Griffin Hospital
130 Division St
Derby CT 06418
Contact Information
Address 130 Division St
Derby, CT 06418-
Telephone (203) 735-7421 x
Fax 203-732-1311
E-mail info@griffinhealth.org
Web and Social Media
Mission

 Griffin Hospital’s mission is to provide personalized, humanistic, consumer-driven health care in a healing environment; to empower individuals to be actively involved in decisions affecting their care and well-being through access to information and education; and to provide leadership to improve the health of the community it serves.

 The Griffin Hospital of today can be characterized as a leading innovator in the healthcare field, grounded in a commitment to treating the whole person, to facilitating a superior patient experience, and to ensuring the highest levels of patient safety and medical outcomes. Griffin Hospital is known for creating its own future, rather than simply reacting to its environment, and to providing services in a way that anticipates and exceeds the highest expectations of those served. Seeking wholeness, rather than fragmentation, the physicians, staff and volunteers at Griffin Hospital are dedicated to rendering care that encompasses the mind, body and spirit and emphasizes prevention and wellness with a simple goal: to help members of the community Griffin serves live the happiest, healthiest lives possible.
 
 Griffin has been the recipient of numerous quality, value and patient experience awards Griffin has received from the various national organizations that measure and monitor hospital performance. These awards recognize the exemplary care and service that Griffin’s talented and dedicated staff deliver to each and every patient served consistent with Griffin’s Planetree Patient-Centered Care model.
 
 Griffin is the only Connecticut hospital named a Top Quality Performer by The Joint Commission in 2011, the leading accreditor of health care organizations in America. Griffin was recognized for achieving top quality thresholds for all of the measures for which it was eligible: Heart Attack, Heart Failure, Pneumonia and Surgical Care. Of the 405 top performer hospitals only 162 (40%) achieved recognition in all four measures. This would put Griffin in the top 5% of the nation’s hospitals.
At A Glance
Year of Incorporation 1909
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. Patrick Charmel
Board Chair Mr. Gerald T. Weiner
Board Chair Company Affiliation Attorney
Financial Summary
 
Projected Revenue $137,037,379.00
Projected Expenses $135,739,574.00
Statements
Mission

 Griffin Hospital’s mission is to provide personalized, humanistic, consumer-driven health care in a healing environment; to empower individuals to be actively involved in decisions affecting their care and well-being through access to information and education; and to provide leadership to improve the health of the community it serves.

 The Griffin Hospital of today can be characterized as a leading innovator in the healthcare field, grounded in a commitment to treating the whole person, to facilitating a superior patient experience, and to ensuring the highest levels of patient safety and medical outcomes. Griffin Hospital is known for creating its own future, rather than simply reacting to its environment, and to providing services in a way that anticipates and exceeds the highest expectations of those served. Seeking wholeness, rather than fragmentation, the physicians, staff and volunteers at Griffin Hospital are dedicated to rendering care that encompasses the mind, body and spirit and emphasizes prevention and wellness with a simple goal: to help members of the community Griffin serves live the happiest, healthiest lives possible.
 
 Griffin has been the recipient of numerous quality, value and patient experience awards Griffin has received from the various national organizations that measure and monitor hospital performance. These awards recognize the exemplary care and service that Griffin’s talented and dedicated staff deliver to each and every patient served consistent with Griffin’s Planetree Patient-Centered Care model.
 
 Griffin is the only Connecticut hospital named a Top Quality Performer by The Joint Commission in 2011, the leading accreditor of health care organizations in America. Griffin was recognized for achieving top quality thresholds for all of the measures for which it was eligible: Heart Attack, Heart Failure, Pneumonia and Surgical Care. Of the 405 top performer hospitals only 162 (40%) achieved recognition in all four measures. This would put Griffin in the top 5% of the nation’s hospitals.
Background
 Griffin Hospital was founded in 1909 with the support of community leaders who were convinced that the six-town Valley region should have its own hospital. Today the non-profit Griffin Hospital is a 160 bed hospital with over 7,700 annual admissions, more than 186,000 outpatient visits, and just over 1,350 employees. 
 Fundamental to Griffin’s philosophy is empowering patients to become active participants in decisions affecting their care and well being. Griffin is distinguished for providing patient-centered care via the Planetree Model, for outstanding community service, and for commitment to research and education. Griffin became the first member of the Planetree affiliate network in 1992 and soon after opened the first patient care building in the country designed and built based on Planetree design principles.
 
