catholic health partners 2012 Report to the Community

“I alone cannot change the world,

but I can

missionCatholic Health Partners extends the healing ministry of Jesus by improving the health of our communities with emphasis on people who are poor and under-served.

core valuesTogether, we commit to our six Core Values:Compassion: to serve with mercy and tendernessExcellence: to be the best in the quality of our services and the stewardship of our resourcesHuman Dignity: to value the diversity of all persons and to be respectful and inclusive of everyoneJustice: to act with integrity, honesty and truthfulnessSacredness of Life: to reverence all life and creationService: to respond to those in need

sponsorsThe Sisters of Mercy, South Central Community • The Sisters of Mercy, Mid-Atlantic CommunityThe Sisters of the Humility of Mary • The Franciscan Sisters of the Poor • Covenant Health Systems

to create many ripples.”

–MOTHER TERESA

cast a stone across the waters

to create many ripples.”

–MOTHER TERESA

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Every day, in our healthcare facilities, more than 32,000 Catholic Health Partners (CHP) employees, physicians and volunteers ease suffering, save lives, and offer hope and healing. We are proud of the difference they make for thousands upon thousands of lives. In this report, we invite you towitness the lives touched by our employees in schools, churches and on the streets of the communities we serve.

Our mission to improve the health of the communities we serve calls us to be present where there is need. The need both inside and outside of our facilities is great. In 2012, CHP contributed well over $1 million each day in free care for poor and under-served persons and in services to the broader community.

Our relentless pursuit of the highest level of quality and our solid fi nancial performance are highlighted in this report. They are the bedrock foundation of a strong and vital ministry. You will also see the fi ndings of a recent economic impact study that documents our far-reaching role in supporting both healthy residents and robust places to live and work.

Across all of the communities we serve, we harness the power of our shared passion and commitment in service to the common good and a healthier future for all.

Blessings,

Dear Friend,

CATHLEEN ELDRIDGE Chair, Board of Trustees

MICHAEL D. CONNELLY President and CEOMICHAEL D. CONNELLY

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Making a Difffff erence

Catholic Health Partners is dedicated to the ministries entrusted to us by our sponsors and established almost two centuries ago. Providing safe, quality care; access to needed services; compassionate help for persons who are poor and under-served; and helping support the prosperity and vitality of the communities we serve are all areas of commitment for CHP and our 32,000 employees.

Serving People in Need CHP’s commitment to improve the health of our communities includes the obligation to serve as a change agent for poor and under-served persons. Through a generous community benefi t commitment and aggressive advocacy efforts, CHP is recognized as a leader in working to change the dynamic for those who lack health insurance. A compelling example is St. John’s Clinic, which is highlighted on pages 16-17.

In 2012, CHP provided a record amount of com-munity benefi t — $385.4 million or 10.4 percent of our operating expenses, an increase of $39.7 million over 2011. This epitomizes the heart of our mission … to provide compassionate care for poor and under-served persons … and brings to life our Core Values and our call to make a real difference in the lives of those we serve. Given the economy, it’s no surprise that more people in greater need than at any time in recent history sought help from CHP facilities and caregivers they trust.

Community benefi t initiatives serve both poor persons and the broader community. They include charity care, unpaid costs of public programs, community and subsidized health services, fi nancial contributions, professional education and research, and other categories. Within our own organization, CHP’s Mission Outreach Program awarded 10 programs

$183,000 in 2012. The programs respond to demonstrated unmet needs of poor and under-served persons by addressing chronic care, prevention, outreach, transportation, women’s health, inappropriate emergency department use, telemedicine, and the need for certifi ed dementia care specialists.

CHP is a non-profi t organization and, as such, is exempt from certain taxes by the government. We don’t take our tax-exempt status for granted — in fact, we estimate that for every $100 we would have spent on taxes (2011— the latest year data is available), we provided nearly $239 in community benefi t.

CHP’s mission calls us to place special emphasis on people who are poor and under-served, and our Core Value of Service asks that we respond to those in need. CHP employees take special pride in our ability to fulfi ll these expectations.

in the Communities We Servrvr e

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CHP’s 2012 Community Benefi t Community Benefi t Over the Years

To meet an ever-increasing need, CHP provides a real and essential safety net for our communities, assuring that those who come to us receive both the compassionate and quality care and fi nancial support they need. We offer free care to anyone without insurance earning up to twice the federal poverty guidelines, and substantial discounts to those earning up to four times the federal poverty guidelines. Those who have no insurance and earn more also can qualify for discounts.

$126.3 M Charity Care

$154.9 M Unreimbursed care for those who are poor and qualify for Medicaid

$ 31.7 M Support for other programs for those who are poor

$ 72.5 M Benefi ts to the broader community

$385.4 Million Total

2008$330 M

$340 M

$350 M

$360 M

$370 M

$380 M

$390 M$385.4

$345.7

$365.1

$346.8

$335.1

2009 2010 2011* 2012*(refl ects the sale of two regions)

$126.3 M

$72.5 M

$154.9 M

$31.7 M

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Enhancing the Quality and Safety of Our Care and ServicesProviding safe, high-quality care for our patients, residents and clients is fundamental to achieving our mission. CHP has established a system-wide quality culture, one focused on patient-centered-ness, evidence-based care and continuous improvement. Our shared commitment to and focus on safety and quality result in top-quartile and in many instances, top-decile, performance. The bar charts below illustrate CHP’s excellent results in reducing inpatient mortality, readmis-sions and bloodstream infections.

