CENTRACARE HEALTH SYSTEM: Form 990, tax year 2024
View the entire original 990 at ProPublica ↗
- Organization
- CENTRACARE HEALTH SYSTEM (EIN 41-1813221)
- Tax period
- 2024-07-01 to 2025-06-30
- Filed
- 2026-05-12
- IRS object ID
- 202641329349303864
- Schema version
- 2024v5.5
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2026-05-12T11:50:13-05:00 | ReturnTs |
| Tax Period End | 2025-06-30 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | DELOITTE TAX LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 50 SOUTH SIXTH STREET | AddressLine1Txt |
| City | MINNEAPOLIS | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55402 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2024-07-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 411813221 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | CENTRACARE HEALTH SYSTEM | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | CENT | BusinessNameControlTxt |
| Phone | 3202512700 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1406 6TH AVENUE NORTH | AddressLine1Txt |
| City | ST CLOUD | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 56303 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | MICHAEL A BLAIR | PersonNm |
| Person Title | CFO/TREASURER | PersonTitleTxt |
| Phone | 3202512700 | PhoneNum |
| Signature | 2026-05-08 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRS Responsible Prty Info Curr | 0 | IRSResponsiblePrtyInfoCurrInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | MORGAN SEVERSON | PreparerPersonNm |
| PTIN | P02279974 | PTIN |
| Phone | 6123974000 | PhoneNum |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2024 | TaxYr |
| Build TS | 2025-03-06 01:10:19Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | KENNETH D HOLMEN MD | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1406 6TH AVENUE NORTH | AddressLine1Txt |
| City | ST CLOUD | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 56303 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $664,174,480 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | WWW.CENTRACARE.COM | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1995 | FormationYr |
| Legal Domicile State | MN | LegalDomicileStateCd |
| Activity Or Mission | INTEGRATED MULTI-ORGANIZATIONAL HEALTH CARE SYSTEM DESIGNED TO PROVIDE ACCESS TO QUALITY HEALTH CARE SERVICES AT AN AFFORDABLE PRICE. | ActivityOrMissionDesc |
| Voting Members Governing Body | 14 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 9 | VotingMembersIndependentCnt |
| Total Employee | 14210 | TotalEmployeeCnt |
| Total Volunteers | 275 | TotalVolunteersCnt |
| Total Gross UBI | $7,435,111 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $587,437 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $4,809,231 | PYContributionsGrantsAmt |
| CY Contributions Grants | $1,525,627 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $556,478,639 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $577,863,268 | CYProgramServiceRevenueAmt |
| PY Investment Income | $23,966,572 | PYInvestmentIncomeAmt |
| CY Investment Income | $67,357,249 | CYInvestmentIncomeAmt |
| PY Other Revenue | -$7,434,482 | PYOtherRevenueAmt |
| CY Other Revenue | $1,140,414 | CYOtherRevenueAmt |
| PY Total Revenue | $577,819,960 | PYTotalRevenueAmt |
| CY Total Revenue | $647,886,558 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $553,056 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $289,886 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $283,365,033 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $293,142,029 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $248,984,776 | PYOtherExpensesAmt |
| CY Other Expenses | $249,479,607 | CYOtherExpensesAmt |
| PY Total Expenses | $532,902,865 | PYTotalExpensesAmt |
| CY Total Expenses | $542,911,522 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $44,917,095 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $104,975,036 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $1,174,669,944 | TotalAssetsBOYAmt |
| Total Assets EOY | $1,572,199,156 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $655,151,175 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $934,771,873 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $519,518,769 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $637,427,283 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | WE'RE HERE FOR YOUR WHOLE LIFE TO LISTEN, THEN SERVE, TO GUIDE AND HEAL BECAUSE HEALTH MEANS EVERYTHING. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $173,519,114 | ExpenseAmt |
| Grant | $208,898 | GrantAmt |
| Revenue | $196,029,172 | RevenueAmt |
| Desc | CENTRACARE HEALTH SYSTEM (CCHS) IS AN INTEGRATED HEALTH SYSTEM, COMPRISED OF SEVEN CRITICAL ACCESS HOSPITALS, TWO ACUTE CARE HOSPITALS, A MULTI-SPECIALTY CLINIC, SURGICAL CENTER, RETAIL PHARMACY NETWORK AND A FOUNDATION. CCHS SERVES ITS PATIENTS IN SIX MAIN AREAS.CENTRACARE LABORATORY SERVICES ALL HOSPITALS UNDER ITS UMBRELLA AS WELL AS CENTRACARE CLINIC. IT ALSO PERFORMS TESTS FOR VARIOUS FACILITIES IN THE REGION. CENTRACARE LABORATORY PERFORMED 2,208,139 TESTS IN FISCAL YEAR 2025. IN FISCAL YEAR 2025 CENTRACARE LABORATORY GENERATED $177,851,103 OF PROGRAM REVENUE AND INCURRED $158,655,853 OF PROGRAM EXPENSE. CENTRACARE SURGICAL CENTER PROVIDES ELECTIVE SURGERY PROCEDURES TO PATIENTS IN THE CENTRAL MN REGION. IN FISCAL YEAR 2025, THE CENTER PERFORMED 6,980 SURGERIES AND GENERATED $18,178,069 OF PROGRAM REVENUE AND $14,863,261 OF PROGRAM EXPENSE. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $112,834,038 | ExpenseAmt |
| Grant | $42,857 | GrantAmt |
| Revenue | $149,917,461 | RevenueAmt |
| Desc | CARRIS HEALTH, LLC IS CONSIDERED A DISREGARDED ENTITY OF CCHS FOR PURPOSES OF 990 REPORTING. CARRIS HEALTH, LLC INCLUDES THE SUBSIDIARY CENTRACARE HEALTH RICE MEMORIAL HOSPITAL, WHICH HAS 136 LICENSED BEDS AND 20 BASSINETS. DURING FISCAL YEAR 2025 RICE MEMORIAL HOSPITAL CARED FOR 2,978 INPATIENT ADMISSIONS WITH 9,706 ASSOCIATED PATIENT DAYS. INPATIENT SERVICES INCLUDE MEDICAL AND SURGICAL CARE, BIRTHING SERVICES, PEDIATRIC SERVICES, BEHAVIORAL HEALTH CARE SERVICES, AND REHABILITATION SERVICES. OUTPATIENT ENCOUNTERS DURING FISCAL YEAR 2025 WERE 78,621 AND INCLUDED EMERGENCY ROOM SERVICES, DIALYSIS, IMAGING, RESPIRATORY THERAPY, A REHABILITATION CENTER, SAME DAY SURGERY AND OTHER AMBULATORY CARE SERVICES. CARRIS HEALTH ALSO HAS AN ACCREDITED AMBULATORY SURGICAL CENTER LOCATED IN WILLMAR, MN. CARRIS HEALTH SURGICAL CENTER COMPLETED 5,322 OUTPATIENT (SAME DAY) PROCEDURES. IN FISCAL YEAR 2025 CARRIS HEALTH GENERATED $149,917,461 OF PROGRAM REVENUE AND $112,834,038 OF PROGRAM EXPENSE. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $44,797,767 | ExpenseAmt |
| Grant | $7,884 | GrantAmt |
| Revenue | $59,582,525 | RevenueAmt |
| Desc | CARRIS HEALTH, LLC INCLUDES THE SUBSIDIARY CARRIS HEALTH - REDWOOD, LLC WHICH IS A 25 BED, 6 BASSINET CRITICAL ACCESS HOSPITAL. DURING FISCAL YEAR 2025 THEY HAD 454 INPATIENT ADMISSIONS WITH 1,718 ASSOCIATED PATIENT DAYS, 48,711 OUTPATIENT VISITS AND 5,469 EMERGENCY ROOM VISITS. IN FISCAL YEAR 2025, REDWOOD GENERATED $59,582,525 OF PROGRAM REVENUE AND $44,797,767 OF PROGRAM EXPENSE. | Desc |
Prog Srvc Accom Acty Other ProgSrvcAccomActyOtherGrp (3 entries)
| ExpenseExpenseAmt | GrantGrantAmt | RevenueRevenueAmt | DescDesc |
|---|---|---|---|
| $67,756,395 | $23,220 | $101,089,988 | CENTRACARE HEALTH - MONTICELLO HOSPITAL IS CONSIDERED A DISREGARDED ENTITY FOR PURPOSES OF 990 REPORTING, THUS IT IS INCLUDED WITH THIS 990 FILING. MONTICELLO HOSPITAL IS A 39 BED, 12 BASSINET CRITICAL ACCESS HOSPITAL. IN FISCAL YEAR 2025, THEY HAD 7,368 PATIENT DAYS, 46,797 OUTPATIENT VISITS AND 17,181 EMERGENCY ROOM VISITS' WHICH GENERATED $101,089,988 OF PROGRAM REVENUE AND $67,756,395 OF PROGRAM EXPENSE. |
| $35,788,702 | $4,477 | $47,898,827 | CENTRACARE HEALTH - PAYNESVILLE HOSPITAL IS CONSIDERED A DISREGARDED ENTITY FOR PURPOSES OF 990 REPORTING, THUS IT IS INCLUDED WITH THIS 990 FILING. CENTRACARE HEALTH - PAYNESVILLE HOSPITAL IS A 29 BED, 6 BASSINET CRITICAL ACCESS HOSPITAL. IN FISCAL YEAR 2025 THEY HAD 2,259 PATIENT DAYS, 46,144 OUTPATIENT VISITS AND 5,441 EMERGENCY ROOM VISITS. IN FISCAL YEAR 2025, PAYNESVILLE GENERATED $47,898,827 OF PROGRAM REVENUE AND $35,788,701 OF PROGRAM EXPENSE. |
| $16,543,329 | $2,550 | $22,474,140 | CENTRACARE HEALTH - BENSON HOSPITAL IS CONSIDERED A DISREGARDED ENTITY FOR PURPOSES OF 990 REPORTING, THUS IT IS INCLUDED WITH THIS 990 FILING. CENTRACARE HEALTH - BENSON HOSPITAL IS A 21 BED CRITICAL ACCESS HOSPITAL. IN FISCAL YEAR 2025, THEY HAD 1,179 PATIENT DAYS, 21,818 OUTPATIENT VISITS AND 1,737 EMERGENCY ROOM VISITS. IN FISCAL YEAR 2025, BENSON GENERATED $22,474,140 OF PROGRAM REVENUE AND $16,543,329 OF PROGRAM EXPENSE. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $120,088,426 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $30,247 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $171,462,955 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $451,239,345 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | 0 | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | Yes (1) | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | 0 | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | 0 | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (1) | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | 0 | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 540 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 14210 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | Yes (1) | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 14 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 9 | IndependentVotingMemberCnt |
| Family Or Business Rln | 0 | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | 0 | MembersOrStockholdersInd |
| Election Of Board Members | 0 | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | 0 | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | Yes (1) | LocalChaptersInd |
| Policies Reference Chapters | Yes (1) | PoliciesReferenceChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | MN | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | MICHAEL BLAIR | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 3202512700 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1406 6TH AVE N | AddressLine1Txt |
| City | ST CLOUD MN | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 56303 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (48 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| KENNETH HOLMEN | ||||||||||
| PRESIDENT/CEO | 7.00 | 33.00 | Yes (X) | Yes (X) | $1,921,145 | $0 | $48,384 | |||
| JACOB LYONS | ||||||||||
| DIRECTOR (START 07.01.2024) | 1.00 | 39.00 | Yes (X) | $722,876 | $0 | $38,464 | ||||
| BRYAN ROLPH | ||||||||||
| DIRECTOR | 39.00 | 1.00 | Yes (X) | $572,615 | $0 | $51,807 | ||||
| RICHARD WEHSELER | ||||||||||
| DIRECTOR | 39.00 | 1.00 | Yes (X) | $382,873 | $0 | $38,143 | ||||
| BOBBIE BERTRAM | ||||||||||
| DIRECTOR | 39.00 | 1.00 | Yes (X) | $305,193 | $0 | $38,777 | ||||
| DAVID ANFINSON | ||||||||||
| CHAIR | 1.00 | 1.00 | Yes (X) | Yes (X) | $32,000 | $0 | $0 | |||
| TIM WENSMAN | ||||||||||
| DIRECTOR (END 06.30.2025) | 1.00 | 1.00 | Yes (X) | $10,000 | $0 | $0 | ||||
| JEFF GAU | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $9,000 | $0 | $0 | ||||
| CARRIE HENNING-SMITH | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $8,000 | $0 | $0 | ||||
| DAN ABDUL | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $8,000 | $0 | $0 | ||||
| RENEE FRAUENDIENST | ||||||||||
| DIRECTOR | 1.00 | 3.00 | Yes (X) | $8,000 | $0 | $0 | ||||
| JAMES HEBL | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $6,000 | $0 | $0 | ||||
| MICHELLE JOHNSON | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $6,000 | $0 | $0 | ||||
| FATHER TOM KNOBLACH | ||||||||||
| DIRECTOR | 1.00 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| JOY PLAMANN | ||||||||||
| CHIEF OPERATING OFFICER/SR VP | 7.00 | 33.00 | Yes (X) | $979,580 | $0 | $195,343 | ||||
| MICHAEL BLAIR | ||||||||||
| CHIEF FINANCIAL OFFICER/SR VP/ TREASURER | 7.00 | 33.00 | Yes (X) | $997,209 | $0 | $156,611 | ||||
| SANTO CRUZ | ||||||||||
| CHIEF LEGAL OFFICER/SR VP/ SECRETARY | 7.00 | 33.00 | Yes (X) | $874,976 | $0 | $136,905 | ||||
| KIMBERLY EGAN | ||||||||||
| CHIEF HUMAN RESOURCES OFFICER/SR VP | 7.00 | 33.00 | Yes (X) | $288,284 | $0 | $55,491 | ||||
| THOMAS SCHRUP | ||||||||||
| CHIEF PHYSICIAN OFFICER/EVP | 4.00 | 36.00 | $839,291 | $0 | $157,064 | Yes (X) | ||||
| CHRISTOPHER BOELTER | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $674,351 | $0 | $94,018 | Yes (X) | ||||
| AMY PORWOLL | ||||||||||
| CHIEF INFORMATION SYSTEM OFFICER/SR VP | 8.00 | 32.00 | $627,103 | $0 | $114,567 | Yes (X) | ||||
| JOSEPH BLONSKI | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $608,217 | $0 | $38,130 | Yes (X) | ||||
| BRYAN LYDICK | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $533,457 | $0 | $92,563 | Yes (X) | ||||
| MARIA MALLORY | ||||||||||
| VICE PRESIDENT | 14.00 | 26.00 | $522,851 | $0 | $100,107 | Yes (X) | ||||
| RACHAEL LESCH | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $476,170 | $0 | $100,369 | Yes (X) | ||||
| MATTHEW KUNKEL | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $431,064 | $0 | $95,888 | Yes (X) | ||||
| LYNN MCFARLING | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $499,044 | $0 | $24,318 | Yes (X) | ||||
| DAVID LARSON | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $416,839 | $0 | $88,875 | Yes (X) | ||||
| BRYAN BAUCK | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $405,305 | $0 | $90,895 | Yes (X) | ||||
| PHILIP LUITJENS | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $412,437 | $0 | $83,607 | Yes (X) | ||||
| HOLLY GULDEN | ||||||||||
| VICE PRESIDENT | 1.00 | 39.00 | $379,226 | $0 | $76,518 | Yes (X) | ||||
| RYAN ENGDAHL | ||||||||||
| VICE PRESIDENT | 20.00 | 20.00 | $360,210 | $0 | $87,815 | Yes (X) | ||||
| ANDREA SMART | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $358,513 | $0 | $83,795 | Yes (X) | ||||
| ZACHARY BORK | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $285,388 | $0 | $82,604 | Yes (X) | ||||
| SHERRI LIEBL | ||||||||||
| VICE PRESIDENT | 40.00 | 0.00 | $244,838 | $0 | $46,640 | Yes (X) | ||||
| JENNIFER TODD | ||||||||||
| CHIEF COMPLIANCE OFFICER | 40.00 | 0.00 | $230,821 | $0 | $41,156 | Yes (X) | ||||
| LEAH SCHAMMEL | ||||||||||
| PHYSICIAN | 40.00 | 0.00 | $1,167,735 | $0 | $40,042 | Yes (X) | ||||
| LAUREL WESSMAN | ||||||||||
| PHYSICIAN | 40.00 | 0.00 | $1,060,029 | $0 | $14,018 | Yes (X) | ||||
| NATHANIEL SLINKARD | ||||||||||
| PHYSICIAN | 40.00 | 0.00 | $1,029,793 | $0 | $37,700 | Yes (X) | ||||
| DEXTER CASTA | ||||||||||
| PHYSICIAN | 40.00 | 0.00 | $1,016,889 | $0 | $25,340 | Yes (X) | ||||
| JOSEPH KALKMAN | ||||||||||
| PHYSICIAN/ FORMER CAO /SR VP | 40.00 | 0.00 | $1,021,198 | $0 | $15,732 | Yes (X) | ||||
| CINDY SMITH | ||||||||||
| FORMER KEY EMPLOYEE | 40.00 | 0.00 | $865,246 | $0 | $33,374 | Yes (X) | ||||
