Hospital Association of Rhode Island
GUIDE TO HOSPITALS
2011
HARI Staff Edward J. Quinlan
President
Ext. 101
EdwardQ@HARI.org
Michael R. Souza
Senior Vice President
Ext. 103
MikeS@HARI.org
Hospital Association of Rhode Island
Amanda J. Barney
Vice President
Hospital Association of Rhode Island Communications & Administration
Ext. 111
AmandaB@HARI.org
100 Midway Road
Suite 21
Jean Marie Rocha, MPH, RN
Cranston, RI 02920 Vice President, Clinical Affairs
Ext. 102
GinaR@HARI.org
Phone
(401) 946-7887
Craig M. Syata
Vice President, Government Relations
Fax
Ext. 104
(401) 946-8188 CraigS@HARI.org
Web
www.HARI.org Ruth E. Ricciarelli
Executive Director,
The Center for Health Professions
Ext. 114
RuthR@HARI.org
Dawn B. Lewis
Hospital Emergency Preparedness
Coordinator
Ext. 110
DawnL@HARI.org
David L. Rousseau
Director,
Cancer Information Systems
Ext. 118
DavidR@HARI.org
3
Introduction
A Message from Our Leadership
INTRODUCTION
2011 Guide to Hospitals
Kenneth H. Belcher Charles S. Kinney
Chair, HARI Board of Trustees Vice Chair, HARI Board of Trustees
President & CEO President & CEO
Roger Williams Medical Center The Westerly Hospital
St. Joseph Health Services of Rhode Island
CharterCARE Health Partners
Rhode Islanders turned to our hospitals on more than two million occasions last year. The hospital
is where patients go in their greatest times of need. We stand ready to care for them with doors
open 24 hours a day, seven days a week, 365 days a year.
Our role in the community extends far beyond high-quality health care. We also serve as employer,
educator, health promoter, first responder and researcher. These services, and many more, make
hospitals important assets in keeping our communities healthy, strong and vibrant.
HARI
This guide illustrates the many facets of the hospital mission. It outlines the ways we give back
to our state, but also documents the many challenges we face. From rising uncompensated care
to negligible margins, hospitals are balancing many concerns. Each threatens our critical role
in your community.
In words and numbers, the 2011 Guide to Hospitals details hospitals’ unique mission.
Board of Trustees
Timothy J. Babineau, MD, MBA
President & CEO
Rhode Island Hospital
The Miriam Hospital
Mission Statement Irwin M. Birnbaum, Esq.
Trustee
South County Hospital
“To be a proactive advocate Healthcare System
for the hospitals in Rhode Island
Richard R. Charest
that is capable of working for and with President
the hospitals to positively influence Landmark Medical Center
BOARD OF TRUSTEES
public opinion, legislative outcomes August B. Cordeiro
and regulatory policy. President & CEO
Newport Hospital
The purpose of such advocacy is to
facilitate the hospitals’ mission Francis R. Dietz
President & CEO
of providing quality health care Memorial Hospital of Rhode Island
to the people in and near Rhode Island.” Louis R. Giancola
President & CEO
South County Hospital
Allen W. Leadbetter, MD
Trustee
HARI Leadership The Westerly Hospital
Vincent W. Ng
Chair Medical Center Director
Kenneth H. Belcher Providence VA Medical Center
President & CEO
Roger Williams Medical Center The Honorable Bruce M. Selya
Trustee
St. Joseph Health Services of Rhode Island
Lifespan
CharterCARE Health Partners
Sheri L. Smith, PhD
Vice Chair Trustee
Roger Williams Medical Center
Charles S. Kinney
President & CEO George A. Vecchione
The Westerly Hospital President & CEO
Lifespan
President
Kenneth W. Washburn
Edward J. Quinlan Trustee
Memorial Hospital of Rhode Island
5
HOSPITAL SERVICES
Hospital Services
Behavioral Health
2011 Guide to Hospitals
Cardiac Care
Acute Care Hospital Services
Clinics
Provided
Community Education in Rhode Island
Diagnostic Imaging During 2010
Emergency Department Discharges
Home Health Care
125,644
Inpatient Care Births
Intensive Care 11,827
Laboratory Emergency Dept. Visits
Long-Term Care 436,631
Neonatal Intensive Care
Ambulatory Surgeries
Obstetrics 73,429
Oncology
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Inpatient Surgeries
Outpatient Care 33,695
Pediatrics
Preventive Care
Rehabilitation
Research
Surgery
Women’s Health
Landmark Medical Center
115 Cass Avenue
214
Woonsocket, RI 02895 Licensed Beds
(401) 769-4100
www.landmarkmedical.org 43,082
Emergency Department
Visits
6,904
Admissions
Landmark Medical Center
5.30 days
Average Length of Stay
$6.1 million
Jonathan N. Savage, Esq. Uncompensated Care
Special Master
Richard R. Charest $120 million
President Total Patient Revenue
Landmark Medical Center (LMC) is a non-profit, full service health care
network serving northern Rhode Island and neighboring Massachusetts
communities. The Woonsocket Unit, a 214-bed acute care hospital, pro-
747
vides emergency, diagnostic, medical, surgical, psychiatric, oncologic Employees (FTEs)
and obstetric care. As well, LMC operates a diagnostic and interventional
cardiac catheterization lab and offers on-site radiation therapy services
in partnership with 21st Century Oncology. The Fogarty Unit is the loca- 72%
tion of Landmark’s Spine Center and Occupational Health Department, Employees Living in
and offers diagnostic services including MRI and digital mammography.
