SANFORD: Form 990, tax year 2020
View the entire original 990 at ProPublica ↗
- Organization
- SANFORD (EIN 45-3791176)
- Tax period
- 2020-01-01 to 2020-12-31
- Filed
- 2021-11-15
- IRS object ID
- 202123199349301822
- Schema version
- 2020v4.1
- 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 K
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2021-11-15T06:41:19-06:00 | ReturnTs |
| Tax Period End | 2020-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Deloitte Tax LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 50 South Sixth Street Suite 2800 | AddressLine1Txt |
| City | Minneapolis | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55402 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2020-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 453791176 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Sanford Group Return | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | SANF | BusinessNameControlTxt |
| Phone | 6053331000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | PO Box 5039 Rte 5218 | AddressLine1Txt |
| City | Sioux Falls | CityNm |
| State Abbreviation | SD | StateAbbreviationCd |
| ZIP | 571175039 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Bill Marlette | PersonNm |
| Person Title | CFO & Treasurer | PersonTitleTxt |
| Phone | 6053331000 | PhoneNum |
| Signature | 2021-11-15 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Signing Officer SigningOfficerGrp
Person Full Name PersonFullName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person First | Bill | PersonFirstNm |
| Person Last | Marlette | PersonLastNm |
| Field | Value | IRS element (for citing) |
|---|---|---|
| SSN | XXX-XX-XXXX | SSN |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Chris Meskimen | PreparerPersonNm |
| PTIN | P01314196 | PTIN |
| Phone | 6123974000 | PhoneNum |
Additional Filer Information AdditionalFilerInformation
Trusted Customer TrustedCustomerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Trusted Customer | 2 | TrustedCustomerCd |
| Authentication Assurance Level | AAL1 | AuthenticationAssuranceLevelCd |
| Identity Assurance Level | IAL1 | IdentityAssuranceLevelCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2020 | TaxYr |
| Build TS | 2022-09-23 18:48:47Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Bill Gassen | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2301 East 60th St | AddressLine1Txt |
| City | Sioux Falls | CityNm |
| State Abbreviation | SD | StateAbbreviationCd |
| ZIP | 57104 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $4,788,006,530 | GrossReceiptsAmt |
| Group Return For Affiliates | Yes (1) | GroupReturnForAffiliatesInd |
| All Affiliates Included | Yes (1) | AllAffiliatesIncludedInd |
| Group Exemption | 5851 | GroupExemptionNum |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.sanfordhealth.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Activity Or Mission | "Dedicated to sharing God's love through the work of health, healing and comfort." | ActivityOrMissionDesc |
| Voting Members Governing Body | 12 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 5 | VotingMembersIndependentCnt |
| Total Employee | 2940 | TotalEmployeeCnt |
| Total Volunteers | 1465 | TotalVolunteersCnt |
| Total Gross UBI | $93,820,725 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $3,810,829 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $75,717,791 | PYContributionsGrantsAmt |
| CY Contributions Grants | $266,108,775 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $4,340,390,961 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $4,501,303,320 | CYProgramServiceRevenueAmt |
| PY Investment Income | $1,264,847 | PYInvestmentIncomeAmt |
| CY Investment Income | $14,625,505 | CYInvestmentIncomeAmt |
| PY Other Revenue | $967,825 | PYOtherRevenueAmt |
| CY Other Revenue | $2,067,483 | CYOtherRevenueAmt |
| PY Total Revenue | $4,418,341,424 | PYTotalRevenueAmt |
| CY Total Revenue | $4,784,105,083 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $32,126,097 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $49,629,394 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $2,485,262,586 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $2,604,736,831 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,697,083,177 | PYOtherExpensesAmt |
| CY Other Expenses | $1,740,135,761 | CYOtherExpensesAmt |
| PY Total Expenses | $4,214,471,860 | PYTotalExpensesAmt |
| CY Total Expenses | $4,394,501,986 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $203,869,564 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $389,603,097 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,975,394,335 | TotalAssetsBOYAmt |
| Total Assets EOY | $3,325,190,715 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $1,409,187,225 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $1,386,689,937 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,566,207,110 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $1,938,500,778 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | Part of the Sanford Health System, Sanford is committed to the healthcare needs of communities throughout South Dakota, North Dakota, Minnesota and Iowa. Sanford provides a full range of primary and specialty health care services. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $4,304,614,052 | ExpenseAmt |
| Grant | $49,583,394 | GrantAmt |
| Revenue | $4,492,958,325 | RevenueAmt |
| Desc | Sanford is the nation's largest not-for-profit integrated rural health system providing medical services at every level from critical access hospitals to tertiary and quaternary care. The Sanford footprint includes over 220,000 square miles with a nine state service area including a network of children's primary care clinic locations across the country and the world. Sanford operates full-time emergency centers and provides emergency care to everyone regardless of their ability to pay. Sanford facilities and clinics provide services to remote and medically underserved areas that would otherwise not have access to even primary care services. Sanford financially supports health and wellness, education and community development activities to improve the quality of life and strengthen communities throughout the region. Each of Sanford's facilities promotes health and healing that responds to the unique needs of the patients in the communities that Sanford serves, ensuring access to comprehensive and specialized services. A recently completed and published community health needs assessment indicated the important need for behavioral health services for our community members. Sanford is meeting this need through an integrated delivery system providing behavioral health within the medical home structure.Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Sanford provides within the community. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $18,921,786 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $3,498,697 | RevenueAmt |
| Desc | Medical education is an important service for Sanford. Sanford provides the medical community with high quality educational and professional development that is evidence and research based; accredited for physicians, nurses, pharmacists, and Allied Health Professionals and scientists; inclusive of cultural diversity and addresses the need for specialty training.Sanford is dedicated to preparing health care professionals for the future. The Sanford PROMISE program connects students, educators and communities with science and research in health care at a secondary education age. Sanford works in partnership with the University of South Dakota - Sanford School of Medicine, and the University of North Dakota - School of Medicine to provide rotations for medical students, residencies and fellowships. Sanford works in partnership with an extensive group of higher learning organizations to provide student training and learning opportunities in many venues across our region. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $55,944,251 | ExpenseAmt |
| Grant | $46,000 | GrantAmt |
| Revenue | $4,846,298 | RevenueAmt |
| Desc | Sanford Research and Sanford Research North are both non-profit health research organizations. Combined, both entities have more than 200 scientists and staff as well as centers, including: Children's Health, focused on pediatric rare diseases and cancer; The Sanford Project, seeking a cure for type 1 diabetes through the body's natural ability to regenerate cells; Health Outcomes and Prevention focusing on sudden infant death syndrome and birth-related disorders at study sites including United States Native American Reservations and South Africa; Genomic and Molecular Medicine with an emphasis on genomics, molecular biology, biobanking and immunotherapy; Edith Sanford Breast Cancer focusing on advanced molecular research and personalized treatment; Neurosciences, focused on the area of eating disorders, obesity and bariatric surgery outcomes as well as physiological aspects of eating and addiction and Clinical Research including participation in drug and device studies, the National Cancer Institute Community Clinical Oncology Program and the National Community Cancer Center Pilot Project.Sanford Research and Sanford Research North offer exciting challenges for researchers both in well-established projects and ever expanding research opportunities. Sanford offers opportunities to participate in clinical trials and to be a part of the changing face of medicine. | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Expenses | $4,379,480,089 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | Yes (1) | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (1) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | Yes (1) | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (1) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (1) | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | Yes (1) | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | Yes (1) | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | Yes (1) | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | 0 | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | Yes (1) | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 4224 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 2940 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | Yes (1) | ForeignFinancialAccountInd |
| Foreign Country | CH | ForeignCountryCd |
| Foreign Country | GH | ForeignCountryCd |
| Foreign Country | GM | ForeignCountryCd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | 0 | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | 0 | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 12 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 5 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | Yes (1) | LocalChaptersInd |
| Policies Reference Chapters | Yes (1) | PoliciesReferenceChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | MN | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | OR | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Bill Marlette CFO & Treasurer | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 6053331000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2301 East 60th Street | AddressLine1Txt |
| City | Sioux Falls | CityNm |
| State Abbreviation | SD | StateAbbreviationCd |
| ZIP | 57104 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (46 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Brent Teiken | ||||||||||
| Chairperson | 5.10 | 2.01 | Yes (X) | Yes (X) | $68,500 | $0 | $0 | |||
| Don Jacobs | ||||||||||
| Vice Chairperson | 5.10 | 2.01 | Yes (X) | Yes (X) | $44,000 | $0 | $0 | |||
| Neil Gulsvig | ||||||||||
| Treasurer | 5.10 | 2.01 | Yes (X) | Yes (X) | $38,500 | $0 | $0 | |||
| Andy North | ||||||||||
| Secretary | 9.10 | 2.01 | Yes (X) | Yes (X) | $310,804 | $0 | $0 | |||
| Mark Paulson MD | ||||||||||
| Past Chair/Physician Regional Chair | 57.99 | 2.01 | Yes (X) | Yes (X) | $294,486 | $0 | $39,555 | |||
| Barb Everist | ||||||||||
| Trustee | 5.10 | 2.01 | Yes (X) | $36,500 | $0 | $0 | ||||
| David Beito | ||||||||||
| Trustee | 5.10 | 2.01 | Yes (X) | $41,500 | $0 | $0 | ||||
| James Cain | ||||||||||
| Trustee | 5.10 | 2.01 | Yes (X) | $35,500 | $0 | $0 | ||||
| Maria Bell MD | ||||||||||
| Trustee/Research Administrator | 57.99 | 2.01 | Yes (X) | $1,013,142 | $0 | $42,910 | ||||
| Patrick Durick | ||||||||||
| Trustee | 5.10 | 2.01 | Yes (X) | $36,000 | $0 | $0 | ||||
| Mark Lundeen MD | ||||||||||
| Trustee/Orthopedics Service Chair | 57.99 | 2.01 | Yes (X) | $692,452 | $0 | $36,756 | ||||
| Mark Lundeen MD | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 57.99 | 2.01 | Yes (X) | $1,000,000 | $0 | $0 | ||||
| Kelby K Krabbenhoft | ||||||||||
| President & CEO (Thru 11/20) | 49.64 | 10.36 | Yes (X) | Yes (X) | $0 | $5,077,342 | $68,524 | |||
| Kelby K Krabbenhoft | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 49.64 | 10.36 | Yes (X) | Yes (X) | $0 | $44,353,819 | $0 | |||
| Bill Gassen III | ||||||||||
| CAO/President & CEO (Start 11/20) | 49.64 | 10.36 | Yes (X) | Yes (X) | $0 | $1,517,151 | $103,667 | |||
| Bill Gassen III | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 49.64 | 10.36 | Yes (X) | Yes (X) | $0 | $1,100,000 | $0 | |||
| JoAnn L Kunkel | ||||||||||
| Chief Financial Officer (Thru 9/20) | 49.64 | 10.36 | Yes (X) | $0 | $1,312,771 | $34,314 | ||||
| JoAnn L Kunkel | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 49.64 | 10.36 | Yes (X) | $0 | $6,847,438 | $0 | ||||
| Bill Marlette | ||||||||||
| CFO (Start 10/20) & Treasurer | 48.83 | 11.17 | Yes (X) | $0 | $1,749,053 | $31,556 | ||||
| Bill Marlette | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 48.83 | 11.17 | Yes (X) | $0 | $5,903,232 | $0 | ||||
| Jennifer Grennan | ||||||||||
| Chief Legal Officer | 55.00 | 5.00 | $0 | $1,003,640 | $108,065 | Yes (X) | ||||
| Allison Wierda-Suttle MD | ||||||||||
| Sr VP, CMO (Thru 12/20) | 60.00 | 0.00 | $0 | $1,182,234 | $37,661 | Yes (X) | ||||
| Allison Wierda-Suttle MD | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 60.00 | 0.00 | $0 | $2,350,610 | $0 | Yes (X) | ||||
| Micah Aberson | ||||||||||
| Executive VP, Sanford | 25.00 | 35.00 | $0 | $1,463,400 | $125,764 | Yes (X) | ||||
| Micah Aberson | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 25.00 | 35.00 | $0 | $1,100,000 | $0 | Yes (X) | ||||
| Bryan Nermoe | ||||||||||
| President, Fargo | 55.00 | 5.00 | $0 | $944,836 | $121,890 | Yes (X) | ||||
| Michael LeBeau MD | ||||||||||
| President, Bismarck | 60.00 | 0.00 | $0 | $1,165,587 | $121,552 | Yes (X) | ||||
| Michelle Micka | ||||||||||
| Sr VP Finance, Health Service | 55.00 | 5.00 | $0 | $716,436 | $91,111 | Yes (X) | ||||
| Nicholas Olson | ||||||||||
| VP Finance | 55.00 | 5.00 | $0 | $466,566 | $9,000 | Yes (X) | ||||
| Paul Hanson | ||||||||||
| President, Sioux Falls | 60.00 | 0.00 | $0 | $1,143,312 | $116,625 | Yes (X) | ||||
| Matt Hocks | ||||||||||
| Chief Operating Officer | 53.85 | 6.15 | $0 | $1,552,309 | $134,661 | Yes (X) | ||||
| Susan Jarvis | ||||||||||
| President, Bemidji | 60.00 | 0.00 | $0 | $711,416 | $90,645 | Yes (X) | ||||
| Daniel Blue | ||||||||||
| President, World Clinics (Thru 6/20) | 60.00 | 0.00 | $0 | $696,704 | $31,848 | Yes (X) | ||||
| Daniel Blue | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 60.00 | 0.00 | $0 | $5,294,695 | $0 | Yes (X) | ||||
| Eric Belanger MD | ||||||||||
| Physician | 60.00 | 0.00 | $3,488,345 | $0 | $41,430 | Yes (X) | ||||
| Adam Stys MD | ||||||||||
| Physician | 60.00 | 0.00 | $2,974,550 | $0 | $40,906 | Yes (X) | ||||
| Tomasz Stys MD | ||||||||||
| Physician | 60.00 | 0.00 | $2,787,050 | $0 | $38,100 | Yes (X) | ||||
| William Brunner MD | ||||||||||
| Physician | 60.00 | 0.00 | $2,658,512 | $0 | $41,430 | Yes (X) | ||||
| Michelle Bruhn | ||||||||||
| Former Sr VP Finance, Health Svc | 55.00 | 5.00 | $0 | $964,337 | $112,265 | Yes (X) | ||||
| Daniel Olson | ||||||||||
| Former President, Bemidji | 60.00 | 0.00 | $0 | $365,711 | $37,898 | Yes (X) | ||||
| Kim Patrick | ||||||||||
| Former CLO (Thru 12/20) | 55.00 | 5.00 | $0 | $1,018,313 | $39,341 | Yes (X) | ||||
| Kim Patrick | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 55.00 | 5.00 | $0 | $2,853,845 | $0 | Yes (X) | ||||
| Randy Bury | ||||||||||
| Former Chief Administrative Officer | 0.00 | 60.00 | $0 | $1,334,981 | $137,350 | Yes (X) | ||||
| Randy Bury | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 0.00 | 60.00 | $0 | $359,927 | $0 | Yes (X) | ||||
| Nate White | ||||||||||
| Former COO (Thru 4/20) | 60.00 | 0.00 | $0 | $733,362 | $14,565 | Yes (X) | ||||
| Nate White | ||||||||||
| See Sch J, Part III, Lines 4a-4b | 60.00 | 0.00 | $0 | $3,281,646 | $0 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $15,519,841 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $98,564,673 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $1,849,389 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 2249 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Owens & Minor Inc | |||||
| 12199 Collection Center | Chicago | IL | 60693 | Medical Services | $91,045,936 |
| Focusone Solutions LLC | |||||
| 13609 California Street | Omaha | NE | 68154 | Staffing Services | $65,818,825 |
| Medtronic USA | |||||
| 710 Medtronic Parkway | Minneapolis | MN | 55432 | Medical Services | $41,822,212 |
| GE Healthcare | |||||
| 1053 W Grand Ave | Chicago | IL | 60642 | Medical Services | $27,309,549 |
| Henry Carlson Construction | |||||
| 1205 Russell Street | Sioux Falls | SD | 57104 | Construction | $17,842,345 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 1734 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $51,413,992 | RelatedOrganizationsAmt |
| Government Grants | $207,896,220 | GovernmentGrantsAmt |
| All Other Contributions | $6,798,563 | AllOtherContributionsAmt |
| Total Contributions | $266,108,775 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt | ExclusionExclusionAmt |
|---|---|---|---|---|---|
| Patient Services | 621110 | $2,055,074,638 | $2,055,074,638 | ||
| Medicare/Medicaid | 621400 | $1,729,123,849 | $1,729,123,849 | ||
| 340B Revenue | 621300 | $413,719,835 | $413,719,835 | ||
| Retail Sales | 446199 | $105,041,843 | $99,433,230 | $5,608,613 | |
| Support Services | 561439 | $60,332,580 | $59,819,113 | $513,467 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $138,010,575 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $124,985,680 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $5,311,118 | UnrelatedBusinessRevenueAmt |
| Exclusion | $7,713,777 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $4,501,303,320 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $15,765,119 | TotalRevenueColumnAmt |
| Exclusion | $15,765,119 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $43,609 | TotalRevenueColumnAmt |
| Exclusion | $43,609 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $4,421,473 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,397,599 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,023,874 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,023,874 | TotalRevenueColumnAmt |
| Exclusion | $2,023,874 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $364,234 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $1,503,848 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | -$1,139,614 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$1,139,614 | TotalRevenueColumnAmt |
| Exclusion | -$1,139,614 | ExclusionAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,784,105,083 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $4,399,255,351 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $93,820,725 | UnrelatedBusinessRevenueAmt |
| Exclusion | $24,920,232 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $49,378,256 | TotalAmt |
| Program Services | $49,378,256 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,633 | TotalAmt |
| Program Services | $19,633 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $231,505 | TotalAmt |
| Program Services | $231,505 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $85,486,852 | TotalAmt |
| Program Services | $78,784,068 | ProgramServicesAmt |
| Management And General | $6,702,784 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,253,541 | TotalAmt |
| Management And General | $11,253,541 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,066,245,801 | TotalAmt |
| Program Services | $1,914,608,443 | ProgramServicesAmt |
| Management And General | $151,637,358 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $89,710,407 | TotalAmt |
| Program Services | $82,321,479 | ProgramServicesAmt |
| Management And General | $7,388,928 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $212,305,966 | TotalAmt |
| Program Services | $188,398,654 | ProgramServicesAmt |
| Management And General | $23,907,312 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $139,734,264 | TotalAmt |
| Program Services | $128,134,563 | ProgramServicesAmt |
| Management And General | $11,599,701 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,389,984 | TotalAmt |
| Program Services | $507,373 | ProgramServicesAmt |
| Management And General | $1,882,611 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,345,212 | TotalAmt |
| Program Services | $76,757 | ProgramServicesAmt |
| Management And General | $1,268,455 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $555,796 | TotalAmt |
| Management And General | $555,796 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $93,782 | TotalAmt |