| GEORGE MORRIS | ||||||||||
| FORMER KEY EMPLOYEE | 40.00 | 0.00 | $499,761 | $0 | $153,007 | Yes (X) | ||||
| JOHN HERING | ||||||||||
| FORMER KEY EMPLOYEE | 40.00 | 0.00 | $501,337 | $0 | $85,545 | Yes (X) | ||||
| MICHAEL SCHRAMM | ||||||||||
| FORMER KEY EMPLOYEE | 40.00 | 0.00 | $470,647 | $0 | $82,860 | Yes (X) | ||||
| JOSEPH HELLIE | ||||||||||
| FORMER VICE PRESIDENT | 40.00 | 0.00 | $446,598 | $0 | $89,967 | Yes (X) | ||||
| DEBRA PETERSON | ||||||||||
| FORMER KEY EMPLOYEE | 40.00 | 0.00 | $459,999 | $0 | $24,079 | Yes (X) | ||||
| ANTHONY GARDNER | ||||||||||
| FORMER KEY EMPLOYEE | 8.00 | 32.00 | $343,301 | $0 | $15,776 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $24,319,409 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $2,876,294 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 2105 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| MCGOUGH CONSTRUCTION | |||||
| PO BOX 1450 NW 5970 | MINNEAPOLIS | MN | 55485 | CONSTRUCTION | $35,852,256 |
| RJM CONSTRUCTION LLC | |||||
| 830 BOONE AVE NORTH | GOLDEN VALLEY | MN | 55427 | CONSTRUCTION | $11,343,422 |
| MAYO COLLABORATIVE SERVICES | |||||
| PO BOX 9146 | MINNEAPOLIS | MN | 55480 | LABORATORY SERVICES | $6,708,281 |
| AYA HEALTHCARE INC | |||||
| PO BOX 674907 | DALLAS | TX | 75267 | STAFFING SERVICES | $6,297,094 |
| FEP OF MINNESOTA | |||||
| 22029 N 51ST | ST PHOENIX | AZ | 85054 | EMERGENCY PHYSICIAN | $2,237,435 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 78 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $838,489 | RelatedOrganizationsAmt |
| Government Grants | $406,227 | GovernmentGrantsAmt |
| All Other Contributions | $280,911 | AllOtherContributionsAmt |
| Total Contributions | $1,525,627 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| PATIENT & RESIDENT REV | 622110 | $537,494,498 | $536,150,542 | $1,343,956 |
| HEALTH INSURANCE PREMI | 622110 | $20,969,314 | $20,969,314 | |
| OTHER PROGRAM REVENUE | 622110 | $19,399,456 | $13,308,301 | $6,091,155 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $577,863,268 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $67,402,989 | TotalRevenueColumnAmt |
| Exclusion | $67,402,989 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $11,775,489 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $11,775,489 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $0 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $227,533 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $273,273 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | -$45,740 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$45,740 | TotalRevenueColumnAmt |
| Exclusion | -$45,740 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $8,174,245 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $4,239,160 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,935,085 | TotalRevenueColumnAmt |
| Exclusion | $3,935,085 | ExclusionAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | ExclusionExclusionAmt |
|---|---|---|---|---|
| MISC NON-OPERATING INC | 900099 | $302,288 | $302,288 | |
| LOSS ON SALE OF A/R | 900099 | -$188,131 | -$188,131 | |
| LOSS ON JOINT VENTURE | 900099 | -$1,173,443 | -$1,173,443 |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$1,735,385 | TotalRevenueColumnAmt |
| Exclusion | -$1,735,385 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | -$2,794,671 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $647,886,558 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $569,557,002 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $7,435,111 | UnrelatedBusinessRevenueAmt |
| Exclusion | $69,368,818 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $275,394 | TotalAmt |
| Program Services | $275,394 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,492 | TotalAmt |
| Program Services | $14,492 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $8,436,417 | TotalAmt |
| Program Services | $6,580,405 | ProgramServicesAmt |
| Management And General | $1,856,012 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $221,407,146 | TotalAmt |
| Program Services | $172,697,574 | ProgramServicesAmt |
| Management And General | $48,709,572 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,779,295 | TotalAmt |
| Program Services | $15,427,850 | ProgramServicesAmt |
| Management And General | $4,351,445 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,796,863 | TotalAmt |
| Program Services | $15,441,553 | ProgramServicesAmt |
| Management And General | $4,355,310 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $23,722,308 | TotalAmt |
| Program Services | $18,503,400 | ProgramServicesAmt |
| Management And General | $5,218,908 | ManagementAndGeneralAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $555,497 | TotalAmt |
| Program Services | $433,288 | ProgramServicesAmt |
| Management And General | $122,209 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,030,374 | TotalAmt |
| Program Services | $2,363,692 | ProgramServicesAmt |
| Management And General | $666,682 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $534,865 | TotalAmt |
| Program Services | $417,195 | ProgramServicesAmt |
| Management And General | $117,670 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $16,323,703 | TotalAmt |
| Program Services | $18,416,842 | ProgramServicesAmt |
| Management And General | -$2,093,139 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $608,729 | TotalAmt |
| Program Services | $474,809 | ProgramServicesAmt |
| Management And General | $133,920 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,256,503 | TotalAmt |
| Program Services | $2,540,072 | ProgramServicesAmt |
| Management And General | $716,431 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,422,066 | TotalAmt |
| Program Services | $17,489,211 | ProgramServicesAmt |
| Management And General | $4,932,855 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,311,047 | TotalAmt |
| Program Services | $1,022,617 | ProgramServicesAmt |
| Management And General | $288,430 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,518,822 | TotalAmt |
| Program Services | $1,184,681 | ProgramServicesAmt |
| Management And General | $334,141 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,931,311 | TotalAmt |
| Program Services | $3,066,423 | ProgramServicesAmt |
| Management And General | $864,888 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $30,213,188 | TotalAmt |
| Program Services | $23,566,287 | ProgramServicesAmt |
| Management And General | $6,646,901 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,124,000 | TotalAmt |
| Program Services | $2,436,720 | ProgramServicesAmt |
| Management And General | $687,280 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| DRUGS/MEDICAL SUPPLIES | $92,017,525 | $92,017,525 | |
| EQUIPMENT RENT & MAINT. | $39,157,762 | $30,543,054 | $8,614,708 |
| IMPLICIT PRICE CONCES. | $12,241,864 | $9,548,654 | $2,693,210 |
| MINOR EQUIPMENT | $8,194,038 | $6,391,350 | $1,802,688 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,038,313 | TotalAmt |
| Program Services | $10,386,257 | ProgramServicesAmt |
| Management And General | $652,056 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $542,911,522 | TotalAmt |
| Program Services | $451,239,345 | ProgramServicesAmt |
| Management And General | $91,672,177 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $10,521 | BOYAmt |
| EOY | $9,470 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $78,176,382 | BOYAmt |
| EOY | $47,390,857 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $66,844,192 | BOYAmt |
| EOY | $74,911,319 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,163,362 | BOYAmt |
| EOY | $2,258,314 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,606,454 | BOYAmt |
| EOY | $7,482,936 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $20,930,517 | BOYAmt |
| EOY | $20,631,399 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $700,296,011 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $310,300,246 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $291,565,896 | BOYAmt |
| EOY | $389,995,765 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $670,900,931 | BOYAmt |
| EOY | $1,001,207,865 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $37,471,689 | BOYAmt |
| EOY | $28,311,231 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,174,669,944 | BOYAmt |
| EOY | $1,572,199,156 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $81,876,376 | BOYAmt |
| EOY | $87,511,310 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,184,833 | BOYAmt |
| EOY | $1,138,734 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $362,731,806 | BOYAmt |
| EOY | $688,157,204 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $39,986,104 | BOYAmt |
| EOY | $36,955,506 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $169,372,056 | BOYAmt |
| EOY | $121,009,119 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $655,151,175 | BOYAmt |
| EOY | $934,771,873 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $514,824,607 | BOYAmt |
| EOY | $632,437,326 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,694,162 | BOYAmt |
| EOY | $4,989,957 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $519,518,769 | BOYAmt |
| EOY | $637,427,283 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,174,669,944 | BOYAmt |
| EOY | $1,572,199,156 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $104,975,036 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $13,555,411 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$621,933 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | Yes (1) | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | 0 | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | 0 | DirectContactLegislatorsInd |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $197,835 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $197,835 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART II-B, LINE 1: | FormAndLineReferenceDesc |
| Explanation | CENTRACARE HEALTH SYSTEM PAID $197,835 TO STATE AND NATIONAL ASSOCIATIONS TO CONDUCT LOBBYING ACTIVITIES ON ITS BEHALF, AS A MEMBER OF THE ASSOCIATION | ExplanationTxt |
Schedule D IRS990ScheduleD
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $21,879,485 | OtherCostOrOtherBasisAmt |
| Book Value | $21,879,485 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $382,076,982 | OtherCostOrOtherBasisAmt |
| Depreciation | $177,200,428 | DepreciationAmt |
| Book Value | $204,876,554 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $9,818,515 | OtherCostOrOtherBasisAmt |
| Depreciation | $7,389,664 | DepreciationAmt |
| Book Value | $2,428,851 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $286,521,029 | OtherCostOrOtherBasisAmt |
| Depreciation | $125,710,154 | DepreciationAmt |
| Book Value | $160,810,875 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $389,995,765 | TotalBookValueLandBuildingsAmt |
Other Securities OtherSecuritiesGrp (5 entries)
| DescDesc | Book ValueBookValueAmt | Method ValuationMethodValuationCd |
|---|---|---|
| FUNDS HELD BY TRUSTEE UNDER TRUST AND ESCROW AGREEMENT | $4,874,527 | F |
| FUNDS HELD BY TRUSTEE UNDER BOND INDENTURES | $197,235,641 | F |
| INVESTMENT IN JOINT VENTURES | $10,865,628 | F |
| INVESTMENT IN MUTUAL SERVICE CORP | $2,262,043 | F |
| INVESTMENTS HELD BY BOARD FOR FUTURE PROPERTY & EQUIPMENT | $785,970,026 | F |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $1,001,207,865 | TotalBookValueSecuritiesAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (8 entries)
| DescDesc | AmtAmt |
|---|---|
| THIRD PARTY PAYOR SETTLEMENTS | $4,162,284 |
| INTEREST PAYABLE | $4,951,011 |
| ASSET RETIREMENT OBLIGATION | $936,678 |
| CONTINGENT CONSIDERATION | $1,356,526 |
| DUE TO AFFILIATES | $95,626,656 |
| EXECUTIVE BENEFIT ACCRUAL | $2,992,377 |
| SETTLEMENTS RESERVE | $3,388,647 |
| LEASE LIABILITIES | $7,594,940 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $121,009,119 | TotalLiabilityAmt |
Schedule F IRS990ScheduleF
Account Activities Outside US AccountActivitiesOutsideUSGrp (2 entries)
| RegionRegionTxt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|
| EUROPE (INCLUDING ICELAND & GREENLAND) | INVESTMENTS | $5,027,233 |
| CENTRAL AMERICA AND THE CARIBBEAN | INVESTMENTS | $84,490,722 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continuation Total Office | 0 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 0 | ContinuationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $89,517,955 | SubtotalSpentAmt |
| Continuation Spent | $0 | ContinuationSpentAmt |
| Total Spent | $89,517,955 | TotalSpentAmt |
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (1) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | Yes (1) | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 175.000000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
| Percent250 | Yes (X) | Percent250Ind |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,039,761 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $1,039,761 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00200 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $55,697,845 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $40,971,710 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $14,726,135 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02770 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $56,737,606 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $40,971,710 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $15,765,896 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02970 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $112,155 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $112,155 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,602,676 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $462,095 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,140,581 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00210 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $172,645,634 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $148,882,021 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $23,763,613 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04470 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $174,360,465 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $149,344,116 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $25,016,349 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04700 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $231,098,071 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $190,315,826 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $40,782,245 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07670 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $23,807 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $23,807 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $450,000 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $450,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $473,807 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $473,807 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00080 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $8,931,973 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $72,133,283 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $75,078,724 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$2,945,441 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 5 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (5 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Critical Access HospitalCriticalAccessHospitalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|