 Services at Griffin are shaped by Planetree, a model of healthcare that is patient-centered, informative, empowering and holistic. Every aspect of the Griffin experience – our welcoming and comfortable interiors, patient education and active participation in decisions affecting their care and well being and above all, exceptional clinical care – is designed to foster healing and wellness for patients and their loved ones.

 Griffin is a teaching hospital and research center and offers outstanding post graduate medical education in internal and preventive medicine. Griffin is a teaching affiliate of the Yale University School of Medicine where many of Griffin’s physicians hold teaching positions. 

 Griffin Hospital is the home of the Yale-Griffin Prevention Research Center (PRC). The Center is one of thirty-two PRC’s funded by the Centers for Disease Control and is the only one that is hospital rather than university based. The goal of all PRCs is to develop innovative approaches to health promotion and disease prevention that will directly benefit the public’s health.

 Griffin’s strategic plan will determine its course for the period 2013 through 2016. The Board adopted strategic plan challenges the organization to reach for higher levels of performance and achievement and to overcome the many obstacles impeding today’s hospitals and health care organizations including the most challenging – financial performance. It also considers the implications of health care reform and its impact on Griffin Hospital’s operation.

 

Impact

The Hewitt Center for Breast Wellness opened in 2011 and provides world class breast care in a patient-centered environment. The Center combines state-of-the-art technology, featuring the latest in digital mammography, diagnostic, and the most advanced, minimally invasive biopsy equipment available; a team of highly trained physicians and staff, and a Planetree healing environment to offer our patients a comprehensive range of personalized breast care and wellness services. 

 Also in 2011, Griffin Hospital was named one ofthe nation’s top performers on key quality measuresby The Joint Commission, the leading accreditor of healthcare organizations in America. Of the 405 top performer hospitals only 162 (40%) achieved recognition in all four measures. This put Griffin in the top 5% of the 3,099 hospitals submitting data to The Joint Commission.

 In the spring of 2012, launched The Valley Initiative to Advance Health and Learning in Schools (VITAHLS to develop, implement, evaluate, and sustain a Valley-wide school-based childhood obesity prevention program to reduce the prevalence of obesity in students in grades Pre-K – 12. Now in its second year, the program is in various stages of development at schools across the Valley. Griffin Hospital is committed to continuing implementation assistance, and dedicated the net proceeds of its annual gala (over $110,000) to help support the program. Soon the hospital will hire a coordinator / researcher who will collaborate with colleagues in the Valley Schools to take the program to its next level of development

Needs

 Griffin Hospital’s primary need is to enhance its current Interventional Radiology Suite (IR Suite) with state-of-the-art technology that will enable the hospital to conduct essential, minimally invasive surgical procedures that diagnose and treat a range of diseases. By upgrading the IR Suite and creating new patient and staff areas to house the equipment, Griffin will simultaneously be laying the groundwork and technical infrastructure needed to create a future proposed project: a Cardiac Catheterization Lab and Angio Suite, which will require authorization from the State of Connecticut via a Certificate of Need in order to proceed (an application process is currently underway). 

 State-of-the-art equipment and updated medical and information technology are critical needs for a hospital to run efficiently and provide exceptional patient care. Therefore, acquisition of new products is a continual process. 

 Unrestricted funds are needed to support the ongoing operational needs of the hospital.

 

CEO Statement

Griffin Hospital marked its 20thyear as a Planetree hospital in 2012, which was a year filled with accomplishments, challenges, and change. Perhaps most notably, the hospital implemented several initiatives to prepare for the new era of healthcare driven by the Patient Protection and Affordable Care Act.

