annual Report 2008
“Behold, how good and how pleasant it is for brethren to dwell together in unity!” – Psalms 133:1

Our Unified Enterprise Ministry
The Latin phrase ad astra per aspera – through hardships to the stars – comes to mind as
we reflect on our organization’s impressive performance in a period of challenge and change
confronting health care nationally.
Trinity Health was able to achieve the majority of our community benefit, clinical and financial goals.
Due to this success, we can continue supporting the communities we serve through technology
gains, talent improvement, facilities expansion and charitable care to the uninsured and most
vulnerable of our society.
The communities we serve depend on us to generate new value and to invest more
resources to advance the state of health care. Our organization brings together physicians,
nurses and staff whose talent and energy drive a sustainable healing ministry of
remarkable skill and scale.
Joseph R. Swedish
President and CEO
Trinity Health
Trinity Health aims to be transformational, both in our ministry and operations as we adhere
to and exceed national performance benchmarks. In doing so, we see ourselves as a Unified
Enterprise Ministry ® :
• We’re unifying in our desire to provide high quality care within an affordable cost structure.
• We’re enterprising in our willingness to accept business risk to give our patients the
best patient care experience anywhere.
• Most important, Trinity Health is a ministry. We’re providing services to everyone and
especially to those who are less fortunate and most vulnerable.
As a Unified Enterprise Ministry, our people make the difference. By working together,
Trinity Health has become one of the strongest and most respected networks of tax-exempt
community hospitals in the country. Our culture and operating model are focused
solely on how we can create a superior patient care experience supported by
operational and service excellence.
The spirit of our organization arises from a 160-year legacy of Catholic congregations meeting
the health needs of their time and place, and lives today in every associate, physician, nurse,
volunteer, trustee and partner dedicated to our sustainable healing ministry.
Patrick G. Hays
Chair
Trinity Health
Board of Directors
We invite you to experience what it truly means to be a part of a Unified Enterprise
Ministry on the following pages.

TABLE OF CONTENTS
MISSION
We serve together in Trinity Health
In the spirit of the Gospel
To heal body, mind and spirit
To improve the health of our communities
and to steward the resources entrusted to us.
VISION
Inspired by our Catholic faith tradition, Trinity Health will be
distinguished by an unrelenting focus on clinical and service
outcomes as we seek to create excellence in the care experience.
Trinity Health will become the most trusted health partner for life.
CORE VALUES
Respect
Social Justice
Compassion
Care of the Poor and Underserved
Excellence
GUIDING BEHAVIORS
We support each other in serving our patients and communities.
We communicate openly, honestly, respectfully and directly.
We are fully present.
We are all accountable.
We trust and assume goodness in intentions.
We are continuous learners.
We Are Unifying
A Network of Ministry Organizations 4
Our Strategic Direction 4
Culture and Values 5
Diversity and Inclusion 6
Leading with Integrity 6
Leadership Development 7
We Are Enterprising
Safer, Faster, Better Care 10
Innovative Technologies 11
Care Transformation 12
Patient Care Excellence 12
Advancing Palliative Care 13
Environmental Sustainability 14
State-of-the-Art Hospitals 15
We Are Ministering
Enhancing Community Benefits 18
A Call to Care 18
Caring for the Most Vulnerable 19
Valuable Voices for Advocacy 19
Find a Way 22
Your Most Trusted Health Partner 22
Financial Stewardship 23
Community Benefit Ministry Financial Summary 24
System Financial Summary 25
Board of Directors 29
Catholic Health Ministries 30
System Leadership Council 31
Chief Executive Officers 32
Ministry Organizations 33
Facts and Figures 35

unifying
we are
diverse organizations joined by a single mission
“We” has always been an important word at Trinity Health.
A people-focused philosophy means associates rely on each other
to deliver great care to our patients – body, mind and spirit. The
people of Trinity Health build on our collective strengths toward
the creation of a superior patient care experience, especially
for those who require additional resources to access affordable
health care services.
We believe that together we’re better. Trinity Health is a highly
aligned delivery system that leverages the diverse scale and skill
of many organizations, each with its own local identity and focus.
The Unified Enterprise Ministry focuses the organization on the
execution of strategies and accountability for performance.
Within a diverse and multifaceted ministry, Trinity Health
creates centralized processes to create greater efficiency and
effectiveness in the care delivery platform, the improvement
of health care, the management of the cost structure, the
2

Highlights
A Network of Ministry Organizations
Our Strategic Direction
Culture and Values
Diversity and Inclusion
Leading with Integrity
Leadership Development
movement of health information, and community programs that
make a difference in the lives of people in need.
By consolidating vital business processes, Trinity Health has
developed mutually supportive business functions in the areas of
supply chain and finance. By reducing duplication and variation,
more resources can be devoted to patient care and community
health programs for the poor and uninsured.
People are the most important asset at Trinity Health. Beyond
an operational focus, an organization is best defined by the
ability of its people to create value. Trinity Health’s workplace
culture is rooted in a powerful daily ministry that is focused on
service to the community. By focusing on enterprise excellence,
Trinity Health is breaking down the silos that so often isolate
organizations in order to create a vibrant community of talented
and highly qualified health professionals working together to
transform health care.
3

A NETWORK OF MINISTRY ORGANIZATIONS
Trinity Health is made up of a geographically diverse and expanded collection of “Ministry
Organizations” operating acute-care hospitals, outpatient facilities, long-term care centers
and home health and hospice programs.
Ministry Organizations operate community hospitals in seven states, giving Trinity Health the size
and scope to protect the enterprise from cyclical economic changes or demographic shifts. In every
market we serve, Trinity Health and its Ministry Organizations work together as an aligned delivery
system driven by entrepreneurial spirit and a living, sustainable healing Mission. As such, Trinity
Health approaches change together unless variation can be proven to create more value.
By combining expertise and resources, Trinity Health has the capacity to fund community benefit
programs, capital investments and information technology. This commitment to improving patient
care and service at every level fulfills a primary directive of our Mission: “To steward the resources
entrusted to us.”
OUR STRATEGIC DIRECTION
Trinity Health is guided by a strategic plan with a goal to create healthier communities and a superior
patient care experience. Its foundational pillars underpin our commitment in these six areas:
Community Benefit Ministry: Trinity Health is a trusted ally working toward eliminating barriers to care and
building healthier communities, with a special focus on the most vulnerable. Proactive spending on community
programs, charity care at cost and unpaid cost of Medicaid improve the health of our communities.
Excellence in Care Experience: Dedicated to building lifelong, trusted health and healing partners,
Trinity Health focuses on delivering the right care, at the right time, in the right place, at the right cost,
from the best people – personalized to the patient. Trinity Health measures safety and service against
industry benchmark clinical indicators and holds ministries accountable for top-quartile or top-decile
performance in particular areas of focus.
Best People/Spiritual Workplace: Our associates know they make a difference every day and their service
to others is rooted in heart and soul as they live Trinity Health’s Mission and Values.
Physician Alignment: Trinity Health is grounded first and foremost in meeting the needs of patients through
a variety of physician relationships across the care continuum. Based on our Mission and Values, these
relationships are characterized by teamwork, personal responsibility, integrity, innovation, communication,
trust, mutuality and a co-management focus.
Financial Stewardship: A strong operating performance supports investments in the ministry for the poor,
capital improvements and the strengthening of Trinity Health’s financial health.
Growth and Collaboration: Trinity Health manages a diverse portfolio of health services. We collaborate
with like-minded organizations in the betterment of community health. And by striving to understand
customer needs better than the competition, we are developing a unique market position. Acting as the
mortar for our priorities are the “enabling disciplines” – Culture, Competencies, Standards of Excellence
and System Leverage – necessary to execute the strategies.
4

Together, these strategic priorities help provide the collective momentum for our growing Catholic health
ministry. Our goal is to continue improving local community health while systematically expanding
excellence throughout the health care environment.
CULTURE AND VALUES
As a Unified Enterprise Ministry, Trinity Health is establishing the culture and operating model necessary to
reach new levels of performance. The work of transforming our culture begins with two words: attention and
intention. Paying attention to our culture means that we are committed to taking an honest look at our current
processes, practices and ways of interacting with each other across the system. It also requires our collective
intention on making some necessary changes to create a healthier, even more vibrant work environment that
will ensure we are continuing to meet our core business objectives.
PATH to Transformation
With our Mission and Core Values at the core of Trinity Health, Joe Swedish, Trinity Health President
and CEO, envisioned a cultural “PATH” that would require all associates to make a deep and abiding
commitment on both a personal and team level. The Personal PATH focuses on Passion, Attitude,
Truth and Heart. The Team PATH focuses on Partnership, Accountability, Trust and High Reliability.
The PATH allows us to achieve our strategic goals through building and maintaining healthy
relationships. Relationships drive associate engagement, which leads to excellence in the care
experience and patient loyalty.
Culture Circles
This past year, Trinity Health conducted 62 three-day experiences called Circles involving more than 1,700
Trinity Health leaders and associates. Eventually, all Trinity Health associates will have the opportunity to
participate in a Circle. The purpose of the Circle is to ground all associates in a common language and
experience from which to build a Unified Enterprise Ministry. Beyond the Circle, work is being done at each
Ministry Organization and Home Office team to position culture as a powerful support strategy for meeting
core business objectives.
As a diverse community of committed persons serving our healing ministry, all associates are called to live the Trinity Health
Values from the heart, transforming our gifts and passion for people in living models of Mission and Core Values: where every
person is honored and served with reverence and respect every time.
- Culture Commitment
Ken Nelson, Cardiac Cath Lab Technician, and Scott Cooper, Clinical
Nurse Manager, talk about the flood with Trinity Health CEO Joe Swedish.
Rising to Meet the Iowa Flood
Iowa’s worst flood since 1993 did little to dampen the spirits of
the physicians, nurses and staff members of Mercy Medical Center
– North Iowa who rallied to maintain health services, even as many
struggled with the loss of their own homes and belongings.
During the week of June 8, lack of clean water forced the transfer
of 18 patients from the West campus skilled nursing unit to the
East campus. Tankers and refrigerated trucks brought in fresh
water and food.
Despite the harsh conditions, the East campus maintained
services throughout the duration of the flood, and by June 13 both
campuses were fully operational.
MMC-North Iowa President and CEO Jim FitzPatrick and his senior
leadership team expressed their appreciation for the disaster
response in a letter to all associates:
“Mercy associates revealed great character – one of generosity
and compassion. We realize that many associates were impacted
personally by this tragedy and lost much. Our hearts and thoughts go
out to them. It is true that ‘adversity reveals genius’ and to everyone’s
credit, it took all of us as a team to achieve what was done.”
Trinity Health President and CEO Joe Swedish visited the homes
of some of the more than 44 displaced associates. He presented
a $100,000 check to the Mercy Foundation’s special crisis fund
for associates, called the Mercy Caring Fund. Associates across
the Unified Enterprise Ministry rallied together to provide another
$20,000 in donations.
5