| CENTRACARE HEALTH - MONTICELLO | |||||||||||
| 1 | 1013 HART BLVD | MONTICELLO | MN | 55362 | WWW.CENTRACARE.COM/LOCATIONS/MONTICELL | 419630 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | DISTINCT PSYCH UNIT |
| CENTRACARE HEALTH - PAYNESVILLE | |||||||||||
| 2 | 200 WEST FIRST STREET | PAYNESVILLE | MN | 56362 | WWW.CENTRACARE.COM/LOCATIONS/PAYNESVIL | 419299 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | |
| CENTRACARE - RICE MEMORIAL HOSPITAL | |||||||||||
| 3 | 301 BECKER AVE SW | WILLMAR | MN | 56201 | HTTPS://WWW.CENTRACARE.COM/LOCATIONS/C | 419912 | Yes (X) | Yes (X) | Yes (X) | ||
| CENTRACARE - REDWOOD AREA HOSPITAL | |||||||||||
| 4 | 100 FALLWOOD ROAD | REDWOOD FALLS | MN | 56283 | HTTPS://WWW.CENTRACARE.COM/LOCATIONS/C | 419118 | Yes (X) | Yes (X) | Yes (X) | ||
| CENTRACARE HEALTH - BENSON | |||||||||||
| 5 | 1815 WISCONSIN AVE | BENSON | MN | 56215 | HTTPS://WWW.CENTRACARE.COM/LOCATIONS/C | 419628 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (5 entries)
| FacilityFacilityNum | First Licensed CY Or PYFirstLicensedCYOrPYInd | Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd | CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | Prior CHNA ImpactPriorCHNAImpactInd | OtherOtherInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | Paper Copy Public InspectionPaperCopyPublicInspectionInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Asset Level CriteriaAssetLevelCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Other CriteriaOtherCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd | FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd | FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd | Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd | Communtity Notified FAPCommuntityNotifiedFAPInd | FAP TranslatedFAPTranslatedInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | Provided Written NoticeProvidedWrittenNoticeInd | Made Effort Orally NotifyMadeEffortOrallyNotifyInd | Processed FAP ApplicationProcessedFAPApplicationInd | Made Presumptive Elig DetermMadePresumptiveEligDetermInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Look Back Medicare PrivateLookBackMedicarePrivateInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| CENTRACARE HEALTH - MONTICELLO | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 24 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (X) | SEE SECTION C SUPPLEMENTAL INFORMATION | Yes (X) | Yes (1) | 24 | Yes (1) | SEE SECTION C SUPPLEMENTAL INFORMATION | 0 | Yes (1) | Yes (X) | 175.000000000000 | 250.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
| CENTRACARE HEALTH - PAYNESVILLE | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 24 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (X) | SEE SECTION C SUPPLEMENTAL INFORMATION | Yes (X) | Yes (1) | 24 | Yes (1) | SEE SECTION C SUPPLEMENTAL INFORMATION | 0 | Yes (1) | Yes (X) | 175.000000000000 | 250.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
| CENTRACARE - RICE MEMORIAL HOSPITAL | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 23 | Yes (1) | 0 | Yes (1) | Yes (1) | Yes (X) | SEE SECTION C SUPPLEMENTAL INFORMATION | Yes (X) | Yes (1) | 23 | Yes (1) | SEE SECTION C SUPPLEMENTAL INFORMATION | 0 | Yes (1) | Yes (X) | 175.000000000000 | 250.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| CENTRACARE - REDWOOD AREA HOSPITAL | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 23 | Yes (1) | 0 | Yes (1) | Yes (1) | Yes (X) | SEE SECTION C SUPPLEMENTAL INFORMATION | Yes (X) | Yes (1) | 23 | Yes (1) | SEE SECTION C SUPPLEMENTAL INFORMATION | 0 | Yes (1) | Yes (X) | 175.000000000000 | 250.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 | |
| CENTRACARE HEALTH - BENSON | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | 0 | 0 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 24 | Yes (1) | 0 | Yes (1) | Yes (1) | Yes (X) | SEE SECTION C SUPPLEMENTAL INFORMATION | Yes (X) | Yes (1) | 24 | Yes (1) | SEE SECTION C SUPPLEMENTAL INFORMATION | 0 | Yes (1) | Yes (X) | 175.000000000000 | 250.000000000000 | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | SEE SUPPLEMENTAL | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
Supplemental Information SupplementalInformationGrp (38 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 3J: CENTRACARE UTILIZED THE NACCHO MAPP (MOBILIZING FOR ACTION THROUGH PLANNING AND PARTNERSHIPS) FRAMEWORK TO CONDUCT THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND DEVELOP THE IMPLEMENTATION STRATEGY, REFERRED TO AS THE COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). THE MAPP PROCESS INCLUDED A LOCAL PUBLIC HEALTH SYSTEM ASSESSMENT, STAKEHOLDER INTERVIEWS, A COMMUNITY HEALTH SURVEY JOINTLY FUNDED AND ADMINISTERED WITH LOCAL PARTNERS, AND SEVERAL COMMUNITY MEETINGS TO GATHER INPUT ON FORCES THAT CREATE HEALTH, EMERGING TRENDS, FACTORS AND EVENTS AFFECTING HEALTH, AND STRATEGIES TO ADDRESS BARRIERS TO HEALTHY LIVING. THE CHNA ALSO INCORPORATED A HEALTH EQUITY ASSESSMENT AND REVIEWED NATIONAL, STATE, AND LOCAL PLANNING EFFORTS RELATED TO HEALTH.AS A FOLLOW-UP TO A PRIOR CHNA PROCESS WHERE LIMITED ACCESS TO PUBLIC HEALTH DATA WAS IDENTIFIED AS A SIGNIFICANT GAP, THIS CHNA AND SUBSEQUENT CHIP WERE DEVELOPED THROUGH A COLLABORATIVE EFFORT WITH WRIGHT COUNTY PUBLIC HEALTH, ALLINA HEALTH BUFFALO HOSPITAL, AND WRIGHT COUNTY COMMUNITY ACTION. THIS PARTNERSHIP RESULTED IN THE DEVELOPMENT OF A JOINT CHNA AND CHIP. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 3J: CENTRACARE UTILIZED THE NACCHO MAPP (MOBILIZING FOR ACTION THROUGH PLANNING AND PARTNERSHIPS) FRAMEWORK TO CONDUCT THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND DEVELOP THE IMPLEMENTATION STRATEGY, REFERRED TO AS THE COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). THE MAPP PROCESS INCLUDED A LOCAL PUBLIC HEALTH SYSTEM ASSESSMENT, STAKEHOLDER INTERVIEWS, A COMMUNITY HEALTH SURVEY JOINTLY FUNDED AND ADMINISTERED WITH THREE COUNTY PUBLIC HEALTH DEPARTMENTS, AND MULTIPLE COMMUNITY MEETINGS TO GATHER INPUT ON FORCES THAT CREATE HEALTH, EMERGING TRENDS, FACTORS AND EVENTS AFFECTING HEALTH, AND STRATEGIES TO ADDRESS BARRIERS TO HEALTHY LIVING. THE CHNA ALSO INCORPORATED A HEALTH EQUITY ASSESSMENT AND REVIEWED NATIONAL, STATE, AND LOCAL PLANNING EFFORTS RELATED TO HEALTH.BUILDING ON FEEDBACK FROM THE PREVIOUS CHNA PROCESS, WHERE LIMITED ACCESS TO PUBLIC HEALTH DATA WAS IDENTIFIED AS A SIGNIFICANT GAP, THIS CHNA AND SUBSEQUENT CHIP WERE CONDUCTED AS A COLLABORATIVE EFFORT WITH BENTON COUNTY PUBLIC HEALTH, SHERBURNE COUNTY PUBLIC HEALTH, AND STEARNS COUNTY PUBLIC HEALTH. THIS PARTNERSHIP RESULTED IN THE DEVELOPMENT OF A JOINT CHNA AND CHIP. |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 3J: CENTRACARE UTILIZED THE NACCHO MAPP (MOBILIZING FOR ACTION THROUGH PLANNING AND PARTNERSHIPS) FRAMEWORK TO CONDUCT THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) AND DEVELOP THE IMPLEMENTATION STRATEGY, REFERRED TO AS THE COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). THE MAPP PROCESS INCLUDED A LOCAL PUBLIC HEALTH SYSTEM ASSESSMENT, STAKEHOLDER INTERVIEWS, A COMMUNITY HEALTH SURVEY JOINTLY FUNDED AND ADMINISTERED WITH THREE COUNTY PUBLIC HEALTH DEPARTMENTS, AND MULTIPLE COMMUNITY MEETINGS TO GATHER INPUT ON FORCES THAT CREATE HEALTH, EMERGING TRENDS, FACTORS AND EVENTS AFFECTING HEALTH, AND STRATEGIES TO ADDRESS BARRIERS TO HEALTHY LIVING. THE CHNA ALSO INCORPORATED A HEALTH EQUITY ASSESSMENT AND REVIEWED NATIONAL, STATE, AND LOCAL PLANNING EFFORTS RELATED TO HEALTH.AS A FOLLOW-UP TO A PRIOR CHNA AND CHIP PROCESS WHERE PUBLIC HEALTH COLLABORATION WAS IDENTIFIED AS A SIGNIFICANT GAP, THIS CHNA AND CHIP WAS IMPLEMENTED THROUGH A COLLABORATIVE EFFORT WITH COUNTRYSIDE PUBLIC HEALTH. |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 5: CENTRACARE MONTICELLO TOOK COMMUNITY INPUT INTO ACCOUNT THROUGH ITS PARTICIPATION IN THE WRIGHT COUNTY COMMUNITY HEALTH COLLABORATIVE (WCCHC) 20252028 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA). THIS COLLABORATIVE, MULTI-SECTOR EFFORT BROUGHT TOGETHER LOCAL RESIDENTS, COMMUNITY ORGANIZATIONS, PUBLIC HEALTH OFFICIALS, AND HOSPITAL REPRESENTATIVES TO SYSTEMATICALLY IDENTIFY AND PRIORITIZE THE MOST PRESSING HEALTH NEEDS OF THE WRIGHT COUNTY COMMUNITY. THROUGH THIS PARTNERSHIP-BASED APPROACH, COMMUNITY PERSPECTIVES AND EXPERTISE DIRECTLY INFORMED THE ASSESSMENT AND PRIORITIZATION OF HEALTH NEEDS FOR THE 20252028 PLANNING CYCLE.THE COLLABORATIVE PARTNERS INCLUDED CENTRACARE MONTICELLO, BUFFALO HOSPITAL (PART OF ALLINA HEALTH), WRIGHT COUNTY PUBLIC HEALTH, AND WRIGHT COUNTY COMMUNITY ACTION. THE CHNA PROCESS WAS DESIGNED TO ALIGN PUBLIC HEALTH EXPERTISE, HEALTH SYSTEM PERSPECTIVES, AND DIRECT COMMUNITY INPUT TO ENSURE A COMPREHENSIVE UNDERSTANDING OF LOCAL HEALTH CONDITIONS AND NEEDS.TO INCORPORATE COMMUNITY INPUT, THE COLLABORATIVE USED A STRUCTURED PROCESS THAT COMBINED ANALYSIS OF CURRENT HEALTH AND DEMOGRAPHIC DATA WITH ENGAGEMENT OF COMMUNITY MEMBERS AND STAKEHOLDERS. INPUT WAS GATHERED FROM INDIVIDUALS REPRESENTING THE INTERESTS OF THE COMMUNITY, INCLUDING THOSE WITH EXPERTISE IN PUBLIC HEALTH AND THOSE REPRESENTING POPULATIONS EXPERIENCING HEALTH INEQUITIES, LOW-INCOME RESIDENTS, AND OTHER UNDERSERVED GROUPS. THIS APPROACH ENSURED THAT PERSPECTIVES EXTENDED BEYOND ORGANIZATIONAL LEADERSHIP AND INCLUDED VOICES WITH LIVED EXPERIENCE OF COMMUNITY HEALTH CHALLENGES.THE COLLABORATIVE CONSULTED A RANGE OF PARTNERS AND REPRESENTATIVES THROUGHOUT THE ASSESSMENT PROCESS. PUBLIC HEALTH OFFICIALS FROM WRIGHT COUNTY PUBLIC HEALTH PROVIDED EXPERTISE IN POPULATION HEALTH ASSESSMENT AND COMMUNITY HEALTH PLANNING. LEADERS AND STAFF FROM WRIGHT COUNTY COMMUNITY ACTION REPRESENTED THE PERSPECTIVES AND NEEDS OF LOW-INCOME AND UNDERSERVED RESIDENTS. REPRESENTATIVES FROM BUFFALO HOSPITAL AND ALLINA HEALTH CONTRIBUTED HEALTH SYSTEM KNOWLEDGE AND INSIGHT INTO CARE ACCESS AND SERVICE DELIVERY. THESE PARTNERS PARTICIPATED IN REVIEWING DATA, DISCUSSING COMMUNITY CONDITIONS, IDENTIFYING PRIORITY HEALTH ISSUES, AND CONTRIBUTING TO PLANNING EFFORTS.IN ADDITION TO INSTITUTIONAL PARTNERS, THE CHNA PROCESS INCORPORATED INPUT FROM COMMUNITY MEMBERS THROUGH COMMUNITY CONVERSATIONS, SURVEYS, AND STAKEHOLDER DISCUSSIONS. THESE ENGAGEMENT ACTIVITIES ALLOWED RESIDENTS AND COMMUNITY STAKEHOLDERS TO SHARE THEIR EXPERIENCES AND PERSPECTIVES REGARDING HEALTH NEEDS, BARRIERS TO CARE, AND OPPORTUNITIES FOR IMPROVEMENT. BY INTENTIONALLY INCLUDING INDIVIDUALS AND GROUPS WITH LIVED EXPERIENCEPARTICULARLY THOSE DISPROPORTIONATELY AFFECTED BY HEALTH DISPARITIESTHE COLLABORATIVE ENSURED THAT COMMUNITY VOICES PLAYED A MEANINGFUL ROLE IN SHAPING THE ASSESSMENT.OVERSIGHT OF THE CHNA PROCESS WAS PROVIDED BY LEADERSHIP REPRESENTATIVES FROM CENTRACARE MONTICELLO AND PARTNER ORGANIZATIONS WITHIN THE WRIGHT COUNTY COMMUNITY HEALTH COLLABORATIVE. THESE REPRESENTATIVES COLLECTIVELY REVIEWED DATA, CONSIDERED STAKEHOLDER AND COMMUNITY INPUT, AND HELPED DETERMINE THE PRIORITY HEALTH NEEDS FOR THE COMMUNITY.THROUGH THIS COLLABORATIVE, DATA-INFORMED, AND COMMUNITY-ENGAGED PROCESS, CENTRACARE MONTICELLO CONSIDERED INPUT FROM PERSONS REPRESENTING THE BROAD INTERESTS OF THE COMMUNITY WHEN IDENTIFYING AND PRIORITIZING HEALTH NEEDS FOR THE 20252028 CYCLE. THE PROCESS RESULTED IN THREE PRIORITY AREAS FOR COMMUNITY HEALTH IMPROVEMENT: IMPROVING ACCESS TO CARE, STRENGTHENING ECONOMIC STABILITY, AND ENHANCING SOCIAL CONNECTEDNESS. THESE PRIORITIES REFLECT BOTH COMMUNITY INPUT AND ANALYSIS OF LOCAL HEALTH INDICATORS AND WILL GUIDE COLLABORATIVE COMMUNITY HEALTH IMPROVEMENT EFFORTS OVER THE NEXT SEVERAL YEARS. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 5: THE HOSPITAL IS ADDRESSESING THE SIGNIFICANT NEEDS IDENTIFIED IN ITS MOST RECENTLY CONDUCTED COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) THROUGH IMPLEMENTATION OF THE 20252028 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). THIS PLAN BUILDS UPON THE FOUNDATION ESTABLISHED IN THE 20192022 CHIP AND FURTHER STRENGTHENED THROUGH THE 20232025 CYCLE. WHILE EARLIER CHIP EFFORTS EMPHASIZED PARTNER ENGAGEMENT AND HEALTH EQUITY, THE 20252028 CHIP INTEGRATES LESSONS LEARNED FROM PRIOR COLLABORATIONS AND REFLECTS EVOLVING COMMUNITY NEEDS, ENSURING A MORE COORDINATED AND EQUITY-FOCUSED RESPONSE.FOLLOWING PRESENTATION OF THE CHNA FINDINGS, ASSESSMENT COMMITTEE MEMBERS PARTICIPATED IN A STRUCTURED PRIORITIZATION PROCESS TO IDENTIFY CROSS-CUTTING THEMES ACROSS THE THREE ASSESSMENTS. NINE THEMES WERE INITIALLY IDENTIFIED AND RANKED BY LEVEL OF CONCERN. THESE THEMES WERE FURTHER REFINED INTO TEN SIGNIFICANT NEEDS: MENTAL HEALTH; SOCIAL CONNECTION; BELONGING; SUBSTANCE USE; HOUSING; FINANCIAL INSECURITY; CHILDCARE; FOOD INSECURITY; HEALTH CARE ACCESS; AND HEALTH CARE TRANSPORTATION. THE CMA ASSESSMENT COMMITTEES REVIEWED THESE NEEDS AND ORGANIZED THEM INTO THREE DISTRICT-WIDE PRIORITY AREAS WITH DEFINED GOALS AND MEASURABLE OBJECTIVES TO COMPREHENSIVELY ADDRESS THE IDENTIFIED NEEDS AND ADVANCE HEALTH EQUITY.THE FIRST PRIORITY AREA, COMMUNITY CONNECTION, FOCUSES ON MENTAL HEALTH, SOCIAL CONNECTION, BELONGING, AND SUBSTANCE USE. GOALS INCLUDE INCREASING OVERALL MENTAL WELLBEING AND REDUCING DRUG USE AMONG RESIDENTS OF BENTON, SHERBURNE, AND STEARNS COUNTIES. STRATEGIES EMPHASIZE PREVENTION, EARLY INTERVENTION, STRENGTHENING COMMUNITY-BASED PARTNERSHIPS, AND PROMOTING INITIATIVES THAT FOSTER CONNECTION AND A SENSE OF BELONGING.THE SECOND PRIORITY AREA, COMMUNITY STABILITY, ADDRESSES HOUSING, FINANCIAL INSECURITY, CHILDCARE, AND FOOD INSECURITY. GOALS INCLUDE SUPPORTING THE DEVELOPMENT AND IMPLEMENTATION OF FAMILY RESOURCE CENTERS AND PROMOTING THE USE AND ANALYSIS OF DATA TO BETTER UNDERSTAND ROOT CAUSES, PRIORITIZING COMMUNITIES AND GROUPS MOST IMPACTED. EFFORTS FOCUS ON UPSTREAM SOCIAL DETERMINANTS OF HEALTH INTERVENTIONS, CROSS-SECTOR COLLABORATION, AND TARGETED STRATEGIES TO REDUCE DISPARITIES AND IMPROVE LONG-TERM STABILITY FOR FAMILIES.THE THIRD PRIORITY AREA, COMMUNITY ACCESS, ADDRESSES HEALTH CARE ACCESS, INCLUDING TRANSPORTATION, INSURANCE, AND SERVICE AVAILABILITY. GOALS INCLUDE PROMOTING PREVENTIVE CARE AND ENHANCING AND EXPANDING MOBILE CLINIC OFFERINGS IN RURAL AND UNDERSERVED AREAS FOR ACUTE CARE, PRIMARY CARE, SCREENINGS, AND VACCINATIONS. STRATEGIES INCLUDE EXPANDING OUTREACH SERVICES, STRENGTHENING TRANSPORTATION PARTNERSHIPS, AND IMPROVING NAVIGATION SUPPORT TO ENSURE INDIVIDUALS CAN ACCESS TIMELY AND APPROPRIATE CARE.AT THIS TIME, THE HOSPITAL FACILITY IS ADDRESSING ALL TEN SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA THROUGH ALIGNMENT WITHIN THESE THREE PRIORITY AREAS. WHILE CERTAIN UPSTREAM FACTORSSUCH AS HOUSING DEVELOPMENT AND CHILDCARE INFRASTRUCTUREREQUIRE MULTI-SECTOR LEADERSHIP BEYOND THE HOSPITAL'S DIRECT CONTROL, THE HOSPITAL SUPPORTS THESE EFFORTS THROUGH PARTNERSHIP, CONVENING, ADVOCACY, DATA ANALYSIS, AND RESOURCE ALIGNMENT. THROUGH THIS STRUCTURED AND COLLABORATIVE APPROACH, THE 20252028 CHIP COMPREHENSIVELY ADDRESSES THE NEEDS IDENTIFIED IN THE CHNA IN ALIGNMENT WITH REGULATORY REQUIREMENTS AND COMMUNITY PRIORITIES. |
