Memorial Health

Information technologymemorial Health (mh) continues to employ experienced information technology (it) professionals, providing technology support and implementing leading edge technology solutions to ensure patient safety, quality and clinical effectiveness and improve mh's clinical and business processes. They support a vast array of patient care technology and business applications. During fy2022, it evolved several solutions to support the Health System and community during the covid-19 pandemic, including telehealth technology, online scheduling, and remote work technology. Other significant information technology projects in fy2022 included the completion of the lawson infor business technology expansion to all hospital affiliates; completed the expansion of mh pacs imaging and dictation systems to all affiliate hospitals; began testing and implementation planning for the expansion of the springfield Memorial hospital cerner electronic Health record to decatur Memorial and jacksonville Memorial hospitals in early 2023 to achieve standardization and optimum service to our patients and providers; continued hosting and upgrading the community touchworks ambulatory electronic Health record for the springfield clinic, siu Health, orthopedic centers of central Illinois and Memorial physician services; upgraded the mh hospital ehr to the 2022 requirement for meaningful use, promoting interoperability and cures act; expanded upon mh's use of cloud technology to reduce costs and optimize fte allocation; continued implementation of a security operations center; and increased mh's storage and network bandwidth to all affiliate sites to provide better response time and accommodate future growth.

Senior leadership guided by the values of Memorial Health, senior leadership is responsible for strategic planning, prioritizing among competing issues and engaging in dialogue and decision-making that will enable Memorial Health to achieve its mission (to improve lives and build stronger communities through better Health), its vision (to be the Health partner of choice), realize its strategic goals, and execute its strategic priorities to better serve central Illinois and confront the many challenges facing the healthcare industry. In fy2021, mh senior leadership constructed a new strategic plan termed "destination 2025" that was made effective fy2022, three-year goals and measures of success to reflect emerging priorities related to Health reform, quality improvement, population Health, care coordination and the results of our comprehensive community Health needs assessment. This updated strategic plan took into account learnings from the covid-19 pandemic and emerging trends as a result of the pandemic. Both its previous and current strategic plan served Memorial Health well during the covid-19 pandemic and was a catalyst for managing and responding to the pandemic in a coordinated, systemized fashion. This updated plan is also the foundation for the organization to successfully prevail thru the challenges the healthcare industry is facing nationally. Leadership was able to respond efficiently and effectively in a dynamic, ever- changing environment as the covid-19 pandemic evolved. While many priorities and initiatives had to be put on pause due to the covid-19 pandemic, Memorial Health made great progress in integrating a recently new affiliate hospital, decatur Memorial hospital, and new physician group, decatur medical group, in fy2022. Work began in fy2021 to implement a common ehr across all Memorial Health hospitals, which currently has 4 distinct separate ehrs in its' 5 hospitals. Decatur Memorial hospital and jacksonville Memorial, the two largest hospitals in Memorial Health outside of springfield Memorial hospital, are scheduled to transition to the cerner ehr in fy2023. In addition, the leadership team executed the Health System strategic realization plans (as adjusted due to the covid-19 pandemic) and reported results to its board.fy2022 was again characterized by the demands of the ongoing covid-19 pandemic as well as a national labor shortage that combined created many operational challenges. The organization is successfully applying methods drawn from its established lean six sigma-based quality and safety program, administered via an adaptive hospital incident command leadership structure, to meet these challenges. The acute respiratory care healthsystem (arch) model established in fy2020 evolved beyond hospital services to include community-based walk-in and drive-through testing/vaccination sites to enhance regional access. Arch allocated patient referrals, resources, and protocols through six phases of pandemic intensity among five central Illinois regional campuses to best manage large fluctuations in demand. A national labor shortage compounded by healthcare workforce fatigue propelled increased reliance upon high-cost agency staffing to meet the requirements of serving the Memorial Health communities. Workforce and materials cost inflation placed increasing pressure on operating margin as the fiscal year ended and will continue to be a management focus in fy2023. Given the rise in inflation, Memorial Health was active in fy2022 renegotiating higher rate increases with all payors and will continue to be aggressive in this space moving into fy2023. Additionally, jacksonville Memorial hospital achieved critical access status (cah) in fy2022, making it the 3rd cah in Memorial Health. Given the cost-based reimbursement System of cahs, Memorial Health feels it has solidified jacksonville Memorial hospital's ability to serve the jacksonville community long-term. During fy2022, Memorial Health's five hospitals completed the first year of their community Health needs assessment implementation strategies to address priorities identified in each hospital's 2021 needs assessments. Priorities identified to be addressed during fy22-24 are - springfield Memorial hospital/sangamon county: access to Health, mental/behavioral Health, and economic disparities; jacksonville Memorial hospital/morgan county: mental Health, obesity, and cancers; taylorville Memorial hospital/christian county: mental Health, obesity, and lung Health; and lincoln Memorial hospital/logan county: obesity, youth mental Health, and substance use. Decatur Memorial hospital/macon county: access to Health, economic disparities, and mental/behavioral Health. Additionally, mental Health was named as a System priority and three major contributing factors were identified within each of these priorities: access to Health, social determinants of Health, and racial inequity and inequality. Memorial Health's community Health work seeks to build collaborations between county Health departments, other local hospitals, direct-service organizations, and trusted community leaders who are already doing the work, in order to meet the needs of our communities and promote equity, diversity, and inclusion. Senior leadership, ceos at each hospital, and the mh board's community benefit committee help oversee the community benefit elements of the community Health program. Memorial Health provides patient-centered care through an ambulatory organizational structure that was developed in fy2019 to ensure strategic alignment for providing care outside of an acute care setting. This structure pushes coordination of care between our mental Health, home services, hospice, primary care, specialty care, urgent care, wellness, population Health and durable medical equipment affiliates. In total, the ambulatory group provided nearly 648,000 annual provider office visits, 38,000 behavioral Health services, 33,000 home Health visits, and 23,000 home hospice days in fy2022. Added seventeen new physicians and forty two advanced practice providers (includes uc apps) growing to a total of 274 physicians and advanced practice providers in the last fiscal year. The bulk of the physicians and advanced practice providers practice in the primary care setting serving a panel of over 125,000 patients. This large primary care infrastructure is a key part of Memorial Health's strategy for navigating the dynamic and ever-changing payer market and shift from fee-for-service Health care to fee-for-value. From a bond rating perspective, moody's has affirmed our a1 rating, but revised Memorial Health's outlook from stable to negative. S&p has downgraded Memorial Health's rating from aa- to a+ with a stable outlook. Memorial Health colleague engagement scores at 80th percentile of the national peer group consisting of over 428 Health care systems that employ over 2 million healthcare workers. 5379 colleagues provided feedback through the survey, for an overall participation rate of 63%. For the second year in a row, the highest scoring category on the survey was department leadership, scoring at the 86th percentile. The covid-19 pandemic continued to negatively impact patient experience throughout fy2022 due in part to visitor restrictions, staffing shortages, masking requirements and decreased opportunity for proactive patient-experience rounding. Due to these continuous obstacles and the need to concentrate resources on clinical staffing and patient safety, Memorial Health closed the fiscal year with 8 out of 28 patient satisfaction surveys across the Health System score at or above the 75th percentile of their respective national peer groups.