CHP’s commitment to quality extends beyond care at the bedside. In 2012, CHP introduced CAREmunication, a program for caregivers and administrators that promotes Compassion, Action, Respect and Empowerment. When undesired outcomes, unfulfi lled patient expecta-tions, and/or unanticipated or harmful events occur, CHP caregivers respond with empathy and openly communicate, sharing facts and disclosing information related to a patient’s care. We believe that when we communicate with empathy and honesty, we support the healing

Inpatient Mortality

1.30%

1.35%

1.40%

1.45%

1.50%

1.55%

1.60%

2009 2010 2011 2012

1.57

1.47

1.37

1.46

process and protect our relationships with those at the center of our care … our patients and residents and their families. It is through programs like CAREmunication that CHP’s commitment to its Core Values is most evident.

At CHP, quality and safety are an ongoing focus as evidenced by our continuing partnership with the Institute for Healthcare Improvement (IHI). In 2012, we continued an IHI-designed collaborative process for spreading and adapting highly effective improve-ments to multiple settings, and we partnered with IHI to assess CHP’s quality management

infrastructure across our system. Through our Premier health alliance membership, CHP facilities and physicians became part of the world’s largest virtual healthcare community. The goal is to foster both clinical and cost improvements by providing advanced analytics that allow physicians to identify best practices.

Safe, high-quality healthcare and services are fundamental and at the heart of CHP’s commitment to patients, residents, clients, their families and the communities we serve.

Readmissions for Heart Failure,

Heart Attack, and Pneumonia (within 30 days of discharge)

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Bloodstream Infections

.01%

0%

.02%

.03%

.04%

.05%

2009 2010 2011 2012

.034

.022

.004

.042

15%

16%

17%

18%

19%

20%

21%

22%

2009 2010 2011 2012

20.4

17.0

15.8

21.7

Partnering with Care Providers to Assure Healthcare Quality, Effectiveness and AccessTo ensure that the communities we serve have access to exemplary healthcare and services, CHP continues to increase the number of employed physicians across the organization. In 2012, employed primary care providers (PCP), which include family practice, internal medicine, general pediatric physicians and related independent clinical providers, grew to 361. In total, CHP employs 969 physicians and independent clinical providers. CHP also acquired the Defi ance Clinic and Mercy Hospital of Defi ance in Defi ance, Ohio, creating new opportunities for physicians and the hospitalto align and integrate health services.

CHP is partnering with physicians to develop solutions to dramatically improve the quality and effi ciency of healthcare delivery. We are establishing Patient Centered Medical Homes (PCMH), a care delivery concept in which teams of care providers coordinate their patients’ care and where patients are active players in their own health and well being. CHP has 20 employed PCP practices that are recognized by the National Committee for Quality Assurance (NCQA) as Level 3 — the highest ranking for PCMHs. An additional 38 practices applied for Level 3 recognition in 2012.

In 2012, CHP initiated an organizational priority pertaining to the transformation of the delivery of behavioral health services across the system. A challenge faced by hospitals across the nation is how to effectively and appropriately serve patients with behavioral health needs across the continuum of their care. Under the direction of a newly created a team led by the Vice President for Behavioral Health Services, all CHP behavioral health units set targets for hospital-based inpatient psychiatric services national measures for 2012; assessed all inpatient programs; began the process of

establishing a consistent evidence-based treatment model directed toward enhanced quality care for patients with behavioral health needs; and implemented a reliable and validated methodology for measuring treatment outcomes. Additionally, staff members are receiving the necessary training to equip them to function at the top of their licenses as they provide quality care.

By partnering with physicians, nurses and other care providers, CHP is working to support the health of entire communities and provide individuals with easy access to highly effective health services.

Creating a Vibrant Culture and Supportive Workplace for Employees CHP strives to provide a fair and just workplace, supporting our employees in their careers and in preparing for their future. In 2012, CHP improved the administration of our pension plans to provide greater security, fl exibility and convenience at lower costs for employees. CHP effectively negotiated with unions to maintain competitive wage rates and retirement benefi ts while allowing the regions to begin migrating from traditional defi ned benefi t plans to our new model defi ned contribution plan. In two regions, effective negotiations with unions averted strikes and assured benefi ts, and in a third region, CHP negotiated contracts for new bargaining units.