| CENTRACARE - RICE MEMORIAL HOSPITAL | PART V, SECTION B, LINE 5: THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IS A DATA DRIVEN APPROACH TO DETERMINING THE HEALTH STATUS, BEHAVIORS AND NEEDS OF RESIDENTS. A CHNA PROVIDES INFORMATION SO THAT COMMUNITIES AND HEALTH SYSTEMS MAY IDENTIFY ISSUES OF GREATEST CONCERN AND DECIDE TO COMMIT RESOURCES TO THOSE AREAS, THEREBY MAKING THE GREATEST POSSIBLE IMPACT ON COMMUNITY HEALTH STATUS. THE CHNA PROVIDES A MECHANISM THAT ALLOWS STAKEHOLDERS TO UNDERSTAND, NOT ONLY CURRENT COMMUNITY RESOURCE GAPS, BUT ALSO CURRENT DISEASE ETIOLOGY IN ADDITION TO IDENTIFYING AND ADDRESSING BROADER DETERMINANTS OF HEALTH THAT ARE INFLUENCING OUTCOMES OF THE POPULATION. ALIGNED WITH CENTRACARE'S MISSION AND FISCAL STRATEGY, THE CHNA GUIDES THE ORGANIZATION TO FOCUS ON COMMUNITY BENEFIT ACTIVITIES THAT WILL SUPPORT THE NEEDS OF THE MOST VULNERABLE AND UNDERSERVED POPULATIONS.KANDIYOHI COUNTY PUBLIC HEALTH (KCPH) PLAYED A CRUCIAL ROLE IN ASSISTING CENTRACARE WITH THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) FOR THE RICE MEMORIAL HOSPITAL COMMUNITY. DESPITE VARIOUS CHALLENGES CAUSING DELAYS, KCPH'S EFFORTS IN GATHERING HEALTH DATA, DEVELOPING SURVEY QUESTIONS, AND ANALYZING RESULTS WERE INVALUABLE. CENTRACARE WISHES TO RECOGNIZE THAT THE DATA, CHARTS, AND GRAPHS PRESENTED IN THIS DOCUMENT ARE THE RESULT OF KCPH'S DEDICATED WORK. LOOKING AHEAD, CENTRACARE AIMS TO COLLABORATE MORE CLOSELY WITH KCPH IN THE PLANNING STAGES OF BOTH THE CHNA AND COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). BY WORKING TOGETHER FROM THE OUTSET, WE CAN STREAMLINE THE PROCESS, CONSERVE RESOURCES, AND ENSURE THE SUCCESS OF THESE ESSENTIAL INITIATIVES. A THOROUGH COMMUNITY HEALTH ASSESSMENT IS A CUSTOMARY PRACTICE AND CORE FUNCTION OF PUBLIC HEALTH. EVERY MINNESOTA COMMUNITY HEALTH BOARD MUST COMPLETE AN ASSESSMENT EVERY FIVE YEARS. KANDIYOHI COUNTY'S COMMUNITY HEALTH ASSESSMENT WAS PREPARED UNDER THE KARE TO ACHIEVE LEADERSHIP TEAM AND THE KANDIYOHI-RENVILLE COMMUNITY HEALTH BOARD USING DATA FROM THE MINNESOTA DEPARTMENT OF HEALTH (MDH), THE CENTERS FOR DISEASE CONTROL AND PREVENTION (CDC), STUDENT AND PACT FOR FAMILIES SURVEYS, SOUTHWEST REGIONAL ADULT HEALTH SURVEY, U.S. CENSUS, AND LOCAL HOSPITAL AND CLINICS. OUR 2024 KANDIYOHI COMMUNITY HEALTH ASSESSMENT TELLS THE STORY OF OUR HEALTH TODAY AND HOW IT HAS BEEN SHAPED OVER TIME BY OPPORTUNITIES, BELONGING, AND INTERACTIONS WITH NATURE. THIS ASSESSMENT INTENDS TO HELP MAKE CLEAR THE ASSOCIATION BETWEEN THE CONDITIONS OF OUR LIVES AND OUR HEALTH. THE ASSESSMENT SETS THE STAGE FOR OUR WORK WITH COMMUNITY PARTNERS AND GUIDES OUR COLLECTIVE EFFORTS TO ASSURE THAT WE ACHIEVE THE PUBLIC MISSION TO LEAD EFFORTS TO: (1) PREVENT ILLNESS, DISEASE AND INJURY, (2) PROMOTE HEALTHY AND SAFE NEIGHBORHOODS, (3) PROTECT AND ENHANCE THE WELL-BEING OF THOSE WHO LIVE, WORK, LEARN AND PLAY IN OUR COMMUNITIES. |
| CENTRACARE - REDWOOD AREA HOSPITAL | PART V, SECTION B, LINE 5: THE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IS A DATA DRIVEN APPROACH TO DETERMINING THE HEALTH STATUS, BEHAVIORS AND NEEDS OF RESIDENTS. A CHNA PROVIDES INFORMATION SO THAT COMMUNITIES AND HEALTH SYSTEMS MAY IDENTIFY ISSUES OF GREATEST CONCERN AND DECIDE TO COMMIT RESOURCES TO THOSE AREAS, THEREBY MAKING THE GREATEST POSSIBLE IMPACT ON COMMUNITY HEALTH STATUS. THE CHNA PROVIDES A MECHANISM THAT ALLOWS STAKEHOLDERS TO UNDERSTAND, NOT ONLY CURRENT COMMUNITY RESOURCE GAPS, BUT ALSO CURRENT DISEASE ETIOLOGY IN ADDITION TO IDENTIFYING AND ADDRESSING BROADER DETERMINANTS OF HEALTH THAT ARE INFLUENCING OUTCOMES OF THE POPULATION. ALIGNED WITH CENTRACARE'S MISSION AND FISCAL STRATEGY, THE CHNA GUIDES THE ORGANIZATION TO FOCUS ON COMMUNITY BENEFIT ACTIVITIES THAT WILL SUPPORT THE NEEDS OF THE MOST VULNERABLE AND UNDERSERVED POPULATIONS. THE COLLABORATION OF PARTNERS HAS BEEN GROWING FOR YEARS AND RESULTS IN COMBINED EFFORTS FOR THE GREATER GOOD OF THE COMMUNITY. THE INFRASTRUCTURE FROM THIS PROCESS IS MAINTAINED TO IDENTIFY THE TOP THREE COMMUNITY PRIORITIES AND THE GUIDING PRINCIPLES OF COMMUNITY COLLABORATION, EQUITY, RESILIENCE, EDUCATION, AWARENESS, AND HEALTH ORGANIZATIONS. A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IS A SYSTEMATIC, DATA-DRIVEN APPROACH TO EVALUATING THE HEALTH STATUS, BEHAVIORS, AND NEEDS OF RESIDENTS IN A SPECIFIC COMMUNITY. IT AIMS TO IDENTIFY CRITICAL HEALTH ISSUES AND RESOURCE GAPS TO GUIDE EFFORTS IN IMPROVING COMMUNITY HEALTH THROUGH: DATA COLLECTION, STAKEHOLDER ENGAGEMENT, AND PRIORITIZATION. A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) IS A STRATEGIC PLAN DEVELOPED AND BASED ON THE FINDINGS OF THE CHNA. IT OUTLINES SPECIFIC ACTIONS AND INITIATIVES TO ADDRESS THE PRIORITIZED HEALTH NEEDS OF THE COMMUNITY BY: SETTING PRIORITIES, DEVELOPING STRATEGIES, PARTNERSHIPS & COLLABORATION, AND MONITORING & EVALUATION. SOUTHWEST HEALTH AND HUMAN SERVICES USED THE MAPP (MOBILIZING ACTION THROUGH PLANNING AND PARTNERSHIPS) EVOLUTION FRAMEWORK TO CONDUCT A COMMUNITY HEALTH ASSESSMENT AND IDENTIFY ROOT CAUSE AREAS WITHIN WHICH TO CONCENTRATE EFFORTS TO IMPROVE COMMUNITY HEALTH. THEY ALSO CREATED AND USED A "QUALITY OF LIFE" SURVEY, AS WELL AS CONDUCTED FOCUS GROUPS. THE IMPLEMENTATION PHASE OF THE CHIP IS JULY 1, 2024, THROUGH JUNE 30, 2027. |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 5: CENTRACARE BENSON IMPLEMENTED A STRUCTURED AND DATA-DRIVEN COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) PROCESS DESIGNED TO ENSURE THAT COMMUNITY PERSPECTIVES MEANINGFULLY INFORMED BOTH THE ASSESSMENT FINDINGS AND THE DEVELOPMENT OF THE SUBSEQUENT COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). THE CHNA WAS CONDUCTED IN COLLABORATION WITH COUNTRYSIDE PUBLIC HEALTH AND FOLLOWED A SYSTEMATIC AND TRANSPARENT METHODOLOGY FOR EVALUATING THE HEALTH STATUS, HEALTH BEHAVIORS, AND PRIORITY NEEDS OF RESIDENTS IN SWIFT COUNTY AND THE BENSON COMMUNITY.THE ASSESSMENT PROCESS INCORPORATED MULTIPLE COMPONENTS TO ENSURE THAT FINDINGS REFLECTED BOTH OBJECTIVE HEALTH INDICATORS AND LIVED COMMUNITY EXPERIENCES. FIRST, COMPREHENSIVE QUANTITATIVE DATA COLLECTION AND ANALYSIS WERE CONDUCTED THROUGH THE REVIEW OF SEVERAL RELIABLE DATA SOURCES. THESE INCLUDED THE ADULT HEALTH SURVEY ADMINISTERED BY COUNTRYSIDE PUBLIC HEALTH, THE WIDELY RECOGNIZED COUNTY HEALTH RANKINGS & ROADMAPS DATASET, AND OTHER RELEVANT SECONDARY SOURCES SUCH AS STATE AND LOCAL PUBLIC HEALTH REPORTS, DEMOGRAPHIC DATA, AND HEALTH OUTCOME INDICATORS. FOLLOWING THE DATA COLLECTION AND ENGAGEMENT PHASES, PARTNERS PARTICIPATED IN A COLLABORATIVE PRIORITIZATION PROCESS TO IDENTIFY THE MOST SIGNIFICANT COMMUNITY HEALTH NEEDS. DURING THIS PHASE, QUANTITATIVE DATA FINDINGS AND QUALITATIVE FEEDBACK WERE REVIEWED TOGETHER TO DETERMINE WHICH ISSUES REPRESENTED THE GREATEST BURDEN ON COMMUNITY HEALTH AND WHERE COORDINATED ACTION COULD PRODUCE MEANINGFUL IMPROVEMENTS. THE RESULTING PRIORITIZED HEALTH NEEDS SERVED AS THE FOUNDATION FOR THE COMMUNITY HEALTH IMPROVEMENT PLAN, ENSURING THAT STRATEGIES AND INITIATIVES IMPLEMENTED BY CENTRACARE BENSON AND ITS COMMUNITY PARTNERS ARE ALIGNED WITH THE MOST PRESSING HEALTH CONCERNS IDENTIFIED THROUGH THE CHNA PROCESS. |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 6A: CENTRACARE HEALTH - MONTICELLO CONDUCTED THE CHNA WITH ALLINA HEALTH BUFFALO HOSPITAL. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 6A: CENTRACARE HEALTH - PAYNESVILLE CONDUCTED THE CHNA WITH CENTRACARE - MELROSE, CENTRACARE - SAUK CENTRE, AND ST. CLOUD HOSPITAL. |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 6B: CENTRACARE HEALTH - MONTICELLO CONDUCTED THE CHNA WITH WRIGHT COUNTY COMMUNITY ACTION AND WRIGHT COUNTY PUBLIC HEALTH. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 6B: CENTRACARE HEALTH - PAYNESVILLE CONDUCTED THE CHNA WITH BENTON COUNTY PUBLIC HEALTH, SHERBURNE COUNTY PUBLIC HEALTH AND STEARNS COUNTY PUBLIC HEALTH. |
| CENTRACARE - RICE MEMORIAL HOSPITAL | PART V, SECTION B, LINE 6B: CENTRACARE - RICE MEMORIAL HOSPITAL'S CHNA WAS CONDUCTED WITH THE KANDIYOHI/RENVILLE PUBLIC HEALTH DEPARTMENT. |
| CENTRACARE - REDWOOD AREA HOSPITAL | PART V, SECTION B, LINE 6B: CENTRACARE - REDWOOD AREA HOSPITAL'S CHNA WAS CONDUCTED WITH SOUTHWEST HEALTH AND HUMAN SERVICES. |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 6B: CENTRACARE HEALTH - BENSON CONDUCTED THE CHNA WITH COUNTRYSIDE PUBLIC HEALTH. |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 11: CENTRACARE MONTICELLO CONDUCTED ITS 20252028 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IN PARTNERSHIP WITH THE WRIGHT COUNTY COMMUNITY HEALTH COLLABORATIVE, WHICH INCLUDES WRIGHT COUNTY PUBLIC HEALTH, BUFFALO HOSPITAL (PART OF ALLINA HEALTH), AND WRIGHT COUNTY COMMUNITY ACTION. THROUGH THIS COLLABORATIVE PROCESS, THREE PRIORITY COMMUNITY HEALTH NEEDS WERE IDENTIFIED FOR THE 20252028 CYCLE: IMPROVING ACCESS TO CARE, STRENGTHENING ECONOMIC STABILITY, AND ENHANCING SOCIAL CONNECTEDNESS. CENTRACARE MONTICELLO IS ADDRESSING THESE NEEDS THROUGH HOSPITAL-LED INITIATIVES AND PARTNERSHIPS THAT SUPPORT THE BROADER COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP).TO ADDRESS ACCESS TO CARE, CENTRACARE MONTICELLO IS WORKING TO EXPAND THE AVAILABILITY OF CLINICAL SERVICES AND STRENGTHEN THE HEALTHCARE WORKFORCE PIPELINE. THE HOSPITAL SUPPORTS EXPANDED ACCESS TO SPECIALTY CARE THROUGH THE UNIVERSITY OF MINNESOTA ORTHOPEDICS CLINIC LOCATED IN MONTICELLO, WHICH OFFERS WEEKDAY WALK-IN APPOINTMENTS AND COORDINATES WITH THE EMERGENCY DEPARTMENT WHEN HIGHER LEVELS OF CARE ARE NEEDED. CENTRACARE MONTICELLO ALSO HOSTS MEDICAL STUDENTS ACROSS MULTIPLE DEPARTMENTS, INCLUDING BEHAVIORAL HEALTH, THE EMERGENCY DEPARTMENT, HEART AND VASCULAR SERVICES, AND THE BIRTH CENTER, PROVIDING HANDS-ON TRAINING THAT SUPPORTS WORKFORCE DEVELOPMENT AND FUTURE PROVIDER RECRUITMENT. IN ADDITION, A FIRST-YEAR RESIDENT PHYSICIAN ROTATION IN RADIATION ONCOLOGY IS HOSTED AT THE MONTICELLO SITE, INCREASING EXPOSURE TO SPECIALTY CARE PRACTICE IN THE COMMUNITY.TO ADDRESS ECONOMIC STABILITY AND SOCIAL DRIVERS OF HEALTH, CENTRACARE MONTICELLO HAS IMPLEMENTED INITIATIVES THAT SUPPORT PATIENTS EXPERIENCING FINANCIAL HARDSHIP OR FOOD INSECURITY. FOR EXAMPLE, EMERGENCY FOOD BAGS HAVE BEEN IMPLEMENTED AT CENTRACARE CLEARWATER CLINIC TO PROVIDE IMMEDIATE FOOD ASSISTANCE FOR PATIENTS IN NEED. THESE EFFORTS COMPLEMENT BROADER CENTRACARE STRATEGIES THAT CONNECT PATIENTS TO COMMUNITY RESOURCES AND SERVICES THAT ADDRESS FOOD ACCESS, HOUSING CHALLENGES, TRANSPORTATION NEEDS, AND OTHER SOCIAL DRIVERS OF HEALTH THAT IMPACT OVERALL WELL-BEING.TO ADDRESS SOCIAL CONNECTEDNESS AND MENTAL WELL-BEING, CENTRACARE MONTICELLO SUPPORTS COMMUNITY EDUCATION AND ENGAGEMENT ACTIVITIES THAT INCREASE AWARENESS OF MENTAL HEALTH RESOURCES AND PROMOTE SUICIDE PREVENTION. HOSPITAL REPRESENTATIVES PARTICIPATE IN COMMUNITY EVENTS AND OUTREACH EFFORTS THAT BRING TOGETHER LOCAL ORGANIZATIONS AND RESIDENTS TO SHARE RESOURCES, BUILD SUPPORTIVE NETWORKS, AND ENCOURAGE EARLY CONNECTION TO MENTAL HEALTH SERVICES.WHILE ADDITIONAL COMMUNITY HEALTH NEEDS WERE IDENTIFIED THROUGH THE CHNA PROCESS, CENTRACARE IS NOT ADDRESSING ALL IDENTIFIED NEEDS AT THIS TIME. THE REMAINING NEEDS ARE NOT CURRENT IMPLEMENTATION PRIORITIES DUE TO FACTORS SUCH AS AVAILABLE STAFF CAPACITY, FINANCIAL AND RESOURCE LIMITATIONS, ALIGNMENT WITH ORGANIZATIONAL EXPERTISE, AND THE NEED TO FOCUS EFFORTS WHERE THE HOSPITAL CAN HAVE THE GREATEST IMPACT THROUGH COLLABORATIVE PARTNERSHIPS. CENTRACARE WILL CONTINUE TO MONITOR THESE NEEDS, ENGAGE COMMUNITY PARTNERS, AND REASSESS PRIORITIES IN FUTURE CHNA CYCLES AS RESOURCES AND COMMUNITY CONDITIONS EVOLVE. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 11: CENTRACARE - PAYNESVILLE IS ADDRESSING THE SIGNIFICANT HEALTH NEEDS IDENTIFIED IN ITS MOST RECENTLY CONDUCTED COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) THROUGH IMPLEMENTATION OF ITS 20252028 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP), WHICH PRIORITIZES THREE FOCUS AREAS: COMMUNITY CONNECTION (MENTAL HEALTH AND SUBSTANCE USE), COMMUNITY STABILITY (SOCIAL DRIVERS OF HEALTH), AND COMMUNITY ACCESS (HEALTH CARE ACCESS). TO ADVANCE COMMUNITY CONNECTION, CENTRACARE COLLABORATES WITH PUBLIC HEALTH, SCHOOLS, BEHAVIORAL HEALTH PROVIDERS, AND COMMUNITY ORGANIZATIONS TO EXPAND MENTAL HEALTH PROMOTION, SUICIDE PREVENTION, SUBSTANCE USE PREVENTION, AND EARLY INTERVENTION STRATEGIES THAT STRENGTHEN RESILIENCE AND SOCIAL CONNECTEDNESS. TO IMPROVE COMMUNITY STABILITY, CENTRACARE WORKS WITH CROSS-SECTOR PARTNERS TO ADDRESS SOCIAL DRIVERS OF HEALTH SUCH AS FOOD ACCESS, HOUSING STABILITY, TRANSPORTATION, AND ECONOMIC SECURITY THROUGH SCREENING, REFERRAL PATHWAYS, COMMUNITY PARTNERSHIPS, AND UPSTREAM PREVENTION STRATEGIES. TO ENHANCE COMMUNITY ACCESS, CENTRACARE IMPLEMENTS INITIATIVES TO REDUCE BARRIERS TO CARE, INCLUDING EXPANDING PREVENTIVE SERVICES, STRENGTHENING LANGUAGE ACCESS, SUPPORTING CULTURALLY RESPONSIVE OUTREACH, AND CONNECTING UNDERSERVED POPULATIONS TO PRIMARY, BEHAVIORAL, AND SPECIALTY CARE SERVICES.WHILE ADDITIONAL COMMUNITY HEALTH NEEDS WERE IDENTIFIED THROUGH THE CHNA PROCESS, CENTRACARE IS NOT ADDRESSING ALL IDENTIFIED NEEDS AT THIS TIME. THE REMAINING NEEDS ARE NOT CURRENT IMPLEMENTATION PRIORITIES DUE TO FACTORS SUCH AS AVAILABLE STAFF CAPACITY, FINANCIAL AND RESOURCE LIMITATIONS, ALIGNMENT WITH ORGANIZATIONAL EXPERTISE, AND THE NEED TO FOCUS EFFORTS WHERE THE HOSPITAL CAN HAVE THE GREATEST IMPACT THROUGH COLLABORATIVE PARTNERSHIPS. CENTRACARE WILL CONTINUE TO MONITOR THESE NEEDS, ENGAGE COMMUNITY PARTNERS, AND REASSESS PRIORITIES IN FUTURE CHNA CYCLES AS RESOURCES AND COMMUNITY CONDITIONS EVOLVE. |