 Some accomplishments include:  CareChex ranked Griffin #1 in Connecticut for Overall Medical Care and Major Neuro-Surgery, and the Commission on Cancer (CoC) of the American College of Surgeons awarded the hospital’s Center for Cancer Care with its second consecutive three-year accreditation.  The hospital was also awarded the “Get With The Guidelines® - Stroke Silver Plus Quality Achievement Award” by the American Heart and American Stroke Associations for ensuring stroke patients receive treatment according to national standards. In addition, Griffin earned Baby-Friendly® Designation from the World Health Organization and UNICEF for its Childbirth Center in recognition of its optimal level of care for infant feeding.

 The Hewitt Center for Breast Wellness introduced Tomosynthesis 3D Mammography in 2012, the most advanced digital mammography system available, which increases the detection of invasive cancers by 40% and decreases false positives by 15%, continuing the hospital’s efforts to invest in state-of-the-art technology to improve patient outcomes.  The operating room acquired the O-arm® Surgical Imaging System, which enables surgeons to perform less invasive spine, orthopaedic, and trauma-related surgeries procedures and confirm the precision of advanced surgical procedures before the patient leaves the operating room, and the Childbirth Center introduced the PeriCALM system, which improves the safety of labor and delivery by analyzing fetal heart rate, contractions and labor progress for potential birthing problems.

 The hospital’s commitment to seeking accreditation and ensuring that its clinicians have access to the latest clinical tools to provide care is part of Griffin’s commitment to patient safety and quality. This was reflected in the Centers for Medicare and Medicaid Services’ Quality Core Measures scores and its overall patient experience score.

 While by no means all-inclusive, this summary of 2012 accomplishments provides a representative snapshot of what took place during what was a very eventful year.  As a result, the collective efforts of the Griffin family have the hospital well-positioned for both the known and unforeseen challenges of the future. 

Board Chair Statement
 Over the past 18 years the Strategic Affairs Committee of the Board has produced and recommended to the Board a strategic plan that guided senior management and the direction of the hospital over a three year horizon.  The current three year plan ended in 2012 and the Strategic Affairs Committee is engaged in the process of developing a new three year plan.  However, what was always an intense and challenging undertaking has now become a daunting proposition – there are so many moving parts, uncertainties and uncharted waters.  Regulations to implement the close to 1,000 pages of the Patient Protection and Affordable Care Act (PPACA) are still being promulgated.  Some that have been adopted have already been amended or changed, in some cases significantly. 

 

The real impact of the Affordable Care Act on hospitals and the nation’s healthcare system is still unknown.  What we do know is that the Act is aimed primarily at decreasing the number of uninsured Americans and reducing the overall costs of health care.  It is still not clear though how that will be achieved and what the impact will be on hospitals.  Additional reforms are aimed at improving healthcare outcomes and streamlining the delivery of health care. It is clear though that reimbursement to care providers from both government and commercial payers will shift dramatically to payment based on population health, decreasing unnecessary health services, quality, patient safety and the patient experience which might be called the “value proposition.”

 

The Strategic Affairs Committee must factor all of these into the next strategic plan as well as the environmental factors that will likely dramatically change Connecticut’s hospital playing field.  The consolidation of the state’s hospitals into large systems and the acquisition of some by national for-profit companies are both escalating rapidly, and the impact on the marketplace, the competitive environment, and Griffin must be considered.

 

On the positive side of the ledger,  Griffin leads the state in aggregate scores on the 27 CMS/Medicare quality measures which are part of the pay- for-performance system that will financially reward top performing hospitals.  Griffin is the only hospital in the state to be designated a “Top Performer on Key Quality Measures” by the Joint Commission. Griffin Hospital was recognized by The Joint Commission based on data reported about evidence-based clinical processes that are shown to improve the effectiveness of care for certain conditions including heart attack, heart failure, pneumonia and surgical care.  This put Griffin in the top 5% of the 3,099 hospitals submitting data to The Joint Commission.

 

Through a relentless pursuit of excellence for more than two decades, Griffin Hospital has become the hospital of choice for the majority of residents who count on our efficient, high quality and personalized care.  Griffin will continue to invest in technology and services that expand our capability to meet the needs of those we serve and maintain our industry leading performance in the areas of quality, safety, patient satisfaction and efficiency of care.  This is a formula that has worked in the past and will continue to work no matter how much change occurs in the healthcare world.