Improving the health of our communities starts at home. CHP’s commitment to employee health has resulted in health expenses growing only 2 percent, well below the national trend of 7 percent. This success was due to all CHP organizations adopting at least fi ve of the following practices: assuring healthy food choices in cafeterias and vending machines, subsidizing weight management classes, transitioning to no-tobacco workplaces and offering smoking cessation programs, increasing awareness of and participation in EAP services for depression and stress, increasing mammogram awareness

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A Just WageOne of the guiding principles of CHP’s compensation philosophy is that every employee receives, at minimum, a living wage. We fulfi ll this commitment by bench-marking our entry wage scale to 200 percent of the Federal Poverty Limit rather than the statutory minimum wage. For 2012, CHP’s target just wage was $10.60 per hour, which is 46 percent higher than the federal minimum wage. CHP also offers comprehensive and competitive benefi t programs for all employees working at least 20 hours per week, including health coverage, pension plans, paid time off, short- and long-term disability, life insurance and tuition reimbursement.

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named the Outstanding Organization of the Year by the National Association of Health Services Executives, which strives to create a professional environment that elevates contributions of African American executives.

Providing employees with opportunities to build their capabilities and expand their careers is fundamental to an innovative workforce that takes personal commitment for the quality and cost effectiveness of the care and services we provide. In 2012, CHP conducted more than 40 major conferences and collaboratives to enhance learning and professional growth. These included focuses on performance improvement, quality and patient safety, ambulatory care, pharmacy, behavioral health, infection control, disclosure training, physician and nursing leadership, leadership formation, workforce management, patient experience, disease management, process improvement training initiatives, ethics, spiritual care, spiritual growth and others.

It is through the expertise, enthusiasm and efforts of 32,000 team members that CHP is able to achieve its mission and make a difference at the bedside and in the communities we serve.

Focusing on Growth and Financial Strength to Assure Our MinistryTo assure that CHP can effectively meet the needs of patients, residents and entire commu-nities, it is incumbent upon the organization to maintain and/or enhance its fi nancial viability. As in all our initiatives, it is through effective strategies and management, solid operational processes and a commitment to good stewardship that CHP successfully achieves its fi nancial goals and fulfi lls its responsibilities.

CHP has a long-standing record of providing high-quality healthcare services cost effectively. Just as we focus on continuous improvement when it comes to healthcare safety and quality, we are equally diligent when it comes

and compliance, offering diabetes management programs, and offering on-site fi tness classes and/or promoting fi tness club memberships. Supporting healthy living directly benefi ts our employees and translates to holding the line on costs for our services to patients and consumers.

CHP is committed to recruiting, developing and retaining diverse talent. We want our organization to be as vibrant and diverse as the communities we serve. In 2012, a Vice President of Diversity position was established and a new leader, responsible for enhancing CHP’s ability to attract and grow diverse talent, joined the organization. Seven minority Fellows continued their Masters-prepared work; three second-year Fellows scheduled to graduate are considering full-time employment with CHP beginning in the summer of 2013. CHP’s home offi ce continued our successful relationship with DePaul Cristo Rey High School, providing economically needy students with the ability to obtain a college preparatory education within a corporate work program. And CHP was

CHP’s Economic Impact

As an employer and as a purchaser of goods and services, CHP supports

the economic vitality of the communities we serve. An independent economic impact study conducted by the Economics Center at the University of Cincinnati in 2012, using the

latest available 2011data, identifi ed CHP’s signifi cant impact in the State of Ohio, where 22 of CHP’s 24 hospitals are located. In 2011,

the fi scal impact of CHP’s health facilities in Ohio was more than $8.95 billion,

including a household earnings impact of more than

$3.13 billion.

to managing costs. In 2012, CHP’s supply cost per adjusted discharge was the same as in 2007. Building upon this expertise of high-quality, cost effective services, CHP is developing the infrastructure and capabilities necessary for population health management and assuming fi nancial risk for quality outcomes to achieve standards set by the Centers for Medicare & Medicaid Services. Achieving these capabilities will be fundamental to success in the future, and CHP is well positioned for this sea change in healthcare.

In addition to our commitment to a diverse organization, refl ecting the communities we serve, CHP is working to support diversity within communities. In 2012, CHP purchased $92.6 million in services and goods from women and minority-owned businesses.

CHP serves many different communities of individuals in many different ways. Some of our actions are direct and clearly visible. Some are indirect, the result of ripples fl owing from one person … to the next … and to the next. At CHP, we are blessed with a ministry that allows us to make a difference, one person at a time and to create change for groups of people … or entire communities. These following stories refl ect how, in each CHP region, lives or an entire community are touched by our ministry by rippling out into the community.

Economic Impact Highlights

CHP is a major generator of income and sales taxes for local

governments and the State of Ohio. CHP’s spending on operations, capital

investments, and additional economic activity combined to produce $71 million in local tax

revenue and nearly $164 million in State tax revenue, for a total of $235 million.

CHP directly employed 30,429 persons in Ohio, making it the State’s fourth largest employer. In Cincinnati, CHP

was one of the area’s ten largest employers; in Lorain, CHP was the second largest employer; and in Lima, Springfi eld, Toledo and Youngstown, CHP was the largest employer. CHP’s operating expenditures created another 28,083 indirect jobs, for a total employment impact of 58,512 jobs annually.

CHP continually expands and upgrades its healthcare facilities, and it makes substantial investments in technology and equipment each year. At its Ohio

facilities in 2011, CHP spent a total of $395 million on capital expenditures and generated an indirect

impact of $468 million, for a total economic impact of $863 million from capital expenditures.

