bon secours annual report 2011


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ourmissionThe Mission o Bon Secours

Health System is to bring

compassion to health careand to be Good Help to

Those in Need, especially

those who are poor and dying.

As a system o caregivers,

we commit ourselves to help

bring people and communities

to health and wholeness as

part o the healing ministry

o Jesus Christ and the

Catholic Church.

our visionInspired by the healing ministry

of Jesus Christ and theCharism of Bon Secours

As a prophetic Catholic health

ministry we will partner with

our communities to create

a more humane world,

build health and social justice

or all, and provide exceptional

value or those we serve.


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WE TITLED THIS 2011 ANNUAL REPORTTurning the Corner on Clinical Transormation

because, ater all o the hard work to change how we provide care to the communities we serve,

we are at last seeing substantial results. We are experiencing meaningul improvements in many

patient care indicators, including signicant reductions in health care-acquired inections, mortality,

readmissions, resident alls, and hospital-acquired pressure ulcers.

Creating sustainable change like this in any health care organization, especially one the size o Bon

Secours, can oten eel as daunting as turning a battleship. With a sta o over 21,000 and well over

60 acilities in six states, creating change can be slow and hard-ought. However, the continued

emphasis on systemness and the charge to reduce variation and conorm to best practices is

nally paying dividends. The best part o these changes is that, as they have gathered momentum,

the drive or innovation and improvement has become a way o lie around the system. Thus,

having achieved one target or better quality care, we dont rest on our accomplishments, butinstead we raise the target even higher, and add new targets.

As health care reorm changes the old way o doing business by introducing new requirements and

incentives, our ability to change and raise our level o perormance becomes extremely important.

At the same time as we have shown substantial improvements in clinical care and saety, we

have also shown improvements and eciencies in our ecological stewardship, purchasing, and

employee, physician, and patient engagement.

Another area where we have turned a corner is in our commitment to healthier communities.

While our successes are not as quantiable as those in clinical transormation, and in many

cases, the results will not be seen or many years, these eorts are bringing health and hope to

communities where those commodities have been in short supply. Bon Secours St. Francis Health

Systems commitment to transorming the Sterling, South Carolina, community is perhaps the

most poignant example. Bon Secours New York Health System continues to be a bright spot in the

Bronx, as it grows plants, fowers, vegetables, and ruits in its community garden, and sponsors the


... as changes have gathered momentum,

the drive or innovation and improvement has become

a way o lie around the system.

(continued on next page)

Turning the Corneron Clinical Transormation


4/40

YouthMarkets where city residents can purchase resh produce in a arm market setting. And, Bon

Secours Baltimore keeps chipping away at the multitude o urban issues that plague Southwest

Baltimore through new low-income housing projects, teen parenting programs, and healthy living

events, and city clean-up projects through its Clean and Green initiative.

A newer undertaking that we are condent will show positive and quantiable results is the

Stewardship Program. In preparation or the cost reductions anticipated in health care reorm and

the demands o purchasers o health care (e.g., employers, government, and other payers), Bon

Secours is seeking to become a leaner, more ecient provider. The kinds o quality improvements

and eciencies that have been demonstrated through clinical transormationalready producing

an estimated $100 million in savingsare being replicated in operational areas.

As we attain these measurable improvements and continue to reap ever increasing benets, the

nancial perormance o Bon Secours Health System will become ever stronger. Despite continued

weakness in the national economy, Bon Secours is on a path to clinical and operational excellence.

We want to thank the Sisters o Bon Secours, Bon Secours Ministries, the Bon Secours

Health System Board o Directors, the health system leadership, and each o our dedicated

co-workers who live our mission every day. Your guidance, your leadership, and your hard

work have helped us turn the corner to a brighter uture.

Sincerely,

Sr. Patricia A. Eck, C.B.S.Chairperson, Board of Directors

Bon Secours Ministries

Bon Secours is on a path to clinical

and operational excellence.

Donald G. Seitz, M.D.Chairperson, Board of Directors

Bon Secours Health System

Richard J. StatutoPresident and CEO


(continued from page 1)

Working Together in Ministry

Over the years, congregations o religious sisters have joined with the Sisters o

Bon Secours to expand the healing ministry o Jesus and the Catholic Church.

In these situations, the Sisters o Bon Secours and the other religious congregations are considered

co-sponsors, sharing sponsorship responsibilities. Today, these co-sponsoring congregations are:

Bernardine Sisters of the Third Order of St. Francis

Sisters of Charity of St. Elizabeth, Convent Station, New Jersey


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In 2011,

Bon SecoursHealth System

entered the

second year

o a

three-yearStrategic

Quality Plan.

The system

remains

committed

to itscommunities

and clinical

transormation

o the way

careis delivered.

Increase its commitmentto community

health to include the global community

and the health o the environment;

Form relationshipswithin the

community o providers so that people

who seek inormation or services romBon Secours can be linked with the best

community resources;

Create valueas perceived by the

customer, which includes not only

patients and residents, but also

physicians, employees, and community

members; and,

Achieve nancial sustainability so

that Bon Secours can ensure long-term

relationships with and value or those

it serves.

Bon Secours is committed to faithfully

respond to Gods gift of compassion,

healing, and liberation through the

following four goals for FY2010-2012:

Createan Extraordinary Individual

Experience o Care

Liberatethe Potential o Our People

to Serve

Partnerwith Our Communities to

Co-create a More Humane World,

Improve Health and Model Social Justice

Becomea Trusted Health Partner by

Providing Exceptional, Lie-Long Value

During FY2010 through FY2012, Bon Secours plans to:

strategicgoals 3|TurningtheCor

ner|BONSECOURSHEALTH

SYSTEM


6/40

Create an ExtraordinaryIndividual Experience o CareIn every way we touch those who come to us or care, we serve aithully as a

Catholic ministry and a living expression o the Bon Secours Charism, and we hold

ourselves to high standards set by the gospel and our proessional communities

in order to contribute to the creation o a more humane world, build healthier

communities, and transorm the way we deliver care.

Clinical Transformation

Clinical transormation and Bon Secours ConnectCarethe systems

computerized clinical inormation system/electronic health record

continue to grow and expand across Bon Secours. As ConnectCare continues

its aggressive roll-out across Bon Secours, clinical transormation acts as a means

to drive improvements in care and eciency whether a acility has ConnectCare

in place or not. During FY2011, new Learning Communities have been added

to help drive improvements in key areas o ocus including the Emergency

Department and Critical Care Unit as well as service lines, such as General

Surgery, where there are opportunities to share and implement best

practices system-wide.