Service Categories
Primary Organization Category Health Care / General Hospitals
Areas Served
Ansonia
Bethany
Derby
Lower Naugatuck Valley
Milford
Orange
Oxford
Seymour
Shelton
Woodbridge
Griffin Hospital serves the towns that comprise the Lower Naugatuck Valley including Ansonia, Derby, Seymour, Shelton, Oxford and Beacon Falls and surrounding towns including Bethany, Middlebury, Milford, Monroe, Naugatuck, Orange, Prospect, Southbury, Stratford, Trumbull, Woodbridge and Woodbury.
Programs
Description

 Consistent with Griffin Hospital’s mission to improve the health of the community it serves, the Department of Community Outreach and the Valley Parish Nurse (VPN) program extend the hospital’s reach well beyond its walls. The nurses providefree health screenings, informational resources, links to healthcare, wellness and safety programs, education, and supportive services to community members throughout the Valley.  TheNurses do not work in offices, rather in the hearts of the neighborhoods they serve, identifying shortages and problems, and linking adults and children with the services and resources that can best help them. In 2007, Griffin expanded its visibility and was able to effectively and efficiently reach more community members with the addition of a state-of-the-art, 29-foot Mobile Health Resource Van. The van visits approximately 35 sites a month, and is present at virtually every other fair, festival, and community gathering in the Valley. 

 

Population Served Children and Youth (0 - 19 years) / Families /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

During 2012, the Community Outreach department and the Parish Nurses made more than 50,000 contacts in the community and made nearly 22,000 referrals and/or recommendations. They performed 8,300 health screenings, which can help identify problems when they are most treatable, provided more than 600 bicycle helmets and over 300 car/booster seats at no cost. Of the 8,300 screenings two people were sent to the emergency department, with 680 needing to see their doctor for a health issue identified by one of the nurses.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The Valley Parish Nurses make significant contributions to the health, safety and wellness of the lives of many in the Valley community. They listen and help people on a variety of issues. They comfort and refer parents and children who are coping with illness, financial strain and family domestic issues. They educate parents and children show who are at risk for Internet predators. They meet and counsel elderly people who are struggling amid the problems and complications of aging. They educate parents and children on topics such as bike safety and many preventable unintentional childhood injuries. The nurses are also part of the Local Prevention Council for three of the six Valley towns, working toward educating children of the hazards of alcohol, tobacco, and drugs. In conjunction with the Boys and Girls club, the Valley Parish Nurses host the largest Children’s Health & Safety fair, working with 100 volunteers and more than 2,000 participants.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The Valley Parish Nurse Program is directed by Daun Barrett who was also a guiding force in its early design and evolution. Daun is active in the community and has been the recipient of numerous service recognition awards.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

A mom shared her story about how her trailer caught on fire, but everyone was able to escape thanks to the “Smoke House” education program at the Children’s Health and Safety Fair. The “Smoke House” is filled with water vapor to simulate smoke and children practice how to get out of a burning building. Using what they learned from this exercise, the children and mother were able to escape unharmed. 

 

Another story came from a woman who came for a simple “blood pressure check” and ended up being rushed to the hospital. During her visit the nurse identified stroke factors and quickly determined that something was very wrong. Because of this immediate action, the impact of a beginning stroke was significantly diminished.

Description

 The Valley Breast Wellness Initiative provides free screening mammograms to women in the greater Valley area regardless of their ability to pay.  The Community Outreach department and Valley Parish Nurses maintain a presence in neighborhoods, businesses, churches, health clubs, etc., in the greater Valley area, providing outreach and education to all women about the importance of breast wellness and early detection.  The encourage women to get a mammogram and help navigate patients through the local healthcare system, working in tandem with partnering organizations, including the Cornell Scott Hill Health Center in Ansonia, Planned Parenthood in Shelton and the Hewitt Center for Breast Wellness at Griffin Hospital in Derby.