The Fogarty site is also the location of the wholly owned Rehabilitation
Local Community
Hospital of Rhode Island (RHRI). RHRI is the state’s only free-standing
hospital dedicated exclusively to acute rehabilitation.
83%
Employees Living in
Rhode Island
Information Contact:
Gina Harwood, Public Relations Manager
Phone: (401) 769-4100 ext. 2773
Email: gharwood@landmarkmedical.org
7
HOSPITAL FINANCES
Hospital Finances
Our hospitals’ mission to deliver comprehensive, high-quality health care services to the people of Rhode
Island and southeastern New England continues to be challenged. Inadequate reimbursement and neg-
2011 Guide to Hospitals
ligible margins are threatening the financial viability of our hospitals.
5%
Operating Margins
4.6%
4%
3.3%
3% 3.2%
2.7%
2%
1%
0.3%
HARI
0
United States New England Massachusets Connecticut Rhode Island
Source: AHA Hospital Statistics, 2011 Edition
Other statistics highlighting hospitals financial struggles include:
• In recent years, the majority of hospitals in the state have reported operating losses
• Hospitals in Rhode Island continue to report margins well below regional and state averages
• Hospitals are unique with no ability to raise prices or discontinue service
• Hospitals in Rhode Island are reimbursed 89¢ for each dollar of care provided to Medicare
patients, totaling a shortfall of $54 million each year.
• The margin per inpatient discharge (adjusted for case mix and wage index) in Rhode Island is a
loss of $391. This is far below the national average of a $100 loss or northeast average of a $74
profit.
Memorial Hospital of Rhode Island
111 Brewster Street 294
Pawtucket, RI 02860 Licensed Beds
(401) 729-2000
www.mhri.org 32,866
Emergency Department
Visits
Memorial Hospital of Rhode Island
6,573
Admissions
4.7 days
Average Length of Stay
$9.1 million
Francis R. Dietz Uncompensated Care
President & Chief Executive Officer
Celebrating 100 years of service, Memorial Hospital of Rhode Island is a $166.9 million
294-bed teaching center affiliated with The Warren Alpert Medical School
of Brown University. Memorial is the chief site for the medical school’s Total Patient Revenue
primary care academic program. Research focuses on primary care and dis-
ease prevention, including osteoarthritis, heart disease, cancer, pulmonary
function, maternal and child health and women’s health issues. Memorial 1,319
provides a full spectrum of health services for the people of Rhode Island Employees
and southeastern Massachusetts. Services include oncology, cardiology,
rehabilitation, pain management, obstetrics/gynecology, pediatrics, 24-hour
intensive care specialist coverage and diagnostics. Memorial offers primary 55%
care services in Pawtucket, Central Falls and Plainville, Massachusetts, an Employees Living in
adult day center, and home care program to provide a seamless system of
medical care. Local Community
Board of Trustees
81%
President & CEO - Francis Dietz
Chairman - William Hunt Employees Living in
Vice Chairman - Robert Andrade Rhode Island
Secretary - Edna Poulin
Assistant Secretary - Robert MacKenzie
Treasurer - William Kapos
Assistant Treasurer - Patrick Murray, Jr.
Donna Brady; Arthur DeBlois, III; Alfred Degen; Gary Furtado; Information Contact:
James Hahn; F. Paul Mooney; John Partridge; Virginia Roberts Marie Kessel, Vice President, External Affairs
Gregory Scown; Karl Sherry Phone: (401) 729-2929
Email: marie_kessel@mhri.org
Honorary Trustees - Donald Batty, Jr.; Allan Bellows;
Arthur DeBlois, Jr.; A. Austin Ferland; Raymond Ferland;
Roland Ferland; William Harty, Jr.; Paul Keating; Richard Misch;
Kenneth Washburn; Raymond Wynne
9
HOSPITAL FINANCES
Hospital Finances
The current economic climate has a significant detrimental effect on hospital finances. The cost of pro-
viding care continues to increase, hospitals’ ability to access capital has become increasingly challeng-
2011 Guide to Hospitals
ing, and the number of patients lacking resources to pay for their care is rising. In 2010, the amount of
uncompensated care provided by hospitals in Rhode Island exceeded $150 million.