“
I want to thank you, as leaders, for giving us the opportunity to be part of a Culture Circle. The principles I
learned will improve the way I interact with my team, my peers, my customers and my family. I have worked at
other organizations and have never been part of an initiative as energizing and motivating as this one is.
Scott Citron
Manager, Enterprise Applications
I truly want to express my gratitude for being included in this incredible team-building exercise. There is absolutely
no doubt in my mind that the principles and concepts that I was exposed to will make a positive difference in my
day-to-day interaction with my co-workers and customers.
Mount Carmel College of Nursing is one of three schools to offer
Trinity Health scholarships to students.
Kevin Seruga
Payroll Team Lead, Trinity Information Services
DIVERSITY AND INCLUSION
”
Scholarships Infuse Hospitals
With Diverse Talent
Trinity Health has established an endowment to help
prospective college students from diverse backgrounds
achieve their ambitions for a career in medicine, with the
hope that our hospitals become their first destination.
Three schools with strong medical programs each received a
$2 million low-interest loan from Trinity Health’s socially
responsible investment program. The colleges are
investing the loan proceeds in securities that will generate
higher returns that will, in turn, be used to award multiple
scholarships of up to $100,000 a year.
The participating schools are the College of St. Catherine,
St. Paul, Minn.; Mount Carmel College of Nursing, Columbus,
Ohio; and the University of Arkansas at Pine Bluff, Ark.
“Diversity is a cornerstone of our organization’s values,
and increasing the number of nurses of color supports
Trinity Health’s focus on fostering a culturally competent
organization reflective of the diverse communities we
serve,” said VeLois Bowers, Senior Vice President, Diversity
and Inclusion. “We’re extremely proud to partner with
these great educational institutions to provide nursing
scholarships to deserving students of color.”
As communities become more diverse, an organization that is attuned to cultural preferences ensures
that all associates have the resources to deliver responsive and respectful patient-centered care. This year,
Trinity Health’s Diversity and Inclusion (D&I) department made significant strides in its ongoing efforts to
nourish a culturally competent and diverse workforce.
The D&I team manages a comprehensive initiative that includes training and education, recruitment,
retention and development, communication, community partnerships and supplier diversity. Every Ministry
Organization has a designated Diversity Leader. By their example, Trinity Health is sustaining an environment
that inspires associates to experience a passionate dedication to their work with a stronger sense of
connectedness to the patients and families they serve.
In order to shift the culture and focus on this imperative, Trinity Health instituted a mandatory system-wide goal
for the completion of the diversity-training program and all Ministry Organizations developed three-year work plans.
LEADING WITH INTEGRITY
Trinity Health was established on a foundation of faith-based values: Respect, Social Justice, Compassion,
Care of the Poor and Underserved, and Excellence. These values – combined with our Mission – serve as a
compass to guide our ongoing health care ministry.
But working in the health care field is extremely challenging, and sometimes the right course of action
can be unclear. In 1997, Trinity Health introduced the Organizational Integrity Program (OIP) as a response
to the significant increase in regulatory enforcement activity in health care.
Rather than focus on “compliance,” OIP emphasizes “integrity.” Compliance with the law and regulations is
a minimum requirement, but at Trinity Health we also expect our leaders and associates to make decisions
consistent with and faithful to our Mission and Values.
“The Organizational Integrity Program is even more critical today than when it began in 1997,” said Michael
Holper, Senior Vice President, Organizational Integrity and Audit Services. “Our associates and others must
have the ability to raise concerns whenever they encounter an issue.”
Associates have a guide called “The Standards of Conduct” to support “Right Relationships” – relationships
with patients and others in our care, relationships with our co-workers and business partners, relationships
6

with the government and others that pay for the health care services we provide, and relationships with
our organization and communities.
The Standards of Conduct describe the behaviors and conduct expected of all Trinity Health associates, volunteers,
medical staff and board members. It also describes how our actions and behaviors should be consistent with the
numerous legal, ethical and professional obligations that apply to our health system ministry.
Within Trinity Health, Local Integrity Officers at each Ministry Organization and OIP staff at the Home Office are
available to assist when questions or concerns arise about compliance or ethical issues. Other avenues include
a 24-hour “Integrity Hotline” and options to speak directly with a supervisor or person of higher authority.
LEADERSHIP DEVELOPMENT
Trinity Health is blessed with an abundance of highly skilled and talented health care professionals. Investment
in the growth and development of our associates is essential to the success of our Catholic health care ministry.
We strive to be a dynamic “continuously learning” organization where associates are enthusiastic
partners in attaining our strategic objectives. We identify and nurture leaders who bring out the best
in themselves and others, who are builders and enablers of our Unified Enterprise Ministry and culture,
and who are effective coaches and mentors. These leaders model the behaviors expected of others.
Trinity Health’s Organization Learning and Development team provides vision and strategic direction
for the development of more than 40,000 associates and 5,000 leaders.
All associate development programs are rooted in Trinity Health’s Mission, Vision and Core Values.
The programs are a means of achieving our strategic priorities and are based on defined and validated
competencies. Development opportunities for associates range from online HealthStream courses to
the School at Work program (see sidebar).
For our leaders, the Organization Learning and Development team created the Trinity Health Leadership
Series to provide a clear, well-defined career progression in our organization. The series has four parts:
• Essential Skills for New Leaders – for emerging leaders and new supervisors
• Foundations in Leadership – for managers and directors
• Strategic Leadership Program – for directors, vice presidents and senior executives
• Advanced Leadership Program – for directors, vice presidents, senior executives and “high potential” leaders
Trinity Health has been recognized with numerous awards for its high-impact training initiatives to develop
effective health care leaders. Trinity Health was the only health system in the nation to receive the 2007
Best Practice Award for Leadership Development by the Corporate University Xchange.
At the other end of the career spectrum, Trinity Health trains new master’s program graduates through its
Fellowship Program. With a focus on “learning by doing,” fellows use the organization’s national presence
to access a variety of markets, service lines and management perspectives. Since 1980, more than 80
fellows have gone on to excel in many fields of health care management. Several former fellows have
since attained leadership positions within Trinity Health.
Diversity Summit 2008
Throughout the United Enterprise Ministry, associates celebrated
Diversity Summit Week from April 21-25 with thought-provoking programs
ranging from diversity and inclusion strategies to new ways of thinking
about race and gender.
By week’s end, associates were talking about the conference in
lunchrooms, by coffee stations and in work areas. Diversity and Inclusion
team members were excited about the turnout and responses from the
program. Plans are under way for more forums in 2009.
“Culturally competent organizations are better able to live into the culture
complexities of a diverse society,” Trinity Health President and CEO Joe
Swedish said. “Sensitivity plus engagement equals respect.”
Strategic Leadership Program
Grads Accept Degrees
During a May 2008 commencement exercise, 36 clinical and
administrative leaders walked to the podium to receive certificates
of completion as the first graduating class of Trinity Health’s
Strategic Leadership Program (SLP). The graduates completed a
rigorous 18-month leadership development program covering topics
and skills required for excellence in health care leadership. The SLP
focuses on cultivating the rapid growth and development of leaders
— recommended by senior associates – who have the potential
to make exceptional contributions to Trinity Health organizations.
The program format consists of six, two-day intensive classroom
courses, qualitative assessment against validated competencies,
action-oriented development plans, personal coaching and the
completion of an individual or team project.
The inaugural group began its journey in September 2006.
A second group entered the program in February 2008.
School at Work Leads to Better Jobs
Trinity Health launched the School at Work program at two sites
– St. Joseph Mercy Oakland, Pontiac, Mich., and St. Joseph
Mercy Hospital, Ann Arbor, Mich. Through the program, hospital
associates further their education to boost their careers in health
care. The program provides associates a refresher on core
curriculum skills and health care-specific content to transition
back into the classroom so they can get better paying and more
satisfying jobs. Students meet weekly for two hours for about eight
months, and complete an additional two hours of homework per
week. Because of the pilots’ success, Trinity Health is expanding
the School at Work program in FY09.
7

enterprisi
we are
enabling safe, high-quality and compassionate care
8

ng
Highlights
Safer, Faster, Better Care
Innovative Technologies
Care Transformation
Patient Care Excellence
Advancing Palliative Care
Environmental Sustainability
State-of-the-Art Hospitals
Growing Catholic Ministry
Courage and boldness are hallmarks of Catholic health care in
America. The first Sisters in the United States were willing to venture from
the safe harbors of their era to found hospitals, schools and orphanages,
leaving an indelible imprint upon the American frontier. Trinity Health’s
founding congregations met community needs and accepted the inherent
risks of change when responding in faith and hope and compassion.
In the spirit of Trinity Health’s founding Sisters, we embrace that same
commitment to transform health care delivery in today’s era.
Courageous commitment in the 21 st century requires advances in health
information technology, construction of state-of-the-art facilities, strategic
partnerships, transparency, and creative strategies for improving care
and coverage to vulnerable populations.
9

