Economic engine



1) Pat Pierce is a cashier in the bakery at Emory University Hospital (EUH).
2) Robin Brown-Haithco is director of staff support in the Center for Pastoral Services.
3) Radiation oncology faculty members Ian Crocker and Tim Fox check out the site of the new Emory Proton Therapy Center, being constructed by Advanced Particle Therapy.
4) Derrick Smith is an electrician in facilities management at EU.

 

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From the Executive VP

Charity care in Emory Healthcare

Caring for the elderly

Caring for kids

Care at Grady Hospital

Emory and the Atlanta VA Medical Center

Serving locally and globally

Research

Education

Economic impact

Woodruff Health Sciences Center

The Woodruff Health Sciences Center (WHSC) stimulates the local and state economy in many ways.

Expenditures: Based on annual expenditures alone ($3.5 billion in 2012-2013), the WHSC's overall annual economic impact on metro Atlanta is estimated at $6.8 billion.

Jobs: In addition to the WHSC's own 22,500 employees (making Emory University the third largest private employer in metro Atlanta), the WHSC helps generate jobs through research grants secured by its investigators, with an estimated 19 jobs generated for every $1 million in research income.

Construction: During the past year, the WHSC opened a $90 million Health Sciences Research Building that will hold 500 researchers and staff. The WHSC also opened two facilities at Yerkes National Primate Research Center, including a new $15 million building for 60 researchers and a three-story neurosciences building addition whose primary occupant is the Emory Institute for Drug Discovery. Emory Healthcare continued extensive renovations to clinic facilities, completed an expansion and redesign of the emergency department at Emory University Hospital (EUH), and continued site preparation for construction of a new EUH wing expected to open in 2017. Emory Healthcare also will manage the $200 million Emory Proton Therapy Center–Winship Cancer Institute currently being built by Advanced Particle Therapy. Expected to open in 2016, the center will treat about 2,200 patients a year and employ about 150 proton therapy professionals.

Innovation:  To bring new inventions to market, Emory entrepreneurs work with the Office of Technology Transfer, which in the past 10 years alone has helped with the creation of 37 start-up companies, including 23 in Georgia. This past year, Emory created a new not-for-profit company, Drug Innovation Ventures at Emory (DRIVE), to help move new drug candidates through the arduous early phases of preclinical testing (often called the “valley of death” because so many projects die there) and into proof-of-concept clinical trials. DRIVE is expected to facilitate and speed development of promising new drugs and generate income that can be reinvested in research, education, and patient care at Emory.




   

 
 

Value to the community

Emory's Woodruff Health Sciences Center (WHSC) benefited the community in a variety of ways in fiscal year 2012–2013:


   

(millions)

 
 

Costs of charity care provided by Emory Healthcare

$80.3*

 
 

Financial aid provided to students from tuition income

19.4

 
 

Emory Healthcare investment in WHSC teaching and research

85.8

 
 

Emory's investment in research unrecovered from sponsors

107.3

 
 

Unreimbursed care provided at Grady Hospital

25.7

 
 

Investment of Emory Medical Care Foundation in services at Grady Hospital

42.2

 
 

Other community benefits

86.1†

 
       
 

Total (millions)

$446.8

 
       
 

*In addition to providing charity care, Emory Healthcare recently conducted community health needs assessments (CHNAs) for its hospitals as part of its continued commitment to the health and well-being of community members. The reports assess the needs of the communities served by the hospitals using quantitative data and input from individuals representing the broad interest of the communities. Using the CHNAs, Emory Healthcare developed strategies to outline plans to address the identified health needs of the communities it serves. Through these strategies, Emory Healthcare strives to improve the overall health of communities, while providing the best possible care to its patients.

†This includes the following:

- Discounted/free prescription drug programs; programs and contracted services for indigent patients; in-kind donations to organizations such as MedShare; transportation services; flu shots; blood drives; subsidized continuing care, nursing home care, and home care; sponsorship of selected charity health awareness events; and educational programs for the public, future health professionals, and patients (millions).......................................................................................................$7.1
- Shortfall between Emory Healthcare's cost to provide care to Medicaid patients and reimbursement from Medicaid (millions).......................................................... $55.6
- Costs to Emory Healthcare for the Georgia provider tax (millions)..................... $23.4

Note: Statistics and information in this report are intended to augment rather than supplant the information required and the metrics used for the Schedules H of the Forms 990 filed with the Internal Revenue Service that include information on Emory University Hospital, Emory University Hospital Midtown, Wesley Woods Geriatric Hospital, Wesley Woods Long-Term Hospital, Emory Saint Joseph's Hospital, and Emory Johns Creek Hospital.

 
     

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Community Benefits Report Cover 2012

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