FAIRVIEW HEALTH SERVICES: Form 990, tax year 2023
View the entire original 990 at ProPublica ↗
- Organization
- FAIRVIEW HEALTH SERVICES (EIN 41-0991680)
- Tax period
- 2023-01-01 to 2023-12-31
- Filed
- 2024-11-12
- IRS object ID
- 202433179349301603
- Schema version
- 2023v5.1
- 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 | 2024-11-12T07:26:40+00:00 | ReturnTs |
| Tax Period End | 2023-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 346565596 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Ernst & Young USLLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 155 N Wacker Drive | AddressLine1Txt |
| City | Chicago | CityNm |
| State Abbreviation | IL | StateAbbreviationCd |
| ZIP | 60606 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2023-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 410991680 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Fairview Health Services | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | FAIR | BusinessNameControlTxt |
| Phone | 6126724976 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2450 Riverside Avenue | AddressLine1Txt |
| City | Minneapolis | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55454 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | James Hereford | PersonNm |
| Person Title | President/CEO | PersonTitleTxt |
| Phone | 6126727272 | PhoneNum |
| Signature | 2024-11-12 | SignatureDt |
| Discuss With Paid Preparer | false | DiscussWithPaidPreparerInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRS Responsible Prty Info Curr | Yes (true) | IRSResponsiblePrtyInfoCurrInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Jessica Wagener | PreparerPersonNm |
| PTIN | P01622613 | PTIN |
| Phone | 3128792000 | PhoneNum |
| Preparation | 2024-11-12 | PreparationDt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2023 | TaxYr |
| Build TS | 2024-10-15 13:58:12Z | BuildTS |
Form 990 IRS990
Principal Ofcr Business Name PrincipalOfcrBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | James Hereford | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2450 Riverside Avenue | AddressLine1Txt |
| City | Minneapolis | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55454 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $5,361,710,400 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.fairview.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1906 | FormationYr |
| Legal Domicile State | MN | LegalDomicileStateCd |
| Activity Or Mission | Fairview is driven to heal, discover and educate for longer, healthier lives. | ActivityOrMissionDesc |
| Voting Members Governing Body | 20 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 19 | VotingMembersIndependentCnt |
| Total Employee | 35326 | TotalEmployeeCnt |
| Total Volunteers | 2065 | TotalVolunteersCnt |
| Total Gross UBI | $169,404,303 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $5,418,818 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $24,259,390 | PYContributionsGrantsAmt |
| CY Contributions Grants | $10,730,680 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $4,092,006,821 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $4,537,368,667 | CYProgramServiceRevenueAmt |
| PY Investment Income | $179,435,686 | PYInvestmentIncomeAmt |
| CY Investment Income | $91,070,643 | CYInvestmentIncomeAmt |
| PY Other Revenue | $62,160,257 | PYOtherRevenueAmt |
| CY Other Revenue | $68,800,640 | CYOtherRevenueAmt |
| PY Total Revenue | $4,357,862,154 | PYTotalRevenueAmt |
| CY Total Revenue | $4,707,970,630 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $96,800 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $25,277 | CYGrantsAndSimilarPaidAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $2,100,995,377 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $2,260,843,901 | CYSalariesCompEmpBnftPaidAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $2,087,596,645 | PYOtherExpensesAmt |
| CY Other Expenses | $2,123,403,484 | CYOtherExpensesAmt |
| PY Total Expenses | $4,188,688,822 | PYTotalExpensesAmt |
| CY Total Expenses | $4,384,272,662 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $169,173,332 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $323,697,968 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $4,846,810,478 | TotalAssetsBOYAmt |
| Total Assets EOY | $6,065,285,634 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $2,387,322,415 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $3,560,104,838 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $2,459,488,063 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $2,505,180,796 | NetAssetsOrFundBalancesEOYAmt |
| Mission | Mission: Fairview is driven to heal, discover and educate for longer, healthier lives. Vision: Fairview is driving a healthier future. Values: Dignity: We value the uniqueness of each person and work to ensure everyone's right to privacy. We respect the cultures, values, beliefs and traditions of others and honor their talents and contributions. Integrity: We say what we mean and do what we say. We communicate openly and honestly and behave ethically. We demand the best of ourselves and accept shared accountability for our actions. Service: We work to make a difference in people's lives and in our communities. We strive for excellence by anticipating, meeting and exceeding expectations. We continually improve our programs and skills through learning and innovation. We responsibly manage our resources. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $1,930,590,870 | ExpenseAmt |
| Grant | $25,277 | GrantAmt |
| Revenue | $2,819,326,068 | RevenueAmt |
| Desc | Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $7.3 billion in operating revenue for 2023. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. The most recent community health needs assessment (CHNA) identified 3 key areas as the greatest needs in our community - navigating and accessing care and resources; healing, connectedness, and mental health; structural racism and barriers to equity. Fairview Health Services is meeting the needs of the community by focusing on racial and ethnic populations experiencing health disparities and people experiencing poverty through partnering with the community to build solutions, removing barriers to create and expand relevant programs and focused services. Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Fairview Health Services provides to the community. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin and is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC and seven of Fairview's other hospitals are in the Metro Area. Fairview's other two hospitals are located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, seven ambulatory care centers, 37 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, physician network, senior care housing and long- term care facilities and medical transportation. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview, the University of Minnesota and the University of Minnesota Physicians approved an agreement which became effective in late 2018 (the "M Health Fairview Agreement"). While the parties maintain their separate governance, the M Health Fairview Agreement further integrated operations across the clinical delivery system and enhances research and education by creating a joint clinical enterprise among the parties. The M Health Fairview Agreement brings together UMMC and its related service lines, Fairview's community hospitals and primary care clinics, and other services. All are part of a shared care delivery system that is led by a single structure that includes academic physician leadership. The goal of the joint clinical enterprise is to create a nationally-renowned academic health system. This care system was united in 2020 under a single brand, M Health Fairview, which is inclusive of Fairview's ten hospitals and its clinics. Fairview owns and operates the following hospitals: UMMC, M Health Fairview Southdale Hospital, M Health Fairview Ridges Hospital, M Health Fairview Lakes Medical Center, M Health Fairview Northland Medical Center, Fairview University Medical Center - Mesabi ("Range"), Grand Itasca Clinic and Hospital, M Health Fairview St. John's Hospital, M Health Fairview Woodwinds Hospital and M Health Fairview Bethesda Long Term Acute Hospital. As of December 31, 2023, the Fairview System Hospitals had a total of 3,529 licensed beds and 1,824 staffed beds. Fairview operates their more than 80 primary and specialty care clinics throughout the Metro Area, greater Minnesota and western Wisconsin. These clinics offer services in over 70 medical specialties, including family medicine, pediatrics, obstetrics, gynecology, heart care, cancer care, otolaryngology, transplant care, and orthopedics. As of December 31, 2023, Fairview owned all or a portion of six ambulatory surgery centers located in the Metro Area. Fairview and Fairview Pharmacy Services LLC own and operate pharmacies at 37 locations, including a network of retail pharmacies, oncology pharmacies, two home infusion pharmacies (Minneapolis and Duluth, Minnesota), and a specialty pharmacy. M Health Fairview Rehabilitation Services ("MHFRS") provides a full continuum of inpatient and outpatient rehabilitation services for pediatric and adult patients as well as an inpatient rehabilitation facility, a hospital based skilled nursing facility and an adult day program. In addition to providing inpatient services in nine hospitals, MHFRS has 58 outpatient hospital based and free-standing clinics that serve pediatric and adult patients. Specialty services include rehabilitation in the following areas: Cardiac and Pulmonary rehabilitation, Audiology, Orthopedic, Sports related injuries, Neurological, Vestibular, and Cancer Rehab. Hand therapy services are also provided in seven locations. MHFRS serves about 750,000 patient visits/year. M Health Fairview Emergency Medical Services offers emergency medical services and scheduled transportation across the Metro Area and supports the community by responding to more than 60,000 calls annually. Ebenezer, a non-profit subsidiary of Fairview, provides long-term senior care facilities, senior housing, adult care services. Ebenezer's goal is to provide a supportive environment where older adults can pursue longer, healthier, and more meaningful lives. Fairview, an anchor institution rooted in our communities, continues to invest heavily in the health and wellness of its communities in which it operates. This commitment includes education, training, community programs and research, as well as significant investments in care delivery. The COVID pandemic exposed persistent health inequities for communities of color and has exacerbated racial disparities. Communities of color experienced statistically higher rates of COVID, including higher rates of hospitalization and death. To reduce the impact on Black, Indigenous, or people of color ("BIPOC"), vaccinations must be accessible, free and provided within a trusted space with appropriate language and cultural considerations. Fairview has led a multi-cultural mobile vaccination program for the past 17 years, which excels at reaching BIPOC communities facing barriers to immunization. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for mobile vaccination clinics at schools, public high rises, community centers, churches, and other locations, increasing vaccine access to those in the area. From January 2021 (when Fairview initiated its free community COVID vaccination clinics) through December 31, 2023, Fairview has worked with over 150 partners to provide 1,424 vaccination clinics in community settings, administering 62,416 free COVID-19 vaccine doses and 21,004 free flu shots. In 2020, Fairview established the Healing, Opportunity, People, and Equity ("HOPE") Commission to help create a health system where all members of its community are treated with dignity and respect and all patients receive the highest levels and quality of care. To drive more equitable healthcare outcomes and inclusive environments, as part of its HOPE Commission work, Fairview implemented a multi-year journey to become an anti-racist organization. In addition, the Fairview Community Health and Wellness Hub ("Hub") opened in July 2022 and recently celebrated its one-year anniversary. The Hub represents Fairview's intentional, holistic approach to health and wellbeing and commitment to serving all in its communities, especially those who have been traditionally underserved. Services in the Hub include no- to low-cost primary care provided by Minnesota Community Care, a federally qualified health center, expanded outpatient mental health and addiction services, an enhanced adult day program operated by Ebenezer, a food distribution partnership with Second Harvest Heartland and The Sanneh Foundation, and long-term acute care services. The Hub also includes the M Health Fairview Center for Community Health Equity, which serves as an incubator for the next generation of community-based health and wellness programs focused on prevention and addressing the social determinants of health. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $1,495,210,435 | ExpenseAmt |
| Revenue | $1,693,201,261 | RevenueAmt |
| Desc | Cost of participating in government programs: Fairview is committed to serving the health care needs of members of its community. To support full access to services, Fairview participates in the following public health care programs: Medicare, Medicaid, and MinnesotaCare. Reimbursement from these programs for services rendered, generally falls below the cost of providing the care. To compensate for the under funding by government programs, Fairview makes a significant financial investment to offset these losses. While Fairview is a tax-exempt entity, it does support its local communities through various taxes it pays. In 2023, Fairview Health Services paid approximately $100 million in real estate, sales, unrelated business income and Minnesota Care taxes. In 2023, Fairview incurred $59,961,570 of medical taxes and surcharge costs in health care services that exceeded the reimbursement received by public programs, surcharge, medical taxes and fees related to these programs and not including Medicare. The following is a breakdown on costs related to the cost of participating in government programs: Costs exceed Medicaid Reimbursement: Fairview is serving thousands of low- income individuals covered by Medical Assistance and MinnesotaCare. Reimbursement from these programs is less than Fairview's cost of providing care to these patients. Total Medicaid surcharge tax costs related to hospitals, pharmacies, and surgical centers was $28,314,080. MinnesotaCare tax: The state of Minnesota levies a 2 percent tax on certain healthcare provider revenues. Money generated from this tax helps to defray the costs incurred from MinnesotaCare and other programs/services for uninsured individuals. In 2023, Fairview paid $31,647,490 in MinnesotaCare taxes. Taxes and fees: Fairview does pay some property tax to local and state government. This helps to fund civil and educational services in the community. The real estate costs for 2023 totaled $1,241,829 and the sales and income taxes totaled $4,752,257. Costs exceeding Medicare Reimbursement: Fairview cares for thousands of individuals ages 65 and older who are covered by Medicare. Fairview incurred $196,728,062 of Medicare reimbursement shortfalls. Reimbursement from Medicare is less than Fairview's cost of providing care to the patient. The total cost of providing these benefits was $1,429,254,779. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $220,044,839 | ExpenseAmt |
| Revenue | $24,841,338 | RevenueAmt |
| Desc | The primary purpose of our educational and research programs is to benefit patients and the community at large by educating health professionals both within Fairview and in the broader community, and by fostering advances in knowledge and evidence-based improvements to clinical treatments and approaches to health care delivery. The Office of the Chief Academic Officer champions the work of the research and education teams at M Health Fairview. The CAO leverages resources across the M Health Fairview partnership to improve research and education in the system, creates significant milestones on our journey to becoming a learning health system, utilizes a Clinical Learner Experience survey to continually improve the education and connection with our future healthcare workforce, and builds out research support services to support systemwide studies. RESEARCH - Research is an integral and critical component in providing exceptional care to patients and the community. As an academic health system, M Health Fairview is committed to clinical innovation. Since 2019, new and enhanced capabilities have been created that greatly increase our capacity to make medical discoveries. Our Clinical Research Unit makes research easier for patients and researchers alike. Our Investigational Drug Services pharmacy has expanded its distribution sites five times over, with future growth to come. The new Center for Learning Health System Science helps us improve healthcare quickly through short-term testing of interventions and quality improvements. Our Fairview Research Administration made it easier to find potential participants by working with Fairview IT to leverage MyChart for patient outreach. Our new Fairview Frontiers team, in partnership with our Health Equity and Community Advancement teams, is successfully recruiting diverse participants to low-risk industry-sponsored trials where other sites struggle to do so. All this work, and so much more, has a transformational impact by bringing breakthrough care to more patients. Together, we've drastically increased our new trial participant accruals each year - from 3,456 in 2019 to more than 6,119 in 2023 - and more than doubled the number of participants in active trials in our system - from around 23,000 in 2019 to more than 49,000 in 2023. Highlights of this year's work include our dedicated Clinical Research Unit hosting its first phase I gene therapy trial; our Investigational Drug Services pharmacy's work to modernize as it plans for expansion; and our industry-leading recruiting practices, providing research access to patients who are often overlooked: diverse and underserved communities and those who do not live near an academic medical center. EDUCATION - The education team is focused on the learner, the educator, and education program support. The team strives to provide an exceptional clinical education experience for all our learners in a team-based best practice care setting. As an academic health system, we're committed to training the next generation of healthcare workers by providing the best team-focused clinical education experience for a diverse and representative group of learners. When learners do better, their patients do better - and our system benefits too. Since 2019, we've invested in software, surveys, and workspaces to become much more proactive in improving the experience our clinical learners have - and both school partners and our learners are noticing. Survey results have shown a consistent growth in the number of learners who would call M Health Fairview a great place to work. With labor shortages across the board, this is a strategic advantage. Learners who have a great experience with us will be more likely to work here once they graduate, and numbers prove it: M Health Fairview has been the largest recipient of U of M Medical School graduates who go into practice of any health system in Minnesota. Fairview is dedicated to providing the best possible training for future healthcare workers and to have as many learners as possible join the system as colleagues once they graduate. Preceptors are essential in our work of training the next generation of healthcare workers. These clinical experts in our system provide hands-on training and mentoring to our learners. In 2023, over 2,000 preceptors trained our 6,296 learners. Examples of 2023 education projects include: Literature review to create a proposal for HbA1c threshold prior to elective surgery. Practice changes to influence pressure-injury prevention by creating evidence-based data. Long-term care and transitional facility quality-improvement project that created education/flow charts on facility policy to dictate quality of care and compliance. For representatives of Clinician Nexus, this success has proved to be a useful case study for other health systems - helping learners beyond our walls make advancements in care. Cost of Providing Research and Education: During the year, Fairview has created more access to clinical trials for patients throughout the region and built a reputation amongst learners and academic partners for providing a top-class clinical learning experience. Fairview has committed to training the next generation of healthcare workers by providing the best team-focused clinical education experience for learners. The current year net community benefit for providing this education experience is $192,073,068. Fairview is committed to clinical innovation. Since 2019, new and enhanced capabilities have been created that greatly increase our capacity to make medical discoveries. The current year net community benefit for providing the clinical trial experience is $3,130,433. | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Expenses | $3,645,846,144 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (true) | LobbyingActivitiesInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | Yes (true) | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (true) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | Yes (true) | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | false | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (true) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | Yes (true) | ForeignOfficeInd |
| Foreign Activities | Yes (true) | ForeignActivitiesInd |
| More Than5000 K To Org | false | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | false | MoreThan5000KToIndividualsInd |
| Professional Fundraising | false | ProfessionalFundraisingInd |
| Fundraising Activities | false | FundraisingActivitiesInd |
| Gaming Activities | false | GamingActivitiesInd |
| Operate Hospital | Yes (true) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (true) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (true) | GrantsToOrganizationsInd |
| Grants To Individuals | false | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (true) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | false | InvestTaxExemptBondsInd |
| Escrow Account | false | EscrowAccountInd |
| On Behalf Of Issuer | false | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | false | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | false | PYExcessBenefitTransInd |
| Loan Outstanding | false | LoanOutstandingInd |
| Grant To Related Person | false | GrantToRelatedPersonInd |
| Business Rln With Org Mem | false | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | false | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | false | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | false | DeductibleNonCashContriInd |
| Deductible Art Contribution | false | DeductibleArtContributionInd |
| Terminate Operations | false | TerminateOperationsInd |
| Partial Liquidation | false | PartialLiquidationInd |
| Disregarded Entity | Yes (true) | DisregardedEntityInd |
| Related Entity | Yes (true) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (true) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (true) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | false | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | false | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (true) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 664 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 35326 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (true) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (true) | Form990TFiledInd |
| Foreign Financial Account | Yes (true) | ForeignFinancialAccountInd |
| Foreign Country | CJ | ForeignCountryCd |
| Prohibited Tax Shelter Trans | false | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | false | TaxablePartyNotificationInd |
| Nondeductible Contributions | false | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | false | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | false | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | false | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | false | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | false | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | Yes (true) | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | false | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 20 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 19 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | false | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (true) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (true) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (true) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (true) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (true) | MinutesOfCommitteesInd |
| Officer Mailing Address | false | OfficerMailingAddressInd |
| Local Chapters | false | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (true) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (true) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (true) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (true) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (true) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (true) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (true) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (true) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (true) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (true) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | MN | StatesWhereCopyOfReturnIsFldCd |
| Own Website | Yes (X) | OwnWebsiteInd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Dawn Ksepka | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 6126724986 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1700 University Avenue W | AddressLine1Txt |
| City | St Paul | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55104 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (35 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 | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|---|
| Jakub Tolar MD | ||||||||
| Vice Chair | 2.0 | 0.0 | Yes (X) | Yes (X) | $0 | $0 | $0 | |
| James Hereford | ||||||||
| President & CEO | 40.0 | 2.0 | Yes (X) | Yes (X) | $5,208,444 | $0 | $38,307 | |
| Karen Grabow | ||||||||
| Vice Chair | 2.0 | 0.0 | Yes (X) | Yes (X) | $25,000 | $0 | $0 | |
| RIch Ostlund | ||||||||
| Chair | 2.0 | 0.0 | Yes (X) | Yes (X) | $35,000 | $0 | $0 | |
| Timothy Marx | ||||||||
| Secretary | 2.0 | 0.0 | Yes (X) | Yes (X) | $25,000 | $0 | $0 | |
| Ann Lowry MD | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $25,000 | $0 | $0 | ||
| Ann Williamson | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Barclay Berdan | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Brad Wallin | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $20,000 | $0 | $0 | ||
