$39.6M in expenses

In fy24, the information technology team advanced a broad range of strategic initiatives that strengthened clinical care, modernized enterprise systems, and improved operational efficiency across memorial health. Clinical and infrastructure projects included the deployment of standardized deroyal durable medical equipment (dme) cabinets at LMH and all urgent care locations, with a successful cpsi orders interface go-live at LMH to streamline supply management and reduce waste. Nova blood glucose meters were implemented to enhance point-of-care testing accuracy, and neurovirtual technology was deployed in the sleep lab to expand diagnostic capabilities. Additional clinical modernization efforts included the mim contour software upgrade, supporting imaging services across multiple affiliates, and the 4medica interface implementation at jerseyville hospital, improving lab data integration. At DMH, we completed chemistry lab modernization to enhance diagnostic testing capabilities, added an omnicell cabinet for EMS operations, and upgraded the ir biplane imaging system to improve interventional radiology services.operationally, the team supported the transition of north dirksen urgent care to siu, ensuring continuity of systems and services during the transition. Within revenue cycle, the team completed 3m coding module updates, supporting compliant and efficient coding workflows. We also delivered a touchworks regulatory upgrade, keeping our ambulatory electronic health record platform current with evolving healthcare regulations. In support of improved patient access and care coordination, we implemented cath lab scheduling enhancements and transitioned speech and occupational therapy clinical documentation from webpt to touchworks, streamlining therapy notes within the electronic health record.in infrastructure and financial stewardship, we executed a java licensing remediation project, resulting in approximately $656,000 in annual cost savings, and completed a dell data center assessment to guide future technology investments. Communication reliability was strengthened through the standardization of the avaya phone system at JMH, and a critical cerner code upgrade was completed to maintain compliance and system stability.finally, memorial health initiated two major enterprise system migrations. We engaged rpi INC. To assist with the migration of our infor lawson enterprise resource planning (erp) system to the cloud-based infor cloudsuite, modernizing finance and supply chain operations. For human resources, we partnered with crossvue to implement workday HCM, transitioning our HR operations from infor lawson to a scalable, cloud-based platform that supports workforce management and enhances employee experience.these collective accomplishments reflect memorial health's ongoing commitment to leveraging technology to improve patient care, optimize operations, and ensure a modern, resilient it environment.