 

Population Served Females / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

In some cases, an abnormality was discovered after a breast screening. These women were able to receive additional testing and in a couple of rare cases, treatment which helped save their lives.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The Community Outreach Director, Daun Barrett and the Director of Radiology, Christine Cooper oversee this initiative.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.  There are many stories of women who are uninsured or underinsured, who are so grateful that they are able to receive a free mammogram at no cost, they literally break down in tears. In one instance, we were able to save a woman’s life. An abnormality was detected in her screening mammogram and a biopsy proved late stage breast cancer. She underwent surgery and a treatment plan that ultimately saved her life.
Description

 Recently, Griffin Hospital received a generous grant from an individual donor to launch a new Clinical Pastoral Education Program for Healthcare Professionals. The purpose of the Clinical Pastoral Education (or CPE) initiative is to provide healthcare professionals with clinical and classroom training in how to incorporate spirituality into the care they provide their patients. Griffin Hospital’s Pastoral Education Director, JoClare Wilson, has developed a protocol for training in how healthcare professionals 1) can identify how patients’ beliefs and values are integral to the whole person (mind, body system), and 2) can integrate their own spirituality in their professional practice in a manner that is helpful in human interaction/relationships. Once the initial program is complete and the evaluation findings analyzed, the model will be available to Planetree affiliates throughout the growing network. 

 

Population Served Adults / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.  Student recruitment for the initial course offering is almost complete, and the 8 week program is scheduled to begin in May. The curriculum has been finalized, and the evaluation protocols have been developed.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

Because the program has not yet fully launched, we do not have long term success outcomes to report at this time. Ultimately, thegoals of the CPE will be accomplished in five ways:

 

·        Enhancing the quality of spiritual care provided to patients and families in both hospitals.

·        Offering training in pastoral skills to nurses at Griffin Hospital.

·        Building a pool of trained healthcare providers who can serve as models of culturally sensitive leadership for provider populations

·        Reducing the level of occupational stress that nursing staff experience

·        Enabling Planetree hospitals, all of which have high standards for the incorporation of spirituality into the care they provide, to realize that vision by empowering staff with the tools they need to incorporate the spiritual dimension of care into their own particular professional discipline in order to enhance the overall care of the patient.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The CPE for healthcare professionals is run by JoClare Wilson, Director of Pastoral Care. Program evaluation will be conducted by the Yale-Griffin Prevention Research Center staff.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Stories will be available once the course is underway and students have had an opportunity to apply their new training clinically.

Description

 With the help of the Valley Community Foundation, Griffin Hospital launched a pilot project to develop and evaluate a comprehensive, interdisciplinary Cancer Survivorship Program as part of the array of services offered by the hospital's new Center for Cancer Care. The goal of the pilot project is to prepare patients to meet their unique medical, psychological, and lifestyle needs as they complete active cancer treatment and transition into a new life journey: Cancer Survivorship. Through the provision of one-on-one consultations, the creation of long term care plans, classes, support groups, lectures, and specialized physical therapy sessions, the program is empowering patients as they move forward into the next phase of their lives.

 

Population Served Adults / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.  Successful implementation of the program and obtaining positive feedback from patients and providers is already guiding our efforts, and formal evaluation findings will round out remaining improvements. Already the program is having a positive impact on staff and patients alike. Twenty six of our staff (from Radiology to Navigators to Physical Therapists and Nurses) have undergone STARS training and already are better equipped to help our patients. One of our Breast Cancer Physical Therapy classes is so popular that we have a waiting list for entry. The group has become so well bonded that they have begun to socialize and support each other on a personal level outside the PT class itself.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

Our long term success will be manifest after findings are analyzed in the summer of 2013, program improvements made, and participant (and their PCP) feedback is fully embraced.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.  The program evaluation is being conducted by the Yale-Griffin Prevention Research Center. Program directors are Carrie O’Malley,R.N. CCM, CHPN, OCN, Patient Navigator at the Center for Cancer Care, and Donna Hayes, LCSW, Social Worker and Coordinator of the Survivorship Program.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Our Survivorship patients have expressed great satisfaction with the education they are receiving because they are now better able to report fully about their health to their physicians. Patients are grateful for the treatments and resources available to help manage some side effects of treatment and to improve their quality of life. We are seeing improved confidence, spiritual “uplift”, and increased engagement in personal healthcare planning. We have received feedback that patients feel an increased sense of mastery over their new lives, and we are watching our patientsbond with each other as they partake in lectures, group support, and training and exercise programs.