Saety is a oundational component o the clinical transormation work and

reducing hospital-acquired inections has been a key component o the work

since the beginning. During FY2011, Bon Secours has reduced hospital-acquired

inections in the acute care acilities by 31% rom prior year, a total o 62%

reduction since FY2008. Additional improvements include a 16% reduction

in coded hospital-acquired pressure ulcers (40% reduction rom when eorts

started in FY2008), the implementation o best practices or all prevention inlong term care services, and standards o care or obstetrics patients to better

care or both mother and baby during and immediately ollowing delivery. The

clinical transormation improvements to saety and patient care have resulted

in over $43 million in savings or Bon Secours in FY2011. Over the our years,

FY2008 through FY2011, clinical transormation has saved over $100 million.

Learning Communities

Cardiovascular Surgery

Critical Care Unit (new in FY2011)

Emergency Department (new in FY2011)

General Surgery (new in FY2011)

Hospital-Acquired Infections

Obstetrics

Orthopedics

Pressure Ulcers

Transitions of Care

Heart Failure


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5|TurningtheCorner|BONSECOURSHEALTH

SYSTEM

Bon SecoursConnectCare

Bon Secours ConnectCare is now

ully operational in seven acute care

hospitals. Additionally, over 23,000

patients have accessed MyChart,the patient portal or ConnectCare,

allowing patients to access

inormation rom their medical

record, request appointments,

and send messages to their care

providers. This unctionality is

helping to improve communication

and transparency around healthcare and allows patients to be more

actively engaged in their care.

Bon SecoursConnectCareImplementation

Acute Care St. Francis Hospital-Eastside,

Greenville, South Carolina

St. Francis Hospital-Downtown,

Greenville, South Carolina

Memorial Regional Medical Center,

Mechanicsville, Virginia

Richmond Community Hospital,

Richmond, Virginia

St. Francis Medical Center,

Midlothian, Virginia St. Marys Hospital, Richmond,

Virginia

Our Lady of Bellefonte Hospital,

Ashland, Kentucky

Emergency Department

Good Samaritan Hospital,

Suern, New York

Ambulatory Care

Primary care practices, Hampton

Roads and Richmond, Virginia

Primary care practices,

Ashland, Kentucky



8/40

ConnectCare Delivers Results

Acute Care

In FY2011, Bon Secours St. Francis Health System, Greenville,

South Carolina, began to see substantial benets rom ConnectCare.

ConnectCare was implemented at the two-hospital system in June 2008.

The capture o improved documentation is resulting in more comprehensive

and accurate coding, leading in turn to enhanced reimbursements. There is

also a signicant, positive impact on Case M ix Index and Length o Stay.

Using ConnectCare capabilities to transmit documentation electronically

(i.e., Case Management referrals) has markedly decreased sta time spent

in administrative unctions and increased time that can be spent

or patient care.

Meaningful Use

The national health care reorm statute gives health care providers

nancial incentives to improve patient care, reduce costs and

create the inrastructure and processes to realize the ull value ointegrated health records. To qualify, providers must demonstrate

stringent meaningul use o certied electronic health record

technology to be eligible or incentive payments rom the Center

for Medicaid and Medicare Services (CMS). Of the seven hospitals

live on ConnectCare, ve have attested to meeting meaningul use

criteria (top 1% of U.S. hospitals) and two have registered with the

CMS. In Richmond, Bon Secours Virginia has successfully attested

meaningul use or 105 physicians in a number o specialties.

The Health Inormation and Management Systems

Society (HIMSS) has conrmed all seven o Bon Secours

inpatient acilities that are live on ConnectCare have

met Stage 6 criteria (out o 7 possible stages) or

achieving complete implementation o electronic

medical records. This achievement places Bon Secours

in the top ve percent o hospitals nationwide.

HQID

For the second year in a row, Bon Secours HealthSystem has excelled in the 2011 Center or Medicare

and Medicaid Services Hospital Quality Incentive

Demonstration (HQID) pay-or-perormance project.

Bon Secours as a system received a total o 70 awards in

Year 6, the most o any system in the project. Memorial

Regional Medical Center, part o Bon Secours Virginia-

Richmond, Mechanicsville, Virginia, was one o only two

hospitals with 12 out o 12 possible awards and theonly hospital with six Top Perormer awards. Memorial

Regional was also the only hospital to repeat this

achievement rom last year. The HQID project involves

272 hospitals across 36 states. The project was designed

to determine i economic incentives to hospitals are

eective at improving the quality o inpatient care.


9/40


SYSTEM

Nursing Excellence

The chie nursing executives and

vice presidents or medical aairs

serve as partners and clinical leaders

in their commitment to providingconsistently high quality care or

all patients and in all communities.

With a commitment to patient-

centered care and achieving the

goal to create an extraordinary

individual experience o care,

the nursing leadership team is

implementing standards, practices,and protocols to encourage the

development o nurses and practice

at the optimal level o their licensure.

The nursing leaders have sponsored

and developed the Caring Advocate

Train-the-Trainer program to

develop ront-line unit champions inleading the mission. The nurses are

trained in Dr. Jean Watsons Theory

o Human Caring and Relationship

Based Care principles that highlight

caring practices ocused on sel,

colleagues, and patients/amilies

to build a more caring and healing

environment both or employees

and the community. The charism

o the Sisters o Bon Secours and

the mission and values o BSHSI are

oundational to the program.

Pathways to Excellence

St. Francis Medical Center and

Richmond Community Hospital were

designated this year by the American

Nurse Credentialing Center (ANCC)

as Pathway to Excellence Hospitals,

recognizing them or creating

environments where nurses can

excel in their practice.

DePaul Medical Center, Mary

Immaculate Hospital, and Maryview

Medical Center in Hampton

Roads, Virginia, are working on

the Pathways to Excellence with

anticipated application in

spring 2012.

As clinical leaders, our role is to create transormation by

challenging current state and adopting the latest evidence, innovation,

and best practice to achieve clinical practice excellence.



10/40

In 2011, the rst Bon Secours Health

System Nursing Annual Report

was published. This documenthighlights the strong ocus Bon

Secours has on the practice o

nursing and the increased eorts

to ensure nursing excellence

throughout the system. The Annual

Report is organized around the

elements o the Proessional Practice

Model and presents the initiativeso the system and all o the local

systems under the domains o

the model.

Bon Secours Health System was recognized by Premier, a national healthcare

performance improvement alliance, for its commitment to excellence and leadership in

providing high-quality, efcient care. Bon Secours received the inaugural Premier healthcare

alliance Excellence Award.

Bon Secours Virginia Hampton Roads has recently expanded its Palliative Care program

and further developed its complementary therapy offerings. Cancer programs successfully use

the nurse navigator model and offer support groups to improve the overall patient experience.

nursing excellence at bonsecours healthsystem | 1

Nursing Excellenceat Bon Secours Health System

Developing Seeds of Transformation with

2010 Annual Report on Nursing


11/40


SYSTEM

Non-Acute CareTransorming care in non-acute

care settings, such as skilled

nursing acilities, home health,

and ambulatory care services, is

also a priority or Bon Secours.