$11.1M in expenses

Memorial health's mission is to improve the health of the people and communities we serve. Safe, functional facilities are the foundation of the healthcare services we provide. Clinical projects that began in FY 2024:- SMH and baylis MRI upgrades - purchased new MRI's and updated the rooms to accommodate the new equipment. This includes doors, flooring, electrical, and plumbing work.- SMH cvor wallpaper - renovation of 4 existing or rooms (w, x, y, z), 3 sub sterile rooms (d630, d627, & d626), and decontam and sterile rooms d635a&b in the cvor. The work in the ors is directly tied to the age and condition of the rooms - we have infection control issues, patient risk issues, workflow and efficiency issues, facility compliance issues, and overall degrading conditions. Considering we are not doing a patient care tower which would have relocated this unit and grown the ors, we need to start addressing as much of those issues as possible. This project also has a direct tie to the CS/SP integration project with that local function moving downstairs to the main, this opens up real estate to actually address some of CV's storage needs.- JMH medivator pass thru - to replace outdated scope cleaners, and to make a more effective infection control procedures in the scope cleaning room per 2022 joint commission process improvement recommendation. - DMH belimed cart washer and water purification system - replace cart washer due to aging equipment. Equipment required repairs frequently in which the washer would be out of service for days causing the need for colleagues to handwash all case carts, sterilization containers, basis, etc. Which impacts other functions of the department and turnover time for surgery. Based on upcoming aami standards, a water purification system will be installed at this time as well. - DMH blood bank renovation - move blood bank to main lab to create more efficient workspace for colleagues.other projects completed for health system include:- north dirksen renovations for siu - cosmetic upgrades to common areas for siu to move their practice into. This includes flooring and painting, storage room turned into passthrough lab and some electrical and data work to accommodate siu's needs.- sterile processing and central supply integration - due to cvor workload moving down into main SP additional space is needed to accommodate. Moving cvor down is not only an infection prevention initiative but also an efficiency improvement. The scope of work involves taking down the wall between CS and SP, expanding storage but also allowing those services to share resources and become more efficient. A new vestibule on the CS will be provided as well as some new clean items (lights) to be installed.- siu baylis 2nd floor renovations - siu and SMH have agreed to a lease and siu occupying the 2nd floor of the baylis building to expand some of their service lines. Around 50% was gutted and rebuilt to be more efficient and more patient care rooms. - linear accelerator replacements and renovations - due to aging equipment we replaced both SMH 1e linear accelerators, during this time we also upgraded finishes and brought mep infrastructure up to date.- artis biplane ir and room renovations - due to the age and condition of SMH a137 biplane equipment it was replaced to continue services for patients and bring additional services. Considering the size of the new equipment we created additional space for the equipment and for colleagues around it. This involved moving mechanicals out of that room across the hall and removing part of the control room space to gain it back for patient care.- DMH pharmacy ahu replacement - due to the aging equipment and issues causing difficulties with the daily operations of the DMH pharmacy, the ahu was replaced. The new ahu was installed on the roof and connected into the existing supply and return ductwork. - DMH lab renovation - area was built out to accommodate the new beckman coulter automation line as the old automation line was end of life and new line is much bigger than what the existing space could hold. Work done included demolishing interior walls, adjusting hvac, electrical, plumbing, data, flooring, drywall, patch and paint. An opening was created from the existing lab into the new space.- phase ii baylis parking ramp repairs - we are looking at sealing and coating all decks, repairs to any structural damage, repairs to concrete stairs and pans failing, utilities that are a life safety concern due to rusting and exposure to weather. These repairs will provide safety to patients, colleagues at SMH and siu. These will also help prolong the life of the ramp structure.- chiller 3 rebuild - rebuilt chiller 3 due to manufacturer's recommendations of 40,000 hours. As part of the build, the chiller carries a new seven-year parts and labor warranty.- chiller 2 rebuild - rebuild chiller 2 as it was unable to operate at full load capacity. This greatly limited engineering's ability to maintain a proper temperature setting within the entire complex. The electrical soft starter was s past expected life with no available replacement parts. During the summer of 2023 engineering's second carrier chiller had a major electrical fault which removed all redundancy. Replacing this critical part during downtime allows for continual redundancy.- springfield clinic parking garage repairs - concrete repairs, pre-cas sealant and double-tee joints and resealing the pre-case joints. This work also included waterproof urethan traffic coating to the top deck.- TMH ed ahu replacement - replacement of the ahu services TMH emergency department.- chatham parking lot work - the chatham clinic has parking issues for colleagues and patients. They have tried leasing spots from surrounding businesses but as busy as those roads are now and without crosswalks, this is no longer considered a safe option. We looked back to our plot of land to add permanent spots in a safe way. We can provide 8 more parking spaces for colleagues and to help make it safer with adding a new light pole and replacing existing poles with new ones. This lot is also around 27 years old. It has been seal coated before and this option was considered again, which would have prolonged the life another winter or two, but we believe this is the right time to rotomill the entire lot in lieu of the sealcoating work. There is savings in just seal coating the lot but at this time we recommend milling. Milling is recommended to occur every 20-30 years; this will correct a lot of the issues and extend the lots life rather than eventually having to do a costly overhaul and replacement. - top deck MLC parking ramp maintenance - the goal of these repairs is to provide safety for our SMH patients, staff, & colleagues that use the MLC ramp. These repairs are also to help prolong the life of the ramp structure.- osci upgrades - provide upgrades for a better workflow to get by until a new facility is approved. These upgrades also include correcting some compliance issues, workflow efficiency issues and work standardization practices.- g tunnel repairs - the g-service tunnel was originally constructed in 1943, although it had some repair work in the 1980's it is in need of significant repairs in two vital areas. The first area is at the service building tunnel entrance and the second is the lab tunnel entrance. Both of these areas have deterioration from water intrusion. These utilities are vital to the operations at SMH and we needed to address and fix these issues as soon as possible.