| Program Services | $93,782 | ProgramServicesAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $226,025,550 | TotalAmt |
| Program Services | $194,878,623 | ProgramServicesAmt |
| Management And General | $31,146,927 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,463,880 | TotalAmt |
| Program Services | $9,352,583 | ProgramServicesAmt |
| Management And General | $13,111,297 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $50,892,397 | TotalAmt |
| Program Services | $33,420,366 | ProgramServicesAmt |
| Management And General | $17,472,031 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $89,723,534 | TotalAmt |
| Program Services | $34,121,592 | ProgramServicesAmt |
| Management And General | $55,601,942 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $91,850,830 | TotalAmt |
| Program Services | $82,971,608 | ProgramServicesAmt |
| Management And General | $8,879,222 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,473,220 | TotalAmt |
| Program Services | $13,482,356 | ProgramServicesAmt |
| Management And General | $990,864 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,172,250 | TotalAmt |
| Program Services | $2,639,487 | ProgramServicesAmt |
| Management And General | $1,532,763 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $32,759,831 | TotalAmt |
| Program Services | $31,855,823 | ProgramServicesAmt |
| Management And General | $904,008 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $164,278,434 | TotalAmt |
| Program Services | $141,573,896 | ProgramServicesAmt |
| Management And General | $22,704,538 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $17,999,044 | TotalAmt |
| Program Services | $17,932,920 | ProgramServicesAmt |
| Management And General | $66,124 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $1,043,732,190 | $1,044,138,897 | -$406,707 |
| Other Taxes | $11,979,306 | $11,035,149 | $944,157 |
| Cert/Licenses/Subscript | $10,238,808 | $8,635,425 | $1,603,383 |
| Gain/Loss on Extinguish | $5,162,802 | $5,162,802 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | -$50,001,089 | TotalAmt |
| Program Services | $305,724,049 | ProgramServicesAmt |
| Management And General | -$355,725,138 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,394,501,986 | TotalAmt |
| Program Services | $4,379,480,089 | ProgramServicesAmt |
| Management And General | $15,021,897 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Joint Costs | Yes (X) | JointCostsInd |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $21,434,357 | BOYAmt |
| EOY | $219,648,573 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $81,092,458 | BOYAmt |
| EOY | $151,509,732 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $582,590,074 | BOYAmt |
| EOY | $586,674,421 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $105,504 | BOYAmt |
| EOY | $130,819 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $52,089,499 | BOYAmt |
| EOY | $53,222,667 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $90,430,284 | BOYAmt |
| EOY | $120,774,742 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $49,922,293 | BOYAmt |
| EOY | $56,561,572 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $3,559,400,353 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $1,852,273,120 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,682,943,205 | BOYAmt |
| EOY | $1,707,127,233 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,778,446 | BOYAmt |
| EOY | $1,809,675 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $42,214,085 | BOYAmt |
| EOY | $36,615,860 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $51,961,717 | BOYAmt |
| EOY | $49,809,306 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $318,832,413 | BOYAmt |
| EOY | $341,306,115 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,975,394,335 | BOYAmt |
| EOY | $3,325,190,715 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $308,796,732 | BOYAmt |
| EOY | $385,250,057 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $9 | BOYAmt |
| EOY | $36,213 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,313,175 | BOYAmt |
| EOY | $17,288,177 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $770,491,636 | BOYAmt |
| EOY | $660,831,231 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $226,251 | BOYAmt |
| EOY | $231,916 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $30,892,029 | BOYAmt |
| EOY | $25,080,749 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $295,467,393 | BOYAmt |
| EOY | $297,971,594 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,409,187,225 | BOYAmt |
| EOY | $1,386,689,937 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows FASB117 | Yes (X) | OrganizationFollowsFASB117Ind |
No Donor Restriction Net Assets NoDonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,565,644,729 | BOYAmt |
| EOY | $1,936,923,319 | EOYAmt |
Donor Restriction Net Assets DonorRestrictionNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $562,381 | BOYAmt |
| EOY | $1,577,459 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,566,207,110 | BOYAmt |
| EOY | $1,938,500,778 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,975,394,335 | BOYAmt |
| EOY | $3,325,190,715 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $389,603,097 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$873,812 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$16,435,617 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Form990 Schedule A Part VI Form990ScheduleAPartVIGrp (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| List of orgaizations and public charity status: | Sanford Health 509(a)(3) Sanford Medical Center 170(b)(1)(A)(iii) Sanford Clinic 170(b)(1)(A)(iii) Sanford Research 170(b)(1)(A)(iii) Sanford Research North 170(b)(1)(A)(iii) Sanford Home Health 509(a)(2) Sanford Health Network 170(b)(1)(A)(iii) Sanford World Clinics 170(b)(1)(A)(iii) Sanford North 509(a)(3) Sanford Medical Center Fargo 170(b)(1)(A)(iii) Sanford Clinic North 509(a)(2) Sanford Health Network North 509(a)(3) Sanford Health of Northern Minnesota 170(b)(1)(A)(iii) Baker Park, Inc. 509(a)(2) Sanford West 509(a)(3) Sanford Bismarck 170(b)(1)(A)(iii) Sanford Living Centers 509(a)(2) |
| Schedule A, Part I | Part I, Line 12b - Sanford Health, Sanford North, Sanford West, and Sanford Health Network North are Type II supporting organizations. Detail for Schedule A, Part I Line 12, Column: (i) Sanford Medical Center; (ii) 46-0227855; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $40,481,835 Line 12, Column: (i) Sanford Clinic; (ii) 46-0447693; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $3,180,029 Line 12, Column: (i) Sanford Research; (ii) 46-0450378; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $640,199 Line 12, Column: (i) Sanford Research North; (ii) 45-0274828; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $90,646 Line 12, Column: (i) Sanford Home Health; (ii) 46-0282134; (iii) 509(a)(2); (iv) Yes; (v) $357,035 Line 12, Column: (i) Sanford Health Network; (ii) 46-0388596; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $10,144,144 Line 12, Column: (i) Sanford Clinic North; (ii) 91-1770748; (iii) 509(a)(2); (iv) Yes; (v) $5,540,944 Line 12, Column: (i) Sanford Medical Center Fargo; (ii) 45-0226909; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $48,073,981 Line 12, Column: (i) Sanford World Clinics; (ii) 26-2707628; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $338,196 Line 12, Column: (i) Sanford Health of Northern Minnesota; (ii) 41-1266009; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $10,743,064 Line 12, Column: (i) Baker Park, Inc.; (ii) 41-1372480; (iii) 509(a)(2); (iv) Yes; (v) $19,799 Line 12, Column: (i) Sanford Health Foundation North; (ii) 45-0398104; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) $408,924 Line 12, Column: (i) Sanford Bismarck; (ii) 45-0226700; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $21,387,952 Line 12, Column: (i) Sanford Living Centers; (ii) 45-0416454; (iii) 509(a)(2); (iv) Yes; (v) $9,256 Line 12, Column: (i) Sanford Health Foundation West; (ii) 45-0397196; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) $110,258 |
| Schedule A, Part III | Line 1 - column: (a) 159,929; (b) 279,310; (c) 133,275; (d) 429,804; (e) 9,415,179; (f) 10,417,497 Line 2 - column: (a) 205,167,015; (b) 159,680,023; (c) 81,522,328; (d) 172,911,271; (e) 177,631,632; (f) 796,940,528 Line 6 - column: (a) 205,326,944; (b) 159,959,333; (c) 81,655,603; (d) 173,369,334; (e) 187,046,811; (f) 807,358,025 Line 8 - column: (f) 807,358,025 Line 9 - column: (a) 205,326,944; (b) 159,959,333; (c) 81,655,603; (d) 173,369,334; (e) 187,046,811; (f) 807,358,025 Line 10a - column: (a) 713,259; (b) 1,664,637; (c) 1,127,888; (d) 1,216,540; (e) 1,544,624; (f) 6,266,948 Line 10c - column: (a) 713,259; (b) 1,664,637; (c) 1,127,888; (d) 1,216,540; (e) 1,544,624; (f) 6,266,948 Line 11 - column: (a) 410,742; (b) 783,554; (c) 718,178; (d) 1,230,289; (e) 673,203; (f) 3,815,966 Line 13 - column: (a) 206,450,945; (b) 162,407,524; (c) 83,501,669; (d) 175,816,163; (e) 189,264,638 ; (f) 817,440,939 Line 15: 99.00% Line 16: 99.02% Line 17: 0.77% Line 18: 0.63% Line 19a: X Line 19b: X Part IV, Section A Line 1: Yes Line 2: No Line 3a: No Line 4a: No Line 5a: Yes Line 5b: No Line 5c: No Line 6: No Line 7: No Line 8: No Line 9a: No Line 9b: No Line 9c: No Line 10a: No Line 11a: No Line 11b: No Line 11c: No Part IV, Section C Line 1: Yes |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | Yes (1) | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | Yes (1) | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | Yes (1) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $215,001 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $698,126 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $913,127 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | The filing organization has memberships in the Alliance for 340B, South Dakota Association of Healthcare Organizations, North Dakota Hospital Association, Minnesota Hospital Association, Iowa Hospital Association, American Hospital Association, North Dakota Long Term Care Association, North Dakota Medical Group Management Association,Iowa Alliance in Home Care and Health Policy Consortium. A percentage of membership dues paid to these organizations relate to lobbying expenses. In addition, the organization employs certain individuals, and contracts with various lobbyists, to monitor legislative acts important to all Sanford entities on both state and national levels. Occasionally, Sanford employees send mailings to legislators on issues that may affect healthcare. | ExplanationTxt |
Schedule D IRS990ScheduleD
| Field | Value | IRS element (for citing) |
|---|---|---|
| Agent Trustee Etc | 0 | AgentTrusteeEtcInd |
| Incl Escrow Custodial Acct Liab | Yes (1) | InclEscrowCustodialAcctLiabInd |
| Explanation Provided | Yes (X) | ExplanationProvidedInd |
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $89,216,166 | BeginningYearBalanceAmt |
| Contributions | $3,360,625 | ContributionsAmt |
| Grants Or Scholarships | $574,611 | GrantsOrScholarshipsAmt |
| Administrative Expenses | $67 | AdministrativeExpensesAmt |
| End Year Balance | $92,002,112 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $84,843,272 | BeginningYearBalanceAmt |
| Contributions | $4,372,894 | ContributionsAmt |
| End Year Balance | $89,216,166 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $63,648,688 | BeginningYearBalanceAmt |
| Contributions | $21,194,584 | ContributionsAmt |
| End Year Balance | $84,843,272 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $60,166,967 | BeginningYearBalanceAmt |
| Contributions | $4,233,247 | ContributionsAmt |
| Grants Or Scholarships | $751,526 | GrantsOrScholarshipsAmt |
| End Year Balance | $63,648,688 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $62,584,497 | BeginningYearBalanceAmt |
| Contributions | -$2,436,209 | ContributionsAmt |
| Investment Earnings Or Losses | $18,679 | InvestmentEarningsOrLossesAmt |
| End Year Balance | $60,166,967 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Board Designated Balance EOY | 0.00000 | BoardDesignatedBalanceEOYPct |
| Prmnnt Endowment Balance EOY | 1.00000 | PrmnntEndowmentBalanceEOYPct |
| Term Endowment Balance EOY | 0.00000 | TermEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | 0 | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (1) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (1) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $120,278,346 | OtherCostOrOtherBasisAmt |
| Book Value | $120,278,346 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,629,683,858 | OtherCostOrOtherBasisAmt |
| Depreciation | $705,426,959 | DepreciationAmt |
| Book Value | $924,256,899 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $78,964,294 | OtherCostOrOtherBasisAmt |
| Depreciation | $49,691,812 | DepreciationAmt |
| Book Value | $29,272,482 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,685,746,177 | OtherCostOrOtherBasisAmt |
| Depreciation | $1,068,990,392 | DepreciationAmt |
| Book Value | $616,755,785 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $44,727,678 | OtherCostOrOtherBasisAmt |
| Depreciation | $28,163,957 | DepreciationAmt |
| Book Value | $16,563,721 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $1,707,127,233 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (6 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Non-operating property | $86,596,766 |
| Deferred compensation assets held for investment | $171,037,326 |
| Other assets | $20,837,888 |
| Enhanced Benefits | $2,430,121 |
| Interest Receivable | $34,059 |
| Right of Use Asset | $60,369,955 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $341,306,115 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (5 entries)
| DescDesc | AmtAmt |
|---|---|
| Deferred compensation liability | $171,417,661 |
| Defined benefit pension liability | $66,543,074 |
| Other non-current liabilities | $13,668,992 |
| Lease Settlement Payable | $735,191 |
| Operating Lease Payable - LT | $45,606,676 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $297,971,594 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part IV, Line 2b: | Long term care facilities hold security deposits for tenants. |
| Part V, Line 4: | Sanford Health Foundation, Sanford Health Foundation North, Sanford Health Foundation Hillsboro, Sanford Health Foundation of Northern Minnesota, Sandford Health Foundation of Thief River Falls and Sanford Health Foundation West hold endowment funds on behalf of the filing organization to be used for assistance in its activities and for providing health care, medical, or educational services. |
| Part X, Line 2: | Certain controlled organizations are subject to income taxes. Deferred income tax assets and liabilities are recognized for the differences between the financial and income tax reporting basis of assets and liabilities based on enacted tax rates and laws. A tax benefit from an uncertain tax position may be recognized when it is more likely than not that the position will be sustained upon examination. The deferred income tax provision or benefit generally reflects the net change in deferred income tax assets and liabilities during the year. The current income tax provision reflects the tax consequences of revenues and expenses currently taxable or deductible on various income tax returns for the year reported. Sanford Group did not have a material income tax liability at December 31, 2020; some related organizations have established reserves. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (12 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Specific Services ProvidedSpecificServicesProvidedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|---|---|---|
| East Asia and the Pacific | 0 | 0 | Program Services | Clinic operations (China), Investigation of potential additional clinic sites (New Zealand, Australia, Vietnam, Japan) | $76,000 |
| Sub-Saharan Africa | 0 | 0 | Program Services | Clinic operations (Ghana) | $3,107,000 |
| Central America and the Caribbean | 0 | 1 | Program Services | Investigation and support of new clinic site (Costa Rica) | $98,000 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Program Services | Clinic operations (Germany), Investigation of potential clinic sites (Ireland, Norway) | $188,000 |
| Middle East and North Africa | 0 | 0 | Program Services | Travel, purchased goods and services | $2,000 |
| North America - Canada and Mexico | 0 | 0 | Program Services | Investigation of potential clinic site (Mexico), purchased goods and services | $9,000 |
| East Asia and the Pacific | 0 | 0 | Investments | China investments, beginning in 2014 | $800,000 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Investments | Germany investments beginning in 2015 | $11,931,000 |
| Sub-Saharan Africa | 0 | 0 | Investments | Ghana investments, beginning in 2012 | $4,222,000 |
| East Asia and the Pacific | 0 | 0 | Investments | New Zealand investments, beginning in 2019 | $800,000 |
| Middle East and North Africa | 0 | 0 | Investments | Israel investments, beginning in 2018 | $1,300,000 |
| North America - Canada and Mexico | 0 | 0 | Investments | Mexico investments, beginning in 2019 | $250,000 |
| 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 | $16,211,000 | SubtotalSpentAmt |
| Continuation Spent | $6,572,000 | ContinuationSpentAmt |
| Total Spent | $22,783,000 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Region | East Asia and the Pacific | RegionTxt |
| Purpose Of Grant | General Support | PurposeOfGrantTxt |
| Cash Grant | $231,505 | CashGrantAmt |
| Manner Of Cash Disbursement | Bank Transfer | MannerOfCashDisbursementTxt |
| Valuation Method Used | Cost | ValuationMethodUsedDesc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1 | Total501c3OrgCnt |
| Total Other Org | 0 | TotalOtherOrgCnt |
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (1) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 2: | Prior to disbursement all grant fund requests are reviewed to ensure the receiving organization and proposed use of funds align with Sanford's mission. Grants are disbursed by the organization only after the expenditure has been made and properly authorized by the organization along with related documentation to ensure the funds are not diverted for non-charitable use. |
| Part III Accounting Method: |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 225.000000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 375.000000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | 0 | ExpensesExceedBudgetInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $92,732,689 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $92,732,689 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02110 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $592,684,292 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $393,314,659 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $199,369,633 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04540 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $685,416,981 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $393,314,659 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $292,102,322 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06650 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $12,078,191 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $554,595 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $11,523,596 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00260 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $18,783,445 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $3,498,697 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $15,284,748 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00350 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $561,824,417 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $455,396,954 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $106,427,463 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02420 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $55,810,083 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $47,146,716 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $8,663,367 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00200 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $40,288,252 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $40,288,252 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00920 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $688,784,388 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $506,596,962 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $182,187,426 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04150 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,374,201,369 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $899,911,621 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $474,289,748 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.10800 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $100,000 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $100,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,536 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,536 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $430,459 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $2,970 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $427,489 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $34,000 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $34,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,167 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,167 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $4,227 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $4,227 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $83,285 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $83,285 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $39,335 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $39,335 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $694,009 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $2,970 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $691,039 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $55,080,234 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $869,170,146 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $957,173,174 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$88,003,028 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