The skilled nursing acilities rom

across the system meet regularly

to discuss process improvements

and create Bon Secours standards

o care. Preventing alls has been a

specic ocus or the group and is

an example o how the acilities are

sharing and implementing practice

improvement. In support o this

work, the acilities have adopted a

standardized all risk assessment tool

and a alls competency program

or sta. These improvements have

resulted in an 8% reduction in alls

or long term care.

The systems home health agencies

also meet on a regular basis and

continue to collaborate on eorts

to reduce hospital readmissions,

improve transitions rom hospital

to home, and meet the needs o

primary care patients who are

candidates or home health care. All

Bon Secours home health agencies

have now implemented telehealth

monitoring. Plus, all agencies use

technology to support wound

classication and treatment or home

care patients which has resulted

in a 28% reduction in home health

readmissions or wound inections.

Collaborate on eorts to reduce hospital readmissionsand improve transitions rom hospital to home.

Bon Secours

Maria Manors

clinical team

succeeded

this year in

decreasing

residents useof psychotropic

medications

and decreasing

signicantly the

incidence rate of

resident falls.



12/40

At Bon Secours Hospital,

Baltimore, Maryland, the

Clinical Transformation journey

has seen four projects achieve

over $1 million in cost savings in

2011. These includethe Care of the Ventilated

Patient with Tracheotomy,

Care of the Patient Undergoing

Small and Large Bowel

Procedures, Care of the

Behavioral Health Patient,

and Emergency Department

Throughput. Other clinical

ventures included the

institution of an Antimicrobial

Stewardship program, hospital-

acquired infection reductions,

length-of-stay reductions, and

case mix index improvement.

For the period December

2008 through the end ofFiscal Year 2011, there were

zero Ventilator Associated

Pneumonia infections at Good

Samaritan Hospital, St.

Anthony Community Hospital,

and Bon Secours Community

Hospital, all part of Bon Secours

Charity Health System. Since

September 2009, there were zero

hospital-acquired infections at

St. Anthony and Bon Secours

Community and only seven over

the course of that two-year period

at Good Samaritan. Additionally,

there were signicant reductions in

Catheter-Associated urinary tract

infections with zero at Bon Secours

Community and St. Anthony and

0.08 at Good Samaritan.


13/40


SYSTEM

Transforming the

Delivery of CareBon Secours is making gains in

other health care sectors such as

physician/clinical services and

home care/rehabilitation. The

number o physicians is expected

to grow as health care reorm,

quality improvement initiatives,

and other actors drive health

systems to develop high-quality

primary care networks.

The patient-centric ocal

shit, involving the entire

spectrum o care, will help to

ensure the delivery of quality

care, care timeliness, patient

saety, workow efciencies,

eectiveness, and overall

caregiver productivity.


14/40

Liberate the Potentialo Our People to ServeIn all our interactions, we strive to create an environment that invites the best in

each o us and all we touch to join our ministry to create a more humane world,

build healthier communities, and integrate and provide the best care.

Employee Health and Well-being

Improved employee health has been shown to result in better productivity, less

absenteeism, lower turnover, and o course, healthier employees. Bon Secours

has begun to work with employees to improve their health and well-being. In2011, employees were incentivized to get a ull biometric screening and personal

health assessment to help them identiy potential health issues. The data rom the

personal health assessments will help Bon Secours determine where best to put

its resources to support improved employee health. In March 2011, Bon Secours

kicked o the Healthy Me, Healthy You employee program to encourage individual

commitments to a healthier liestyle. A director o Employee Health and Well-Being

was hired in 2011 to grow this initiative.

Benets Expansion

In 2011, Bon Secours Health System began

oering benets to Legally Domiciled Adults

and Legally Domiciled Children of employees.In all, coverage was expanded to 149 adults

and 38 children.


15/40

Employee Benets

Consistent with a small but growing

number o organizations, Bon

Secours Health System expanded

its medical, dental, and vision

health benets to include Legally

Domiciled Adults and Legally

Domiciled Children, eective

September 1, 2011. This is the rst

time that Bon Secours has provided

much-needed coverage or those

who may not have been able to

obtain or aord coverage elsewhere.

At Bon Secours, higher

compensated employees are asked

to pay a greater amount or their

health care coverage in order to

alleviate the increasing cost o

health premium increases on lowerincome employees. This allows

Bon Secours to preserve jobs and

help low-income employees access

high quality, aordable health care

coverage.

Ensuring a Just Wage Rate

Bon Secours Health System continues its commitment

and investment in programs that support lower

paid, entry level employees. The National Just Wagerate increased from $9.70 to $9.83 per hour. Using a

geographical adjustment actor to determine

system-wide changes by market, three local system

minimum Just Wage rates were increased. The increases

ranged rom 15 to 39 cents. Approximately 225

employees received an increase due to the

increase in Bon Secours Just Wage.



16/40

Employee, Patient,and PhysicianEngagement

Employee, patient, and physician

engagement are key aspects o

Bon Secours FY2011 Strategic

Quality Plan. This year s employee

engagement survey remained

at a grand mean o 4.36, which

represents the 77th percentile

of Gallups National Work Unit

database. When measured againstGallups National Healthcare

Company database, Bon Secours

is at the 97th percentile. Nursing

engagement or the system

increased to a grand mean o

4.29 which is the 84th percentile

of Gallups National RN

Workgroup Database.

The physician engagement survey

was conducted or the second time

with an overall grand mean o 4.00

which corresponds to the 67th

percentile. The patient engagement

survey takes place continuously

throughout the year. Year-to-date

results are at the 95th percentile or

the core eleven questions

Gallup monitors.


17/40

Employee Compensation

Bon Secours Compensation Center o Excellence,

established in August 2010, continues to work to

create a common compensation program system-wide,

which assures both optimal and equitable compensation

policies and practices. This team provides compensation

consulting services to the local systems in such areas

as planning, design and updates o compensation

programs, market base pay/pay or perormance,

executive compensation, and labor expense control.

In FY2011, the Center instituted a common methodology

or determining pay or new hires in local systems and

put in place a common budgeting approach, createda design team to develop an annual system-wide

merit increase policy, and established a standardized

system-wide job description template.

Human ResourceInformation System(HRIS)

In 2011, Bon Secours implemented

a Human Resource Inormation

System throughout the system to

provide employees on-line access to

their payroll inormation. Through a

sel-service portal, employees can

view pay inormation and timeo accruals, change personal

demographic data, and connect

to other on-line systems such as

the perormance evaluation system,

the on-line learning system, and

various benet vendors.


SYSTEM


Employees now have on-line access to their payroll inormation,

time o accruals, demographic data, and benets providers.


18/40

Providing an opportunity to grow capable ministry leaders.