$7.4M in expenses

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 fy21, MHS senior leadership constructed a new strategic plan termed "destination 2025" that was made effective fy22, 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 considered 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 new affiliate hospital, decatur memorial hospital, and new physician group, decatur medical group. Memorial health has embarked on a refresh of the memorial health enterprise strategy with the goal of refining our strategic vision and developing a plan to achieve that vision with consideration for growth, transformation, and performance improvement opportunities. Memorial has engaged an industry leading strategic consultant, kaufman hall, to support them in this effort and are looking to gain valuable insight as the organization navigates its' path to the future and better serve its' communities. It is anticipated that this work will be finalized by the end of cy25. During fy24, MH management engaged chartis, a healthcare consulting firm, to assess the current EHR environment and MH's vision for an integrated EHR platform, review industry EHR vendors, develop a 10-year comparative cost model for EHR options, and assist with the establishment of an integration roadmap. Chartis has worked with MH leaders and industry EHR vendors to develop a detailed cost model. After review of the chartis materials, MH information system input, and MH leadership discussion, MH senior leadership determined to proceed all (inpatient and ambulatory) MH EHR platforms to the epic EHR software application. Epic is an EHR platform developed by epic systems corporation, a privately owned american software company that is a worldwide industry leader in EHR systems. The implementation across MH is targeted for the spring/summer of 2027. While covid-19 was still circulating, memorial health's fy24 was characterized more by recovery from the economic and cultural impacts of the pandemic as the clinical severity of the disease waned. The ongoing national healthcare labor shortage, wage rate pressures, and inflation provided significant cost increases while continued shifts in payer mix towards more governmental payers put downward pressure on reimbursement rate. In response, memorial health successfully met $206.8 million savings through reduction of costs, improved processes, and enhanced revenues through a program called "strengthen our future." a few specific initiatives in fy24 of the "strengthen our future" plan included chargemaster price optimization worth over $8 million annually, implementing a targeted reduction in force of 20% of all memorial health leadership and 4% of all colleagues that led to $42 million in savings in fy24, and reducing contract labor spend by $18 million.in fy22, the historic reliance and cost-inflation associated with agency labor contributed to memorial's financial challenges. In fy23, significant progress was made in reducing reliance on costly agency labor, with efforts and savings gains continuing to be realized in fy24. Given the rise in inflation, memorial health continues to be active in renegotiating higher rate increases with all payers. During fy24, memorial health's five hospitals completed the third 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 fy19 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 for fy24, the ambulatory group provided over 292,000 primary care visits, over 160,000 urgent care visits, and almost 82,000 specialty care visits. Employed physicians and advanced practice providers practice in the primary care setting serving a panel of over 140,000 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 memorial health's long-term rating of a1 stable rating. S&p has also affirmed memorial health's rating of a+ with a stable outlook. With the effects of covid-19 pandemic waning in some respects, patient experience leaders across memorial health centered their efforts around a return to standard operations throughout fy23 and fy24 through a "back to basics" campaign. The campaign stressed the importance of connected care and retaught tactics such as providing second-level introductions, greeting, and guiding patients, walking shoulder to shoulder and asking patient permission to provide care before doing so when appropriate. In addition, per the recommendation of industry leaders in patient experience, memorial health moved to evaluate patient experience through top box scores rather than percentile rank. The change in reporting provides colleagues with a more direct understanding of patients' perceptions of their care. Memorial health closed fy24 with 16 out of 26 patient satisfaction surveys across the health system score at or above the 75th percent in top box scores.

$128.2M in expenses

Through memorial health partners (MHP), memorial health has entered into risk-based contracts to provide in-network medical services via springfield memorial hospital (SMH). Under these arrangements, MHP receives capitation payments based on the demographic characteristics of covered members in exchange for providing certain medical services to those members. During fy2024, MHP had more than 11,500 member lives covered in its network and recognized both capitation revenues for that coverage as well as purchased medical service expenses paid to members' providers, including SMH.