2005 - Nash Health Care Systems

NASH HEALTH CARE SYSTEMS ANNUAL REPORT 2005
Annual Report 2005 / NHCS Spring 2006 ◆ 1
The Drive
“Talent is not a rare commodity. Discipline is.”
—Kenneth Achity
2 ◆ NHCS Spring 2006 / Annual Report 2005
Athletic fields across America demonstrate that
there is no shortage of talent in our country—but
talent is only one-third of the equation. It requires
the marriage of discipline and consistency to make
goals materialize.
After all, who had ever heard of “guaranteeing”
a Super Bowl win? No one, until Joe Namath
came along. Winning a game in the last two minutes? In 1986, with two minutes left in an AFC
Championship game, John Elway drove down the
field to tie the score, enabling the Broncos to beat
the Browns in overtime. And what about the
underdogs? Doug Flutie’s 64-yard “Hail Mary”
pass gave Boston College a shocking 47-45 victory
over mighty Miami in 1984.
Sports capture the imagination and adrenaline
of millions of Americans. There is no question that
professional and college athletes have talent—much in the same way that artists, inventors and
engineers possess talent—and the muse of inspiration is not afraid to put on a helmet, shoulder pads and sprint onto the gridiron. But talent in itself does not win a game. Winning
involves strategy, consistency and discipline. This consistency is the hallmark of success,
because on the playing field, unexpected and hauntingly memorable events can happen, and
frequently do—such as Redskin Joe Theismann’s visually repulsive broken leg sustained in a game against the New York Giants in 1985.
Speaking of the unexpected, consider the four quarterbacks in the most recent NFL
playoff games. Len Pasquarelli, a sportswriter for ESPN.com summarized it this way:
“Of the four quarterbacks remaining in the playoffs, just one, Ben Roethlisberger of
Pittsburg, is a former first-round choice. That doesn’t make the Super Bowl derby a horse
race filled with also-rans, but it does demonstrate that a quarterback doesn’t necessarily need
to be glamorous to be good.”
It is not the spotlight, not the stellar statistics, not the superstar treatment, that produces
success—it disciplined consistency. As author Kenneth Achity said, “Talent is not a rare
commodity. Discipline is.”
A consistent record of disciplined growth and dedication has characterized Nash Health
Care Systems through more than three decades of changes—if you’re counting it in terms of
Super Bowls—that’s 35 Super Bowls.
This dedication shows that talent, while important, is only a small part of the equation. Talent without discipline is useless, and discipline without consistency is moot.
For Nash Health Care Systems, 2005 demonstrated our ability to take this talent to the field with discipline
—discipline that has made notable achievements possible and promoted Nash Health Care Systems’ mission
to build a healthier community.
Annual Report 2005 / NHCS Spring 2006 ◆ 3
Running The Play
New Beginnings
Football has its roots in the British
game of rugby, but it took several
years of tweaking, trials and transformation on college athletic fields to
create what has become a purely
American sport. As with so many
things, Americans have put a new
twist on an older tradition, and as a
result, made it our own. Perhaps that’s
why, in the rest of the world, “football” actually means soccer, while
“American football” is a specific
term used to describe the centerpiece
of tailgate parties, touchdowns and
tackles.
Likewise, throughout 2005, Nash Health
Care Systems has reaped the rewards of
focused effort and dedication that has resulted in not only implementing new services,
but using our new facilities to cultivate innovations that serve the best interest of our own
community and beyond.
With our new, state-of-the-art Surgery
Pavilion in place, NHCS has had the
opportunity to offer new and improved services to our community and
surrounding areas.
The Surgery Pavilion was the setting for a national conference featur4 ◆ NHCS Spring 2006 / Annual Report 2005
ing the Rocky Mount Heartburn Treatment
Center and its ground-breaking techniques in
the treatment of GERD, or gastroesophageal
reflux disease. During the conference, physicians were able to observe as Dr. Chris Dengler
performed a surgical procedure in real time
from one of the operating rooms, thanks to
digital teleconferencing technology.
The Rocky Mount Heartburn Treatment
Center, the first of its kind in the nation, has treated patients from as
far away as Canada and has proven itself a national leader in the treatment of heartburn and GERD.
