Mayo Clinic Health System-springfield

What it reported doing in 2014

Community services (schedule o): community services: mchs-springfield employed 73 allied health staff and physicians at the end of 2014. Our medical center is a driving force in the local economy and in 2014 the gross salary expense for the organization was approximately $5,500,000.it is important that employees of mchs-springfield contribute to the community by means of providing their time to worthwhile civic projects that improve the overall community profile. Many times this activity occurs during typical work time while being compensated by mchs-springfield. Some of these settings include mchs-springfield employees who serve in leadership positions such as with the springfield area chamber of commerce or the springfield area convention & visitors bureau. Employees also contribute to the betterment of the community by adopting a highway and picking up litter twice per year along a two mile section of highway 14 west of springfield. Each year at riverside days, the annual community celebration, employees organize and sponsor the kiddy parade that kicks off the weekend activities. Employees also participate in an annual fundraiser for the springfield area nativity theater association by serving as gas station attendants.mchs-springfield participates in many ways as a regular business member of the community. As such, there are often times financial contributions made, for example, to help sponsor the distribution of health and safety books to school children or participation in a business event such as the annual home & garden show.mchs-springfield has invested both time and resources on emergency preparedness for possible bio-terrorism in conjunction with other hospitals and public health departments within the region. Part of this training is done with employees of the city of springfield, including regular meetings to organize drills, hold drills and revise plans.mchs-springfield provides a number of services and programs throughout the year that have the goal of improving community health status. The vast majority of these services and programs are provided free or at a nominal charge. Some of these programs, such as the annual fun-run/walk, are done in an attempt to encourage area residents to begin a habit of regular physical fitness. Approximately 175 attendees per year participate in this event. Mchs-springfield is the driving force for the springfield childhood wellness task force which addresses childhood obesity. This group meets monthly and has a number of initiatives designed to improve not only the health of children but also adults. Starting in 2014, "community walks" were organized on a weekly basis that provided an opportunity for community residents to participate in a group walking event that covers approximately 2 miles of the local trail system.mchs-springfield is also looking to promote safety as an important component of physical activity. Mchs-springfield has worked with area schools on a program designed to prevent concussions in athletes along with measures to provide care to athletes who may have incurred a concussion during practice or in a game. Routinely one of the most visible examples of community outreach is the health fair that is held every other year during national hospital week that attracts close to 70 exhibits prominently displayed and highlighted at the springfield area community center.mchs-springfield provides many different educational seminars regarding specific topics, including diabetes classes and weight loss classes. Mchs-springfield pioneered a community initiative to address childhood obesity and partnered with local schools, public health and the local grocery store. There have also been other awareness activities sponsored by mchs-springfield, such as breast health awareness and other topics that have been shared in some manner with the community at no charge. It is estimated that costs for staff time and materials associated with these various educational episodes amounte

Financial Efficiency

• Mission deployment rate: 86.6%; rating input score 87
• Program expense ratio: 84.6%; rating input score 85
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 92.9%; rating input score 93; 9th percentile among comparable filings
• Pay-setting controls: 0 of 6 controls in place; rating input score 0
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Missing
  • Board or committee approval: Missing
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 50%; rating input score 50; 9th percentile among comparable filings
• Governance controls: 7 of 9 controls in place; rating input score 78
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Fail
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -1.3%; rating input score 22; 22nd percentile among comparable filings
• Total-asset coverage ratio: 1.58; rating input score 59; 59th percentile among comparable filings
• Liabilities to assets ratio: 0.06; rating input score 87; 87th percentile among comparable filings
• Officer compensation ratio: 12.9%; rating input score 8; 8th percentile among comparable filings

Growth

• Program expense growth: -6.5% per year; rating input score 0; 11th percentile among comparable filings
• Revenue growth: -8% per year; rating input score 0; 4th percentile among comparable filings
• Asset growth: -2.9% per year; rating input score 0; 13th percentile among comparable filings