Memorial Health System

Information technologymemorial Health System (mhs) continues to implement leading edge technology solutions to augment patient safety, quality and clinical effectiveness and to improve mhs's business processes. Mhs's staff of experienced information technology professionals is on the cutting edge of medical and business technology. They support a vast array of patient care technology and business applications. During fy2020, information technology implemented numerous solutions to support the Health System and community during the covid-19 pandemic, including hospital incident command System, telehealth technology, online scheduling, remote work technology, microsoft teams deployment, respiratory care testing and mass vaccination clinics. Other significant information technology projects in fy2020 included migrating mhs business applications to mhs's newest affiliate in decatur, Illinois; expansion of mhs's cerner electronic Health record (ehr) to passavant area hospital in jacksonville and decatur Memorial hospital; expansion of mhs pacs imaging and dictation systems to all affiliates; implemented the allscripts ambulatory ehr and hosting that solution for the springfield clinic, siu Health and Memorial physician services; migrating orthopedic centers of Illinois to the ambulatory ehr managed service organization; upgraded mhs hospital ehr to the latest packages for meaningful use, promoting interoperability and electronic prescribing of controlled substances; expanded upon mhs's use of cloud technology to reduce costs and optimize fte allocation; and increased mhs's storage and network bandwidth to mhs affiliate sites to provide better response time and accommodate future growth.

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 (to improve the Health of the people and communities we serve), its vision (to be the Health System people choose over all others) and its strategic goals (great colleagues, great partners, great access, great experience, and great results).in fy2019, mhs senior leadership refreshed and updated mhs's strategic plan, 5 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 served Memorial Health System well throughout 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 new affiliate hospital, decatur Memorial hospital, in fy2020. In addition, the leadership team executed the Health System strategic and fiscal year action plans (as adjusted due to the covid-19 pandemic) and reported results to its board. Fy2020 was characterized by meeting the demands of the covid-19 pandemic, including preparing for a surge of patients forecasted to overwhelm Illinois hospitals critical care capacity by april, 2020. Utilizing methods drawn from its successful lean six sigma program and allocated via a hospital incident command structure, Memorial Health System developed a phased regional action plan known as the acute respiratory care (arch) model. Arch allocated patient referrals, resources, and protocol through six phases of pandemic intensity across the System's five regional hospital campuses as well as its ambulatory care sites. In this way, patient surge (which did materialize by november-december to place 180 covid-19-positive inpatients at once in our hospitals) was "load balanced" so that constrained resources (manpower, material, machine) were conserved as regional capabilities were enhanced and best-practice learning shared. The arch model, revised seven times during the past 14 months, allowed mhs to appropriately care for approximately 22% of covid-19 inpatients in our four other hospitals beyond our tertiary academic hospital in springfield to allow other critically ill patients with stroke, trauma, and cancer to be served in unique specialty programs there. Such methods, replicated across our five central Illinois hospitals, drove a reduction of mortality in the sickest covid-19 patients even as their number peaked at the height of the pandemic.

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 fy2020:-baylis 3rd floor renovation - reduced size of hand therapy space and backfilled area with exam rooms for siu. Updated finishes and fixtures on entire floor to match the 4th & 5th floors.-baylis 5th floor renovation - reconfiguration of exam, storage, and restrooms to create urology exam rooms with a new fluoroscopy / x-ray machine for siu.-7c icu renovation - renovations made to include icu and burn unit rooms. Project scope included two new isolation rooms, lockdown room, and tub room for burn unit. Included interior upgrades to modern finishes for patient rooms and some supporting areas including the waiting area, corridors and elevator lobbies.-designated covid patient rooms - converted 125 patient rooms on multiple floors to covid rooms. This included making rooms negative airflow, as well as installing observation windows in doors to limit colleague exposure to covid.other projects completed for the medical center include:-340 west miller renovation - renovated building to serve as administrative office space. -or (operating room) bid package 3 - ors 11-16 finish upgrades, new lights & booms, and cleansweep with integration system.-or corridor finishes - upgrades to or corridor including painting, wall protection, ceilings and lights.-ors 21-24 solid surfaces - upgraded ors 21-24 to same standards as all other ors.-303 bidwell renovations - upgrades made to an unoccupied building to support siu and Memorial behavioral health.-pharmacy backfill - consisted of renovating the existing h-building in order to comply with the ups 800 requirements for hazardous storage along with office space and pharmaceutical storage.-2g renovation - renovations made to support 22 new private patient rooms hosting mmc plastic surgery program and bariatrics program.-passavant Memorial area hospital association (pah) medical office building expansion - additional 36,000-square-foot, two?story addition to the existing medical office building. For patients in the pah service area, it is desired to provide access to expanded clinic services including family practice/primary care, ophthalmology, nephrology, endocrinology, med oncology, infusion, pharmacy compounding room, expanded laboratory, and an additional x-ray room.-pah's stair h replacement -the existing stair h was cited in a cms life safety survey as having deficiencies, as a result we replace the stair in its entirety. -pah's stair l replacement - this stair was cited in a cms life safety survey as having life safety issues, as a result we replaced this stair in its entirety.-taylorville Memorial hospital - phase ii construction - demolition of existing power plant, tower, and kitchen. New construction of power plant, kitchen and conference rooms.

Other revenue includes partnership income and miscellaneous income for mhs and Memorial Health partners (mhp). Mhp is a disregarded entity owned 100% by mhs. For fy2020, mhs recorded a loss in lincoln land Health information exchange, llc (llhie). A gain was recorded in bjc collaborative. Mhs also had care coordination payments for mhp and a chargeback for staff time to llhie in which mhs is a 27.27% owner.