Clearly, CHP and all its facilities and services in Ohio, encompass a

signifi cant “economic engine” for community growth and health.

A Spirited RevivalSpringfi eld, Ohio

community mercy health partners

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Signs of the renaissance of civic pride are springing up all over Springfi eld, Ohio. City boosters even opened a retail store offering city-themed apparel and local artisans’ work. This is a community on the move, and perhaps nothing says that better than the impressive sight of the new state-of-the-art Spring-fi eld Regional Medical Center (SRMC) welcoming visitors to the heart of downtown.

“The medical center makes a lovely gateway to our community,” says Jeanne Lampe, a third-generation business owner and fourth-generation resident. More important, Jeanne says, Community Mercy Health Partners’ (CMHP) investment in the downtown site – nearly $230 million – set a new standard for confi -dence in Springfi eld’s future. “Building downtown demonstrated their belief in our community. Now when locals talk about new ventures, they’re thinking about downtown Springfi eld fi rst.”

A 2012 study by the University of Cincinnati’s Economics Center calls the medical center a “cornerstone for the city’s revitalization and transformation.” The report documents more than $800 million in economic impact from the construction, 2012 operations and “thousands of jobs and millions of dollars in wages.” At least 67 local businesses benefi ted from over $22 million in construction contracts, and the city obtained over $18 million in government grants and loans to upgrade infrastructure.

The building project and operations make the The building project and operations make the medical center one of the region’s largest economic medical center one of the region’s largest economic engines. It contributes more than $2 million engines. It contributes more than $2 million annually in earnings taxes and six-fi gure property annually in earnings taxes and six-fi gure property tax income to the city. It also supports more than tax income to the city. It also supports more than 1,000 local jobs in industries supplying the medical 1,000 local jobs in industries supplying the medical center. Jeanne says fellow employers have noticed center. Jeanne says fellow employers have noticed SRMC’s impact on their ability to compete for the SRMC’s impact on their ability to compete for the best employees. “The fi rst thing job candidates look best employees. “The fi rst thing job candidates look at is the school system. The second is healthcare. at is the school system. The second is healthcare. Our new medical center and the revitalization it Our new medical center and the revitalization it has sparked give us the opportunity to attract people who are now living in other communities.”

Still, there’s another aspect she wishes got more attention. “We are so fortunate to have this hospital that provides the same high quality care to everyone, regardless of their ability to pay. It’s staggering to know SRMC subsidizes $26 million in care and services to this community annually. That truly speaks to the heart of SRMC and its commitment to all of us in Springfi eld. We take care of our own.”

For CMHP, taking care of Springfi eld embraces body, mind, spirit – and environment – to enable lives and a community to fl ourish.

“Building downtown d

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thei

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ief i

n ou

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unity

. Now

whe

n lo

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talk

abo

ut n

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entu

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ey’re thinking about downtown Springfi eld fi rst.”

Jeanne Lampe

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“Tha

nks

to L

ourd

es, q

uality of lif

e will be improved tremendously for these kids. For all of us, really.”

Juliana Reyes

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mercy health partners

The Obesity Battle Goes Back to School

Paducah, Kentucky

“Tha

nks

to L

ourd

es, q

uality of lif

e will be improved tremendously for these kids. For all of us, really.”

Juliana Reyes

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They’ve been called “chubby.” Or, by taunting They’ve been called “chubby.” Or, by taunting classmates, less kind names. Today, however, too classmates, less kind names. Today, however, too many overweight children carry a more ominous many overweight children carry a more ominous label – obese. Without help, they face early heart label – obese. Without help, they face early heart disease, high blood pressure and a shortened disease, high blood pressure and a shortened adulthood of chronic health problems. adulthood of chronic health problems.

In rural western Kentucky, a state ranked third In rural western Kentucky, a state ranked third in the nation for its high percentage of obese and in the nation for its high percentage of obese and overweight residents, Lourdes Hospital in Paducah overweight residents, Lourdes Hospital in Paducah has forged a community alliance to battle obesity in has forged a community alliance to battle obesity in grade schools – before it can do its worst. grade schools – before it can do its worst.

Lourdes Kids Cardiac Academy began in 2008 as Lourdes Kids Cardiac Academy began in 2008 as a small project to screen three classes of fourth-a small project to screen three classes of fourth-graders for obesity-related risk factors of early heart graders for obesity-related risk factors of early heart disease. By 2012, the program mushroomed over disease. By 2012, the program mushroomed over four counties to include 16 schools, a Boys and Girls four counties to include 16 schools, a Boys and Girls Club, and a Baptist church day camp. Club, and a Baptist church day camp.

The Academy delivers in-school screenings, The Academy delivers in-school screenings, intervention and follow-up for the most at-risk intervention and follow-up for the most at-risk kids. Murray State University and the University kids. Murray State University and the University of Louisville provide some funding through the of Louisville provide some funding through the Purchase Area Health Education Center, which Purchase Area Health Education Center, which organizes the screenings and supplies dental organizes the screenings and supplies dental hygienists. Lourdes’ staff conduct the screenings, hygienists. Lourdes’ staff conduct the screenings, classroom education, community events at the classroom education, community events at the schools and hospital, and follow-up with families. schools and hospital, and follow-up with families.

