The Henry County Board of
Commissioners held a Called Public Meeting at 6:30 p.m. on Monday, May 4, 2009,
in Conference Room B,
Board of Commissioners
Warren E. Holder, District I Commissioner
Randy Stamey, District III Commissioner
Johnny B. Basler, District V Commissioner
Not present was:
Reid A. Bowman, Vice-Chairman, District IV Commissioner
Also attending were Shay
Marcia Taylor, Chairman
Charlie Scott, Hospital CEO and Operating Board
Dr. Joseph Blissit, Chairman of the Hospital Authority
Joyce Rodgers, Hospital Authority and the Operating Board
Steve Kay, Hospital Authority and Operating Board
Dr. Gayla Sylvain, Hospital Authority
Dr. Gopal Rao, Operating Board
Mike Lyle, Hospital Authority
Jeff Mills, Hospital Authority and Operating Board
Terry Wilk, Vice President and Chief Information Officer
Claude Carruth, Vice President and CFO
Jeff Cooper, Vice President of Operations
Lynette Ball, Chief Nurse
Rod Meadows, Council to the Hospital Authority and the Operating Board
Dr. Jorge Spinolo, Chief of Staff at
Ellen Ethridge, Board Secretary
(NOTE: Audio of this
meeting is available with the
Chairman Mathis called the meeting to order and called for acceptance of the agenda with an amendment to add the Nomination of three members to the Hospital Authority. Commissioner Basler made the motion to approve the amended agenda; Commissioner Jeffares seconded. The motion carried 4-0-0.
Commissioner Jeffares made the motion to nominate Bill Tush, Herman Cane and David Williams to the Hospital Authority; Commissioner Basler seconded. The motion carried 4-0-0.
The meeting was turned over to Marcia Taylor, Chairman of the Operating Board of Henry Medical Center and she called the meeting to order for the Operating Board.
Dr. Joseph Blissit, Chairman of the Hospital Authority of Henry County called the meeting to order for the Hospital Authority.
The Hospital Authority and the Operating Board made a presentation to the Board of Commissioners about whats going on at Henry Medical and some of the challenges they are facing during these economic times.
Rod Meadows, Council for the Hospital Authority and the Operating Board made a presentation regarding the Board structure.
The Hospital Authority is a statutory governmental authority that was established in 1973 and meets quarterly. This was the Authority that ran the hospital when it opened in 1979 to 1995. There are seven members on the Authority. The Hospital Authority has statutory powers and responsibilities that still exist even though the hospital on a day to day basis is operated by the Operating Board. The Hospital Authority can issue bonds and exercise powers of a private corporation.
Hospital Authority serves as a conduit for
The Henry Health System, Inc. (Parent Holding Corporation) is the parent holding corporation for the remaining portion of the hospital system. The members of the Henry Health System, Inc. are Hans M. Broder, Jr., Charles Scott, Deborah Haynes, M.D., Dave Huelsbeck, K. Matthew, M.D., Jeff Mills (also a member of the Authority), Kay Pippin, Joyce Rodgers (also a member of the Authority), and Gerald Taylor (also a member of the Authority).
Henry Medical Center, Inc. (Operating Corporation) members are Marcia G.
Taylor, Steve Kay (also a member of the Authority), Joseph Blissit, M.D. (also
a member of the Authority), Hans M. Broder, Jr., Jeff Mills (also a member of
the Authority), Gopal C. Rao, M.D., Joyce Rodgers (also a member of the
Authority), Charles F. Scott, and Sheryl Simpson-Jones, M.D. The Operating Board is a not-for-profit
corporation that was activated in 1995 and meets monthly. The reason for the reorganization is it allowed
the hospital to do things that could not be done under the Hospital Authority
Law as it existed at that time. There
responsibilities and powers, under the lease, is they assume certain statutory
duties of the Authority under the lease and bond covenants. They assume the staturoty, regulatory and
credentialing duties to operate
Scott, CEO of the Hospital gave a presentation on the mission statement, vision
and pillars of excellence for the hospital. The mission statement is The Mission of Henry Medical Center, Inc. is
to maintain and strengthen its leadership position in the operation of a
patient-oriented institution for the delivery of quality, cost-effective
healthcare, and to promote an atmosphere of wellness and preventive medicine to
the community it serves. The vision
Pillars of excellence represent broad categories of activity, of strategy, of initiatives that are all vitally important to the success of the hospital. The strategic plan is based upon the five pillars: Growth, Service, Quality, Employees, and Finances. Growth refers to initiatives designed to develop new services, and expand existing services to grow the business. Service refers primarily to customer satisfaction both patients and physicians. Quality encompasses a number of quality initiatives and quality outcomes. Employees pillar encompass actions designed to make the hospital a good work place to try and enhance the quality of life for the employees. Finances refer to having sound financial footing. The message that is conveyed to the community is that the hospital provides leading edge technology, first class care and its close to home.
There are several major initiatives that were the focus this past year. They are growth, finance, quality and service.
Kay, Chairperson of the Business Development Committee committed regarding the
growth initiative. The growth strategy
is key for continuing to be able to competitively create opportunities for the
patients in the community. Examples of
growth strategies are the nursing home (Laurel Park), the McDonough Clinic, the
Scott stated there are two major services.