| David Levy | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Jodi RIchard | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $25,000 | $0 | $0 | ||
| John Heinmiller | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $25,000 | $0 | $0 | ||
| Julie Causey | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $25,000 | $0 | $0 | ||
| Kenneth Roering | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Melissa Geller MD | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $0 | $0 | $0 | ||
| Michael Connly | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $25,000 | $0 | $0 | ||
| Myron Frans | ||||||||
| Director | 2.0 | 2.0 | Yes (X) | $0 | $0 | $0 | ||
| PJ Hill | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Shawntera Hardy | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Stephen Swensen MD | ||||||||
| Director | 2.0 | 0.0 | Yes (X) | $20,000 | $0 | $0 | ||
| Andrea Mokros | ||||||||
| Chf Public Affairs Officer | 40.0 | 2.0 | Yes (X) | $749,408 | $0 | $97,934 | ||
| Euthemy Lebrew | ||||||||
| EVP & Chf Transformation Officer | 40.0 | 2.0 | Yes (X) | $813,268 | $0 | $116,219 | ||
| Jeoff Will | ||||||||
| EVP, COO | 40.0 | 2.0 | Yes (X) | $1,082,554 | $0 | $170,630 | ||
| Joseph Gaylord | ||||||||
| CFO | 40.0 | 2.0 | Yes (X) | $1,643,003 | $0 | $200,937 | ||
| Laura Reed | ||||||||
| COO | 40.0 | 2.0 | Yes (X) | $1,929,528 | $0 | $103,835 | ||
| Mark Welton | ||||||||
| CMO | 40.0 | 2.0 | Yes (X) | $1,577,623 | $0 | $103,992 | ||
| Mary Nease | ||||||||
| Chf People Officer | 40.0 | 2.0 | Yes (X) | $969,761 | $0 | $65,596 | ||
| Robert Beacher | ||||||||
| EVP & Chf Shared Clinical Svcs | 40.0 | 2.0 | Yes (X) | $1,304,189 | $0 | $206,096 | ||
| Sameer Badlani | ||||||||
| Chf Digital Officer | 40.0 | 2.0 | Yes (X) | $1,183,898 | $0 | $187,871 | ||
| Trudi Trysla | ||||||||
| Chf Legal Counsel | 40.0 | 10.0 | Yes (X) | $1,133,415 | $0 | $276,107 | ||
| David Fasching | ||||||||
| CFO Pharmacy Services | 0.0 | 40.0 | $0 | $803,952 | $35,484 | Yes (X) | ||
| Michael Campoli MD | ||||||||
| Physician | 40.0 | 0.0 | $1,900,793 | $0 | $38,897 | Yes (X) | ||
| Michael Tran MD | ||||||||
| Physician | 40.0 | 0.0 | $873,252 | $0 | $25,990 | Yes (X) | ||
| Nadeem Iqbal | ||||||||
| Medical Director-Community Neurology | 40.0 | 0.0 | $798,566 | $0 | $33,461 | Yes (X) | ||
| Rohan Lall | ||||||||
| Physician | 40.0 | 0.0 | $1,310,190 | $0 | $18,217 | Yes (X) | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $22,847,892 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $803,952 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $1,719,573 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 6849 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | false | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | Address Line2ContractorAddress/USAddress/AddressLine2Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|---|
| U of M Physicians | ||||||
| 720 Washington Ave SE | Suite 200 | Minneapolis | MN | 55414 | Medical and contracted servcies | $794,902,788 |
| Rightsourcing Inc | ||||||
| 999 Stewart Ave | Bethany | NY | 11714 | Staffing | $113,804,538 | |
| Lifesource | ||||||
| PO BOX 1150 | Minneapolis | MN | 55480 | Medical Services | $25,067,925 | |
| M A Mortenson Company | ||||||
| PO Box 857126 | Minneapolis | MN | 554857126 | General contractor servcies | $23,677,108 | |
| Sodexo Inc and Affiliates | ||||||
| PO BOX 360170 | Pittsburgh | PA | 152516170 | Contracted Services | $18,929,176 | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 82 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $3,186,222 | RelatedOrganizationsAmt |
| Government Grants | $1,192,485 | GovernmentGrantsAmt |
| All Other Contributions | $6,351,973 | AllOtherContributionsAmt |
| Total Contributions | $10,730,680 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Medicare-Medicaid Patient Care | 622110 | $1,693,201,261 | $1,693,201,261 | |
| Pharmacy | 446110 | $1,295,834,591 | $1,295,834,591 | |
| Patient Care Services | 622110 | $653,390,102 | $653,390,102 | |
| Laboratory | 621500 | $724,165,156 | $704,143,957 | $20,021,199 |
| Parking | 812930 | $11,668,638 | $11,668,638 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $159,108,919 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $45,112,845 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $113,705,979 | UnrelatedBusinessRevenueAmt |
| Exclusion | $290,095 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $4,537,368,667 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $49,129,556 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $284,505 | UnrelatedBusinessRevenueAmt |
| Exclusion | $48,845,051 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $33,680,617 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $272,597 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $33,408,020 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $33,408,020 | TotalRevenueColumnAmt |
| Exclusion | $33,408,020 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $22,162,121 | SecuritiesAmt |
| Other | $23,710,919 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $3,931,953 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $22,162,121 | SecuritiesAmt |
| Other | $19,778,966 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $41,941,087 | TotalRevenueColumnAmt |
| Exclusion | $41,941,087 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $684,927,840 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $649,535,220 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $35,392,620 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $35,392,620 | UnrelatedBusinessRevenueAmt |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $0 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,707,970,630 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $4,403,351,394 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $169,404,303 | UnrelatedBusinessRevenueAmt |
| Exclusion | $124,484,253 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $25,277 | TotalAmt |
| Program Services | $25,277 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,532,615 | TotalAmt |
| Management And General | $19,532,615 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,806,577,523 | TotalAmt |
| Program Services | $1,409,890,709 | ProgramServicesAmt |
| Management And General | $396,686,814 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $72,194,780 | TotalAmt |
| Program Services | $59,392,190 | ProgramServicesAmt |
| Management And General | $12,802,590 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $244,670,623 | TotalAmt |
| Program Services | $191,079,288 | ProgramServicesAmt |
| Management And General | $53,591,335 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $117,868,360 | TotalAmt |
| Program Services | $90,499,523 | ProgramServicesAmt |
| Management And General | $27,368,837 | ManagementAndGeneralAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,997,093 | TotalAmt |
| Program Services | $28,274,399 | ProgramServicesAmt |
| Management And General | $42,722,694 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,621,588 | TotalAmt |
| Program Services | $69,854 | ProgramServicesAmt |
| Management And General | $4,551,734 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $860,740 | TotalAmt |
| Program Services | $24,453 | ProgramServicesAmt |
| Management And General | $836,287 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $960,054 | TotalAmt |
| Program Services | $960,054 | ProgramServicesAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,977,014 | TotalAmt |
| Management And General | $4,977,014 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $134,098,260 | TotalAmt |
| Program Services | $133,947,811 | ProgramServicesAmt |
| Management And General | $150,449 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,015,096 | TotalAmt |
| Program Services | $20,196 | ProgramServicesAmt |
| Management And General | $994,900 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $81,219,245 | TotalAmt |
| Program Services | $63,367,232 | ProgramServicesAmt |
| Management And General | $17,852,013 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $67,623,323 | TotalAmt |
| Program Services | $58,694,503 | ProgramServicesAmt |
| Management And General | $8,928,820 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,023,692 | TotalAmt |
| Program Services | $2,603,158 | ProgramServicesAmt |
| Management And General | $1,420,534 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,201,696 | TotalAmt |
| Program Services | $3,668,996 | ProgramServicesAmt |
| Management And General | $1,532,700 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $41,363,270 | TotalAmt |
| Program Services | $41,363,270 | ProgramServicesAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $113,788,164 | TotalAmt |
| Program Services | $73,084,817 | ProgramServicesAmt |
| Management And General | $40,703,347 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,839,301 | TotalAmt |
| Program Services | $7,102,846 | ProgramServicesAmt |
| Management And General | $736,455 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $1,370,205,094 | $1,364,231,874 | $5,973,220 |
| Licenses/Fees | $118,824,786 | $25,590,474 | $93,234,312 |
| Taxes-Medical | $59,961,570 | $59,961,570 | |
| Utilities, Repairs, Maint | $16,903,754 | $15,968,378 | $935,376 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,919,744 | TotalAmt |
| Program Services | $16,025,272 | ProgramServicesAmt |
| Management And General | $2,894,472 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,384,272,662 | TotalAmt |
| Program Services | $3,645,846,144 | ProgramServicesAmt |
| Management And General | $738,426,518 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $36,967,957 | BOYAmt |
| EOY | $20,337,101 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $279,003,974 | BOYAmt |
| EOY | $424,342,925 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $18,642,686 | BOYAmt |
| EOY | $16,222,662 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,538,852,486 | BOYAmt |
| EOY | $2,846,510,791 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $136,932,233 | BOYAmt |
| EOY | $145,380,731 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $57,357,543 | BOYAmt |
| EOY | $62,700,805 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $2,456,894,273 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $1,555,725,044 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $894,365,490 | BOYAmt |
| EOY | $901,169,229 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $133,004,382 | BOYAmt |
| EOY | $837,287,933 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $558,056,008 | BOYAmt |
| EOY | $544,304,791 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,936,776 | BOYAmt |
| EOY | $39,285,322 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $180,690,943 | BOYAmt |
| EOY | $227,743,344 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,846,810,478 | BOYAmt |
| EOY | $6,065,285,634 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $597,756,398 | BOYAmt |
| EOY | $781,996,857 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $972,612,776 | BOYAmt |
| EOY | $959,118,037 | EOYAmt |
Loans From Officers Directors LoansFromOfficersDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $481,325,000 | BOYAmt |
| EOY | $466,415,000 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $335,628,241 | BOYAmt |
| EOY | $1,352,574,944 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,387,322,415 | BOYAmt |
| EOY | $3,560,104,838 | EOYAmt |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,415,557,767 | BOYAmt |
| EOY | $2,462,572,466 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $43,930,296 | BOYAmt |
| EOY | $42,608,330 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,459,488,063 | BOYAmt |
| EOY | $2,505,180,796 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,846,810,478 | BOYAmt |
| EOY | $6,065,285,634 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $323,697,968 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$101,342,693 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$176,662,542 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | 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 (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | 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 | Yes (true) | VolunteersInd |
| Paid Staff Or Management | Yes (true) | PaidStaffOrManagementInd |
| Media Advertisements | false | MediaAdvertisementsInd |
| Mailings Members | false | MailingsMembersInd |
| Publications Or Broadcast | false | PublicationsOrBroadcastInd |
| Grants Other Organizations | false | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | Yes (true) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $960,054 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | false | RalliesDemonstrationsInd |
| Other Activities | false | OtherActivitiesInd |
| Total Lobbying Expenditures | $960,054 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | false | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY | FormAndLineReferenceDesc |
| Explanation | Fairview Health Services (Fairview) officials had meetings and contacts with both federal and state government officials, congressional staff and representatives to discuss various health care reform and Medicare proposals and proposed legislation. Fairview has corresponded with representatives, staff and government officials outlining concerns and recommendations regarding health care reform and other health care related topics. Many of these activities were conducted by employees of Fairview and the expenditures for this activity totaled approximately $144,528. Additionally, Fairview paid approximately $815,526 to outside lobbyists in the tax year. This amount includes an amount of Minnesota Hospital Association Dues that was determined to be used for lobbying activities. Fairview also provided information and/or expressed its concern to legislative bodies and government officials on matters directly related to health, the delivery of health care and medical education and/or research. Such activity is normally at the request of a legislative body, committee or member. During the tax year, Fairview representatives had meetings with members of the legislative/executive branches of government to discuss issues relating to health care and health care reform. Fairview may also meet with members of government to discuss issues dealing with Fairview's tax exempt status and health care issues including sales tax exemption, state health care reform, real estate tax issues, Medicaid, physician licensing, etc. Fairview believes these informational meetings are essential to support our charitable purpose and do not constitute attempts to influence specific legislation. | ExplanationTxt |
Schedule D IRS990ScheduleD
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $4,512,473 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | $17,801 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $753,328 | OtherExpendituresAmt |
| End Year Balance | $3,776,946 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $4,854,060 | BeginningYearBalanceAmt |
| Investment Earnings Or Losses | -$67,524 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $274,063 | OtherExpendituresAmt |
| End Year Balance | $4,512,473 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $5,600,949 | BeginningYearBalanceAmt |
| Other Expenditures | $746,889 | OtherExpendituresAmt |
| End Year Balance | $4,854,060 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $5,865,076 | BeginningYearBalanceAmt |
| Contributions | $217,899 | ContributionsAmt |
| Investment Earnings Or Losses | $39,894 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $364,552 | OtherExpendituresAmt |
| Administrative Expenses | $157,368 | AdministrativeExpensesAmt |
| End Year Balance | $5,600,949 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $5,757,124 | BeginningYearBalanceAmt |
| Contributions | $148,110 | ContributionsAmt |
| Administrative Expenses | $40,158 | AdministrativeExpensesAmt |
| End Year Balance | $5,865,076 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.0 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 0.1644 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.8356 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | false | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (true) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (true) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $26,373,811 | OtherCostOrOtherBasisAmt |
| Book Value | $26,373,811 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,386,795,880 | OtherCostOrOtherBasisAmt |
| Depreciation | $803,522,784 | DepreciationAmt |
| Book Value | $583,273,096 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $23,782,674 | OtherCostOrOtherBasisAmt |
| Depreciation | $20,876,864 | DepreciationAmt |
| Book Value | $2,905,810 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $819,088,452 | OtherCostOrOtherBasisAmt |
| Depreciation | $661,450,560 | DepreciationAmt |
| Book Value | $157,637,892 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $200,853,456 | OtherCostOrOtherBasisAmt |
| Depreciation | $69,874,836 | DepreciationAmt |
| Book Value | $130,978,620 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $901,169,229 | TotalBookValueLandBuildingsAmt |
Other Securities OtherSecuritiesGrp (5 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Other Securities | |
| Hedge Fund | $253,435,865 |
| Private Capital | $100,144,024 |
| Fixed Income Fund | $77,658,070 |
| Equity Fund | $113,066,832 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $544,304,791 | TotalBookValueSecuritiesAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (20 entries)
| DescDesc | AmtAmt |
|---|---|
| Other LT Liabilities | $4,014,144 |
| Work Comp Reserve | $44,099,272 |
| Intercompany Payable | $1,036,831,068 |
| Derivative Financial Instruments | $7,416,781 |
| Insurance Sub Claims Reserve | $16,746,481 |
| Post Retirement Benefits | $6,658,678 |
| Deferred Rent | $1,395,228 |
| Current maturities of long-term debt | $36,525,665 |
| CAPITAL LEASES - LT PORTION | $50,523,364 |
| Deferred Revenue | $32,160,467 |
| Unclaimed Property Payable | $27,579 |
| LEASE EXPENSE CLEARING ASC842 | $464,344 |
| ST LEASE LIABILITY - OPERATING | $6,597,822 |
| LT LEASE LIABILITY - OPERATING | $30,424,111 |
| 457(B) Pension | $60,613,883 |
| 457(F) Pension | $7,580,430 |
| Naming Rights | $4,570,730 |
| Risk Reserve | $2,739,900 |
| Retirement Obligations | $2,967,533 |
| Other Current Liabilities | $217,464 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $1,352,574,944 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule D, Part V, Line 4 Intended uses of endowment funds | ENDOWMENT FUNDS ARE HELD BY AND AWARDED THROUGH THE FAIRVIEW FOUNDATION, A RELATED ORGANIZATION. THE ENDOWMENT FUNDS INCLUDE DONOR-RESTRICTED FUNDS. SOME OF THE ENDOWMENT FUNDS PURPOSES ARE PROGRAM SERVICES, EDUCATION, SCHOLARSHIPS, CAPITAL EXPENDITURES, EQUIPMENT, SUPPLIES, RESEARCH AND SPIRITUAL CARE. THE FOUNDATION INTENDS TO USE THEIR ENDOWMENT FUNDS IN THE MANNER FOR WHICH THEY WERE RESTRICTED. |
| Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote | Fairview recognizes all tax positions, including those positions in a previously filed tax return or a position expected to be taken in a future tax filing that is reflected in measuring current or deferred income tax assets and liabilities, when it is more likely than not (likelihood of greater than 50%) that, based on technical merits, the position will be sustained upon examination. There are $6,800,000 and $8,400,000 uncertain tax positions recorded on the consolidated balance sheets as of December 31, 2023 and 2022, respectively. Fairview has made reasonable estimates of the provision for income taxes and on existing deferred tax balances based on accounting guidance included in ASC 740, Income Taxes. Fairview does not expect that there will be a significant change in the total amount of unrecognized tax benefits within the next 12 months. |
Schedule F IRS990ScheduleF
Account Activities Outside US AccountActivitiesOutsideUSGrp (4 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Specific Services ProvidedSpecificServicesProvidedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|---|---|---|
| Central America and the Caribbean | 0 | 1 | Program Services | Self Insurance | $18,404,566 |
| Central America and the Caribbean | 0 | 0 | Investments | $209,067,279 | |
| North America (Canada & Mexico only) | 0 | 0 | Investments | $29,175,116 | |
| Europe (Including Iceland and Greenland) | 0 | 0 | Investments | $83,118,947 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 1 | SubtotalEmployeesCnt |
| Continuation Total Office | 0 | ContinuationTotalOfficeCnt |
| Continuation Total Employee | 0 | ContinuationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 1 | TotalEmployeeCnt |
| Subtotal Spent | $339,765,908 | SubtotalSpentAmt |
| Continuation Spent | $0 | ContinuationSpentAmt |
| Total Spent | $339,765,908 | TotalSpentAmt |
| Transfer To Foreign Corp | Yes (true) | TransferToForeignCorpInd |
| Interest In Foreign Trust | false | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (true) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | false | PassiveForeignInvestmestCoInd |
| Foreign Partnership | Yes (true) | ForeignPartnershipInd |
| Boycott Countries | false | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule F, Part I, Line 3 Method used to account for expenditures on org's financial statements | FormAndLineReferenceDesc |
| Explanation | CENTRAL AMERICA AND THE CARIBBEAN-Accrual; EUROPE (INCLUDING ICELAND AND GREENLAND)-Accrual; NORTH AMERICA (CANADA & MEXICO ONLY)-Accrual | ExplanationTxt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (true) | FinancialAssistancePolicyInd |
| Written Policy | Yes (true) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (true) | FPGReferenceFreeCareInd |
| Percent200 | Yes (X) | Percent200Ind |
| FPG Reference Discounted Care | Yes (true) | FPGReferenceDiscountedCareInd |
| Percent400 | Yes (X) | Percent400Ind |
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (true) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (true) | ExpensesExceedBudgetInd |
| Unable To Provide Care | false | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (true) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (true) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $37,460,629 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,127,794 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $28,332,835 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0065 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,116,042,866 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $935,209,841 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $180,833,025 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0412 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $1,153,503,495 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $944,337,635 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $209,165,860 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0477 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,451,308 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $6,451,308 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0015 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $215,024,122 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $22,951,054 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $192,073,068 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0438 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $91,511,960 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $80,922,759 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $10,589,201 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0024 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,020,717 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,890,285 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $3,130,432 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0007 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $561,189 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $561,189 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0001 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $318,569,296 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $105,764,098 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $212,805,198 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0485 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $1,472,072,791 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,050,101,733 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $421,971,058 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0962 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.0 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $41,954,193 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $839,084 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $1,232,529,718 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $1,429,254,779 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$196,725,061 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (true) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (true) | 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 | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| University of Minnesota Medical Center | ||||||||||||
| 1 | 2450 Riverside Avenue | Minneapolis | MN | 554541450 | https://www.mhealthfairview.org/ | 406106 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) |
| Fairview Southdale Hospital | ||||||||||||
| 2 | 6401 France Avenue S | Edina | MN | 554352104 | https://www.mhealthfairview.org/ | 406101 | Yes (X) | Yes (X) | Yes (X) | |||
| Fairview Ridges Hospital | ||||||||||||
| 3 | 201 E Nicollet Blvd | Burnsville | MN | 553375714 | https://www.mhealthfairview.org/ | 406103 | Yes (X) | Yes (X) | Yes (X) | |||
| Fairview Lakes Regional Medical Ctr | ||||||||||||
| 4 | 5200 Fairview Blvd | Wyoming | MN | 550928013 | https://www.mhealthfairview.org/ | 406104 | Yes (X) | Yes (X) | Yes (X) | |||
| Fairview Northland Regional Hosp | ||||||||||||
| 5 | 911 Northland Dr | Princeton | MN | 553712172 | https://www.mhealthfairview.org/ | 406378 | 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 | 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 | Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd | 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 | Income Level CriteriaIncomeLevelCriteriaInd | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd | Residency CriteriaResidencyCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Provided Nonprofit ContactProvidedNonprofitContactInd | 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 | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Look Back Medicare PrivateLookBackMedicarePrivateInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd |
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| University of Minnesota Medical Center | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Supplemental Information SupplementalInformationGrp (57 entries)