“Having healthcare professionals come here to the school is absolutely amazing,” says Juliana Reyes, a coordinator with the Central Family Resource Center in Mayfi eld, KY. “Our district simply doesn’t have the resources to bring them here or even take groups to the hospital for a program.”

The Academy has arrived none too soon. Data from 2010-2012 identifi ed an astounding 65 percent of the 1,100 fourth grade students screened as overweight or obese.

“A sixth-grade girl has been on a treatment plan since she was found to be at risk two years ago. Her mom thanks me every time she sees me,” Juliana says. “If we can have that kind of impact for just one child, the whole program is worth it.”

The ripples continue to spread. “Our physical education teacher uses screening results to create new activities for the kids. The cafeteria is making changes to ensure proper nutrition, and the data help shape the school annual program plan,” Juliana says.

Rechecks in fi fth grade show cholesterol and blood glucose levels have dropped. “We are working as a community to save lives – in the long run. Thanks to Lourdes, quality of life will be improved tremen-dously for these kids. For all of us, really.”

Developing homegrown talent to build the local economy is a natural extension of HMHP’s mission to improve the com

munity’s health.

Birthing a BoomYoungstown, Ohio

humility of mary health partners

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Like newborn babies, newborn technology and manufacturing businesses need careful nurturing. Without it, more than half of all startups would never see the kindergarten years. But nearly nine out of 10 enterprises lucky enough to get on their feet inside a business incubator celebrate their fi fth birthday – and more. That’s just the kind of successful offspring the Youngstown Business Incu-bator (YBI) works to raise – with the attentive care of Humility of Mary Health Partners (HMHP).

Developing homegrown talent to build the local economy is a natural extension of HMHP’s mission to improve the community’s health. The area’s largest employer, HMHP offers technical support, strategic guidance and a living lab to test the best technology ideas coming out of the YBI.

The partnership began about seven years ago when YBI recruited to its board Jim Yukech, Catholic Health Partners’ (CHP) Vice President for Information Technology (IT). “We shifted dramatically in 2001 to focus on being a technology incubator,” says Barbara Ewing, YBI’s Chief Operating Offi cer. “Jim uniquely understands the IT space and the needs of technology businesses. He sees opportunities we would never be aware of. He has also done a phenomenal job helping us develop new revenue sources, including fundraising. He has been fearless.”

HMHP also serves as a testing ground for several HMHP also serves as a testing ground for several YBI tenants’ products, including online patient YBI tenants’ products, including online patient education videos, revenue cycle software and education videos, revenue cycle software and a personalized nutrition management system. a personalized nutrition management system. “Potential customers are reluctant to take a risk on “Potential customers are reluctant to take a risk on untested technology. Having their products used at untested technology. Having their products used at HMHP – a trusted organization with thousands HMHP – a trusted organization with thousands of employees – gives YBI companies a level of of employees – gives YBI companies a level of credibility most startups can’t claim,” Barbaracredibility most startups can’t claim,” Barbaraexplains. “That can spell the difference between explains. “That can spell the difference between success and failure.”

Its IT acumen has also attracted to YBI the nation’s Its IT acumen has also attracted to YBI the nation’s Its IT acumen has also attracted to YBI the nation’s Its IT acumen has also attracted to YBI the nation’s fi rst laboratory for additive manufacturing, an fi rst laboratory for additive manufacturing, an fi rst laboratory for additive manufacturing, an energy-effi cient technology that holds promise to energy-effi cient technology that holds promise to energy-effi cient technology that holds promise to energy-effi cient technology that holds promise to return overseas production to America and make return overseas production to America and make return overseas production to America and make return overseas production to America and make local companies more globally competitive. “It’s local companies more globally competitive. “It’s local companies more globally competitive. “It’s local companies more globally competitive. “It’s an IT-driven process used now in Europe to an IT-driven process used now in Europe to an IT-driven process used now in Europe to manufacture hip and knee replacements. It could, manufacture hip and knee replacements. It could, manufacture hip and knee replacements. It could, manufacture hip and knee replacements. It could, manufacture hip and knee replacements. It could, for example, allow for a prosthesis to be designed for example, allow for a prosthesis to be designed for example, allow for a prosthesis to be designed for example, allow for a prosthesis to be designed for example, allow for a prosthesis to be designed for a specifi c individual,” Barbara says. for a specifi c individual,” Barbara says. for a specifi c individual,” Barbara says.

To strengthen YBI’s future, HMHP and the CHP To strengthen YBI’s future, HMHP and the CHP To strengthen YBI’s future, HMHP and the CHP To strengthen YBI’s future, HMHP and the CHP To strengthen YBI’s future, HMHP and the CHP Foundation have pledged money over fi ve years Foundation have pledged money over fi ve years Foundation have pledged money over fi ve years Foundation have pledged money over fi ve years Foundation have pledged money over fi ve years to help the incubator become independent from to help the incubator become independent from to help the incubator become independent from to help the incubator become independent from to help the incubator become independent from uncertain government funding. uncertain government funding.