Management Co And Jnt Ventures ManagementCoAndJntVenturesGrp
Entity Name EntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 1 Everist Health | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Primary Activities | Prevention of heart and cardiovascular disease through unique medical tech | PrimaryActivitiesTxt |
| Org Profit Or Ownership | 0.22840 | OrgProfitOrOwnershipPct |
| Ofcr Etc Profit Or Ownership | 0.15340 | OfcrEtcProfitOrOwnershipPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital Facilities | 24 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (24 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Business Name Line1SubordinateHospitalName/BusinessNameLine1Txt | Subordinate Hospital EINSubordinateHospitalEIN | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Facility Reporting GroupFacilityReportingGroupCd | Critical Access HospitalCriticalAccessHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford USD Medical Center | ||||||||||||||||
| 1 | 1305 W 18th Street | Sioux Falls | SD | 57117 | www.sanfordhealth.org | SD 10564 | Sanford Medical Center | 460227855 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||
| Sanford Medical Center Fargo | ||||||||||||||||
| 2 | 5225 23rd Avenue S | Fargo | ND | 58104 | www.sanfordhealth.org | ND 5070 | Sanford Medical Center Fargo | 450226909 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||
| Sanford Broadway Medical Center Fargo | ||||||||||||||||
| 3 | 801 Broadway North | Fargo | ND | 58122 | www.sanfordhealth.org | ND 5018A | Sanford Medical Center Fargo | 450226909 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | ||
| Sanford Medical Center South University | ||||||||||||||||
| 4 | 1720 South University | Fargo | ND | 58103 | www.sanfordhealth.org | ND 5068A | Sanford Medical Center Fargo | 450226909 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Sanford Bismarck Medical Center | ||||||||||||||||
| 5 | 300 N 7th Street | Bismarck | ND | 58501 | www.sanfordhealth.org | ND 5003A | Sanford Bismarck | 450226700 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Sanford Bemidji Medical Center | ||||||||||||||||
| 6 | 1300 Anne Street NW | Bemidji | MN | 56601 | www.sanfordhealth.org | MN 371073 | Sanford Health of Northern Minnesota | 411266009 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Sanford Medical Center Thief River Falls | ||||||||||||||||
| 7 | 3001 Sanford Parkway | Thief River Falls | MN | 56701 | www.sanfordhealth.org | MN 371500 | Sanford Health Network North | 450409348 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Inpatient Mental Health | ||
| Sanford Aberdeen Medical Center | ||||||||||||||||
| 8 | 2905 3rd Avenue SE | Aberdeen | SD | 57401 | www.sanfordhealth.org | SD 65089 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Sanford Worthington Medical Center | ||||||||||||||||
| 9 | 1018 6th Avenue | Worthington | MN | 56187 | www.sanfordhealth.org | MN 371449 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | ||||
| Sanford Sheldon Medical Center | ||||||||||||||||
| 10 | 118 N 7th Avenue | Sheldon | IA | 51201 | www.sanfordhealth.org | IA 161381 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | ||
| Sanford Vermillion Medical Center | ||||||||||||||||
| 11 | 20 S Plum Street | Vermillion | SD | 57069 | www.sanfordhealth.org | SD 53082 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | ||
| Sanford Chamberlain Medical Center | ||||||||||||||||
| 12 | 300 S Byron Blvd | Chamberlain | SD | 57325 | www.sanfordhealth.org | SD 50302 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | ||
| Sanford Luverne Medical Center | ||||||||||||||||
| 13 | 1600 N Kniss Avenue | Luverne | MN | 56156 | www.sanfordhealth.org | MN 371352 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Canby Medical Center | ||||||||||||||||
| 14 | 112 St Olaf Avenue S | Canby | MN | 56220 | www.sanfordhealth.org | MN 371019 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | ||
| Sanford Jackson Medical Center | ||||||||||||||||
| 15 | 1430 N Highway | Jackson | MN | 56143 | www.sanfordhealth.org | MN 371002 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Tracy Medical Center | ||||||||||||||||
| 16 | 251 5th Street E | Tracy | MN | 56175 | www.sanfordhealth.org | MN 371440 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Hillsboro Medical Center | ||||||||||||||||
| 17 | 12 3rd Street SE | Hillsboro | ND | 58045 | www.sanfordhealth.org | ND 5026A | Sanford Health Network North | 450409348 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Medical Center Mayville | ||||||||||||||||
| 18 | 42 6th Avenue SE | Mayville | ND | 58257 | www.sanfordhealth.org | ND 5034A | Sanford Health Network North | 450409348 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Webster Medical Center | ||||||||||||||||
| 19 | 1401 W 1st Street | Webster | SD | 57274 | www.sanfordhealth.org | SD 10573 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Medical Center Wheaton | ||||||||||||||||
| 20 | 401 12th Street N | Wheaton | MN | 56296 | www.sanfordhealth.org | MN 371390 | Sanford Health Network North | 450409348 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Bagley Medical Center | ||||||||||||||||
| 21 | 203 4th Street NW | Bagley | MN | 56621 | www.sanfordhealth.org | MN 371484 | Sanford Health of Northern Minnesota | 411266009 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Canton-Inwood Medical Center | ||||||||||||||||
| 22 | 440 N Hiawatha Drive | Canton | SD | 57013 | www.sanfordhealth.org | SD 51569 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Clear Lake Medical Center | ||||||||||||||||
| 23 | 701 3rd Avenue S | Clear Lake | SD | 57226 | www.sanfordhealth.org | SD 10533 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Westbrook Medical Center | ||||||||||||||||
| 24 | 920 Bell Avenue | Westbrook | MN | 56183 | www.sanfordhealth.org | MN 371439 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Facility Reporting Group - A | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Licensed CY Or PY | 0 | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | 0 | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (1) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Other Health Issues | Yes (X) | OtherHealthIssuesInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| Prior CHNA Impact | Yes (X) | PriorCHNAImpactInd |
| CHNA Conducted | 18 | CHNAConductedYr |
| Take Into Account Others Input | Yes (1) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | Yes (1) | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | 0 | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (1) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | www.sanfordhealth.org/about/community-health-needs-assessment | OwnWebsiteURLTxt |
| Paper Copy Public Inspection | Yes (X) | PaperCopyPublicInspectionInd |
| Rpt Available Thru Other Method | Yes (X) | RptAvailableThruOtherMethodInd |
| Implementation Strategy Adopt | Yes (1) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 18 | ImplementationStrategyAdptYr |
| Strategy Posted Website | Yes (1) | StrategyPostedWebsiteInd |
| Strategy Website URL | www.sanfordhealth.org/about/community-health-needs-assessment | StrategyWebsiteURLTxt |
| Organization Incur Excise Tax | 0 | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (1) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 225.000000000000 | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 375.000000000000 | FPGFamilyIncmLmtDscntCarePct |
| Asset Level Criteria | Yes (X) | AssetLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Residency Criteria | Yes (X) | ResidencyCriteriaInd |
| Other Criteria | Yes (X) | OtherCriteriaInd |
| Explained Basis | Yes (1) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (1) | AppFinancialAsstExplnInd |
| Described Info | Yes (X) | DescribedInfoInd |
| Described Suprt Doc | Yes (X) | DescribedSuprtDocInd |
| Provided Hospital Contact | Yes (X) | ProvidedHospitalContactInd |
| Provided Nonprofit Contact | Yes (X) | ProvidedNonprofitContactInd |
| Includes Publicity Measures | Yes (1) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | see narrative for full url | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | see narrative for full url | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | see narrative for full url | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| Notified FAP Copy Bill Display | Yes (X) | NotifiedFAPCopyBillDisplayInd |
| Communtity Notified FAP | Yes (X) | CommuntityNotifiedFAPInd |
| FAP Translated | Yes (X) | FAPTranslatedInd |
| Other Publicity | Yes (X) | OtherPublicityInd |
| FAP Actions On Nonpayment | Yes (1) | FAPActionsOnNonpaymentInd |
| Permit No Actions | Yes (X) | PermitNoActionsInd |
| Collection Activities | 0 | CollectionActivitiesInd |
| Provided Written Notice | Yes (X) | ProvidedWrittenNoticeInd |
| Made Effort Orally Notify | Yes (X) | MadeEffortOrallyNotifyInd |
| Processed FAP Application | Yes (X) | ProcessedFAPApplicationInd |
| Made Presumptive Elig Determ | Yes (X) | MadePresumptiveEligDetermInd |
| Nondis Emergency Care Policy | Yes (1) | NondisEmergencyCarePolicyInd |
| Look Back Medicare Private | Yes (X) | LookBackMedicarePrivateInd |
| Amounts Generally Billed | 0 | AmountsGenerallyBilledInd |
| Gross Charges | 0 | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (146 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: Sanford USD Medical Center, - Facility 3: Sanford Broadway Medical Center Fargo, - Facility 4: Sanford Medical Center South University, - Facility 5: Sanford Bismarck Medical Center, - Facility 6: Sanford Bemidji Medical Center, - Facility 7: Sanford Medical Center Thief River Falls, - Facility 8: Sanford Aberdeen Medical Center, - Facility 9: Sanford Worthington Medical Center, - Facility 10: Sanford Sheldon Medical Center, - Facility 11: Sanford Vermillion Medical Center, - Facility 12: Sanford Chamberlain Medical Center, - Facility 13: Sanford Luverne Medical Center, - Facility 14: Sanford Canby Medical Center, - Facility 15: Sanford Jackson Medical Center, - Facility 16: Sanford Tracy Medical Center, - Facility 17: Sanford Hillsboro Medical Center, - Facility 18: Sanford Medical Center Mayville, - Facility 19: Sanford Webster Medical Center, - Facility 20: Sanford Medical Center Wheaton, - Facility 21: Sanford Bagley Medical Center, - Facility 22: Sanford Canton-Inwood Medical Center, - Facility 23: Sanford Clear Lake Medical Center, - Facility 24: Sanford Westbrook Medical Center, - Facility 2: Sanford Medical Center Fargo |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 6a: | Sanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Economic Well-Being - Skilled Labor ForceAccording to the Council on Social Work Education, public policies that promote financial literacy, accessible financial products/economic resources, and opportunities to generate income and build assets help economic wellbeing. Sanford has developed a plan to provide various labor opportunities in the community. Priority 2: Mental/Behavioral Health and Substance AbuseMental health is crucial and affects all aspects of life. Depression is one of the most common mental disorders in the U.S. and is caused by many factors. It is also among the most treatable of mental disorders. (National Institute of Mental Health)Sanford has developed strategies to combat negative outcomes of mental/behavioral health issues, and substance abuse. Addressing of Significant Needs during Current YearEconomic Well-Being:In 2020, Sanford USD Medical Center (SUSDMC) continued a comprehensive approach to improve the economic well-being of our community. This included partnerships with higher education organizations for internships, LPN sponsorships, scholarships, residencies, and fellowships, along with supporting our workforce during the COVID pandemic. Educational OpportunitiesIn 2020, we sponsored 55 LPNs and 60 MAs (six through our traditional sponsorship and 54 through MedCerts). Our Certified Medical Assistance Program includes coverage of tuition with a 2-year work commitment. The Sanford Sons and Daughters program includes 273 people in physician education; who are in medical school, a residency, or a fellowship and they receive support including scholarships. The Heart of Tomorrow program provided scholarships of $1,000 to 100 high school or college aged children of Sanford employees. Sanford supports residencies in pediatrics and general surgery, and fellowships in cardiology and interventional cardiology. We partner with other health care facilities for residencies in internal medicine, pathology, transitional year, and family medicine. All programs continue at full capacity.Sanford began a nurse residency program, a 12-month training program to support the transition from student nurse to professional registered nurse. 409 RNs have graduated from the program with 620 in progress. Sanford also supports a student nurse internship, a 10-week summer program offering hands-on experience and professional guidance.Sanford partnered with local organizations to launch Classrooms to Careers for Sioux Falls high school students, to promote post-secondary education. Students earn dual credit from courses taught at Southeast Technical College. A multitude of resources are available for students to develop post-secondary education support/plans. There are now 37 students in this program, and plans for significant growth.Workforce SupportSanford Health is proud to have maintained and supported our workforce through COVID. We created the Sanford Family Stability Plan which offered a stability payment and covered health insurance premiums for those most affected by the pandemic. The Sanford Family also helped our own by making considerable contributions to the PTO donation bank and Employee Crisis Fund.To meet workforce demands, a streamlined just-in-time training program was developed with customized curriculums enabling employees to cross-train and work outside of their current role confidently and safely. During peak COVID additional nursing staff was hired. Finally, Sanford provided childcare to support our workforce and maintain adequate levels of staffing for healthcare workers and first responders during COVID-19 challenges, in partnership with the Sioux Falls School District and Avera.Behavioral Health and Mental Health Access:Sanford Sioux Falls continues to improve access to mental/behavioral health needs. Integrative Health Therapists are in each primary care clinic. PHQ-9 depression remission performance consistently exceeds the national benchmark. Sanford health effectively utilizes the integrated care model at the SUSDMC. In addition, telehealth utilization has increased.The mental/behavioral health team continues to grow. The Psychiatry and Psychology Clinic currently has 25 total providers, 2 adult psychiatrists, 3 child and adolescent psychiatrists, 6 APPs, 6 Psychologists, and 8 Behavioral Health Therapists.There are 24 Integrated Health Therapists in the region including 7 IHTs in Sioux Falls Primary Care Clinics, 2 IHTs covering specialty clinics, 1 IHT covering Oncology, 11 Network IHTs, and 3 Behavioral Health Therapists covering primary care locations in Sioux Falls. Two new IHT's will be starting April 2021 in Sioux Falls. Sanford has collaborated with the City of Sioux Falls, Minnehaha County, and Avera Health to create The Community Triage Center. It will be a voluntary and involuntary commitment mid-level care alternative for those with substance/alcohol abuse, along with potential mental illness co-morbidities who are non-violent. It is scheduled to open June 2021.In addition to In addition to a robust employee assistance program, the Clinician Well-Being Program has been expanded to support clinicians, residents, and fellows as they face unique challenges and stress. The program resources include, a WorkLife Concierge virtual assistant available 24/7, as well as access to peer coaching, mentoring, and free confidential counseling.COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources. Sanford evaluated more than 100 clinical trials for treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.SUSDMC created an incident command center and prepared a comprehensive surge plan. Modeling enabled leadership to make data-driven decisions in real time, supported by state/city models and the analytics team. Sanford addressed needs for PPE, equipment, beds, staffing, and other critical items. Other responses included reduced entrances at the medical center, employee/patient temperature screening, visitor restriction policy, converting to negative airflow rooms, floor graphics to remind patients and staff to social distance, Plexiglas shields for patient registration and scheduling, and limited elective surgeries to preserve PPE were implemented.Virtual visit volume increased significantly. Sanford also supported the Sioux Falls area with timely testing, infusion centers, a patient registry, and clinical trial opportunities. SUSDMC was a tertiary care destination center during the pandemic, fielding and caring for patients from across the region. Community education has been foundational to our COVID response. Dr. Mike Wilde has provided the community with regular COVID updates including City of Sioux Falls Emergency Operations Center press briefings, conversations with state and local leaders regarding vaccination planning, and community presentations at events such as the Chamber of Commerce and Rotary Club meetings. The SMC leadership team held around 30 pre-recorded employee town halls and a live town hall on vaccines, many Facebook Live events, and offered expert information on Sanford Health News site.Identified needs not directly addressed by this facility include: Economic- Need for affordable housing, housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violence, and concern for homelessnessTransportation- Need for door-to-door transportation for community members who do not drive, and the availability of public transportationAging- Cost of long term care and memory careChild and Youth- Substance abuse by youth, childhood obesity, availability of services for at-risk youth, bullying, crime committed by youth, and teen suicideSafety- Abuse of prescription drugsAccess to Health Care- Availability of behavioral health providers, availability of mental health providers, access to affordable prescription drugs, and access to affordable healthcare |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Healthcare AccessAccess to affordable health care is important to overall health. Health insurance, local care options, and a usual source of care can ensure access to health care. Access to care makes it easier to enter the health care system, find local care easily, pay for care, and get health needs met.Sanford has made healthcare access a priority and developed strategies to promote and improve access to services so patients can secure timely appointments.Priority 2: Mental/Behavioral Health and Substance AbuseMental health is crucial and affects all aspects of life. Sanford has developed strategies to combat negative outcomes of mental/behavioral health issues, and substance abuse. Addressing of Significant Needs during Current YearHealthcare AccessIn 2020, Sanford was successful in adding access by recruiting additional Behavioral Health providers including; a MD adult psychiatrist, a PhD child psychologist, an APP in adult psychiatry, and Six Integrated Health Therapists.The Tele-behavioral health pilot project in schools launched in spring of 2020. After initial enrollment of two children, the schools in Fargo/Moorhead were shut down and additional enrollment of children was put on hold. The enrolled children were able to complete the program in their homes. The pilot project re-launched in fall of 2020 with 20 kids enrolled. Due to hybrid/virtual learning in schools, the pilot remained on hold until early 2021. Sanford Fargo also began efforts to increase walk in hours and weekend hours but due to COVID those efforts have been put on hold.In 2020, Sanford primary care added access to clinics by recruiting additional Family Medicine and Internal Medicine providers including: 1 APP and 4 MD's in family medicine, and 1 APP and 1 MD in internal medicine.In 2019, the Advanced Practice Fellowship was launched to promote role expansion of Advanced Practice Providers to improve access. The program is a one-year training program for nurse practitioners and physician assistants who have completed their primary training program and are licensed providers. We offer rotations in primary and specialty care for a year. Rural community options are included. Fellows are assigned a preceptor and they see 4-6 patients per day. The fellows practice within primary care clinics to learn the collaborative care practice model with our primary care physicians. However, the fellowship was delayed from August 2020 to January 2021 because of COVID.We opened a Post Hospital transition clinic 6 days a week for medically complex patients that were discharged from the hospital. With care management, social work, integrated health therapists and pharmacists. Now patients could be seen very soon after their discharge.The Pediatric Mental Health Care Access Program is a Sanford project that focuses on collaborative care opportunities for pediatric medical providers to enhance treatment of pediatric mental health difficulties in North Dakota. In this program, primary care providers receive training, mental health education, and expert consultation on treating mental health conditions in children. The program collaborates with the University of North Dakota School of Medicine and Health Sciences and the North Dakota Department of Health. It's funded by the Health Resource Services Administration.Mental Health and Substance Abuse Sanford Health began collaborating with a F5, a Fargo-based peer-to-peer substance abuse support program provider in 2019. The program began in August 2020 and is offered twice per week to inpatients detoxing from alcohol and other substances. Patients are encouraged to meet in a group setting. Outcomes that are measured include re-admission rates, emergency visits, and EMS encounters. At our Suboxone clinic, we are working towards co-prescribing Narcan with any opioid prescription. This is the next step in the effort to decrease deaths by overdose in our community. IHT services have increased in our clinics. Sanford Fargo now has 10 IHTs in primary care clinics, increasing from 9 in 2019. On average IHTs see five patients per day to assess and refer to medical detox or the withdrawal management unit.Sanford Fargo increased the number of medication assisted treatment certified providers in 2019. Five physicians received waivers to prescribe suboxone after completing an 8-hour training course. The program launched in early 2020 and five participants went through the treatment. Outcomes set to be measured include re-admission rates, number of emergency department visits, EMS encounters and rate of peer-to-peer group attendance (goal 50% attendance) for a six-month period beginning July 2020.Patient Health Questionnaires are used to assess patients and refer them to an IHT if needed. This process was disrupted due to COVID. Mental Health First Aid Training was paused in 2020 due to COVID. It will be replaced with BeHeard which has the capacity to be delivered both in-person and virtually.