School at Work Program

School at Work is a career ladder

development program that prepares

entry-level employees, many o whom

are minorities and/or women, in

health care or advanced positions

and or enrollment in local community

colleges and technical schools. This

six-month program oers health carespecic education while developing an

individual career and learning plan that

helps students identiy and achieve

personal career goals. The School at

Work program has been oered by

Bon Secours Virginia-Richmond or six

years. The Health System Oce started

the program in 2011 and Bon Secours

Virginia-Hampton Roads will oer

School at Work in FY2012.

ExpandingMinistry Leadership

In 2011, the Center or Ministry

Leadership sought to expand

ministry ormation rom

leadership to rontline sta or

rom board to bedside. In

Bon Secours Baltimore (acute

care) and Bon Secours St.

Petersburg (long term care), anew program calledMinistry

Footprints was piloted to bring

rontline sta together or

one-hour gatherings twice a

month to refect on the seven

commitments oA Shared

Statement of Identity for the

Catholic Health Ministry.


19/40

17|TurningtheCor


SYSTEM

Developing Clinical

Leadership

In FY2011, the Center or Ministry

Leadership and the Bon Secours

Institute designed and oered two

clinical leader-specic ministry

ormation programs or the Vice

Presidents o Medical Aairs

and Chie Nurse Executives atBon Secours. Fiteen physicians

completed a year-long program

consisting o our sessions.

In August 2011, eleven nurse

executives gathered or the rst o

several planned leadership ormation

programs. Additionally, the Center

oered the Foundations of Catholic

Healthcare Leadership course to 23

employed physicians in Bon Secours

Virginia, with an additional day on

vocation, community, and ethics as

lived out in the physician-patient

relationship.

Education and Training

The Bon Secours Institute and the

Center or Ministry Leadership

provide educational opportunities or

all Bon Secours employees. The Bon

Secours Institute oers educational

programs to improve basic and

advanced leadership skills and the

Center or Ministry Leadership buildstheological competence to grow

capable ministry leaders.

Attendance at the Institutes

Facilitative Leadership Program is

now required o all Bon Secours

senior and executive leaders. The

Facilitative Leadership programpresents seven leadership practices

and supporting tools to leaders that

give them practical ways to lead with

compassion, justice, and integrity.

These practices also embody a deep

belie in and respect or the dignity

o each team member and the

realization o the common good and

community created in the workplace.



20/40

Called to Serve

Early in FY2011, the Health System Oce introduced a

Called to Serve initiative to provide sta with an opportunity

to urther explore Bon Secours Health Systems mission and

ministry. All Health System Oce employees attended one o

our Called to Serve seminars. This program also introduced

weekly Huddles at the Health System Oce. Bon Secours

Virginia-Richmond introduced a similar Called to Serve program

in FY2010. Bon Secours St. Francis Health System has created its

own Called to Serve session, which is now being used by other

Bon Secours systems. Most o the local Bon Secours systems are

now conducting weekly or daily Huddles with employees as well,

which have been shown to improve employee engagement,eciency, and communication.

... an opportunity to urther exploreBon Secours Health Systems mission and ministry.


21/40

Bon Secours Charity Health

System employees and physicians

sustained considerable personal

losses during a hurricane and ensuing

ooding in the region. The system

provided temporary quarters in the

Suffern medical ofce building to one

physician who sustained total loss

of his clinic. Additionally, a special

Facebook page was established for

employees to post their needs so that

others could help them recover from

the crisis.

Bon Secours St. Petersburg

Health System created Sr.

Josephines Food Pantry to help

residents families and staff members

meet their food security needs. School

supply drives were also held to assist

employees prepare for the start of

their childrens school year.

The Servant Leadership Team at

Bon Secours Baltimore expanded

its membership and its scope this

year. The team now collaborates with

Human Resources in the new hire

interview process, helping to staff

the interview panels and employ a

values based screening process. Theteam continues to facilitate monthly

lunch and learns where co-workers

present on a servant leadership topic.

In addition to these gatherings, the

team now facilitates bi-monthly

Management Council ministry

formation gatherings, where servant

leadership topics are further explored.

19|TurningtheCor


SYSTEM


22/40

Our Communities

Partnering Together

We build Right Relationships and heal broken relationships

that increase our capacity to create a more humane world, build healthier

communities, and integrate and provide the best care.

Community Commitment

Especially during these challenging

economic times when so many people

have lost their jobs, and with it, their health

insurance, Bon Secours Health System is

committed to ensuring access to needed

health care services or all. Community

Benet Services are programs or activities

that provide treatment or promote health

as a response to community needs and

meet at least one o the ollowing benet

objectives:

Improve access to health care services

Enhance the health of the community

Advance medical or health care

knowledge

Relieve a government burden

Community BenetsFor the scal year ending August 31, 2011, Bon Secours Health

System provided over $270 million in community benet services

and community building activities at a cost well in excess o the

value o its potential tax obligation.

Fiscal Year Ended August 31, 2011 (Thousands of Dollars)

Community Benet Services Charity Care at cost $ 128,309

Government Sponsored Health Care net expense $ 84,216All Other Community Benet Services net expense

Community Health Improvement Services

and Community Benet Operations $ 18,141

Health Professions Education 5,596

Subsidized Health Services 20,133

Community Building Activities 9,425

Financial and In-Kind Contributions 4,238

Total All Other Community Benet Services $ 57,533

Total Quantiable Community Benet Services $ 270,058

2


23/40

Working to actively engage diverse individuals and organizations

to create a common vision o holistic health.The Bon Secours Health System has

continued to support eorts directed

toward the provision o critical supplies

and services to underserved or

marginalized patients. One key program

that continues to grow is the DrugIndigent Care Program which is in place at

all local systems with acute care services.

Through this program, Bon Secours

hospitals register patients whose income

is below the ederal poverty level with

specic pharmaceutical companies.

The companies provide the hospitals

with ree drugs to administer to thesepatients at no charge. The total

annualized value o the drugs provided

to patients in FY2011 was $730,000, an

increase o 23% over last years total.

In May 2011, government ofcials

cut the ribbon on Wayland Village

Senior Apartments, an 89-unit

affordable housing apartment

complex in northwest Baltimore.

Co-developed by Bon Secours

Baltimore Health System and

Enterprise Homes, the four-story

building consists of 72 one-bedroom

and 17 two-bedroom units and

is designed to house low-and

moderate-income seniors and

adults with disabilities. A division

of Bon Secours will own and operate

the building.


SYSTEM



24/40

As part o its community

commitment, Bon Secours Health

System is participating in healthy

community initiatives that are

ounded on long term, collaborative

relationships in which service

organizations engage and empower

members o a dened geographic

community to support them in

improving their quality o lie

and holistic health. Bon Secours

operates a Healthy Community

Initiative in each o the eight

local systems. Dedicated Healthy

Community Initiative leaders are

working to actively engage diverse

individuals and organizations to

create a common vision o holistic

health and to identiy the priorities

or improving the quality o lie to

which all can contribute.