The news is everywhere—in the
papers, on television and in magazines: more and more Americans
are severely overweight, putting
them at high risk for serious
health complications. In the
United States, 26 percent of the
population are obese—a figure
that has doubled since 1980.
The mantra of diet and exercise is
also everywhere, but for many people,
diet and exercise simply aren’t enough,
and even the most diligent efforts may
not be met with success. The fight against obesity
Stomach
isn’t just about being thinner—it’s about being
healthier. Those who are obese are at a greater risk
for diseases such as diabetes, high blood pressure,
heart disease and stroke.
Nash Health Care Systems now offers bariatric
Small
Intestine
surgery through the Nash Surgical Weight Loss
Center, headquartered in the Surgery Pavilion.
Bariatric (bear' ee atric) surgery is a minimally
invasive procedure that alters the intestinal tract,
reducing the amount of calories that the body
absorbs. The surgery reduces the size of the stomLarge
ach, thus limiting the amount of food intake.
Intestine
Bariatric surgery can save patients from serious
Roux-en-Y Gastric Bypass Technique (RNY)
health complications that can accompany obesity.
Education and one-on-one consultation are top
priorities at the Nash Surgical Weight Loss Center, because it is important that patients fully understand the requirements and responsibiliThe Nash
ties—as well as the benefits—of undergoing bariatric surgery. The Nash
Surgical
Weight Loss Surgical Weight Loss Center will continue to offer education and
Center
information to aid recovery, through groups such as our Surgically Slim
Support Group.
Annual Report 2005 / NHCS Spring 2006 ◆ 5
In 2005, The Nash Cancer
Treatment Center replaced one of its
two existing linear accelerators. The new
equipment gives patients local access to
procedures that previously had to be
performed elsewhere.
The new linear accelerator – the
Clinac 23 EX—is capable of radiating with precision only the area that
needs treatment. This precision eliminates the need for “blocks,” shielding
devices used to protect healthy tissues from radiation. In addition, the new
linear accelerator is able to calculate the location of the tumor using multiple
angles, which eliminates the need to reposition the patient several times.
“We are excited about this latest piece of equipment. It is a perfect complement to our wide range of services offered at our Nash Cancer Treatment
Center. It is another way that we can treat patients here, in their own community, where they are surrounded by their neighbors, family and friends,”
said Sandra Todd-Atkinson, senior vice president of specialty hospitals at
Nash Health Care Systems.
In addition, the Nash Cancer Treatment Center recently received a ThreeYear Approval with Commendation from the American College of
Surgeons, earning four honors for health care excellence. The approval is the
result of an intensive accreditation process and on-site survey by the
Commission on Cancer program of the American College of Surgeons. In
addition, the Nash Cancer Treatment Center was ranked in the top tier for
colon cancer care in the state. This was made possible through the teamwork
of the NCTC, oncology and tumor registry employees.
Only 25 percent of hospitals in the United States have cancer treatment
programs that have received approval from the College of Surgeons. Of
that 25 percent, the Nash Cancer Treatment Center ranks in the top half—
establishing it as one of the top cancer care facilities in the country.
Our oncology services earned commendations for outstanding quality in
four areas: extensive analysis of treatment results, error-free cancer data management, outstanding clinical services, and community outreach programs
that offer free cancer screenings and early detection programs throughout the
year. The Nash Cancer Treatment Center joins 1,500 facilities nationwide
that have gained approval for their cancer treatment programs.
Making the right call may or may not be crucial to the outcome of a game.
As a health care provider, making the right call is critical to the welfare of our patients.
6 ◆ NHCS Spring 2006 / Annual Report 2005
For physicians at Nash Health Care Systems, the X-ray of your ribcage
may be no more than one click away.
The radiology and imaging departments of Nash General Hospital, in
cooperation with the Information Systems Department, have installed a
system that electronically stores images that have been traditionally stored
on X-ray film. This project, the Picture Archiving and Communication
System (PACS), offers several advantages:
• Physicians can access images from any location
• Faster image access
• Improved efficiency
• Less need for space for film storage
• Images can be made available to more than
one person at a time.