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in their ranking of states with the best vaccination rates.Sanford Fargo offered a home monitoring program for COVID positive patients and monitored patients' oxygen saturation levels, temperature, and symptoms. We also opened a drive through COVID-19 testing center. In 2020, 44,757 COVID-19 tests were conducted in the drive through garage. Early in COVID Sanford Fargo Transitioned to video visits. Over 65 iPads were deployed to all Primary Care and Behavioral Health providers to accommodate the shift. Video or in-person patient visits continue to be offered as a choice to patients.With partnership with local public health, area businesses, and other healthcare organizations two COVID vaccination centers opened in the Fargo/Moorhead community. Sanford Fargo vaccinated 4,539 employees during 2020. Public vaccine centers are opening in early 2021. Developed by the Sanford Center for Biobehavioral Research and the Behavioral Health Department Reach for Resilience is a mental health education, support, and consultation service for healthcare professionals suffering from mental health difficulties during the COVID-19 pandemic. Sanford also worked collaboratively to develop a webpage to provide information about the stresses and risks of the pandemic for mental health, adaptive coping techniques, resources for mental health and more.Identified needs not directly addressed by this facility include:Economics - Availability of affordable housing, hunger, homelessness, and need for housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violenceTransportation - Need for door-to-door transportation for community members.Aging - Cost of long-term care and memory care, cost of in-home services, availability of resources for family and friends caring for elders, availability of resources to help the elderly stay safe in their homesChildren and Youth - Availability and cost of services for at-risk youth, cost and availability of quality childcare, substance abuse by youth, teen suicide, childhood obesity, and bullyingSafety - Abuse of prescription drugs, culture of excessive and binge drinking, domestic violence, child abuse and neglect, sex trafficking, and presence of street drugsCost of long term/memory care- Long-term care cost and access is an area of care that Sanford is not directly addressing because there are organizations in the community that are working on these needs. |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 3 -- Sanford Broadway Medical Center Fargo Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Healthcare AccessAccess to affordable health care is important to overall health. Health insurance, local care options, and a usual source of care can ensure access to health care. Access to care makes it easier to enter the health care system, find local care easily, pay for care, and get health needs met.Sanford has made healthcare access a priority and developed strategies to promote and improve access to services so patients can secure timely appointments.Priority 2: Mental/Behavioral Health and Substance AbuseMental health is crucial and affects all aspects of life. Sanford has developed strategies to combat negative outcomes of mental/behavioral health issues, and substance abuse. Addressing of Significant Needs during Current YearHealthcare AccessIn 2020, Sanford was successful in adding access by recruiting additional Behavioral Health providers including; a MD adult psychiatrist, a PhD child psychologist, an APP in adult psychiatry, and Six Integrated Health Therapists.The Tele-behavioral health pilot project in schools launched in spring of 2020. After initial enrollment of two children, the schools in Fargo/Moorhead were shut down and additional enrollment of children was put on hold. The enrolled children were able to complete the program in their homes. The pilot project re-launched in fall of 2020 with 20 kids enrolled. Due to hybrid/virtual learning in schools, the pilot remained on hold until early 2021. Sanford Fargo also began efforts to increase walk in hours and weekend hours but due to COVID those efforts have been put on hold.In 2020, Sanford primary care added access to clinics by recruiting additional Family Medicine and Internal Medicine providers including: 1 APP and 4 MD's in family medicine, and 1 APP and 1 MD in internal medicine.In 2019, the Advanced Practice Fellowship was launched to promote role expansion of Advanced Practice Providers to improve access. The program is a one-year training program for nurse practitioners and physician assistants who have completed their primary training program and are licensed providers. We offer rotations in primary and specialty care for a year. Rural community options are included. Fellows are assigned a preceptor and they see 4-6 patients per day. The fellows practice within primary care clinics to learn the collaborative care practice model with our primary care physicians. However, the fellowship was delayed from August 2020 to January 2021 because of COVID.We opened a Post Hospital transition clinic 6 days a week for medically complex patients that were discharged from the hospital. With care management, social work, integrated health therapists and pharmacists. Now patients could be seen very soon after their discharge.The Pediatric Mental Health Care Access Program is a Sanford project that focuses on collaborative care opportunities for pediatric medical providers to enhance treatment of pediatric mental health difficulties in North Dakota. In this program, primary care providers receive training, mental health education, and expert consultation on treating mental health conditions in children. The program collaborates with the University of North Dakota School of Medicine and Health Sciences and the North Dakota Department of Health. It's funded by the Health Resource Services Administration.Mental Health and Substance Abuse Sanford Health began collaborating with a F5, a Fargo-based peer-to-peer substance abuse support program provider in 2019. The program began in August 2020 and is offered twice per week to inpatients detoxing from alcohol and other substances. Patients are encouraged to meet in a group setting. Outcomes that are measured include re-admission rates, emergency visits, and EMS encounters. At our Suboxone clinic, we are working towards co-prescribing Narcan with any opioid prescription. This is the next step in the effort to decrease deaths by overdose in our community. IHT services have increased in our clinics. Sanford Fargo now has 10 IHTs in primary care clinics, increasing from 9 in 2019. On average IHTs see five patients per day to assess and refer to medical detox or the withdrawal management unit.Sanford Fargo increased the number of medication assisted treatment certified providers in 2019. Five physicians received waivers to prescribe suboxone after completing an 8-hour training course. The program launched in early 2020 and five participants went through the treatment. Outcomes set to be measured include re-admission rates, number of emergency department visits, EMS encounters and rate of peer-to-peer group attendance (goal 50% attendance) for a six-month period beginning July 2020.Patient Health Questionnaires are used to assess patients and refer them to an IHT if needed. This process was disrupted due to COVID. Mental Health First Aid Training was paused in 2020 due to COVID. It will be replaced with BeHeard which has the capacity to be delivered both in-person and virtually.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in their ranking of states with the best vaccination rates.Sanford Fargo offered a home monitoring program for COVID positive patients and monitored patients' oxygen saturation levels, temperature, and symptoms. We also opened a drive through COVID-19 testing center. In 2020, 44,757 COVID-19 tests were conducted in the drive through garage. Early in COVID Sanford Fargo Transitioned to video visits. Over 65 iPads were deployed to all Primary Care and Behavioral Health providers to accommodate the shift. Video or in-person patient visits continue to be offered as a choice to patients.With partnership with local public health, area businesses, and other healthcare organizations two COVID vaccination centers opened in the Fargo/Moorhead community. Sanford Fargo vaccinated 4,539 employees during 2020. Public vaccine centers are opening in early 2021. Developed by the Sanford Center for Biobehavioral Research and the Behavioral Health Department Reach for Resilience is a mental health education, support, and consultation service for healthcare professionals suffering from mental health difficulties during the COVID-19 pandemic. Sanford also worked collaboratively to develop a webpage to provide information about the stresses and risks of the pandemic for mental health, adaptive coping techniques, resources for mental health and more.Identified needs not directly addressed by this facility include:Economics - Availability of affordable housing, hunger, homelessness, and need for housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violenceTransportation - Need for door-to-door transportation for community members.Aging - Cost of long-term care and memory care, cost of in-home services, availability of resources for family and friends caring for elders, availability of resources to help the elderly stay safe in their homesChildren and Youth - Availability and cost of services for at-risk youth, cost and availability of quality childcare, substance abuse by youth, teen suicide, childhood obesity, and bullyingSafety - Abuse of prescription drugs, culture of excessive and binge drinking, domestic violence, child abuse and neglect, sex trafficking, and presence of street drugsCost of long term/memory care- Long-term care cost and access is an area of care that Sanford is not directly addressing because there are organizations in the community that are working on these needs. |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 4 -- Sanford Medical Center South University Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Healthcare AccessAccording to County Health Rankings for Clinical Care, access to affordable health care is important to physical, social, and mental health. Health insurance, local care options, and a usual source of care help to ensure access to health care. Having access to care allows individuals to enter the health care system, find care easily and locally, pay for care, and get their health needs met.Sanford has made healthcare access a priority and developed strategies to promote and improve access to services. It is Sanford's goal that barriers to accessing health insurance coverage are reduced.Priority 2: Behavioral Health and Substance AbuseThe Substance Abuse and Mental Health Services Administration reports that "Mental and substance use disorders can have a powerful effect on the health of individuals, their families, and their communities. In 2014, an estimated 22.5 million Americans age 12 and older self-reported needing treatment for alcohol or illicit drug use, and 11.8 million adults self-reported needing mental health treatment or counseling in the past year."Sanford has made behavioral health and substance abuse a priority and developed strategies to reduce negative outcomes from mental/substance abuse disorders.Addressing of Significant Needs during Current YearAccess to Affordable CareSanford Health has integrated onsite financial advocates who specialize in healthcare coverage enrollment to help community members secure access to healthcare services. They help Sanford patients as well as community referrals. Individuals unable to secure healthcare coverage and facing medical bills they cannot afford are referred to Sanford's financial assistance program. FAP worked with patients and their families to reduce medical bills, eliminating a portion of or all of their charges. In total, Sanford Bismarck offered over $18.1 million to patients and families unable to pay their medical bills.To help homeless people access healthcare services and prescription medications, Sanford works with shelter residents to apply for and secure healthcare coverage through the state's Medicaid program. Through partnerships with Mandan Public Health, Bismarck/Burleigh Public Health, United Way and the local homeless shelter coalition, we have helped at-risk community members secure healthcare coverage, healthcare services and prescription medications.Often, patients who do not qualify for public assistance do not make enough money to afford the prescriptions they need to get well and stay well. We have helped these patients enroll in Marketplace health plans and provide financial assistance to help cover income gaps. In total, Sanford Bismarck assisted 895 individuals to secure healthcare coverage. When a patient temporarily is unable to afford the medications they need due to extenuating circumstances, e.g., sudden loss of employment, Sanford's Foundation assists them through a fund established to help community members. Sanford helped 800 patients to get the prescription medicine they needed but could not afford. Additionally, Sanford helped these individuals connect to vital community services necessary to regain their health, wellbeing, and financial independence. Meal vouchers, lodging, gas cards, and transportation were also provided to 355 patients. Three hundred new and expecting moms identified at risk for not having enough food received free meals and were connected to community food pantry resources.Behavioral Health and Substance Use Disorder Continuum of CareSanford Bismarck continued its partnership with Heartview, an addiction services provider, to help 11 expecting moms suffering from substance use disorder participate in medication-assisted treatment programming. Sanford and the Bismarck Public Schools expanded our partnership to provide behavioral health services onsite at Simle Middle School. In 2020, Sanford provided nearly 500 onsite visits for at-risk middle school students. During the summer, Sanford continued to see the students, providing video appointments to allow for continued care despite COVID-19. In the fall of 2020, Sanford expanded to a second school and will add a third school in the fall of 2021. Sanford's opioid stewardship program continues to reduce the volume of opioids prescribed to patients. In 2020 Sanford Bismarck further reduced both the number of opioid prescriptions and volume of tablets prescribed. The number of prescriptions dropped six percent (from 9,139 to 8,610 scripts) and the total number of tablets prescribed dropped nine percent (from 498,617 to 454,617 tablets). In total, Sanford Bismarck has decreased the number of prescriptions by nearly 40 percent and the number of tablets prescribed in half. Sanford Bismarck continued the partnership with Bismarck/Burleigh County behavioral health task force, a stakeholder group established to identify and address gaps in the community's substance abuse and behavioral health continuum of care. Additionally, Sanford joined the Bismarck/Burleigh Drug-Free Communities Task Force, representing community healthcare providers.COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December, 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources across our footprint. Sanford evaluated more than 100 clinical trials for patient's treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Locally, Sanford Bismarck provided training to area community access hospitals (CAHs), teaching rural healthcare providers how to care for lower acuity COVID-positive patients. The training was beneficial in many ways. By helping rural providers to be better able to care for patients with COVID, smaller hospitals were able to provide care close to home for more community members and the CAHs helped offload patients when Sanford Bismarck was at 100 percent capacity. Sanford Bismarck offered a COVID-19 Hotline when it created a 24/7 call-in number for rural healthcare providers to call when they needed guidance on how to care for COVID-19 patients and know when the patient's acuity warranted a transfer to a Bismarck hospital. Supply chain offered support by providing personal protective equipment to smaller facilities having difficulty securing PPE at the height of North Dakota's patient surge. Sanford staff worked with community organizations to provide input on how to safely host events and provided updates on COVID precautions and vaccinations throughout the PHE. Telemedicine and phone visits were offered as much as possible to increase access to care. Sanford Bismarck also supported COVID-19 efforts through donations. Backpacks were provided to all second graders attending Bismarck's neediest elementary schools. Each backpack contained a hat, gloves, scarf, lunch bag, water bottle and a grocery store gift card. In partnership with Great Plains Food Bank, the Sanford administration team staffed a food bank drive-thru event for community members in need. The event provided boxes of groceries that included milk and fresh fruit and vegetables to more than 200 vehicles and impacting more than 800 people in need. Identified needs not directly addressed by this facility include:Economic - Homelessness, need for housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violence, affordable housing and hunger Aging Population - Cost of long term care, cost of memory care, and the cost of in-home servicesChildren and Youth - Cost and availability of quality childcare, substance abuse by youth, childhood obesity, teen suicide, availability and cost of services for at-risk youth, bullying, and teen tobacco use Crime/Safety - Abuse of prescription drugs, culture of excessive and binge drinking, domestic violence, presence of street drugs, child abuse and neglect, sex trafficking, and criminal activity |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 5 -- Sanford Bismarck Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Economic Well-BeingEconomic well-being factors can largely affect someone's physical and mental health, positively or negatively. Sanford Health has developed a strategic plan to address economic well-being of the Bemidji area alongside community leaders.Priority 2: Mental Health/Behavioral Health and Substance AbuseMental health is crucial and affects all aspects of life. Depression is one of the most common mental disorders in the U.S. and is caused by many factors. It is also among the most