Building and facility expansion and improvementsin support of mh's mission, safe, functional facilities are the foundation of the healthcare services we provide. Clinical projects that began in fy 2022:memorial Health imaging equipment replacement and room upgrades - began the replacement of imaging equipment at all five hospitals. While equipment was replaced, room renovations were completed. Construction began in fy22 and will continue into fy23. In springfield, there were two imaging rooms (a120 & a163) and three cath labs (1, 2 & 5).baylis day surgery med gas columns & upgrades - remove existing columns, disconnecting existing power, data and medical gas lines. Resupport the new mounting plates and install new columns. Reconnect power, data and medical gases and certify. Painting of each operating room (or) is part of the room upgradessouthern Illinois university school of medicine (siusom) 2nd floor build out - renovate existing 2nd floor office spaces at 720 n bond into new ent exam, consult, and nurse station rooms. 501 pain center remodel - transplant personnel were moved from this building and their offices were turned back into exam rooms for the pain center.5g nurses station remodel - renovate 5g nurses station for a more secure environment for colleagues by enclosing it with glass and a locked door. Increased visual sight lines to patients at the nurses station.other projects completed for Health System include:springfield clinic jacksonville medical office building - added additional 36,000 sq ft to existing medical office building for springfield clinic.320 e carpenter wellness center - project scope involves the renovation of both floors but salvaging as much of the interior structure as possible. This would put the full wellness program under one roof, includes tele-health, consultation, dieticians, exam rooms, pt, kitchen, and more.family maturity suites (fms) renovations - renovation of the fms 7g & 7b units. Scope includes a complete finish upgrade to 7b & 7g fms, this includes patient rooms, and patient bathrooms with new jacuzzi tubs in 7b and showers in 7g, nursery, waiting room, reception and ns. New casework throughout, new head walls in patient rooms, and new corridor finishes.3g corridor - replace damaged and worn sheet vinyl in 3g corridors with lvt plank flooring and wall base to match new standards. Replace existing wood handrails with vinyl wood grain handrails. Replace wall protection covers to match paint color. We recommend we also at this time replace old room sign with new standard signage seen in pct and 2g. Replace flooring in patient rooms and patient restrooms as well as paint three of the walls in the patient rooms and all walls in bathrooms.chiller 4 rebuild - rebuild chiller 4 due to manufacturer's recommendations of 40,000 hours. As part of the build, the chiller will carry a new seven-year parts and labor warranty.b building roof replacement - replace existing epdm roof and insulation. Install new aluminum coping as specified. Existing roof has become compromised and needs replacement do to some moisture infiltration to the occupied spaces below.

Other revenue includes partnership income and miscellaneous income for mh and Memorial Health partners (mhp). Mhp is a disregarded entity owned 100% by mh. A gain was recorded in bjc collaborative. Mh also had care coordination payments for mhp.