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| Schedule H, Part V, Section B, Line 3E | Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - University of Minnesota Medical Center. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - University of Minnesota Medical Center. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. University of Minnesota Medical Center (the medical center) and Masonic Children's Hospital (the children's hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The medical center and the children's hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the University of Minnesota Medical Center and Masonic Children's Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact from rural to urban. They are racial or ethnic populations experiencing health disparities and people experiencing poverty. For more details about our priority needs and the priority populations as they relate to the medical center and the children's hospital, please see the University of Minnesota Medical Center and Masonic Children's Hospital 2021 Community Health Needs Assessment located at: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to the medical center and the children's hospital, please see the University of Minnesota Medical Center and Masonic Children's Hospital 2021 Community Health Needs Assessments located at: https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies: As a learning organization that works closely with our community advisory committees and community partners, over the past decades we have gleaned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the medical center and the children's hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. University of Minnesota Medical Center and Masonic Children's Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. |
| Schedule H, Part V, Section B, Line 11 Facility , 2 | Facility , 2 - University of Minnesota Medical Center. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The medical center and the children's hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the University of Minnesota Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found with the populations we serve; one-size fits all evidence-based approaches are not a good fit for our diverse communities. In response to the unique and differing needs of our community members, our programs have been co-developed in partnership with community, centering the needs of specific populations, and often have unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners, and considering strategies that are culturally and linguistically appropriate and to determine if the programs reflect the values we set out to embody. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here we are reporting out our reach or outputs through counts on a variety of levels including meeting the rigor required for reporting on grants and contracts. We offer a diverse set of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the community and population specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly Social Determinants of Health dashboard. University of Minnesota Medical Center 2023 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the medical center and the children's hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In this first three-year CHNA cycle working towards our 2032 vision of increased community health equity the primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement infrastructure) and strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. |
| Schedule H, Part V, Section B, Line 11 Facility , 3 | Facility , 3 - University of Minnesota Medical Center. STRATEGY 1: Priority Need: Navigating and accessing care and resources. University of Minnesota Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the medical center and the children's hospital Action Plan programs work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. In 2023 across the system, the community clinical care team provided blood pressure, and oral health services at 180 events, including 97 events in the medical center and children's hospital community, providing 465 blood pressure checks, and 696 dental fluoride applications. Fairview's Minnesota Immunization Networking Initiative (MINI), a multi-sector, community collaboration that initiated the Community Clinical Care approach provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2023, across the system the team hosted 574 vaccination clinics. There were 7,037 free COVID-19 vaccine doses and 6,428 free flu shots administered. Of those participants who shared their identity, 81% of people who received a COVID-19 vaccine identified as a person of color and 38% indicated a language other than English as their preferred language. In 2023 the Minnesota Immunization Networking Initiative was invited to submit to the New England Journal of Medicine on their approach and successes, with a focus on partnerships with public health. This continues to build the evidence base for community placed and community centered approaches. In the medical center and the children's hospital community specifically, there were 314 MINI clinics at which 4,681 COVID-19 shots and 4,228 flu shots were administered. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary care to mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. In 2023 we celebrated the 1-year anniversary of the opening of the hub and the Center for Community Health Equity. Through the year, we provided free community gathering space to more than 50 partners and local groups at the Hub. More than 250 community members were reached through cultural healing and community wellness programming delivered in, or partnering with, the Health and Wellness Hub and Center for Community Health Equity. Additionally, we hosted monthly hub Partnership Coordination Meetings, where we deepened partnership opportunities and developed a logic model. The Cultural Broker program was co-developed in 2016 in partnership with Fairview's East Side Health and Well-being Collaborative. Cultural Brokers help bridge cultural gaps through translating for, and supporting individuals and families as they navigate schools, healthcare, and other mainstream systems to ultimately build self-sufficiency. The Cultural Brokers identify with the racial and/or ethnic communities they serve, so they can more easily build trust and can have a greater impact on the communities' health. The program comprises seven Cultural Brokers, who are Fairview employees, located at five respective partner organizations representing different cultural communities: African American, American Indian, Hispanic/Latino, Hmong, and Karen. The Cultural Broker program has one cultural broker that is placed in the community surrounding the medical center and the children's hospital that serves the Hispanic/Latino community, housed in the CLUES Minneapolis location. Across the system, Cultural Brokers served a combined 399 new clients and a total 5,225 encounters. In the medical center and the children's hospital community they served 52 new clients with 572 encounters. Health Commons is a drop-in health and wellness center that began in 2011. It is dedicated to serving those in the Harrison/North Minneapolis neighborhood, Cedar-Riverside neighborhood and in 2023 added a location on the east side of St. Paul. All locations serve highly diverse communities with residents identifying as African American, Asian, Somali, Oromo, Korean, as well as older adults (65+). It is a Fairview-convened program managed in collaboration with other community organizations. The mission of Health Commons is to provide services based on respect, relationship building, hospitality, and collaboration; connecting health and hope for the community to live healthier lives. Services include drop-in hours where a nurse or doctor is available for a one-on-one consultation, massage, aromatherapy, and healthy living classes on topics such as nutrition, exercise, chronic disease, emotional health, physical activity classes such as Zumba and yoga, food distributions and supply giveaways. The services are free of charge and open to the community. Based on a 2023 sample survey of the Cedar Riverside and Harrison/North Minneapolis locations, most (54.8%) participants have been attending Health Commons for 8+ years, almost all are publicly insured (83.3%) and most participants are aged 45-74 (58.5%). Overall participants have experienced a positive impact through the program, 92.9% agree or strongly agree they are more connected to others in the community because of Health Commons, 83.3% say they are more connected to resources, and 57.1% say they are making positive changes toward a healthier lifestyle because of Health Commons. In 2023, there were 11,871 visits to the three Health Commons locations combined, with 11,578 of those visits being to Cedar Riverside and The Living Room in the medical center and the children's hospital community. In 2023 we expanded our work relating to opioid overdose. In response to the increase in drug overdose rates nationally and locally, including those caused by opioids, the community clinical care team partnered with the Steve Rummler Hope Network. The team trained several staff members to become Naloxone educators and helped develop a Spanish and Somali language curriculum to address racial disparities in overdose mortality rates, which are worsening. The training covers how to recognize an opioid overdose; what Naloxone/Narcan is and how it works; how to administer Naloxone to someone experiencing an overdose; and information about Steve's Law/MN's Good Samaritan and Naloxone Law. In total, there were 19 Naloxone trainings where 360 individuals were trained in 2023. In addition, Fairview hosts three low-barrier Naloxone access points (NAPs) at locations across the system. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs |
| Schedule H, Part V, Section B, Line 11 Facility , 4 | Facility , 4 - University of Minnesota Medical Center. Priority Need: Addressing Structural Racism and Barriers to Equity. University of Minnesota Medical Center and Masonic Children's Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options, and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of the Food is Medicine programs, a selection of which are described below, are available to patients in 43+ clinics and 5 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, Naima's Farm and Women's Environmental Institute) via a Community Supported Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2023, 20 clinics participated in Veggie Rx across Fairview hospital and medical center communities, four being in the medical center and children's hospital community. Almost one third (29%) of program participants identified as Asian, 20% as Black and 4% as Hispanic/Latino. While just three quarters speak English as a preferred language, 7% had a preferred language of Hmong, 13% Karen, and 2% Spanish. Most participants had public insurance (73%) or were uninsured (1%). Fairview's MarketRx program provides patients with $80 per month to purchase groceries at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Through the year, 195 patients redeemed vouchers for groceries. Additionally, we provided shelf stable immediate need food resource options. MATTERboxes were available in the medical center and the children's hospital community with each box containing enough food to feed a family of four for three days. In 2023 there were 1,900 MATTERboxes distributed at 26 sites across the system. There were also 240 food resource packets distributed that contained information about local food resources along with a grocery gift card to assist with immediate grocery needs. In November of 2023, Fairview and local partners hosted the Harvest at the Hub at the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. We served a total of 421 unduplicated households (over twice that of 2022). Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and Barriers to Equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. As an example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by the medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2023, 76 patients were provided supports through this program. Also, as a part of Housing is Health, we are proud to have completed inaugural Housing and Health Equity Fellowship hosted by the Greater Minnesota Housing Fund, which aimed to expand community investment by health systems to address the housing crisis in Minnesota. In October 2023, teams from across the system participated in our annual Build Week with Twin Cities Habitat for Humanity, contributing 456 volunteer hours. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, connectedness, and mental health. The medical center and the children's hospital works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through strategy 1 (Addressing the SDoH) and the Community Action Plan. In response to the priority need, healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, centering linguistic and cultural diversity, and bridging silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we participated in the Institute for Healthcare improvement trust prototyping network. We were one of eight health care organizations nationwide that are part of a 10-month project to test approaches to improve trust in healthcare systems. Our organization is focusing on a project to identify and remove system level equity barriers for interpreters and patients with limited English proficiency aiming to improve patient outcomes, customer experience, and care team cohesion. Additionally, we are responding to the need healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2023, across Fairview hospitals and medical centers there were three sessions held with a combined 665 attendees. Healthy Outcomes from Positive Experiences (H.O.P.E.) training is a 60-90-minute training focused on the science of H.O.P.E providing a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2023, in the medical center and the children's hospital community. there were four sessions with a total of 156 attendees. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $750 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 19 mini grants awarded. In the medical center and the children's hospital community, 9 mini grants were awarded to a Faith Community Nurse. Psychological First Aid (PFA) is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2023, in the medical center and the children's hospital community, there were four classes offered with 65 participants attending. |
| Schedule H, Part V, Section B, Line 11 Facility , 5 | Facility , 5 - University of Minnesota Medical Center. Refresh and Reset your Resiliency promotes resiliency skills, offers wellness-care tools for mind, body, and spirit, and encourages the development of a personal plan for self-care. In 2023, in the medical center and the children's hospital community, there was one class offered with 21 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. While strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work more capably. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster and expand thew work we do to expand feedback systems and sustainable convening structures. The M Health Fairview Center for Community Health Equity (the center) was launched in August 2022. The center guides our philosophy around how we gather community voice and who we talk to as we learn how to tie the learnings back into the organization. The 1-year anniversary of the Center for Community Health Equity was celebrated through a 3-day event welcoming over 250 people, where we offered free vaccinations, blood pressure checks, the opportunity to connect and network, and learn more about the work of the center. Throughout the year, we hosted six Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The work group was comprised of representatives from across the M Health Fairview Joint Clinical Enterprise. We also moved forward the development of a Center for Community Health Equity Model of Community Engagement. The model shares our approach to community engagement, community voice, and community partnerships to advance community health equity. We will utilize this model in 2024 to help guide how we gather feedback and inform our community health needs assessment. Enabling community voice, particularly the voices of priority populations, to influence, and inform the health system, is integral to strategy 2 (Engagement infrastructure). In 2023 we expanded our patient Listening and Learning sessions to host a session for patients who use American Sign Language. Additionally, Fairview hosted 8 Food is Medicine community conversations where we heard from 74 partner organizations to help inform our Food is Medicine approach as well as to convene food partners to increase opportunities for mutual awareness and collaboration. Building our engagement infrastructure involves engaging broadly with community but also building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative. As a part of this body of work in 2023, a cohort of employees from across our system began work to advance health equity efforts in partnership with Native Americans and Indigenous communities. We facilitated six sessions to help our employees learn about the historical and current challenges faced by Native communities, connecting with key Native leaders and organizations, and local priority issues including healthcare. The sessions also engaged employees in working to improve experiences and outcomes for our Native patients, employees, and communities. In summer 2023, we co-hosted a "Heal the Healers" Summit with Indigenous Roots Cultural Art Center. The two-day summit welcomed more than 200 attendees for group learning sessions, rituals, seminars, and individual sessions with healers and professionals skilled in traditional healing modalities. Hosted an American Indian and Indigenous focused recruitment event at the Community Health and Wellness Hub. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing engagement infrastructure and support existing collaboratives. Our medical center and children's hospital Community Advisory Committee met through the year to provide input as well as insight and local expertise. We conducted an inventory of the Community Advisory Committee member organizations focus and identified gap areas for expertise and aligned representation with CHNA priority populations. We continue to intentionally recruit participants to expand representation on the committees focusing on these gap areas. Committee members also participated, in addition to other community partners in our annual Community Impact Summit. In the medical center and children's hospital community, we participate in and have leadership roles in collaboratives such as the Minnesota Food Justice Network and the Center for Community Health. We also convene East Side Health and Well-being Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members. |
| Schedule H, Part V, Section B, Line 11 Facility , 6 | Facility , 6 - University of Minnesota Medical Center. Strategy 3 - Inclusive Institution Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. The anticipated impacts tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy has been partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see: The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission The 2023 HOPE Commission Report: https://www.mhealthfairview.org/-/media/Files/240033-2023-HOPE-Report-R5.pdf This work will continue to be operationalized through various departments across the organization as well as through the Center for Community Health Equity (CCHE). Key achievements in alignment with strategy 3 include the launch of standardized Social Determinants of Health patient screenings (i.e., food security, housing stability) at all ambulatory sites as well as implementation of targeted interventions to improve healthcare disparities which resulted in marked improvement in breast cancer and colon cancer screening rates. There was also improvement in breast cancer screening rates among Karen, Hmong, and Somali patients with 6 mobile mammography events. Additionally, we are building capacity across the system to allow more individuals and teams to participate in the Intercultural Development Inventory (IDI). Operational improvements from the Office of Equity Strategy (OES) include dashboarding and reporting on metrics across the areas of health equity, healthcare equity, and diversity, equity, and inclusion, which will inform the creation of actions plans to reduce any disparities found and create line of sight for progress being made. Fairview is currently enhancing existing data collection and analytics across the institution to uncover and address health disparities. Fairview has successfully enhanced its analytics of Race, Ethnicity and Language (REaL) data across the institution, enabling us to uncover and address health disparities more effectively. With the improved analysis of REaL data, we are now setting Performance Dimension goals specifically aimed at closing these disparities. OES also supported strategic leadership within Human Resources and Customer Experience to incorporate Restorative Justice practices into their Just Culture and patient relations efforts. Additionally, in 2023, various units across the system operationalized systems to embed equity in project development and implementation across various parts of system decision-making. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updated request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships and affiliations and sponsorships. In 2023 there were five systemwide employee volunteerism events hosted, including Twin Cities Pride. Additionally, Fairview staff sit on boards and/or are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with Fairview's commitment to advancing equity and Fairview's focus on diversity, equity, and inclusion. Within this focus, Fairview awards sponsorships to support local community organizations in the needs and opportunities they have identified. In efforts to increase diversity and trust in clinical trials, the CCHE partnered with Fairview Frontiers to improve representation in a set of clinical trials and hosted a Research Participant Appreciation event that was attended by over 70 research participants. The partnership between Center for Community Health Equity and Fairview Frontiers increased participant representation in a set of clinical trials of those that identified as a race or ethnicity other than white from 15.5% to 33.8%. A paper was published on the partnership and methods used that led to these successes. |
| Schedule H, Part V, Section B, Line 11 Facility , 7 | Facility , 7 - University of Minnesota Medical Center. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the University of Minnesota Medical Center and Masonic Children's Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. |
| Schedule H, Part V, Section B, Line 13 Facility , 1 | Facility , 1 - University of Minnesota Medical Center. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - University of Minnesota Medical Center. The organization attaches a summary of the policy to billing invoices and also communicates to patients during admission, financial counseling and collection calls that there is a financial assistance program and that an application can be provided to them. A summary of the Financial Assistance Policy is posted in various locations in the hospital. |
| Schedule H, Part V, Section B, Line 20 Facility , 1 | Facility , 1 - University of Minnesota Medical Center. Pursuant to Treas. Reg. Section 1.501(r)-6(c), University of Minnesota Medical Center made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). |
| Schedule H, Part V, Section B, Line 3E | Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - Fairview Southdale Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - Fairview Southdale Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. Southdale Hospital has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Southdale Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. The three identified needs are: 1) Navigating and accessing care and resources, 2) Healing, connectedness, and mental health, 3) Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Southdale Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact from rural to urban. They are racial or ethnic populations experiencing health disparities and people experiencing poverty. For more details about our priority needs and the priority populations as they relate to the Southdale Hospital, please see the Southdale Hospital 2021 Community Health Needs Assessment. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Development of 2022-2024 CHNA Implementation Strategies As a learning organization that works closely with our community advisory committees and community partners, over the past decades we have gleaned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers worked collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 2032 vision of increased community health equity supported by three strategies to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the Southdale Hospital CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the Southdale Hospital CHNA implementation strategies, anticipated impacts, and key responses. Southdale Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 occurred over the first three years of our ten-year vision, demonstrated through standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" Using the healing power of food to nourish our patients, enrich our communities, and transform our systems. 2) "Housing is Health" Using the protective power of housing to support patient health and build thriving communities. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. |
| Schedule H, Part V, Section B, Line 11 Facility , 2 | Facility , 2 - Fairview Southdale Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The Southdale Hospital has an annual CHNA action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Southdale Hospital Community Advisory Committee, the Fairview Health Services Board of Directors, and is publicly available on the website: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found with the populations we serve; one-size fits all evidence-based approaches are not a good fit for our diverse communities. In response to the unique and differing needs of our community members, our programs have been co-developed in partnership with community, centering the needs of specific populations, and often have unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners, and considering strategies that are culturally and linguistically appropriate and to determine if the programs reflect the values we set out to embody. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here we are reporting out our reach or outputs through counts on a variety of levels including meeting the rigor required for reporting on grants and contracts. We offer a diverse set of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the community and population specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly Social Determinants of Health dashboard. Southdale Hospital 2023 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Southdale Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In this first three-year CHNA cycle working towards our 2032 vision of increased community health equity the primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement infrastructure) and strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. |
