Memorial Health System

TO IMPROVE LIVES AND BUILD STRONGER COMMUNITIES THROUGH BETTER HEALTH.

INFORMATION TECHNOLOGYMEMORIAL HEALTH SYSTEM (MHS) CONTINUES TO EMPLOY EXPERIENCED INFORMATION TECHNOLOGY PROFESSIONALS ON THE CUTTING EDGE OF MEDICAL AND BUSINESS TECHNOLOGY, IMPLEMENTING LEADING EDGE TECHNOLOGY SOLUTIONS TO ENSURE PATIENT SAFETY, QUALITY AND CLINICAL EFFECTIVENESS AND TO IMPROVE MHS'S CLINICAL AND BUSINESS PROCESSES. THEY SUPPORT A VAST ARRAY OF PATIENT CARE TECHNOLOGY AND BUSINESS APPLICATIONS. DURING FY2021, INFORMATION TECHNOLOGY IMPLEMENTED NUMEROUS SOLUTIONS TO SUPPORT THE HEALTH SYSTEM AND COMMUNITY DURING THE COVID-19 PANDEMIC, INCLUDING TELEHEALTH TECHNOLOGY, ONLINE SCHEDULING, REMOTE WORK TECHNOLOGY, RESPIRATORY CARE TESTING AND MASS VACCINATION CLINICS. OTHER SIGNIFICANT INFORMATION TECHNOLOGY PROJECTS IN FY2021 INCLUDED EXPANSION OF THE LAWSON INFOR BUSINESS TECHNOLOGY TO ALL HOSPITAL AFFILIATES; EXPANSION OF MHS PACS IMAGING AND DICTATION SYSTEMS TO 4 OF 5 AFFILIATE HOSPITALS; STAFFING A MANAGED SERVICE ORGANIZATION, 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 MHS HOSPITAL EHR TO THE 2021 REQUIREMENT FOR MEANINGFUL USE, PROMOTING INTEROPERABILITY AND CURES ACT; EXPANDED UPON MHS'S USE OF CLOUD TECHNOLOGY TO REDUCE COSTS AND OPTIMIZE FTE ALLOCATION; INITIATED IMPLEMENTATION OF A SECURITY OPERATIONS CENTER; REPLACED OUR BACKUP AND RECOVERY SOLUTION WITH STATE OF THE ART AIR GAP TECHNOLOGY; AND INCREASED MHS'S STORAGE AND NETWORK BANDWIDTH TO ALL AFFILIATE SITES TO PROVIDE BETTER RESPONSE TIME AND ACCOMMODATE FUTURE GROWTH.

BUILDING AND FACILITY EXPANSION AND IMPROVEMENTSIN SUPPORT OF MHS'S MISSION, SAFE, FUNCTIONAL FACILITIES ARE THE FOUNDATION OF THE HEALTHCARE SERVICES WE PROVIDE. CLINICAL PROJECTS THAT BEGAN IN FY2021:-EMERGENCY DEPARTMENT (ED) #3 INFECTION PREVENTION MEASURES - TURNED ED#3 INTO A NEGATIVE AIR UNIT TO ASSIST IN REDUCING THE SPREAD OF AIRBORNE DISEASES. AIR PRESSURE MONITORING WILL BE COMPLETED EACH ROOM AS WELL AS THE ENTIRE UNIT. -320 EAST CARPENTER DRIVE THRU LAB - BUILT A 3 LANE DRIVE THRU LAB DRAW AND RESPIRATORY TESTING FACILITY ATTACHED TO EXISTING BUILDING AT 320 EAST CARPENTER. THIS ALLOWS FOR MHS TO ACCOMMODATE PATIENTS THAT REQUIRE OUTPATIENT ACCESS TO LAB AND TESTING.-SOUTH SIXTH DRIVE THRU LAB - BUILT A 3 LANE DRIVE THRU LAB DRAW AND RESPIRATORY TESTING FACILITY ATTACHED TO EXISTING BUILDING SOUTH SIXTH STREET BUILDING. THIS ALLOWS MHS TO ACCOMMODATE PATIENTS THAT REQUIRE OUTPATIENT ACCESS TO LAB AND TESTING.-SPRINGFIELD CLINIC 800 INTERIOR RENOVATIONS - REMODELED EXISTING SPACES ON 1ST, 2ND, AND 4TH FLOORS TO ACCOMMODATE ADDITIONAL WORKSTATIONS FOR EXPANDED TELEHEALTH AND CLINICAL SPACES FOR SPRINGFIELD CLINIC.-SPRINGFIELD CLINIC 900 INTERIOR RENOVATIONS - REMODELED EXISTING SPACES ON 1ST, 3RD, AND 4TH FLOORS TO ACCOMMODATE ADDITIONAL WORKSTATIONS FOR EXPANDED TELEHEALTH AND CLINICAL SPACES FOR SPRINGFIELD CLINIC.-FAMILY MATURITY SUITES 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.-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.OTHER PROJECTS COMPLETED FOR HEALTH SYSTEM INCLUDE:-KOKE MILL RENOVATION - INTERIOR FINISHES UPDATES IN MPS EXAM ROOMS, OFFICES, CORRIDORS WITHIN CLINICS, WAITING ROOMS. REPURPOSED CASEWORK IN EXAM ROOMS ON 1ST FLOOR OF MPS. NEW FLOORING AND PAIN IN EXPRESSCARE WAITING ROOM AND CORRIDOR TO EXAM ROOMS AND NEW RECEPTION DESK AND RELOCATE DOOR TO EXAM ROOMS, TO THE OTHER SIDE OF THE RECEPTION DESK.-7C/8C ROOF - REPLACED EXISTING ROOF AND INSTALLED NEW ROOFING MATERIALS TO ALLEVIATE LEAKING AT MMC.-932 N. RUTLEDGE RENOVATION - DEMO EXISTING CEILINGS, WALLS AND MEP AS NOTED ON THE ARCHITECTURAL DRAWINGS. INSTALL NEW WALLS CEILINGS AND MEP TO PREPARE FOR THE RELOCATION OF HUMAN RESOURCES FROM VARIOUS LOCATIONS TO 932 RUTLEDGE. ADDITIONAL CONSTRUCTION INCLUDES ADDITION OF NEW FIRE DETECTION SYSTEMS, NEW ADA REQUIRED ACCESS TO THE BUILDING, EXPANDED PARKING.-3T MRI ROOM UPGRADES - UPGRADES TO ROOM FOR NEW MRI INCLUDING FLOORING, PAINTING, FIRE PROTECTION, HVAC AND ELECTRICAL WORK AT MMC.