treatable of mental disorders. (National Institute of Mental Health)Sanford has developed strategies to combat negative outcomes of mental/behavioral health issues, and substance abuse. Addressing of Significant Needs during Current YearEconomic Well-BeingEvery year Sanford provides donations and sponsorships to numerous organizations in the area. Sanford Bemidji continued to develop the Sanford Health Kids Initiative addressing opportunities and partnerships for at-risk youth.In Bemidji one in five local children do not get enough to eat. Sanford Health, with Bemidji School District, and United Way of Bemidji took steps in 2019 to change that fact. The three organizations created a program called No Hungry Kids. Sanford Health made a 5 year $405,000 commitment to the program. It grew United Way's Backpack Buddies program and funded the school's Angel fund which covers student lunch debt. Sanford Employees packaged food for this program. The partnership enabled United Way to expand the program to all elementary schools in the district, coordinate a summer program, and initiate a "pantry" program at schools and universities in the area. As part of our COVID-19 Community response, we expanded No Hungry Kids to Blackduck, Kelliher & Red Lake with the United Way. Sanford Bemidji also funded the Backpack Buddies that provided backpacks including necessary school supplies to over 200 kids in need. This was accomplished through Sanford funding and staff donations, and staff prepared backpacks.Sanford also launched a program in the Children's Clinic called Reach Out and Read to address literacy, where children are given age appropriate books to take home and read at checkups. Doctors and nurses will also speak with parents about the importance of reading to their child. Sanford Bemidji coordinated the program with a local elementary school so staff could come to the classroom to read to children and talk about the importance of reading. This program has been paused due to COVID-19 and visitor restrictions, but should restart fall, 21. Sanford helped expand Social Emotional Learning skills by partnering with Peacemaker Resources, Bemidji Area Service Collaborative and Bemidji Area Schools. The expansion gave kindergarten through 3rd grade teachers and students, Social Emotional Learning training, where they learn about, feelings, empathy, and more.Sanford Bemidji has played an active role in positioning the Bemidji community for enhanced economic growth and development. We helped align Greater Bemidji, the Bemidji Chamber of Commerce, Downtown Business Alliance, and Visit Bemidji and sponsored the Bemidji 2030 visioning process. We also meet with entrepreneurs and business people who have an interest in Bemidji.Early 2021, Sanford took an active role in engagement with the Ridgeway Neighborhood Initiative, in partnership with the local Rotary club. This group works to reduce crime and violence at the various apartment buildings in the neighborhood. The RNI Committee leases an apartment (funded by Sanford Health) as a Rotary Resource Room where resources, classes, and training will be offered to the Ridgeway tenants. Mental Health and Substance AbusePrimeWest Residental Treatment Center was completed. This center includes five crisis residential stabilization beds for short-term individualized mental health services, and five beds for intensive residential treatment services assisting patients in need of more focused structure and care. Because of COVID the detox portion of the program was paused.Sanford's First Steps to Healthy Families program offers intensive case management to families with children under the age of 5 who are impacted by substance abuse. Services are provided in partnership with Beltrami County. Sanford Bemidji is exploring the possibility of partnership to open a day center for the local homeless community. In this Sanford would donate the former Upper Mississippi Mental Health Clinic to a community partner so they could convert the building to a day center for the homeless. Sanford received a $3.9 million, 2-year grant from SAMHSA to expand behavioral health services. The grant will allow Behavioral Health to be fully integrated into Sanford Bemidji Medical Center using the Certified Community Behavioral Health Clinic (CCBHC) model. Improving access to all CCBHC required services would greatly benefit the community. Behavioral Health has all the components of what is required though there will be improvements. This grant funding will currently offset some of our existing overhead and services as well as fund coverage for the Medicaid, under insured and uninsured populations. Sanford was recently awarded a grant in the amount of $400,000 from the state of Minnesota. This grant will help provide homelessness prevention and rapid re-housing. Behavioral health services expansion in secondary markets is currently in the exploratory phases.COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December, 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources across our footprint. Sanford evaluated more than 100 clinical trials for patient's treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Sanford Bemidji advanced telemedicine capacities and expanded telemedicine usage. We have seen the best telehealth results in behavioral health. We also started to offer "Drive Up Visits". The concept included having designated parking spaces in our lot where patients could drive up and a member of our staff would bring them a tablet and help them connect to their provider. If the patient needed to be seen in-person, the patient was able to come in and be directly placed into a patient room to see the provider. We will continue collaboration with Fargo and our other regions to provide extended telemedicine services to keep patient care close to home.Sanford Health and Public Health leadership came together to share updates on COVID-19 in our community through roundtable discussions. Leaders from Sanford Health also participated in several speaking panels in Bemidji, and nearby counties. Staff implemented weekly meetings with regional public school leaders as they navigated COVIDWe partnered with Bemidji Area Schools and Blackduck School District to offer flu shots for students at their schools after COVID impacted our flu shot distribution. Over 600 students were vaccinated, which we considered a huge success. We hope to continue this program in the future. Sanford Health donated $3 Million across our footprint to Feeding America and local food banks. The impact for our region was nearly $700,000. In addition, staff from SHNM volunteered their time to distribute food to nearly 1,200 families in Bemidji and Park Rapids at the mobile food drive events.Identified needs not directly addressed by this facility include: Economic- Need for affordable housing, housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violence, and concern for homelessnessTransportation- Need for door-to-door transportation for community members who do not drive, and the availability of public transportationAging- Cost of long term care and memory careChild and Youth- Substance abuse by youth, childhood obesity, availability of services for at-risk youth, bullying, crime committed by youth, and teen suicideSafety- Abuse of prescription drugsAccess to Health Care- Availability of behavioral health providers, availability of mental health providers, access to affordable prescription drugs and to affordable healthcare |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 6 -- Sanford Bemidji Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is crucial and affects all aspects of life. Depression is one of the most common mental disorders in the U.S. and is caused by many factors. It is also among the most treatable of mental disorders. (National Institute of Mental Health)Sanford has developed strategies to combat negative outcomes of mental/behavioral health issues, and substance abuse. Priority 2: Children and YouthMinnesota has one of the highest rates of parents in the workforce. Quality childcare should be culturally and linguistically responsive and should be provided by engaged and caring child care providers. Quality childcare incorporates physical activity time and developmental screening practices, and follows food safety guidelines. In addition, quality child care should be easily accessible for all families, regardless of location or socioeconomic status. Inadequate child care can lead to a host of health problems in the child's life.Sanford has developed strategies to combat the negative effects of inadequate childcare in the community.Addressing of Significant Needs during Current YearMental Health and Substance AbuseIn 2019, Sanford Thief River Falls received approval for the development and implementation of a substance use disorder (SUD) service line, but implementation of the program is on hold due to COVID-19. Sanford Thief River Falls completed the renovation of the facility that will house the SUD program in late fall of 2020. Application for licensure through the Minnesota Department of Human Services (DHS) was submitted in November 2020. However, the licensing division of DHS has been operating at greatly reduced staffing levels due to the impact of the COVID-19 pandemic. The reduced capacity has delayed review of the license application and is currently under DHS review as of February 2021. No indication on the timing of a decision has been provided. The program will open and begin providing services as soon as the license is received.The BHS-6 behavioral health screening tool is one of several depression screening tools available to providers to assess a patient's mental health relative to depression. Currently only Sanford One Care Clinics are using the BHS-6 screening tool and all other Sanford clinics are using the PHQ-9 patient health screening tool. TRF is using the PHQ-9 which has been incorporated into the EMR medical record as a screening prompt for providers on an annual basis for all primary care patients.In CY19 TRF's primary care provider teams achieved an overall administration percentage rate in excess of 90% for the PHQ-9; well above the target of 80%. Upon completion of the PHQ-9 screening and based on the individuals score, the provider may recommend additional screenings and further clinical follow-up with a mental health professional. Sanford has an algorithm that outlines each step in the process.Children and YouthThe children and youth priority has been significantly impacted by the COVID-19 pandemic. Employers have not been willing nor engaged in the development of childcare options and strategies, primarily due to the masking, social distancing, and business closure mandates from the state of Minnesota.Children's Therapeutic Support Services (CTSS) is a flexible package of mental health services for children who require varying therapeutic and rehabilitative levels of intervention. The program is provided in all Thief River Falls schools to address the dangers of drugs in addition to other mental health issues. The CTSS program has also been impacted by the COVID-19 pandemic as most schools discontinued in-school learning and implemented distance learning structures; effectively removing children from the CTSS model of behavioral health services. Referrals and engagement decreased during the school shut down/distance learning. Sanford Thief River Falls implemented telehealth services and did more in-home work with families that were willing. Referrals have seen a marked increase since schools returned to in-person learning and we would expect a return to normal caseloads by the end of March 2021.Additionally, TRF behavioral health staff make themselves available and participate with law enforcement educating school age children regarding the Drug Abuse Resistance Education (DARE) program every year. COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December, 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources across our footprint. Sanford evaluated more than 100 clinical trials for patient's treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Locally, Sanford Thief River Falls implemented all recommended guidelines issued by the CDC and/or Sanford, including masking, social distancing, visitation restrictions, temping employees, patients, visitors, etc. All staff were also re-educated on proper donning and doffing of PPE.To minimize patient and staff exposure, Sanford Thief River Falls developed and implemented curbside Covid-19 testing protocols to provide testing of all Persons under Suspicion (PUI's) without having them enter any of our buildings.An entire 14-bed wing of the medical center was converted to negative pressure rooms utilizing grant dollars from the federal government - these were in advance of the Cares Act Funds.Identified needs not directly addressed by this facility include:Economics - Availability of affordable housing, household budgeting and money management, need for housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic abuse, and a skilled labor workforce Aging - Cost of long-term care and the cost and availability of memory care, cost of in-home care, and the availability of resources for grandparents caring for their grandchildrenChildren and Youth - Childhood obesity, substance abuse by youth, availability and cost of services for at-risk youth, teen tobacco use, bullying, crime committed by youth, and opportunities for youth-adult mentoring Safety - Abuse of prescription drugs, presence of drug dealers, presence of street drugs, child abuse and neglect, criminal activity, and domestic violenceHealth care - access to affordable health insurance coverage, access to affordable healthcare, access to affordable prescription drugs, use of emergency room services for primary health care, availability of specialist physicians, availability of non-traditional hours, availability of behavioral health (substance abuse) providers, access to affordable dental coverage, and availability of mental health providersSanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford has shared the findings of the CHNA and the needs with community leaders and public health agencies in the area. |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 7 -- Sanford Medical Center Thief River Falls Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Healthcare AccessAccording to the County Health Rankings for Clinical Care, access to affordable health care is important to physical, social, and mental health. Health insurance, local care options, and a usual source of care help to ensure access to health care. Having access to care allows individuals to enter the health care system, find care easily and locally, pay for care, and get their health needs met.Sanford has made healthcare access a significant priority and has developed strategies to promote and improve access to services. It is Sanford's goal that all patients requiring access to healthcare are successful in securing timely appointmentsPriority 2: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Addressing of Significant Needs during Current YearHealth Care AccessSanford Aberdeen Medical Center (SAMC) is committed to helping community members understand their health care insurance options. Our goal is that no one in our service area is denied necessary health care services due to lack of coverage and/or insufficient coverage. In 2020, SAMC staff continued to utilize Sanford Health Plan's website and related information and resources to provide relevant insurance information for individuals and companies as needed. This information on coverage options allows consumers to compare Sanford Health Plan's options to see what is right for them. SAMC staff continue to work closely with both Sanford Health Plan representatives as well as various local insurance agents regarding access to a range of insurance products and services for anyone in need. Additionally, SAMC has a representative onsite who assists patients with reviewing health insurance options which includes our Community Care Program. Sanford Health has a webpage to help answer questions for patients and/or directs patients to a representative for assistance. https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/insurance-information Mental Health and Substance AbuseSAMC seeks to ensure that mental health services are available in Aberdeen and the surrounding area. We aim to achieve a reduction in opioid prescriptions. To this end, Sanford Aberdeen Clinic is offering telemedicine options for psychiatry services to increase overall access to mental health care. To identify need and ensure access to appropriate care, PCP visits include a questionnaire assessment tool that is aligned with Sanford Health enterprise protocols for screening. This approach is a more holistic manner by embedding an Integrated Health Therapist (IHT) in our primary care clinics. The IHT also offers ongoing education on services offered through primary care. In 2020, the IHT saw a total of 166 patients (Jan. - June). Volumes were less than expected due to COVID-19 and the IHT resigning end of June 2020. A replacement IHT joined the team at the end of December 2020 and patient volumes are anticipated to increase in 2021 due to enhanced access. Finally, staff and providers are routinely given updates to Sanford enterprise best practices regarding opioid prescribing. Many of these updates appear as prompts in a patient's Electronic Medical Record (EMR). The EMR prompts providers to do the following: check PDMP (Prescription Drug Monitoring Program) before prescribing opioids, perform routine yearly Urine Drug Screen tests, provide educational resources in dealing with prescribing opioids, and give Controlled Substance Agreements for patients using opioids chronically.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates. Locally, SAMC leadership provided education and updates through communication at city council meetings, Brown County Emergency Management - Incident Command meetings and through social media. Community groups and businesses, including schools, daycares, restaurants, and entertainment venues, were provided COVID safety education that allowed them to remain open throughout the pandemic and provide a safe environment for their students, children, and customers. Sanford Health also provided frequent Q&A sessions with communities to keep them updated and answer questions. Identified needs not directly addressed by this facility include:Economics - Need for a skilled labor forceChildren and Youth - Childhood obesity, and substance abuse by youthAging - Cost of long term care, cost of memory careSafety - abuse of prescription drugsSanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford has shared the results of the CHNA and the unmet needs with community leaders. |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 8 -- Sanford Aberdeen Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical Center |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Healthcare AccessAccording to County Health Rankings for Clinical Care, access to affordable health care is important to physical, social, and mental health. Health insurance, local care options, and a usual source of care help to ensure access. Having access to care allows individuals to enter the health care system, find care easily and locally, pay for care, and get their health needs met.Sanford has made healthcare access a priority and developed strategies to promote and improve access to services. It is Sanford's goal that barriers to accessing health insurance coverage are reduced.Priority 2: WellnessThe Centers for Disease Control and Prevention reports that Americans seriously underuse preventive services. Chronic diseases account for 70% deaths among Americans and 75% of U.S. health spending. However these diseases are largely preventable/treatable. Eating healthy, exercising regularly, avoiding tobacco, and receiving preventive services such as cancer screenings, preventive visits and vaccinations help people stay healthy. Sanford has made wellness and chronic disease prevention a priority and developed strategies to promote and improve cancer and chronic disease screening in the community. Addressing of Significant Needs during Current YearHealthcare AccessThe Nobles County Oral Health Taskforce was formed in late 2019 to identify potential solutions to local dental challenges. The group completed a prioritization process called the "Results-Based Accountability Strategy" In which strategies and solutions were offered to stakeholders to rank based on 4 criteria: Leverage, Feasibility, Specificity, and Values.From this process, local dental solutions were identified that were realistic and attainable. The following strategies were selected: Create an oral hygiene education kit for childrenProvide oral health education Create a group to support oral health needs in a multitude of ways including resourcing, programs, and fundingDevelop health system intervention to address and coordinate the oral health needs of youth in the communityAn action plan was created and a follow-up meeting was scheduled for March, but focus quickly shifted to COVID-19, and the meeting was canceled. The dental taskforce has not yet reconvened, but remains a top priority for our community. In May 2020, Sanford Worthington initiated a Community Advisory Council. The council had a COVID focus to start, but has expanded beyond that to aid in