| Schedule H, Part V, Section B, Line 11 Facility , 3 | Facility , 3 - Fairview Southdale Hospital. Strategy 1 Priority Need: Navigating and accessing care and resources. Southdale Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Southdale Hospital Action Plan programs work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. In 2023, across the system, the community clinical care team provided blood pressure, and oral health services at 180 events, including 2 events in the Southdale Hospital community, providing 30 blood pressure checks, and 29 dental fluoride applications. Fairview's Minnesota Immunization Networking Initiative (MINI), a multi-sector, community collaboration that initiated the Community Clinical Care approach provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2023, across the system the team hosted 574 vaccination clinics. There were 7,037 free COVID-19 vaccine doses and 6,428 free flu shots administered. Of those participants who shared their identity, 81% of people who received a COVID-19 vaccine identified as a person of color and 38% indicated a language other than English as their preferred language. In 2023 the Minnesota Immunization Networking Initiative was invited to submit to the New England Journal of Medicine on their approach and successes, with a focus on partnerships with public health. This continues to build the evidence base for community placed and community centered approaches. In the Southdale Hospital community specifically, there were 8 MINI clinics at which 68 COVID-19 shots and 456 flu shots were administered. The Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2022 there were 25 colonoscopies provided to uninsured community members in the Southdale Hospital community. The Culturally Tailored Education and Outreach Program provides health education sessions on a variety of health topics including COIVD-19 vaccines, COIVD-19 virus, colorectal cancer prevention, cancer prevention, diabetes prevention, heart disease prevention, mental health, Alzheimer's disease, heat-related illness, and other health topics. Education provided to the general Latine community. In partnership with community organizations. In 2023 in the Southdale Community, there were four education sessions with 219 people attending. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary care to mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. In 2023 we celebrated the 1-year anniversary of the opening of the hub and the Center for Community Health Equity. Through the year, we provided free community gathering space to more than 50 partners and local groups at the Hub. More than 250 community members were reached through cultural healing and community wellness programming delivered in, or partnering with, the Health and Wellness Hub and Center for Community Health Equity. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Addressing Structural Racism and Barriers to Equity. Southdale Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options, and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of the Food is Medicine programs, a selection of which are described below, are available to patients in 43+ clinics and 5 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, Naima's Farm and Women's Environmental Institute) via a Community Supported Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2023, 20 clinics participated in Veggie Rx across Fairview hospital and medical center communities. Almost one third (29%) of program participants identified as Asian, 20% as Black and 4% as Hispanic/Latino. While just three quarters speak English as a preferred language, 7% had a preferred language of Hmong, 13% Karen, and 2% Spanish. Most participants had public insurance (73%) or were uninsured (1%). Fairview's MarketRx program provides patients with $80 per month to purchase groceries at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Through the year, 195 patients redeemed vouchers for groceries. |
| Schedule H, Part V, Section B, Line 11 Facility , 4 | Facility , 4 - Fairview Southdale Hospital. Additionally, we provided shelf stable immediate need food resource options. MATTERboxes were available in the Southdale Hospital community with each box containing enough food to feed a family of four for three days. In 2023 there were 1,900 MATTERboxes distributed at 26 sites across the system. There were also 240 food resource packets distributed that contained information about local food resources along with a grocery gift card to assist with immediate grocery needs. In November of 2023, Fairview and local partners hosted the Harvest at the Hub at the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. We served a total of 421 unduplicated households (over twice that of 2022). Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and Barriers to Equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. As an example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by staff at hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2023, 76 patients were provided supports through this program. Also, as a part of Housing is Health, we are proud to have completed inaugural Housing and Health Equity Fellowship hosted by the Greater Minnesota Housing Fund, which aimed to expand community investment by health systems to address the housing crisis in Minnesota. In October 2023, teams from across the system participated in our annual Build Week with Twin Cities Habitat for Humanity, contributing 456 volunteer hours. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, connectedness, and mental health. Southdale Hospital works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through strategy 1 (Addressing the SDoH) and the Community Action Plan. In response to the priority need, healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, centering linguistic and cultural diversity, and bridging silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we participated in the Institute for Healthcare improvement trust prototyping network. We were one of eight health care organizations nationwide that are part of a 10-month project to test approaches to improve trust in healthcare systems. Our organization is focusing on a project to identify and remove system level equity barriers for interpreters and patients with limited English proficiency aiming to improve patient outcomes, customer experience, and care team cohesion. Additionally, we are responding to the need healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2023, across Fairview hospitals and medical centers there were three sessions held with a combined 665 attendees. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $750 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 19 mini grants awarded. In the Southdale Hospital Community, 7 mini grants were awarded to a Faith Community Nurse. Healthy Outcomes from Positive Experiences (H.O.P.E.) training is a 60-90-minute training focused on the science of H.O.P.E providing a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2023, in the Southdale Hospital community there were two sessions with 93 attendees. Psychological First Aid (PFA) is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2023, in the Southdale Hospital community, there were three classes offered with 71 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. While strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work more capably. |
| Schedule H, Part V, Section B, Line 11 Facility , 5 | Facility , 5 - Fairview Southdale Hospital. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster and expand thew work we do to expand feedback systems and sustainable convening structures. The M Health Fairview Center for Community Health Equity (the center) was launched in August 2022. The center guides our philosophy around how we gather community voice and who we talk to as we learn how to tie the learnings back into the organization. The 1-year anniversary of the Center for Community Health Equity was celebrated through a 3-day event welcoming over 250 people, where we offered free vaccinations, blood pressure checks, the opportunity to connect and network, and learn more about the work of the center. Throughout the year, we hosted six Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The work group was comprised of representatives from across the M Health Fairview Joint Clinical Enterprise. We also moved forward the development of a Center for Community Health Equity Model of Community Engagement. The model shares our approach to community engagement, community voice, and community partnerships to advance community health equity. We will utilize this model in 2024 to help guide how we gather feedback and inform our community health needs assessment. Enabling community voice, particularly the voices of priority populations, to influence, and inform the health system, is integral to strategy 2 (Engagement infrastructure). In 2023 we expanded our patient Listening and Learning sessions to host a session for patients who use American Sign Language. Additionally, Fairview hosted 8 Food is Medicine community conversations where we heard from 74 partner organizations to help inform our Food is Medicine approach as well as to convene food partners to increase opportunities for mutual awareness and collaboration. At Southdale Hospital, we co-hosted the community conversation with Volunteers Enlisted to Assist People (VEAP), and 8 organizations participated. Building our engagement infrastructure involves engaging broadly with community but also building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative. As a part of this body of work in 2023, a cohort of employees from across our system began work to advance health equity efforts in partnership with Native Americans and Indigenous communities. We facilitated six sessions to help our employees learn about the historical and current challenges faced by Native communities, connecting with key Native leaders and organizations, and local priority issues including healthcare. The sessions also engaged employees in working to improve experiences and outcomes for our Native patients, employees, and communities. In summer 2023, we co-hosted a "Heal the Healers" Summit with Indigenous Roots Cultural Art Center. The two-day summit welcomed more than 200 attendees for group learning sessions, rituals, seminars, and individual sessions with healers and professionals skilled in traditional healing modalities. Hosted an American Indian and Indigenous focused recruitment event at the Community Health and Wellness Hub. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing engagement infrastructure and support existing collaboratives. Our Southdale Hospital Community Advisory Committee met through the year to provide input as well as insight and local expertise. We conducted an inventory of the Community Advisory Committee member organizations focus and identified gap areas for expertise and aligned representation with CHNA priority populations. We continue to intentionally recruit participants to expand representation on the committees focusing on these gap areas. Committee members also participated, in addition to other community partners in our annual Community Impact Summit. In the Southdale Hospital community, we participate in and have leadership roles in collaboratives such as the Minnesota Food Justice Network, Interfaith Health Collaborative and the Center for Community Health. These are spaces where we do ongoing listening and relationship building with community partners and community members. The Southdale Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2023 there were 25 colonoscopies provided to uninsured community members in the Southdale Hospital community. |
| Schedule H, Part V, Section B, Line 11 Facility , 6 | Facility , 6 - Fairview Southdale Hospital. Strategy 3 - Inclusive Institution Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. The anticipated impacts tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy has been partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see: The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission This work will continue to be operationalized through various departments across the organization as well as through the Center for Community Health Equity (CCHE). Key achievements in alignment with strategy 3 include the launch of standardized Social Determinants of Health patient screenings (i.e. food security, housing stability) at all ambulatory sites as well as implementation of targeted interventions to improve healthcare disparities which resulted in marked improvement in breast cancer and colon cancer screening rates. There was also improvement in breast cancer screening rates among Karen, Hmong and Somali patients with 6 mobile mammography events. Additionally, we are building capacity across the system to allow more individuals and teams to participate in the Intercultural Development Inventory (IDI). Operational improvements from the Office of Equity Strategy (OES) include dashboarding and reporting on metrics across the areas of health equity, healthcare equity, and diversity, equity, and inclusion, which will inform the creation of actions plans to reduce any disparities found and create line of sight for progress being made. Fairview is currently enhancing existing data collection and analytics across the institution to uncover and address health disparities. Fairview has successfully enhanced its analytics of Race, Ethnicity and Language (REaL) data across the institution, enabling us to uncover and address health disparities more effectively. With the improved analysis of REaL data, we are now setting Performance Dimension goals specifically aimed at closing these disparities. OES also supported strategic leadership within Human Resources and Customer Experience to incorporate Restorative Justice practices into their Just Culture and patient relations efforts. Additionally, in 2023, various units across the system operationalized systems to embed equity in project development and implementation across various parts of system decision-making. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updated request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships and affiliations and sponsorships. In 2023 there were five systemwide employee volunteerism events hosted, including Twin Cities Pride. Additionally, Fairview staff sit on boards and/or are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with Fairview's commitment to advancing equity and Fairview's focus on diversity, equity, and inclusion. Within this focus, Fairview awards sponsorships to support local community organizations in the needs and opportunities they have identified. In efforts to increase diversity and trust in clinical trials, the CCHE partnered with Fairview Frontiers to improve representation in a set of clinical trials and hosted a Research Participant Appreciation event that was attended by over 70 research participants. The partnership between Center for Community Health Equity and Fairview Frontiers increased participant representation in a set of clinical trials of those that identified as a race or ethnicity other than white from 15.5% to 33.8%. A paper was published on the partnership and methods used that led to these successes. |
| Schedule H, Part V, Section B, Line 11 Facility , 7 | Facility , 7 - Fairview Southdale Hospital. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the Southdale Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. |
| Schedule H, Part V, Section B, Line 13 Facility , 1 | Facility , 1 - Fairview Southdale Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - Fairview Southdale Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital. |
| Schedule H, Part V, Section B, Line 20 Facility , 1 | Facility , 1 - Fairview Southdale Hospital. Pursuant to Treas. Reg. Section 1.501(r)-6(c), Fairview Southdale Hospital made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). |
| Schedule H, Part V, Section B, Line 3E | Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - Fairview Ridges Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - Fairview Ridges Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. Ridges Hospital has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Ridges Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. The three identified needs are: 1) Navigating and accessing care and resources, 2) Healing, connectedness, and mental health, 3) Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Ridges Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact from rural to urban. They are racial or ethnic populations experiencing health disparities and people experiencing poverty. For more details about our priority needs and the priority populations as they relate to the Ridges Hospital, please see the Ridges Hospital 2021 Community Health Needs Assessment. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Development of 2022-2024 CHNA Implementation Strategies As a learning organization that works closely with our community advisory committees and community partners, over the past decades we have gleaned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers worked collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 2032 vision of increased community health equity supported by three strategies to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the Ridges Hospital CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the Ridges Hospital CHNA implementation strategies, anticipated impacts, and key responses. Ridges Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 occurred over the first three years of our ten-year vision, demonstrated through standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" Using the healing power of food to nourish our patients, enrich our communities, and transform our systems. 2) "Housing is Health" Using the protective power of housing to support patient health and build thriving communities. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. |
| Schedule H, Part V, Section B, Line 11 Facility , 2 | Facility , 2 - Fairview Ridges Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The Ridges Hospital has an annual CHNA action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Ridges Hospital Community Advisory Committee, the Fairview Health Services Board of Directors, and is publicly available on the website: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found with the populations we serve; one-size fits all evidence-based approaches are not a good fit for our diverse communities. In response to the unique and differing needs of our community members, our programs have been co-developed in partnership with community, centering the needs of specific populations, and often have unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners, and considering strategies that are culturally and linguistically appropriate and to determine if the programs reflect the values we set out to embody. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here we are reporting out our reach or outputs through counts on a variety of levels including meeting the rigor required for reporting on grants and contracts. We offer a diverse set of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the community and population specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly Social Determinants of Health dashboard. Ridges Hospital 2023 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Ridges Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In this first three-year CHNA cycle working towards our 2032 vision of increased community health equity the primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement infrastructure) and strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. |
| Schedule H, Part V, Section B, Line 11 Facility , 3 | Facility , 3 - Fairview Ridges Hospital. Strategy 1 Priority Need: Navigating and accessing care and resources. Ridges Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Ridges Hospital Action Plan programs work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. In 2023, across the system, the community clinical care team provided blood pressure, and oral health services at 180 events, including 2 events in the Ridges Hospital community, providing 11 blood pressure checks, and 28 dental fluoride applications. Fairview's Minnesota Immunization Networking Initiative (MINI), a multi-sector, community collaboration that initiated the Community Clinical Care approach provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2023, across the system the team hosted 574 vaccination clinics. There were 7,037 free COVID-19 vaccine doses and 6,428 free flu shots administered. Of those participants who shared their identity, 81% of people who received a COVID-19 vaccine identified as a person of color and 38% indicated a language other than English as their preferred language. In 2023 the Minnesota Immunization Networking Initiative was invited to submit to the New England Journal of Medicine on their approach and successes, with a focus on partnerships with public health. This continues to build the evidence base for community placed and community centered approaches. In the Ridges Hospital community specifically, there were 8 MINI clinics at which 62 COVID-19 shots and 179 flu shots were administered. To fill the large gap in the south metro, our Apple Valley Clinic provides space weekly to St. Mary's Health clinics to provide clinical services to uninsured community members. Mary's Health Clinic patients have no Insurance, are ineligible for health insurance and live within 200-250% of Federal Poverty Guidelines. Almost all patients (98%) served identified has Hispanic/Latinx. Fairview Provides logistical and infrastructure support to St Mary's Health clinics to successful provide services. The Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2023 there were 10 colonoscopies provided to uninsured community members in the Ridges Hospital community. The Culturally Tailored Education and Outreach Program provides health education sessions on a variety of health topics including COIVD-19 vaccines, COIVD-19 virus, colorectal cancer prevention, cancer prevention, diabetes prevention, heart disease prevention, mental health, Alzheimer's disease, heat-related illness, and other health topics. Education provided to the general Latine community. In partnership with community organizations. In 2022 in the Ridges Community, there were four education sessions with 219 people attending. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary care to mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. In 2023 we celebrated the 1-year anniversary of the opening of the hub and the Center for Community Health Equity. Through the year, we provided free community gathering space to more than 50 partners and local groups at the Hub. More than 250 community members were reached through cultural healing and community wellness programming delivered in, or partnering with, the Health and Wellness Hub and Center for Community Health Equity. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Addressing Structural Racism and Barriers to Equity. Ridges Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options, and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of the Food is Medicine programs, a selection of which are described below, are available to patients in 43+ clinics and 5 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, Naima's Farm and Women's Environmental Institute) via a Community Supported Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2023, 20 clinics participated in Veggie Rx across Fairview hospital and medical center communities. In Ridges Hospital community there were three clinic sites that offered Veggie Rx serving 47 patients. Almost one third (29%) of all program participants identified as Asian, 20% as Black and 4% as Hispanic/Latino. While just three quarters speak English as a preferred language, 7% had a preferred language of Hmong, 13% Karen, and 2% Spanish. Most participants had public insurance (73%) or were uninsured (1%). |
| Schedule H, Part V, Section B, Line 11 Facility , 4 | Facility , 4 - Fairview Ridges Hospital. Fairview's MarketRx program provides patients with $80 per month to purchase groceries at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Through the year, 195 patients redeemed vouchers for groceries. In the Ridges Hospital community there were 28 participants enrolled in MarketRx. Additionally, we provided shelf stable immediate need food resource options. MATTERboxes were available in the Ridges Hospital community with each box containing enough food to feed a family of four for three days. In 2023 there were 1,900 MATTERboxes distributed at 26 sites across the system. There were also 240 food resource packets distributed that contained information about local food resources along with a grocery gift card to assist with immediate grocery needs. In November of 2023, Fairview and local partners hosted the Harvest at the Hub at the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. We served a total of 421 unduplicated households (over twice that of 2022). Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and Barriers to Equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. As an example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by staff at hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2023, 76 patients were provided supports through this program. Also, as a part of Housing is Health, we are proud to have completed inaugural Housing and Health Equity Fellowship hosted by the Greater Minnesota Housing Fund, which aimed to expand community investment by health systems to address the housing crisis in Minnesota. In October 2023, teams from across the system participated in our annual Build Week with Twin Cities Habitat for Humanity, contributing 456 volunteer hours. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, connectedness, and mental health. Ridges Hospital works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through strategy 1 (Addressing the SDoH) and the Community Action Plan. In response to the priority need, healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, centering linguistic and cultural diversity, and bridging silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we participated in the Institute for Healthcare improvement trust prototyping network. We were one of eight health care organizations nationwide that are part of a 10-month project to test approaches to improve trust in healthcare systems. Our organization is focusing on a project to identify and remove system level equity barriers for interpreters and patients with limited English proficiency aiming to improve patient outcomes, customer experience, and care team cohesion. Additionally, we are responding to the need healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2023, across Fairview hospitals and medical centers there were three sessions held with a combined 665 attendees. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $750 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 19 mini grants awarded. In the Ridges Hospital Community, one mini grant was awarded to a Faith Community Nurse. Psychological First Aid (PFA) is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2023, in the Ridges Hospital community, there were two classes offered with 46 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. While strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work more capably. |