Rural Hospitals Connect with
Electronic Health Records
In the sparsely populated plains of northern Iowa, seven small
hospitals made history with the installation of electronic health
records, transforming the way health care is delivered in rural areas.
The seven remote facilities – each with less than 25 inpatient beds
– are now digitally connected with computerized physician order
entry (CPOE) and other clinical systems via a regional network
spanning 70 square miles.
The integrated system is the first of its kind in a U.S. rural health
care setting. While larger hospitals are more likely to have electronic
health records, less than 3 percent of the nation’s small or rural
hospitals (50 beds or less) tout a fully implemented system.
The pioneering implementation was facilitated by two grants from the
Agency for Healthcare Research and Quality (AHRQ). Trinity Health
and its member facilities partnered with Hancock County Memorial
Hospital, county public/community heath agencies and the University
of Iowa College of Public Health to implement the program.
The network will serve as a model for future EHR implementations
in rural settings.
Hospitals With e-Health Records
Safer, Faster, Better Care
Trinity Health is transforming quality and reducing costs
by putting the power of the latest computerized clinical
tools in the hands of our caregivers. These state-of-the-art
tools automate processes that are still often done with
paper and pen at the majority of U.S. hospitals.
The majority of our hospitals are now using health
information technology applications that include
computerized physician order entry, electronic health
records, nursing documentation with wireless devices,
paperless charts in the emergency department,
adverse drug event alerts and more.
As a result, nurses have more time at the bedside
for personalized care, medications are given to
patients faster, errors are avoided, and costly
duplications are eliminated. These benefits are
made possible in a variety of ways:
• Electronic health records replace much of the
paper that passes between departments and
between those providing care. Patient information
is at the caregivers’ fingertips wherever there is
computer access. If a patient ever has a need
to return to a Trinity Health hospital, our clinical
staff can immediately and securely access their
medical history. And since illness doesn’t always
happen during office hours, a Trinity Health-affiliated
doctor can access a health record using secure,
password-protected Internet access, at any time.
• Online orders for tests and treatments mean no
handwritten prescribing in the hospital. Physicians
enter their orders directly into a secure system
where they can be quickly accessed by the
patient’s care team. Instructions are easily
In a Battle Creek Health System OR, an anesthesiologist and
CRNA use Surginet to document all pre-, post- and intra-operative
activity into the patient’s electronic health record.
read, automatically checked and sent to the right
departments, so that care is delivered sooner.
• Charting care at the bedside is done by nurses and
other clinicians on portable computers, making it
immediately available online to physicians or other
authorized caregivers. This feature gives the nurse
more time with the patient.
• Automatic “checks” to ensure appropriate medication
and dosing helps take away the possibility of human
error. The system automatically checks a patient’s
prescribed medications against lab results and other
key information. With the large numbers of new
medications available annually, caregivers and
patients appreciate this additional “safety net.”
Industry studies have shown that hospitals using
computerized clinical systems greatly improve the
quality and safety of care, as well as improve patient
registration, streamline the billing process and
boost financial performance.
2003 May Mercy Hospital – Port Huron
2005 February Battle Creek Health System
April St. Joseph’s Healthcare, Clinton Township
July Mercy Medical Center – North Iowa
September Mercy Medical Center – Sioux City
2004 July Mercy Health Partners, Muskegon
October Saint Mary’s Health Care
2006 February Mercy Medical Center – Dubuque
Mercy Medical Center – Dyersville
March St. Mary Mercy Livonia
10

Most health systems in the country are either just beginning to switch over to these systems – or have
not yet started. Trinity Health began its journey in 2000, and has committed substantial resources to
seeing it through to completion.
Over the next 18 months, Trinity Health will continue its nationwide rollout with Genesis
implementations at some of its largest medical centers in Maryland, Idaho, Michigan and California.
INNOVATIVE TECHNOLOGIES
Nowhere is the latest technology making more of a difference than in today’s hospitals. Patients across our
Unified Enterprise Ministry are benefiting from new technology-enhanced procedures.
When a specialist is needed but cannot be
physically present at the hospital, 34 rounding
robots across Trinity Health give physicians access
to real-time interactions with patients and staff,
ensuring the seamless delivery of care.
For example, the Michigan Stroke Network puts
the finest stroke specialists in the nation where
they are most needed. Using telemedicine and
“bedside robots,” physicians and patients at
participating hospitals have access to the best
specialists in the country to immediately assess
a patient’s condition. A total of 31 hospitals in
Michigan are members of this one-of-a-kind
stroke network.
In its first year, 153 patients received more than 500 cancer care
treatments from the CyberKnife robotic radiosurgical system, the first
of its kind in the state of Michigan.
Cancer Treatment Enters the ‘Cyber’ Age
The CyberKnife robotic radiosurgery system at St. Joseph Mercy
Hospital, Ann Arbor, Mich., radically changed both the treatment
and recovery time of some cancer patients. The hospital was the
first in the state to offer this technology. The device non-invasively
delivers high-dose radiation with pinpoint accuracy. Patients feel
no pain, and the procedure is done on an outpatient basis.
Doctors say it’s a groundbreaking way to treat spine, lung, prostate,
liver and pancreatic cancer, along with non-cancerous or inoperable
tumors anywhere on the body.
More than 500 treatments have taken place since the hospital
acquired CyberKnife in June 2007.
Dr. Polly Knightforth proves you can be two places at
one time. Here, she discusses a little one’s health with
the father and nurse in the Emergency Department at
St. Joseph Mercy Oakland, Pontiac, Mich.
2007 March St. Joseph Mercy Oakland
October Mercy Medical Center – Clinton
2009 June Saint Joseph Mercy Health System, Ann Arbor
2008 April Saint Joseph Regional Medical Center, South Bend
Aug – Sept Mercy Health Network, Iowa (7 hospitals)
September Holy Cross Hospital, Silver Spring
11

CARE TRANSFORMATION
Identifying Blood Clot Risks
In June 2008, Trinity Health became the first organization in the
nation to activate a digital advisory tool that helps physicians and
clinicians identify risks for blood clots that can form in veins and
arteries.
A cross-functional team of clinical and technical experts
developed the VTE/DVT Discern Advisor to calculate patient risk
factors and recommend appropriate treatments for the following
types of venous thromboembolism:
• Deep vein thrombosis (DVT): Partial or complete blockage of blood
flow by a blood clot inside a deep vein, commonly located in the
calf or thigh
• Pulmonary embolism (PE): Blockage of the pulmonary artery,
or a branch of it leading to the lungs, by a blood clot, usually
from the leg
The tool is a valuable resource to physicians and clinicians.
Pulmonary embolisms cause 200,000 deaths annually in the
United States, and the majority of these patients have no clinical
symptoms beforehand. Cerner’s VTE/DVT Discern Advisor is now a
routine check when assessing acute care patients 18 and older.
Sanctuary Nurtures Elder Adults, Families
Trinity Health’s long-term care organization – Trinity Continuing
Care Services – changed its name to Trinity Senior Living
Communities to reflect a new vision and identity. All 33 senior
commu nities in Michigan, Indiana and Maryland have been
renamed Sanctuary. The new model encourages nourishing
and nurturing relationships among elders, their families and
caregivers. With Sanctuary, elders are empowered to make
decisions affecting their lives. The staff is focused on hospitality,
companionship and encouraging residents to live their best
lives. Trinity Senior Living Communities serves more than
35,000 seniors each year through independent living, assisted
living, nursing care and memory care. Some communities offer
rehabilitation services including occupational, speech and
physical therapy as well as therapeutic recreation.
There’s no doubt that leading technologies, mobile computers, electronic health records and computerized
physician order entry are revolutionary breakthroughs that transform the way medicine is being taught,
practiced and advanced. But these tools are only as good as the processes behind them.
The enormous potential of health IT on patient quality can only be harnessed through focused evidencebased
process improvement. To take full advantage of the technology we have in place, specially trained
Care Transformation Teams study ways to improve workflow with new technologies for the betterment of
the patient experience.
Care Transformation Teams have created digitized order sets in the areas of acute coronary syndrome,
heart failure and orthopedics. The order sets give clinicians reliable decision support tools such as
guidelines, reference materials and evidence to make informed decisions.
One of the many changes has been an initiative to decrease the “time to needle” – the time from when a
patient arrives in the emergency department with chest pain to the moment at which a needle is injected
for starting a stent in the cardiac catheterization lab. With an automated process, an EKG is automatically
forwarded to the data repository and even to the doctor’s hand-held device – saving precious moments
and improving the patient’s odds for a full recovery.
In many other ways, Trinity Health is making the latest evidence-based practice treatment standards and
medical research available to physicians at the point of care. And with Trinity Health’s massive clinical data
repository numbering 6.2 million records and growing, physicians have more evidence-based knowledge
than ever before to assist with informed decisions and diagnoses.
PATIENT CARE EXCELLENCE
We all want to be valued, even treasured by the person
we are trusting with our lives. It is reflected in the way
we relate with our patients and with fellow caregivers.
It is expressed in the way we communicate and work as
a team, and how we support each other. It can be seen
in small ways such as a smile, a handshake or
a friendly greeting.
How patients are treated as a person is just as
important as clinical quality. As a patient’s most
trusted health partner for life, Trinity Health caregivers
strive to exceed the expectations of care and caring
down to the smallest detail. At Trinity Health, respect,
responsiveness and understanding are considered to
be fundamental components of customer service.
The ultimate measure of patient satisfaction and
loyalty is a simple yes or no answer to the question,
12
Elder residents of Trinity Senior Living Communities
benefit from the hospitality, companionship and
expertise of caregivers like Yangse.

“Would you recommend this facility to your family and friends?” With this in mind, Trinity Health rates
customer satisfaction in three areas:
Respect: I was treated with care, compassion and respect.
Responsiveness: My needs (including pain management) were responded to in a timely fashion.
Understanding: I understood what was happening to me and why – and I was involved in the decision.
It takes everyone at Trinity Health to create excellence in the care experience for any person who visits our facilities.
ADVANCING PALLIATIVE CARE
When patients face serious chronic or life-threatening illness, they need relief from pain, symptoms and stress.
They and their families need to better understand their condition and choices for care. They need to improve
their ability to tolerate chosen medical treatments. And most importantly, they need the ability to carry on
with everyday life or prepare well for the end of life. Interdisciplinary palliative care serves these needs.
In fiscal 2008, Trinity Health recognized the contribution that palliative care makes to the patient care
experience. A new palliative care function led by Sister Gretchen Elliott, RSM, was created to ensure
every Ministry Organization has a defined program in place by 2009. Sister Elliott is the chair of the
national Palliative Care Organization.
Of the many palliative care programs in place across Trinity Health, three organizations operate nationally
recognized programs:
Mercy Medical Center – North Iowa, Mason City, Iowa: Since launching a palliative care program in 2006,
Mercy Medical Center – North Iowa, has helped hundreds of patients by relieving suffering and enhancing
their quality of life. David Wensel, DO, and Anne Zook, RN, Palliative Medicine Coordinator, run the
palliative care program for both inpatient and outpatient candidates. MMC-North Iowa’s W. David Clark,
MD, also initiated one of only 30 palliative care fellowships for physicians available nationally. It is the
only community hospital-based accredited palliative medicine fellowship in the United States.
Mount Carmel Health System, Columbus, Ohio: Mount Carmel Health System is one of six designated
Palliative Care Leadership Centers in the United States and has helped nearly 120 teams, several
from affiliated Trinity Health hospitals, learn about best practices in palliative care programs. Since the
program’s inception in 1997, Mount Carmel has served 14,000 patients and families. Mary Ann Gill, RN,
is the program’s Executive Director and Founding Director of the hospice and palliative care programs.
Phil Santa Emma, MD, serves as Medical Director.
St. Joseph Mercy Oakland, Pontiac, Michigan: Making palliative care part of the culture at St. Joseph
Mercy Oakland has been an ongoing commitment since the hospital first launched Mercy Supportive Care
in 2000. The program received the prestigious Circle of Life Award in 2006 from the American Hospital
Association. Led jointly by Peg Nelson, RN, and Ken Richter, MD, the program offers an intensive training
program for staff, plus continuing education in pain management, palliative care and ethics education.
Rita Garrett and daughter Savannah with Carole Conners, RN, Pam
Dziadosz, RN, and Gail Harrison, OB Tech, who helped husband Spc.
Robert Wesley Garrett experience the birth from Iraq.
Soldier in Iraq Hears Firstborn’s Cry
Gail Harrison, an obstetrics technician at Saint Joseph Regional
Medical Center, South Bend, Ind., was surprised to receive calls
half a world away from an anxious U.S. soldier in Iraq whose wife
was about to deliver their first child.
U.S. Army Specialist Robert Wesley Garrett began calling the
hospital every 10 minutes to get the latest update on his wife
Rita’s labor and delivery. “The nurses kept coming in telling me
my husband was on the phone from Iraq,” his wife, Rita Harrison
recalled. “As we were getting closer, I finally had to tell my mom to
tell him I can’t talk – I’m trying to push this baby through.”
While Rita was giving birth, Harrison transferred the phone into the
labor room. A nurse put the phone on the bed and told him what was
going on.
“It was like she was doing a ballgame,” Rita laughed. “‘It’s crowning…
okay, I can see the head…it’s a girl!’”
This not-so-typical delivery was one the Garrett family will cherish
forever. “When I first heard her cry, it really hit home to me that I had
a daughter,” Specialist Garrett said. “It really is the greatest.”
13