| CENTRACARE - RICE MEMORIAL HOSPITAL | PART V, SECTION B, LINE 11: EACH INDIVIDUAL IS UNIQUE, EACH POPULATION IS UNIQUE, EACH COUNTY IS UNIQUE, AND EACH HAS VALUE. HOWEVER, RESEARCH METHODS REQUIRE CREATING CATEGORIES FOR ANALYSIS AND GROUPING PEOPLE, POPULATIONS, AND COMMUNITIES WHICH HIDES SOME OF OUR REAL AND IMPORTANT DIFFERENCES IN ORDER TO ALLOW COMPARISONS. AN ASSESSMENT CAN ONLY START THE CONVERSATION ABOUT HEALTH IN THE COMMUNITY. THE WORK OF ADVANCING HEALTH REQUIRES ENGAGING WITH PEOPLE AND COMMUNITIES TO MORE FULLY UNDERSTAND ALL OF OUR UNIQUE CIRCUMSTANCES AND TO SHAPE ACTION FOR CHANGE. AT THE KANDIYOHI COUNTY CALL TO ACTION COMMUNITY MEETING HELD IN JUNE 2024 THERE WAS REVIEW OF THE PURPOSE, PARTNERS AND PROCESS FOR DEVELOPING THE CHA. THE FIRST PHASE WAS INITIAL PLANNING MEETINGS AND DATA GATHERING FROM VARIOUS SOURCES LIKE THE ADULT HEALTH SURVEY, MINNESOTA STUDENT SURVEY, U.S. CENSUS DATA, ETC. THE SECOND PHASE WAS ANALYZING AND VERIFYING DATA, ALONG WITH DOCUMENT CREATION. THE THIRD PHASE INCLUDED COMMUNITY INPUT WITH A VARIETY OF CALL-TO-ACTION MEETINGS IN BOTH KANDIYOHI AND RENVILLE. COMMUNITY STAKEHOLDERS AND ELECTED OFFICIALS WITH KNOWLEDGE AND CONNECTIONS AMONGST MEDICALLY UNDERSERVED, LOW INCOME, OR MINORITY POPULATIONS WERE FURTHER INCLUDED IN THE PROCESS DURING THE COMMUNITY STAKEHOLDER MEETINGS. DURING THE MEETINGS, SURVEY FINDINGS WERE PRESENTED TO COMMUNITY STAKEHOLDERS. FACILITATED DISCUSSION COMMENCED AND PARTICIPANTS WERE ASKED TO CONSIDER THE NEEDS IDENTIFIED THAT SHOULD BE FURTHER DEVELOPED INTO IMPLEMENTATION STRATEGIES. HEALTH NEEDS IDENTIFIED DURING THE PREVIOUS CYCLE BUT NOT RAISED THROUGH THE SURVEY OR COUNTY HEALTH RANKINGS WERE ALSO CONSIDERED. THE MEETING SERVED TO INFORM THE GROUP OF THE FINDINGS BUT ALSO SERVED AS A CATALYST TO DRIVE COLLABORATION AND PRIORITIZATION OF LOCAL NEEDS. AFTER COMPLETING THE COMMUNITY HEALTH ASSESSMENT, COMMUNITY HEALTH IMPROVEMENT IN PARTNERSHIP WITH RICE MEMORIAL HOSPITAL WORKGROUP PRIORITIZE THE HEALTH ISSUES AND/OR FACTORS IMPACTING HEALTH TO COLLECTIVELY ADDRESS. TO SUBMIT THEIR COMMUNITIES' HEALTH. THEY STRATEGIZE ACTIVITIES AND INITIATIVES TO ADDRESS THE HEALTH PRIORITIES, ESTABLISH LEADERSHIP TO DEVELOP THEM AND REPORT ON COMPLETION OF PERFORMANCE MEASURES. THE CHIP AND STRATEGIC PLAN GUIDE THE COMMUNITY HEALTH IMPROVEMENT TEAM AND HOSPITAL WORKGROUP BY WORKING INTERNALLY, AND EXTERNALLY ALONGSIDE COMMUNITY PARTNERS. THEY CAN USE THESE PLANS TO ADVOCATE FOR RESOURCES, WORK TOWARD MEASURABLE RESULTS, AND DEMONSTRATE EFFICIENCY AND ACCOUNTABILITY. THE PRIORITIES IDENTIFIED WERE AS FOLLOWS: 1) ACCESS TO CARE, 2) CHRONIC DISEASE, 3) ADOLESCENT HEALTH, 4) SUBSTANCE ABUSE, 5) AGING POPULATION, 6) HOUSING STABILITY, 7) FOOD SECURITY, 8) ADVERSE CHILDHOOD EXPERIENCES, 9) MENTAL WELL-BEING, AND 10) CHILDCARE ACCESS. THE DECISION WAS MADE TO FOCUS ON THE TOP FOUR PRIORITIES (MENTAL HEALTH, SUBSTANCE ABUSE, CHILDCARE ACCESS AND FOOD SECURITY) FOR THE COMMUNITY HEALTH IMPROVEMENT PLAN. THE PRIORITIES ENCOURAGING ACCESS TO CARE, CHRONIC DISEASE, ADOLESCENT HEALTH, AGING POPULATION, HOUSING STABILITY, ADVERSE CHILDHOOD EXPERIENCES WILL NOT SPECIFICALLY BE ADDRESSED THROUGH ACTION PLANNING OR MEASUREMENT DUE TO FINANCIAL AND STAFFING RESTRAINTS, HOWEVER, THERE ARE WAYS MANY OF THESE PRIORITIES ARE BEING ADDRESSED EITHER WITHIN THE TOP FOUR PRIORITIES OR THE COMMUNITY. IN THE FUTURE, THE GROUP WILL ASSESS THE CAPACITY TO EXPAND THE NUMBER OF PRIORITIES BEING ADDRESSED AND MEASURED. ALTHOUGH NOT DIRECTLY ADDRESSED IN THE PLAN, CENTRACARE DOES ACTIVELY SUPPORT OTHER ORGANIZATIONS WITHIN THE COMMUNITY WHO ARE WORKING ON DETERMINANTS OF HEALTH IDENTIFIED DURING THE CHNA PROCESS LIKE ACES, TOBACCO, TRAUMA, EDUCATING POLICYMAKERS, ETC. |
| CENTRACARE - REDWOOD AREA HOSPITAL | PART V, SECTION B, LINE 11: COMMUNITY HEALTH ASSESSMENT DATA WAS COLLECTED FROM VARIOUS LOCAL, STATE, AND FEDERAL DATA SOURCES. SOME OF THESE RESOURCES INCLUDE THE 2023 SOUTHWEST MINNESOTA HEALTHY COMMUNITIES SURVEY, THE MINNESOTA STUDENT SURVEY (1998 THROUGH 2022), MINNESOTA CENTER FOR HEALTH STATISTICS, ATLAS OF MINNESOTA ONLINE, MINNESOTA STATE DEMOGRAPHER, MINNESOTA DEPARTMENT ECONOMIC AND EMPLOYMENT DEVELOPMENT, MINNESOTA DEPARTMENT OF PUBLIC SAFETY, MINNESOTA COURT SYSTEM, MINNESOTA DEPARTMENT OF NATURAL RESOURCES, VARIOUS DEPARTMENTS AT MINNESOTA DEPARTMENT OF HEALTH, MINNESOTA ELECTRONIC RECORD CONSORTIUM, VARIOUS DISEASE FOUNDATIONS, BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEM, ENVIRONMENTAL PROTECTION AGENCY, U. S. CENSUS BUREAU, U.S. DEPARTMENT OF AGRICULTURE, AND CENTERS FOR DISEASE CONTROL. WILDER RESEARCH PARTNERED WITH SOUTHWEST HEALTH AND HUMAN SERVICES TO CONDUCT FOCUS GROUPS WITH PEOPLE ACROSS SOUTHWEST MINNESOTA TO LEARN MORE ABOUT THEIR HEALTH NEEDS. PARTICIPANTS WERE RECRUITED FROM EIGHT COMMUNITIES INCLUDING PEOPLE WITH DISABILITIES, KAREN, SPANISH-SPEAKING, GAY, LESBIAN, BISEXUAL, AND TRANSGENDER (LGBT) PEOPLE, NATIVE AMERICAN, SOMALI, VETERANS, AND ELDERS. PARTICIPANTS WERE ASKED ABOUT THEIR HEALTH NEEDS AND IDEAS TO IMPROVE HEALTH AND WELL-BEING WITHIN THEIR COMMUNITIES. WILDER STAFF PREPARED THIS REPORT SUMMARIZING THE FOCUS GROUPS TO PROVIDE SOUTHWEST HEALTH AND HUMAN SERVICES WITH RECOMMENDATIONS FOR PROMOTING HEALTH FOR DIVERSE COMMUNITIES IN SOUTHWEST MINNESOTA. EIGHT FOCUS GROUPS WERE CONDUCTED WITH PEOPLE FROM EIGHT DIFFERENT IDENTITY GROUPS IN SOUTHWEST MINNESOTA TO BETTER UNDERSTAND BARRIERS TO HEALTH AND WELL-BEING AND IDEAS FOR IMPROVING HEALTHY BEHAVIORS. WILDER RESEARCH DEVELOPED SEMI-STRUCTURED INTERVIEW GUIDES THAT INCLUDED QUESTIONS SUCH AS "WHAT DOES BEING HEALTHY MEAN TO YOU?", "WHAT KINDS OF HEALTH ISSUES DO YOU SEE IN YOUR COMMUNITY?", "WHAT HELPS YOU TO BE HEALTHY?", AND "WHAT WOULD HELP YOU TO BE HEALTHIER?" SIX OF THE FOCUS GROUPS WERE CONDUCTED IN PERSON AND TWO WERE CONDUCTED VIRTUALLY (THE DISABILITY GROUP AND THE LGBT GROUP). THREE OF THE GROUPS WERE CONDUCTED IN LANGUAGES OTHER THAN ENGLISH WITH INTERPRETATION (KAREN, SOMALI, AND SPANISH-SPEAKING). A NOTE TAKER TOOK NOTES FOR EACH OF THE GROUPS AND THE NOTES WERE UTILIZED FOR DATA ANALYSIS. AT THE END OF THE FOCUS GROUPS, PARTICIPANTS WERE ASKED IF THEY HAD ANY ADVICE FOR SOUTHWEST HEALTH AND HUMAN SERVICES STAFF AS THEY BUILD PROGRAMS TO SUPPORT COMMUNITY HEALTH AND WELL-BEING. MANY OF THE PARTICIPANTS REITERATED NEEDS DESCRIBED ABOVE, INCLUDING TRANSPORTATION, LIVING WAGE EMPLOYMENT, AND HEALTH INSURANCE. HOWEVER, THE PRIMARY MESSAGE IN THESE RESPONSES WAS THE NEED FOR HEALTH CARE AND SOCIAL SERVICE STAFF WHO ARE KIND, RESPECTFUL, AND INCLUSIVE OF PEOPLE WITH MINORITY IDENTITIES. PARTICIPANTS IN ALMOST EVERY GROUP REPORTED WANTING MORE STAFF WHO REPRESENT AND RESPECT THEIR MULTIPLE IDENTITIES. SOUTHWEST HEALTH AND HUMAN SERVICES AND THE CENTRACARE-REDWOOD WORKGROUP ENGAGED INDIVIDUALS AND ORGANIZATIONS REGARDING THIS COMMUNITY HEALTH WORK. ENGAGEMENT WITH THE BROAD COMMUNITY WAS AN AREA WITH LIMITATIONS. IT IS ACKNOWLEDGED THAT THE CHNA AND CHIP PROCESSES INTO THE FUTURE WILL INCLUDE A DELIBERATE APPROACH TO AUTHENTIC COMMUNITY ENGAGEMENT THAT INCLUDES A DEEPER FOCUS ON DIVERSITY AND AT-RISK POPULATIONS. COMMUNITY STAKEHOLDERS AND ELECTED OFFICIALS WITH KNOWLEDGE AND CONNECTIONS AMONGST MEDICALLY UNDERSERVED, LOW INCOME, OR MINORITY POPULATIONS WERE FURTHER INCLUDED IN THE PROCESS DURING THE COMMUNITY STAKEHOLDER MEETINGS. DURING THE MEETINGS, SURVEY FINDINGS WERE PRESENTED TO COMMUNITY STAKEHOLDERS. FACILITATED DISCUSSION COMMENCED AND PARTICIPANTS WERE ASKED TO CONSIDER THE NEEDS IDENTIFIED THAT SHOULD BE FURTHER DEVELOPED INTO IMPLEMENTATION STRATEGIES. HEALTH NEEDS IDENTIFIED DURING THE PREVIOUS CYCLE BUT NOT RAISED THROUGH THE SURVEY OR COUNTY HEALTH RANKINGS WERE ALSO CONSIDERED. THE MEETING SERVED TO INFORM THE GROUP OF THE FINDINGS BUT ALSO SERVED AS A CATALYST TO DRIVE COLLABORATION AND PRIORITIZATION OF LOCAL NEEDS. AFTER COMPLETING THE COMMUNITY HEALTH ASSESSMENT, COMMUNITY HEALTH IMPROVEMENT IN PARTNERSHIP WITH CC-REDWOOD HOSPITAL WORKGROUP PRIORITIZE THE HEALTH ISSUES AND/OR FACTORS IMPACTING HEALTH TO COLLECTIVELY ADDRESS. TO SUBMIT THEIR COMMUNITIES' HEALTH. THEY STRATEGIZED ACTIVITIES AND INITIATIVES TO ADDRESS THE HEALTH PRIORITIES, ESTABLISH LEADERSHIP TO DEVELOP THEM AND REPORT ON COMPLETION OF PERFORMANCE MEASURES. THE CHIP AND STRATEGIC PLAN GUIDE THE COMMUNITY HEALTH IMPROVEMENT TEAM AND HOSPITAL WORKGROUP BY WORKING INTERNALLY, AND EXTERNALLY ALONGSIDE COMMUNITY PARTNERS. THEY CAN USE THESE PLANS TO ADVOCATE FOR RESOURCES, WORK TOWARD MEASURABLE RESULTS, AND DEMONSTRATE EFFICIENCY AND ACCOUNTABILITY THE PRIORITIES IDENTIFIED WERE AS FOLLOWS: 1) ACCESS TO CARE, 2) CHRONIC DISEASE, 3) ADOLESCENT HEALTH, 4) SUBSTANCE ABUSE, 5) AGING POPULATION, 6) HOUSING STABILITY, 7) FOOD SECURITY, 8) ADVERSE CHILDHOOD EXPERIENCES, 9) MENTAL WELL-BEING, AND 10) CHILDCARE ACCESS. THE DECISION WAS MADE TO FOCUS ON THE TOP FOUR PRIORITIES (MENTAL HEALTH, SUBSTANCE ABUSE, CHILDCARE ACCESS AND FOOD SECURITY) FOR THE COMMUNITY HEALTH IMPROVEMENT PLAN. THE PRIORITIES ENCOURAGING ACCESS TO CARE, CHRONIC DISEASE, ADOLESCENT HEALTH, AGING POPULATION, HOUSING STABILITY, ADVERSE CHILDHOOD EXPERIENCES WILL NOT SPECIFICALLY BE ADDRESSED THROUGH ACTION PLANNING OR MEASUREMENT DUE TO FINANCIAL AND STAFFING RESTRAINTS, HOWEVER, THERE ARE WAYS MANY OF THESE PRIORITIES ARE BEING ADDRESSED EITHER WITHIN THE TOP FOUR PRIORITIES OR THE COMMUNITY. IN THE FUTURE, THE GROUP WILL ASSESS THE CAPACITY TO EXPAND THE NUMBER OF PRIORITIES BEING ADDRESSED AND MEASURED. ALTHOUGH NOT DIRECTLY ADDRESSED IN THE PLAN, CENTRACARE DOES ACTIVELY SUPPORT OTHER ORGANIZATIONS WITHIN THE COMMUNITY WHO ARE WORKING ON DETERMINANTS OF HEALTH IDENTIFIED DURING THE CHNA PROCESS LIKE ACES, TOBACCO, TRAUMA, EDUCATING POLICYMAKERS, ETC. |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 11: CENTRACARE BENSON IS ADDRESSING THE SIGNIFICANT NEEDS IDENTIFIED IN THE MOST RECENT COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) THROUGH ONGOING INTERNAL AND EXTERNAL COLLABORATIONS, INCLUDING PARTICIPATION IN WELLNESS INITIATIVES, ENGAGEMENT IN LOCAL PUBLIC HEALTH MEETINGS AND COMMUNITY STRATEGY DISCUSSIONS. COLLECTIVELY, THESE ACTIVITIES AND STRATEGIES DEMONSTRATE A COMPREHENSIVE APPROACH TO COMMUNITY HEALTH IMPROVEMENT BY ADDRESSING BASIC NEEDS SUCH AS FOOD ACCESS, TRANSPORTATION, AND HEALTH LITERACY; IMPROVING ACCESS TO AND NAVIGATION WITHIN THE HEALTHCARE SYSTEM; INTEGRATING MENTAL HEALTH SUPPORT AND CHRONIC DISEASE PREVENTION EFFORTS; USING DATA AND COMMUNITY INPUT TO GUIDE ACTION; AND CREATING CULTURALLY RESPONSIVE PROGRAMS DESIGNED TO BETTER SERVE UNDERSERVED POPULATIONS. BY INVESTING IN BOTH CLINICAL SERVICES AND UPSTREAM SOCIAL SUPPORTS, CENTRACARE BENSON PROMOTES HEALTHIER ENVIRONMENTS, STRONGER FAMILIES, AND IMPROVED LONG-TERM HEALTH OUTCOMES ACROSS THE COMMUNITIES IT SERVES. WHILE ADDITIONAL COMMUNITY HEALTH NEEDS WERE IDENTIFIED THROUGH THE CHNA PROCESS, CENTRACARE BENSON IS NOT ADDRESSING ALL IDENTIFIED NEEDS AT THIS TIME. THE REMAINING NEEDS ARE NOT CURRENT IMPLEMENTATION PRIORITIES DUE TO FACTORS SUCH AS AVAILABLE STAFF CAPACITY, FINANCIAL AND RESOURCE LIMITATIONS, ALIGNMENT WITH ORGANIZATIONAL EXPERTISE, AND THE NEED TO FOCUS EFFORTS WHERE THE HOSPITAL CAN HAVE THE GREATEST IMPACT THROUGH COLLABORATIVE PARTNERSHIPS. CENTRACARE BENSON WILL CONTINUE TO MONITOR THESE NEEDS, ENGAGE COMMUNITY PARTNERS, AND REASSESS PRIORITIES IN FUTURE CHNA CYCLES AS RESOURCES AND COMMUNITY CONDITIONS EVOLVE. |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 13H: PRESUMPTIVE ELIGIBILITY - IF PATIENTS FAIL TO SUPPLY SUFFICIENT INFORMATION TO SUPPORT FINANCIAL ASSISTANCE ELIGIBILITY, CENTRACARE MAY REFER TO OR RELY ON EXTERNAL SOURCES AND/OR OTHER PROGRAM ENROLLMENT RESOURCES TO DETERMINE ELIGIBILITY WHEN:(A) PATIENT IS HOMELESS(B) PATIENT IS ELIGIBLE FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS(C) PATIENT IS ELIGIBLE FOR FOOD STAMPS OR SUBSIDIZED SCHOOL LUNCH PROGRAM(D) PATIENT IS ELIGIBLE FOR A STATE-FUNDED PRESCRIPTION MEDICATION PROGRAM(E) PATIENT'S VALID ADDRESS IS CONSIDERED LOW-INCOME OR SUBSIDIZED HOUSING(F) PATIENT RECEIVES FREE CARE FROM A COMMUNITY CLINIC AND IS REFERRED TO HOSPITAL FOR FURTHER TREATMENT |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 13H: PRESUMPTIVE ELIGIBILITY - IF PATIENTS FAIL TO SUPPLY SUFFICIENT INFORMATION TO SUPPORT FINANCIAL ASSISTANCE ELIGIBILITY, CENTRACARE MAY REFER TO OR RELY ON EXTERNAL SOURCES AND/OR OTHER PROGRAM ENROLLMENT RESOURCES TO DETERMINE ELIGIBILITY WHEN:(A) PATIENT IS HOMELESS(B) PATIENT IS ELIGIBLE FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS(C) PATIENT IS ELIGIBLE FOR FOOD STAMPS OR SUBSIDIZED SCHOOL LUNCH PROGRAM(D) PATIENT IS ELIGIBLE FOR A STATE-FUNDED PRESCRIPTION MEDICATION PROGRAM(E) PATIENT'S VALID ADDRESS IS CONSIDERED LOW-INCOME OR SUBSIDIZED HOUSING(F) PATIENT RECEIVES FREE CARE FROM A COMMUNITY CLINIC AND IS REFERRED TO HOSPITAL FOR FURTHER TREATMENT |
| CENTRACARE - RICE MEMORIAL HOSPITAL | PART V, SECTION B, LINE 13H: PRESUMPTIVE ELIGIBILITY - IF PATIENTS FAIL TO SUPPLY SUFFICIENT INFORMATION TO SUPPORT FINANCIAL ASSISTANCE ELIGIBILITY, CENTRACARE MAY REFER TO OR RELY ON EXTERNAL SOURCES AND/OR OTHER PROGRAM ENROLLMENT RESOURCES TO DETERMINE ELIGIBILITY WHEN:(A) PATIENT IS HOMELESS(B) PATIENT IS ELIGIBLE FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS(C) PATIENT IS ELIGIBLE FOR FOOD STAMPS OR SUBSIDIZED SCHOOL LUNCH PROGRAM(D) PATIENT IS ELIGIBLE FOR A STATE-FUNDED PRESCRIPTION MEDICATION PROGRAM(E) PATIENT'S VALID ADDRESS IS CONSIDERED LOW-INCOME OR SUBSIDIZED HOUSING(F) PATIENT RECEIVES FREE CARE FROM A COMMUNITY CLINIC AND IS REFERRED TO HOSPITAL FOR FURTHER TREATMENT |
| CENTRACARE - REDWOOD AREA HOSPITAL | PART V, SECTION B, LINE 13H: PRESUMPTIVE ELIGIBILITY - IF PATIENTS FAIL TO SUPPLY SUFFICIENT INFORMATION TO SUPPORT FINANCIAL ASSISTANCE ELIGIBILITY, CENTRACARE MAY REFER TO OR RELY ON EXTERNAL SOURCES AND/OR OTHER PROGRAM ENROLLMENT RESOURCES TO DETERMINE ELIGIBILITY WHEN:(A) PATIENT IS HOMELESS(B) PATIENT IS ELIGIBLE FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS(C) PATIENT IS ELIGIBLE FOR FOOD STAMPS OR SUBSIDIZED SCHOOL LUNCH PROGRAM(D) PATIENT IS ELIGIBLE FOR A STATE-FUNDED PRESCRIPTION MEDICATION PROGRAM(E) PATIENT'S VALID ADDRESS IS CONSIDERED LOW-INCOME OR SUBSIDIZED HOUSING(F) PATIENT RECEIVES FREE CARE FROM A COMMUNITY CLINIC AND IS REFERRED TO HOSPITAL FOR FURTHER TREATMENT |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 13H: PRESUMPTIVE ELIGIBILITY - IF PATIENTS FAIL TO SUPPLY SUFFICIENT INFORMATION TO SUPPORT FINANCIAL ASSISTANCE ELIGIBILITY, CENTRACARE MAY REFER TO OR RELY ON EXTERNAL SOURCES AND/OR OTHER PROGRAM ENROLLMENT RESOURCES TO DETERMINE ELIGIBILITY WHEN:(A) PATIENT IS HOMELESS(B) PATIENT IS ELIGIBLE FOR OTHER STATE OR LOCAL ASSISTANCE PROGRAMS(C) PATIENT IS ELIGIBLE FOR FOOD STAMPS OR SUBSIDIZED SCHOOL LUNCH PROGRAM(D) PATIENT IS ELIGIBLE FOR A STATE-FUNDED PRESCRIPTION MEDICATION PROGRAM(E) PATIENT'S VALID ADDRESS IS CONSIDERED LOW-INCOME OR SUBSIDIZED HOUSING(F) PATIENT RECEIVES FREE CARE FROM A COMMUNITY CLINIC AND IS REFERRED TO HOSPITAL FOR FURTHER TREATMENT |
| CENTRACARE HEALTH - MONTICELLO | PART V, SECTION B, LINE 16J: PATIENTS WHO ARE AT A SELF-PAY STATUS RECEIVE FINANCIAL ASSISTANCE INFORMATION EITHER VIA A TELEPHONE CALL OR ON BILLING STATEMENTS. |
| CENTRACARE HEALTH - PAYNESVILLE | PART V, SECTION B, LINE 16J: PATIENTS WHO ARE AT A SELF-PAY STATUS RECEIVE FINANCIAL ASSISTANCE INFORMATION EITHER VIA A TELEPHONE CALL OR ON BILLING STATEMENTS. |
| CENTRACARE - RICE MEMORIAL HOSPITAL | PART V, SECTION B, LINE 16J: PATIENTS WHO ARE AT A SELF-PAY STATUS RECEIVE FINANCIAL ASSISTANCE INFORMATION EITHER VIA A TELEPHONE CALL OR ON BILLING STATEMENTS. |