Program Comments
CEO Comments
 Health Care Reform will alter how health care organizations operate, how they compete, how they exist and perhaps their culture and values. While it might be overly dramatic to say that everything has changed with the passage of health care reform, it can certainly be said that the health care system of the future will not be the same as today’s. A stronger focus will be placed on paying hospitals and physicians for quality outcomes and eliminating unnecessary utilization. Insurers will be highly regulated but have access to new customers through health exchanges. Individuals and businesses will face the choice of providing and paying for health coverage or paying penalties. Health care reform is big and comprehensive, and it will affect nearly all parts of the health care system especially hospitals. The number of Medicaid recipients will increase by more than 40% from 2010 to 2019, requiring hospitals to operate on Medicaid rates that are in most states, including Connecticut, much lower than costs. New reimbursement models favor hospital and physician alignment, including physician employment, over traditional practice models. Bundled payments, accountable care organizations, medical homes, reduced admissions, and quality based reimbursement will require hospitals and physicians to become partners. Hospitals with poor quality metrics could be penalized millions of dollars a year and suffer reputational damage as metrics are published on line, which is now the most popular place for consumers to seek health information. Hospital quality information will move beyond the organization and government websites to health websites, consumer advocacy websites as well as become the norm on health plan sites.
 
 To prosper in the post-reform world will require hospital executives to reassess current strategies and develop a new vision for organizational strategy development that factors in all of the impacts of health care reform. All healthcare sectors, but particularly hospitals will have to become consumer-centric providing consumer directed information – such as quality scores, pricing and consumer friendly health information. 
 
 Many of the elements of health care reform have been part of Griffin Hospital’s Planetree patient-centered care model since 1994 and its commitment to providing an exceptional patient experience, to providing superior clinical outcomes and to transparency for performance and operating measures. Griffin’s care model and culture empowers and equips staff to create a patient-centric environment, to proactively identify and implement improvements and to care for the care-giver.
CEO/Executive Director
Mr. Patrick Charmel
Term Start Mar 1979
Email pcharmel@griffinhealth.org
Experience
 Patrick A. Charmel, President and Chief Executive Officer of Griffin Hospital and its parent organization, Griffin Health Services Corporation, has been associated with Griffin since 1979, when he served as a student intern while attending Quinnipiac University.  After serving in a number of administrative positions, he became President in 1998. As President of Griffin Health Services Corporation, he is also the Chief Executive Officer of Planetree Inc., a subsidiary corporation. During his tenure, he has positioned Griffin Hospital as an award-winning, innovative organization, recognized as an industry leader in providing personalized, humanistic, consumer-driven health care in a healing environment. 
 
 In 2008, he completed a three year term as a member of the National Advisory Council for Healthcare Research and Quality to which he was appointed by the U.S. Secretary for Health and Human Services. He is a Past Chairman of the Board of Directors of the Connecticut Hospital Association, Chairman of the Greater Valley Chamber of Commerce Board of Directors and is a member of the Board of Directors of Qualidigm, a CMS contracted quality improvement organization. Charmel is Chairman of the Board of Governors of the Quinnipiac University Alumni Association and a University Trustee.
 