Shareholder Advocacy

The health systems priorities since FY2009 havebeen to support access to health insurance

through national health reorm, to increase

access to medications or HIV/AIDS as well

as tropical diseases in developing nations, to

protect human rights or laborers in corporate

supply chains, including an end to human

trafcking, and to promote environmental

protections and sustainability or the planet

and international communities. Health systemrepresentatives worked with members o the

Interaith Center on Corporate Responsibility

(ICCR) to engage corporations in dialogues

to urther Bon Secours goals, particularly in

the areas o U.S. health reorm and access to

medications or developing nations.

Bon Secours St. Petersburg Health System, St. Petersburg,

Florida, was recognized in 2011 by the city of St. Petersburg Leisure

and Community Services Department for its dedicated participation in

supporting health and wellness in the downtown St. Petersburg area.

Bon Secours provided nancial and staff support for a community

survey on local health and social service needs.

23


25/40


SYSTEM

CommunityInvestment Program

The Bon Secours Health System Community Investment

Program became operational in FY2009, and committed

another $3.15 million in FY2011. The total investment

stands at $9.25 million through low interest loans to 17

organizations across eight local system communities

and within the nations o Peru, Haiti, and South Arica.The program makes investments through nancial

intermediaries with the purpose o creating jobs,

aordable housing, providing necessary inrastructure,

micronance loans and other benecial economic

activities. In addition to the xed annual return o 2.3%,

the social return will be measured through impact

on the development o the community. The program

expects to have $12 million invested by the end o

FY2012.

EcologicalStewardship

The system-wide and local

Ecological Stewardship

Green Teams continue to

play key roles in steering the

Greening Initiative orward.

This work is acilitated

through an inrastructure which includes: System-wide Green Team,

Local System Green Teams, Green Team Leaders with direct access to localsystem leaders, and a system-wide Greening database. The Green Teams

are working on a wide variety o green initiatives, including recycling,

energy management, waste stream management, and distribution o

surplus medical supplies and equipment.

Green Team eorts include an eective Waste Stream Management

program and the development o a new Energy Management eort.

The Waste Stream program resulted in over 7.3 million pounds o recycled

waste being diverted rom community landlls, while simultaneously


Your actions are making a

DIFFERENCE.

Congratulations!

The Green Team thanks youfor being eco-friendly by:

BON SECOURS HEALTH SYSTEM

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26/40

reducing the systems waste disposal

expense by 20 percent. Initial Energy

Management eorts have been ocused

on more eective energy purchasing

practices and the implementation o

no-cost/low-cost energy conservationmeasures across all acilities. These eorts

have resulted in annualized energy

cost decreases o $1.5 million and Bon

Secours is targeting a decrease in energy

consumption over the next year ranging

rom three to ve percent.

At the 2011 Clean Med Conerence allBon Secours acilities received Practice

Greenhealth recognition awards. Bon

Secours St. Francis Health System

was inducted into the Environmental

Leadership Circle which honors acilities

that exempliy environmental excellence

and are setting the highest standards or

environmental practices in health care.This was a major accomplishment or

all involved and it refects a signicant

reduction o the systems carbon ootprint.

Bon Secours St. Francis Health

System, Greenville, South Carolina,

won one of the rst Hospital CharitableService Awards in 2011 for its community

outreach efforts in Greenvilles

Sterling neighborhood. In the Sterling

neighborhood, where 40% of residents

earn less than $15,000 a year, Bon Secours

provided leadership to facilitate efforts to

engage the community as partners to help

transform the neighborhood, and providedon-site resources to help improve health

and social issues for residents.

The health o the world aects the health o all communities.

Global Ministries

Bon Secours Health System believes

that the health o the world aects the

health o all communities. The system

currently invests in three international

regions where the Sisters o Bon Secours

are active, including Peru, Haiti, and South

Arica. In Huancayo and Trujillo, Peru,

the system continues to oer support

or a amily health clinic and a womens

micro-clothing business, remediation oindustrial pollution, and a collaborative

eort to decrease morbidity and mortality

in children under ve years o age. In Haiti,

Bon Secours works in concert with other

American organizations to provide clinical

training or midwives, mobile clinics, and

birthing centers in the Hinche region o the

country. In South Arica, the system helpssupport a shelter or HIV-inected, poor, and

orphaned boys in Louis Trichardt, where

some o the Sisters o Bon Secours teach.

25grants and gits


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|TurningtheCorner|BONSECOURSHEALTH

SYSTEM

grantsand gits

Bon Secours Charity Foundation

Community Gardens $ 66,300

Bon Secours Hampton Roads Health SystemCare-A-Van $ 55,000

Family Focus $ 7,500

Lie Coach Model at Maryview Medical Center $ 45,000

Bon Secours Kentucky Health System

Community Services $ 50,000

Healthy Communities, Ironton $ 20,000

Healthy Communities Walking Trail $ 50,000

Van Ministry $ 15,000

Bon Secours of Maryland Foundation

Open Space Management $ 50,000Womens Resource Center $ 44,000

Youth Employment and Entrepreneurship Program $ 50,000

Bon Secours New York Health System

Community Garden Nutrition Program $ 40,050

Healthy Community Initiative $ 29,100

Inwood Go Green $ 30,550

Bon Secours Richmond Health System

Access in Motion Creighton Court $ 100,000

SEEDS Initiative with LISC $ 25,000

Bon Secours St. Francis Health System

Community Garden Sustainability Coordinator $ 40,000

Faith Ministries Social Worker $ 60,000

Sterling Fitness Center $ 48,000

Bon Secours St. Petersburg Health System

Community Action Stops Abuse $ 30,000

Free Clinic Dental Services $ 50,000

Healthy Community Collaboration $ 50,000

Roper St. Francis Hospital Foundation

Hope Housing $ 45,000

Total Grant Dollars Awarded $ 1,000,500

Bon Secours Health System Mission Fund

In 1999, Bon Secours Health System created a special fund

for the sole purpose of meeting the needs of those who are

poor and underserved in the communities served by the

health system. Health care and womens and family support

services are an important focus. The purpose of the Bon

Secours Health System Mission Fund is to assist local systems

in their efforts to (a) develop healthier communities, (b)

address health conditions in conjunction with public health

initiatives, and (c) improve access for uninsured populations.

The seed money provided by the Mission Fund has allowed

many programs to ourish and succeed. The Mission Fund

distributed $1,000,500 through 23 grants across all local

systems in FY2011.

Bon Secours Community Grant Fundfor Southwest Florida

The Bon Secours Community Grant Fund for Southwest

Florida provides grants to the communities of Peace River

Regional Medical Center in Charlotte County and the

communities of Venice Regional Medical Center in south

Sarasota. The fund was established when Bon S ecours Health

System sold its health care facilities in those communities.

In FY2011, the Bon Secours Health System Community

Grant Fund for Southwest Florida awarded $163,110

through nine grants in the communities of Venice and

Port Charlotte, Florida.