| Schedule H, Part V, Section B, Line 11 Facility , 5 | Facility , 5 - Fairview Ridges Hospital. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster and expand thew work we do to expand feedback systems and sustainable convening structures. The M Health Fairview Center for Community Health Equity (the center) was launched in August 2022. The center guides our philosophy around how we gather community voice and who we talk to as we learn how to tie the learnings back into the organization. The 1-year anniversary of the Center for Community Health Equity was celebrated through a 3-day event welcoming over 250 people, where we offered free vaccinations, blood pressure checks, the opportunity to connect and network, and learn more about the work of the center. Throughout the year, we hosted six Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The work group was comprised of representatives from across the M Health Fairview Joint Clinical Enterprise. We also moved forward the development of a Center for Community Health Equity Model of Community Engagement. The model shares our approach to community engagement, community voice, and community partnerships to advance community health equity. We will utilize this model in 2024 to help guide how we gather feedback and inform our community health needs assessment. Enabling community voice, particularly the voices of priority populations, to influence, and inform the health system, is integral to strategy 2 (Engagement infrastructure). In 2023 we expanded our patient Listening and Learning sessions to host a session for patients who use American Sign Language. Additionally, Fairview hosted 8 Food is Medicine community conversations where we heard from 74 partner organizations to help inform our Food is Medicine approach as well as to convene food partners to increase opportunities for mutual awareness and collaboration. At Ridges Hospital, we co-hosted the community conversation with 360 Communities, and five organizations participated. Building our engagement infrastructure involves engaging broadly with community but also building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative. As a part of this body of work in 2023, a cohort of employees from across our system began work to advance health equity efforts in partnership with Native Americans and Indigenous communities. We facilitated six sessions to help our employees learn about the historical and current challenges faced by Native communities, connecting with key Native leaders and organizations, and local priority issues including healthcare. The sessions also engaged employees in working to improve experiences and outcomes for our Native patients, employees, and communities. In summer 2023, we co-hosted a "Heal the Healers" Summit with Indigenous Roots Cultural Art Center. The two-day summit welcomed more than 200 attendees for group learning sessions, rituals, seminars, and individual sessions with healers and professionals skilled in traditional healing modalities. Hosted an American Indian and Indigenous focused recruitment event at the Community Health and Wellness Hub. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing engagement infrastructure and support existing collaboratives. Our Ridges Hospital Community Advisory Committee met through the year to provide input as well as insight and local expertise. We conducted an inventory of the Community Advisory Committee member organizations focus and identified gap areas for expertise and aligned representation with CHNA priority populations. We continue to intentionally recruit participants to expand representation on the committees focusing on these gap areas. Committee members also participated, in addition to other community partners in our annual Community Impact Summit. In the Ridges Hospital community, we participate in and have leadership roles in collaboratives such as the Minnesota Food Justice Network, Interfaith Health Collaborative, and the Center for Community Health. These are spaces where we do ongoing listening and relationship building with community partners and community members. The Ridges Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2023 there were 10 colonoscopies provided to uninsured community members in the Ridges Hospital community. |
| Schedule H, Part V, Section B, Line 11 Facility , 6 | Facility , 6 - Fairview Ridges Hospital. Strategy 3 - Inclusive Institution Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. The anticipated impacts tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy has been partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see: The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission This work will continue to be operationalized through various departments across the organization as well as through the Center for Community Health Equity (CCHE). Key achievements in alignment with strategy 3 include the launch of standardized Social Determinants of Health patient screenings (i.e., food security, housing stability) at all ambulatory sites as well as implementation of targeted interventions to improve healthcare disparities which resulted in marked improvement in breast cancer and colon cancer screening rates. There was also improvement in breast cancer screening rates among Karen, Hmong, and Somali patients with 6 mobile mammography events. Additionally, we are building capacity across the system to allow more individuals and teams to participate in the Intercultural Development Inventory (IDI). Operational improvements from the Office of Equity Strategy (OES) include dashboarding and reporting on metrics across the areas of health equity, healthcare equity, and diversity, equity, and inclusion, which will inform the creation of actions plans to reduce any disparities found and create line of sight for progress being made. Fairview is currently enhancing existing data collection and analytics across the institution to uncover and address health disparities. Fairview has successfully enhanced its analytics of Race, Ethnicity and Language (REaL) data across the institution, enabling us to uncover and address health disparities more effectively. With the improved analysis of REaL data, we are now setting Performance Dimension goals specifically aimed at closing these disparities. OES also supported strategic leadership within Human Resources and Customer Experience to incorporate Restorative Justice practices into their Just Culture and patient relations efforts. Additionally, in 2023, various units across the system operationalized systems to embed equity in project development and implementation across various parts of system decision-making. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updated request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships and affiliations and sponsorships. In 2023 there were five systemwide employee volunteerism events hosted, including Twin Cities Pride. Additionally, Fairview staff sit on boards and/or are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with Fairview's commitment to advancing equity and Fairview's focus on diversity, equity, and inclusion. Within this focus, Fairview awards sponsorships to support local community organizations in the needs and opportunities they have identified. In efforts to increase diversity and trust in clinical trials, the CCHE partnered with Fairview Frontiers to improve representation in a set of clinical trials and hosted a Research Participant Appreciation event that was attended by over 70 research participants. The partnership between Center for Community Health Equity and Fairview Frontiers increased participant representation in a set of clinical trials of those that identified as a race or ethnicity other than white from 15.5% to 33.8%. A paper was published on the partnership and methods used that led to these successes. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the Ridges Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. |
| Schedule H, Part V, Section B, Line 13 Facility , 1 | Facility , 1 - Fairview Ridges Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - Fairview Ridges Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital. |
| Schedule H, Part V, Section B, Line 20 Facility , 1 | Facility , 1 - Fairview Ridges Hospital. Pursuant to Treas. Reg. Section 1.501(r)-6(c), Fairview Ridges Hospital made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). |
| Schedule H, Part V, Section B, Line 3E | Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - Fairview Lakes Regional Medical Ctr. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - Fairview Lakes Regional Medical Ctr. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. Lakes Medical Center has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Lakes Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. The three identified needs are: 1) Navigating and accessing care and resources, 2) Healing, connectedness, and mental health, 3) Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Lakes Medical Center CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact from rural to urban. They are racial or ethnic populations experiencing health disparities and people experiencing poverty. For more details about our priority needs and the priority populations as they relate to the Lakes Medical Center, please see the Lakes Medical Center 2021 Community Health Needs Assessment. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Development of 2022-2024 CHNA Implementation Strategies As a learning organization that works closely with our community advisory committees and community partners, over the past decades we have gleaned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers worked collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 2032 vision of increased community health equity supported by three strategies to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the Lakes Medical Center CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the Lakes Medical Center CHNA implementation strategies, anticipated impacts, and key responses. Lakes Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 occurred over the first three years of our ten-year vision, demonstrated through standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" Using the healing power of food to nourish our patients, enrich our communities, and transform our systems. 2) "Housing is Health" Using the protective power of housing to support patient health and build thriving communities. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. |
| Schedule H, Part V, Section B, Line 11 Facility , 2 | Facility , 2 - Fairview Lakes Regional Medical Ctr. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The Lakes Medical Center has an annual CHNA action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Lakes Medical Center Community Advisory Committee, the Fairview Health Services Board of Directors, and is publicly available on the website: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found with the populations we serve; one-size fits all evidence-based approaches are not a good fit for our diverse communities. In response to the unique and differing needs of our community members, our programs have been co-developed in partnership with community, centering the needs of specific populations, and often have unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners, and considering strategies that are culturally and linguistically appropriate and to determine if the programs reflect the values we set out to embody. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here we are reporting out our reach or outputs through counts on a variety of levels including meeting the rigor required for reporting on grants and contracts. We offer a diverse set of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the community and population specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly Social Determinants of Health dashboard. Lakes Medical Center 2023 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Lakes Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In this first three-year CHNA cycle working towards our 2032 vision of increased community health equity the primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement infrastructure) and strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. |
| Schedule H, Part V, Section B, Line 11 Facility , 3 | Facility , 3 - Fairview Lakes Regional Medical Ctr. Strategy 1 Priority Need: Navigating and accessing care and resources. Lakes Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Lakes Medical Center Action Plan programs work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. In 2023, across the system, the community clinical care team provided blood pressure, and oral health services at 180 events, including one event in the Lakes Medical Center community, providing 42 blood pressure checks. Fairview's Minnesota Immunization Networking Initiative (MINI), a multi-sector, community collaboration that initiated the Community Clinical Care approach provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2023, across the system the team hosted 574 vaccination clinics. There were 7,037 free COVID-19 vaccine doses and 6,428 free flu shots administered. Of those participants who shared their identity, 81% of people who received a COVID-19 vaccine identified as a person of color and 38% indicated a language other than English as their preferred language. In 2023 the Minnesota Immunization Networking Initiative was invited to submit to the New England Journal of Medicine on their approach and successes, with a focus on partnerships with public health. This continues to build the evidence base for community placed and community centered approaches. Health UP's mission is to promote a community where all citizens value, have access to, and engage in opportunities that support active and healthy living and a sense of wellbeing. In 2023, as a part of the Health Up collaboration, Fairview and partners hosted one Health Huddles, on "What is the State of Youth in the Forest Lake area?". The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary care to mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. In 2023 we celebrated the 1-year anniversary of the opening of the hub and the Center for Community Health Equity. Through the year, we provided free community gathering space to more than 50 partners and local groups at the Hub. More than 250 community members were reached through cultural healing and community wellness programming delivered in, or partnering with, the Health and Wellness Hub and Center for Community Health Equity. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Addressing Structural Racism and Barriers to Equity. Lakes Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options, and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of the Food is Medicine programs, a selection of which are described below, are available to patients in 43+ clinics and 5 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, Naima's Farm and Women's Environmental Institute) via a Community Supported Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2023, 20 clinics participated in Veggie Rx across Fairview hospital and medical center communities. Specifically in the Lakes Medical Center community there were three sites that enrolled 64 participants. Almost one third (29%) of program participants across the system identified as Asian, 20% as Black and 4% as Hispanic/Latino. While just three quarters speak English as a preferred language, 7% had a preferred language of Hmong, 13% Karen, and 2% Spanish. Most participants had public insurance (73%) or were uninsured (1%). |
| Schedule H, Part V, Section B, Line 11 Facility , 4 | Facility , 4 - Fairview Lakes Regional Medical Ctr. Fairview's MarketRx program provides patients with $80 per month to purchase groceries at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Through the year, 195 patients redeemed vouchers for groceries. In the Lakes Medical Center community, there were 73 new participants enrolled. Additionally, we provided shelf stable immediate need food resource options. MATTERboxes were available in the Lakes Medical Center community with each box containing enough food to feed a family of four for three days. In 2023 there were 1,900 MATTERboxes distributed at 26 sites across the system. There were also 240 food resource packets distributed that contained information about local food resources along with a grocery gift card to assist with immediate grocery needs. Lakes Medical Center has a community garden that are available for twenty-five dollars to community members. They are located near the East side of the hospital near the parking lot in locked fenced areas. In 2023 there were 14 garden plots, each taken care of by a community member. Gardeners are harvesting their produce for themselves, their families, and their neighbors. Additionally, through a partnership with Ebenezer (Meadows) 1 plot were provided for Ebenezer residents. In November of 2023, Fairview and local partners hosted the Harvest at the Hub at the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. We served a total of 421 unduplicated households (over twice that of 2022). Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and Barriers to Equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. As an example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by staff at hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2023, 76 patients were provided supports through this program. Also, as a part of Housing is Health, we are proud to have completed inaugural Housing and Health Equity Fellowship hosted by the Greater Minnesota Housing Fund, which aimed to expand community investment by health systems to address the housing crisis in Minnesota. In October 2023, teams from across the system participated in our annual Build Week with Twin Cities Habitat for Humanity, contributing 456 volunteer hours. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, connectedness, and mental health. Lakes Medical Center works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through strategy 1 (Addressing the SDoH) and the Community Action Plan. In response to the priority need, healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, centering linguistic and cultural diversity, and bridging silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we participated in the Institute for Healthcare improvement trust prototyping network. We were one of eight health care organizations nationwide that are part of a 10-month project to test approaches to improve trust in healthcare systems. Our organization is focusing on a project to identify and remove system level equity barriers for interpreters and patients with limited English proficiency aiming to improve patient outcomes, customer experience, and care team cohesion. Additionally, we are responding to the need healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2023, across Fairview hospitals and medical centers there were three sessions held with a combined 665 attendees. SPEAC (Substance Prevention Education & Action Coalition) is an organized coalition created to assist Forest Lake and the surrounding community in increasing positive life choices as it relates to alcohol or substance use in the Forest Lake School District. The coalition is designed to highlight scientifically proven, positive narratives through campaigns, events, and community involvement. Fairview provides infrastructure support through staff time serving as the grant director. In 2023 SPEAC was an active coalition with 15 sectors represented & meeting monthly. Twenty-five community conversations were held to provide additional insights to the community and increase SPEAC awareness and finally a student group called RISE student group at FLSD. Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2023 in the Lakes Medical Center Community there were 6 active school districts. Psychological First Aid (PFA) is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2023, in the Lakes Medical Center community, there were three classes offered with 68 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. While strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work more capably. |
| Schedule H, Part V, Section B, Line 11 Facility , 5 | Facility , 5 - Fairview Lakes Regional Medical Ctr. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster and expand thew work we do to expand feedback systems and sustainable convening structures. The M Health Fairview Center for Community Health Equity (the center) was launched in August 2022. The center guides our philosophy around how we gather community voice and who we talk to as we learn how to tie the learnings back into the organization. The 1-year anniversary of the Center for Community Health Equity was celebrated through a 3-day event welcoming over 250 people, where we offered free vaccinations, blood pressure checks, the opportunity to connect and network, and learn more about the work of the center. Throughout the year, we hosted six Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The work group was comprised of representatives from across the M Health Fairview Joint Clinical Enterprise. We also moved forward the development of a Center for Community Health Equity Model of Community Engagement. The model shares our approach to community engagement, community voice, and community partnerships to advance community health equity. We will utilize this model in 2024 to help guide how we gather feedback and inform our community health needs assessment. Enabling community voice, particularly the voices of priority populations, to influence, and inform the health system, is integral to strategy 2 (Engagement infrastructure). In 2023 we expanded our patient Listening and Learning sessions to host a session for patients who use American Sign Language. Additionally, Fairview hosted 8 Food is Medicine community conversations where we heard from 74 partner organizations to help inform our Food is Medicine approach as well as to convene food partners to increase opportunities for mutual awareness and collaboration. At Lakes Medical Center, we co-hosted the community conversation with Forest Lake YMCA, and 10 organizations participated. Building our engagement infrastructure involves engaging broadly with community but also building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative. As a part of this body of work in 2023, a cohort of employees from across our system began work to advance health equity efforts in partnership with Native Americans and Indigenous communities. We facilitated six sessions to help our employees learn about the historical and current challenges faced by Native communities, connecting with key Native leaders and organizations, and local priority issues including healthcare. The sessions also engaged employees in working to improve experiences and outcomes for our Native patients, employees, and communities. In summer 2023, we co-hosted a "Heal the Healers" Summit with Indigenous Roots Cultural Art Center. The two-day summit welcomed more than 200 attendees for group learning sessions, rituals, seminars, and individual sessions with healers and professionals skilled in traditional healing modalities. Hosted an American Indian and Indigenous focused recruitment event at the Community Health and Wellness Hub. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing engagement infrastructure and support existing collaboratives. Our Lakes Medical Center Community Advisory Committee met through the year to provide input as well as insight and local expertise. We conducted an inventory of the Community Advisory Committee member organizations focus and identified gap areas for expertise and aligned representation with CHNA priority populations. We continue to intentionally recruit participants to expand representation on the committees focusing on these gap areas. Committee members also participated, in addition to other community partners in our annual Community Impact Summit. In the Lakes Medical Center community, we participate in and have leadership roles in collaboratives such as Washington County Mental Health Coalition, CONNECT Washington County, Chisago Age Well Coalition, Chisago County MAPP (Mobilizing for Action through Planning and Partnerships) Committee, Wellspring project, Washington County, Health Up and Substance Prevention Education and Action (SPEAC), Interfaith Health Collaborative and the Center for Community Health. These are spaces where we do ongoing listening and relationship building with community partners and community members. |
| Schedule H, Part V, Section B, Line 11 Facility , 6 | Facility , 6 - Fairview Lakes Regional Medical Ctr. Strategy 3 - Inclusive Institution Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. The anticipated impacts tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy has been partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see: The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission This work will continue to be operationalized through various departments across the organization as well as through the Center for Community Health Equity (CCHE). Key achievements in alignment with strategy 3 include the launch of standardized Social Determinants of Health patient screenings (i.e. food security, housing stability) at all ambulatory sites as well as implementation of targeted interventions to improve healthcare disparities which resulted in marked improvement in breast cancer and colon cancer screening rates. There was also improvement in breast cancer screening rates among Karen, Hmong and Somali patients with 6 mobile mammography events. Additionally, we are building capacity across the system to allow more individuals and teams to participate in the Intercultural Development Inventory (IDI). Operational improvements from the Office of Equity Strategy (OES) include dashboarding and reporting on metrics across the areas of health equity, healthcare equity, and diversity, equity, and inclusion, which will inform the creation of actions plans to reduce any disparities found and create line of sight for progress being made. Fairview is currently enhancing existing data collection and analytics across the institution to uncover and address health disparities. Fairview has successfully enhanced its analytics of Race, Ethnicity and Language (REaL) data across the institution, enabling us to uncover and address health disparities more effectively. With the improved analysis of REaL data, we are now setting Performance Dimension goals specifically aimed at closing these disparities. OES also supported strategic leadership within Human Resources and Customer Experience to incorporate Restorative Justice practices into their Just Culture and patient relations efforts. Additionally, in 2023, various units across the system operationalized systems to embed equity in project development and implementation across various parts of system decision-making. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updated request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships and affiliations and sponsorships. In 2023 there were five systemwide employee volunteerism events hosted, including Twin Cities Pride. Additionally, Fairview staff sit on boards and/or are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with Fairview's commitment to advancing equity and Fairview's focus on diversity, equity, and inclusion. Within this focus, Fairview awards sponsorships to support local community organizations in the needs and opportunities they have identified. In efforts to increase diversity and trust in clinical trials, the CCHE partnered with Fairview Frontiers to improve representation in a set of clinical trials and hosted a Research Participant Appreciation event that was attended by over 70 research participants. The partnership between Center for Community Health Equity and Fairview Frontiers increased participant representation in a set of clinical trials of those that identified as a race or ethnicity other than white from 15.5% to 33.8%. A paper was published on the partnership and methods used that led to these successes. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the Lakes Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. |