YBI’s graduates create jobs, attract outside invest-YBI’s graduates create jobs, attract outside invest-YBI’s graduates create jobs, attract outside invest-YBI’s graduates create jobs, attract outside invest-YBI’s graduates create jobs, attract outside invest-ment and contribute nearly $50 million annually ment and contribute nearly $50 million annually ment and contribute nearly $50 million annually ment and contribute nearly $50 million annually ment and contribute nearly $50 million annually to the Mahoning Valley economy. In Youngstown, to the Mahoning Valley economy. In Youngstown, to the Mahoning Valley economy. In Youngstown, to the Mahoning Valley economy. In Youngstown, to the Mahoning Valley economy. In Youngstown, giving new businesses a healthy start clearly makes giving new businesses a healthy start clearly makes giving new businesses a healthy start clearly makes giving new businesses a healthy start clearly makes giving new businesses a healthy start clearly makes for a healthier place to live. for a healthier place to live.

Barb Ewing, YBI COO, is joined by CHP and HMHP supporters: Jim Yukech, CHP Vice President, IT (left); Bob Shroder, HMHP President & CEO (right); andPaul Olivier, HMHP Senior Vice President, Business Development (far right).

Developing homegrown talent to build the local economy is a natural extension of HMHP’s mission to improve the com

munity’s health.

1515

Tim Ingram

16

“They’re addressing a real public health need by giving people a place they can rely on for coordinated care. That’s where healthcare is headed.”

mercy health

Home Sweet Medical Home

Cincinnati, Ohio

The inner city of Cincinnati around Mercy Health - St. John has seen more than its share of hardship. For 76 years, the social service agency has provided emergency services to neighbors in crisis: food, clothing, rent money, even training in job skills to help residents stand on their own. When county health offi cials sought to stem an infectious disease outbreak in the area in 2012, Mercy Health took the bold step of adding a no-fee primary care clinic to the long list of St. John’s services.

“Housing, clothing, food, workforce development – and healthcare – are several of the social determi-nants to improve overall health. You can’t improve population health outcomes by looking at one disease at a time,” says Hamilton County Health Commissioner Tim Ingram. “What Mercy Health has done is a big, big move into preventive medicine, addressing the needs of a special population. This integrated approach to improving health is the new trend, and Mercy Health is leading the way.”

The clinical team quickly discovered many of St. John’s clients hadn’t seen a primary care doctor in a long time, despite having serious chronic illnesses such as asthma, hypertension, high cholesterol, diabetes, chronic obstructive pulmonary disorder and behavioral health issues. The staff focuses on treatment and management strategies to help

patients avoid needless suffering and the health crises that lead to an emergency room. They also help clients fi nd a “medical home,” a primary care provider they can afford.

The clinic has already helped ease long waits for treatment at other healthcare clinics in the neighborhood, but Tim sees a greater future for Mercy Health - St. John. “They’re addressing a real public health need by giving people a place they can rely on for coordinated care. That’s where healthcare is headed. If we’re really serious about improving the health of the populations we serve, like St. John’s neighbors, then this is a big step in that direction to giving them access to the resources of Mercy Health and making them part of the family on the journey to better health.”

While startup funds came from the Health Foundation of Greater Cincinnati and Catholic Health Partners, Mercy Health fully underwrites the clinic’s operations and planned service expansion.

As Tim sees it, that’s Mercy Health’s way of doing the right thing by its ministry to care for the poor and under-served. “They do what they say they’re going to do.”

17

Marcel is in the business of understanding what makes a company an “em

ployer of choice.”

A Family AffairLima, Ohio

st. rita’s health partners

“Ask any average person what they know about St. Rita’s, and they’ll tell you, ‘They help people,’” says Marcel Wagner, President and CEO of Allen Economic Development Group in Lima, OH – St. Rita’s home since 1918. “When you’re part of a family, that’s what you do.”

And he’s not talking just about matters of health.

St. Rita’s extended family numbers in the thousands. The health system provides a livelihood for more people than any other area organization – over 3,200 employees caring for their community. Job openings consistently draw a huge response. And once hired, workers stay. Average tenure at St Rita’s is 10 to 15 years.

Marcel is in the business of understanding what makes a company an “employer of choice.” His group works to bring business and jobs to Lima and surrounding Allen County, which serves as a health, fi nancial and educational hub for a region of a half million residents.

He notices employees sporting their St. Rita’s logo wear around town. “They’re proud to be a part of where they work,” Marcel says. St. Rita’s investment in high-performing facilities and technology has made it a regional referral center, drawing patients

– and the economic benefi t that comes with them – to Lima. The health system has created a secure and inviting workplace and offers competitive salaries and benefi ts that support personal and career development. “People want to be with a winner. That’s why St. Rita’s gets the cream of the crop.”