Peace River, Charlotte County, Grant Requests

Center for Abuse and Rape Emergencies (C.A.R.E.)

Augmented Services or Victims o Domestic Violence $ 22,500

Charlotte County YMCA

Kids in Motion $ 25,000

Manasota SOLVE, Inc.

Our Mothers House $ 11,250

Total Grants Funded $ 58,750

Venice, Sarasota County, Grant Requests

Habitat for Humanity

Women Build Initiative $ 25,000

The Community Pharmacy

Prescriptions or Uninsured $ 43,500

Boys and Girls Club of Sarasota

Kids Ca and Culinary Arts Program $ 15,000

Catholic Charities, Diocese of Venice

Our Mothers House $ 10,000

The Cancer Support Community

(formerly The Wellness Center)

South County Support Group $ 7,850

Venice Area Pregnancy Care Center

Cribs, Bassinettes, and Inant Supplies $ 3,000

Total Grants Funded $ 104,350



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Financial Sustainability

Operating results or Bon Secours

Health System in FY2011 improved

over FY2010. The system reported

excess o revenues over expenses

o $115.2 million during FY2011

as compared to $33.3 million or

FY2010. This avorable perormance

was driven by operations, investment

income, and a gain on the sale o

the reerence laboratory services

business in the systems Virginia

markets. Operating income o $85.5million represented a 2.6% operating

margin in FY2011, compared to the

$101.7 million o operating income

and a 3.3% operating margin or

FY2010.

Investment markets contributed

positively to perormance o excesso revenues over expenses during

FY2011, with net non-operating

realized and unrealized investment

gains o $75.5 million compared

to $42.0 million during FY2010. In

addition, unrealized gains/losses and

payments related to the systems

derivatives were a net loss o $10.0million or the 2011, as compared to

a net loss o $83.2 million or 2010.

Sustainability Become a Trusted Health Partnerby Providing Exceptional, Lie-Long ValueWe careully steward the gits we have been given by God so that we live in

harmony with those gits and bring them to create a more humane world,

build healthier communities, and integrate and provide exceptional lie-long care.

Investment returns nished the year

with year-to-date net gains o $32.6

million avorable to budget.

Days cash on hand at the end

o FY2011 were 110.0, which

represented a slight decrease rom

days cash on hand at the end

o FY2010 o 110.5. Operations

and investment gains generated

approximately $156.1 millionduring FY2011. However, capital

expenditures, an increase in daily

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|TurningtheCorner|BONSECOURSHEALTH

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operating expenses, the timing

o working capital changes and

scheduled debt and swap payments

conversely reduced reported days

cash on hand as o August 31, 2011.

Fiscal Year 2011 Financials

By continuing to ocus heavily

on Clinical Transormation, Bon

Secours has shown both quality

and nancial improvements. Primary strategies o

Clinical Transormation include implementation o Bon

Secours ConnectCare, acquiring and integrating primary

and specialty care physician practices, and intense

engineering and operational eorts to understand and

redesign the systems care delivery models in all areas

o practice. Clinical Transormation eorts saved the

system $43.3 million in FY2011 alone. The incremental

operating investment in Clinical Transormation in

FY2011 included $29.4 million in ConnectCare and $29.2

million in the acquisition o physician practices.

Signicant savings have also been achieved through

benet changes, including a $14 million savings in lie

and disability benets and $5 million in insurance over

the next ve years. Retirement plan changes have

resulted in savings to employees o $1 million in the rst

year and $1.5 million in subsequent years.

Ater the all 2011 meeting with the bond rating

agencies, Standard & Poors armed Bon Secours

A- rating (stable outlook) and Moody s armed its A3

rating, but changed the outlook rom positive to stable.

Both ratings put Bon Secours bonds in the upper

medium grade quality. The agencies were impressedby the systems strategies toward health reorm, clinical

transormation eorts, and overall governance.


Operating Income $ 85.5 million

Total Net Revenue $ 3.3 billion

Acute Discharges 132,054

Adjusted Discharges 290,407

Total Community

Benet Dollars $ 270.0 million


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Looking Forward Into the Future

A Journey of ClinicalTransformation

To achieve long-term

success, Bon Secours

Health System has been

on a journey o Clinical

Transormation and

business restructuring,

even beore health reorm.

These undertakings

have been signifcant

investments, but better

position the system or the

new world o value-based

medicine that ocuses on

cost and quality. Going

into FY2012, Bon Secours

continues the journey by

adding a third ocuscost

and revenue management.

Following are some o the

issues the system will be

addressing in FY2012.

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Health Care Reform

The implementation o national health carereorm will aect all health care providers or

the next fve years or longer. Part o the reorm

provisions include the voluntary development

of Accountable Care Organizations (ACOs) to

participate in the Medicare Shared Savings

program. As a group o providers and suppliers

coordinating care or specifc patient populations,

an ACO would be accountable or meeting orexceeding set quality performance standards to

be eligible to receive any shared savings.

Bon Secours is still considering the regulations

and its participation in the ACO concept.

However, the heart o an ACO is the patient-

centered medical homea model or the

delivery o medical care centered on the

primary care provider (the patients home)

and designed to provide long-term, coordinated

care to patients to both reduce the cost and

improve the quality of health care. In June 2010,

Bon Secours Health System piloted its frst

medical home project, and to date, has a

total o ten medical homes in progress.

Additionally, through its Clinical Transormation

journey, Bon Secours has paralleled the goals

o national health reorm and ocused on the

creation o a comprehensive, interdisciplinary

approach to redesign care delivery to achieve

excellence throughout the care continuum.

Clinical Transormation sets the rameworknecessary or Bon Secours to provide

patients and residents with evidence-based,

extraordinary care and service. As a side beneft,

Clinical Transormationin particular, the

implementation o ConnectCaremakes

Bon Secours eligible or fnancial incentives.

Bon Secours appears to be well-positioned or

the looming changes in the American health

care system.

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HIPAA 5010 and ICD-10

In January 2009, the U.S. Department

o Health and Human Services

announced two regulations that

are intended to acilitate the

transition to electronic health

records through adoption o a

new generation o diagnosis and

procedure codes and updated

standards or electronic health

care and pharmacy transactions.

The rst phase, called HIPAA

5010, requires new standardsor certain electronic health

care transactions. The second

phase requires the replacement o the

existing coding sets or diagnoses and inpatient

hospital procedures with greatly expanded code sets. The diagnosis

and procedure codes are being updated rom the ICD-9 coding set to

the ICD-10 coding set. Bon Secours is well underway in implementing

the requirements o HIPAA 5010 and ICD-10 code sets in compliancewith the deadlines.