2010 Uncompensated Care
Bad Debt
$62.4 Million
Charity Care
$94.3 Million
HARI
Source:Colorado DATABANK
The Miriam Hospital
164 Summit Avenue 247
Providence, RI 02906 Licensed Beds
(401) 793-2500
www.miriamhospital.org 52,710
Emergency Department
Visits
15,638
Admissions
4.51 days
Average Length of Stay
The Miriam Hospital
$15.6 million
Timothy J. Babineau, MD Uncompensated Care
President & Chief Executive Officer
The Miriam Hospital is a 247-bed, acute-care general hospital founded $353.5 million
by Rhode Island’s Jewish community in 1926. With nearly 900 physi- Total Patient Revenue
cians, the hospital offers particular expertise in cardiology, oncology, or-
thopedics, men’s health and minimally invasive surgery. The Miriam is
the only hospital in New England to be awarded Magnet Recognition for
Excellence in Nursing Services four times, is the first Joint Commission-
1,886
certified primary stroke center in the region, and is nationally renowned Employees (FTEs)
for its Women’s Cardiac Center. The Miriam also conducts major research
in behavioral and preventive medicine and is the primary site for the
Lifespan/Tufts/Brown Center for AIDS Research. The Miriam is a teach- 37%
ing hospital for The Warren Alpert Medical School of Brown University Employees Living in
and a founding partner of the Lifespan health system.
Local Community
Board of Trustees 85%
Employees Living in
President & CEO - Timothy Babineau, MD*
Executive Director - Arthur Sampson* Rhode Island
Chairman - Edward Feldstein, Esq.
Vice Chairman - Bertram Lederer
Secretary - Mary Jo Kaplan
Treasurer - Alan Litwin
Information Contact:
Lawrence Aubin, Sr.*; Emanuel Barrows; Edmund Bennett; Gail Leach Carvelli,
Jeffrey Brier*; Ellen Collis*; Penelope Dennehy, MD; Jonathan Elion, Manager, Media Relations
MD; Brian Goldner; Michael Hanna; Dayle Joseph, MS, EdD; Phone: (401) 444-5327
Phillip Kydd; Joseph MarcAurele; David Marcoux, MD; Michael Perik: Email: gcarvelli@lifespan.org
James Procaccianti; Fred Schiffman, MD; George Vecchione*;
Alfred Verrecchia*; Jane Williams, RN, PhD; Brian Zink, MD
*ex officio
11
CARING FOR RHODE ISLAND
Caring for
Rhode Island
Hospitals have an enormous impact on the communities they serve. The effect can be measured eco-
2011 Guide to Hospitals
nomically, in terms of jobs, income and business activity. It can also be measured socially, as hospitals
continually serve as the cornerstone to the community’s quality of life, providing tremendous com-
munity benefits. And of course, hospitals are the centerpiece of our state’s health care infrastructure,
with comprehensive services provided by highly trained professionals using best practices and tech-
nology.
In Rhode Island, it is central to the hospital mission that these services are provided to everyone, re-
gardless of their ability to pay. But hospitals’ mission also call for continually assessing a community’s
unique needs, collaborating with others and asserting the leadership necessary to create real and lasting
solutions. Community-based health care requires reaching out beyond the hospital corridors to offer
programs and services that lead to a healthier, safer state.
Through their implementation, support and management of charity care programs, public education ser-
vices, health fairs, screenings and much, much more, hospitals in Rhode Island have reached out to
meet the many needs of the communities they serve. Caring not just for health needs, but beyond,
hospitals contribute a vast amount of human and material resources toward improving the lives and qual-
ity of life for all Rhode Islanders.
Economic Impact
Hospitals in Rhode Island play an important role in the Ocean State’s economic viability and vitality
HARI
through expenditures and job creation. Increasing demand for health care has led to a growing hospi-
tal workforce and significant capital investments in hospital improvements, health information and
patient safety technology. The impact expands when hospitals purchase goods such as food and linens
or employees spend their wages on housing and clothing. These purchases support other Rhode Island
businesses and create additional jobs within the community. A strong, quality health care network, in
which hospitals play a significant role, also adds to the attractiveness of Rhode Island as a place to settle,
locate a business or retire. Highlights of hospitals’ impact on our state include:
• An estimated economic impact of $6.3 billion
• Maintaining a $1.7 billion payroll
• Providing 5% of the state’s private sector employment
• Paying 11% of the Rhode Island’s private sector payroll
• Spending more than $1.2 billion each year on goods and services
• Spending more than $180 million improving facilities to meet advances in patient care and
technology
Newport Hospital
11 Friendship Street 129
Newport, RI 02840 Licensed Beds
(401) 846-6400
www.newporthospital.org 31,590
Emergency Department
Visits
5,298
Admissions
4.84 days
Average Length of Stay
Newport Hospital
$6.2 million
August B. Cordeiro Uncompensated Care
President & Chief Executive Officer
Newport Hospital is a 129-bed community hospital offering a full range $103.7 million
of health care services, including: acute medical/surgical services, a mod- Total Patient Revenue
ern emergency department, outpatient services, surgery, an LDRP con-
cept birthing center, 24-hour emergency services, pediatrics, intensive/
critical care unit, comprehensive medical and physical rehabilitation 641
and wound care. The hospital’s Vanderbilt Rehabilitation Center is well
known throughout New England for its comprehensive inpatient and out-
Employees (FTEs)
patient medical and physical rehabilitation. Newport Hospital holds the
prestigious Magnet Designation for Excellence in Nursing Services from
the American Nurses Credentialing Center and Baby Friendly designation
73%
from the World Health Organization and UNICEF, and was recently certi- Employees Living in
fied a primary stroke center by the Joint Commission. Newport Hospital Local Community
is a partner in the Lifespan health system.