ENVIRONMENTAL SUSTAINABILITY
“We need to care for the earth. We must protect and cultivate it with responsible freedom, with the good
for all as a constant guiding criterion.”
-- Pope Benedict XVI
Saint Alphonsus Receives Environmental
Quality Award
Saint Alphonsus Regional Medical Center is Idaho’s first
hospital to be named a “Partner for Change” by Hospitals for
a Healthy Environment (H2E). The hospital completed a project
with the state’s Department of Energy Compliance to use an
underground canal on the edge of campus to cool the building.
Other waste-reducing practices include recycling fluorescent
light bulbs and installing recycled carpets in all of its waiting
rooms. Outdated computers are routinely reconditioned and
sent to developing countries.
Mercy-Dubuque Earns Energy Star Rating
Mercy Medical Center – Dubuque and its sister hospital in Dyersville
are the only two hospitals in Iowa to hold the U.S. Environmental
Protection Agency’s prestigious Energy Star rating, the national
mark of excellence for superior energy performance.
Mercy’s Plant Engineering department reduced the hospital’s
energy use by installing 180 occupancy sensors throughout the
facility. All incandescent exit signs and exterior Christmas lights
were replaced with new energy efficient lights. Older machines
were replaced with high-efficiency models and standard light bulbs
were changed to compact fluorescent bulbs.
Trinity Health’s Ministry Organizations have joined industry-wide efforts to become more environmentally
responsible, launching myriad programs to create healthier conditions for patients, associates and
communities.
From purchasing vapor-pressure cleaning machines and increasing associate recycling efforts, to
constructing major new facilities with recycled products, Trinity Health is strengthening its commitment
to developing and implementing environmentally responsible principles.
The goals are to reduce the carbon footprint, eliminate waste and improve efforts of hospitals and other
facilities to conserve energy and use water more efficiently.
STATE-OF-THE-ART HOSPITALS
Hospital facilities are part of the healing process. New construction and the renovation of existing
facilities provide the best conditions for healing and the practice of world-class medicine.
Trinity Health’s capital improvement program combines the organization’s commitment to respectful and
compassionate patient care with modern technology and medical innovation. Within these state-of-the-art
settings, patients receive care in settings that help them heal faster and provide an increased sense of
comfort and security.
These new facilities are designed to meet their communities’ health care challenges and represent
the high-tech, high-touch delivery platform of the 21 st century. New facilities also feature earth-friendly
construction materials and energy-efficient lighting, heating and cooling systems.
Lacks Cancer Center is LEED-Certified
The Lacks Cancer Center, Grand Rapids, Mich., is only the second
health care facility in the country to receive LEED certification from
the U.S. Green Building Council. Developers of the state-of-theart
cancer center used efficient lighting and recycled construction
materials and ceiling tiles. A high-efficiency irrigation technology
reduced potable water con sumption by 50 percent and eliminated
the need for a sodded lawn. Lacks uses steam purchased from
the county to heat the building. Rather than just waste the warm
water after it has been used, Lacks recaptures it and recirculates
the water as a snow-melt system that heats the driveway and
sidewalks of the building’s entrances.
The new Center for Advanced Healing at Saint
Alphonsus Regional Medical Center, Boise, Idaho,
opened in October 2007.
Summary of new construction
Saint Alphonsus Regional Medical Center,
Boise, Idaho. The new Center for Advanced
Healing at Saint Alphonsus Regional Medical
Center, Boise, Idaho, is one of the most
advanced clinical care facilities in the northwest.
Open since October 2007, the Center is
designed to meet the health care needs of a
growing and aging population by integrating
leading edge medical technologies with
architectural design principles proven to
enhance healing.
14

Saint Joseph Mercy Health System, Ann Arbor, Mich. In September 2007, Saint Joseph Mercy Health
System opened a new 11-story East Tower featuring 356 private patient rooms, each with patient media
systems and the latest medical technology. Patients, family members, associates and physicians were
involved in the design and building phases of the East Tower through focus groups, one-on-one interviews and
hands-on testing. SJMHS is now moving forward with plans to erect a second patient care tower to replace
an older section of the hospital.
St. Mary Mercy Livonia, Mich. St. Mary Mercy Livonia’s new Our Lady of Hope Cancer Center offers
coordinated treatment and services to cancer patients using multidisciplinary teams and the latest
technology. The center features an Image Recovery Center and a healing center for chemotherapy and
infusion services. An anonymous benefactor donated $1 million in honor of the Felician Sisters, the
hospital’s founding congregation, to help fund the new cancer center.
A new 254-bed world-class hospital in South Bend, Ind.,
is expected to open in the fall of 2009.
Saint Joseph Regional Medical Center, South Bend,
Ind. Saint Joseph Regional Medical Center is using
recycled and environmentally conscious materials
in the construction of a new 254-bed world-class
hospital. The facility broke ground two years ago
and is expected to open in the fall of 2009. SJRMC’s
integrated design approach addresses the shared
mission of providing the finest patient care and
ensuring a healthy environment, while realizing
economic benefits from reduced operating costs,
improved productivity and more thoughtful patient
accommodations.
The new Mercy Health Partners name and logo is unveiled at a
press conference by Mike Slubowski, President, Hospital and Health
Networks, Trinity Health, and Roger Spoelman, President and CEO
of Mercy Health Partners.
GROWING CATHOLIC MINISTRY
Two watershed events occurred in FY08 to strengthen Catholic
health care in two regions.
In West Michigan, the April 2008 merger between Trinity Health’s
Mercy General Health Partners and Hackley Health System has
created a new regional health care system in Muskegon, Mich.
The merger transferred complete ownership of Hackley Health
to form an expanded Ministry Organization now known as Mercy
Health Partners.
The merger in February 2008 between Saint Joseph Mercy Health
System, Ann Arbor, and St. Mary Mercy Hospital, Livonia will
strengthen core services and promote regional growth throughout
Oakland, Washtenaw and Wayne counties.
The new four-hospital system will benefit patients by sharing
physician and professional expertise, technology advancements
and innovation, best practices, medical breakthroughs, quality and
excellence in the patient care experience.
As a result of both mergers, these organizations have become
healthier, stronger and more respon sive to the improvement of
care and services within their communities.
15

ministering
we are
providing vital health services for all, especially to the most vulnerable
Our Mission guides everything we do. And as Trinity
Health continues Jesus’ healing ministry into the 21 st
century, we are called to both serve others and transform
care delivery.
We call our commitment “Community Benefit Ministry.”
Community benefit is an organized and measured approach
to meeting community health needs. It implies collaboration
with a “community” to “benefit” its residents by improving
health status and quality of life.
16

Highlights
Enhancing Community Benefits
A Call to Care
Caring for the Most Vulnerable
Valuable Voices for Advocacy
Find a Way Campaign
Your Most Trusted Health Partner
In urban and rural communities across the United States,
Trinity Health’s many community health programs are
restoring wholeness and well-being to people.
Year after year, Trinity Health reinvests in communities with
hundreds of millions of dollars in funding for charity care,
primary care services, screenings, education and research.
And the commitment has risen in proportion to the need.
Our programs inspire Ministry Organizations to develop
services that meet community needs. Our Values are
grounded in the demonstration of mercy, human dignity,
justice, service and preferential options for the most
vulnerable persons of society.
Legislative advocacy is another way we act on our call to serve
and transform. When we argue for fair payment for Medicare
and Medicaid programs, we are advocating for our ability to
serve. When we act upon our call for coverage of uninsured
people in our country, we strive to transform the fundamental
structures and conditions that lead to ill health.
17