SENIOR LEADERSHIP GUIDED BY THE VALUES OF MEMORIAL HEALTH SYSTEM, SENIOR LEADERSHIP IS RESPONSIBLE FOR STRATEGIC PLANNING, PRIORITIZING AMONG COMPETING ISSUES AND ENGAGING IN DIALOGUE AND DECISION-MAKING THAT WILL ENABLE MEMORIAL HEALTH SYSTEM TO ACHIEVE ITS MISSION (TO IMPROVE LIVES AND BUILD STRONGER COMMUNITIES THROUGH BETTER HEALTH), ITS VISION (TO BE THE HEALTH PARTNER OF CHOICE) AND ITS STRATEGIC GOALS (GREAT COLLEAGUES, GREAT PARTNER, GREAT ACCESS, GREAT EXPERIENCE, AND GREAT RESULTS).IN FY2021, MHS 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 SYSTEM WELL DURING THE COVID-19 PANDEMIC AND WAS A CATALYST FOR MANAGING AND RESPONDING TO THE PANDEMIC IN A COORDINATED, SYSTEMIZED FASHION. 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 SYSTEM MADE GREAT PROGRESS IN INTEGRATING A RECENTLY NEW AFFILIATE HOSPITAL, DECATUR MEMORIAL HOSPITAL, AND NEW PHYSICIAN GROUP, DECATUR MEDICAL GROUP, IN FY2021. WORK BEGAN IN FY2021 TO IMPLEMENT A COMMON EHR ACROSS ALL MEMORIAL HEALTH SYSTEM HOSPITALS, WHICH CURRENTLY HAS 4 DISTINCT SEPARATE EHRS IN ITS' 5 HOSPITALS. 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.FY2021 WAS AGAIN CHARACTERIZED BY THE DEMANDS OF THE ONGOING COVID-19 PANDEMIC. TWO DISTINCT COVID-19 SURGES STRESSED CAPACITY AND RESOURCES AS MEMORIAL HEALTH SYSTEM SERVED A SIGNIFICANT PROPORTION OF HOSPITALIZED COVID-19 PATIENTS IN OUR REGION. THE ORGANIZATION SUCCESSFULLY APPLIED 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 REQUIREMENTS CALL. 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 FY2022. DESPITE THESE CHALLENGES, THE ORGANIZATION SUCCESSFULLY COMPLETED MAJOR BUILDING PROJECTS ON SEVERAL CAMPUSES, LAUNCHED EXPANDED EQUITY, DIVERSITY, AND INCLUSION (EDI) AND COMMUNITY HEALTH INITIATIVES, AND ENHANCED CLINICAL PROGRAMS THROUGH KEY RECRUITMENTS AND ACCREDITATIONS. TAKEN TOGETHER, THE ORGANIZATION ENDED FY2021 IN A STRONG POSITION TO MAKE GOOD ON ITS PROMISE TO PROVIDE SERVICES THAT IMPROVE THE HEALTH OF BOTH INDIVIDUALS AND COMMUNITIES. DURING FY2021, MEMORIAL HEALTH SYSTEM'S FIVE HOSPITALS COMPLETED THE THIRD YEAR OF THEIR COMMUNITY HEALTH NEEDS ASSESSMENT IMPLEMENTATION STRATEGIES TO ADDRESS PRIORITIES IDENTIFIED IN EACH HOSPITAL'S 2018 NEEDS ASSESSMENTS. ADDITIONALLY, THE 2021 COMMUNITY HEALTH NEEDS ASSESSMENT WAS COMPLETED AND FINAL PRIORITIES SET TO BE ADDRESSED DURING FY22-24. PRIORITIES IDENTIFIED WERE: 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 