Board of Trustees 95%
Employees Living in
President & CEO - August B. Cordeiro
Chairman - Stephen P. Massed Rhode Island
Vice Chairman - Christine A. Gill, MD
Secretary - Suzette D. Schochet, Esq.
Treasurer - Frank Byrne*
David G. Bazarsky, Esq.; Peter M. DiBari; John H. Ellis; Information Contact:
Alan R. Feinberg, DMD; M. Lynne Francis, RN; Rita B. Gewirz; Gail Leach Carvelli,
David S. Gordon; Christopher J. Luttmann, MD; James A. Purviance; Manager, Media Relations
Kathleen H. Ross; Charles L. Stengel, MD; Leonard C. Taddei, DMD; Phone: (401) 444-5327
George Vecchione* (ex-officio); Alfred J. Verrecchia* (ex-officio) Email: gcarvelli@lifespan.org
* Non-voting
13
CARING FOR RHODE ISLAND
Caring for
Rhode Island
The mission of hospitals is to respond to the needs of the community, treating all citizens, at any time,
2011 Guide to Hospitals
regardless of their ability to pay. Hospitals provide more than $150 million in uncompensated care to
Ocean State residents each year. This includes charity care that was provided to the uninsured, bad debt
expenses from outstanding medical bills that patients could or would not pay, and shortfalls that occur
when Medicaid reimburses hospitals less than the cost of providing care to beneficiaries.
Hospitals have further demonstrated their commitment to Rhode Islanders by voluntarily increasing
the eligibility for free care to Rhode Island’s most vulnerable. Patients meeting a charity care guide-
line of 200% of the federal poverty level will receive care at our hospitals at no cost. In addition, staff
stands ready at every hospital to assist patients with determining their eligibility for this and other pro-
grams that will help ensure their families receive the medical care they need.
Uncompensated Care
Millions
0 $25 $50 $75 $100 $125 $150 $175
2007 $113.1
HARI
2008 $126.7
2009 $136.9
2010 $156.7
Source: Colorado DATABANK
Providence VA Medical Center
830 Chalkstone Avenue 73
Providence, RI 02908 Licensed Beds
(401) 273-7100
www.providence.va.gov 16,614
Emergency Department
Visits
3,412
Admissions
Providence VA Medical Center
4.6 days
Average Length of Stay
N/A (federal facility)
Vincent W. Ng Uncompensated Care
Medical Center Director
The Providence VA Medical Center provides high quality comprehensive $173.8 million
outpatient and inpatient health care to veterans residing in Rhode Island Total Patient Revenue
and southeastern Massachusetts. Each veteran who comes to the Medical
Center for care is assured personalized care by a team of health care pro-
viders. A primary care provider coordinates each patient’s medical care, 1,038
patient education needs and referrals to any of the Medical Centers’ 32
sub-specialty clinics. The Medical Center’s Ambulatory Care Program is
Employees (FTEs)
supported by a general medical and surgical inpatient facility that delivers
a broad range of services in medicine, surgery, and behavioral sciences.
Veterans can also avail themselves of the primary care services provided
22%
at the VA Primary Care Centers in New Bedford, MA, Hyannis, MA, and Employees Living in
Middletown, RI. Local Community
Board of Trustees 80%
Employees Living in
Medical Center Director - Vincent Ng
Associate Director for Operations - William Burney Rhode Island
Assoc. Director for Patient Care - Deborah Clickner, M.Ed., RN,
CNA, BC
Chief of Staff - Gregory Gillette, MD
Information Contact:
Tom Antonaccio, Public Affairs Officer
Phone: (401) 457-3369
Email: Thomas.Antonaccio@va.gov
15
QUALITY IMPROVEMENT
Quality Improvement
Here in the Ocean State you are hard pressed to travel more than five miles without crossing a bridge.
They are as central to our transportation system as back roads and highways. Whether crossing streams,
bays, rivers or roadways, bridges get us to where we want to go.