| CENTRACARE - REDWOOD AREA HOSPITAL | PART V, SECTION B, LINE 16J: PATIENTS WHO ARE AT A SELF-PAY STATUS RECEIVE FINANCIAL ASSISTANCE INFORMATION EITHER VIA A TELEPHONE CALL OR ON BILLING STATEMENTS. |
| CENTRACARE HEALTH - BENSON | PART V, SECTION B, LINE 16J: PATIENTS WHO ARE AT A SELF-PAY STATUS RECEIVE FINANCIAL ASSISTANCE INFORMATION EITHER VIA A TELEPHONE CALL OR ON BILLING STATEMENTS. |
| PART V, SECTION B, LINE 16A | HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/0093F50D-7846-41F1-88FA-B01DEF0825ED/FINANCIAL-ASSISTANCE-POLICY-ENGLISH.PDF |
| PART V, SECTION B, LINE 16B | HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/4C3FF34C-7205-4138-B43E-B1913AC8562B/FINANCIAL-ASSISTANCE-APPLICATION-2024.PDF |
| PART V, SECTION B, LINE 16C | HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/44362464-4F68-4C78-8452-A3D22ABB223F/CENTRACARE-FA-SUMMARY-ENGLISH.PDF |
| CENTRACARE HEALTH - MONTICELLO: | PART V, SECTION B, LINE 7A: THE HOSPITAL'S CHNA, STRATEGY AND IMPLEMENTATION PLAN CAN BE FOUND ON ITS WEBSITE AT: HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/4E2456AE-8636-41F2-B813-F769D295AD1D/WRIGHT-COUNTY-COMMUNITY-HEALTH-COLLABORATIVE-CHNA-CHIP-2025-2028.PDF |
| CENTRACARE HEALTH - PAYNESVILLE: | PART V, SECTION B, LINE 7A: THE HOSPITAL'S CHNA, STRATEGY AND IMPLEMENTATION PLAN CAN BE FOUND ON ITS WEBSITE AT: HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/A4622694-073F-4383-8820-BCB2B80A1B15/2025-2028-CMA-COMMUNITY-HEALTH-IMPROVEMENT-PLAN-AND-NEEDS-ASSESSMENT.PDF |
| CENTRACARE HEALTH - RICE MEMORIAL HOSPITAL: | PART V, SECTION B, LINE 7A: THE HOSPITAL'S CHNA, STRATEGY AND IMPLEMENTATION PLAN CAN BE FOUND ON ITS WEBSITE AT: HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/310E1F11-5CB9-45F2-938C-7ABE818FD79A/CC-WILLMAR-COMMUNITY-HEALTH-IMPROVEMENT-PLAN.PDF |
| CARRIS HEALTH - REDWOOD AREA HOSPITAL: | PART V, SECTION B, LINE 7A: THE HOSPITAL'S CHNA, STRATEGY AND IMPLEMENTATION PLAN CAN BE FOUND ON ITS WEBSITE AT: HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/B1E31D0D-58CD-44CB-8C16-DCACA8EC2F79/CENTRACARE-REDWOOD%20COMMUNITY%20HEALTH%20IMPROVEMENT%20PLAN%202024-2027.PDF |
| CENTRACARE - BENSON HOSPITAL: | PART V, SECTION B, LINE 7A: THE HOSPITAL'S CHNA, STRATEGY AND IMPLEMENTATION PLAN CAN BE FOUND ON ITS WEBSITE AT: HTTPS://WWW.CENTRACARE.COM/APP/FILES/PUBLIC/874F9D46-4F77-41C5-B83D-DC041BD90072/CENTRACARE-BENSON-COMMUNITY-HEALTH-NEEDS-ASSESSMENT-AND-IMPROVEMENT-PLAN-2025-2028.PDF |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 10 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (10 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| 1 - CENTRACARE - MONTICELLO SPECIALTY CLINIC | ||||
| 1107 HART BLVD | MONTICELLO | MN | 55362 | CLINIC |
| 2 - CCH PAYNESVILLE - EDEN VALLEY CLINIC | ||||
| 405 MEEKER AVENUE | EDEN VALLEY | MN | 55362 | CLINIC |
| 3 - CCH PAYNESVILLE - PAYNESVILLE CLINIC | ||||
| 200 WEST FIRST STREET | PAYNESVILLE | MN | 55362 | CLINIC |
| 4 - CCH PAYNESVILLE - RICHMOND CLINIC | ||||
| 130 FIRST STREET NE | RICHMOND | MN | 56368 | CLINIC |
| 5 - RICE HOME MEDICAL | ||||
| 1033 19TH AVE SW | WILLMAR | MN | 56201 | DURABLE MEDICAL EQUIPMENT PROVIDER |
| 6 - CARRIS HEALTH SURGERY CENTER WILLMAR | ||||
| 1310 1ST STREET S | WILLMAR | MN | 56201 | AMBULATORY SURGICAL CENTER |
| 7 - CARRIS HEALTH-REDWOOD HEALTH PAVILION | ||||
| 1110 E BRIDGE ST | REDWOOD FALLS | MN | 56283 | HOME CARE, HOSPICE AND ADULT DAY SERVICES |
| 8 - CARRIS HEALTH - REDWOOD SEASONS HOUSE | ||||
| 400 VEDA DR | REDWOOD FALLS | MN | 56283 | ADULT FOSTER CARE WITH SERVICES (END OF LIFE CARE) |
| 9 - RICE REHABILITATION CENTER | ||||
| 311 SW 3RD ST | WILLMAR | MN | 56201 | PHYSICAL THERAPY, OCCUPATIONAL THERAPY AND SPEECH THERAPY |
| 10 - CENTRACARE - BENSON CLINIC | ||||
| 1815 WISCONSIN AVE | BENSON | MN | 56215 | CLINIC |
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I, LINE 6A: | CENTRACARE HEALTH SYSTEM PREPARES AN ANNUAL COMMUNITY BENEFIT REPORT THAT INCLUDES ALL RELATED ORGANIZATIONS. |
| PART I, LINE 7: | THE ORGANIZATIONS TOTAL EXPENSES WERE REDUCED BY THEIR NON-OPERATING REVENUE, MEDICAID SURCHARGE AND MNCARE TAX. THE NET TOTAL EXPENSES WERE THEN DIVIDED BY GROSS CHARGES TO DETERMINE THE COST TO CHARGE RATIO. THE COST TO CHARGE RATIO WAS THEN APPLIED TO THE FINANCIAL ASSISTANCE ON LINE 7A. MEDICAID COMMUNITY BENEFIT EXPENSE AND DIRECT OFFSETTING REVENUES ON LINE 7B ARE REPORTED AT COST. COMMUNITY HEALTH IMPROVEMENT SERVICES AND COMMUNITY BENEFIT OPERATIONS ON LINE 7E ARE REPORTED AT COST. HEALTH PROFESSIONALS EDUCATION AND DIRECT OFFSETTING REVENUES ON LINE 7F ARE REPORTED AT COST. CASH AND IN-KIND CONTRIBUTIONS FOR COMMUNITY BENEFIT ON LINE 7I ARE REPORTED AT COST. |
| PART I, LINE 7, COLUMN (F): | THE BAD DEBT EXPENSE INCLUDED ON FORM 990, PART IX, LINE 25, COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE IN THIS COLUMN IS $ 8,931,973. |
| PART II, COMMUNITY BUILDING ACTIVITIES: | MONTICELLO- ACTIVITIES THAT BUILD RESILIENCE, PROVIDE SOCIAL SUPPORT, AND IMPROVE ACCESS TO MENTAL HEALTH CARE STRENGTHEN EMOTIONAL WELL-BEING. SUBSTANCE MISUSE PREVENTION PROGRAMS REDUCE ADDICTION RISKS AND RELATED HARMS, PROMOTING SAFER COMMUNITIES. DENTAL INITIATIVES THAT ENCOURAGE PREVENTIVE CARE AND REDUCE TREATMENT DELAYS IMPROVE OVERALL HEALTH AND LOWER LONG-TERM COSTS.RICE MEMORIAL HOSPITAL - FOOD SECURITY INITIATIVES THAT HELPED CONNECT PATIENTS TO THE FOOD RESOURCES IN THE COMMUNITY, TRANSPORTATION SERVICES GREW IN PARTNERSHIP WITH NATIONAL, STATE AND LOCAL PARTNERSHIPS. INCLUSION OPPORTUNITIES PROVIDED BY THE CITY OF WILLMAR AND PARTICIPATION IN EVENTS FOR SHARING CULTURAL AWARENESS. REDWOOD - PROMOTION OF MENTAL HEALTH AND SUICIDE PREVENTION RESOURCES HELPED PATIENTS AND COMMUNITY MEMBERS UNDERSTAND THE HELP THAT IS AVAILABLE. CONTINUED SUPPORT OF FOOD RESOURCES FOR PATIENTS WITH THE PATIENT EMERGENCY FOOD BAGS AND CONNECTION TO AGENCIES AND SERVICES IN THE SURROUNDING COMMUNITY OF FOOD RESOURCES.BENSON - ACTIVE PARTICIPATION WITH PUBLIC HEALTH TO FINALIZE THEIR COMMUNITY HEALT IMPROVEMENT PLAN AND UNDERSTANDING OF THE COMMUNITY HEALTH ISSUES IN THE AREA. THROUGH THIS PROCESS BECAME CONNECTED TO MANY MORE RESOURCES IN THE AREA THAN WAS PREVIOUSLY AWARE OF. PARTICIPATION IN THE SWIFT COUNTY CHILDREN'S MENTAL HEALTH COUNCIL AND TOKENS FOR TOMATOES.PAYNESVILLE - THE ORGANIZATION'S COMMUNITY-BUILDING ACTIVITIES PROMOTED HEALTH BY CREATING STRONG PARTNERSHIPS AND FOSTERING ENGAGEMENT ACROSS SECTORS TO ADDRESS ROOT CAUSES OF HEALTH INEQUITIES. THROUGH THE CENTRAL MN ALLIANCE, HOSPITALS COLLABORATED WITH LOCAL PUBLIC HEALTH, SCHOOLS, NONPROFITS, AND FAITH-BASED GROUPS TO IMPLEMENT STRATEGIES FOCUSED ON BUILDING FAMILIES AND MENTAL HEALTH. ACTIVITIES INCLUDED HOSTING EDUCATIONAL CLASSES ON CHILDBIRTH, BREASTFEEDING, DIABETES, AND CAR SEAT SAFETY; SUPPORTING MENTAL HEALTH INITIATIVES LIKE THE BOUNCE BACK PROJECT; AND PROVIDING CULTURALLY AND LINGUISTICALLY APPROPRIATE HEALTH PROMOTION MATERIALS. HOSPITALS ALSO OPENED THEIR FACILITIES FOR COMMUNITY USE, PARTNERED ON BROADBAND ADVOCACY TO IMPROVE TELEHEALTH ACCESS, AND WORKED WITH ORGANIZATIONS TO ADDRESS SOCIAL DETERMINANTS SUCH AS FOOD INSECURITY AND SENIOR WELLNESS. THESE EFFORTS STRENGTHENED SOCIAL CONNECTIONS, INCREASED ACCESS TO PREVENTIVE CARE, AND ENHANCED RESILIENCE, ULTIMATELY IMPROVING HEALTH OUTCOMES AND EQUITY IN THE COMMUNITIES SERVED. |
| PART III, LINE 2: | THE PROVISION FOR UNCOLLECTIBLE ACCOUNTS IS BASED UPON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS CONSIDERING HISTORICAL BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. |
| PART III, LINE 4: | THE FOLLOWING IS FROM THE "PATIENT AND RESIDENT SERVICE RESIDENT REVENUE AND PATIENT AND RESIDENT ACCOUNTS RECEIVABLE" PARAGRAPH INCLUDED IN NOTE 2 OF THE ORGANIZATION'S AUDITED FINANCIALS. "THE SYSTEM REPORTS PATIENT AND RESIDENT SERVICE REVENUE AT THE AMOUNT THAT REFLECTS THE CONSIDERATION TO WHICH THE SYSTEM EXPECTS TO BE ENTITLED TO IN EXCHANGE FOR PROVIDING PATIENT CARE. THESE AMOUNTS ARE DUE FROM PATIENTS AND THIRD-PARTY PAYORS (INCLUDING MEDICARE, MEDICAID, BLUE CROSS COMMERCIAL AND OTHER THIRD-PARTY PAYORS). CERTAIN REIMBURSEMENT ARRANGEMENTS INCLUDE VARIABLE CONSIDERATION FOR AMOUNTS SUBJECT TO RETROACTIVE AUDIT AND ADJUSTMENT. DIFFERENCES BETWEEN AMOUNTS ORIGINALLY RECORDED AND FINALLY SETTLED ARE INCLUDED IN OPERATIONS IN THE YEAR IN WHICH THE DIFFERENCES ARE KNOWN. REVENUE IS RECOGNIZED AS PERFORMANCE OBLIGATIONS ARE SATISFIED." |
| PART III, LINE 8: | THE AMOUNT ON LINE 7 OF PART III WAS DETERMINED BY UTILIZING KEY SECTIONS OF THE MEDICARE COST REPORT, PRIMARILY THE D SERIES, E SERIES AND M SERIES. |
| PART III, LINE 9B: | THE COLLECTION POLICIES AT THE ORGANIZATION REQUIRE COLLECTION STAFF TO OFFER CHARITY TO PATIENTS WHO INDICATE THAT PAYMENT MAY BE AN ISSUE. IF A PATIENT DOES QUALIFY FOR FULL CHARITY, ALL OTHER COLLECTION EFFORTS MUST CEASE. IF A PATIENT QUALIFIES FOR PARTIAL CHARITY, COLLECTION EFFORTS WILL CONTINUE ON THE BALANCE OF THE ACCOUNT. THESE PROVISIONS APPLY TO BOTH HOSPITAL EMPLOYED COLLECTION STAFF AND COLLECTION AGENCY STAFF. NO PATIENTS, WHETHER THEY QUALIFY FOR CHARITY OR NOT, ARE REPORTED TO CREDIT REPORTING AGENCIES. |
| PART VI, LINE 2: | THE ORGANIZATIONS' STRATEGIC PLANNING ASSESSES THE NEEDS OF THE COMMUNITY AND PATIENTS THROUGH PATIENT SATISFACTION SURVEYS, COMMENT CARDS, COMMUNITY ASSESSMENTS AND A DIVERSE OPERATING COMMITTEE THAT REPRESENTS THE COMMUNITY AND BRINGS TO THE TABLE ISSUES, CONCERNS AND RECOMMENDATIONS FOR HEALTH CARE SERVICES. |
| PART VI, LINE 3: | INPATIENTS WHO ARE SELF-PAY ARE IDENTIFIED, AND A REPRESENTATIVE OF THE ORGANIZATION'S BILLING DEPARTMENT EXPLAINS THE CHARITY CARE POLICY TO PATIENTS. THEY ALSO EXPLAIN THE SELF-PAY DISCOUNT AND SCREENS THE PATIENT FOR ELIGIBILITY FOR ANY STATE OR FEDERAL PROGRAMS. THEY ALSO ASSIST THE PATIENT WITH ANY PAPERWORK REQUIRED TO APPLY FOR SUCH PROGRAMS. OUTPATIENTS WHO ARE SELF-PAY RECEIVE AN AUTOMATIC SELF-PAY DISCOUNT. IF THE PATIENT DOES NOT REMIT PAYMENT, COLLECTION STAFF ATTEMPT TO REACH THE PATIENT BY PHONE. PATIENTS ARE TOLD ABOUT THE CHARITY PROGRAM. FOR BOTH INPATIENTS AND OUTPATIENTS, ALL STATEMENTS CONTAIN A LETTER REGARDING THE AVAILABILITY OF CHARITY CARE. ALSO, ALL PRE-COLLECTION LETTERS HAVE THIS SAME LANGUAGE INDICATING THE AVAILABILITY AND PROCESS OF OBTAINING CHARITY CARE. |
| PART VI, LINE 4: | CENTRACARE - MONTICELLO WRIGHT COUNTY IS LOCATED IN CENTRAL MINNESOTA, SLIGHTLY NORTHWEST OF THE TWIN CITIES. WRIGHT COUNTY COVERS 661-SQUARE MILES AND, WITH A POPULATION OF 154,593, IS MINNESOTA'S TENTH MOST POPULOUS COUNTY. THE POPULATION OF WRIGHT COUNTY HAS BEEN RECOGNIZED AS THE FASTEST GROWING COUNTY IN MN WITH A GROWTH RATE OF 6.5%. THE COMMUNITY IS BECOMING INCREASINGLY DIVERSE AND THERE ARE SIGNIFICANT SOCIO-ECONOMIC DISPARITIES AMONG FAMILIES LIVING IN WRIGHT COUNTY THOUGH WRIGHT COUNTY HEALTH OUTCOMES 2025 INDICATE IT IS ON THE HEALTHIER SIDE OF THE SPECTRUM IN THE STATE. THE POPULATION OF RESIDENTS UNDER 18 IS 26.9 WHICH IS HIGHER THAN ANY METRO OR LARGE MN COUNTY. WRIGHT CO IS EXPECTING SIGNIFICANT POPULATION GROWTH IN THE COMING YEARS WITH AN ADDITIONAL 86,404 INCREASE BY 2050. THE POVERTY RATE IS 13.9% WHICH IS LESS THAN MN AT 17.9%. POVERTY RATES OF THOSE 65 YEARS OR OLDER IS 10% WHICH HIGHER THAN THE STATES OVERALL PERCENTAGE OF 9%. THE HOSPITALS FUNCTION AS AN IMPORTANT LOCAL HEALTHCARE ACCESS POINT AND FACES THE CHALLENGE WITH PRIMARY CARE PROVIDERS RATES THAT ARE TWICE THE RATE OF THAT STATE AVERAGE OF 1 PCP TO 2,540 PATIENTS.CENTRACARE PAYNESVILLE HOSPITAL SERVES THE CITY OF PAYNESVILLE AND NEIGHBORING RURAL COMMUNITIES IN SOUTHWEST STEARNS COUNTY, INCLUDING RICHMOND, EDEN VALLEY, AND COLD SPRING.STEARNS COUNTY HAS A TOTAL POPULATION OF 160,977 AND HAS EXPERIENCED MODEST BUT STEADY GROWTH IN RECENT YEARS. APPROXIMATELY 65% OF RESIDENTS ARE BETWEEN THE AGES OF 18 AND 64, WITH THE LARGEST COHORT BETWEEN AGES 20 AND 29. AT THE SAME TIME, RURAL COMMUNITIES IN SOUTHWEST STEARNS COUNTY REFLECT A RELATIVELY STABLE AND GRADUALLY AGING POPULATION, INCREASING THE NEED FOR SENIOR SERVICES, CHRONIC DISEASE MANAGEMENT, AND COORDINATED PRIMARY CARE. THE GENDER DISTRIBUTION IS 51% MALE AND 49% FEMALE.THE POPULATION OF STEARNS COUNTY IS 83% WHITE, WITH 17% IDENTIFYING AS PEOPLE OF COLOR AND 3.8% IDENTIFYING AS HISPANIC. APPROXIMATELY 8% OF RESIDENTS IDENTIFY AS BLACK OR AFRICAN AMERICAN, 1.9% AS ASIAN OR PACIFIC ISLANDER, LESS THAN 1% AS NATIVE AMERICAN OR ALASKA NATIVE, AND 2.9% AS MULTIRACIAL. THESE DEMOGRAPHIC TRENDS REINFORCE THE IMPORTANCE OF CULTURALLY RESPONSIVE CARE AND EFFORTS TO ADDRESS HEALTH DISPARITIES ACROSS RURAL COMMUNITIES.SOCIOECONOMIC INDICATORS REFLECT OVERALL COMMUNITY STABILITY WITH PERSISTENT AREAS OF NEED. THE MEDIAN HOUSEHOLD INCOME IS $74,709, AND THE MEDIAN HOME VALUE IS $256,500, WITH 69% OF HOMES OWNER-OCCUPIED. APPROXIMATELY 11.2% OF RESIDENTS LIVE BELOW THE POVERTY LINE, INCLUDING 13% OF CHILDREN UNDER AGE 18 AND 12% OF ADULTS AGE 65 AND OLDER. THE UNEMPLOYMENT RATE IS APPROXIMATELY 4.5%, WITH NEARLY 86,000 RESIDENTS EMPLOYED ACROSS MORE THAN 4,600 BUSINESSES. EDUCATIONAL ATTAINMENT IS STRONG, WITH A 94.2% HIGH SCHOOL GRADUATION RATE AND 30.2% OF RESIDENTS HOLDING A BACHELOR'S DEGREE OR HIGHER. ABOUT 11.2% OF THE POPULATION IDENTIFIES AS LIVING WITH A DISABILITY.CENTRACARE WILLMAR SERVES THE CITY OF WILLMAR AND THE SURROUNDING RURAL COMMUNITIES OF KANDIYOHI COUNTY AND NEIGHBORING RENVILLE COUNTY IN WEST-CENTRAL MINNESOTA. THE REGION REFLECTS A TOWN-AND-RURAL MIX, WITH WILLMAR SERVING AS THE PRIMARY POPULATION AND SERVICE CENTER. WILLMAR ACCOUNTS FOR APPROXIMATELY 48.5% (21,282 RESIDENTS) OF KANDIYOHI COUNTY'S TOTAL POPULATION OF 43,839. THE COUNTY INCLUDES 17,128 HOUSEHOLDS, WITH AN AVERAGE HOUSEHOLD SIZE OF 2.48 INDIVIDUALS. AS A REGIONAL HUB, WILLMAR PROVIDES ACCESS TO HEALTHCARE, EMPLOYMENT, EDUCATION, AND SOCIAL SERVICES FOR SURROUNDING SMALL TOWNS AND AGRICULTURAL COMMUNITIES.POPULATION TRENDS INDICATE MODEST GROWTH IN KANDIYOHI COUNTY, WHILE NEIGHBORING RENVILLE COUNTY IS PROJECTED TO EXPERIENCE POPULATION DECLINE. LIKE MANY RURAL AREAS IN THE STATE, THE REGION HAS FACED DEMOGRAPHIC SHIFTS OVER THE PAST DECADE. LOOKING AHEAD, THE POPULATION AGE 65 AND OLDER IS EXPECTED TO GROW RAPIDLY, INCREASING DEMAND FOR CHRONIC DISEASE MANAGEMENT, SENIOR SERVICES, AND CARE COORDINATION. AT THE SAME TIME, KANDIYOHI COUNTY IS PROJECTED TO SEE A 7.7% INCREASE IN RESIDENTS UNDER AGE 24, SIGNALING CONTINUED NEED FOR MATERNAL, PEDIATRIC, ADOLESCENT, AND BEHAVIORAL HEALTH SERVICES.THE RACIAL AND ETHNIC COMPOSITION OF KANDIYOHI COUNTY HAS CHANGED SIGNIFICANTLY OVER THE PAST DECADE. BETWEEN 2011 AND 2021, THE POPULATION IDENTIFYING AS BLACK OR AFRICAN AMERICAN INCREASED BY 240.4%, WHILE THE WHITE NON-HISPANIC POPULATION DECREASED BY 7.6%. THE HISPANIC OR LATINO POPULATION GREW BY 22.4% DURING THE SAME PERIOD. THESE DEMOGRAPHIC SHIFTS REFLECT AN INCREASINGLY DIVERSE COMMUNITY AND REINFORCE THE IMPORTANCE OF CULTURALLY RESPONSIVE CARE, LANGUAGE ACCESS SERVICES, AND HEALTH EQUITY INITIATIVES.DATA FROM THE MINNESOTA STUDENT SURVEY OF 9TH AND 11TH GRADE STUDENTS IN KANDIYOHI AND RENVILLE COUNTIES