| Schedule H, Part V, Section B, Line 13 Facility , 1 | Facility , 1 - Fairview Lakes Regional Medical Ctr. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - Fairview Lakes Regional Medical Ctr. A summary of the Financial Assistance Policy is posted in various locations in the hospital. |
| Schedule H, Part V, Section B, Line 20 Facility , 1 | Facility , 1 - Fairview Lakes Regional Medical Center. Pursuant to Treas. Reg. Section 1.501(r)-6(c), Fairview Lakes Regional Medical Center made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). |
| Schedule H, Part V, Section B, Line 3E | Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. |
| Schedule H, Part V, Section B, Line 5 Facility , 1 | Facility , 1 - Fairview Northland Regional Hosp. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey. |
| Schedule H, Part V, Section B, Line 11 Facility , 1 | Facility , 1 - Fairview Northland Regional Hosp. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. Northland Medical Center has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Northland Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. The three identified needs are: 1) Navigating and accessing care and resources, 2) Healing, connectedness, and mental health, 3) Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Northland Medical Center CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact from rural to urban. They are racial or ethnic populations experiencing health disparities and people experiencing poverty. For more details about our priority needs and the priority populations as they relate to the Northland Medical Center, please see the Northland Medical Center 2021 Community Health Needs Assessment. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Development of 2022-2024 CHNA Implementation Strategies As a learning organization that works closely with our community advisory committees and community partners, over the past decades we have gleaned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers worked collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 2032 vision of increased community health equity supported by three strategies to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the Northland Medical Center CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the Northland Medical Center CHNA implementation strategies, anticipated impacts, and key responses. Northland Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 occurred over the first three years of our ten-year vision, demonstrated through standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" Using the healing power of food to nourish our patients, enrich our communities, and transform our systems. 2) "Housing is Health" Using the protective power of housing to support patient health and build thriving communities. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. |
| Schedule H, Part V, Section B, Line 11 Facility , 2 | Facility , 2 - Fairview Northland Regional Hosp. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The Northland Medical Center has an annual CHNA action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Northland Medical Center Community Advisory Committee, the Fairview Health Services Board of Directors, and is publicly available on the website: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found with the populations we serve; one-size fits all evidence-based approaches are not a good fit for our diverse communities. In response to the unique and differing needs of our community members, our programs have been co-developed in partnership with community, centering the needs of specific populations, and often have unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners, and considering strategies that are culturally and linguistically appropriate and to determine if the programs reflect the values we set out to embody. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here we are reporting out our reach or outputs through counts on a variety of levels including meeting the rigor required for reporting on grants and contracts. We offer a diverse set of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the community and population specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly Social Determinants of Health dashboard. Northland Medical Center 2023 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Northland Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In this first three-year CHNA cycle working towards our 2032 vision of increased community health equity the primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement infrastructure) and strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. |
| Schedule H, Part V, Section B, Line 11 Facility , 3 | Facility , 3 - Fairview Northland Regional Hosp. Strategy 1 Priority Need: Navigating and accessing care and resources. Northland Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Northland Medical Center Action Plan programs work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. In 2023, across the system, the community clinical care team provided blood pressure, and oral health services at 180 events, including one event in the Northland Medical Center community providing 27 dental varnishes. Fairview's Minnesota Immunization Networking Initiative (MINI), a multi-sector, community collaboration that initiated the Community Clinical Care approach provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2023, across the system the team hosted 574 vaccination clinics. There were 7,037 free COVID-19 vaccine doses and 6,428 free flu shots administered. Of those participants who shared their identity, 81% of people who received a COVID-19 vaccine identified as a person of color and 38% indicated a language other than English as their preferred language. In 2023 the Minnesota Immunization Networking Initiative was invited to submit to the New England Journal of Medicine on their approach and successes, with a focus on partnerships with public health. This continues to build the evidence base for community placed and community centered approaches. In 2023 in the Northland Medical Center community there were three events where 147 flu shots were administered. The Youth Education Partnerships Programs collaborates with local high schools to host events where students are exposed to healthcare career opportunities including learning new skills, hands-on experiences, and hearing from health care providers. In 2023 Northland Medical center hosted 12 events reaching 157 students. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary care to mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. In 2023 we celebrated the 1-year anniversary of the opening of the hub and the Center for Community Health Equity. Through the year, we provided free community gathering space to more than 50 partners and local groups at the Hub. More than 250 community members were reached through cultural healing and community wellness programming delivered in, or partnering with, the Health and Wellness Hub and Center for Community Health Equity. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Addressing Structural Racism and Barriers to Equity. Northland Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options, and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of the Food is Medicine programs, a selection of which are described below, are available to patients in 43+ clinics and 5 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, Naima's Farm and Women's Environmental Institute) via a Community Supported Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2023, 20 clinics participated in Veggie Rx across Fairview hospital and medical center communities. Specifically in the Northland Medical Center community there were two sites that enrolled 20 participants. Almost one third (29%) of program participants across the system identified as Asian, 20% as Black and 4% as Hispanic/Latino. While just three quarters speak English as a preferred language, 7% had a preferred language of Hmong, 13% Karen, and 2% Spanish. Most participants had public insurance (73%) or were uninsured (1%). |
| Schedule H, Part V, Section B, Line 11 Facility , 4 | Facility , 4 - Fairview Northland Regional Hosp. Fairview's MarketRx program provides patients with $80 per month to purchase groceries at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Through the year, 195 patients redeemed vouchers for groceries. Additionally, we provided shelf stable immediate need food resource options. MATTERboxes were available in the Northland Medical Center community with each box containing enough food to feed a family of four for three days. In 2023 there were 1,900 MATTERboxes distributed at 26 sites across the system. There were also 240 food resource packets distributed that contained information about local food resources along with a grocery gift card to assist with immediate grocery needs. In coordination with seven local churches, Fairview Northland Medical Center nutrition services offers a program called Meals Ala Car. Northland Medical Center prepares healthy meals in the kitchen at Northland, and volunteers deliver those meals to the City of Princeton recipients, targeting senior citizens. The person-to person delivery model provides a social connection to people who might otherwise be isolated, as well as an opportunity for the delivery driver to do a welfare check. In 2023 there were 1,838 meals provided to seniors. In November of 2023, Fairview and local partners hosted the Harvest at the Hub at the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. We served a total of 421 unduplicated households (over twice that of 2022). Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and Barriers to Equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. As an example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by staff at hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2023, 76 patients were provided supports through this program. Also, as a part of Housing is Health, we are proud to have completed inaugural Housing and Health Equity Fellowship hosted by the Greater Minnesota Housing Fund, which aimed to expand community investment by health systems to address the housing crisis in Minnesota. In October 2023, teams from across the system participated in our annual Build Week with Twin Cities Habitat for Humanity, contributing 456 volunteer hours. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, connectedness, and mental health. Northland Medical Center works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through strategy 1 (Addressing the SDoH) and the Community Action Plan. In response to the priority need, healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, centering linguistic and cultural diversity, and bridging silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we participated in the Institute for Healthcare improvement trust prototyping network. We were one of eight health care organizations nationwide that are part of a 10-month project to test approaches to improve trust in healthcare systems. Our organization is focusing on a project to identify and remove system level equity barriers for interpreters and patients with limited English proficiency aiming to improve patient outcomes, customer experience, and care team cohesion. Additionally, we are responding to the need healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2023, across Fairview hospitals and medical centers there were three sessions held with a combined 665 attendees. Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2023 in the Northland Medical Center Community there were two active school districts. Psychological First Aid (PFA) is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2023, in the Northland Medical Center community, there were two classes offered with 49 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. While strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work more capably. |
| Schedule H, Part V, Section B, Line 11 Facility , 5 | Facility , 5 - Fairview Northland Regional Hosp. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster and expand thew work we do to expand feedback systems and sustainable convening structures. The M Health Fairview Center for Community Health Equity (the center) was launched in August 2022. The center guides our philosophy around how we gather community voice and who we talk to as we learn how to tie the learnings back into the organization. The 1-year anniversary of the Center for Community Health Equity was celebrated through a 3-day event welcoming over 250 people, where we offered free vaccinations, blood pressure checks, the opportunity to connect and network, and learn more about the work of the center. Throughout the year, we hosted six Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The work group was comprised of representatives from across the M Health Fairview Joint Clinical Enterprise. We also moved forward the development of a Center for Community Health Equity Model of Community Engagement. The model shares our approach to community engagement, community voice, and community partnerships to advance community health equity. We will utilize this model in 2024 to help guide how we gather feedback and inform our community health needs assessment. Enabling community voice, particularly the voices of priority populations, to influence, and inform the health system, is integral to strategy 2 (Engagement infrastructure). In 2023 we expanded our patient Listening and Learning sessions to host a session for patients who use American Sign Language. Additionally, Fairview hosted 8 Food is Medicine community conversations where we heard from 74 partner organizations to help inform our Food is Medicine approach as well as to convene food partners to increase opportunities for mutual awareness and collaboration. At Northland Medical Center, we co-hosted the community conversation with the Women's Environmental Institute, and 13 organizations participated. Building our engagement infrastructure involves engaging broadly with community but also building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative. As a part of this body of work in 2023, a cohort of employees from across our system began work to advance health equity efforts in partnership with Native Americans and Indigenous communities. We facilitated six sessions to help our employees learn about the historical and current challenges faced by Native communities, connecting with key Native leaders and organizations, and local priority issues including healthcare. The sessions also engaged employees in working to improve experiences and outcomes for our Native patients, employees, and communities. In summer 2023, we co-hosted a "Heal the Healers" Summit with Indigenous Roots Cultural Art Center. The two-day summit welcomed more than 200 attendees for group learning sessions, rituals, seminars, and individual sessions with healers and professionals skilled in traditional healing modalities. Hosted an American Indian and Indigenous focused recruitment event at the Community Health and Wellness Hub. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing engagement infrastructure and support existing collaboratives. Our Northland Medical Center Community Advisory Committee met through the year to provide input as well as insight and local expertise. We conducted an inventory of the Community Advisory Committee member organizations focus and identified gap areas for expertise and aligned representation with CHNA priority populations. We continue to intentionally recruit participants to expand representation on the committees focusing on these gap areas. Committee members also participated, in addition to other community partners in our annual Community Impact Summit. In the Northland Medical Center, we participate and are active members on collaborations such as Age Friendly Princeton, Princeton Chamber of Commerce, Tiger Community Connections, East Central Regional Transportation Coordinating Council, Rum River Housing and Homelessness Coalition, and "This is Princeton". These are spaces where we do ongoing listening and relationship building with community partners and community members. |
| Schedule H, Part V, Section B, Line 11 Facility , 6 | Facility , 6 - Fairview Northland Regional Hosp. Strategy 3 - Inclusive Institution Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. The anticipated impacts tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy has been partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see: The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission The 2023 HOPE Commission Report: https://www.mhealthfairview.org/-/media/Files/240033-2023-HOPE-Report-R5.pdf This work will continue to be operationalized through various departments across the organization as well as through the Center for Community Health Equity (CCHE). Key achievements in alignment with strategy 3 include the launch of standardized Social Determinants of Health patient screenings (i.e. food security, housing stability) at all ambulatory sites as well as implementation of targeted interventions to improve healthcare disparities which resulted in marked improvement in breast cancer and colon cancer screening rates. There was also improvement in breast cancer screening rates among Karen, Hmong and Somali patients with 6 mobile mammography events. Additionally, we are building capacity across the system to allow more individuals and teams to participate in the Intercultural Development Inventory (IDI). Operational improvements from the Office of Equity Strategy (OES) include dashboarding and reporting on metrics across the areas of health equity, healthcare equity, and diversity, equity, and inclusion, which will inform the creation of actions plans to reduce any disparities found and create line of sight for progress being made. Fairview is currently enhancing existing data collection and analytics across the institution to uncover and address health disparities. Fairview has successfully enhanced its analytics of Race, Ethnicity and Language (REaL) data across the institution, enabling us to uncover and address health disparities more effectively. With the improved analysis of REaL data, we are now setting Performance Dimension goals specifically aimed at closing these disparities. OES also supported strategic leadership within Human Resources and Customer Experience to incorporate Restorative Justice practices into their Just Culture and patient relations efforts. Additionally, in 2023, various units across the system operationalized systems to embed equity in project development and implementation across various parts of system decision-making. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updated request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships and affiliations and sponsorships. In 2023 there were five systemwide employee volunteerism events hosted, including Twin Cities Pride. Additionally, Fairview staff sit on boards and/or are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with Fairview's commitment to advancing equity and Fairview's focus on diversity, equity, and inclusion. Within this focus, Fairview awards sponsorships to support local community organizations in the needs and opportunities they have identified. In efforts to increase diversity and trust in clinical trials, the CCHE partnered with Fairview Frontiers to improve representation in a set of clinical trials and hosted a Research Participant Appreciation event that was attended by over 70 research participants. The partnership between Center for Community Health Equity and Fairview Frontiers increased participant representation in a set of clinical trials of those that identified as a race or ethnicity other than white from 15.5% to 33.8%. A paper was published on the partnership and methods used that led to these successes. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the Northland Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. |
| Schedule H, Part V, Section B, Line 13 Facility , 1 | Facility , 1 - Fairview Northland Regional Hosp. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. |
| Schedule H, Part V, Section B, Line 16 Facility , 1 | Facility , 1 - Fairview Northland Regional Hosp. A summary of the Financial Assistance Policy is posted in various locations in the hospital. |
| Schedule H, Part V, Section B, Line 20 Facility , 1 | Facility , 1 - Fairview Northland Regional Hospital. Pursuant to Treas. Reg. Section 1.501(r)-6(c), Northland Regional Hospital made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 12 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (12 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| Fairview Maple Grove Surgery Center LLC | ||||
| 14500 99th Ave N Suite 500 | Maple Grove | MN | 553694742 | Surgery Center |
| HealthEast Hospice Care-The Pillars | ||||
| 6025 Upper 35th Street North | Oakdale | MN | 55128 | Hospice House |
| M Health Fairview Adolescent Residential Services | ||||
| 1675 Beam Avenue Suite 200 | Maplewood | MN | 551091476 | Outpatient Mental Health and Recovery |
| M Health Fairview Acute Rehabilitation Center | ||||
| 2512 S 7th Street 5Th Floor | Minneapolis | MN | 554401404 | Outpatient Rehabilitation |
| M Health Fairview Achievement Center | ||||
| 2220 University Avenue W Suite 140 | St Paul | MN | 55114 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Elk River | ||||
| 1230 School Street NW | Elk RIver | MN | 553302422 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Maplewood | ||||
| 1675 Beam Avenue Suite 200 | Maplewood | MN | 551091476 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Edina | ||||
| 3400 W 66th Street Suite 400 | Edina | MN | 554352134 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Crystal | ||||
| 2960 Winnetka Avenue N Suite 101 | Crystal | MN | 554327285 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Burnsville | ||||
| 14500 Burnhaven Drive Suite 125 | Burnsville | MN | 553064926 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Forest Lake | ||||
| 20 Lake Street N Suite 210 | Forest Lake | MN | 550252511 | Outpatient Rehabilitation |
| M Health Fairview Recovery Services - Minneapolis | ||||
| 2450 Riverside Avenue | Minneapolis | MN | 554541450 | Outpatient Rehabilitation |
Supplemental Information Detail SupplementalInformationDetail (18 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part I, Line 3c Other Income Based Criteria for Free or Discounted Care | If a household has assets totaling more than $100,000, they are not eligible for Financial Assistance. Exceptions may be made for catastrophic situations, where the outstanding balances exceed the patient's household asset totals. These will be reviewed on a case-by-case basis. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 400% OF THE FEDERAL POVERTY LEVEL AND RECEIVE MEDICALLY NECESSARY HOSPITAL OR HOSPITAL BASED SERVICES ARE CHARGED A DISCOUNT RATE EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT. As of November 1, 2023, this policy applied to all United States residents |
| Schedule H, Part I, Line 7f Exclusions from Percent of Total Expense | The provision for bad debts 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. There is no bad debt expense included in Form 990 Part IX as an expense. Due to the adoption of new GAAP reporting, the bad debt expense has been included with "discounts" netted against patient service revenue on Part VIII of Form 990. |
| Schedule H, Part I, Line 7g Subsidized Health Services | THERE ARE NO COSTS ASSOCIATED WITH PHYSICIAN CLINICS INCLUDED IN LINE 7G. |
| Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance | THE AMOUNTS REPORTED ON FORM 990, SCHEDULE H, PART I, LINE 7A THROUGH 7C WERE DETERMINED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2 IN THE SCHEDULE H, FORM 990 INSTRUCTIONS. FORM 990, SCHEDULE H, PART I, LINES 7E THROUGH 7J ARE REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION. |
| Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount | THE BAD DEBT EXPENSE REPORTED ON PART III, LINE 2 IS REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION. THERE IS NO BAD DEBT EXPENSE INCLUDED IN FORM 990 PART IX AS AN EXPENSE. DUE TO THE ADOPTION OF NEW GAAP REPORTING, THE BAD DEBT EXPENSE HAS BEEN INCLUDED WITH "DISCOUNTS" NETTED AGAINST PATIENT SERVICE REVENUE ON PART VIII OF FORM 990. THE PROVISION FOR BAD DEBTS 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. |
| Schedule H, Part III, Line 3 Bad Debt Expense Methodology | The bad debt expense attributable to patients that may be eligible for financial assistance 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. |
| Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote | Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on a portfolio basis when applicable) are recorded as bad debt expense. Bad debt expense for the years ended December 31, 2023 and 2022, was not significant. See page 23 of the audited financial statements for additional information. |
| Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs | It is part of Fairview's mission that community benefit activity is carried out by staff/leadership at each facility based on the health care needs in that service area. The Medicare cost to charge ratio reporting is calculated service line by service line. Other expenses are calculated using the overall cost to charge ratio. Uncompensated costs resulting from Medicare, Medicaid and state and local indigent care programs are considered a community benefit because of the significant differences between actual costs and reimbursement. |
| Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance | After our patients have received services, it is the policy of Fairview Health Services to bill patients and their applicable payors on a timely and accurate basis. During this billing and collection process, Fairview staff is committed to providing quality customer service and timely follow up on all outstanding accounts. Billing: It is the goal of Fairview to bill all claims accurately and on a timely basis. Although dependent on information and communications from patients and payors, Fairview will provide sufficient follow up service to ensure that patients receive accurate account and billing information and have the opportunity to make payment and/or apply for community care. Fairview has agreed to certain billing and collection practices by an agreement with the Minnesota Attorney General's office. There are financial counselors at every entity Monday through Friday who interact with the patients in person and over the phone to inform of programs available to them as well as assist them in applying for the programs. The information about needing assistance with paying the bill is posted on signs in the hospitals and materials are distributed to self-pay patients by registration staff. The statements sent out after the visit provide this information as well. If a patient/family member calls the Central Business Office customer service staff to ask for assistance with paying their bill, they are informed about options at that time. Fairview provides an interpreter service that interprets conversations over the phone. This service can be used either as a three way phone call or the Financial Counselor, in a room with the patient or family can place the call together to the interpreter phone service. The interpreter services line accommodates close to 200 languages. The billing process will be assisted by the following guidelines: 1) For all insured patients, Fairview will assist in processing insurance for all in-network and out-of-network payers when possible (as provided by or verified by the patient) on a timely and accurate basis. 2) For all uninsured patients with Minnesota or Wisconsin residency receiving hospital based services deemed medically necessary, Fairview will apply an uninsured discount equal to the discount provider to our largest contracted non-government payor, any remaining balance will be billed to the patient in a timely and manner. As of November 1, 2023, this policy applied to all United States residents. 3) All billed patients have the opportunity to contact Fairview regarding financial assistance for their accounts. Financial assistance may include Community Care, payment arrangements, medical assistance or other applicable programs. 4) If a patient contacts Fairview regarding Community Care before the account is referred to a collection agency or attorney, an application and required documentation is requested (income verification etc.), the account will then be processed based on the outcome of the Community Care determination. 5) Fairview takes reasonable measures to avoid referring an account to collection unless there are no responses from the patient. If a patient contacts Fairview regarding Community Care after their account has been referred to a collection agency or attorney, Fairview will send an application to the patient. If the completed application along with required documentation (income verification, etc.) is submitted, all collection action will be suspended until the patient is notified of Fairview's determination. |
| Schedule H, Part V, Section B, Line 16a FAP website | - University of Minnesota Medical Center: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; - Fairview Southdale Hospital: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; - Fairview Ridges Hospital: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; - Fairview Lakes Regional Medical Ctr: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; - Fairview Northland Regional Hosp: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; |
| Schedule H, Part V, Section B, Line 16b FAP Application website | - University of Minnesota Medical Center: Line 16b URL: https://www.fvfiles.com/2266.pdf; - Fairview Southdale Hospital: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Ridges Hospital: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Lakes Regional Medical Ctr: Line 16b URL: http://www.fvfiles.com/2266.pdf; - Fairview Northland Regional Hosp: Line 16b URL: http://www.fvfiles.com/2266.pdf; |
| Schedule H, Part V, Section B, Line 16c FAP plain language summary website | - University of Minnesota Medical Center: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; - Fairview Southdale Hospital: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; - Fairview Ridges Hospital: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; - Fairview Lakes Regional Medical Ctr: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; - Fairview Northland Regional Hosp: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; |
| Schedule H, Part VI, Line 2 Needs assessment | Our triennial community health needs assessment process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. Fairview's 2021 Community Health Needs Assessment (CHNA) builds upon previous assessments and was developed in partnership with community members and organizations, local public health agencies, and other hospitals and health systems. It serves as a tool for guiding policy, advocacy, and program planning. It also fulfills Internal Revenue Service (IRS) requirements for CHNA pursuant to the Affordable Care Act of 2010, which requires 501(c)(3) nonprofit hospitals to conduct an assessment at least every three years and provide an annual evaluation of the previous implementation strategy's impact. Through this process, we aim to: -Intentionally engage with community members and organizations, public health agencies, and other hospitals and health systems to identify and understand significant health needs in the community. -Understand the needs of the community it serves by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform the CHNA implementation strategy and action plan development. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. We have identified three system-wide priority need areas, and we will collaborate with our hospitals and shared services to address these priorities. Our specific response will vary by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. Our community commitment - creating a healthier future and Improving the health and wellbeing of our communities. The healthcare people receive in a hospital or clinic is only a small part of a person's overall health. That's why our commitment to advancing health equity goes beyond the walls of our facilities and reaches out into the community. We collaborate with community partners to improve health and wellbeing and advance health equity. Our priorities include: * Bringing clinical services into neighborhoods to expand access * Advancing our anchor mission initiatives - local hiring, local purchasing, local investing, and leading and serving locally * Addressing social risk factors through food access and housing programs and community education and outreach. Why is this a priority for our healthcare system? Nearly 80 percent of health is influenced by factors outside of clinical care. These factors, called the social determinants of health, are our health behaviors and the economic and social conditions in which we live. To help address the social determinants of health, we are creating a health and wellness hub in downtown St. Paul that will focus on health, housing, and supportive services for the community. All this work is closely tied to our HOPE Commission's health equity and anti-racism efforts. It's designed to be culturally appropriate and to meet the specific needs of the community. We seek to do "with not "to" the communities we belong to and are proud to contribute to our community in so many ways. Fairview Health Services is committed to the health and wellbeing of our communities. For generations we have served the people of Minnesota, cared for our patients, and invested in the people and partnerships that make us stronger, together. As a nonprofit health system and an anchor institution-an organization rooted in our communities-we have a commitment to intentionally apply our long-term, place-based economic power and human capital in partnership with community to mutually benefit the long-term wellbeing of both. We recognize that this commitment begins in and with our communities. This work cannot be done alone, we must collaborate with community-based organizations, local public health departments, and other health systems. Our efforts, resources, and commitments are investments in the health and wellbeing of our communities where we live, work, learn, play, and worship. Our community benefit programs and activities focus on our mission to heal, discover, and educate for longer, healthier lives and must meet at least one of these objectives: * Improve access to health care services. * Enhance the health of the community. * Advance medical or health care knowledge. * Relieve the burden of government to improve health. Fairview Health Services, is committed to providing exceptional care, delivering breakthrough research and innovation to healthcare, improving health and wellbeing, and promoting health equity. As anchor institutions rooted in the hearts of the communities we serve, this commitment goes beyond our walls and into the community. THERE ARE DIFFERENT WAYS OUR HEALTH SYSTEM FULFILLS THIS PROMISE INCLUDING: * Allocating resources to benefit the community. The process is guided by our community health needs assessments, developed collaboratively with the communities we serve, and implemented in partnership with local organizations and leaders. - The priority needs identified in our 2021 assessment are: healing, connectedness, and mental health; addressing structural racism and barriers to achieving health equity; and navigating and accessing care and resources. Our efforts will center on people experiencing poverty as well as racial or ethnic populations experiencing health disparities. * Bringing clinical services into neighborhoods to expand access. These free healthcare services are offered in diverse and/or under-resourced neighborhoods. * Addressing social risk factors, known as the social determinants of health, through food access and housing programs, and community education and outreach. The goal is to improve community health and wellbeing. * Advancing our HOPE (Healing, Opportunity, People, and Equity) Commission's - health equity and anti-racism efforts to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. Success stories include: improving patient sociodemographic data to better understand the populations we serve and more accurately assess for disparities, and increasing the representation of diverse populations in clinical trials. |
| Schedule H, Part VI, Line 3 Patient education of eligibility for assistance | Fairview makes information about its charity care programs available on its website (www.fairview.org). At the time of registration for services and through written materials in lobbies and waiting rooms. For patients identified as self-pay (whether that occurs before services are delivered or during the billing cycle), Fairview utilizes a standard process to assist patients learn about and access assistance from government programs or Fairview's Charity Care Program. For uninsured patients seen in a Fairview hospital, Fairview partners with an external vendor who meets with self-pay patients to assist them determine eligibility for government programs of Fairview's Charity Care Program. The vendor will also assist patients with completing the necessary paperwork to access these resources. Staff in Fairview's central business office have a self-pay team, which directs patients to the appropriate resources. There is also a community care coordinator who assists in getting patients connected to additional resources for which they may qualify. |
| Schedule H, Part VI, Line 4 Community information | Fairview Health Services is a Minneapolis-based nonprofit health system driven to heal, discover, and educate for longer, healthier lives. Founded in 1906, Fairview provides exceptional care to patients and communities as one of the most comprehensive and geographically accessible systems in Minnesota. Fairview has enjoyed a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Fairview Health Services is an integrated health system headquartered in Minneapolis, Minnesota. Fairview Health Services includes five hospitals: 1) Fairview Lakes Medical Center in Wyoming, MN, 2) Fairview Northland Medical Center in Princeton, MN, 3) Fairview Ridges Hospital in Burnsville, MN, 4) Fairview Southdale Hospital in Edina, MN, 5) University of Minnesota Medical Center, Minneapolis, MN Fairview also has a full continuum of health care services. See Part III Page 2 , Lines 4a, 4b and 4c. 1) Fairview Lakes Medical Center is located in Chisago county and has a primary service area of individuals residing in Anoka, Chisago, Isanti, Pine and Washington counties in Minnesota. For the purposes of the CHNA, Lakes Medical Center community includes 18 zip codes. The total population of this geographic community is180,629 people, and it covers 1,100 square miles. Lakes Medical Center is located between Interstate 35 and Highway 61. The City of Wyoming is proud of its 18 parks and 15 miles of walking and hiking trails. The city's commercial base is primarily industrial, with limited retail. The Lakes Medical Center community has a larger percentage of its population who are between 45 and 64 years old (29 percent) than the state's percentage (25 percent). The Lakes Medical Center community has a much larger percentage of people who identify as white (93.0 percent) than in the state as a whole (81.0 percent). This also means that the medical center community has a smaller percentage of people who identify as Black/African American, American Indian/Alaska Native, Asian, Native Hawaiian/Pacific Islander, two or more races, some other race, as well as Hispanic/Latino than the statewide percentage. There is projected to be very little change in racial or ethnic diversity in the Lakes Medical Center community between 2021 and 2026. Fairview Lakes provides a full continuum of services, from primary care services at the clinic to home care services to long-term care. 2) Fairview Northland Medical Center has a primary service area of individuals residing in Sherburne, Benton, Kanabec, Mille Lacs and Isanti counties in Minnesota. The hospital is uniquely located on the border of Mille Lacs and Sherburne Counties. For the purposes of the CHNA, Northland Medical Center community includes 11 zip codes. The total population of this geographic community is 126,669 people, and it covers 918 square miles. The Northland Medical Center community is younger than Minnesota at large, with a median age of 37.6 years as compared to a statewide median age of 39.7 years. Additionally, the community has a smaller percentage of its population aged 65+ (13 percent) than the state's percentage (17 percent). The Northland Medical Center community has a much larger percentage of people who identify as white (93.9 percent) than the statewide percentage (81.0 percent). This means that the medical center community has a smaller percentage of people who identify as Black/African American (1.72 percent), American Indian/Alaska Native (0.52 percent), Asian (1.03 percent), Native Hawaiian/Pacific Islander (0.04 percent), two or more races (2.17 percent), or some other race (0.65 percent) than the state percentages. The Northland Medical Center community also has a smaller percentage of those who identify as Hispanic/Latino than the statewide percentage. There is projected to be very little change in the racial or ethnic diversity in the Northland Medical Center community between 2021 and 2026. Fairview Northland provides a full continuum of services, from primary care services to home care. 3) Fairview Ridges Hospital in Burnsville, MN has a primary service area in Scott and Dakota counties. The hospital is Located in the southern part of the greater Minneapolis-St. Paul metropolitan area in Dakota county. For the purposes of the CHNA, Ridges Hospital includes 14 zip codes. The total population of this geographic community is 428,073 people, and it covers 444 square miles. About eight percent of the state's entire population live within this geographic area. The percentage of the Ridges Hospital community who are within the age range of 0-17 is slightly higher than the statewide average, and the percentage of the hospital community in the 65+ age range is slightly lower than the statewide percentage. In the Ridges Hospital community a slightly higher percent identify as Black/African American (7.9 percent) than the state (7.0 percent), Asian (6.8 percent) than the state (5.3 percent), some other race (2.7 percent) than the state (2.4 percent), two or more races (3.5 percent) than the state (3.0 percent) and Hispanic/Latino (6.5 percent) than the state (5.9 percent). In the next five years in the Ridges Hospital community there will be an increase from 7.9 percent in 2021 to 9.3 percent in 2026 in those who identify as Black/African American and an increase in those that identify as Hispanic/Latino from 6.5 percent in 2021 to 7.3 percent in 2026. Fairview Ridges Hospital is a multi-specialty medical center. 4) Fairview Southdale Hospital in Edina, MN has a primary service area of individuals residing in Hennepin and Carver counties. For the purposes of the CHNA, Southdale Hospital's community includes 28 zip codes. The total population of this geographic community is 560,916, which makes up about 10 percent of the state's population. It covers 278 square miles. The Southdale Hospital community has a median age of 41.8 years, which is slightly higher than the state's median age of 39.7 years. The age profile is very similar to that of the state, with 21 percent of the population being ages 0-17, 34 percent ages 18-44, 26 percent ages 45-64 and 18 percent ages 65 and older. In the Southdale Hospital community, 80 percent identify as white. However, the younger population is much more diverse. Among those ages 0-17, 33 percent of residents identify as Black/African American, Hispanic/Latino, Asian, American Indian/Alaska Native, Native Hawaiian/Pacific Islander, two or more races, or another race not listed. 5) University of Minnesota Medical Center and Masonic Children's Hospital, our flagship hospital, are located in the Cedar Riverside neighborhood. For the purposes of the CHNA, University of Minnesota Medical Center and Masonic Children's Hospital's community includes 57 zip codes. The total population of this geographic community is 1,270,209 people, and it covers 468 square miles. Nearly one-quarter (22 percent) of the state's entire population live within this geographic area. The community is younger than Minnesota at large, with a median age of 37.5 years as compared to a statewide median age of 39.7 years. People ages 18 to 44 make up nearly 40 percent of the population in this area. The UMMC and children's hospital community's population is comprised of 31.7 percent Black/African American, Asian, American Indian/Alaskan Native, Native Hawaiian/Pacific Islander, two or more races, and other races, significantly higher than the statewide percentage (19.0 percent). Of those, 15.1 percent are Black/African American, a percentage more than twice as high as in Minnesota at large. Additionally, 7.8 percent of the community's residents are Hispanic or Latino, exceeding Minnesota's statewide average of 5.9 percent. The University of Minnesota Medical Center, Fairview is the only medical center in the Cedar-Riverside neighborhood. |
| Schedule H, Part VI, Line 5 Promotion of community health | As a nonprofit health system, Fairview reinvests any excess revenues into the core operations of the organization. Research and education are at the very heart of the mission. In partnership with the University of Minnesota, Fairview invests millions of dollars each year into ground-breaking research and education of our next generation of healthcare workforce. Fairview also partners with a myriad of higher educational institutions to provide clinical hands-on training for future nurses, pharmacists, laboratory professionals and more. Fairview serves as a training site for residents in various specialties and is the core teaching site for the University of Minnesota residents. Senior residents and fellows provide Fairview some degree of clinical service that we would otherwise not receive. |
| Schedule H, Part VI, Line 6 Affiliated health care system | Fairview Health Services is an integrated health care system headquartered in Minneapolis, Minnesota. It operates five community hospitals, one academic medical center and one ambulatory medical center. Community benefit activity is carried out by staff/leadership at each facility based on the health care needs in that service area. Fairview's Corporate Community Health Department supports these local efforts by sharing best practices, finding efficiencies among hospital community health leaders as appropriate, coordinating the community health needs assessments and more. |
| Schedule H, Part VI, Line 7 State filing of community benefit report | MN |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable
Recipient Business Name RecipientBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Fairview Foundation | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2450 Riverside Avenue | AddressLine1Txt |
| City | Minneapolis | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55454 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Recipient EIN | 411573810 | RecipientEIN |
| Cash Grant | $25,277 | CashGrantAmt |
| Non Cash Assistance | $0 | NonCashAssistanceAmt |
| Valuation Method Used | CASH | ValuationMethodUsedDesc |
| Non Cash Assistance | N/A | NonCashAssistanceDesc |
| Purpose Of Grant | Hospital Support | PurposeOfGrantTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds. | FormAndLineReferenceDesc |
| Explanation | Fairview Health Services solicits grant funding only for purposes that qualify as charitable, research or education purposes as defined in Section 501(c)(3) of the Internal Revenue Code of 1986. Fairview's processes and procedures adhere to federal guidelines and are subject to audit. The same processes and procedures are applied for federal as well as private grants and service agreements. The grant application process is monitored by the Research Administration Group and the application of grant funds are monitored by the Research and Education Accounting Group. These two groups meet monthly to ensure all grants are being administered properly. | 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 | false | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (true) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | false | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (16 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| James Hereford | ||||||||||||||
| President & CEO | $1,888,932 | $0 | $1,260,653 | $0 | $2,058,859 | $0 | $21,097 | $0 | $17,210 | $0 | $5,246,751 | $0 | $2,049,355 | $0 |
| Trudi Trysla | ||||||||||||||
| Chf Legal Counsel | $684,965 | $0 | $351,134 | $0 | $97,316 | $0 | $260,378 | $0 | $15,729 | $0 | $1,409,522 | $0 | $93,957 | $0 |
| Robert Beacher | ||||||||||||||
| EVP & Chf Shared Clinical Svcs | $784,252 | $0 | $411,436 | $0 | $108,501 | $0 | $183,623 | $0 | $22,473 | $0 | $1,510,285 | $0 | $97,040 | $0 |
| Laura Reed | ||||||||||||||
| COO | $1,136,201 | $0 | $658,230 | $0 | $135,097 | $0 | $86,725 | $0 | $17,110 | $0 | $2,033,363 | $0 | $126,353 | $0 |
| Mark Welton | ||||||||||||||
| CMO | $777,411 | $0 | $499,863 | $0 | $300,349 | $0 | $86,958 | $0 | $17,034 | $0 | $1,681,615 | $0 | $286,840 | $0 |
| Sameer Badlani | ||||||||||||||
| Chf Digital Officer | $724,541 | $0 | $407,178 | $0 | $52,179 | $0 | $165,645 | $0 | $22,226 | $0 | $1,371,769 | $0 | $50,935 | $0 |
| Mary Nease | ||||||||||||||
| Chf People Officer | $617,160 | $0 | $349,603 | $0 | $2,998 | $0 | $43,474 | $0 | $22,122 | $0 | $1,035,357 | $0 | $0 | $0 |
| Andrea Mokros | ||||||||||||||
| Chf Public Affairs Officer | $506,680 | $0 | $241,891 | $0 | $837 | $0 | $88,477 | $0 | $9,457 | $0 | $847,342 | $0 | $0 | $0 |
| Joseph Gaylord | ||||||||||||||
| CFO | $997,400 | $0 | $640,623 | $0 | $4,980 | $0 | $178,444 | $0 | $22,493 | $0 | $1,843,940 | $0 | $0 | $0 |
| Jeoff Will | ||||||||||||||
| EVP, COO | $709,455 | $0 | $322,267 | $0 | $50,832 | $0 | $148,183 | $0 | $22,447 | $0 | $1,253,184 | $0 | $49,594 | $0 |
| Euthemy Lebrew | ||||||||||||||
| EVP & Chf Transformation Officer | $543,788 | $0 | $265,338 | $0 | $4,142 | $0 | $94,841 | $0 | $21,378 | $0 | $929,487 | $0 | $0 | $0 |
| Michael Campoli MD | ||||||||||||||
| Physician | $1,879,031 | $0 | $11,063 | $0 | $10,699 | $0 | $13,200 | $0 | $25,697 | $0 | $1,939,690 | $0 | $0 | $0 |
| Rohan Lall | ||||||||||||||
| Physician | $1,195,689 | $0 | $111,115 | $0 | $3,386 | $0 | $13,200 | $0 | $5,017 | $0 | $1,328,407 | $0 | $0 | $0 |
| Michael Tran MD | ||||||||||||||
| Physician | $850,598 | $0 | $11,063 | $0 | $11,591 | $0 | $13,200 | $0 | $12,790 | $0 | $899,242 | $0 | $0 | $0 |
| Nadeem Iqbal | ||||||||||||||
| Medical Director-Community Neurology | $780,867 | $0 | $9,500 | $0 | $8,199 | $0 | $13,200 | $0 | $20,261 | $0 | $832,027 | $0 | $0 | $0 |
| David Fasching | ||||||||||||||
| CFO Pharmacy Services | $0 | $517,960 | $0 | $284,408 | $0 | $1,584 | $0 | $13,200 | $0 | $22,284 | $0 | $839,436 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan | THE FOLLOWING INDIVIDUALS PARTICIPATED IN A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD, SAMEER BADLANI, LAURA REED, MARK WELTON, ROBERT BEACHER, TRUDI TRYSLA, MARY NEASE, ANDREA MOKROS. JOSEPH GAYLORD DUE TO A VESTING EVENT, THE FOLLOWING INDIVIDUALS HAD INCOME IN PART VII AND SCHEDULE J RELATED TO A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD $2,049,355 LAURA REED $126,353 MARK WELTON $286,840 ROBERT BEACHER $97,040 TRUDI TRYSLA $93,957 SAMEER BADLANI $50,935 JEOFF WILL $49,594 |
| Schedule J, Part I, Line 7 Non-fixed payments | Fairview Health Services provides lump sum financial awards based on system-wide, business unit and/or departments financial and quality measures. Annual goals, specifically tied to productivity and quality indicators, are set for the year and an incentive paid out annually if key goals and measures are achieved. |
| Schedule J, Part I, Line 4a | Severance Terms and Conditions: Severance benefit payments will commence on the first regularly scheduled pay date that occurs at least five (5) days after the expiration of the rescission period. Payment of severance benefits is contingent upon (i) my having first signed and not rescinded my Service Agreement and Release Agreement and (ii) the return of Fairview's property. |
| Schedule J, Part I, Line 4b Other Additional Information | The nonqualified plan (the Plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualified retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account. Within 60 days after a participant becomes vested in a contribution, the Plan shall pay to the participant an amount equal to the amount the Participant is required to pay Federal, state, local, and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from service payment date. A participant's account shall be distributed in cash. The plan complies with section 457(f) of the Code. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| City of Minneapolis | ||||||||