 After graduating from Quinnipiac University, Charmel received a Masters of Public Health degree from Yale University.  In 2006 he was the recipient of the John D. Thompson Distinguished Visiting Fellow Award at Yale University. In 2011, he received the Distinguished Alumni Award from the Yale School of Public Health.  Quinnipiac University honored him with the Distinguished Alumni Award in 2008. In May, 2010, he was presented with an Honorary Doctorate from Quinnipiac University.  He is a recipient of the James E. West Fellow Award from the Boy Scouts of America and the 2009 Planetree Lifetime Achievement Award. 
Staff
Number of Full Time Staff 759
Number of Part Time Staff 568
Number of Volunteers 438
Staff Retention Rate 94%
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 0
Hispanic/Latino 0
Native American/American Indian 0
Other 1347 0
Staff Demographics - Gender
Male 0
Female 0
Unspecified 1347
Senior Staff
Title Vice President, Patient Care Services
Title Vice President, Amulatory Services
Title Vice President, Legal Affairs
Title President, Planetree
Title Assistant to the President
Title Vice President, Patient Safety & Care Improvement
Title Chief Financial Officer
Title Vice President, Medical Affairs
Title Vice President, Engineering and Facilities Planning
Formal Evaluations
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Semi-Annually
Collaborations
 Healthcare Alliance Insurance Company, LTD, a Cayman Islands based captive insurance company owned jointly by Griffin Health Services Corp., Milford Health and Medical Inc. and the Greater Waterbury Health Network Inc.

           Radiation Oncology relationship with the Hospital of St. Raphael

           Genetic Counseling with Yale New Haven Hospital

           Pathology Lab Services with Waterbury, Middlesex, Manchester, Norwalk and Danbury Hospitals

           Charger Health Center/Ansonia High School

           Hill Health Center

           Yale School of Medicine

           Yale- Griffin Prevention Resource Center

           The Valley Women’s Health Initiative

           Women’s Heart Club

           Valley Parish Nurse Program

           Valley Council of Health and Human Service Organizations

           Greater Valley Chamber of Commerce

           Connecticut Hospice

           Connecticut Hospital Association

           American Hospital Association

           Various other area hospitals related to specific services and programs
Awards
Award/RecognitionOrganizationYear
Top Performer on Key Quality Measures in 2010The Joint Commission2011
Designated Planetree Patient-Centered HospitalPlanetree2011
2010 Award for QualityPremier Healthcare Alliance2010
Distinguished Hospital for Clinical ExcellenceHealthGrades2011
Outstanding Patient Experience AwardHealthGrades2010
Emergency Medicine Excellence AwardHealthGrades2011
100 Best Companies to Work for in AmericaFortune Magazine2009
Hospital Value Index AwardData Advantage2010
International Network of Health Promoting Hospitals and Health ServciesWorld Health Organization2009
2008 Top Leadership in HealthcareHealthLeaders magazine2008
Community Value Index Five Star Hospital ListCleverly Associates2008
Healing Hospital List 2009, 2008, 2007Journal of Sacred Work2009
New England's Best Nursing TeamADVANCE for Nurses magazine2008
Partnership Silver AwardConnecticut Quality Improvement Award2008
Premier/Care Science Select Practice National Quality LeaderPremier/Care Science2007
Top 100 Leadership Development Program 2007 & 2006Leadership Excellence magazine2007
Ten Most Innovative Acute Care HospitalsFierce Healthcare2007
Excellence in the Advancement of Patient-Centered CarePicker Institute2006
Best Acute Care Hospital AwardsTotal Benchmark Solutions2007
Gold Connecticut Innovation AwardConnecticut Quality Improvement2005
Top 100 Performance Improvement Leader HospitalSolucient2004
National Top PerformerThe Joint Commission2011
Board Chair
Mr. Gerald T. Weiner
Company Affiliation Attorney
Term Jan 2012 to Dec 2015
Board of Directors
NameAffiliation
Mr. Joseph Andreana CT Alliance of Boys & Girls Clubs
Mr. Kenneth Baldyga Vishay Intertechnology
Mr. John W. Betkoski IIIDept. of Public Utility Control
Mr. Larry Bingaman Regional Water Authority
Mr. Patrick Charmel President and CEO, Griffin Hospital
Ms. Nancy DiNardo Democratic State Central Committee
David J. Hendricks MDGriffin Hospital Emergency Department
Ms. Jean Crum Jones MPH, RDJones Family Farm
Ms. Themis Klarides State Representative
Mr. George S. Logan Aquarion Water Company of CT
Mr. Frank M. Osak Retired
Wm. Neil Pearson M.D.Vice President, Medical Staff
Mr. Robert G. Reiss The CEO Show
Kenneth V. Schwartz MDGriffin Hospital
Mr. John J. Zaprzalka Apicella, Testa & Company
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 15
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 13
Female 3
Standing Committees
Audit
Finance
Nominating
Strategic Planning / Strategic Direction
Board Governance
CEO Comments
 Enacted as part of the American Recovery and Reinvestment Act of 2009, the HITECH Act supports the adoption of electronic health records (EHR) by providing financial incentives under Medicare and Medicaid to hospitals and eligible professionals that implement and demonstrate “meaningful use” certified EHR technology. The Act sets goals to create interoperability of health records for Americans and ultimately to enable a nationwide health information network.  Meaningful use of certified EHR is key to receiving incentive payments under the act. The act establishes a very high bar for eligibility for financial incentive payments. 2011 is the first year for a hospital to apply for the incentive payment which can include five years of the program with increased EHR requirements each year. Hospitals can delay their application into the program to future years. Griffin committed to establish a fully functioning and certified Electronic Health Record by 2015 which meant meeting the requirements and applying for the program in 2011. The fully certified EHR will provide clinical decision support, Certified Physician Order Entry, electronic exchange information, clinical quality measures and reporting and e-prescribing to improve patient safety and efficiency.
 An intense focused team effort began in October 2010. The team met every other week and worked to install applications and mapping data to the Integrated Healthcare Management system in order to extract data from Griffin’s Electronic Health Record. In March, 2011, training for end users began with more than fifty scheduled classes for nurses and providers, as well as departmental training for areas such as Case Management, Patient Access, Medical Records and more.  More than 339 employees have been trained including 175 nurses in what will be a continuing process. 
 