Nash Day Hospital utilized innovations to offer a clearer vision of the
future—both metaphorically and literally. Dr. Orellana performed state-ofthe-art retinal surgery at Nash Day Hospital. This
involves delicate surgery to repair the eye after macular degeneration, detached retinas, or other disorders of the eye. In addition, Nash Day Hospital was
also featured in “Outpatient Surgery” magazine in
the article “12 Tips to Cut Cataract Case Costs.”
Nash Day Hospital was applauded for using “pledgets” to keep eyes dilated. This method is faster and
more convenient than administering eye drops
every few minutes.
Annual Report 2005 / NHCS Spring 2006 ◆ 7
Breaking The Plane
Awards and Honors
It was November 9, 2002. Players and
students from the University of Kentucky
were already starting to celebrate their
win over rival LSU as time was expiring.
Coach Guy Morriss was doused with
a liquid shower, and students had already
started to take down a goal post. Then
Devery Henderson of LSU caught a 75
yard desperation pass and scored just
as time expired to lift visiting LSU to
victory at 33-30.
8 ◆ NHCS Spring 2006 / Annual Report 2005
Victory is something that should never be taken
for granted. It is not only a call to celebrate, but a
recognition of determination and disciplined consistency. It is a time for celebration, but also a time
for introspection—for looking ahead. It is a time
for gratitude, but also a time to ask ourselves,
“what next?”
Nash Health Care Systems earned several
awards in 2005. These were not awards garnered
by seeking the spotlight or gearing up for the most
dramatic play-by-play. They were accolades resulting from discipline and quiet consistency in a job
well done.
Nash Health Care Systems received a national
leadership award from VHA Inc., a national health
care provider alliance, for outstanding work in preventing ventilator-associated pneumonia among
critical care patients.
Nash Health Care Systems is one of 92 VHA-member hospitals in the
country to receive a 2005 leadership award for clinical excellence.
To receive the award, Nash Health Care Systems had to demonstrate
improvement in its critical care unit ( CCU )by applying evidence-based
practices that directly improved patient care.
Patients who are hospitalized in intensive care units may have compromised immune systems due to severe illness, and therefore, are more
susceptible to developing complications. CCU patients who must be on
a respirator may be particularly susceptible to pneumonia, so providing
superior care to these patients can reduce the likelihood of complications
that could lengthen hospital stays.
Nurses held team conferences, collaborated with the pharmacy, reviewed collected data and met to
review ventilator data.
The results speak for themselves: cases of ventilator-related pneumonia went down,
even though the number of patients treated in the critical care unit increased.
Annual Report 2005 / NHCS Spring 2006 ◆ 9
Our health care workers have won statewide
honors: Ann Greene, RN, a perioperative nurse
at the Surgery Pavilion at Nash General Hospital,
was honored as the best perioperative nurse in
North Carolina by the Association of Operating
Room Nurses (AORN).
ACHIEVEMENT
Nurse Lynn Bradshaw
was named one of the
top nurses in North
Carolina by the Great
100, Inc. –a grassroots
organization that seeks
to recognize nursing
excellence.
Brenda Davis,
manger of the
Critical Care Unit,
received a Patriot
Award for demonstrating flexibility
and professionalism
in working with
hospital employees
whose enlistment
in the National
Guard called them
to service in Iraq and
other areas overseas.
Evangeline Grant, our nursing resource coordinator, received a special award for working with the
Explorer program to connect local youth with
the information they need to learn about health
care careers.
EXCELLENCE PROFESSIONALISM
DEDICATION
On the field, every player is important . The success of a team depends to a large degree on each player
understanding their role and taking that resposibility to heart.
Nowhere is that concept more important than in the field of health care.
10 ◆ NHCS Spring 2006 / Annual Report 2005
This excellence extended to administrative
leadership.
Rick Toomey, DHA, president and CEO of
Nash Health Care Systems, was elected chairman
of the North Carolina Hospital Association’s
(NCHA) Board of Trustees. The NCHA is
a statewide trade association representing 135
hospitals and health networks. It promotes
improved community health status and delivery
of quality health care through leadership,
information, education and advocacy.