IN EACH OF THESE PRIORITIES: ACCESS TO HEALTH, SOCIAL DETERMINANTS OF HEALTH, AND RACIAL INEQUITY AND INEQUALITY. MEMORIAL HEALTH SYSTEM'S COMMUNITY HEALTH WORK SEEKS TO BUILD COLLABORATIONS BETWEEN COUNTY HEALTH DEPARTMENTS, OTHER LOCAL HOSPITALS AND 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 MHS BOARD'S COMMUNITY BENEFIT COMMITTEE HELP OVERSEE THE COMMUNITY BENEFIT ELEMENTS OF THE COMMUNITY HEALTH PROGRAM. MEMORIAL HEALTH SYSTEM 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 600,000 ANNUAL PROVIDER OFFICE VISITS, 35,000 BEHAVIORAL HEALTH SERVICES, 38,000 HOME HEALTH VISITS, AND 27,000 HOME HOSPICE DAYS IN FY2021. GROWING GREATLY FROM THE COVID-19 PANDEMIC, THE AMBULATORY GROUP LAUNCHED TWO NEW DRIVE-THROUGH LABS, ADDED SEVEN NEW PHYSICIANS AND ELEVEN NEW ADVANCED PRACTICE PROVIDERS GROWING TO A TOTAL OF 248 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 110,000 PATIENTS. THIS LARGE PRIMARY CARE INFRASTRUCTURE IS A KEY PART OF MEMORIAL HEALTH SYSTEM'S STRATEGY FOR NAVIGATING THE DYNAMIC AND EVER-CHANGING PAYER MARKET AND SHIFT FROM FEE-FOR-SERVICE HEALTH CARE TO FEE-FOR-VALUE. OTHER KEY SUCCESSES THIS YEAR DIRECTLY RELATED TO STRONG LEADERSHIP INCLUDE RETENTION OF THE MHS BOND RATING FROM MOODY'S INVESTOR SERVICES OF A1 WITH A STABLE OUTLOOK AND AA- WITH STABLE OUTLOOK FROM S&P.MHS COLLEAGUE ENGAGEMENT SCORES AT 78THE PERCENTILE OF THE NATIONAL COMPARISON GROUP. NEW TO THE SURVEY IN 2021 WAS THE INCLUSION OF QUESTIONS RELATED TO HOW ORGANIZATION LEADERSHIP RESPONDED TO THE PANDEMIC AND HOW THE ORGANIZATION LEADERSHIP KEPT COLLEAGUES INFORMED AND SAFE DURING THIS TIME. MEMORIAL HEALTH SYSTEM SCORES IN THE 94TH PERCENTILE OF THE NATIONAL COMPARISON GROUP FOR THEIR PANDEMIC RESPONSE. THE COVID-19 PANDEMIC CONTINUED TO NEGATIVELY IMPACT PATIENT EXPERIENCE THROUGHOUT FY2021 DUE IN PART TO VISITOR RESTRICTIONS, STAFFING SHORTAGES AND DECREASED OPPORTUNITY FOR PROACTIVE PATIENT-EXPERIENCE ROUNDING. DESPITE THESE CONTINUOUS OBSTACLES, IN FY2021, MEMORIAL HEALTH SYSTEM ROSE TO HAVE A TOTAL OF 11 OUT OF 28 PATIENT SATISFACTION SURVEYS ACROSS THE HEALTH SYSTEM SCORE AT OR ABOVE THE 75TH PERCENTILE OF THEIR RESPECTIVE NATIONAL PEER GROUPS.

OTHER REVENUE INCLUDES PARTNERSHIP INCOME AND MISCELLANEOUS INCOME FOR MHS AND MEMORIAL HEALTH PARTNERS (MHP). MHP IS A DISREGARDED ENTITY OWNED 100% BY MHS. A GAIN WAS RECORDED IN BJC COLLABORATIVE. MHS ALSO HAD CARE COORDINATION PAYMENTS FOR MHP.