In health care, we move in just one direction – toward improved patient outcomes. In Rhode Island,
2011 Guide to Hospitals
hospitals participate in countless projects that work to accomplish this goal. The missions of these
initiatives include improving health literacy and cultural competency, standardizing surgical pro-
tocols, preventing infections, achieving greater transparency, and the list goes on, and on. Hospitals
commit immeasurable resources to these programs and are dedicated to achieving success.
These programs are examples of Rhode Island’s “Bridges to Patient Care Excellence.” Each helps to
move our hospitals toward their ultimate goal of improved patient care. The initiatives provide unique
opportunities for collaboration, learning, and resource sharing - all of which help to shape policies, ma-
terials and procedures that improve clinical outcomes. Programs and activities include:
• The Rhode Island Health Quality Performance Measurement and Reporting Program
• Hospital Compare
• The Institute for Healthcare Improvement
• Safe Care Transitions
• Adoption of a uniform surgical protocol
• The Rhode Island Health Literacy Project
• Unanimous participation in a patient safety organization
In 2005, the Hospital Association of Rhode Island partnered with the Rhode Island Quality Institute and
Quality Partners of Rhode Island to form the Rhode Island ICU Collaborative. Blue Cross & Blue
Shield of Rhode Island, UnitedHealthcare of New England and Neighborhood Health Plan of Rhode
Island have funded the project’s management costs and hospitals support the internal costs of the pro-
gram.
HARI
The Rhode Island ICU Collaborative has sought to improve efficiency, reduce costs, integrate the
science of safety, and improve staff, patient and family satisfaction. Through implementing proven
strategies the Collaborative has been effective in achieving its goal of improving care for ICU patients in
Rhode Island. Successes have included:
• Reducing central line-associated blood stream infections by 61 percent
• Lowering the occurrence of ventilator-associated pneumonia by 7.8 percent
• Sepsis mortality has declined by approximately 16 percent
Work with this Collaborative has positively impacted the care provided to patients in all 263 ICU beds
across the state. Hospitals in Rhode Island care for more than 16,000 patients each year in the ICU set-
ting. At last check, a conservative estimate of the impact of the ICU Collaborative revealed:
• $13 million in avoided costs
• 97 lives saved
• A reduction of 4,415 hospital patient days
Rhode Island Hospital
593 Eddy Street 719
Providence, RI 02903 Licensed Beds
(401) 444-4000
www.rhodeislandhospital.org 148,402
Emergency Department
Visits
35,453
Admissions
5.32 days
Rhode Island Hospital
Average Length of Stay
$68.6 million
Timothy J. Babineau, MD Uncompensated Care
President & Chief Executive Officer
Founded in 1863, Rhode Island Hospital is a private, not-for-profit hos- $918.7 million
pital and is the principal teaching hospital of The Warren Alpert Medical
School of Brown University. A major trauma center for southeastern New Total Patient Revenue
England, the hospital is dedicated to being on the cutting edge of medicine
and research. Many of its physicians are recognized as leaders in their re-
spective fields of cancer, cardiology, diabetes, emergency medicine and 5,885
trauma, neuroscience, orthopedics, pediatrics, radiation oncology and Employees (FTEs)
surgery. Rhode Island Hospital receives nearly $50 million each year in
external research funding. It is home to Hasbro Children’s Hospital, the
state’s only facility dedicated to pediatric care, which is ranked among 31%
the top 30 children’s hospitals in the country by Parents magazine. Rhode Employees Living in
Island Hospital is a founding member of the Lifespan health system.
Local Community
86%
Employees Living in
Rhode Island
Board of Trustees
President & CEO - Timothy Babineau, MD*
Chairman - Lawrence Aubin, Sr.
Vice Chairman - Edmund Bennett, Esq.
Treasurer - Michael Hanna
Information Contact:
Secretary - Jane Williams, RN, PhD Gail Leach Carvelli,
Manager, Media Relations
Emanuel Barrows; Jeffrey Brier*; Ellen Collis*; Penelope H. Dennehy, Phone: (401) 444-5327
MD; Jonathan Elion, MD; Edward Feldstein, Esq*; Brian Goldner; Email: gcarvelli@lifespan.org
Dayle Joseph, MD, EdD; Mary Jo Kaplan; Phillip Kydd;
Bertram Lederer; Alan Litwin; Joseph MarcAurele; David Marcoux,
MD; Michael Perik; James Procaccianti; Fred Schiffman, MD;
George Vecchione*; Alfred Verrecchia*; Brian Zink, MD
*ex-officio 17
WORKFORCE DEVELOPMENT
Workforce
Development
While the current economic climate has alleviated some of the current health care workforce shortages,
concern remains that shortages will persist in the coming years. Across the country and in Rhode Island,
2011 Guide to Hospitals
the demand for qualified professionals in the health care workforce will outstrip supply. Rhode Island
has an aging population and an aging health care workforce. The appropriate accommodations must
be made to ensure there is an adequate supply of appropriately trained health care workers to care
for our community.