ENHANCING COMMUNITY BENEFITS
What is Community Benefit?
Community benefit is a term given to programs or activities
that provide treatment and/or promote health and healing as a
response to identified community needs.
A community benefit must meet at least one of the following
criteria:
• Generates a low or negative margin
• Responds to needs of special populations, such as
persons living in poverty and other disenfranchised persons
• Supplies services or programs that would likely be discontinued
– or would need to be provided by another
not-for-profit or government provider – if the decision was made
on a purely financial basis
• Responds to public health needs
• Involves education or research that improves overall community
health.
Source: Catholic Health Association
FY08 Call to Care Grant Recipients
“Chronic Disease Education Center”
Saint Joseph Regional Medical Center, South Bend, Indiana
“Comprehensive Eye Care for Indigent Adults with Diabetes”
Saint Mary’s Health Care, Grand Rapids, Michigan
“Coordinated Diabetes Outreach”
Mercy Medical Center – North Iowa, Mason City
“Culturally Appropriate Resources and Education” (CARE)
Saint Alphonsus Regional Medical Center, Boise, Idaho
“Diabetes Advocacy for the Poor”
Mercy Medical Center – Sioux City, Iowa
“Dental Home”
Mercy Medical Center – Sioux City, Iowa
“Faith Community Nursing: Healthier Seniors, Healthier Community”
St. Joseph Mercy Oakland, Pontiac, Michigan
“Joy Southfield Diabetes Treatment, Education and Management”
St. Mary Mercy Livonia, Michigan
“Nicotine Dependence Center”
Holy Cross Hospital, Silver Spring, Maryland
“Preventive Health Education to Somali Women”
Mount Carmel Health System, Columbus, Ohio
Improving the health of our communities has been at the heart of Trinity Health’s Mission since our
hospitals first opened their doors more than 150 years ago. Our Ministry Organizations provide programs
that address nearly every facet of the circle of life, from the miracle of birth through the joy of childhood,
from the adventures of adulthood to the golden years of retirement and the final chapters of life.
Trinity Health continually seeks to assess, respond to and account for meeting the needs of the
communities it serves. To do so, it joins with people from those communities, and engages in social
analysis and advocacy for the advancement of a social justice agenda.
Chronic Disease Metrics: This year a common set of metrics was fully deployed to help determine the
effectiveness of chronic disease management programs for both diabetes and heart failure in Trinity
Health’s programs for the poor and vulnerable populations we serve. The measurements include four
outcomes (for example, cholesterol levels) and four process measures (for example, whether an annual
retinal exam was conducted). The results were measured against nationally established benchmarks for
programs of their kind for all patients, not just the uninsured and poor. Over time, the metrics will allow
organizations to identify successful programs and lead to performance improvements in terms of cost,
quality, access and reduced disparities.
Telemedicine and Clinic IT: In fulfillment of our Mission to pioneer new models of care for vulnerable persons,
Trinity Health installed electronic health record management systems at free health clinics in Michigan.
The clinics serve uninsured patients in Detroit, Pontiac and Grand Rapids. The initiative includes a remote
“telemedicine” monitoring system for patients with severe and chronic conditions such as heart disease
and diabetes. Remote patient monitoring typically has only been used in home health and rural
network environments, and now for the first time Trinity Health is using it to improve access and
care management.
A CALL TO CARE
Trinity Health awards grants to our Ministry Organizations to help start new programs addressing chronic
disease management and other community needs. This past year, 10 new programs received grants
totaling more than $3 million.
Diabetes management programs, mobile medical clinics, primary care clinics and counseling services
are some of the many community benefit programs that have started with help from a Call to Care grant
over the years. The grants fuel programs that target the elimination of barriers to access high quality and
affordable care, with a special focus on chronic illnesses and the health needs of vulnerable populations.
Parish Nurse Helps New Moms
The congregation of First United Methodist Church in Laurel, Md., was blessed with a baby boom this year
– 13 to be exact, including four sets of twins. Many of the mothers were first-timers who felt adrift with the
overwhelming responsibilities of caring for their new little person.
Recognizing this need, Becky Boeckman, a faith community nurse with Holy Cross Hospital, Silver Spring,
developed a program to improve the health and well-being of the women and infants in her church community.
18

The “New Moms” program provides respite time, meals,
advocacy and health education. As a faith community
nurse, Boeckman receives the tools and training from Holy
Cross Hospital that she needs to educate, empower and
equip members of her church congregation in the pursuit
of health, healing and wholeness.
During the first visit, Boeckman delivers a homemade
meal from the church, provides health education
and information on community resources, and gives
the mother a bit of relief. She also advises them
on breastfeeding, how to diaper a baby and what to
expect in the first few months.
Becky Boeckman is surrounded by four of the 13 newborns
at First United Methodist in Laurel, Md.
As the wife of a former Navy seaman, Boeckman said
she knows the value of a faith-based support system
to raise children. “The church becomes your life.”
CARING FOR THE MOST VULNERABLE
Blessed by the generous traditions of our founding Sisters, Trinity Health embraces a calling to care for
the poor and underserved, especially women and children.
For generations, the Sisters who came before us have given selflessly and tirelessly to those who are
less fortunate, lack access to adequate health services, or cannot afford to pay for care. In carrying
forward their healing ministry, Trinity Health responds in creative and collaborative ways to provide an
array of health services in each of the communities where we minister.
Trinity Health creates services that meet the specific needs of people where they need it most. In
situations where people are poor or underserved, we extend free and discounted services – even
if it means going door-to-door.
Valuable Voices for Advocacy
Trinity Health’s commitment to advocacy grew from the conviction that our faith-based Mission calls us
not only to serve others, but also to transform systems of care. As a sustainable healing ministry, we
speak out on behalf of those in need while seeking legislation that will improve the health and well-being
of patients. Across the enterprise, Trinity Health worked to leverage local organizational and clinical
experiences to help lead the way toward national improvements in care for the underserved.
Many of our people have spent considerable time this year assisting with national-level projects aimed
at the poor and uninsured population, as well as more general community benefit areas.
Advocacy Action Day: Advocacy Action Day was held in March 2008 and was again an enormously
successful event, gathering more than 100 leaders from across Trinity Health in Washington, D.C.,
to speak to members of Congress. A key meeting during the two-day event was held with Sen. Ron
Wyden (D-Oregon) and his staff about the Healthy Americans Act, a groundbreaking, bipartisan proposal
to provide affordable, high quality, private health coverage for every American, regardless of where
Wrapped in Prayer
The Mercy Auxiliary in Clinton, Iowa, is well known for going
above and beyond the call of volunteer duty. Their latest project
is knitting and handing out shawls to hospice, long-term care,
dialysis and other acutely ill patients. Volunteer knitters say
prayers while they stitch, and a hospital chaplain blesses the
completed wraps. Every shawl includes a poem. The wraps are
made to keep patients warm, give them strength and hope, and
let them know that God is near.
Auxiliary President Karen Burns, a retired nurse, recalled the
response of a man with terminal cancer upon receiving his
prayer shawl. “When he put it on, he said he felt like God’s
arms were wrapped around him,” she said. “This has been a
really powerful thing, and our volunteers have really embraced
it. As they always do, they have jumped right in and are living
the Mission.”
19

they work or live. It is the first bipartisan proposal in more than a dozen years, and the most promising
legislation to provide health insurance as measured against Trinity Health’s Essential Elements of
Health Reform (see page 22).
Legislative Activity: Trinity Health’s Advocacy office actively monitors and engages with state and federal
legislatures about new legislation. This year, Trinity Health encouraged Congress to pass children’s health
insurance legislation (SCHIP) and promoted issues involving payment for health care services, including
support of our physician colleagues on their payment concerns. Medicare reimbursement as affected by
area wage adjustments continues to be a threat to various UEM ministries. Trinity Health organized several
efforts during the course of the year to continue deferment on Medicare cuts and wage adjustments.
Camp Mercy Helps Autistic Kids Thrive
Fourteen-year-old Patrick Rellihan had a great time making new
friends and learning new activities at summer camp. These
accomplishments may seem typical, but not for Patrick and
his peers who have been diagnosed with Autism Spectrum
Disorders (ASD), a group of developmental disorders that impede
communication and socialization abilities.
Developed by staff at Mercy Medical Center – Dubuque, Iowa,
Camp Mercy is a six-week program that helps children maintain
motor, speech and communications skills. The kids make videos,
learn science and magic tricks, use humor, play games, try sensory
and motor activities and, most importantly, make friends.
For people with ASD, socializing is especially difficult, so it is
remarkable that 84 percent of Camp Mercy attendees reported
making new friends. Patrick’s mother, Michele Rellihan, has
noticed his new energy and willingness to meet new people.
“Patrick learned more activities he can do to fulfill his sensory
needs,” she said. “I see him being more willing to try something
new – and ‘new’ had never fit Patrick very well.”
On the Move for Better Health
In South Bend, Saint Joseph Regional Medical Center’s Mobile Medical Unit is a 40-foot-long “clinic on
wheels” and the first of its kind in Indiana. The medical RV expands access to care in both urban and
rural areas, while helping to meet the needs of at-risk individuals who lack transportation or adequate
access to medical offices or clinics.
In its first year of touring northern Indiana neighborhoods, the mobile unit has traveled more than
10,000 miles seeing 894 patients.
The state-of-the-art RV is equipped with a medical exam area and a mammography unit, plus an area
for health education. The Mobile Medical Unit is used in partnership with area cancer programs, women’s
health services and community programs.
“It is really very rewarding to see the community have access to health care in a convenient, safe
atmosphere,” said Michelle Peters, Director of Community Outreach, SJRMC.
Physicians Make Medical Home
Dr. Stephen Bolton is passionately devoted to
healing the most vulnerable patients who seek care
in St. Joseph Mercy Oakland Hospital’s free clinic,
Mercy Place.
He’s one of 12 board-certified physicians who give their
time to treat more than 25 patients a week at no charge.
Most of their patients are working Americans who don’t
make enough money to pay for insurance coverage.
Cindy Davis, RN, and Stephen Bolton, MD, are two
of more than a dozen doctors and nurses who treat
the uninsured in Pontiac, Mich., at St. Joseph Mercy
Oakland’s free clinic, Mercy Place.
What started out as a “Band-Aid” solution in 1991
to meet the health needs of the uninsured in Pontiac
has become a full-service medical home providing a
wide array of services.
20

“Dr. Bolton and all of the physicians who serve our clinic provide wonderful and compassionate care to our
patients,” said Cindy Davis, RN, the nurse manager for St. Joseph Mercy Oakland’s free clinic. “The things they
do for this clinic and the many services we’re able to provide as a result are phenomenal.”
Mercy Place provides comprehensive primary care, ophthalmology services, prevention education and
well-being to uninsured people who do not qualify for Medicaid or any other payment alternative. The clinic
also provides services to the Hispanic community via its Clinica Santa Theresa program.
A Refuge for Children
“I would like for my children to get a good education
here in the United States, so they do not have to
suffer as much as we do,” a farm worker who
asked not to be identified said to photographer
Nanci Bellante. At the Holy Cross Center for Women
in Fresno, Calif., the farm worker’s children have
access to educational toys and computers. The
center provides meals, clothing and laundry
facilities for impoverished women and children
whose lives are challenged by language barriers,
racism and fear.
For more than 22 years, the Holy Cross Center
for Women has served as a refuge for poor and
homeless women and their children. Sponsored by
Saint Agnes Medical Center and the Sisters of the
Holy Cross, people in need have access to food,
shelter, educational and job training assistance,
and medical and dental services.
Idaho Residency Bolsters
Mental Health Services
The Boise area is getting a much-needed enhancement in mental
health services through a new psychiatry residency program
designed to attract and retain psychiatric health professionals in
Idaho, where mental health is a vastly underserved specialty.
In 2007, the first residents from the University of Washington
Medical School began seeing psychiatric patients at Saint
Alphonsus Regional Medical Center (SARMC), the Veteran’s
Administration and St. Luke’s hospitals in Boise and surrounding
rural areas.
Idaho does not have a medical school, therefore Saint Alphonsus
teamed with the University of Washington, which already partners
with Idaho hospitals in sending family practitioners to rural,
underserved areas.
SARMC’s Ted Epperly, MD, a family physician and president
of the American Academy of Family Physicians, developed
the program with the Saint Alphonsus Mission Committee. As
the program matures, more psychiatric health residents are
planning to complete their rotations in Idaho.
For Hispanic women, the Holy Cross Center for Women
offers their children hope for a better future.
21