But the bond goes deeper. “I came to Lima in 1990 But the bond goes deeper. “I came to Lima in 1990 to stay for three years. I’m still here! There’s such a to stay for three years. I’m still here! There’s such a sense of community and St. Rita’s is a major part of sense of community and St. Rita’s is a major part of sense of community and St. Rita’s is a major part of that. Good jobs create a stable environment and a that. Good jobs create a stable environment and a that. Good jobs create a stable environment and a family-oriented community,” Marcel says.

He points to St. Rita’s support for “an incredible He points to St. Rita’s support for “an incredible He points to St. Rita’s support for “an incredible number” of community activities. The list ranges number” of community activities. The list ranges number” of community activities. The list ranges from the YMCA, United Way and Children’s from the YMCA, United Way and Children’s from the YMCA, United Way and Children’s Services to the Chamber of Commerce and the Services to the Chamber of Commerce and the Services to the Chamber of Commerce and the college access program. “They touch almost every college access program. “They touch almost every college access program. “They touch almost every college access program. “They touch almost every person in this community through the organizations person in this community through the organizations person in this community through the organizations person in this community through the organizations they support,” Marcel says. “People see that and they support,” Marcel says. “People see that and they support,” Marcel says. “People see that and think, ‘Here’s an employer that’s actively working think, ‘Here’s an employer that’s actively working think, ‘Here’s an employer that’s actively working think, ‘Here’s an employer that’s actively working to make life better.’”

Making a daily difference in the quality of commu-Making a daily difference in the quality of commu-Making a daily difference in the quality of commu-Making a daily difference in the quality of commu-nity life is a natural extension of St. Rita’s mission. nity life is a natural extension of St. Rita’s mission. nity life is a natural extension of St. Rita’s mission. nity life is a natural extension of St. Rita’s mission. St. Rita’s website sums it up: “Ours is the right place St. Rita’s website sums it up: “Ours is the right place St. Rita’s website sums it up: “Ours is the right place St. Rita’s website sums it up: “Ours is the right place for individuals with a strong desire to help others.” for individuals with a strong desire to help others.” for individuals with a strong desire to help others.” for individuals with a strong desire to help others.” In whatever form that takes.

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Marcel is in the business of understanding what makes a company an “em

ployer of choice.”

Marcel Wagner

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Mary Ann Ketchesin, RN

“The healthier people are, the more they can do, not only in their homes and at work,

but also

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unity

.”

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mercy

Faith and Health in Close Communion

Lorain, Ohio

21

“The healthier people are, the more they can do, not only in their homes and at work,

but also

in th

e co

mm

unity

.”

The third Sunday of every month, Mary Ann Ketchesin, RN, returns to the roots of Mercy’s healing ministry – inside her own church.

At St. Mary’s Catholic Church in Elyria, OH, Mary Ann offers a steady, guiding hand to help fellow parishioners avoid the complications of chronic disease. She volunteers for Mercy’s Parish Nursing Program as one of 175 health professionals integrating the care of body, mind and spirit into 85 faith communities of many denominations in northeast Ohio’s Lorain County.

Fourteen years ago as a young, 62-year-old retiree, Mary Ann asked God what she should do next. The answer came with a nudge to bring Parish Nursing to St. Mary’s. But fi rst she sought her pastor’s blessing. “I told him that people who are ill, especially with high blood pressure or heart problems, would be too sick to hear his homilies!” she recalls.

“The healthier people are, the more they can do, not only in their homes and at work, but also in not only in their homes and at work, but also in the community. We’re doing our part to keep them the community. We’re doing our part to keep them healthy,” Mary Ann says. healthy,” Mary Ann says.

With clinical, training and program support from With clinical, training and program support from With clinical, training and program support from Mercy, the volunteer nurses work to prevent the Mercy, the volunteer nurses work to prevent the Mercy, the volunteer nurses work to prevent the Mercy, the volunteer nurses work to prevent the damage that can follow common chronic conditions damage that can follow common chronic conditions damage that can follow common chronic conditions damage that can follow common chronic conditions such as diabetes, obesity, heart disease and stroke. such as diabetes, obesity, heart disease and stroke. such as diabetes, obesity, heart disease and stroke. such as diabetes, obesity, heart disease and stroke.

They minister where parishioners already gather, They minister where parishioners already gather, meeting after church services to offer free blood meeting after church services to offer free blood pressure checks, education, follow-up with a pressure checks, education, follow-up with a parishioner’s doctor or help to fi nd one, and parishioner’s doctor or help to fi nd one, and sometimes urgent, yet caring, prodding. sometimes urgent, yet caring, prodding.

“One fellow’s blood pressure was 200. He could “One fellow’s blood pressure was 200. He could have dropped dead that day from a stroke. I called have dropped dead that day from a stroke. I called him that Sunday night to make sure he was calling him that Sunday night to make sure he was calling his doctor.” Another man’s reading was so high that his doctor.” Another man’s reading was so high that Mary Ann’s team sent him straight to the hospital. Mary Ann’s team sent him straight to the hospital.