OverviewInJanuary2009,theU.S.Departmento

HealthandHumanServicesannouncedtwo

regulationsthatareintendedtoacilitatethe

transitiontoelectronichealthrecordsthrough

adoptionoa newgenerationodiagnosis

andprocedurecodesandupdatedstandards

orelectronichealthcareandpharmacy

transactions. Thisisessentialbecausethe

currentmethodocodingisoutdatedandno

longeradequatelydescribesthehealthcare

servicesprovided.uThereare13,000diagnosiscodesin

ICD-9comparedwith68,000diagnosis

codesinICD-10.uThereare3,000procedurecodesinICD-9

comparedwith87,000procedurecodesin

ICD-10.

Thismandatewillbethemostfarreaching

changeinUnitedStateshealthcaretodate.

Thefrstphase,calledHIPAA5010,requiresnewstandards

orcertainelectronichealthcaretransactions. Thisnew

standardiscriticalandwillallowthelargercodestobe

acceptedinthenewelectronichealthcaretransaction.

The5010efortiscomparedtobuildingahighwaythat

willprovidetheinrastructuretoallowustotransmit

thenewICD-10codes.Thesecondphaserequiresthereplacementotheexisting

codingsetsordiagnosesandinpatienthospitalprocedures

withgreatlyexpandedcodesets. Thediagnosesand

procedurecodesarebeingupdatedromtheICD-9coding

settotheICD-10codingset.TheICD-10CM/PCScodesare

comparedtothevehiclesthatwillcarrytheinormation

toitsdestination(e.g.,healthcarepayers,regulatory

agencies, internalreports).DeadlinesorComplianceHealthcareprovidersandhealthplansmustcomplywith

thenewstandardsorelectronictransactions(HIPAA5010)

onJanuary1,2012. Providersandhealthplansmust

implementtheICD-10codesetsbyOctober1,2013.

MoreAboutICD-10AdoptionotheICD-10codesetsisexpectedto:

uMoreaccuratelydefneservicesandprovidespecifc

diagnosisandtreatmentinormation;

uSupportcomprehensivereportingoqualitydata;

uEnsuremoreaccuratepaymentsornewprocedures,ewer

rejectedclaims,andimproveddiseasemanagement;and,

uBringtheU.S.inlinewiththemanyotherdeveloped

countriesthatarealreadyusingICD-10.

BonSecoursHealthSystemWhatYouNeedtoKnowAbo

utHIPAA5010

andtheICD-10ImplementationMandate

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Stewardship Program

In late FY2011, Bon Secours

launched a two-year eort to

reduce xed costs o $150 to $200

million over multiple years. The

work o the Stewardship Program is

ocused on improving systemness,

increasing eective use o resources,

minimizing duplication, reducing

payroll through attrition, and

building on existing talent. This

program presents an enormous

opportunity to redesign the

organization, improve operations,

and ensure the long term health

o the Ministry and success o

the Mission.


Bon Secours Health System has been on a journey o Clinical Transormation

and business restructuring, even beore health reorm.

Stewardship

Program Teams Biomed

Case Management

Clinical Transormation

Dietary

Employee Health andWellbeing

Facilities and PlantOperations

Finance Human Resources

Inormation Technology

Organization Redesign

Physician Integration

Planning, Marketing,and Communications

Procurement Logistics

Purchased Services

Revenue Cycle Supply Chain

qualityawards


34/40

Bon Secours Charity Health System

Schervier Pavilion

was awarded a

5-Star Quality Rating rom the Centers

or Medicare and Medicaid Services

(CMS), the highest that can be awarded

to a nursing home.

The Northern Metropolitan Hospital

Association presented Bon Secours

Charity Health System with the 2010

NorMet Quality and Patient Saety

Award.

St. Anthony Community Hospital

was recognized by HealthGrades with

the 2010/2011 Outstanding Patient

Experience award.

Bon Secours Community Hospital

was the only Bon Secours hospital

named to The Joint Commissions 2010

list o top-perorming hospitals.

In determining the winner o the inauguralPremier healthcare alliance Excellence Award,

Bon Secours stood out as havingdemonstrated a consistent drive or excellenceand superior perormance.

33|Tu


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Bon Secours Kentucky Health System

Our Lady of Bellefonte Hospitals HomeCare Services

was named a gold agency by the Home Health Quality

Improvement National Campaign.

Our Lady of Bellefonte Hospital has been rated among

the top ve percent in the nation or patient experience by

HealthGrades. The hospital has received the Outstanding

Patient Experience Award or our consecutive years.

Bon Secours St. Francis Health System

The Leapfrog Group named Bon Secours St. Francis Health

System or the second consecutive year as one o the national

Top Hospitals or achieving high level standards o patient

saety, quality o care and operational eciency.

The Accreditation for Cardiovascular Excellence (ACE)

program awarded its rst ever accreditation to the cardiac

catheterization laboratory and angioplasty/stenting program

at Bon Secours St. Francis Health System.

St. Francis Hospital-Eastside was one o six hospitals

nationwide to receive the Premier, Inc., inaugural QUEST Award

or High Value Healthcare with top perormance in the areas

o mortality, cost o care, evidence-based care, reduced harm,

and patient experience.

St. Francis Hospital-Downtown, also earned an honorable

mention or top perormance in three o the QUEST areas o

initial ocus: evidence-based care, mortality, and cost o care.

Bon Secours St. Francis Health System was the rst in South

Carolina to receive accreditation o the STAR (Survivorship

Training and Rehab) program, a research- and evidence-based

program that helps cancer patients optimize their health during

medical treatment and recovery, as well as rehabilitate them

ollowing the medical treatments.

Bon Secours St. Francis Health System won one o the

rst Hospital Charitable Service Awards, sponsored by Jackson

Healthcare, or its community outreach eorts in GreenvillesSterling neighborhood.

Bon Secours St. Petersburg Health System

St. Petersburg Home Care, part o Bon Secours St. Petersburg

Health System, St. Petersburg, Florida, was named to the 2010

HomeCare Elite, a compilation o the most successul Medicare-

certied home health care providers in the United States.

Bon Secours Virginia

Bon Secours Virginia, located in Hampton Roads and

Richmond, Virginia, received the 2011 Gallup Great Workplace

Award recognizing the diversity and engagement o its

workplace.

In a ranking of the Best Hospitals by Metro Area for 2010-2011,

U.S. News & World Reportlisted ve Bon Secours Health System

hospitals among the best. In the Richmond metro area,

Memorial Regional Medical Center was top ranked in sixspecialties, St. Marys Hospital was ranked in ve specialties,

and St. Francis Medical Center was recognized in three

specialties. In the Virginia Beach metropolitan area,

Mary Immaculate Hospital and Maryview Medical Center

were each recognized in one specialty area.



36/40

Bon Secours Virginia-Richmond

HealthGrades named Memorial Regional Medical Center

and St. Marys Hospital Distinguished Hospitals in Americas

Top Cities or Hospital Care.

St. Marys Hospital and Memorial Regional Medical

Center were named among the top ve percent in the nation

or emergency medicine in a study released by HealthGrades.

St. Francis Medical Center received Pathway to Excellence

designation rom the American Nurses Credentialing Center

(ANCC).