improving healthcare access. Efforts were made by the local CAP agency to secure funding that would allow the Children's Dental Service (CDS) of Minnesota to continue to come to Worthington monthly in 2021. They are able to schedule appointments for many dental services, regardless of income or insurance status and most pay little to nothing for the service. Grants awarded by SWIF and the local healthcare foundation will fund CDS for the next year.WellnessTo advance Lung Cancer screening service and promotion, the Sanford Worthington team met early in 2020 to plan for launching a screening program. A contract with American College of Radiology was drafted, but COVID intervened before there was a chance to finalize. The team will re-initiate this by 3rd quarter of 2021. Sanford Worthington offers Radiation Oncology services with a multi-million dollar reinvestment to replace the linear accelerator completed in October 2020. The outcome is increased local access to curative radiation therapy due to upgraded equipment. Sanford Worthington has maintained solid heart and vascular screening numbers thought COVID. Colonoscopies have dropped in that same time and Sanford Worthington is making a push to increase them.At the end of 2019, seven local bilingual leaders were trained to teach the Living Well with Diabetes and Chronic Conditions classes, but no leaders were able to teach a class in 2020 due to COVID. Two classes were scheduled for early 2021. Meetings with Worthington primary care physicians took place to educate them about the program and teach them how to make an EPIC referral. So far, the Worthington physicians have submitted the most referrals of any other Sanford facility in the network, except for Sioux Falls.COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources. Sanford evaluated more than 100 clinical trials for treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Locally, COVID-19 response began middle of March 2020. In April, in only 72 hours' time, Sanford worked with state and local partners to mobilize a mass drive-through COVID-19 testing opportunity for JBS employees. It was the first of its kind in Minnesota, and many others that followed were modeled off our set up. It was set up in the local Worthington hockey arena - 1,087 tests were completed over 4 days. Sanford Worthington clinic then set up a permanent drive-through testing location adjacent to the clinic. Testing continues to occur seven days a week. By end of 2020, approximately 9,900 tests have been completed.Sanford Worthington opened and operated a "COVID Respiratory Clinic" in response to the overwhelming need for follow-up and care to the most ill COVID-19 patients.In May, Sanford Worthington initiated another community collaboration: the Sanford Community Advisory Council. The council is comprised of community representatives of 20 organizations. The collective mission of the council is working collaboratively to provide meaningful patient and family experiences and supportive resources for Nobles County residents to live healthily through partnerships between health care and community stakeholders. A top focus at the start of this meeting was COVID response: being transparent about what was happening inside of healthcare, keeping each other informed on the status of the community, identifying resources, gaps, and opportunities to respond together to needs.Community mask use and mask education was identified as an early priority. Over 30 individuals were recruited to sew masks, coordinated by the hospital auxiliary volunteers. Over 5,500 masks were made, and another 2,000 Hanes masks secured by PH and Sanford. The Hanes masks were distributed in a large community drive-through mask event that included education in multiple languages. The handmade masks were given to local businesses to protect workers and those most vulnerable, as well as during community food distribution events that took place for Nobles County. Masking education was shared in many languages and through many channels to reach the culturally diverse community, including verbally from trusted community partners (many council members themselves), social media outlets, at the JBS plant, through written material, and in the local newspaper and local radio. Identified needs not directly addressed by this facility include:Economics - Availability of affordable housingTransportation - Availability of public transportationAging - Cost of long term care, availability of memory care, and the cost of in-home servicesChildren and Youth - Availability and cost of quality childcare, availability of services for at-risk youth, teen pregnancy, childhood obesity, bullying, substance abuse by youth and the availability of activities for children and youthMental Health - drug use and abuse, depression, stress, and alcohol use and abuseSanford will not develop strategy to address the availability of affordable housing, the availability of public transportation, the cost and availability of long-term care, memory care. However, Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford has shared the assessed needs with community leaders that have expertise in the various needs of the community. |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 9 -- Sanford Worthington Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Children and YouthAccording the Center for Disease Control, Obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion.Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Substance abuse is another high raking concern for community members. The risk factors for substance abuse among youth include boredom, stress, curiosity, the desire to feel grown up, or to lessen peer pressure. Protective factors include: Having high self-esteem Attending a school with policies against using alcohol and drugs Having an adult role model who doesn't use tobacco or drugs or misuse alcohol Participating in athletic, community, or faith-based groups Living in a community with youth activities that prohibit drugs and alcohol Sanford has made children and youth a significant priority and has developed strategies to offer support programs that provide children and youth with safe and healthy environments.Priority 2: Mental Health and Substance Abuse Mental health is important at every stage of life and affects how people think, feel and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness.Addressing of Significant Needs during Current YearChildren and YouthSanford Sheldon takes great pride in supporting the youth of the community in various events. 2020 saw the continued support of the Shop with a Cop program, which provides children in the community the opportunity to go back to school for new school supplies. Sanford Sheldon purchased backpacks for the program. This year there was a need for 90 backpacks. The summer lunch program was held differently due to the pandemic; however Sanford Sheldon was still able to support the program, which delivered meals directly to the students. Need for the program increased as students were not in the school building from mid-March through August. To ensure employees and their children had proper meals Sanford Sheldon was offered the opportunity for freezer meals. This provided staff and their families four free freezer meals for a family of four. The opportunity was provided three times. As many as 130 employees participated in the meal preparation.Local daycares closed due to COVID-19 but due to the necessity of maintaining staffing levels there was a need to develop options for staff to utilize so they could still deliver healthcare to the community. In response, a facility-based daycare program was established for children of Sanford employees.Mental Health and Substance AbuseSanford Sheldon Medical Center is continuing its commitment to meeting the mental health and substance abuse needs of our patients and all community residents. Sanford now employs Psychiatric Mental Health Nurse Practitioner Stacey Jumbeck in addition to the mental health counseling available from Dr. Matthew Eggers and IHT Mark Daniels via telemedince. Sanford Sheldon is able to diagnose and treat the mental health needs of many patients with therapy and prescribing medications for patients who have mental health disorders or substance abuse problems. Sanford Sheldon has seen an increase in both the mental health and substance abuse of our patients due to COVID-19. The increased demands are being met with therapists providing services at Sanford Sheldon.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Sheldon offered telemedicine clinic visit options to patients who wanted to maintain a physical distance due to COVID-19 concerns, but still needed medical care. The telemedicine clinic visit would occur via video with the patient's healthcare provider, allowing patients to remain in their home but still receive basic medical care. The local chamber provided Sanford Sheldon an opportunity to record healthcare educational videos by our medical providers. The videos were posted on the chamber's Facebook page and provided the opportunity to communicate the latest concerns in the community that needed to be addressed.The radio station also provided Sanford Sheldon the opportunity to do weekly interviews and stories on the current COVID-19 issues we were seeing in the community.Identified needs not directly addressed by this facility include:Economic - Need for skilled labor force, affordable housing, housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic violence, and household budgeting and money managementAging - Cost of long term care, cost of memory care, and the cost of in-home services Safety - Abuse of prescription drugsHealth Care - Availability of mental health providers, availability of behavioral health providers, access to affordable health insurance coverage, access to affordable health care, access to affordable prescription drugs, and access to affordable vision insurance |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 10 -- Sanford Sheldon Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Economic Well Being Resources that enhance quality of life can have a significant influence on population health outcomes. Examples of these resources include safe and affordable housing, access to education, public safety, availability of healthy foods, local emergency/health services, and environments free of life-threatening toxins. Sanford Vermillion has made affordable housing and economic well-being a significant priority and has developed strategies to work with community partners and community leaders to improve the availability of affordable housing in the community.Priority 2: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common, and most treatable, mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health, behavioral health, and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Addressing of Significant Needs during Current YearEconomic Well-Being - Availability of Affordable Housing and FoodSanford Vermillion continues to collaborate with the City of Vermillion, the Vermillion Chamber & Development Company, and local community programs to increase awareness and support the community efforts to provide affordable housing and food assistance opportunities for those in need.In 2020, the City of Vermillion issued permits for four apartment complexes with ten units each, one apartment complex with four units, and 13 new single-family homes Sanford Vermillion has also continued to collaborate with the Vermillion Chamber & Development Company (VCDC) on the second phase of housing development at the Bliss Pointe Planned Development District now that the first phase is complete. The second phase focuses on smaller, more affordable housing developments in the center of the 30 acres of land purchased by the VCDC. COVID-19 did not impact the construction of housing units as much as it did many of the other types of businesses in Vermillion. Sanford Vermillion also continues to support the local food assistance programs in Vermillion by being one of the top donors in the community to the local United Way, which funds the Community Connection Center (CCC) that opened in 2019. The CCC houses the United Way, Welcome Table, Vermillion Food Pantry, Weekend Backpack Program and Salvation Army services under one roof in downtown Vermillion for a one-stop shop for their clients. Unfortunately, COVID-19 did affect our ability to participate in the weekly Welcome Table weekly free meal in 2020. However, the hope is to be able to soon provide the meal at least twice a year, similar to the past. Sanford Vermillion staff also participated in providing Meals on Wheels to the community two weeks per year and were able to continue this in 2020 as well.Mental Health - Substance Abuse and Binge Drinking Sanford Vermillion saw an 8% decline in Mental Health visits from a total of 1,349 completed visits in 2019 to a total of 1,236 completed visits in 2020. This is likely due to COVID-19 in 2020. However, a number of visits were shifted to telehealth and video visits rather than in-person visits and actually saw an increase in these type of visits over 2019. Telehealth and video visits also had the benefit of decreasing the number of typical no-show appointments from patients, as it was more convenient and private for them. Sanford Vermillion continues to employ the same providers, which includes a full-time Integrated Behavioral Therapist (IHT)/Psychologist who works 5 days per week and an IHT/Clinical Social Worker who provides counseling two days per week. Additionally, Sanford Vermillion continues to offer a monthly Psychiatric specialty outreach clinic. The provider utilized the telehealth/video visits during 2020 as an option for clients and had an increase in these types of visits as well. Two Integrated Health Therapists provided Sanford Vermillion staff with two in-services during 2020 on coping with stress during COVID-19, which were well-attended and appreciated by the staff. A private counselor is still available in the community for patients as well as Lewis & Clark Behavioral Health, which employs counselors in the Vermillion community including a licensed alcohol and addiction counselor that has privileges at Sanford Vermillion.COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources. Sanford evaluated more than 100 clinical trials for treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Locally, Sanford Vermillion offered several services and resources to the community in response to the pandemic. Sanford Vermillion Clinic shifted from in-person visits to video visits for patients with COVID-19 symptoms to reduce the risk of exposure for staff and other patients. Similarly, drive through COVID-19 testing was implemented early, and although operational plans changed a few times, staff was able to test over 100 patients per hour. For patients that contracted the virus, Sanford Vermillion was one of the first facilities to offer Bam Bam Infusion Therapy to reduce the severity of illness and likelihood of hospitalization for highest risk patients. The therapy began in late 2020 and we completed 20 doses for patients by the end of the year.Sanford Vermillion also implemented mitigation strategies for long-term care facilities to keep staff and residents safe during COVID-19. These strategies included PPE education, weekly COVID-19 testing, hand hygiene, staff screenings, resident assessments, isolating sick residents, and visitor limitations. Staff were successful in keeping residents in the nursing home COVID-free until mid-December and then were able to limit it to a small number of residents without significant spread.Sanford Vermillion used several platforms to keep the Vermillion community educated on COVID-19. Long-term care residents were updated as changes occurred in the facilities including if there was a new positive staff member or positive resident or change in the visitation policy. Sanford Vermillion participated in the Vermillion Area & Chamber Development Company's UpNEXT videoconferences with community leaders/businesses to provide the community with Sanford Vermillion's COVID-19 update. Sanford Vermillion partnered with the University of South Dakota (USD) to make plans for an alternate care site for up to 40 patients if needed during COVID-19 should hospital capacity become overwhelmed. Arrangements were made for staff accommodations on the USD campus for COVID-19 positive and suspected positive staff that would need to quarantine and may not be able to do so at home. USD also provided excess PPE supplies to the hospital during times of shortage when vendors were unable to fill orders. Although the alternative plans were never acted upon, it was comforting for all involved to know we had backup plans for our patients and staff.Identified needs not directly addressed by this facility include:Aging - Cost of long term care, cost of memory care, and cost of in-home servicesChildren and Youth - Substance abuse by youth, and childhood obesitySafety - Culture of excessive drinkingHealth Care - Access to affordable health insurance, access to affordable health care, and cost of affordable prescription drugs |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 11 -- Sanford Vermillion Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Priority 2: Children and YouthAccording the Center for Disease Control, Obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion.Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Substance abuse is another high raking concern for community members. The risk factors for substance abuse among youth include boredom, stress, curiosity, the desire to feel grown up, or to lessen peer pressure. Protective factors include: Having high self-esteem Attending a school with policies against using alcohol and drugs Having an adult role model who doesn't use tobacco or drugs or misuse alcohol Participating in athletic, community, or faith-based groups Living in a community with youth activities that prohibit drugs and alcohol Sanford has made children and youth a significant priority and has developed strategies to offer support programs that provide children and youth resources for healthy living.Addressing of Significant Needs during Current YearMental Health/Behavioral Health and Substance AbuseSanford Chamberlain Medical Center provides education on substance abuse prevention and behavioral health for students and parents of local schools. Sanford Chamberlain engaged in work with the Chamberlain school district, embedding a licensed mental health counselor in the high school/middle school and elementary school one day per week. Chamberlain schools were virtual from March to May 2020, impacting reach. Sanford Chamberlain works with the Chamberlain Middle School in supporting a curriculum around social/emotional well-being. The social/emotional curriculum is live in classrooms, circulating through 6th to 8th grade students. To increase community safety and decrease substance abuse, Sanford Chamberlain Medical Center has previously trained community members on Mental Health First Aid and intended to continue this services in 2020. Unfortunately, although Sanford Chamberlain has a certified trainer, the Mental Health First Aid training sessions were put on hold due to COVID-19.To advance opioid prescribing best practices, staff and providers are routinely given updates on Sanford enterprise best practices regarding opioid prescribing. Many of these updates appear as prompts in a patient's Electronic Medical Record (EMR). The EMR prompts providers to do the following: check PDMP (Prescription Drug Monitoring Program) before prescribing opioids, perform routine yearly Urine Drug Screen tests, provide educational resources in dealing with prescribing opioids, and give Controlled Substance Agreements for patients using opioids chronically. Children and YouthSanford Chamberlain intends to make the Sanford fit wellness program available to local schools as well as parents of students. SCMC hosted Sanford fit night in conjunction with parent teacher conferences at the Chamberlain elementary school on February 13, 2020. Approximately 200 people attended the event. Camp FUEL is a summer camp for area youth where healthy eating, exercise, and health outcomes are explored. The camp took place in summer 2019 and plans are underway to hold a Camp FUEL again in 2020. The 2020 camp strategy was paused due to COVID-19.