Emergencies are rarer these days. Many parishioners Emergencies are rarer these days. Many parishioners come every month, so problems are caught early. come every month, so problems are caught early. “The people at St. Mary’s think it’s important for “The people at St. Mary’s think it’s important for them,” she says. And their doctors, now used to them,” she says. And their doctors, now used to receiving results from Mercy’s Parish Nursing, often receiving results from Mercy’s Parish Nursing, often remind patients to get their pressure check at church. remind patients to get their pressure check at church.

Three years ago with Mercy’s support, St. Mary’s Three years ago with Mercy’s support, St. Mary’s Parish Nurses launched a health fair that has Parish Nurses launched a health fair that has grown into an annual community event. They’regrown into an annual community event. They’realso taking their blood pressure checks to a local also taking their blood pressure checks to a local homeless shelter. In other parishes, nurses offer homeless shelter. In other parishes, nurses offer exercise programs, support groups, and projects exercise programs, support groups, and projects that target specifi c conditions.that target specifi c conditions.

Ministering in churches, these volunteer Parish Ministering in churches, these volunteer Parish Nurses are the literal expression of Mercy’s Nurses are the literal expression of Mercy’s faith-based care.faith-based care.

LISC knows that organizations like Mercy St. Vincent...can be key to reversing the disinvestment that leads to decay.

Reclaiming the FutureToledo, Ohio

mercy

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A fi xture in Toledo’s central city since the 1850s, Mercy St. Vincent Medical Center has witnessed the rise and decline of its historic surroundings. Today, true to its mission to improve the health of its community, Mercy embraces the broadest interpretation of that charge to bring an entire neighborhood back to thriving vitality.

“Mercy is helping to catalyze a brighter future for the whole Cherry Street Corridor,” says Hugh Grefe, Senior Executive Director of Local Initiatives Support Corporation (LISC) in Toledo. “It’s not just a road. It defi nes the community.” And its future belongs to the 30,000 people living along the three-mile stretch of this legacy street.

LISC knows that large urban organizations like Mercy St. Vincent, with their hefty economic impact, can be key to reversing the disinvestment that leads to decay. Hugh describes Mercy St. Vincent as a shining example of an organization fully committed to leading change.

Mercy commissioned a long-term plan with input from all stakeholders – from residents and medical center employees to public agencies. Next, Mercy hired a coordinator to engage the hospital’s neighbors.

Their collaboration coalesced around two priorities: reducing crime and stabilizing the neighborhood. Mercy funds off-duty Toledo Police offi cers to

expand local patrolling. The city has cleaned up a local park favored by criminals and sold unused common green space to adjacent neighbors. Residents anonymously report suspicious activity through a “Hot Spot Criminal Reporting” system and partner with the juvenile court to enable young offenders to make things right with the community rather than serve a court sentence.

In this historic district, more than 150 abandoned homes are slated for demolition. But taking them down requires state preservation offi ce permission – a lengthy process, and public dollars cannot pay for razing historically important buildings. To break the logjam, Mercy paid to remove blighted structures when public money couldn’t be used.

Local architects designed prototypes for affordable housing, and new homes are taking shape. Com-munity developers joined in, building new rental properties and a Boys and Girls Club inside a new elementary school. Looking ahead, Mercy is helping to acquire and hold strategically signifi cant properties, “even before we know what the use will be,” Hugh says.

“Mercy is supporting creation of a larger alliance to bring all Cherry Street Corridor stakeholders together, adding strength and sustainability to the overall effort. Mercy is empowering this community to imagine a different future.”

LISC knows that organizations like Mercy St. Vincent...can be key to reversing the disinvestment that leads to decay. 23

Hugh Grefe, Senior Executive Director, LISC (left) and Terry Glazer, Executive Director of United North, a community development corporation serving the east side of the Cherry Street Corridor, stand outside Sherman Elementary, which, at area residents’ request, now also houses a Boys andGirls Club.

Cherry Street Legacy Coordinator, Karen Rogalski (far right) is joined by Hyde Court residents Greg Saunders (far left) and John and Johnnie Garner (center). Unused green space was transferred to Hyde Court residents’ adjacent properties, helping ensure a safer, better maintained neighborhood.

Paducah

Cincinnati: Mercy HealthLima: St. Rita’s Health PartnersLorain: MercyPaducah: Mercy Health PartnersSpringfi eld: Community Mercy Health PartnersToledo: MercyYoungstown: Humility of Mary Health Partners

Senior Health and Housing Services(provided throughout CHP’s service areas)

chp at a glanceHospitals 24

Senior Health and HousingFacilities

15

Health Insurance Plan (PPO) Covered Lives

109,402

Home Health Agencies 8

Employees 33,132

FTEs 27,339

Affi liated Physicians 5,593

Total Assets $5.6 B

Net Operating Revenues $3.8 B

Net Income $302.8 M

Operating Income $129.3 M

Total Annual Community Service Benefi ts

$385.4 M

Bond Ratings Moody’s: A1 Positive OutlookS&P: AA-Stable OutlookFitch: AA-Stable Outlook

* All data in this chart are latest available and unaudited.

Where We Serve

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Where We Serve

615 Elsinore PlaceCincinnati, Ohio 45202Phone (513) 639-2800Fax (513) 639-2700

Partnerships for Healthwww.health-partners.org

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