Health Care Careers are Critical
• Hospitals are among the state’s largest private sector employers, accounting for one out of every
16 jobs.
• Hospitals increased their employment by 14% or 2,975 jobs, between 2001 and 2009.
• Employment growth in hospitals continued between 2007 and 2009, even as private sector em-
ployment declined as a whole.
• The Rhode Island Department of Labor & Training predicts 2,707 new jobs will be created in
hospitals from 2006-2016, accounting for 6% of the jobs created in the state.
2010 Average Wage
Private Sector
HARI
$41,320
in the thousands
Hospitals
$50,630
$10 $20 $30 $40 $50
Source: Rhode Island Department of Labor and Training
Roger Williams Medical Center
825 Chalkstone Avenue 220
Providence, RI 02908 Licensed Beds
(401) 456-2000
www.rwmc.org 24,196
Emergency Department
Visits
7,672
Roger Williams Medical Center
Admissions
4.69 days
Average Length of Stay
$7.4 million
Kenneth H. Belcher Uncompensated Care
President & Chief Executive Officer
Roger Williams Medical Center is a founding member of the CharterCARE $148.6 million
Health Partners system. Roger Williams, a teaching affiliate of Boston Total Patient Revenue
University School of Medicine, is a 220 acute-care bed hospital and offers
a full range of specialty services with a primary focus on cancer care and
elder services. Roger Williams is noted for its excellent cancer services, 1,591
including the state’s only bone marrow transplant unit. As a center for
geriatrics, Roger Williams provides a network of healthcare services for
Employees (FTEs)
older Rhode Islanders including Elmhurst Extended Care, a recognized
leader in innovative elder care. Roger Williams is home to a visiting nurse
program and other services through the hospital’s Home Care department.
29%
The hospital also provides acute and sub-acute care, geriatric assessment, Employees Living in
and home-based nursing, physical, occupational and speech therapy. Local Community
91%
Employees Living in
Board of Trustees Rhode Island
President & CEO - Kenneth Belcher
Chairman - Donald McQueen
Vice Chairman - Sheri Smith, PhD
Secretary - Gary Pannone, Esq
Treasurer - Michael Conklin, Jr., CPA Information Contact:
Brett Davey, Public Relations Director
Phone: (401) 456-2421
Karen Antman, MD; Mark Braun, MD; Christopher Chihlas, MD; Email: bdavey@rwmc.org
William Loehning; Abby Maizel, PhD, MD; Louis Mariorenzi, MD;
Charles Maynard; Ruth Scott, RN; Rev. Kenneth Sicard, OP, PhD
19
The Center for
Health Professions
THE CENTER
2011 Guide to Hospitals
The Center for Health Professions was launched in 2007
by the Health Partnership Council to promote quality
healthcare for individuals who live, work and seek care in
Rhode Island by advancing workforce development ini-
tiatives designed to grow and enhance the state’s profes-
sional healthcare workforce. Legislation establishing The
Center for Health Professions as the facilitator and coor-
dinator of statewide efforts to meet supply and demand
needs of Rhode Island’s health care workforce took effect
in 2009.
The Center for Health Professions helps ensure an adequate supply of health care professionals to meet
patient needs by:
• Serving as a repository for health care workforce supply and demand data
• Providing professional development opportunities and training
• Serving as a resource for health care workers seeking to reenter the workforce
• Providing industry-based nurses with an opportunity to explore the nursing faculty role
• Overseeing the Centralized Clinical Placement Registry to expand nursing students’ opportu-
nities to use skills and classroom applications in health care settings
• Coordinating statewide healthcare workforce initiatives
The Health Partnership Council (HPC) serves as the advisory board for The Center. The HPC, estab-
HARI
lished in 1998 and housed at HARI, provides opportunity for labor, higher education, employers and
state agencies to collaborate and strengthen our workforce
through retention and recruitment strategies.
Rhode Island is one of 33 states that have developed
similar centers, which have been successful in leveraging
resources to complement existing initiatives and reduce
duplicative efforts.
