Memorial Health System

Filing Period

Oct 1, 2012 to Sep 30, 2013

Signed

Aug 1, 2014

Return Version

2012v2.1

Gross Receipts

$150,778,434

Mission

Major Activities

Activity 2

Building and facility expansion and improvementsmemorial health system'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. Developing additional capacity to serve the community is a primary objective to fulfilling our mission both in the short term as well as in the long term. In 2013, memorial medical center, an affiliate of memorial health system, embarked on the most significant expansion project in the 113 year history of the organization. The total project cost is approximately $152m and encompasses four specific components. The patient care tower expansion will provide 114 private patient rooms. This addition will enable the medical center to one day provide all private rooms to its patients. Evidence has shown improved healthcare outcomes for patients staying in private rooms due to reduced hospital acquired infection rates and a more peaceful healing environment. The second component is a surgical suite expansion providing 6 new operating rooms to meet increasing case volumes. Memorial health system is also developing a center for learning and innovation designed to provide state of the art clinical training facilities for physicians, residents, medical students, nursing staff, and all other employees. This facility will also be used to improve medical education through partnership with the southern illinois school of medicine. Finally, the memorial medical center physical plant is undergoing a modernization to meet the increased demand of the aforementioned expansion while retrofitting equipment to improve utility consumption efficiency. Other clinical projects completed for the medical center include: 2 ct scanner replacements. At a cost of approximately $2.8m including equipment cost, the ct replacements provided current state of the art technology to improve diagnostic imaging capability at the medical center. Renovation of nursing unit. At a cost of approximately $1.7m, cosmetic renovation of the neuro unit in preparation for private patient rooms. Renovation of the special procedures area. At a cost of approximately $1.6m, the renovation included the addition of three additional gi procedure rooms to meet additional case volumes as well as renovation of the patient prep/recovery area to support expanded operations. Or laminar flow installations. At a cost of approximately $926k, memorial medical center added laminar flow capability to two additional operating rooms to allow for increased volumes in total joint replacement surgeries.

Activity 3

Senior leadershipguided 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 and vision and accomplish its strategic goals. In fy13, mhs senior leadership reviewed and confirmed the organization's strategic plan, 5 year goals and measures of success to reflect emerging priorities related to health reform, quality improvement, population health and care coordination. In addition, the method of monitoring and reporting on health system action plan implementation was implemented. In the area of information systems, mhs developed an implementation plan for bedside bar coding for medication administration at memorial medical center and patient portals at all mhs affiliates. A multi-disciplinary team met all fy13 milestones pertaining to the transition from icd-9 to icd-10 medical record coding. In the area of system facility planning and management, we completed construction and opened a new medical office building occupied by physicians on the campus of passavant area hospital in jacksonville and met all construction milestones for a new medical office building to be occupied by springfield clinic physicians on the memorial medical center campus in springfield. We also met all construction milestones on a 500-car parking garage adjacent to this new medical office building on the north side of the campus. Planning was completed, a certificate of need secured and construction initiated on the largest facility expansion in the history of memorial medical center. This advancing care by design project includes 114 new private patient rooms, expansion of surgical facilities, creation of a center for learning and innovation and infrastructure upgrades that will enable energy conservation for our entire campus. This project will improve patient access, safety and quality of care for decades to come at our flagship hospital. Other key successes this year directly related to strong leadership include strong performance in the medicare value-based purchasing program related to clinical quality and patient satisfaction outcomes, among the lowest medicare re-admission rates in illinois, reaffirmation of mhs' a+/a1 bond rating by moody's and standard and poors, mhs employee engagement scores at the 97th percentile of the national comparison group and significantly improved hcahps inpatient satisfaction scores at memorial medical center, as part of mhs' great patient experience initiative. Nine of our 15 patient satisfaction surveys across the health system were at or above the 75th percentile of their respective national peer groups. Physician satisfaction ratings at all three mhs hospitals were in the top 10% of their national physician peer groups. During fy13, all 12 memorial physician services primary care physician clinics received the highest possible level 3 patient centered medical home designation from the national commission on quality assurance (ncqa). An additional psychiatric advanced practice nurse and psychiatrist were recruited to help address a severe shortage of mental health providers in our region. Mhs' senior leadership team also led a system-wide initiative to improve processes and reduce costs while improving quality for patients that is called strengthen our future. Through this initiative, costs were reduced over $20 million in fy13 and an additional $10.3 million in savings opportunities has been identified for fy14. This is a part of the overall strategy to improve quality while reducing costs. Towards this end, mhs also implemented a new bjc collaborative involving four leading health systems in missouri and illinois. The collaborative will focus on ways the members can adopt best practices to improve quality, reduce costs and better respond to the health care needs of the populations served. During fy13, blessing health system in

Filer

EIN

37-1110690