| A | 416005375 | 60374VDV2 | 2015-09-02 | $122,972,746 | New construction and refunding of bonds issued 4/15/1997, 5/10/2000, 5/21/2002, and 5/10/2005. | false | false | false |
| City of Minneapolis | ||||||||
| B | 416005375 | 60374VEF6 | 2018-10-10 | $279,898,918 | Renovation project and refund bonds issued 10/29/2008 | false | false | false |
| City of Minneapolis | ||||||||
| C | 416005375 | 60374VEG4 | 2018-10-10 | $223,525,000 | Refund bonds issued 10/06/2010 | false | false | false |
| Housing & Redevelopment City of Saint Paul | ||||||||
| D | 521440935 | 792909FMO | 2017-08-30 | $224,728,004 | Capital acquisition and to refund certain tax exempt and HUD debt | false | false | false |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| A | $19,315,000 | $122,972,746 | $1,409,724 | $31,000,000 | $90,563,022 | 2015 | Yes (true) | false | Yes (true) | Yes (true) |
| B | $280,106,908 | $1,976,281 | $102,968,992 | $175,161,635 | 2021 | Yes (true) | false | Yes (true) | Yes (true) | |
| C | $223,525,000 | $1,020,102 | $222,504,898 | Yes (true) | false | Yes (true) | Yes (true) | |||
| D | $30,040,000 | $224,728,004 | $2,014,876 | $191,063,551 | $31,649,577 | 2017 | Yes (true) | false | Yes (true) | Yes (true) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | 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 | false | Yes (true) | Yes (true) | Yes (true) | false | 0.0013 | 0.0 | 0.0013 | false | false | Yes (true) |
| B | false | Yes (true) | Yes (true) | Yes (true) | false | 0.0097 | 0.0 | 0.0097 | false | false | Yes (true) |
| C | false | Yes (true) | Yes (true) | Yes (true) | false | 0.0087 | 0.0 | 0.0087 | false | false | Yes (true) |
| D | false | Yes (true) | Yes (true) | Yes (true) | false | 0.009 | 0.0 | 0.009 | false | false | Yes (true) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 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 | false | Yes (true) | false | false | false | false | false | false | Yes (true) |
| B | false | Yes (true) | false | false | false | false | false | false | Yes (true) |
| C | false | Yes (true) | false | false | Yes (true) | false | false | false | Yes (true) |
| D | false | Yes (true) | false | false | false | false | false | false | Yes (true) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (true) |
| B | Yes (true) |
| C | Yes (true) |
| D | Yes (true) |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule K, Part II, Line 3 | Differences between the issue price (Part I, Column (e)) and total proceeds (Part II, Line 3) are due to investment earnings. |
| Schedule K, Part I, Column (c) Bond C | CUSIP #'s: 60374VEG4 & 60374VEJ8 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part I, Line 6 Part I, Line 6 | Our volunteers are valued members of the health care team, enhancing the patient and family experience by meeting our patients' needs. Some of the services provided include wayfinding for patients, families and visitors and escorts and wheelchair transports for patients and family members. Our volunteers provide hospitality for patients, families and visitors and provide assistance with special onsite and community events and activities. |
| Form 990, Part III, Line 1 Mission, continued | Compassion: We recognize and respond to the emotional, spiritual and physical needs of all the people we serve. We create a caring environment, conducive to healing, growth and well-being for all. Innovation: We support clinical research that leads to tomorrow's cures. We advance new business models that will change health care. From the bedside to the call center, we are committed to continual improvement. Innovation is part of who we are. Fairview's most significant activities: Fairview Health Services provides a full continuum of health care services throughout its service area which includes Minneapolis-St. Paul, as well as communities throughout greater Minnesota. In partnership with the University of Minnesota, Fairview staff and providers are redesigning care delivery and payment to provide greater value-exceptional patient care and experience at a lower total cost of care. We commit our skills and resources to the benefit of the whole person by providing the finest in healthcare, while addressing the physical, emotional and spiritual needs of individuals and their families. We further pledge to support the research and education efforts of our partner, the University of Minnesota, and its tradition of excellence |
| Form 990, Part VI, Line 6 Classes of members or stockholders | The members of the corporation are the individuals who constitute the Directors of this corporation. |
| Form 990, Part VI, Line 7a Members or stockholders electing members of governing body | The Board has three categories of directors: 1) 3 ex officio who are Fairview's CEO and the University's Vice President of Medical School and a senior leader of the University Medical School or of the University appointed, from time to time, by the Vice President 2) 10 elected directors who are 1 director elected by the Regents of the University of Minnesota and 9 elected by the Board after nomination from certain components of the Fairview system; and 3) between 3 to 8 at large directors elected by the Board. |
| Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders | The Regents of the University of Minnesota have the right to approve proposed amendments to the Articles of Incorporation and Bylaws of the corporation if the amendment would adversely affect their rights and certain sales of substantially all of Fairview's assets. |
| Form 990, Part VI, Line 11b Review of form 990 by governing body | The Tax Department conducts a detailed review of the completed return. The return is also reviewed by the CFO and CLO/CAO. The Form 990 is then presented to the Executive Committee of the Board for their review and approval on behalf of the Board of Directors. Upon approval from the Board of Directors, the Form 990 is filed. |
| Form 990, Part VI, Line 12c Conflict of interest policy | Managers, Directors and senior management are required to annually complete a Duty of Loyalty and Conflict of Interest Statement in compliance with Fairview's system Conflict of Interest Policy. Disclosures are reviewed by the compliance department. Any conflicts of interest by board members are brought to the board for review. |
| Form 990, Part VI, Line 15a Process to establish compensation of top management official | The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2023. |
| Form 990, Part VI, Line 15b Process to establish compensation of other employees | The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2023. |
| Form 990, Part VI, Line 19 Required documents available to the public | Fairview Health Services makes its governing documents, conflict of interest policy, and financial statements available to the public upon request and inspection of the documents is available at the corporate finance department. |
| Form 990, Part VII, Section B, Line 1 | Fairview Health Services has a centralized accounts payable department and therefore reports the five highest independent contractors for its subsidiaries. |
| Form 990, Part VII, Section B, Line 1 | Fairview Health Services reports the top five independent contractors for the entire health system reported in box 1 of Form 1099-NEC and/or box 6 of Form 1099-MISC and/or under the parties' agreement or applicable state law. The five highest compensated independent contractors include payments for materials, expense reimbursements and services. |
| Form 990, Part VIII, Line 2f Other Program Service Revenue | Cafeteria - Total Revenue: 8170258, Related or Exempt Function Revenue: 7880163, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 290095; Joint Ventures - Surgery Centers - Total Revenue: 9598985, Related or Exempt Function Revenue: 9598985, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Medical Services - Total Revenue: 8530067, Related or Exempt Function Revenue: 8530067, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Other Operating Revenue - Total Revenue: 3148472, Related or Exempt Function Revenue: 3148472, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; MSC Contracted Services - Total Revenue: 87590, Related or Exempt Function Revenue: , Unrelated Business Revenue: 87590, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Nurse Call Settlement - Total Revenue: 725000, Related or Exempt Function Revenue: 725000, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Research Revenue - Total Revenue: 400384, Related or Exempt Function Revenue: 400384, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Answering Service Revenue - Total Revenue: 697995, Related or Exempt Function Revenue: , Unrelated Business Revenue: 697995, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Copy Service Revenue - Total Revenue: 255617, Related or Exempt Function Revenue: 255617, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Premier Rebates - Total Revenue: 2614891, Related or Exempt Function Revenue: , Unrelated Business Revenue: 2614891, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Administration - Total Revenue: 10905832, Related or Exempt Function Revenue: 10905832, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Quality Incentive - Total Revenue: 927640, Related or Exempt Function Revenue: 927640, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Gift Shop - Total Revenue: 112611, Related or Exempt Function Revenue: 112611, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Transfers from Restricted - Total Revenue: 2628074, Related or Exempt Function Revenue: 2628074, Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Accent Care Joint Venture - Total Revenue: 980412, Related or Exempt Function Revenue: , Unrelated Business Revenue: 980412, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Clearscript - Total Revenue: XXX-XX-XXXX, Related or Exempt Function Revenue: , Unrelated Business Revenue: XXX-XX-XXXX, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; Integradose - Total Revenue: 1300713, Related or Exempt Function Revenue: , Unrelated Business Revenue: 1300713, Revenue Excluded from Tax Under Sections 512, 513, or 514: ; |
| Form 990, Part XI, Line 9 Other changes in net assets or fund balances | Defined Pension Adjustment - -578826; JV Activity - Surgery Centers - 9598985; Related Organization Adjustment - -XXX-XX-XXXX; UMF Funds Adjustment - 1087770; Donated Assets - 1733028; Distribution to Related Party - -194940; |
| Form 990, Part III, Line 4A Program Service Description (Continued) | Fairview, an anchor institution rooted in our communities, continues to invest heavily in the health and wellness of its communities in which it operates. This commitment includes education, training, community programs and research, as well as significant investments in care delivery. The COVID pandemic exposed persistent health inequities for communities of color and has exacerbated racial disparities. Communities of color experienced statistically higher rates of COVID, including higher rates of hospitalization and death. To reduce the impact on Black, Indigenous, or people of color ("BIPOC"), vaccinations must be accessible, free and provided within a trusted space with appropriate language and cultural considerations. Fairview has led a multi-cultural mobile vaccination program for the past 17 years, which excels at reaching BIPOC communities facing barriers to immunization. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for mobile vaccination clinics at schools, public high rises, community centers, churches, and other locations, increasing vaccine access to those in the area. From January 2021 (when Fairview initiated its free community COVID vaccination clinics) through December 31, 2023, Fairview has worked with over 150 partners to provide 1,424 vaccination clinics in community settings, administering 62,416 free COVID-19 vaccine doses and 21,004 free flu shots. In 2020, Fairview established the Healing, Opportunity, People, and Equity ("HOPE") Commission to help create a health system where all members of its community are treated with dignity and respect and all patients receive the highest levels and quality of care. To drive more equitable healthcare outcomes and inclusive environments, as part of its HOPE Commission work, Fairview implemented a multi-year journey to become an anti-racist organization. In addition, the Fairview Community Health and Wellness Hub ("Hub") opened in July 2022 and recently celebrated its one-year anniversary. The Hub represents Fairview's intentional, holistic approach to health and wellbeing and commitment to serving all in its communities, especially those who have been traditionally underserved. Services in the Hub include no- to low-cost primary care provided by Minnesota Community Care, a federally qualified health center, expanded outpatient mental health and addiction services, an enhanced adult day program operated by Ebenezer, a food distribution partnership with Second Harvest Heartland and The Sanneh Foundation, and long-term acute care services. The Hub also includes the M Health Fairview Center for Community Health Equity, which serves as an incubator for the next generation of community-based health and wellness programs focused on prevention and addressing the social determinants of health. Fairview Health Services provides care at the following: University of Minnesota Medical Center and University of Minnesota Masonic Children's Hospital (UMMC) are the adult and pediatric teaching hospitals of the University of Minnesota. The medical center is located on both the East and West banks of the University of Minnesota campus. With 1,700 licensed beds, UMMC is committed to providing exceptional, innovative health care, pairing groundbreaking technology and treatments with patient-centered care. Our partnership with the University of Minnesota Medical School and University of Minnesota Physicians provides the platform to specialize in breakthrough treatments, surgical techniques, and lifesaving therapies, and to train tomorrow's physicians. Clinical trials advance our clinical services, bringing the newest research and ideas to patient care. We also provide an important training environment for residents, fellows, and many other health care learners. Key services include maternity, heart care, general surgery, cancer care, solid organ transplants, blood marrow transplants, and pediatric specialties. Fairview, in partnership with University of Minnesota Physicians, provides exceptional care in more than 100 specialty areas. Other services offered through related entities include Pharmacy, Rehabilitation Services, Fairview Achievement Center, Fairview Partners, Fairview Counseling Services, care management and coordination, Medical Transportation, and subsidized health services. Fairview Southdale Hospital opened in Edina in 1965. With 390 licensed beds, the hospital is known for its award-winning heart, stroke, and cancer care. Fairview Southdale offers convenient access to more than 40 specialty services including cardiology, orthopedics, oncology, obstetrics, primary care, neurosciences, critical care, vascular and emergency services. Key services include labor and delivery, heart care, cancer care, a breast center, orthopedic surgery, general surgery, spine & brain, a stroke center, and sleep services. Fairview Ridges Hospital opened in Burnsville in 1985. It provides comprehensive, specialized care to the southern Twin Cities community with its 150 licensed beds. Fairview Ridges Hospital provides care for the entire family, including pediatric emergency care and neonatal intensive care. The hospital offers onsite access to specialists in everything from heart and cancer care to midwifery and sports medicine. Key services include labor and delivery, heart care, cancer care, breast center, orthopedic surgery, general surgery, spine & brain, pediatric inpatient, and sleep services. Fairview Lakes Medical Center is a community hospital in Wyoming, Minnesota with 61 licensed beds. Since opening in 1998, the medical center works with nearby Fairview primary and specialty clinics, and with University of Minnesota Health specialists, to bring a wide range of medical services to the surrounding area. Key services include labor and delivery, heart care, cancer care, breast care/mammography, orthopedic surgery, general surgery, spine & brain, and sleep services. Fairview Northland Medical Center is a community hospital in Princeton, Minnesota with 54 licensed beds. Since opening in 1993, the medical center works with nearby Fairview primary and specialty clinics, and with University of Minnesota Health specialists, to bring a wide range of medical services to the surrounding area. Key services include labor and delivery, heart care, cancer care, breast care/mammography, orthopedic surgery, general surgery, spine & brain, and sleep services. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (4 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 |
|---|---|---|---|---|---|---|---|---|---|
| Fairview Pharmacy Services LLC | |||||||||
| 711 Kasota Avenue | Minneapolis | MN | 55414 | 721586863 | Pharmacy Services | MN | $192,217,995 | $210,283,336 | Fairview Health Services |
| Fairview Maple Grove Surgery Center | |||||||||
| 2450 Riverside Avenue | Minneapolis | MN | 55454 | 208335586 | Surgery Center | MN | -$154,885 | $3,067,406 | Fairview Health Services |
| Integradose Compounding Services LLC | |||||||||
| 719 Kasota Ave | Minneapolis | MN | 55414 | 813927337 | Drug Compounding | MN | -$2,736,439 | $955,863 | Fairview Pharmacy Services LLC |
| University Anesthesia Providers LLC | |||||||||
| 2450 Riverside Avenue | Minneapolis | MN | 55454 | 202265971 | Medical services | MN | -$10,745,680 | $4,997,753 | Fairview Health Services |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (20 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| D&T Facility Management Company | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411928275 | Management | MN | 501(c)(3) | Type I | HealthEast Woodwinds Hospital | false |
| Fairview Foundation | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411573810 | Fundraising | MN | 501(c)(3) | Type I | Fairview Health Services | Yes (true) |
| Fairview Home Care and Hospice | ||||||||||
| 2450 26th Avenue South | Minneapolis | MN | 55406 | 411434246 | Home Health | MN | 501(c)(3) | 10 | Fairview Health Services | Yes (true) |
| Fairview Physician Associates Network | ||||||||||
| 3400 West 66th Street | Minneapolis | MN | 55435 | 411753325 | Clinical | MN | 501(c)(3) | 10 | Fairview Health Services | Yes (true) |
| Grand Itasca Clinic and Hosptial | ||||||||||
| 1601 Golf Course Road | Grand Rapids | MN | 55744 | 411865874 | Hospital | MN | 501(c)(3) | 3 | Fairview Health Services | Yes (true) |
| Grand Itasca Foundation | ||||||||||
| 1601 Golf Course Road | Grand Rapids | MN | 55744 | 411560554 | Foundation | MN | 501(c)(3) | Type I | Grand Itasca Clinic and Hospital | false |
| Fairview Bethesda Hospital | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 363617697 | Hospital | MN | 501(c)(3) | 3 | Fairview Health Services | Yes (true) |
| HealthEast Medical Research Institute | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411765832 | Med Research | MN | 501(c)(3) | 4 | Fairview Health Services | Yes (true) |
| HealthEast Professional Services | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 261226617 | PHYSICIAN | MN | 501(c)(3) | 11 | Fairview Health Services | Yes (true) |
| HealthEast St John's Hospital | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 141456897 | Hospital | MN | 501(c)(3) | 3 | Fairview Health Services | Yes (true) |
| HealthEast Woodwinds Hospital | ||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411592761 | Hospital | MN | 501(c)(3) | 3 | Fairview Health Services | Yes (true) |
| Range Regional Health Services | ||||||||||
| 750 East 34th Street | Hibbing | MN | 55746 | 411293970 | Hospital | MN | 501(c)(3) | 3 | Fairview Health Services | Yes (true) |
| Ebenezer Society | ||||||||||
| 7505 Metro Boulevard Suite 100 | Edina | MN | 55439 | 410706141 | Health Care | MN | 501(c)(3) | 10 | Fairview Health Services | Yes (true) |
| Ebenezer Towers | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 237005359 | Housing | MN | 501(c)(3) | 10 | Ebenezer Society | false |
| Ebenezer Society Foundation | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 411356565 | Fundraising | MN | 501(c)(3) | Type I | Ebenezer Society | false |
| Ebenezer Ridges | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 411287792 | Housing | MN | 501(c)(3) | 10 | Ebenezer Society | false |
| Ebenezer Ridges Assisted Living | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 411964691 | Assisted Living | MN | 501(c)(3) | 10 | Ebenezer Society | false |
| Ebenezer Ridge Point Apartments | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 411769727 | Housing | MN | 501(c)(3) | 10 | Ebenezer Society | false |
| Ebenezer Lakes Senior Housing | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 320190409 | Housing | MN | 501(c)(3) | 10 | Ebenezer Society | false |
| Ebenezer Lakes Assisted Living | ||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 412012560 | Assited Living | MN | 501(c)(3) | 10 | Ebenezer Society | false |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (4 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 | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Ridges Surgery Center LLC | ||||||||||||||
| 14101 Fairview Drive Ste 400 | Burnsville | MN | 55337 | 462441825 | Surg Cntr | MN | Fairview Health Services | Related | $754,250 | $2,160,429 | false | false | 0.52 | |
| HealthEast Surgery Center-Maplewood | ||||||||||||||
| 569 Brookwood Village Suite 901 | Birmingham | AL | 35209 | 203349887 | Surg Cntr | AL | NA | N/A | ||||||
| SouthHealth ASC LLC | ||||||||||||||
| 4200 Dahlberg Drive Suite 300 | Golden Valley | MN | 55422 | 822364607 | Surgery Center | MN | Fairview Health Services | Related | $3,964,461 | $2,837,162 | false | false | 0.51 | |
| Crosstown Surgery Center LLC | ||||||||||||||
| 3500 American BLvd W | Bloomington | MN | 55431 | 272552748 | Surgery Center | MN | NA | N/A | Suite 300 | |||||
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (8 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Fairview Clinics | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411761760 | Physician Clinics | MN | Fairview Health Services | C Corporation | -$56,791,090 | $127,726,992 | 1 | Yes (true) |
| Fairview Physician and Clinic Services | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411544996 | Physician Clinics | MN | Fairview Health Services | C Corporation | $0 | $0 | 1 | Yes (true) |
| Fairview Development Company | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411568579 | Leasehold | MN | Fairview Health Services | C Corporation | $635,483 | $6,224,961 | 1 | Yes (true) |
| Fairview Express Care | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 205996177 | Physician Clinics | MN | Fairview Health Services | C Corporation | -$215,262,054 | $144,539,786 | 1 | Yes (true) |
| FHS Assurance Limited | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 980417513 | Self Insurance | MN | Fairview Health Services | C Corporation | $6,402,989 | $88,329,950 | 1 | Yes (true) |
| HealthEast Diversified Services Inc | ||||||||||||
| 2450 Riverside Avenue South | Minneapolis | MN | 55454 | 411388583 | Lab & Real Estate | MN | Fairview Bethesda Hospital | C Corporation | false | |||
| Ebenezer Management Services Inc | ||||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 411560746 | Management Services | MN | Ebenezer Society | C Corporation | false | |||
| Ebenezer Development Inc | ||||||||||||
| 7505 Metro Blvd Suite 100 | Edina | MN | 55439 | 883201659 | Real Estate Property Management | MN | Ebenezer Society | C Corporation | false | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | false | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | false | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (true) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | false | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | false | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | false | DivRelatedOrganizationInd |
| Asset Sale To Other Org | false | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | false | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | Yes (true) | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (true) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | false | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (true) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (true) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | false | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (true) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (true) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (true) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (true) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (41 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Fairview Clinics | ||
| L | $1,168,675 | FMV |
| Fairview Clinics | ||
| Q | $29,454,527 | FMV |
| Fairview Clinics | ||
| J | $2,729,260 | FMV |
| Fairview Clinics | ||
| S | $25,182,189 | FMV |
| Fairview Development Company | ||
| S | $172,503 | FMV |
| Fairview Express Care | ||
| L | $1,326,762 | FMV |
| Fairview Express Care | ||
| Q | $36,593,592 | FMV |
| Fairview Express Care | ||
| J | $292,940 | FMV |
| Fairview Express Care | ||
| S | $165,095,365 | FMV |
| Range Regional Health Care | ||
| L | $1,519,965 | FMV |
| Range Regional Health Care | ||
| S | $7,511,986 | FMV |
| Fairview Physician Network Associates | ||
| L | $14,465,409 | FMV |
| Fairview Physician Network Associates | ||
| O | $138,000 | FMV |
| Fairview Physician Network Associates | ||
| R | $30,661,992 | FMV |
| Fairview Physician Network Associates | ||
| S | $5,245,772 | FMV |
| Fairview Foundation | ||
| R | $675,517 | FMV |
| Ebenezer Society | ||
| L | $1,016,671 | FMV |
| Ebenezer Society | ||
| Q | $1,449,030 | FMV |
| Ebenezer Society | ||
| J | $264,094 | FMV |
| Ebenezer Society | ||
| S | $6,735,793 | FMV |
| Grand Itasca Clinic and Hospital | ||
| S | $43,524,517 | FMV |
| Grand Itasca Clinic and Hospital | ||
| M | $432,364 | FMV |
| Fairview Bethesda Hospital | ||
| Q | $174,861 | FMV |
| Fairview Bethesda Hospital | ||
| J | $1,382,874 | FMV |
| Fairview Bethesda Hospital | ||
| I | $3,075,186 | FMV |
| Fairview Bethesda Hospital | ||
| S | $7,692,504 | FMV |
| HealthEast St John's Hospital | ||
| P | $465,322 | FMV |
| HealthEast St John's Hospital | ||
| Q | $602,044 | FMV |
| HealthEast St John's Hospital | ||
| J | $448,127 | FMV |
| HealthEast St John's Hospital | ||
| S | $4,102,258 | FMV |
| HealthEast Woodwinds Hospital | ||
| P | $1,017,269 | FMV |
| HealthEast Woodwinds Hospital | ||
| Q | $234,969 | FMV |
| HealthEast Woodwinds Hospital | ||
| J | $802,041 | FMV |
| HealthEast Woodwinds Hospital | ||
| S | $746,870 | FMV |
| HealthEast Medical Research Institute | ||
| L | $815,142 | FMV |
| HealthEast Medical Research Institute | ||
| J | $1,718,847 | FMV |
| HealthEast Medical Research Institute | ||
| Q | $15,886,890 | FMV |
| HealthEast Medical Research Institute | ||
| S | $8,117,544 | FMV |
| HealthEast Diversified Services Inc | ||
| S | $170,406 | FMV |
| Fairview Clinics | ||
| R | $72,678 | FMV |
| Fairview Express Care | ||
| R | $97,126 | FMV |