Essential Elements of Systemic Health Reform
Health reform won’t be achieved overnight, but there are ways to
help shape the discussion around key priorities. Trinity Health’s
Essential Elements for Health Reform outline the components of
comprehensive reform that will lead to coverage for all in a costeffective
system of care.
Coverage and Access for All
Coverage should be guaranteed to all, regardless of pre-existing
conditions, and should include core benefits similar to what is
available to members of Congress. Everyone should participate to
encourage preventive care to help bring down costs. Care should
be personalized with a special focus on low-income and special
needs populations.
Value for All
Payments to hospitals and providers should be designed to coordinate
care and ensure cost-effectiveness. Consumers should know how much
their health care costs and be integrally involved in managing their care.
Incentives should drive the adoption of electronic health records, and
standards should be put in place to manage technology. Wellness
and prevention should be covered and encouraged through our health
care system, and individuals should be rewarded for receiving timely
screenings and immunizations and for making healthy lifestyle choices.
Supported by All
Everyone should take responsibility for their personal health and
shared costs of a reformed system. Individual payment should vary
based on income with help available for those least able to pay.
Payments for services should be equitable to avoid competition, and
programs must be put into place to ensure enough health care providers
to treat a growing number of people seeking care. A newly reformed
system should be overseen by an independent body separate from the
political process.
Join the Discussion
Everyone has a role to play in fixing health care in America. Here
are easy ways to help:
• Contact elected officials: Encourage politicians to find a way to
reform health care and demand that they make it their top priority.
• Write to local newspapers: Share opinions on why it’s time to
find a way to fix health care in this country.
• Spread the word: Discuss the importance of reform with friends,
family and colleagues and encourage them to keep health reform
in mind in this important election year.
• Share a story: Visit www.trinity-health.org to share an experience
with health care and why you think it’s time to find a way.
22
FIND A WAY
• Health care costs are at an all-time high.
• 45.7 million Americans are uninsured, and 8 out of 10 are in
working families.
• We must Find a Way.
• The time for reform is now.
YOUR MOST TRUSTED HEALTH PARTNER FOR LIFE
At Trinity Health, we envision a health care system that ensures
quality, affordable health coverage for all in a coordinated, cost-effective
system of care.
Trinity Health and its partners are urging Congress to find a way
to reform health care in America. In fact, Trinity Health is an active
participant in the reform discussion. As a leading health system in
the U.S., we believe successful reform must:
• Ensure quality, affordable coverage and access to care for all.
• Encourage personal responsibility and offer incentives for individuals
to practice healthy behaviors.
• Promote more coordinated and efficient care with a strong focus on
prevention.
As a strong voice in health care policy, Trinity Health works to ensure access to health care and to
strengthen the fabric of health care delivery. Trinity Health is lifting up a compelling voice – a voice of
justice, compassion and respect.
Trinity Health is one of the strongest and most stable health systems in America. Year after year,
communities have benefited from the collective strength of our clinical and financial performance,
and community benefit programs. Acting as a Unified Enterprise Ministry, Trinity Health is continuing
the journey of our founding congregations to transform the care experience of every person and family
we touch.
The sum total of our initiatives has created synergistic outcomes that support the Mission. Trinity
Health’s performance is elevated by our commitment to people, process and culture. We are truly
aligned and perfectly positioned to accelerate performance as a Unified Enterprise Ministry. The
sense of ownership is real and our commitment is resolute:
Inspired by our Catholic faith tradition, Trinity Health will be distinguished by an unrelenting focus on
clinical and service outcomes as we seek to create excellence in the care experience. Trinity Health will
become the most trusted health partner for life.
- Vision Statement
Trinity Health is dedicated to achieving our Vision so that we can be the most trusted health partner
for our associates, physicians, patients and communities.

Financial stewardship is an essential element of Trinity Health’s Mission to maximize care within our
communities with the limited resources entrusted to us. As a faith-based, tax-exempt enterprise, Trinity
Health has been successful in leveraging our nation-wide skill and scale to create value within every
community we serve.
Consistent with its Mission, Trinity Health’s sound financial management enabled a 16.5 percent increase
in commitments to community benefit activities, including charity care. Trinity Health contributed $376.4
million to our communities through direct primary care programs, charity care, education, research and the
unpaid cost of Medicaid. The amount reflects an increase of $53.4 million over prior year’s commitment.
Financial Stewardship
Trinity Health ended the year with strong operating performance despite many fluctuations in the marketplace.
Challenges in today’s health care environment include a worsening economy, more government regulation
and intervention, increasing competition, rising costs and declining reimbursement, weak financial markets
and growing numbers of uninsured patients. Despite these challenges, Trinity Health achieved an operating
margin of 5.7 percent in FY08. Operating income was $359.7 million, a decrease of $24.7 million from the
previous year.
Compared to the prior year, operating revenue increased 4.5 percent to $6.4 billion and hospital discharges
grew 1.9 percent to 328,000. Overall operating performance reflects the volume and cost increases
in conjunction with significant revenue initiatives, continued success in managing operating costs and
favorable insurance results.
Excellent financial stewardship has allowed Trinity Health to achieve a strong balance sheet and has enabled
AA-bond ratings which help reduce debt and create additional strategic benefits for sustained growth. Strong
financial stewardship ensures long-term stability and supports increased spending on community benefit
programs and charity care, technology and facilities, improvements in services, quality and patient safety,
and associate pensions. This includes major capital expenditures to meet community need in every market
Trinity Health serves.
By leveraging skill and scale, Trinity Health is well positioned to be more responsive to major changes in a
constantly evolving industry. As dedicated stewards of community health for more than 160 years, Trinity
Health is committed to sustaining its healing ministry for the next century and beyond. Each year, Trinity
Health grows stronger in its ability to continue the legacy of Catholic health care.
23

MINISTRY FOR THE POOR AND UNDERSERVED: 2008 2007
Charity care at cost $108,308 $91,120
Unpaid cost of Medicaid and other public programs 117,988 111,594
Programs for the poor and underserved:
Community health services 18,944 11,440
Subsidized health services 33,371 29,689
Financial contributions 3,609 4,252
Community building activities 1,859 3,811
Community benefit operations 1,724 1,183
Total programs for the poor and underserved 59,507 50,375
Ministry for the poor and underserved 285,803 253,089
MINISTRY FOR THE BROADER COMMUNITY:
Community health services 9,545 11,055
Community Benefit Ministry
Financial Summary
Year Ended June 30, 2008 and 2007 (in thousands)
Health professions education 46,292 37,679
Subsidized health services 22,859 11,120
Research 2,530 1,319
Financial contributions 5,382 4,958
Community building activities 2,972 3,341
Community benefit operations 1,055 504
Ministry for the broader community 90,635 69,976
COMMUNITY BENEFIT MINISTRY $376,438 $323,065
Trinity Health contributed $376 million to its communities through our direct programs, charity care, education and research,
and the unpaid cost of Medicaid. This reflects an increase of $53 million, or 16.5%, from last year. We dedicated $286 million,
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. Trinity
Health dedicated over $168 million to directly caring for our populations in need in the communities we serve through our
outreach programs and charity care.
In addition to charity care, Trinity Health provides a significant amount of uncompensated care to uninsured and underinsured
patients, which is reported as provision for bad debts and not included in the amounts reported above. During the years ended
June 30, 2008 and 2007, Trinity Health reported provision for bad debts of $232.2 million and $233.9 million, respectively.
Trinity Health also committed significant resources in serving the Medicare population, providing service to primarily elderly
beneficiaries of the Medicare program. During 2008 and 2007, the cost of providing such services, in excess of governmental and
managed care contract payments, and excluded from the amounts reported above, was $97.3 million and $97.6 million, respectively.
24

ASSETS 2008 2007
CURRENT ASSETS:
Cash, cash equivalents and investments $1,822,488 $1,738,404
Assets limited or restricted as to use, current portion 21,194 25,252
Patient and other receivables, net 839,217 751,010
Assets held for sale – 185,792
Other current assets 454,148 529,779
Total current assets 3,137,047 3,230,237
ASSETS LIMITED OR RESTRICTED AS TO USE:
Held by trustees 455,956 582,472
By Board 1,800,654 1,847,896
By donors 123,368 124,983
Total assets limited or restricted as to use, non-current portion 2,379,978 2,555,351
PR0PERTY AND EQUIPMENT, NET 3,200,764 2,878,901
OTHER ASSETS 374,384 268,391
TOTAL ASSETS $9,092,173 $8,932,880
LIABILITIES AND NET ASSETS
Condensed Consolidated
Balance Sheets
June 30, 2008 and 2007 (in thousands)
CURRENT LIABILITIES $2,262,156 $1,172,177
LONG-TERM DEBT, NET OF CURRENT PORTION 935,392 2,129,276
OTHER LONG-TERM LIABILITIES 587,076 654,763
Total Liabilities 3,784,624 3,956,216
EXTERNAL FINANCIAL INTEREST 92,126 145,823
NET ASSETS:
Unrestricted 5,075,744 4,685,565
Restricted 139,679 145,276
Total Net Assets 5,215,423 4,830,841
TOTAL LIABILITIES AND NET ASSETS $9,092,173 $8,932,880
25

How our resources are created: 2008 2007
We billed for services to patients $13,289,407 $12,120,554
We had other operating revenue 750,318 915,720
Our total operating revenue was 14,039,725 13,036,274
However, we did not receive full payment:
From Medicare, Medicaid and other contracted payors (7,225,577) (6,544,833)
From those unable to pay (charity care) (308,065) (257,180)
To allow for health benefits to our associates (123,467) (124,261)
Therefore, we wrote off (7,657,109) (6,926,274)
Condensed Consolidated Statements
of Operations and Changes in
Unrestricted Net Assets
Year Ended June 30, 2008 and 2007 (in thousands)
Our net resources were 6,382,616 6,110,000
How our resources are used:
To pay our associates salary and benefits 3,131,513 2,917,871
To purchase supplies 1,091,697 1,022,631
To pay for medical claims and purchased services 693,564 751,893
To allow for wear and deterioration on buildings and equipment 367,771 322,878
To allow for those patients who are unwilling to pay (bad debts) 232,215 233,911
To pay interest on our outstanding debt 102,943 85,642
To pay for other operating expenses 490,247 453,900
Our total expenses were 6,109,950 5,788,726
Our operating income before other items 272,666 321,274
We had other operating gains 87,002 63,061
Our operating income 359,668 384,335
We had other non-operating items, primarily (losses) income from investments (231,807) 354,577
We had a change in investment reporting requirements – 258,924
FUNDS REMAINING TO INVEST IN TRINITY HEALTH’S FUTURE:
(Ministry for the Poor and the Broader Community,
capital spending, payment on outstanding debt, etc.) 127,861 997,836
Other changes in unrestricted net assets, primarily non-cash items:
Change in retirement plan items 207,021 461
Change in retirement plan reporting – (461,720)
Market value changes, primarily in investments (12,542) 127,408
Change in investment reporting requirements – (270,563)
Gain on sale of affiliate 46,651 –
Other 21,188 39,216
Increase in unrestricted net assets $390,179 $432,638
26