LEADERSHIP
Harriet Buss was
named CNO, and
the hospital’s efforts
to recruit and retain
nurses during a
nationwide shortage
drew the attention
of ADVANCE for
Nurses magazine—
prompting Nash
Health Care Systems
to be featured as the
cover story.
Nash Health Care
Systems also passed
the rigorous accreditation process set forth
by the Joint Commission on Accreditation
of Healthcare Organizations (JCAHO).
Founded in 1951,
the Joint Commission
is the nation’s oldest
and largest health care
accrediting body.
JCAHO is dedicated
to continuously
improving the safety
and quality of the
nation’s health care
through voluntary
accreditation. While
accreditation from the
Joint Commission is
voluntary, the
JCAHO stamp of
approval recognizes
an organization’s performance in complying with the highest
national standards.
ADVANCEMENT PERFORMANCE
Who said perfection is unattainable? The dietary
staff at Nash Health Care Systems proved that
not only is it possible to obtain perfection—but
it’s possible to exceed it. The Nash General
Hospital Cafeteria recently received a 100.5 percent state health certificate score. In addition, the
kitchen at Coastal Plain Hospital received a 100
percent rating, and Montague’s Deli snack shop
received a 99.5 percent—making the average of
all three areas a 100 percent. In addition,
Montague’s Deli later had an inspection ranking
them at a 102.
PERFECTION
Annual Report 2005 / NHCS Spring 2006 ◆ 11
Making The Extra Point
Giving Back
Communities rally around their local
teams. Traveling the NC interstate on a game
day will reveal a large number of bumper
stickers and flags proudly proclaiming team
colors: red, purple, and two distinctly—and
emphatically—different shades of blue. As
the area’s premier health care provider, Nash
Health Care Systems —and its employees—
take their responsibility to the community
very seriously.
12 ◆ NHCS Spring 2006 / Annual Report 2005
The North Carolina Award for Outstanding Volunteer Service was given by the Governor of North
Carolina to Nash Health Care Systems for its employees’ outstanding work within the community.
Throughout the year, employees dedicate their time and efforts to such fund-raisers as the American
Heart Walk, the American Cancer Society’s Relay for Life, the United Way, and the Nash Health Care
Foundation. In addition, the hospital offers several free community health screenings for prostate cancer,
skin cancer, peripheral
vascular disease and
high blood pressure.
Adding to the accolades, Nash Health
Care Systems’ volunteer director, Judy
Woelke, received
statewide recognition
for her dedication to
volunteerism. She was
nominated by the Tar
River Mental Health
Association.
Since 1971, Nash
Health Care Systems
has made it its mission
to “provide quality
health care services and
to help improve the
health of the community in a caring, efficient and financially sound manner.”
Through more than 30 years, this mission has translated into saved lives through sophisticated
medical technology and a dedication to excellence.
It should be no surprise then, that those who care for others as a part of their daily routine would
find value in caring for the community outside the hospital walls. The opportunities for service throughout the community are many, and in some way, employees have touched every facet of the community.
Annual Report 2005 / NHCS Spring 2006 ◆ 13
Nash Health Care Systems raised more than
$22,000 for the American Heart Association
through the American Heart
Walk. Health care workers
from the Nash Cancer
Treatment Center (and other departments
throughout the hospital) could be seen round the
clock at the
American
Cancer
Society’s
Relay for
Life fundraiser.
14 ◆ NHCS Spring 2006 / Annual Report 2005
The Nash Health Care Foundation seeks to extend the scope of good health in the community
through grants to help fund health and wellness education programs. The Foundation board approved
an $8,500 grant to the Nash County Health Department and Nash Rocky Mount Schools to help
with the Friends Unraveling Nutrition (FUN) program which has been implemented in the fifth
grade. The program includes a part-time dietician who coordinates activities directed toward healthy
eating habits and nutrition, in addition to physical
fitness initiatives. Through funding from the Nash
Health Care Foundation, local schools have
obtained Automatic External Defibrillators
(AEDs) to provide immediate emergency assistance. AEDs were provided to all middle and high
schools in Nash County and the city of Rocky
Mount. The Foundation also paved the way for
Nash County Emergency Services to purchase a
miniature, radio-controlled ambulance—dubbed
“Andy the Ambulance”—which will be used as an
educational tool for local children and adults
As people across the country watched the devastation and heartache in the wake of Hurricane Katrina, for Twin County residents, the images on television evoked another feeling: the sting of familiarity.