South County Hospital Healthcare System
100 Kenyon Avenue 100
Wakefield, RI 02879 Licensed Beds
(401) 782-8000
www.schospital.com 26,657
Emergency Department
South County Hospital Healthcare System
Visits
5,278
Admissions
3.87 days
Average Length of Stay
Louis R. Giancola
$3.2 million
President & Chief Executive Officer Uncompensated Care
South County Hospital, a 100-bed acute care hospital, is at the core of the
South County Hospital Healthcare System, a family of services offering $104.9 million
inpatient, outpatient, and home healthcare. The Hospital’s modern facili- Total Patient Revenue
ties include a state-of-the-art Emergency Department, Intensive Care Unit,
The Women & Newborn Care Unit with private LDRPs, a 3-story medical/
surgical wing, and Orthopedics unit. All inpatient rooms are private. Out-
patient programs include Cardiopulmonary Rehabilitation; Wound Care;
649
Anticoagulation Management; Infusion Therapy; and Radiation Therapy, Employees (FTEs)
to name a few. The Outpatient Diagnostic Center features the latest in
imaging technology. Free wellness programs and screenings are offered
throughout the year, covering Diabetes Management, Childbirth Education, 45%
Osteoporosis, Prostate Cancer, Breast Cancer, Heart Disease, and more. Employees Living in
The active and consulting medical staff includes 230 physicians, Board
Certified or Board Eligible in more than 40 specialties. Local Community
Board of Trustees
President & CEO - Louis Giancola*
97%
Chairperson - Eve Keenan, RN, EdD Employees Living in
Vice Chairperson - M. Beverly Swan, Ph.D. Rhode Island
Secretary - Claire Wilcox
Treasurer - Joseph Matthews
Irwin Birnbaum, Esq.; Kathleen Cassin, MD; Stephanie Chafee, R.N.,
MBA; Edward Cimilluca; Duncan Cocroft; Nitin Damle, MD;
Information Contact:
Laura Harris; John P. Heffernan, M.D; Maureen Moakley, Ph.D.; Martha Murphy, Public Relations
Robert Panoff; Leon Puppi, MD*; Henry Sharpe, III; Russell Shippee; Phone: (401) 788-1606
Meg Sisco*; The Honorable Ernest Torres; Thomas Warcup*, DO; Email: mmurphy@schospital.com
* ex-officio
Honorary Trustees - Doris Manganaro; Roland Richards
21
EMERGENCY PREPAREDNESS
Emergency
Preparedness
The important role of hospitals in emergency response has been proven time and time again in our state.
2011 Guide to Hospitals
From planning for pandemic flu to responding to historic flooding in 2010, hospitals and state govern-
ment frequently collaborate in the public interest. Such actions are rarely visible, but produce coordinated
services to benefit all Rhode Islanders.
The work of preparing for an emergency is never complete. There are always new technologies, resources
and scenarios. In addition, new personnel and updated equipment call for ongoing drills and exercises
to test the plans that have been put in place. Emergency preparedness is a responsibility hospitals take
seriously.
Hospital Preparedness Planning Committee
The Hospital Preparedness Planning Committee (HPPC) was established in 2000 and continues to
serve as a forum for cooperation and collaboration among hospitals, the Rhode Island Department of
Health (HEALTH), the Rhode Island Emergency Management Agency, and other appropriate agencies
and organizations. The committee’s mission is the development of a networked plan of cooperation
and interaction involving the response of all hospitals and other health care facilities in the state to a
public health crisis, including bioterrorism. The goals of the HPPC include:
• Review and continually assess emergency planning activities of hospital, other health care
facilities and emergency response agencies.
• Identify needed resources and training to produce a networked plan of cooperation and inter-
action in a public health crisis.
HARI
• Coordinate and integrate external hospital
emergency planning and response efforts.
• Develop a networked plan for response in
Rhode Island.
• Serve as a forum for hospitals to share
“best practices” on key emergency pre-
paredness functions.
• Assist in policy development and process
implementation of standardized approaches
to issues across the state’s health care
system.
• Work to fulfill the requirements of the Hos-
pital Preparedness Program.
St. Joseph Health Services of RI
200 High Service Avenue
386
North Providence, RI 02904 Licensed Beds
(401) 456-3000
www.saintjosephri.com 29,757
Emergency Department
Visits
8,516
St. Joseph Health Services of RI
Admissions
6.95 days
Average Length of Stay
$6.6 million
Kenneth H. Belcher Uncompensated Care
President & Chief Executive Officer
St. Joseph Health Services of Rhode Island is the corporate parent of Our $153 million
Lady of Fatima Hospital and a founding member of CharterCARE Health Total Patient Revenue
Partners.
Under the sponsorship of the Catholic Diocese of Providence, Fatima 1,715
Hospital is a 327-bed acute care community medical center providing a
spectrum of care, including critical care, inpatient and outpatient surgery,
Employees (FTEs)
an endoscopy center, adult and geriatric psychiatry, 24/7 emergency care
and a range of specialty services. Fatima is home to the Southern New
England Rehabilitation Center, a joint venture with Rhode Island Hospital
26%
for acute rehabilitation care. Fatima also hosts the St. Joseph School of Employees Living in
Nursing. St. Joseph Health Services also operates its Center for Health Local Community
and Human Services in South Providence, a nationally recognized urban
primary and specialty care provider, including the state’s busiest pediatric
dental program. 92%
Employees Living in
Rhode Island
Board of Trustees
President & CEO - Kenneth Belcher
Chairman & Treasurer - Reverend Monsignor Paul Theroux, JCL
Secretary - Reverend Monsignor William Varsanyi, J.C.D.