TOTAL ASSETS (in millions of dollars)
DEBT-TO-CAPITALIZATION (in precentages)
8,219
8,933
9,092
7,023
7,505
38 36
33 32
30
2004 2005 2006 2007 2008
2004 2005 2006 2007 2008
Trinity Health’s balance sheet remains strong with continued annual
growth in assets despite current year investment market declines.
UNRESTRICTED REVENUE (in millions of dollars)
Trinity Health’s debt-to-capitalization ratio has decreased
favorably due to strong operating performance. Trinity Health’s
ratio is consistent with long-range targets.
NET INCOME (in millions of dollars)
998
5,063
5,458
5,773
6,110
6,383
594
328
243
128
2004 2005 2006 2007 2008
2004 2005 2006 2007 2008
Trinity Health has continued the trend in improving its operating
revenue. The increase of 4.5 percent over the prior year was primarily
due to growth in the volume of services provided to our communities,
payment rate increases and the acquisitions of affiliates.
Trinity Health generated an excess of revenue over expenses
of $128 million in FY08 reflecting strong operating results offset
partially by negative investment earnings of $198 million due
to unfavorable market conditions.
27

ASSET RENEWAL RATE PERCENTAGE, CAPITAL
SPENDING AND DEPRECIATION EXPENSE (in millions of dollars)
DAYS OF NET CASH ON HAND (in millions of dollars)
643
692
502
455
443
202
215
240 231
260
280
303
323
368
190
175% 158% 166%
199%
188%
2004 2005 2006 2007 2008
2004 2005 2006 2007 2008
Trinity Health invested $692 million into its health care ministry
during FY08. The asset renewal rate for Trinity Health (capital
spending divided by depreciation) has averaged 177 percent
over the past five years.
Days of Net Cash on Hand decreased 9 days from last year. Capital
expenditures in excess of depreciation and negative investment
performance have attributed to the decrease in days cash.
n Capital expenditures n Depreciation expenses
Patient Care
and Other Statistics
Years ended June 30, 2008 and 2007
HOSPITAL FACILITIES: 2008 2007
Patient days 1,463,820 1,424,962
Staffed beds 6,175 5,903
Staffed bed occupancy 64.8% 66.1%
Discharges 327,976 321,960
Average length of stay (days) 4.46 4.43
Outpatient and emergency room visits 7,346,054 7,118,580
LONG-TERM CARE FACILITIES:
Beds – staffed nursing facilities and homes for the aged 1,845 1,852
Patient days 610,375 608,813
Staffed bed occupancy 90.4% 90.1%
FULL-TIME EQUIVALENT EMPLOYEES 45,400 44,000
28

partners in mission board of directors
In a rapidly changing industry, effective governance
is more vital than ever to a health care organization’s
success. The Trinity Health Board of Directors sets a
vision of excellence, infuses the organization with a
strong sense of Mission, and drives the management
team to be all it can be.
In addition to the Board, Trinity Health remains accountable
to the Catholic Church through its sponsoring entity, or
“public juridic person.” Catholic Health Ministries oversees
Trinity Health’s healing ministry, especially among persons
who are vulnerable and underserved.
In every aspect of decision-making, the Board focuses on
community benefits, clinical quality, financial stewardship,
and the long-term health of the organization.
PATRICK G. HAYS
Chair
Advisor to Management
Clinical Professor
University of Southern California
Henderson, Nevada
HENRY AUTRY
Founder, Chairman and
Chief Executive Officer
Contrado Partners
Chicago, Illinois
SUZANNE BRENNAN, CSC
Executive Director
Holy Cross Ministries
Salt Lake City, Utah
LAWRENCE D. DAMRON
Vice Chair
Chicago, Illinois
MELANIE DREHER, PhD, RN
Dean, College of Nursing
Rush University
Chicago, Illinois
WILLIAM KREYKES
Eastham, Massachusetts
(Term completed June 30, 2008)
MARY MOLLISON, CSA
Vice President of Ministry and Spirituality
Agnesian Health Care
Fond du Lac, Wisconsin
KATHLEEN MORONEY, CSC
Immigration Legal Services
Holy Cross Ministries
Salt Lake City, Utah
LINDA RAE MURRAY, MD, MPH
Chief Medical Officer
Cook County Department of Health
Cook County Bureau of Health Services
Chicago, Illinois
ANGEL RODOLFO SALES
Former President and COO
ADESA, Inc.
Indianapolis, IN
(Effective July 1, 2008)
Sarah Eames
Former Deputy Chair and Interim CEO
Allied Health International
Harrison, NY
(Effective July 1, 2008)
JOSE L. SANTILLAN, CFA
Chief Investment Officer
LaSalle Bank Wealth Management Group
Chicago, Illinois
(Term completed, June 30, 2008)
YVONNE GELLISE, RSM
Senior Advisor, Governance
Saint Joseph Mercy Health System
Ann Arbor, Michigan
JOSEPH R. SWEDISH
President and Chief Executive Officer
Trinity Health
Novi, Michigan
JAMES HENDRICKS
President and Principal
James Hendricks and Associates, Inc.
Fresno, California
(Term completed June 30, 2008)
29

partners in mission catholic health ministries
The sponsor of Trinity Health is Catholic Health
Ministries, a group of persons officially established
by and responsible to the Catholic Church for the
Catholic identity and ministry of Trinity Health. Its
purpose is to further the healing ministry of Jesus
through ownership, management and governance
of health care facilities, and through programs and
MARY MOLLISON, CSA
Chair
Vice President of Ministry and Spirituality
Agnesian Health Care
Fond du Lac, Wisconsin
SUZANNE BRENNAN, CSC
Executive Director
Holy Cross Ministries
Salt Lake City, Utah
services intended to improve the health of individuals
and communities served.
Catholic Health Ministries has a rich history, tracking
its roots back more than 160 years to the formation of
the Sisters of Mercy, Regional Community of Detroit,
and its successor, the West Midwest Community, and
the Congregation of the Sisters of the Holy Cross.
In addition to the Sisters, laypersons also serve on
Catholic Health Ministries, assuring the preservation
of Catholic identity and Mission in all decisions and
actions of our faith-based, healing ministry.
YVONNE GELLISE, RSM
Senior Advisor, Governance
Saint Joseph Mercy Health System
Ann Arbor, Michigan
MARY KELLY, RSM
Integration Team
Sisters of Mercy of the Americas
Detroit, Michigan
ROBERT LADENBURGER
President and CEO
St. Mary’s Hospital
Grand Junction, Colorado
Catholic Health Ministries comprises seven members,
four of whom also serve on the Trinity Health Board
of Directors.
KATHLEEN MORONEY, CSC
Immigration Legal Services
Holy Cross Ministries
Salt Lake City, Utah
NORMA SMITH
Saline, Michigan
30

partners in mission system leadership council
The role of the System Leadership Council is to align
key strategies and operations of Trinity Health and
serve as a conduit between the Home Office and
Ministry Organizations. As such, each member is
charged with ensuring the integrity of the organization’s
Mission and Core Values, achieving operational and
clinical quality goals, and advancing the goals of the
strategic plan toward the realization of Trinity Health’s
Vision to be “the most trusted health partner for life” in
Paul Conlon
Senior Vice President,
Clinical Quality and
Patient Safety
Catherine C. DeClercq, OP
Vice President, Governance
and Sponsorship
Michael R. Holper
Senior Vice President,
Organizational Integrity
and Audit Services
Paul Marceau
Interim Senior Vice President,
Mission Integration
(Through August 17, 2008)
the communities we serve.
Kedrick Adkins, Jr.
President,
Integrated Services
Daniel Dwyer
Senior Vice President
MIssion Integration
(Effective August 18, 2008)
P. Terrence O’Rourke, MD
Executive Vice President
and Chief Medical Officer
VeLois Bowers
Senior Vice President,
Diversity and Inclusion
Louis J. Fierens II
Senior Vice President,
Supply Chain and Capital
Projects Management
Michael A. Slubowski
President, Hospital and
Health Networks
Paul Browne
Senior Vice President and
Chief Information Officer
Preston Gee
Senior Vice President
Strategic Planning and Marketing
Joseph R. Swedish
President and
Chief Executive Officer
Debra A. Canales
Executive Vice President,
Organization and Talent
Effectiveness
Joy A. Gorzeman, RN
Senior Vice President,
Patient Care and Chief
Nursing Officer
Maria D. Szymanski
Senior Vice President
and Chief Development Officer
Edward G. Chadwick
Senior Vice President and
Chief Financial Officer
Daniel G. Hale
Executive Vice President,
Community Benefit and
Public Affairs
31