One is the
Jeff Mills, the Chairperson for the Finance Committee commented regarding the finances. The primary function of the Finance Committee is to review the current financial operations of the hospital and make recommendations to the Operating Board.
Claude Carruth, the hospital Chief Financial Officer presented the following economic indicators:
· Employees 1,500
· Inpatient Admissions 12,000
· Surgeries 9,000
· Births 2,400
· ER Visits 62,000
· Revenue $140 million
· Payroll $ 70 million
· Operating Costs $400,000 per day
Mr. Carruth stated there
was a study published by the Georgia Hospital Association that was done by the
US Department of Commerce, the Bureau of Economic Analysis that seeks to
quantify for hospitals around the country, the economic impact of individual
hospitals on their local and state economy.
A couple of indicators from the current report regarding
· Total Output / Income Generated $328 million
· Household Earnings Generated $135 million
· Georgia Full Time Jobs Created 3,000
Mr. Carruth stated hospitals have been thought of as recession proof, but that is not the case. A study that was recently released by the American Hospital Association surveyed approximately 1,100 acute care hospitals around the country on a number of economic issues to try and understand what the impacts are on their organizations and how they are responding or reacting to those impacts.
· Uninsured and Medicaid populations increasing
· Patients are deferring inpatient and elective services
· Community need for subsidized services increasing
· Hospital responses to the economic crisis:
§ 50% have reduced staff
§ 80% have cut administrative costs
§ 20% have reduced services to their communities
§ 80% have cut capital spending
§ 80% have seen an increase in physicians seeking assistance
Below are the affects of
the economic crisis at
· Volume generally flat except ER
· Patients are deferring treatments / surgeries
· Uninsured population up 12.5%
· Capital access diminished
· Investment income subsidy non-existent
o Hold open positions
o Delay capital expenditures
o Administrative cost reductions
o Contract renegotiations
o Supply cost reduction initiatives
Below are the 2009 financial results through March 31, 2009:
FY 2009 FY 2008
Patient revenue $ 97,881 $ 93,999
Other operating revenue 5,817 5,555
Total operating revenue 103,698 99,554
Labor and related 52,558 51,365
Supplies and other 42,494 40,174
Capital related 13,757 13,602
Total operating expenses 108,809 105,141
Operating loss (5,111) (5,587)
Realized 539 1,448
Unrealized (3,220) (23)
Net (loss) $ (7,792) $ (4,162)
Holder asked regarding indigent care, what portion does the one mil tax that is
received from the county pay. Mr.
Carruth stated it pays approximately 60% of the total indigent population. Not all of those indigents are
Dr. Joseph Blissit commented regarding the quality pillar. Dr. Blissit stated that the quality of care is vital to any hospital. One of the promises made at the opening of the hospital in 1979 was that the hospital was dedicated to providing the highest quality of medical care that is available at any hospital. This is just as true today.
Wilk, Vice President and Chief Information Officer made a presentation
regarding the quality pillar.
· Clinical Data Repository (July)
· Clinician Portal (July)
· Medical Records Document Imaging
· Medication Safety / Bar Coding
· Clinician Documentation
· Computerized Physician Order Entry
· Clinical Decision Support
· Physician Office Integration
Joyce Rodgers, Hospital
Authority and Operating Board commented regarding the service pillar. One of the top goals is quality service for
the people of
Lynette Ball, Chief Nurse stated that a firm was engaged that specialized only in emergency services process improvement. The goals of the project were to:
· Improve quality of care for all emergency department patients
· Decrease walk out rates by 20%
· Reduce arrival to bed times by 20%
· Improve length of stay for all emergency department patients, with a 20% reduction in LOS for discharged patients
· Improve patient satisfaction by a 10 percentile improvement within our hospital peer group
· Provide mentoring, education and support for the emergency department staff and leadership team
There have been quite a few operational improvements such as:
· Rapid triage process 98% accuracy
· Immediate bedding 100% when there are open beds
· Bedside Registration
· Standing orders revised and implemented 90% utilization
· Mentor leadership team to create a model for sustainable process improvement
· Team Care patient care delivery model implemented 2/09
· Standardization of all patient care rooms
· Spectra-link phones assigned to all ED staff
· Mobile Care Phlebotomy implemented 2/09
· A culture of accountability
There has been a reduction of time by 45% for the arrival to triage since the process improvements were implemented in December. The best practice is seven minutes and Henry Medical is at nine and a half minutes and over the next couple of months we should be closer to the seven minutes. The goal for door to bed was to decrease the time by 20% and so far it has been decreased by 26%. There should be a continued reduction in the length of stay for patients. The average length of staff for ED discharged patients (those patients that come for treatment and are discharged) time has decreased. The goal is to have people in and out of the emergency room within four hours. There are patients that walk in and register and leave before they are treated. This is a critical element for patients, it they feel they need to be seen then the hospital needs to see them. The number of patients that leave without treatment has been reduced from 7.52% to 2.82%. The last objective is customer satisfaction. The goal is to improve the customer satisfaction. There has been an increase of customer satisfaction and the score is expected to continue to rise until the hospital is in the top percentile group for their peer group and hospitals.
Mr. Scott gave closing remarks and stated this was the end of the presentation.
Elizabeth BJ Mathis, Chairman