Residents of Nash County know firsthand the loss, damage and heartache associated with the raging
floodwaters of a storm. Through the VHA Foundation, many employees of Nash Health Care
Systems received funds to help them rebuild their lives after the devastation of Hurricane Floyd. Nash
Health Care Systems, along with 2,200 other not-for-profit health care providers, is a member of VHA
Inc, a health care provider alliance.
In 2005, it was time to return the favor.
Through the Nash Health Care Foundation – Hurricane Katrina Relief Fund, Nash Health Care
Systems sent $165,639 to that same VHA Foundation fund to help those along the Gulf Coast. These
donations helped VHA-member hospital employees who were affected by the storm’s devastation.
While NHCS does not perform such acts of charity to receive recognition, the hospital was mentioned
in the VHA Alliance magazine in honor of our employees’ generosity. Nash Health Care Systems
donated more money to the relief effort than any other VHA member hospital.
In a bold venture to
improve the health of our
community, Nash Health
Care Systems joined the
Institute for Healthcare
Improvement’s 100,000
Lives Campaign, the firstever national campaign
to save 100,000 lives by
implementing proven health care improvement
techniques.
“We are continually looking for ways in which
we can improve the quality of health care services
offered to the community,” said Nash Health
Care Systems President Rick Toomey, DHA.
“The 100,000 Lives Campaign will aid us in
implementing techniques that will not only
improve health care in our community—but also
save lives. The lives saved may be that of your
neighbor, relative, or friend.”
Quality customer service is a demonstration of
disciplined consistency. For 2005, our patient satisfaction scores exceeded the national database
average in every major patient type.
Annual Report 2005 / NHCS Spring 2006 ◆ 15
Football fans are unashamedly loyal. Perhaps that loyalty was never clearer than in 1967 during the
championship “Ice Bowl” game between the Packers and the Cowboys. More than 50,000 fans braved
temperatures at 13 degrees below zero to see their beloved Packers. It was an unusual game that presented
its own set of challenges. During the game, the temperature actually dropped to minus 18—and with
the wind chill factor, it felt like 50 below. After the referee’s whistle froze to his lips at the start of the
play, none of the officials used theirs for the rest of the game.
Down by three points, 17 to 14 in the final minute, legendary coach Vince Lombardi wanted to
end the game before the conditions worsened, so he opted not to attempt a tying field goal.
On third down with 16 seconds remaining, Green Bay quarterback Bart Starr surprisingly dove into
the end zone from a yard out to give the Packers a 21-17 victory. Since the Packers had used their final
time out to decide on a play, they would have lost if Starr had slipped on the icy field or been stopped
short of the goal line. The play called in the huddle was for a handoff to a running back, but Starr
decided to keep the ball himself to avoid making a fumble. Bart Starr would later become a Hall of
Fame quarterback.
ASSETS
2005
2004
$ 55,384,847
$ 49,139,858
Capital assets, net
111,641,630
112,300,820
Other assets
108,894,170
109,581,981
Total assets
275,920,647
268,140,599
Current liabilities
34,881,333
34,176,940
Other liabilities
52,070,000
54,007,000
Current assets
Total liabilities
86,951,333
88,183,940
Total net assets
188,969,314
179,956,659
Total liabilities and net assets
275,920,647
268,140,599
Total revenue
173,529,824
158,334,707
Total operating expenses
167,765,507
156,143,865
Income from operations
5,764,316
2,190,842
Total nonoperating revenue, net
3,248,339
4,361,539
Increase in net assets
9,012,655
6,552,381
REVENUE and EXPENSES
Health care is not a game. But it requires innovation, consistency, ability, tireless dedication to excellence
and making the right calls. It requires a consistency of dedication not unlike the daily rigorous training to
which athletes subject themselves. For NHCS, 2005 marked a year where consistency paid off with innovations that saved lives and improved the overall health of the community.
16 ◆ NHCS Spring 2006 / Annual Report 2005