partners in mission ministry organization CEOs
The Chief Executive Officers of our acute care hospitals,
long-term care and home health services lead the
strategic direction and achieve operational excellence
Thomas Anderson
Interim President and Chief Executive Officer
Saint Agnes Medical Center
Fresno, California
Nancy Hellyer
President and Chief Executive Officer
Saint Joseph Regional Medical Center
South Bend, Indiana
Stephanie Riemer Matuzak
Chief Executive Officer
Mercy Hospital – Grayling
Grayling, Michigan
for each Ministry Organization in partnership with
Trinity Health leadership. Each CEO is responsible for
attaining market leadership – including advancing and
Sandra Bruce
President and Chief Executive Officer
Saint Alphonsus Regional Medical Center
Boise, Idaho
(Resigned September 2008)
Peter Karadjoff
President and Chief Executive Officer
Mercy Hospital – Port Huron
Port Huron, Michigan
Kevin J. Sexton
President and Chief Executive Officer
Holy Cross Hospital
Silver Spring, Maryland
leading in community benefit ministry, achieving top
decile performance in the care experience (clinical
quality, patient safety, and service), attaining No. 1
Robert Casalou
President and CEO
St. Joseph Mercy Hospitals -
Ann Arbor, Livingston and Saline
Russell Knight
President and Chief Executive Officer
Mercy Medical Center – Dubuque
Dubuque, Iowa
David Spivey
President and Chief Executive Officer
St. Mary Mercy, Livonia
Livonia, Michigan
and No. 2 positions in each community served, aligning
and engaging with physicians to improve the care
experience, developing leadership talent, recruiting
and engaging associates and volunteers, developing
community relationships and goodwill, and achieving
financial stewardship targets so that reinvestment can
be made in programs to serve the poor and improve
community health.
Our CEOs also serve as Officers of Trinity Health’s
Paul Doherty
President and Chief Executive Officer
Mercy Medical Center – Sioux City
Sioux City, Iowa
Garry C. Faja
President and Chief Executive Officer
Saint Joseph Mercy Health System
Ann Arbor, Michigan
James G. FitzPatrick
President and Chief Executive Officer
Mercy Medical Center – North Iowa
Mason City, Iowa
John L. MacLeod
Chief Executive Officer
Mercy Hospital – Cadillac
Cadillac, Michigan
Grace McCauley
Chief Executive Officer
Trinity Home Health Services
Novi, Michigan
Philip H. McCorkle
President and Chief Executive Officer
Saint Mary’s Health Care
Grand Rapids, Michigan
Roger Spoelman
President and Chief Executive Officer
Mercy General Health Partners
Muskegon, Michigan
David H. Vellinga
President and Chief Executive Officer
Trinity Health International
Farmington Hills, Michigan
Claus P. von Zychlin
President and Chief Executive Officer
Mount Carmel Health System
Columbus, Ohio
Unified Enterprise Ministry – representing Trinity Health
within their communities, providing direction and
guidance to local Boards to fulfill their fiduciary roles,
Patrick R. Garrett
President and Chief Executive Officer
Battle Creek Health System
Battle Creek, Michigan
Donna Oliver
President and CEO
Mercy Medical Center – Clinton
Clinton, Iowa
Jack Weiner
President and Chief Executive Officer
St. Joseph Mercy Oakland
Pontiac, Michigan
executing policies and procedures, representing Trinity
Health by serving on Boards of other Trinity Health
MOs, and serving on task forces and Unified Service
Organizations (USO) governance bodies to set the
Jaclyn Harris
Chief Executive Officer
Trinity Senior Living Communities
Novi, Michigan
Janelle Reilly
Interim CEO
Saint Alphonsus Regional
Medical Center, Boise, Idaho
(Effective September 2008)
strategic direction of UEM processes and USOs.
32

ministry organizations
CALIFORNIA
Saint Agnes Medical Center
www.samc.com
436 beds
Saint Agnes Medical Center
1303 E. Herndon Avenue
Fresno, CA 93720-3397
559.450.3000
IDAHO
Saint Alphonsus Regional Medical Center
www.saintalphonsus.org
365 beds
Saint Alphonsus Regional Medical Center
1055 N. Curtis Road
Boise, ID 83706-1370
208.367.2121
INDIANA
Saint Joseph Regional Medical Center
www.sjmed.com
456 beds
Saint Joseph Regional Medical Center
801 E. LaSalle Avenue
South Bend, IN 46617-2800
574.237.7111
Saint Joseph Regional Medical Center
Plymouth, Indiana
Saint Joseph Regional Medical Center
Mishawaka, Indiana
IOWA
The Iowa organizations are part of Mercy Health
Network, which is a joint operating arrangement
between Trinity Health and Catholic Health Initiatives.
Mercy Medical Center – Clinton
www.mercyclinton.com
342 beds
Mercy Medical Center - Clinton
1410 North Fourth Street
Clinton, IA 52732-2940
563.244.5555
Morrison Community Hospital^
Morrison, Illinois
Mercy Medical Center - Dubuque
www.mercydubuque.com
303 beds
Mercy Medical Center - Dubuque
250 Mercy Drive
Dubuque, IA 52001-7360
563.589.8000
Mercy Medical Center - Dyersville
Dyersville, Iowa
Central Community Hospital^
Elkader, Iowa
Mercy Medical Center - North Iowa
www.mercynorthiowa.com
346 beds
Mercy Medical Center - North Iowa
1000 4th Street, SW
Mason City, IA 50401-2860
641.422.7000
Mercy Medical Center - New Hampton
New Hampton, Iowa
Ellsworth Municipal Hospital^
Iowa Falls, Iowa
Franklin General Hospital^
Hampton, Iowa
Hancock County Memorial Hospital^
Britt, Iowa
Kossuth Regional Health Center^
Algona, Iowa
Mitchell County Regional Health Center^
Osage, Iowa
Palo Alto County Health System^
Emmetsburg, Iowa
Regional Health Services of Howard County^
Cresco, Iowa
Mercy Medical Center - Sioux City
www.mercysiouxcity.com
494 beds
Mercy Medical Center – Sioux City
801 Fifth Street
Sioux City, IA 51101-1399
712.279.2010
Oakland Mercy Hospital
Oakland, Neb.
Baum-Harmon Mercy Hospital
Primghar, Iowa
Hawarden Community Hospital^
Hawarden, Iowa
Pender Community Hospital^
Pender, Neb.
MARYLAND
Holy Cross Hospital
www.holycrosshealth.org
450 beds
Holy Cross Hospital
1500 Forest Glen Road
Silver Spring, MD 20910-1484
301.754.7000
MICHIGAN
Battle Creek Health System
www.bchealth.com
172 beds
Battle Creek Health System
300 North Avenue
Battle Creek, MI 49017-3396
269.966.8000
Mercy Health Partners
www.mercy-healthpartners.org
519 beds
Mercy Health Partners
1500 E. Sherman Blvd.
Muskegon, MI 49444-1889
231.672.2000
33

Muskegon General Campus
Muskegon, Michigan
Hackley Campus
Muskegon, Michigan
Lakeshore Campus
Shelby, Michigan
Mercy Hospital – Cadillac
www.mercycadillac.munsonhealthcare.org
97 beds
Mercy Hospital – Cadillac
400 Hobart Street
Cadillac, MI 49601-2389
231.876.7200
Mercy Hospital – Grayling
www.mercygrayling.munsonhealthcare.org
88 beds
Mercy Hospital – Grayling
1100 Michigan Avenue
Grayling, MI 49738-1398
989.348.5461
Mercy Hospital – Port Huron
www.mercyporthuron.com
119 beds
Mercy Hospital – Port Huron
2601 Electric Avenue
Port Huron, MI 48060-6518
810.985.1500
Saint Joseph Mercy Health System
www.sjmercyhealth.org
1,051 beds
St. Joseph Mercy Hospital
5301 E. Huron River Drive
P.O. Box 995
Ann Arbor, MI 48106-0995
734.712.3456
St. Mary Mercy Livonia
Livonia, Michigan
St. Joseph Mercy Saline
Saline, Michigan
St. Joseph Mercy Livingston
Howell, Michigan
Saint Mary’s Health Care
www.smhealthcare.org
336 beds
Saint Mary’s Health Care
200 Jefferson Street, SE
Grand Rapids, MI 49503-4598
616.752.6090
St. Joseph Mercy Oakland
www.stjoesoakland.org
478 beds
St. Joseph Mercy Oakland
44405 Woodward Avenue
Pontiac, MI 48341-5023
248.858.3000
Trinity Senior Living Communities
www.tinityseniorsanctuary.org
Nursing Home and Assisted Living Beds – 2,258
Seniors Housing Units – 1,095
Trinity Senior Living Communities
39500 Orchard Hills Place
4th Floor
Novi, MI 48375-5371
248.305.7600
Trinity Health International
www.trinityhealthinternational.org
34605 Twelve Mile Road
Farmington Hills, MI 48331-3221
248.489.6100
Trinity Home Health Services
www.trinityhomehealth.com
39500 Orchard Hills Place
4th Floor
Novi, MI 48375-5371
248.305.7600
OHIO
Mount Carmel Health System
www.mountcarmelhealth.com
1,225 beds
Mount Carmel East
6001 E. Broad Street
Columbus, OH 43213-1570
614.234.6000
Mount Carmel West
Columbus, Ohio
Mount Carmel St. Ann’s
Westerville, Ohio
Mount Carmel New Albany Surgical Hospital
New Albany, Ohio
Fayette County Memorial Hospital^
Washington Court House, Ohio
HOME OFFICES
Trinity Health
www.trinity-health.org
Trinity Health Novi Home Office
27870 Cabot Drive
Novi, MI 48377-2920
248.489.5004
Trinity Health Farmington Hills Home Office
34605 Twelve Mile Road
Farmington Hills, MI 48331-3221
248.489.6000
Mercy Primary Care Center*
5555 Conner Avenue
Detroit, MI 48213
313.579.4000
Note: Numbers reflect licensed beds in FY08.
* Classified as an operating unit of
Trinity Health – Michigan
^
Indicates managed hospital/facility
34

TRINITY HEALTH: An Integrated Health Network
Trinity Health is a faith-based organization devoted
to a ministry of healing. We serve persons through a
network of not-for-profit community hospitals, health
care services and advocacy partnerships at the
community, regional and national levels.
Our sponsor is Catholic Health Ministries, a governance
entity established by the Catholic Church to oversee the
healing ministry and Catholic identity of Trinity Health.
Ministry Organizations meet community health
needs in rural agricultural areas, suburbia and urban
centers. In every market we serve, Trinity Health and
its Ministry Organizations work together as an aligned
delivery system driven by an entrepreneurial spirit and
its living Mission. This geographic diversity prevents
the enterprise from being exposed to isolated cyclical
or demographic shifts and helps balance overall net
Note: The Iowa organizations are part of
Mercy Health Network, a joint operating
arrangement between Trinity Health and
Catholic Health Initiatives.
revenues and income.
Steadfast commitment to healing in the spirit of the Gospel
is the shared bond within Trinity Health. The size and
scope of our organization presents opportunities to fulfill
our Mission every day for people in our communities.
TRINITY HEALTH
• 44,500 full-time equivalent employees
• 8,074 active staff physicians
• 20 Ministry Organizations encompassing 44 hospitals (32 owned, 12 managed),
379 outpatient clinics/facilities, 19 long-term care facilities, numerous home health
and hospice programs, and senior housing communities in seven core states
• Revenues of $6.3 billion
• $376 million in Community Benefit Ministry (excluding unpaid cost of Medicare)
35

Produced by the Trinity Health Department of Corporate Communications
and Public Relations.
For additional copies, call 248.489.6035 or email comm@trinity-health.org.
There are several health care organizations whose names include the term
“Trinity” or “Trinity Health.” Trinity Health, Novi, Michigan, is not related to
any organization whose name or “Doing Business As” designation includes
either of these terms.

Sponsored by
Catholic Health Ministries
Copyright© 2008 Trinity Health – Novi, Michigan / 10-08, 5k
27870 Cabot Drive
Novi, Michigan
48377-2920
248.489.5004
www.trinity-health.org