INDICATE THAT APPROXIMATELY 1.5% OF RESPONDENTS IDENTIFY AS TRANSGENDER, GENDERQUEER, OR GENDER-FLUID, HIGHLIGHTING THE IMPORTANCE OF INCLUSIVE, AFFIRMING HEALTHCARE ENVIRONMENTS FOR YOUTH. DISABILITY PREVALENCE IS ALSO A NOTABLE CONSIDERATION. AMONG ADULTS AGES 18 TO 64, 9.6% IN KANDIYOHI COUNTY LIVE WITH A DISABILITYHIGHER THAN THE MINNESOTA STATEWIDE RATE OF 8.5%ACROSS FUNCTIONAL AREAS INCLUDING HEARING, VISION, COGNITIVE, AMBULATORY, SELF-CARE, AND INDEPENDENT LIVING.AS A REGIONAL HOSPITAL AND HEALTHCARE PROVIDER, CENTRACARE WILLMAR PLAYS A VITAL ROLE IN ADDRESSING THE EVOLVING NEEDS OF A GROWING, DIVERSIFYING, AND AGING POPULATION. THE HOSPITAL SUPPORTS PREVENTIVE CARE, PRIMARY AND SPECIALTY SERVICES, CHRONIC DISEASE MANAGEMENT, MATERNAL AND PEDIATRIC HEALTH, BEHAVIORAL HEALTH, AND COMMUNITY-BASED HEALTH INITIATIVES, SERVING AS A CRITICAL HEALTHCARE ACCESS POINT FOR BOTH THE WILLMAR METROPOLITAN CENTER AND THE SURROUNDING RURAL COMMUNITIES.CENTRACARE REDWOOD - REDWOOD COUNTY IS LOCATED IN THE SOUTHWEST REGION OF MINNESOTA, WITH A POPULATION OF ABOUT 15,000. THE COUNTY IS HOME TO 15 CITIES, 26 TOWNSHIPS, AND 1 TRIBAL NATION (THE LOWER SIOUX INDIAN RESERVATION). COMPLIMENTED BY BEAUTIFUL PICTURESQUE VALLEYS, HILLS AND NATURAL SIGHTS, REDWOOD COUNTY IS COMPRISED OF A DIVERSE BUSINESS SECTOR AND A VARIETY OF EMPLOYMENT OPPORTUNITIES IN NUMEROUS FIELDS. IN THE YEAR OF 2023, REDWOOD COUNTY, MN HAD A POPULATION OF 15.4K PEOPLE WITH A MEDIAN AGE OF 41.1 AND A MEDIAN HOUSEHOLD INCOME OF $67,024. BETWEEN 2022 AND 2023 THE POPULATION OF REDWOOD COUNTY, MN DECLINED FROM 15,428 TO 15,383, A 0.292% DECREASE AND ITS MEDIAN HOUSEHOLD INCOME GREW FROM $65,617 TO $67,024, A 2.14% INCREASE.THE 5 LARGEST ETHNIC GROUPS IN REDWOOD COUNTY, MN ARE WHITE (NON-HISPANIC) (85.5%), AMERICAN INDIAN & ALASKA NATIVE (NON-HISPANIC) (3.65%), TWO RACES EXCLUDING OTHER, & THREE OR MORE RACES (NON-HISPANIC) (2.94%), ASIAN (NON-HISPANIC) (2.57%), AND OTHER (HISPANIC) (1.42%). NONE OF THE HOUSEHOLDS IN REDWOOD COUNTY, MN REPORTED SPEAKING A NON-ENGLISH LANGUAGE AT HOME AS THEIR PRIMARY SHARED LANGUAGE. THIS DOES NOT CONSIDER THE POTENTIAL MULTI-LINGUAL NATURE OF HOUSEHOLDS, BUT ONLY THE PRIMARY SELF-REPORTED LANGUAGE SPOKEN BY ALL MEMBERS OF THE HOUSEHOLD.99.2% OF THE RESIDENTS IN REDWOOD COUNTY, MN ARE U.S. CITIZENS.IN 2023, THE MEDIAN PROPERTY VALUE IN REDWOOD COUNTY, MN WAS $150,400, AND THE HOMEOWNERSHIP RATE WAS 79.7%.MOST PEOPLE IN REDWOOD COUNTY, MN DROVE ALONE TO WORK, AND THE AVERAGE COMMUTE TIME WAS 17.3 MINUTES. THE AVERAGE CAR OWNERSHIP IN REDWOOD COUNTY, MN WAS 2 CARS PER HOUSEHOLD.CENTRACARE BENSON SERVES THE CITY OF BENSON AND THE SURROUNDING COMMUNITIES OF SWIFT COUNTY IN WESTERN MINNESOTA. SWIFT COUNTY IS HOME TO APPROXIMATELY 9,700 RESIDENTS AND INCLUDES EIGHT CITIES AND 21 TOWNSHIPS, REFLECTING A PREDOMINANTLY RURAL LANDSCAPE ROOTED IN AGRICULTURE AND SMALL-TOWN LIVING. AS THE COUNTY SEAT, BENSON FUNCTIONS AS THE PRIMARY HUB FOR HEALTHCARE, COMMERCE, EDUCATION, AND COMMUNITY SERVICES FOR THE BROADER REGION.SWIFT COUNTY'S POPULATION IS APPROXIMATELY 88% WHITE, 1% BLACK OR AFRICAN AMERICAN, 0.25% NATIVE AMERICAN, 1% ASIAN, 1% PACIFIC ISLANDER, AND 7% HISPANIC OR LATINO. IN 2022, THE LARGEST RACIAL OR ETHNIC GROUP WAS WHITE(NON-HISPANIC), TOTALING 8,611 RESIDENTS. BETWEEN 2010 AND 2022, THE HISPANIC/LATINO POPULATION EXPERIENCED THE GREATEST GROWTH, INCREASING FROM 363 TO 632 RESIDENTS. THESE DEMOGRAPHIC TRENDS REFLECT GRADUAL DIVERSIFICATION WITHIN A HISTORICALLY RURAL AND PREDOMINANTLY WHITE COMMUNITY, REINFORCING THE IMPORTANCE OF CULTURALLY RESPONSIVE CARE AND LANGUAGE ACCESS WHERE NEEDED.BENSON HAS A POPULATION OF 3,449 RESIDENTS, WITH A MEDIAN AGE OF 40.9 YEARS. WHILE THE CITY EXPERIENCED A SLIGHT POPULATION DECLINE OF 0.116% FROM THE PREVIOUS YEAR, ECONOMIC INDICATORS DEMONSTRATE STEADY PROGRESS. THE MEDIAN HOUSEHOLD INCOME INCREASED TO $51,124 IN 2023, AND THE MEDIAN HOME VALUE IS $146,100. HOMEOWNERSHIP IS STRONG AT 62.9%, CONTRIBUTING TO COMMUNITY STABILITY. NEARLY ALL HOUSEHOLDS PRIMARILY SPEAK ENGLISH AT HOME, AND 99.4% OF RESIDENTS ARE U.S. CITIZENS. |
| PART VI, LINE 5: | THE ORGANIZATION HAS A COMMUNITY BASED OPERATING COMMITTEE THAT MEETS MONTHLY TO REVIEW VARIOUS ASPECTS OF THE FACILITY AND PROVIDE INPUT ON THOSE ASPECTS FROM A COMMUNITY PERSPECTIVE. A MAJORITY OF THE COMMITTEE IS COMPRISED OF PEOPLE WHO RESIDE IN THE ORGANIZATION'S PRIMARY SERVICE AREA THAT ARE NOT EMPLOYEES OR INDEPENDENT CONTRACTORS OF THE ORGANIZATION AND ARE NOT FAMILY MEMBERS THEREOF. THE ORGANIZATION PARTICIPATES IN THE COMMUNITY BLOOD DRIVES BY PROVIDING FOOD AND SUPPLIES FOR BOTH THE WORKERS AND BLOOD DONORS. THE FACILITY ALSO SPONSORS A HEALTH FAIR ON AN ANNUAL BASIS FOR THE LOCAL AND SURROUNDING COMMUNITIES. THE ORGANIZATION EXTENDS MEDICAL STAFF PRIVILEGES TO ALL QUALIFIED PHYSICIANS IN ITS COMMUNITY FOR SOME OR ALL ITS DEPARTMENTS OR SPECIALTIES AND FACILITIES AND EQUIPMENT, PATIENT CARE, MEDICAL TRAINING, EDUCATION AND RESEARCH. |
| PART VI, LINE 6: | THE ORGANIZATION IS PART OF CENTRACARE HEALTH SYSTEM (CCHS) WHICH PROVIDES A BROAD RANGE OF HEALTH CARE SERVICES TO THE PATIENTS OF CENTRAL MINNESOTA. CCHS IS DEDICATED TO IMPROVING THE HEALTH OF PEOPLE LIVING AND WORKING IN THE COMMUNITIES IT SERVES. TO ACCOMPLISH ITS GOALS, IT WORKS ACTIVELY WITH ITS AFFILIATE HEALTH CARE ORGANIZATIONS. CCHS CONTINUES TO FOCUS ON PROVIDING THE BEST CARE POSSIBLE AND ON REINVESTING INTO THE COMMUNITY. CCHS ALSO PROMOTES WELLNESS BY SPONSORING PROGRAMS AND EVENTS IN LOCAL COMMUNITIES THAT FOCUS ON HEALTHY EATING AND EXERCISE, AND BY CONDUCTING SCREENINGS FOR CONDITIONS SUCH AS HIGH BLOOD PRESSURE. |
| PART VI, LINE 7, REPORTS FILED WITH STATES | MN |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (7 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceAmt | Purpose Of GrantPurposeOfGrantTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|---|
| FIRST | |||||||||
| PO BOX 854446 | BOSTON | MA | 02284 | 222990908 | 501(C)(3) | $25,000 | $0 | ANNUAL SPONSORSHIP | |
| CENTRAL MINNESOTA HABITAT FOR HUMANITY | |||||||||
| 3335 WEST ST GERMAIN STREET SUITE | ST CLOUD | MN | 56301 | 411634218 | 501(C)(3) | $25,000 | $0 | ANNUAL DONATION | 108 |
| GREAT RIVER CHILDRENS MUSEUM | |||||||||
| 111 7TH AVE | ST CLOUD | MN | 56301 | 300716191 | 501(C)(3) | $12,500 | $0 | CREATOR SPONSORSHIP | |
| ST CLOUD STATE UNIVERSITY FOUNDATION | |||||||||
| 720 4TH AVENUE S | ST CLOUD | MN | 56301 | 416019040 | 501(C)(3) | $10,000 | $0 | MLK DAY | |
| ST CLOUD TECHNICAL & COMMUNITY COLLEGE FOUNDATION | |||||||||
| 1540 NORTHWAY DRIVE | ST CLOUD | MN | 56303 | 411791598 | 501(C)(3) | $25,000 | $0 | LPN PROGRAM SUPPORT | |
| WILLMAR STINGERS BASEBALL ASSOCIATION | |||||||||
| PO BOX 201 | WILLMAR | MN | 56201 | 270923795 | 501(C)(4) | $10,600 | $0 | ANNUAL SPONSORSHIP | |
| ACTIVE CENTRAL MN | |||||||||
| PO BOX 458 | WAITE PARK | MN | 56387 | 822118678 | 501(C)(3) | $40,000 | $0 | ANNUAL SPONSORSHIP | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 6 | Total501c3OrgCnt |
| Total Other Org | 1 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | NURSING AND COLLEGE SCHOLARSHIPS | GrantTypeTxt |
| Recipient | 12 | RecipientCnt |
| Cash Grant | $14,492 | CashGrantAmt |
| Non Cash Assistance | $0 | NonCashAssistanceAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART I, LINE 2: | FormAndLineReferenceDesc |
| Explanation | CONTRIBUTIONS MUST BE IN KEEPING WITH THE MISSION OF CENTRACARE HEALTH SYSTEM, WHICH IS TO WORK TO IMPROVE THE HEALTH OF EVERY PATIENT, EVERY DAY. CONTRIBUTIONS WILL BE MADE TO ORGANIZATIONS RATHER THAN TO INDIVIDUALS WITHIN THE CENTRAL MINNESOTA REGION. CENTRACARE'S CHARITABLE FUNDS MAY NOT BE USED TO SUPPORT ANY ORGANIZATION OR EVENT THAT WOULD RESULT IN BENEFITS OF ANY KIND TO AN EMPLOYEE OF THE HEALTH SYSTEM OR A MEMBER OF THE VARIOUS BOARDS OF DIRECTORS, EITHER DIRECTLY OR INDIRECTLY. ONE EXCEPTION EXISTS TO THE GUIDELINE REGARDING BENEFIT TO EMPLOYEES: WE WILL SUPPORT, VIA SCHOLARSHIPS AND THE PURCHASE OF SUPPLIES, THE MEDICAL MISSION WORK OF OUR STAFF AND PHYSICIANS. THE CENTRACARE CONTRIBUTIONS COMMITTEE IS MADE UP OF: ONE REPRESENTATIVE FROM CENTRACARE HEALTH FOUNDATION; ONE REPRESENTATIVE FROM ST. CLOUD HOSPITAL HUMAN RESOURCES/DIVERSITY COMMITTEE; THE DIRECTOR OF CENTRACARE'S MARKETING DEPARTMENT; THE DIRECTOR OF ST. CLOUD HOSPITAL VOLUNTEER SERVICES; AND ST. CLOUD HOSPITAL'S DIRECTOR OF MISSION & SPIRITUAL CARE. THE COMMITTEE MEETS MONTHLY TO ENSURE A STREAMLINED, COORDINATED PROCESS OF REVIEWING REQUESTS AND DETERMINING FUNDING. OTHER CENTRACARE ENTITIES INCLUDING CENTRACARE HEALTH - LONG PRAIRIE, MELROSE, MONTICELLO, PAYNESVILLE, AND SAUK CENTER, MAY DEVELOP A BUDGET FOR APPROVAL AND IMPLEMENT THEIR OWN CONTRIBUTION DECISIONS WITHIN THE GUIDELINES OF THIS DOCUMENT. CONTRIBUTIONS MAY NOT EXCEED THE STATED BUDGET AND NO MULTI-YEAR COMMITMENTS TO ORGANIZATIONS MAY BE MADE WITHOUT APPROVAL FROM THE CENTRACARE EXECUTIVE COUNCIL. INDIVIDUALS AND DEPARTMENTS FORM THROUGHOUT ST. CLOUD HOSPITAL AND CENTRACARE CLINIC SHOULD FORWARD ALL OUTSIDE FUNDING REQUESTS TO A MEMBER OF THE COMMITTEE FOR THE FULL GROUP'S CONSIDERATION. THOSE REQUESTING FUNDS SHOULD BE ASKED TO SUBMIT REQUESTS IN WRITING. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Independent Consultant | Yes (X) | IndependentConsultantInd |
| Form990 Of Other Organizations | Yes (X) | Form990OfOtherOrganizationsInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (39 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| KENNETH HOLMEN | ||||||||||||||
| PRESIDENT/CEO | $1,275,014 | $0 | $305,083 | $0 | $341,048 | $0 | $10,350 | $0 | $38,034 | $0 | $1,969,529 | $0 | $318,062 | $0 |
| LEAH SCHAMMEL | ||||||||||||||
| PHYSICIAN | $1,079,087 | $0 | $65,348 | $0 | $23,300 | $0 | $5,376 | $0 | $34,666 | $0 | $1,207,777 | $0 | $0 | $0 |
| JOY PLAMANN | ||||||||||||||
| CHIEF OPERATING OFFICER/SR VP | $764,018 | $0 | $141,253 | $0 | $74,309 | $0 | $167,430 | $0 | $27,913 | $0 | $1,174,923 | $0 | $53,269 | $0 |
| MICHAEL BLAIR | ||||||||||||||
| CHIEF FINANCIAL OFFICER/SR VP/ TREAS | $582,015 | $0 | $251,104 | $0 | $164,090 | $0 | $128,404 | $0 | $28,207 | $0 | $1,153,820 | $0 | $85,554 | $0 |
| LAUREL WESSMAN | ||||||||||||||
| PHYSICIAN | $1,013,021 | $0 | $46,768 | $0 | $240 | $0 | $10,350 | $0 | $3,668 | $0 | $1,074,047 | $0 | $0 | $0 |
| NATHANIEL SLINKARD | ||||||||||||||
| PHYSICIAN | $978,149 | $0 | $51,344 | $0 | $300 | $0 | $7,243 | $0 | $30,457 | $0 | $1,067,493 | $0 | $0 | $0 |
| DEXTER CASTA | ||||||||||||||
| PHYSICIAN | $934,660 | $0 | $58,779 | $0 | $23,450 | $0 | $9,515 | $0 | $15,825 | $0 | $1,042,229 | $0 | $0 | $0 |
| JOSEPH KALKMAN | ||||||||||||||
| PHYSICIAN/ FORMER CAO /SR VP | $567,651 | $0 | $0 | $0 | $453,547 | $0 | $393 | $0 | $15,339 | $0 | $1,036,930 | $0 | $453,471 | $0 |
| SANTO CRUZ | ||||||||||||||
| CHIEF LEGAL OFFICER/SR VP/ SECRETARY | $462,381 | $0 | $251,135 | $0 | $161,460 | $0 | $105,106 | $0 | $31,799 | $0 | $1,011,881 | $0 | $69,200 | $0 |
| THOMAS SCHRUP | ||||||||||||||
| CHIEF PHYSICIAN OFFICER/EVP | $623,207 | $0 | $111,782 | $0 | $104,302 | $0 | $134,657 | $0 | $22,407 | $0 | $996,355 | $0 | $102,322 | $0 |
| CINDY SMITH | ||||||||||||||
| FORMER KEY EMPLOYEE | $607,298 | $0 | $94,768 | $0 | $163,180 | $0 | $9,240 | $0 | $24,134 | $0 | $898,620 | $0 | $0 | $0 |
| CHRISTOPHER BOELTER | ||||||||||||||
| VICE PRESIDENT | $536,448 | $0 | $63,877 | $0 | $74,026 | $0 | $90,264 | $0 | $3,754 | $0 | $768,369 | $0 | $72,736 | $0 |
| JACOB LYONS | ||||||||||||||
| DIRECTOR (START 07.01.2024) | $684,422 | $0 | $38,154 | $0 | $300 | $0 | $10,350 | $0 | $28,114 | $0 | $761,340 | $0 | $0 | $0 |
| AMY PORWOLL | ||||||||||||||
| CHIEF INFORMATION SYSTEM OFFICER/SR | $447,379 | $0 | $71,245 | $0 | $108,479 | $0 | $90,320 | $0 | $24,247 | $0 | $741,670 | $0 | $84,189 | $0 |
| GEORGE MORRIS | ||||||||||||||
| FORMER KEY EMPLOYEE | $411,291 | $0 | $12,769 | $0 | $75,701 | $0 | $9,938 | $0 | $143,069 | $0 | $652,768 | $0 | $0 | $0 |
| JOSEPH BLONSKI | ||||||||||||||
| VICE PRESIDENT | $478,395 | $0 | $56,792 | $0 | $73,030 | $0 | $10,350 | $0 | $27,780 | $0 | $646,347 | $0 | $71,050 | $0 |
| BRYAN LYDICK | ||||||||||||||
| VICE PRESIDENT | $429,375 | $0 | $54,447 | $0 | $49,635 | $0 | $61,871 | $0 | $30,692 | $0 | $626,020 | $0 | $26,185 | $0 |
| BRYAN ROLPH | ||||||||||||||
| DIRECTOR | $547,561 | $0 | $23,764 | $0 | $1,290 | $0 | $8,475 | $0 | $43,332 | $0 | $624,422 | $0 | $0 | $0 |
| MARIA MALLORY | ||||||||||||||
| VICE PRESIDENT | $443,527 | $0 | $55,034 | $0 | $24,290 | $0 | $79,200 | $0 | $20,907 | $0 | $622,958 | $0 | $0 | $0 |
| JOHN HERING | ||||||||||||||
| FORMER KEY EMPLOYEE | $389,452 | $0 | $51,811 | $0 | $60,074 | $0 | $51,504 | $0 | $34,041 | $0 | $586,882 | $0 | $0 | $0 |
| RACHAEL LESCH | ||||||||||||||
| VICE PRESIDENT | $424,727 | $0 | $50,753 | $0 | $690 | $0 | $71,310 | $0 | $29,059 | $0 | $576,539 | $0 | $0 | $0 |
| MICHAEL SCHRAMM | ||||||||||||||
| FORMER KEY EMPLOYEE | $383,066 | $0 | $47,003 | $0 | $40,578 | $0 | $49,552 | $0 | $33,308 | $0 | $553,507 | $0 | $0 | $0 |
| JOSEPH HELLIE | ||||||||||||||
| FORMER VICE PRESIDENT | $345,710 | $0 | $42,884 | $0 | $58,004 | $0 | $61,760 | $0 | $28,207 | $0 | $536,565 | $0 | $56,714 | $0 |
| MATTHEW KUNKEL | ||||||||||||||
| VICE PRESIDENT | $334,472 | $0 | $42,635 | $0 | $53,957 | $0 | $62,913 | $0 | $32,975 | $0 | $526,952 | $0 | $36,322 | $0 |
| LYNN MCFARLING | ||||||||||||||
| VICE PRESIDENT | $371,370 | $0 | $46,713 | $0 | $80,961 | $0 | $10,350 | $0 | $13,968 | $0 | $523,362 | $0 | $58,441 | $0 |
| DAVID LARSON | ||||||||||||||
| VICE PRESIDENT | $338,405 | $0 | $40,878 | $0 | $37,556 | $0 | $58,183 | $0 | $30,692 | $0 | $505,714 | $0 | $37,256 | $0 |
| BRYAN BAUCK | ||||||||||||||
| VICE PRESIDENT | $321,964 | $0 | $41,924 | $0 | $41,417 | $0 | $54,974 | $0 | $35,921 | $0 | $496,200 | $0 | $24,037 | $0 |
| PHILIP LUITJENS | ||||||||||||||
| VICE PRESIDENT | $337,569 | $0 | $41,273 | $0 | $33,595 | $0 | $60,818 | $0 | $22,789 | $0 | $496,044 | $0 | $33,295 | $0 |
| DEBRA PETERSON | ||||||||||||||
| FORMER KEY EMPLOYEE | $453,276 | $0 | $4,513 | $0 | $2,210 | $0 | $9,156 | $0 | $14,923 | $0 | $484,078 | $0 | $0 | $0 |
| HOLLY GULDEN | ||||||||||||||
| VICE PRESIDENT | $284,471 | $0 | $75,766 | $0 | $18,989 | $0 | $48,021 | $0 | $28,497 | $0 | $455,744 | $0 | $0 | $0 |
| RYAN ENGDAHL | ||||||||||||||
| VICE PRESIDENT | $305,572 | $0 | $39,074 | $0 | $15,564 | $0 | $56,029 | $0 | $31,786 | $0 | $448,025 | $0 | $0 | $0 |
| ANDREA SMART | ||||||||||||||
| VICE PRESIDENT | $319,539 | $0 | $38,524 | $0 | $450 | $0 | $57,808 | $0 | $25,987 | $0 | $442,308 | $0 | $0 | $0 |
| RICHARD WEHSELER | ||||||||||||||
| DIRECTOR | $367,730 | $0 | $14,309 | $0 | $834 | $0 | $7,712 | $0 | $30,431 | $0 | $421,016 | $0 | $0 | $0 |
| ZACHARY BORK | ||||||||||||||
| VICE PRESIDENT | $253,550 | $0 | $31,553 | $0 | $285 | $0 | $47,478 | $0 | $35,126 | $0 | $367,992 | $0 | $0 | $0 |
| ANTHONY GARDNER | ||||||||||||||
| FORMER KEY EMPLOYEE | $315,931 | $0 | $0 | $0 | $27,370 | $0 | $4,391 | $0 | $11,385 | $0 | $359,077 | $0 | $0 | $0 |