The National Association for Female Executives (NAFE)

named Bon Secours Virginia-Richmond a top ten non-prot

organization or executive women or the th consecutive year.

Bon Secours Virginia-Richmond was named among the best

companies or hourly workers by Working Mothermagazine.

Bon Secours Virginia-Richmond made Working Mother

magazines 2011 list o 100 best companies or working

mothers, or the 14th time.

Hospital and Health Networks magazine named Bon Secours

Virginia-Richmond one o the most wired health systems in

the U.S.

Bon Secours Virginia-Richmond was named by AARP as

one o the top places in the country to work or people olderthan 50 or the seventh time. Bon Secours ranked ninth on the

AARP Best Employers or Workers Over 50 li st.

Soliant Health placed St. Francis Medical Center in the top

spot in its 20 Most Beautiul Hospitals in America l ist or 2011.

Bon Secours Virginia-Hampton Roads

Bon Secours Home Care was named to the 2010 HomeCare

Elite, a compilation o the most successul Medicare-certied

home health care providers in the United States.

The Heart and Vascular Institute at Bon Secours Maryview

Medical Center was recognized as a UnitedHealth Premium

Cardiac Specialty Center or Interventional Cardiac Care and

received the top rating o three stars.

Mary Immaculate Hospital outperormed the national

average in seven o eight hospital-acquired conditions,

according to a recent study by the Centers or Medicaid and

Medicare Services (CMS).

The Center or Medicaid and Medicare Services (CMS) report on

hospital-acquired conditions rom 2008 to 2010 showed that

Maryview Medical Center not only perormed much better

than the national rate, but also ranked as the best hospital inHampton Roads, Virginia.

Mary Immaculate Hospital was recognized by the Leaprog

Group or its work in decreasing the number o early elective

obstetrical deliveries.

Maryview Medical Center earned the Mission: Lieline

Bronze Quality Achievement Award rom the American

Heart Association.

The Surgical Weight Loss Center at Mary Immaculate

Hospital was named a Bariatric Surgery Center o Excellence

by the American Society or Metabolic and Bariatric Surgery.

Bon Secours Virginia-Hampton Roads Emergency

Services received national recognition rom the Emergency

Nurses Association (ENA) and the Board o Certication or

Emergency Nursing (BCEN) or its commitment to increasing

the number o nationally board-certied emergency nurses.

Maryview Nursing Care Center received a high ranking ove stars overall in the 2011 Best Nursing Homes, produced by

U.S. News & World Reportmagazine.

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Roper St. Francis Healthcare

Roper St. Francis HealthCare was

recognized as one o the 100 Best

Places to Work in Healthcare by

Modern Healthcare magazine.

Roper St. Francis was ranked

number 52 on the list.

For the tenth consecutive year,

Roper St. Francis Healthcare,

Charleston, South Carolina, has received

national recognition or achieving

exceptional levels o patient, medical

sta, and employee satisaction.

This year, Roper St. Francis received

157 awards rom Proessional

Research Consultants (PRC).

thehealth systems


38/40

Today, Bon Secours more than21,000 caregivers help people in

ten communities within six states.

Operating facilities include:

18acutecarehospitals(10owned,

8jointventured)

1psychiatrichospital

5nursingcarefacilities

4assistedlivingfacilities

6retirementcommunities/seniorhousing

14homecareandhospiceproviders

New York

BonSecoursCharityHealthSystem

BonSecoursNewYorkHealthSystem

Maryland

BonSecoursBaltimoreHealthCorporation

BonSecoursHealthSystem,Inc.

Virginia

BonSecoursVirginiaHamptonRoads

BonSecoursVirginiaRichmond*

Kentucky

BonSecoursKentuckyHealthSystem

South Carolina

BonSecoursSt.FrancisHealthSystem

RoperSt.FrancisHealthcare*

Florida

BonSecoursSt.PetersburgHealthSystem

*JointVenture

health systems

boardof directors


39/40

Board o Directors

Bon Secours Health System, Inc.

Chris AllenExecutive Director/CEO

Detroit Wayne County Health Authority

Detroit, Michigan

Richard BlairRetired Chie Financial Ofcer

Blaine, Minnesota

Michael CareyRetired Human Resources Executive

Warren, New Jersey

Sister Elaine Davia, C.B.S.Director o Formation

Sisters o Bon Secours

Marriottsville, Maryland

Marcia DushPrincipal

Buck ConsultantsWashington, D.C.

Elder Granger, M.D.President and CEO

The 5 Ps, LLC

Centennial, Colorado

Roger HuangKenneth R. Meyer Proessor and Department Chair

Department o Finance - University o Notre Dame

Notre Dame, Indiana

David JimenezRetired Health Care Executive

Springboro, Ohio

Gerard KellsRetired Human Resources Executive

Skillman, New Jersey

Laurie LaontaineVice President, Finance and Treasury

Allina Health System

Minneapolis, Minnesota

Lucretia M. McClenneyDirector, Center or Minority Veterans

Veterans Administration

Washington, D.C.

Susan SandlundPartner

Veritas Partners

New York, New York

Donald G. Seitz, M.D., ChairpersonRetired Orthopedic Surgeon

Richmond, Virginia

Richard SerafniRetired CPA/Partner

Ponte Vedra Beach, Florida

Myles N. Sheehan, S.J., M.D.Provincial

Society o Jesus o New England

Watertown, Massachusetts

Sister Mary Shimo, C.B.S.Director o Volunteers

Bon Secours Hospital

Baltimore, Maryland

Richard J. StatutoPresident and Chie Executive Ofcer



Sister Alice Talone, C.B.S.

Sisters o Bon SecoursMarriottsville, Maryland

Board o Directors

Bon Secours Ministries

Charles H. Brown, IIITax Director

Ellin and Tucker

Baltimore, Maryland

Regina ClitonRetired Health Care Executive

Pinellas Park, Florida

Sister Pat Dowling, C.B.S.Director o Vocations

Sisters o Bon Secours-USA


Sister Patricia A. Eck, C.B.S., Chair/PresidentCongregation Leader

Sisters o Bon Secours


Sister Rose Marie Jasinski, C.B.S., Vice ChairCountry Leader

Sisters o Bon Secours-USA


Sister Anne M. Lutz, C.B.S., TreasurerExecutive Vice President, Sponsorship



Donald G. Seitz, M.D.Chairperson, Board o Directors


Richmond, Virginia

Bon Secours working

to promote sustainable

environmental practices

While serving to promote sustainableenvironmental practices as part of the Bon

Secours commitment to our communities and

our environmentthis report has been prepared

for electronic publication. Please consider the

environment before printing. Thank you!

All commercially printed copies of this

report have been responsibly produced

with environmentally active suppliers

and materials.


40/40


1505 Marriottsville Road

Marriottsville, MD 21104

www.bshsi.org

bon secours annual report 2011

Documents