Information Contact:
R. Otis Brown, Vice President, Public Affairs
Kenneth Belcher; Steven Colagiovanni, MD; Peter DeBlasio, Jr., MD; Phone: (401) 456-3070
Reverend Robert Forcier; Joseph Mazza, MD; Ellen McCarty, PhD, RN; Email: obrown@saintjosephri.com
Nancy Rogers; Joseph Samartano, Jr. DDS; Matthew Smith
Honorary Trustees - J. Joseph Garrahy; Most Reverend Louis Gelin-
eau; Most Reverend Salvatore Matano; Most Reverend Robert Mulvee;
Rita Murphy, RN
23
CANCER REGISTRY
Cancer Registry
2011 Guide to Hospitals
The HARI Cancer Information System maintains the Rhode Island Cancer Registry, a statewide sur-
veillance database related to Rhode Island's cancer patient population. This work is performed under
contract and collaboration with the Rhode Island Department of Health. HARI staff members conduct
the day-to-day operations of the Registry, making sure the data are accurate, complete, and “fit for use.”
HARI then provides updates to the Rhode Island Department of Health on a quarterly basis.
Since 1986, the database has contained important demographic and clinical information on all persons
diagnosed with cancer in Rhode Island. Patient information is collected from the cancer registries in area
hospitals, freestanding radiotherapy treatment centers and pathology laboratories licensed by the State
of Rhode Island. All are mandated, under state law, to report according to the Rules and Regulations
Pertaining to the Rhode Island Cancer Registry. The Department of Health uses the cancer data to guide
its cancer control programs and to provide researchers with information. Some statistics are available on
the Rhode Island Cancer Registry website. Customized data are made available by request.
In addition to performing data quality control, HARI staff works closely and collaboratively with area
hospital tumor registrars, helping them maintain strong in-house cancer registries. Technical assistance
and data are provided to the hospitals on a routine basis.
The database currently contains 22 complete years of data including more than 173,000 cases diagnosed
in the state.
The Rhode Island Cancer Registry has been awarded the "gold standard" for twelve consecutive years
HARI
by the North American Association of Central Cancer Registries, the accrediting body for central cancer
registries. The accreditation process involves the examination of six distinct areas of data quality, com-
pleteness and timeliness. Rhode Island consistently meets the highest standard, the "gold standard," in
all six criteria.
In 2011, the Rhode Island Statewide Cancer Registry was one of ten selected to participate in a Centers
for Disease Control and Prevention initiative to improve health outcomes by providing evidence to en-
hance patient and provider medical decisions. Rhode Island will receive more than $1.2 million in fund-
ing to establish a specialized registry to expand and enhance data collection policies and procedures.
The registry dataset will be expanded to include biomarkers and systemic regimens/drugs. A standard
data collection protocol for race and ethnicity data will also be established to improve the quality of in-
formation available. In addition, the reporting of data will be extended to treatment facilities, physician
practices and clinical laboratories. The enhanced information will enable researchers to improve health
outcomes by developing evidence-based information about the effectiveness of different treatments.
The Westerly Hospital
25 Wells Street 125
Westerly, RI 02891 Licensed Beds
(401) 596-6000
www.westerlyhospital.org 24,900
Emergency Department
Visits
4,543
Admissions
3.89 days
The Westerly Hospital
Average Length of Stay
$3.3 million
Charles S. Kinney, FACHE Uncompensated Care
President & Chief Executive Officer
The Westerly Hospital is a 125-bed hospital that provides Washington (RI) $90.5 million
and New London (CT) County residents a wide array of medical, surgical, Total Patient Revenue
laboratory and rehabilitative services using state-of-the-art technology in
an intimate, community hospital setting. With 135 primary and specialty
physicians dedicated to the patients they serve, the hospital has earned 611
one of the highest patient satisfaction rankings in the country. From birth,
through emergencies and advanced procedures, the hospital serves the en-
Employees (FTEs)
tire community with family-centered medical care that’s leading edge, yet
respectful, compassionate, committed and accountable to our patients.
65%
Board of Trustees Employees Living in
Local Community
President & CEO - Charles Kinney, FACHE*
Chairman - William McKendree
1st Vice Chairman - Martha Hosp 76%
2nd Vice Chairman - Allen Leadbetter, MD
3rd Vice Chairman - Fred Allardyce Employees Living in
Treasurer - Jeanne LaChance* Rhode Island
Secretary - Maureen Carboni*
President of the Medical Staff - George Bourganos, MD*
John Casey; David D’Eramo, PhD; David Devault; Leonard Edwards;
Maureen Fitzgerald; John Gorby; Richard Holliday;
Christopher Lehrach, MD; David Nelson; Mary Jo Orsinger; Information Contact:
Nick Stahl, Spokesperson
Barbara Perino Phone: (401) 637-4710
Email: nstahl@westerlyhospital.org
Honorary Trustees - Robert Brockmann; Thomas Moore, Jr.;
Henry Nardone
*ex-officio
25
Notes
HARI
100 Midway Road, Ste. 21
Cranston, RI 02920
401-946-7887
www.HARI.org