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Chamberlain Medical Center supported the community through a variety of initiatives. SCMC was the primary COVID testing site for the tri-county area of Brule, Buffalo, and Lyman Counties. Community Education was also a key component of their COVID response with educational resources shared locally through social media, schools, and the Chamber of Commerce along with virtual offerings of the Better Choices Better Health program. Other community involvement and support included innovative offerings such as drive-thru Thanksgiving meals, drive-thru flu shots, a drive-thru ice cream treat day, and outdoor walk-in Wednesday interviews.Sanford Chamberlain supported our clinical and non-clinical staff throughout the pandemic in numerous ways including meal certificates, individual treats throughout the year, to-go monthly meals prepared by Dietary, and catered meals. Administration also created an "Island Retreat Break Room" with decorations, a picture station, themed mocktails and treats, and staff massages to create some relaxation, levity, and comradery for the staff.Identified needs not directly addressed by this facility include:Economic - Need for a skilled labor forceAging - Cost of long-term care, and the cost of memory care Safety - presence of drug dealers, presence of street drugs, and abuse of prescription drugs Health Care - Access to affordable health care, and access to affordable health insurance coverageSanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford shared the findings of the CHNA research and these unmet needs with community leaders and community stakeholders. |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 12 -- Sanford Chamberlain Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1 Healthcare AccessAccording to the County Health Rankings for Clinical Care, access to affordable health care is important to physical, social, and mental health. Health insurance, local care options, and a usual source of care help to ensure access to health care. Having access to care allows individuals to enter the health care system, find care easily and locally, pay for care, and get their health needs met.Sanford has made healthcare access a significant priority and has developed strategies to promote and improve access to services. It is Sanford's goal that all patients requiring access to healthcare are successful in securing timely appointments.Priority 2: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Addressing of Significant Needs during Current YearImproving Health Care Access2020 was a year of change. Patient access improved with patients having same day access to providers as all providers have same day appointments held on their schedules to ensure timely access to care. Additionally, Sanford Luverne moved to a rapid deployment of more telehealth and video visit access due to COVID-19. This was instrumental in allowing patients to stay connected to their providers for care during the pandemic. Many patients prefer the face-to-face visits with their providers, but the expectation is that telehealth visit offerings will continue beyond this year. A new family medicine physician is scheduled to join Sanford Luverne in December of 2022 to further expand access.To improve price transparency in 2020, Sanford focused on meeting the new state of Minnesota and CMS mandates by focusing on a goal of displaying shoppable services in a consumer-friendly format and comprehensive listing of pricing for services. Price transparency continues to be a focus for the finance team and will continue to see ongoing efforts to improve this for our patients.Sanford Luverne continues to support dental health access in the community efforts with the mobile dental clinic for lower income residents through promotion and financial support. The mobile dental services were suspended with COVID-19 so access has been more of a challenge for residents needing the service. The community is losing its local dentist due to their relocating. However, a new dentist was successfully recruited to the community to continue the current level of local access. Improving the Mental Health of the CommunitySanford Luverne's Integrated Health Therapist (IHT) had local mental health providers begin a monthly education event through community education to align IHT and crisis resource team with area mental health services for timely access. Approximately 30-40 people attend each event. Meetings were paused in March after the pandemic began but is intended to resume as soon as they are able. The group has focused on encouraged positive messages within the community this past year, has developed a resource listing of options for care, and has done a lot of work as part of our community "Brain Health" initiative. Sanford Luverne's integrated health therapist had 388 individual patient sessions in 2020.The clinic continues to work on management of depression and anxiety to decrease their severity. Sanford's RN care manager resigned at the end of 2020 and a new staff member has been oriented in that role. As of September 2020, 23.3% had optimal depression metrics at six months and 23.5% at 12 months. The six-month quality metric was slightly less than at the end of 2019 but much better at the 12-month mark. Due to quality metric changes in 2019, a comparable for December is not available.The arrival of COVID-19 resulted in increased substance use within the community. Two years of recruitment efforts for a substance use counselor were successful in 2020. The new team member has improved access to care and allowed Sanford Luverne to continue to hold group therapy sessions, although social distancing requirements required larger rooms and smaller groups.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Luverne eliminated all non-essential surgeries, transitioned to mostly online video visits and delayed outpatient care beginning in March. During this time, the focus was ensuring safety measures were implemented to protect our staff and ensure they had the necessary supplies to care for and treat covid patients. Sanford Luverne has taken a lead role in education, COVID-19 testing, and COVID-19 vaccinations during 2020. Sanford Luverne's ambulance team worked with all county first responders to ensure they had the right PPE, knew how to use it, had the right supplies to care for patients, and conducted training sessions with the county first responder teamsIn response to hearing of increased demand on the local food shelf, staff members contributed food and volunteered to package food for distribution to those who needed assistance. In addition, Sanford Health invested in all the area food banks through support of Second Harvest. Sanford Luverne is seeing increased mental health concerns and substance use with due to COVID-19. Sanford's behavioral health therapist is working internally with the wellness committee focusing on staff mental health and resiliency. In addition, she is working with the community "Brain Health" task force on ways to improve brain health in community initiatives. Substance use staff continue to work with county drug courts and providing outpatient assessments and treatment in an individual and group setting to ensure that care is received in a timely manner.Identified needs not directly addressed by this facility include:Economic - Need for a skilled labor force, affordable housing, and employment optionsAging - Cost of long term care, availability of memory care, and cost of in-home servicesChildren and Youth - availability and cost of quality childcare, availability and cost of services for at-risk youth, substance abuse by youth, bullying, and teen suicide.Sanford will not develop strategy to address the cost of long term care, the availability of memory care, the availability and cost of quality child care. However, Sanford shared the results of the CHNA research with community leaders and agencies with expertise to the identified needs. Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 13 -- Sanford Luverne Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Physical Health According the Center for Disease Control, Obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion.Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Sanford Health Canby has made physical health specific to obesity a significant priority and has developed strategy to improve physical health and reduce the negative health effects of obesity.Priority 2: Mental Health Mental health is important at every stage of life and affects how people think, feel and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Addressing of Significant Needs during Current YearPhysical HealthSanford Canby Medical Center (SCMC) remains committed to improving the physical health of the greater Canby, MN community. Once again, SCMC provided sponsorship support to various activities and events in the community. Donation requests are reviewed at administrative council meetings; events/activities aligning with the promotion of healthy living are given strong consideration. Due to the Covid-19 pandemic, many organizations faced challenges holding traditional group events, and many were canceled. However, in 2020, approximately $3,200 was donated to events/organizations of the Canby community including the Canby Golf Course, City of Canby tennis court fundraiser, and Canby 4 Kids.The COVID-19 pandemic forced the Canby, MN schools to move to remote learning in the Spring of 2020. However, SCMC provided the schools with nearly 400 sets of fitKids workout cards that were sent home in virtual learning packets. The cards contained a set of instructions and students could easily follow the steps in order to get a short, 5-minute workout by selecting a warm-up activity card, move activity card, and cool-down activity card. While COVID-19 greatly impacted the ability to meet face-to-face in 2020, Sanford Canby offered pre-diabetes classes in the months of July, August, and November. The diabetes support group was able to meet in the months of February, September, November, and December. In addition, Sanford Canby provided meeting space for bariatric weight loss support group members and provided meeting space for a public educational session - Understanding Alzheimer's and Dementia. Sanford Canby Medical Center successfully conducted the Sanford Power program with 15 area Canby student athletes. The program is designed to prepare young athletes for safe competition by focusing on speed training, agility training, plyometric training, and strength training. COVID-19 prohibited the program from taking place in person, and therefore was held virtually. Mental HealthThe Sanford Canby Pathways Support Group offers support, resources, and routes to thrive and better manage life with chronic conditions. This group provides strategies, solutions, and resources to aid members along an empowered pathway in living life after diagnosis of a chronic disease. The group is open to anyone with, or caregiving for, a person with, a chronic medical condition including Parkinson's, memory loss, vision loss, cancer, heart disease, mental health, grief/loss, or pain. However, the COVID-19 pandemic prohibited the support group from meeting in 2020. Sanford Canby Medical Center utilizes the PHQ-9 screening tool within the electronic medical record to help in the identification of mental health needs. Through the medical home program, RN care manager, and PHQ-9 screening, we can offer and refer mental health services to those with scores indicative of depression. Through quality measures, we are able to track and measure depression remission. In January 2020, 11% of patients recorded remission in 12 months; In January 2021, 8.3% of patients recorded remission. The remission goal is 48.4% of patients. Screening for depression was added to the quality measures in 2021 and includes screening all patients ages 12 and over for depression symptoms and follow-up. This screening is done at least every twelve months. Sanford Canby also expanded mental health services to include a psychiatrist who provides telemedicine visits.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Canby was quick to take action with screening procedures and visitor restrictions put into effect. Leadership teams met frequently to assess the state of the pandemic and lead the local pandemic response. COVID-19 laboratory testing evolved throughout the year with SCMC eventually able to conduct a PCR, in-house, 30-minute Covid-19 test for emergency room patients and hospital inpatients. In-house antigen test for symptomatic patients was added in November. SCMC also retrofitted two hospital rooms for negative air flow in response to the need to treat COVID-19 patients locally. Outpatient monoclonal antibody therapies were added, which has seen great success in reducing hospitalizations resulting from Covid-19 infections. The long-term care administrator conducted a weekly call for resident families to feel connected and informed to their loved ones' care as staffing challenges arose due to employee infections and residents became infected with the virus.Beyond the clinic, hospital staff members posted workout videos online for wellness center members to safely exercise in their own homes when the facility was forced to close. N95 mask fit testing was offered to outside organizations including fire department staff and police. On March 16, 2020 Sanford Canby hosted a parent support group session "Covid-19 Prepare Your Home." Identified needs not directly addressed by this facility include:Economic - Employment options, and skilled labor forceAging - Cost of long term care and memory care, and cost of in-home servicesChildren and Youth - Bullying, and availability of quality childcareHealth Care - Access to affordable health insurance, cost of affordable vision insurance, access to affordable prescription drugs, cost of affordable dental insurance coverage, and access to affordable healthcare |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 14 -- Sanford Canby Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Children and Youth According to the Centers for Disease Control, obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion. Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer. Sanford Jackson has made physical health specific to obesity a significant priority and has developed strategy to improve physical health and reduce the negative health effects of obesity. Priority 2: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness.Addressing of Significant Needs during Current YearChildren and YouthSanford Jackson Medical Center is working to create awareness of health behaviors for children and parents in our community through several initiatives. Marketing Specialists continue to strengthen relationships with community members specifically for Jackson's annual Kids Tri for Health. The 2020 Tri for Health was scheduled for June but was cancelled due to COVID-19. Planning is underway for the 2021 Tri for Health that is slated for June 11 and 12, 2021. The Sanford Fit Kids curriculum is utilized at various community events, speaking engagements, and in the resource bags for participants in Tri for Health. This year its utilization in schools and other activities were curtailed as COVID-19 resulted in schools and activities moving into the virtual space or were cancelled.Sanford Jackson Medical Center supported Families in the Community throughout 2020 through sponsorship of organizations such as Jackson County Libraries Summer Program and the new Jackson City Splash Pad. Department managers and providers visited with 10th grade high school students interested in healthcare career paths in December.Mental Health and Substance AbuseMental health and behavioral health care continues to be a pressing need for the community. Sanford Jackson Medical Center's goal is to decrease patients presenting to the emergency room with mental and behavioral health issues as well as to decrease substance abuse within the community. Sanford Jackson Medical Center is working internally and with community partners to decrease substance abuse in the area via several projects.SJMC's RN Health Coach specializes in customized care plans for patients needing support in weight loss initiatives, diabetes management, smoking cessation, or assistance in navigating primary care. A key voice in the community, the RN Health Coach has provided education resources at the 2020 Jackson Farm and Home Show. The Weight Loss Support group has transitioned to Facebook Live format for our patients. Providers discuss tobacco use rates and the impact on care for people with diabetes and vascular disease, specifically. The Performance Improvement team monitors these measurements quarterly and updates action plans for all members involved in patient care. To advance opioid prescribing best practices, staff and providers are routinely given updates on Sanford enterprise best practices regarding opioid prescribing. Many of these updates appear as prompts in a patient's Electronic Medical Record (EMR). The EMR prompts providers to do the following: check PDMP (Prescription Drug Monitoring Program) before prescribing opioids, perform routine yearly Urine Drug Screen tests, provide educational resources in dealing with prescribing opioids, and give Controlled Substance Agreements for patients using opioids chronically. SJMC's Integrated Health Therapist leads a community task force comprised of representatives from Des Moines Valley Health and Human Services (Public Health), law enforcement officials, EMS, industry leaders, Southwest Mental Health, and Family Services Network. This task force meets quarterly to discuss behavioral health issues of all ages, available resources, and the impact on our community. The "Ask the Expert" column in the local newspaper educated the community on the National Prescription Drug Take Back Days held in April and October 2020. The public was informed of the ability to take outdated medication for disposal to the law enforcement center in Jackson year round.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, SJMC collaborated with Des Moines Valley Health and Human Services-the local public health department-to provide education to the community via newspaper and radio. Newspaper topics included How to Stop the Spread, covid testing, antibody testing, rapid covid testing, Don't Put Your Health on Hold, and vaccine updates.Handmade mask donations were accepted and made available to patients as needed. As a result, over 1,000 masks were made and distributed.Several programmatic changes were implemented to support the health and wellness of the community during the pandemic. Patient visits were offered through several mediums for those that did not need to present in person for appointments, including MyChart, Facetime, Zoom, and verbal visits. Jackson and Lakefield clinics conducted nearly 600 virtual and verbal visits from March through December 2020. To further lessen exposure, drive up COVID-19 testing was available through the ambulance garage and the clinic time for symptomatic (ie "sick") patients to be seen was condensed to the end of each day allowing the continuation of healthy patient care throughout the day. In addition, to ensure the health and safety of our staff and patients, a screener was placed at the entrance of the facility. The screener continues today taking temperatures and asking screening questions related to COVID-19 symptoms and exposure.Identified needs not directly addressed by this facility include:Children and Youth - Availability and cost of quality childcare, bullying, availability and cost of services for at-risk youth, substance abuse by youth, teen tobacco use, and opportunities for mentoringAging - Cost of long term care, availability and cost of memory careHealth Care - Availability of non-traditional hours, access to affordable health insurance, access to affordable health care, access to affordable prescription drugs, cost of affordable dental insurance coverage |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 15 -- Sanford Jackson Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: WellnessAccording the Center for Disease Control, obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion.Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Sanford Health Tracy has made physical health specific to obesity a significant priority and has developed strategy to improve physical health and reduce the negative health effects of obesity.Priority 2: Health Care AccessAccording to the County Health Rankings for Clinical Care, access to affordable health care is important to physical, social, and mental health. Health insurance, local care options, and a usual source of care help to ensure access to health care. Having access to care allows individuals to enter the health care system, find care easily and locally, pay for care, and get their health needs met.Sanford has made health care access a significant priority and has developed strategies to promote and improve access to services. It is Sanford's goal that all patients requiring access to health care are successful in securing timely appointments.Addressing of Significant Needs during Current YearWellnessDietician and RN Health Coach services continued to be offered and referred to in 2020. Sanford Tracy's dietician had 10 visits in 2020, from 11 in 2019. The RN Health Coach had 227 visits in 2020, which was an increase from 182 visits in 2019. The medical supplies that were purchased for low-income/in-need patients were all distributed in 2019. Discussions were progressing on how to find funding to continue this initiative/project but were halted in early 2020 due to COVID-19. The intention is to begin brainstorming once again on how to revive this project. 