Memorial Health

What it reported doing in 2024

Building and facility expansion and improvements memorial health's mission is to improve lives and build stronger communities through better health. Safe, functional facilities are the foundation of the healthcare services we provide. Clinical projects that began in fy 2025: dmh linear accelerator room 219 - replacement of truebeam linac vault 219 at the cancer center involves equipment replacement, finish upgrades, power conditioner moves, chiller replacement and nelco repairs to the vault door. Dmh plaza west renovations for siu -with 2/3 of the building vacant and siu wanting more space and a presence at dmh, dmh will move out the remaining neuro and gastro groups, leaving behind only the endo suite, letting siu lease the rest of the three-story building for internal medicine, ob/fms, pediatrics, and surgery groups. Smh ed ct replacement - replacement of ed ct and bringing finishes up to date. This will involve physicists' tests, a removal of a wall to bring the equipment in, and some phasing within the corridors surrounding the space. This also includes some work in the control room including setting a ups. Smh baylis alpha ct replacement - replacement of alpha ct in the baylis building and bringing finishes up to date. This will involve physicists tests, a removal of a wall to bring the equipment in, and some phasing within the corridors surrounding the space. Smh 5c icu renovation - the goal is to provide additional recovery bays for cv & cath on 6c by using all the existing bays and patient rooms on 6c as recovery and moving all icu patients down to 5c. This would help with throughput for surgeries and increase volume while still maintaining the amount of icu beds needed. 5c would include flooring, ceiling, paint, new headwall systems, removal of old tubs, repairs or new casework throughout, potential controls for hvac, and more. Jmh lab and ed roof replacement - the lab and ed roof at jmh has outlived its life span, and the last several years, have been suffering roof leaks throughout the year, and have had to have repair after repair done to this area. By replacing the roof now, we will eliminate the inconvenience of stained tile in clinical areas, and the time of engineering to replace the wet tile, and chase leaks down, as well as the expense of patching the old roof. Mh baylis ramp repairs (phase iii) - the last phase of the baylis ramp repairs. The baylis parking ramp continued to see heavy deterioration to the point where we needed to invest money over the next 4 years to prolong the life of the structure. Work included 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. Mh 2401 w. Jefferson epic renovation - to support the operational needs for the epic team and to optimize space utilization, we are proposing a comprehensive reconfiguration of the fourth floor within 2401 jefferson. The objective is to accommodate 95 analysts, 11 manager offices, 3 this initiative is designed to provide adequate space and support for all staff while promoting team proximity, operational efficiency, and flexible workspace solutions. It also ensures the floor is configured for long-term success and aligns with future plans to similarly optimize additional floors across that building. Smh siemens agile max equipment replacement room a126 - replacement of agile max equipment in room a126 bringing finishes up to date. Dmh plant ats replacement - replacing the current 2000a ats with a closed transition, isolation bypass unit. Replacing this ats will require a significant amount of re-work in the plant. It will also require renting of a temporary ats during the duration of the re-work. The new ats will also include a 2000a service entrance circuit breaker. This breaker will replace the existing obsolete bolt lock service entrance disconnect that feeds this transfer switch. It is the opinion of facil

Financial Efficiency

• Mission deployment rate: 81.4%; rating input score 81
• Program expense ratio: 73.6%; rating input score 74
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 68th percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Pass
  • Independent consultant: Pass
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 77th percentile among comparable filings
• Major donor itemization: Limited
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 89.5%; rating input score 89; 37th percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 4.8%; rating input score 56; 56th percentile among comparable filings
• Total-asset coverage ratio: 3.33; rating input score 78; 78th percentile among comparable filings
• Liabilities to assets ratio: 0.58; rating input score 29; 29th percentile among comparable filings
• Officer compensation ratio: 7%; rating input score 7; 7th percentile among comparable filings

Growth

• Program expense growth: 12.6% per year; rating input score 100; 82nd percentile among comparable filings
• Revenue growth: 9.6% per year; rating input score 100; 75th percentile among comparable filings
• Asset growth: 9.3% per year; rating input score 100; 66th percentile among comparable filings