| BOBBIE BERTRAM | ||||||||||||||
| DIRECTOR | $243,745 | $0 | $24,499 | $0 | $36,949 | $0 | $3,503 | $0 | $35,274 | $0 | $343,970 | $0 | $0 | $0 |
| KIMBERLY EGAN | ||||||||||||||
| CHIEF HUMAN RESOURCES OFFICER/SR VP | $234,822 | $0 | $50,000 | $0 | $3,462 | $0 | $52,063 | $0 | $3,428 | $0 | $343,775 | $0 | $0 | $0 |
| SHERRI LIEBL | ||||||||||||||
| VICE PRESIDENT | $196,227 | $0 | $18,570 | $0 | $30,041 | $0 | $13,799 | $0 | $32,841 | $0 | $291,478 | $0 | $0 | $0 |
| JENNIFER TODD | ||||||||||||||
| CHIEF COMPLIANCE OFFICER | $187,491 | $0 | $18,817 | $0 | $24,513 | $0 | $5,929 | $0 | $35,227 | $0 | $271,977 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I, LINE 4B | THE CORPORATIONS' EXECUTIVES ARE ELIGIBLE TO PARTICIPATE IN BENEFIT PLANS WHICH INCLUDE TAX DEFERRED NON-QUALIFIED INVESTMENT ACCOUNTS. THESE PLANS MAY PROVIDE, BUT ARE NOT CERTAIN TO PROVIDE, FOR PAYMENT OF TAX DEFERRED COMPENSATION TO THESE EXECUTIVES AT SOME TIME IN THE FUTURE. THE EXECUTIVES HAVE NO LEGAL RIGHT TO THESE DOLLARS UNTIL, AND UNLESS, CERTAIN FUTURE EVENTS OCCUR. IN ACCORDANCE WITH THE INSTRUCTIONS TO FORM 990, THE AMOUNTS LISTED IN PART VII AND SCHEDULE J, PART II, COLUMN C REFLECT TAX DEFERRED COMPENSATION. THIS COMPENSATION IS POTENTIALLY REPORTED TWICE ON THE FORM 990. ONCE WHEN THE COMPENSATION IS DEFERRED OR ACCRUED AND AGAIN IF AND WHEN IT IS PAID TO THE EXECUTIVES. THE FOLLOWING INDIVIDUALS PARTICIPATED IN THE NON-QUALIFIED PLAN: AMY PORWOLL - $84,189 BRYAN BAUCK - $24,037 BRYAN LYDICK - $26,185 CHRISTOPHER BOELTER - $72,736 DAVID LARSON - $37,256 JOSEPH BLONSKI - $71,050 JOSEPH HELLIE - $56,714 JOSEPH KALKMAN - $453,471 JOY PLAMANN - $53,269 KENNETH HOLMEN - $318,062 LYNN MCFARLING - $58,441 MATTHEW KUNKEL - $36,322 MICHAEL BLAIR - $85,554 PHILIP LUITJENS - $33,295 SANTO CRUZ - $69,200 THOMAS SCHRUP - $102,322 |
| PART I, LINE 7 | THE ORGANIZATION PROVIDES INCENTIVE COMPENSATION TO DESIGNATED INDIVIDUALS BASED ON FOUR DISCRETE AREAS: 1. STEWARDSHIP, THROUGH A COMPARISON BETWEEN BUDGETED AND ACTUAL NET OPERATING INCOME FOR ST CLOUD HOSPITAL AND/OR CENTRACARE HEALTH SYSTEM AS WELL THROUGH ACHIEVING METRICS FOR AN IDENTIFIED COST REDUCTION PROGRAM. 2. QUALITY, THROUGH ACHIEVING ST CLOUD HOSPITAL AND SYSTEM QUALITY METRICS. 3. PATIENT EXPERIENCE, THROUGH ACHIEVEMENT OF PATIENT SATISFACTION GOALS AS COMPARED TO NATIONAL AND BASELINE RANKINGS. 4. PEOPLE/EMPLOYEES, THROUGH ACHIEVEMENT OF SPECIFIED EMPLOYMENT SATISFACTION GOALS AND HIRING AND/OR RETENTION GOALS. THE INCENTIVE COMPENSATION PAID OUT IS NOT A PORTION OR PERCENTAGE OF ACTUAL NET EARNINGS OF ANY CENTRACARE HEALTH SYSTEM AFFILIATE. HOWEVER, NET EARNINGS GOALS ARE REQUIRED TO BE MET BEFORE THE INCENTIVE COMPENSATION IS PAID. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (3 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| THE CITY OF ST CLOUD | ||||||||
| A | 416005515 | 78916VDR8 | 2016-05-12 | $216,598,436 | SEE PART VI | 0 | 0 | 0 |
| THE CITY OF ST CLOUD | ||||||||
| B | 416005515 | 78916VDW7 | 2019-03-28 | $143,227,442 | SEE PART VI | 0 | 0 | 0 |
| THE CITY OF ST CLOUD | ||||||||
| C | 416005515 | 78916VEU0 | 2024-10-10 | $332,837,472 | SEE PART VI | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (3 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | UnspentUnspentAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $4,630,000 | $216,945,339 | $1,760,260 | $53,357,670 | $161,827,409 | 2017 | 0 | Yes (1) | Yes (1) | Yes (1) | |
| B | $148,365,084 | $1,512,827 | $138,695,316 | $8,156,941 | 2024 | Yes (1) | 0 | 0 | Yes (1) | ||
| C | $339,836,736 | $2,659,412 | $27,837,880 | $101,379,100 | Yes (1) | 0 | 0 | Yes (1) | $207,960,345 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.01140 | 0.00000 | 0.01140 | 0 | 0 | Yes (1) |
| B | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | Yes (1) |
| C | 0 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | Yes (1) | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | Yes (1) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (3 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | Yes (1) |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | Yes (1) | Yes (1) |
| C | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | Yes (1) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (3 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (1) |
| B | Yes (1) |
| C | Yes (1) |
Supplemental Information Detail SupplementalInformationDetail (6 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART IV, LINE 6, 2016 BONDS | THIS QUESTION IS BEING ANSWERED WITHOUT REGARD TO A YIELD-RESTRICTED ADVANCE REFUNDING ESCROW FINANCED WITH PROCEEDS OF THE BONDS. |
| PART IV, LINE 6, 2016 BONDS | DIFFERENCES BETWEEN THE ISSUE PRICE (PART I) AND TOTAL PROCEEDS (PART II, LINE 3) ARE DUE TO INVESTMENT EARNINGS. |
| PART I, 2016 BONDS, COLUMN F | TO REFUND BONDS ISSUED 8/10/2009 AND 2/3/2010 , AND TO FINANCE MELROSE HOSPITAL, LONG PRAIRIE HOSPITAL, AND LONG PRAIRIE NURSING HOME |
| PART I, 2019 BONDS, COLUMN F | TO REFUND BOND ISSUED 12/13/2011, AND TO FINANCE REDWOOD HOSPITAL. PLEASE NOTE THAT FORM 8038 FOR THIS ISSUE ERRONEOUSLY LISTS THE ISSUE DATE OF THE REFUNDED DEBT AS 11/30/2018. |
| PART I, 2024 BONDS, COLUMN F | TO REFUND BOND ISSUED 08/01/2014, AND TO FINANCE CLINIC EXPANSION |
| SCHEDULE K, PART IV, ARBITRAGE, LINE 2C: | (A) ISSUER NAME: THE CITY OF ST CLOUD DATE THE REBATE COMPUTATION WAS PERFORMED: 10/11/2021 (A) ISSUER NAME: THE CITY OF ST CLOUD DATE THE REBATE COMPUTATION WAS PERFORMED: 04/17/2024 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART VI, SECTION B, LINE 11B | THE BOARD OF DIRECTORS HAS DELEGATED THE APPROVAL AUTHORITY OF FORM 990 TO THE AUDIT COMMITTEE. ANNUALLY, AT THE AUDIT COMMITTEE MEETING, PRIOR TO FILING WITH THE IRS, THE AUDIT COMMITTEE REVIEWS AND APPROVES FORM 990. A COPY OF FORM 990 IS THEN PROVIDED FOR THE FULL BOARD TO REVIEW PRIOR TO FILING WITH THE IRS. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE BOARD MEMBERS ARE REQUIRED TO REVIEW AND SIGN A CONFLICT-OF-INTEREST QUESTIONNAIRE TWICE A YEAR. ALL STAFF SIGN A CONFLICT-OF-INTEREST FORM ON AN ANNUAL BASIS. THE QUESTIONNAIRES ARE REVIEWED BY THE CORPORATE COMPLIANCE OFFICER AS WELL AS THE CORPORATE COMPLIANCE GROUP (A COMPLIANCE COMMITTEE WHICH INCLUDES INTERNAL MEMBERS AND EXTERNAL COUNSEL). THE RESPONSES TO THE QUESTIONNAIRES ARE THEN REVIEWED WITH THE EXECUTIVE COMMITTEE OF THE BOARD. THE CORPORATE COMPLIANCE OFFICER IS RESPONSIBLE FOR MONITORING CONFLICT-OF-INTEREST RELATED TO THE BOARD AND STAFF AND TO ALERT AFFECTED PARTIES WHEN A CONFLICT-OF-INTEREST ARISES. WHEN AN ACTUAL CONFLICT ARISES, THE AFFECTED PARTY IS ASKED TO RECUSE HIM/HERSELF FROM THE DECISION-MAKING PROCESS. THE CORPORATE COMPLIANCE OFFICER ATTENDS THE BOARD MEETINGS AND SPECIFIED BOARD COMMITTEE MEETINGS WHERE CONFLICT-OF-INTEREST MAY ARISE. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE COMPENSATION AND BENEFITS OF THE PRESIDENT AND THE VICE PRESIDENTS (NON-MEDICAL PROVIDERS) ARE SUBJECT TO FULL COMPENSATION AND BENEFITS COMPARABILITY STUDIES CONDUCTED BIENNIALLY BY A THIRD PARTY INDEPENDENT COMPENSATION CONSULTANT. HOWEVER, THE COMPENSATION PORTION OF THE STUDY IS REVIEWED ANNUALLY BY THE CONSULTANT AND UPDATED FOR COMPENSATION COMMITTEE AND BOARD OF DIRECTORS REVIEW AND APPROVAL. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE HOSPITAL/CENTRACARE HEALTH SYSTEM DOES NOT GENERALLY MAKE ITS GOVERNING DOCUMENTS OR CONFLICT-OF-INTEREST POLICY AVAILABLE TO THE PUBLIC. THE HOSPITAL/CENTRACARE HEALTH SYSTEM DOES PROVIDE AN ANNUAL REPORT TO THE COMMUNITY IN WHICH FINANCIAL RESULTS ARE REPORTED TO AND DISCUSSED WITH THE PUBLIC. THIS REPORT IS AVAILABLE TO THE PUBLIC ON THE ORGANIZATION'S WEBSITE. |
| FORM 990, PART XI, LINE 9: | NET TRANSFERS TO NON-CONTROLLING INTEREST -3,480,000. NON-CONTROLLING INTEREST 2,561,564. OTHER CHANGES IN NET ASSETS 296,503. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (12 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|
| CENTRACARE SURGERY CENTER LLC | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 611514974 | SURGICAL CENTER | MN | $17,960,162 | $6,785,861 | CENTRACARE HEALTH SYSTEM | |
| CENTRACARE HEALTH SYSTEM - NR LLC | ||||||||||
| 1013 HART BOULEVARD | MONTICELLO | MN | 55362 | 461584944 | HEALTHCARE | MN | $98,857,079 | $97,032,563 | CENTRACARE HEALTH SYSTEM | |
| CENTRACARE PAYNESVILLE | ||||||||||
| 200 WEST FIRST STREET | PAYNESVILLE | MN | 56362 | 433298651 | HEALTHCARE | MN | $48,302,657 | $51,734,288 | CENTRACARE HEALTH SYSTEM | |
| CENTRAL MINNESOTA HEALTH NETWORK LLC(FKA CIN LLC) | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 473924684 | CLINICAL INTEGRATED NETWORK | MN | $0 | $0 | CENTRACARE HEALTH SYSTEM | |
| CENTRAL MINNESOTA ACO LLC | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 474591476 | ACCREDITED CARE ORGANIZATION | MN | $700,000 | $1,453,529 | CENTRACARE HEALTH SYSTEM | |
| CENTRACARE RICE MEMORIAL HOSPITAL | ||||||||||
| 301 BECKER AVENUE SOUTHWEST | WILLMAR | MN | 56201 | 823166379 | HEALTHCARE | MN | $147,694,537 | $138,777,425 | CENTRACARE HEALTH SYSTEM | |
| CENTRAL MINNESOTA IHP LLC | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | HEALTHCARE | MN | $0 | $0 | CENTRACARE HEALTH SYSTEM | ||
| CENTRACARE PROVIDER SERVICES LLC | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | HEALTHCARE | MN | $0 | $0 | CENTRACARE HEALTH SYSTEM | ||
| CENTRACARE REDWOOD | ||||||||||
| 101 CARING WAY | REDWOOD FALLS | MN | 56283 | 384089454 | HEALTHCARE | MN | $60,031,230 | $55,453,357 | CENTRACARE HEALTH SYSTEM | |
| CENTRACARE MONTICELLO SERVICES LLC | ||||||||||
| 1013 HART BOULEVARD | MONTICELLO | MN | 55362 | 463274763 | INVESTMENTS | MN | $10,737,859 | $86,897,631 | N/A | |
| CENTRACARE CLINIC SOUTHWEST LLC | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 863675734 | HEALTHCARE | MN | $86,813,637 | $17,921,375 | CENTRACARE HEALTH SYSTEM | |
| CENTRACARE BENSON LLC | ||||||||||
| 1815 WISCONSIN AVENUE | BENSON | MN | 56215 | 920754820 | HEALTHCARE | MN | $22,784,418 | $27,659,155 | CENTRACARE HEALTH SYSTEM | |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (9 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| ST CLOUD HOSPITAL | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 410695596 | ACUTE/LT CARE | MN | 501(C)(3) | 3 | CENTRACARE HEALTH SYSTEM | 0 |
| CENTRACARE CLINIC | ||||||||||
| 1200 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 411806657 | MULTI-SPECIALTY | MN | 501(C)(3) | 3 | CENTRACARE HEALTH SYSTEM | 0 |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||||||||||
| 50 CENTRACARE DRIVE | LONG PRIAIRE | MN | 56347 | 411924645 | ACUTE/LT CARE | MN | 501(C)(3) | 3 | CENTRACARE HEALTH SYSTEM | 0 |
| CENTRACARE HEALTH SYSTEM - MELROSE | ||||||||||
| 525 MAIN STREET WEST | MELROSE | MN | 56352 | 411865315 | ACUTE/LT CARE | MN | 501(C)(3) | 3 | CENTRACARE HEALTH SYSTEM | 0 |
| CENTRACARE HEALTH SYSTEM - SAUK CENTRE | ||||||||||
| 425 ELM STREET NORTH | SAUK CENTRE | MN | 56378 | 452438973 | ACUTE/LT CARE | MN | 501(C)(3) | 3 | CENTRACARE HEALTH SYSTEM | 0 |
| CUSHMAN ALBERT RICE TRUST | ||||||||||
| 1100 WEST ST GERMAIN STREET | ST CLOUD | MN | 56303 | 416019335 | SUPPORT FOR CENTRACARE RICE MEMORIAL HOSPITAL | MN | 501(C)(3) | 12A, I | CENTRACARE RICE MEMORIAL HOSPITAL | 0 |
| CENTRACARE HEALTH FOUNDATION | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 411855173 | FUNDRAISING | MN | 501(C)(3) | 7 | CENTRACARE HEALTH SYSTEM | Yes (1) |
| NORTHWAY COURT CONDO ASSOCIATION | ||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | CONDO OWNER ASSOCIATION | MN | 501(C)(4) | CENTRACARE HEALTH SYSTEM | Yes (1) | ||
| HEALTH PLAZA CONDOMINIUM ASSOCIATION | ||||||||||
| 1407 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | CONDO OWNER ASSOCIATION | MN | 501(C)(4) | CENTRACARE HEALTH SYSTEM | Yes (1) | ||
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (3 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| CENTRAL IMAGING LLC | |||||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 852580688 | IMAGING SERVICES | MN | CENTRACARE HEALTH SYSTEM | RELATED | $3,711,065 | $4,252,674 | 0 | Yes (1) | 0.90000 |
| MONTICELLO CANCER CENTER LLC | |||||||||||||
| 1001 HART BOULEVARD SUITE 50 | MONTICELLO | MN | 55362 | 261909519 | RADIATION & ONCOLOGY SERVICES | MN | CENTRACARE HEALTH - MONTICELLO | RELATED | $12,070,516 | $5,000,131 | 0 | Yes (1) | 0.60000 |
| CENTRACARE PHARMACY SERVICES LLC | |||||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 411620618 | PHARMACY SERVICES | MN | CENTRACARE HOLDINGS | RELATED | $78,717 | $3,775,603 | 0 | Yes (1) | 1.00000 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| AFFILIATED COMMUNITY MEDICAL CENTERS PA | ||||||||||||
| 301 BECKER AVENUE SOUTHWEST | WILLMAR | MN | 56201 | 410850702 | INVESTMENTS | MN | CENTRACARE RICE MEMORIAL | C | $4,302,013 | $72,325,491 | 1.00000 | Yes (1) |
| CENTRACARE HOLDINGS INC | ||||||||||||
| 1406 6TH AVENUE NORTH | ST CLOUD | MN | 56303 | 472688595 | INVESTMENTS | MN | CENTRACARE HEALTH SYSTEM | C | $432,919 | $23,828,372 | 1.00000 | Yes (1) |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | Yes (1) | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (1) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | 0 | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (1) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (1) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | 0 | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | 0 | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (23 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| CENTRACARE HEALTH FOUNDATION | ||
| C | $838,490 | FMV |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||
| D | $1,015,220 | FMV |
| ST CLOUD HOSPITAL | ||
| J | $788,140 | FMV |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||
| J | $68,950 | FMV |
| ST CLOUD HOSPITAL | ||
| N | $63,930,219 | FMV |
| CENTRACARE HEALTH SYSTEM - MELROSE | ||
| N | $2,212,807 | FMV |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||
| N | $1,955,421 | FMV |
| CENTRACARE HEALTH SYSTEM - SAUK CENTRE | ||
| N | $2,038,295 | FMV |
| CENTRACARE CLINIC | ||
| N | $19,981,926 | FMV |
| ST CLOUD HOSPITAL | ||
| O | $118,242,700 | FMV |
| CENTRACARE HEALTH SYSTEM - MELROSE | ||
| O | $6,000,382 | FMV |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||
| O | $4,813,232 | FMV |
| CENTRACARE HEALTH SYSTEM - SAUK CENTRE | ||
| O | $5,393,479 | FMV |
| CENTRACARE CLINIC | ||
| O | $53,589,153 | FMV |
| AFFILIATED COMMUNITY MEDICAL CENTERS PA | ||
| O | $76,643 | FMV |
| ST CLOUD HOSPITAL | ||
| Q | $845,514,476 | FMV |
| CENTRACARE HEALTH SYSTEM - MELROSE | ||
| Q | $32,238,720 | FMV |
| CENTRACARE HEALTH SYSTEM - LONG PRAIRIE | ||
| Q | $28,079,690 | FMV |
| CENTRACARE HEALTH SYSTEM - SAUK CENTRE | ||
| Q | $32,763,219 | FMV |
| CENTRACARE CLINIC | ||
| Q | $387,566,964 | FMV |
| CENTRACARE HOLDINGS INC | ||
| Q | $731,048 | FMV |
| AFFILIATED COMMUNITY MEDICAL CENTERS PA | ||
| Q | $2,617,182 | FMV |
| CENTRACARE HEALTH FOUNDATION | ||
| Q | $2,755,732 | FMV |