 Griffin met the application deadline of June 30, 2011 and filed its Meaningful Use EHR application beginning the 90 day attestation period during which all required compliance targets must be met. Griffin was one of only two Connecticut hospitals to meet the 2011 application deadline with all requirements met. It is estimated that only a very small percentage of U.S. hospitals will receive “meaningful use” funding this year. Griffin qualified for payment and received a $1.8 million payment for Year 1 and is eligible for subsequent year payments if it meets the additional requirements to achieve a fully functional and certified Electronic Health Record in 2015.
 
 
Financials
Fiscal Year Start Oct 01 2013
Fiscal Year End Sept 30 2014
Projected Revenue $137,037,379.00
Projected Expenses $135,739,574.00
Spending Policy N/A
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201320122011
Total Revenue$131,995,459$129,508,601$130,897,070
Total Expenses$129,668,089$133,898,962$130,837,845
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
$428,886$326,764$2,414,954
Government Contributions$1,802,806$1,908,138$0
Federal------
State------
Local------
Unspecified$1,802,806$1,908,138--
Individual Contributions------
------
$128,990,660$126,387,570$127,604,535
Investment Income, Net of Losses$320,617$464,000$456,315
Membership Dues------
Special Events------
Revenue In-Kind------
Other$452,490$422,129$421,266
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$119,259,670$122,383,320$120,166,945
Administration Expense$10,408,419$11,515,642$10,670,900
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.020.971.00
Program Expense/Total Expenses92%91%92%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$119,856,922$129,920,217$122,634,410
Current Assets$23,071,262$23,937,165$25,143,755
Long-Term Liabilities$107,411,621$131,615,127$130,628,144
Current Liabilities$26,152,476$28,340,735$26,668,898
Total Net Assets($13,707,175)($30,035,645)($34,662,632)
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountDept. of Health & Human Services $968,396Dept. of Health and Human Services $1,038,781Dept. of Health & Human Services $1,060,929
Second Highest Funding Source & Dollar AmountCalifornia Walnut Commission $264,200Center for Disease Control & Prevention $462,106Center for Disease Control & Prevention $619,152
Third Highest Funding Source & Dollar AmountThe Hershey Company $245,100California Walnut Commission $242,900American Cancer Society $230,600
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities0.880.840.94
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets90%101%107%
Comments
Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 130 Division St
Derby, CT 06418
Primary Phone 203 735-7421
Contact Email info@griffinhealth.org
CEO/Executive Director Mr. Patrick Charmel
Board Chair Mr. Gerald T. Weiner
Board Chair Company Affiliation Attorney

 

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