2020 saw staff continue with the Sanford fit program with the Tracy Area Elementary 4th grade class., which focuses on health lifestyle choices to decrease childhood obesity. Unfortunately, the 2020 session was cut short due to COVID-19 and the schools transitioning to distance learning. Resources for at-home learning and exercise were provided to local teachers. The 4th graders took a pre-test, but were unable to take the post-test, so we were unable to measure their learning from the program.Health Care AccessTo support mental health awareness Sanford Tracy continued awareness campaigns for telemedicine services. Local behavioral health services began in 2020 but were quickly halted in March due to COVID-19. Yet, provider referrals were a major factor in the continued use of Sanford Tracy's in-house behavioral health services. Behavioral Health providers in Tracy saw 77 new referrals in 2020 and a grand total of 1,016 visits for the year. The slight decline in visits may be attributed to COVID-19 and the hesitancy for patients to seek care.Orthopedic and dermatology outreach were scheduled to begin in early 2020 to expand specialty services. However, due to unforeseen circumstances not related to COVID-19, the services did not come to fruition. Sanford continues to look at options for both orthopedic and dermatology outreach services, however, COVID-19 slowed that process down in 2020.The medical supplies that were purchased for low-income/in-need patients were all distributed in 2019. Discussions were progressing on how to find funding to continue this initiative/project but were halted in early 2020 due to COVID-19. The intention is to begin brainstorming once again on how to revive this project. COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Tracy's COVID-19 Response included several measures and greatly reduced the possibility of exposures and infection of the virus for our communities. Measures included the implementation of telehealth visits, phone visits, and drive through COVID-19 testing to limit patients coming into our facility, masking, screening, and visitor guidelines, and COVID-19 pre-op testing before all surgical procedures.Identified needs not directly addressed by this facility include:Economic - Need for employment options, and availability of a skilled labor forceChildren and Youth - Availability of quality childcareAging - Cost of long term care, availability and cost of memory careMental Health and Substance Abuse - Depression, stress, dementia and Alzheimer's |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 16 -- Sanford Tracy Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Priority 2: TransportationThe University of Minnesota's Rural Health Research Center reports that transportation is a concern for rural residents. A social determinant of health, affordable transportation is fundamental to mental, physical, and emotional well-being. Individuals with disabilities, those with low incomes, seniors, and others who may not have reliable access to transportation depend on public and private transportation to access health services, obtain food and other basic needs, and to engage with their communities.Sanford Health Hillsboro has made transportation a significant priority and has developed a strategy to work in collaboration with city and county leadership and the department of human services to explore options for the local community and county members.Addressing of Significant Needs during Current YearMental Health Services Sanford Mayville continues to use the PHQ-9 patient health questionnaire on initial and certain follow-up appointments and appropriate patients to ensure those in need of mental health services are identified and offered treatment. The panel management team is completing follow-up for new depression diagnosis.Both Sanford Mayville and Sanford Hillsboro have implemented IHTs (integrated health therapist) into the Clinics, mostly by tele-health due to the COVID-19 pandemic. 1-3 patients per day are being seen by telehealth from each Clinic. Patients and Providers feel it is going well and it is used quite frequently.Hillsboro's Go Live for Senior Life Solutions outpatient group therapy program was scheduled to start Summer of 2020 with an estimated 4-10 patients per day by the end of 2020. Due to the COVID-19 pandemic the program start date was delayed until December 2020. The delay resulted in patients not being seen virtually until January 2021.TransportationSanford Hillsboro and Sanford Mayville coordinated with Traill County to provide a public directory of transportation options, which is available throughout the county. Traill County has a bus/van available for use and seemed to be working very well in the community. Unfortunately, COVID-19 stopped all transportation in 2020. Sanford Hillsboro worked with the City of Hillsboro as they submitted a grant to secure and autonomous bus to transport residents throughout the city. The City did not receive the grant that was submitted and has moved away from any other such types of public transportation for the city.From a healthcare perspective, Sanford offers and promotes several virtual healthcare options in response to COVID-19 and the subsequent impact on travel. Offerings include video visits, telehealth, and e-visits.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Mayville, Sanford Hillsboro, and Traill County Public Health are partnering on a COVID-19 vaccination effort starting the week of January 25, 2021. The effort includes weekly vaccination events.Identified needs not directly addressed by this facility include:Economic - Need for affordable housing, and employment optionsAging - Cost of long term care and memory care, availability of resources for family and friends caring for elders the cost of in-home services, cost of in-home services, and help making out a will or healthcare directiveChildren and Youth - Availability of quality childcare, childhood obesity, cost of quality childcare, the availability of services for at-risk youth, bullying, substance abuse by youth, cost of activities, cost of services for at-risk youth, opportunities for youth-adult mentoring, and teen tobaccos useSafety - Culture of excessive drinking, and abuse of prescription drugsHealth Care - Access to affordable health insurance, access to affordable healthcare, access to affordable prescription drugs, access to affordable dental insurance, and access to affordable vision insurance Sanford will not develop strategy to address the cost of long term care and memory care because the state of North Dakota through the Department of Human Services controls the cost. Memory care cannot be added to the LTC facility. Safety issues such as the culture of excessive drinking, and abuse of prescription drugs are issues that the city council and the sheriff's office are issues that the community stakeholders are addressing. Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Priority 2: TransportationThe University of Minnesota's Rural Health Research Center reports that transportation is a concern for rural residents. A social determinant of health, affordable transportation is fundamental to mental, physical, and emotional well-being. Individuals with disabilities, those with low incomes, seniors, and others who may not have reliable access to transportation depend on public and private transportation to access health services, obtain food and other basic needs, and to engage with their communities.Sanford Health Mayville has made transportation a significant priority and has developed a strategy to work in collaboration with city and county leadership and the department of human services to explore options for the local community and county members. Addressing of Significant Needs during Current YearMental Health Services Sanford Mayville continues to use the PHQ-9 patient health questionnaire on initial and certain follow-up appointments and appropriate patients to ensure those in need of mental health services are identified and offered treatment. The panel management team is completing follow-up for new depression diagnosis.Both Sanford Mayville and Sanford Hillsboro have implemented integrated health therapists (IHTs) into the Clinics, primarily via telehealth due to the COVID-19 pandemic. 1-3 patients per day are being seen by telehealth from each Clinic. Patients and Providers feel it is going well and it is used quite frequently.Hillsboro's Go Live for Senior Life Solutions outpatient group therapy program was scheduled to start Summer of 2020 with an estimated 4-10 patients per day by end of 2020 year. Due to the COVID-19 pandemic program start date was delayed until December 2020. The delay resulted in patients not being seen virtually until January 2021.TransportationSanford Hillsboro and Sanford Mayville coordinated with Traill County to provide a public directory of transportation options, which is available throughout the county. Traill County has a bus/van available for use and seemed to be working very well in the community. Unfortunately, COVID-19 stopped all transportation in 2020. From a healthcare perspective, Sanford offers and promotes several virtual healthcare options in response to COVID-19 and the subsequent impact on travel. Offerings include video visits, telehealth, and e-visits.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Mayville, Sanford Hillsboro, and Traill County Public Health are partnering on a COVID-19 vaccination effort starting the week of January 25, 2021. The effort includes weekly vaccination events.Identified needs not directly addressed by this facility include:Economic - Need for affordable housing, and employment optionsAging - Cost of long term care and memory care, availability of resources for family and friends caring for elders, cost of in-home services, and help making out a will or healthcare directiveChildren and Youth - Bullying, availability and cost of quality childcare, childhood obesity, cost of activities for children and youth, availability and cost of services for at-risk youth, substance abuse by youth, opportunities for youth-adult mentoring, and teen tobacco useSafety - Concerned about the culture of excessive drinking, and abuse of prescription drugsHealth Care - Access to affordable health insurance, cost of affordable vision insurance, access to affordable prescription drugs, cost of affordable dental insurance coverage, and access to affordable healthcareSanford will not directly develop strategy to address the cost of long term care and memory care because the state of North Dakota through the Department of Human Services controls the cost. Sanford has deferred to the local nursing home which does have an Alzheimer's unit. Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Priority 2: Aging ServicesAccording to the Administration for Community Living, families are the major provider of long-term care for older adults and people with disabilities in the U.S. Research indicates that caregiving also exacts a significant emotional, physical, and financial toll. With nearly half of all caregivers older than age 50, many are vulnerable to a decline in their own health. Studies have shown that coordinated support services can reduce caregiver depression, anxiety, and stress, and enable them to provide care longer, which avoids or delays the need for costly institutional care.Sanford has made the aging population a significant priority and has developed strategies to support caregivers through community services. The creation of collaborative partners will provide the necessary support to make a positive impact on caregivers and to provide the tools to support their work.Addressing of Significant Needs during Current YearMental HealthAs need continues to increase, Sanford Webster aims to ensure that access to mental health services are available for the community. Access is achieved through improved access for mental health specialty care, psychiatry outreach services, and the Bridging Health and Home program. Bridging Health and Home is offered to support older adults in our rural areas. Bridging Health and Home services are free for adults age 55 and older and offers compassion and care to those wishing to remain at home as long as possible.Sanford Webster continues to actively offer access to mental health services through telemedicine. Dr. Mark Daniels is a psychologist and integrated health therapist based in Vermillion, SD offering care to Webster residents. Drs. Nuss and Eggers also support the local community and offer psychiatry services via telehealth. Volume has continued to increase with an average of over 20 patients per month coming for services. Aging PopulationSanford Webster continues to stay active in support of the community's aging population. Unfortunately, the caregiver support group-which offered supportive services to 59 local caregivers in 2019-has not met due to COVID-19 and the better balance class has not been as active with limiting the number of people in a space due to the pandemic. As such, participant numbers trail the 300 total residents that participated in 2019. Lori Reetz at the clinic has started offering Chronic Care Management to the community. We work with individuals with two or more chronic conditions to help them work toward their individual goals of managing their conditions. Currently, 26 individuals are registered with the program and the team has worked with over 30 people since inception of the program. COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Webster has offered care to patients with every level of care, including clinic visits, inpatient hospital, outpatient therapy, swing bed and terminal Covid care. Sanford completed over 1,600 Covid vaccines affecting over 800 individual patients and administered 48 Bamlanivimab infusions to patients in the community. This monoclonal antibody therapy has been very effective in the treatment of patients with COVID-19. Sanford Webster has provided community education through the paper with over five stories related to COVID-19 education. Identified needs not directly addressed by this facility include:Economic - Need for affordable housing, need to maintain energy efficient homes, household budgeting and money management skills, and skilled labor forceChildren and Youth - Bullying, availability of activities for children and youth, childhood obesity, substance abuse by youth, availability and cost of services for at-risk youth, opportunities for adult-youth mentoring, teen tobacco use, and education about birth controlSafety - Presence of street drugs, culture of excessive drinking, presence of drug dealers, abuse of prescription drugs, domestic violence, crime, and child abuse and neglectHealth Care - Access to affordable health insurance, access to affordable vision insurance, access to affordable health care, and access to affordable prescription drugs |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Worthington Medical Center |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health Mental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and depression. All patients in the primary care setting will have a Patient Health Questionnaire (PHQ-9) completed at each visit. The PHQ-9 is an assessment tool used for screening, diagnosing, measuring, and monitoring the severity of depression. Patients are evaluated to determine if there is a need to provide additional services. Sanford is providing on-site mental health services and has implemented telehealth services to improve access to psychiatry services. Priority 2: Economic Well BeingFood security means access by all people at all times to enough food for an active, healthy life. Food insecurity describes a household's inability to provide enough food for every person to live an active, healthy life. According to United States Department of Agriculture, an estimated 12.3 percent of American households were food insecure at least some time during the year in 2016, meaning they lacked access to enough food for an active, healthy life for all household members. That is essentially unchanged from 12.7 percent in 2015. The prevalence of very low food security also essentially unchanged, at 4.9 percent in 2016 and 5.0 percent in 2015. Sanford has made economic well-being specific to food security a significant priority and has developed a strategic plan to sustain the backpack program and food distribution for students in the community.Addressing of Significant Needs during the Current YearMental HealthSanford Wheaton experienced a significant change in depression scores during 2020 due to COVID-19. The pandemic made significant changes to everyone's life and the clinic setting was no different. All patients that are currently under the care of the telehealth psychiatrist receive a PHQ 9 on each visit. The remainder of patients are screened when deemed necessary by the provider, after med changes and to fall into the measured goal need to be done at 4-6 month and 11-13 months. However, the number of patients that came to our facility decreased dramatically in 2020 due to the pandemic, which in turn resulted in fewer patients that allowed for depression screenings through the clinic channel. Sanford Wheaton's depression score decreased every month from March to October but did start increasing again as patients returned to the clinic.Psychiatry and psychology appointments did continue in the midst of COVID-19, but most of these visits have been done through the patient's home via telehealth. Very few patients came to our facility for those visits, which continued through the end of the year. Sanford Wheaton was fortunate to receive a grant from the MN Department of Health for a project of depression and adolescents. This has also been difficult due to the pandemic as many of the strategies were getting groups of students together. We will continue this project into 2021 although the funding cycle ends. Below is the calendar year with the measurement on depression trending regression.Depression Management 19.2%, 16.7%, 17.6%, 12.0%, 12.0%, 11.5%, 10.3%, 8.6%8.3%, 7.7%, 8.3%, 10.8% Economic Well-BeingThe Backpack Program started in 2016 and continued throughout 2020. The program delivers between 80-120 bags monthly to kids age 4 - 18 years twice a month. During COVID-19 additional food was given in each bag. Funding is received through private donations and has sustained throughout this time. Bethlehem Covenant, which served approximately 60 people with a free meal every Wednesday night in 2019, was not able to provide the meals throughout the pandemic due to social distancing issues.Sanford Wheaton continues to collect food for the local food bank and assist with the local food drive each year.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Wheaton implemented all recommended guidelines issued by the CDC and/or Sanford, including masking, social distancing, visitation restrictions, temping employees, patients, visitors, etc. Staff were re-educated on the proper donning and doffing of PPE with continual changes as new information and guidelines became available. To minimize patient and staff exposure, Sanford Wheaton developed and implemented curbside COVID-19 testing protocols in order to provide testing of all Persons Under Suspicion (PUI's) without having them enter any of our buildings.We also secured additional patient care equipment with CARES Act dollars due to increased census.Identified needs not directly addressed by this facility include:Children and Youth - opportunities for youth-adult mentoring, bullying, availability of activities for children and youth, childhood obesity, and teen tobacco use Aging - Cost of long term care, availability of memory care, cost of in-home services, and the availability of activities for seniors.Safety - Abuse of prescription drugs, presence of drug dealers and street drugs, child abuse and neglect, crime, culture of excessive and binge drinking, and domestic violenceHealth Care - Access to affordable health insurance coverage, availability of mental health and substance abuse providers, access to affordable health care, availability of specialist physicians, access to affordable prescription drugs, use of emergency room services for primary health care, access to affordable vision insurance coverage, availability of doctors, physician assistants or nurse practitioners, and availability of non-traditional hours. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Mental Health/Behavioral Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Priority 2: Children and YouthAccording the U.S. Department of Drug Enforcement Administration (DEA), nationally almost 20 percent of students surveyed admit to using marijuana at least once during the last 30 days, and 13 percent of students surveyed admitted driving when they used marijuana within the last 30 days.Researchers have identified risk factors that can increase a person's chances for misuse, and protective factors that can reduce the risk. However, many people with risk factors do not abuse substances. The risk factors for substance abuse among youth include boredom, stress, curiosity, the desire to feel grown up, or to lessen peer pressure. Youth may also be more likely to try drugs because of circumstances or events called risk factors. Examples of risk factors include: Poor grades in school Engaging in alcohol or drug use at a young age Friends and peers who engage in alcohol or drug use Persistent, progressive, and generalized substance use, misuse, and use disorders by family members Conflict between parents or between parents and children, including abuse or neglect BullyingProtective factors include:Having high self-esteem Attending a school with policies against using alcohol and drugs Having an adult role model who doesn't use tobacco or drugs or misuse alcohol Participating in athletic, community, or faith-based groups Living in a community with youth activities that prohibit drugs and alcohol Sanford Health Bagley has made children and youth a significant priority and has developed strategies to expand education for healthy lifestyle choices, provide opportunities for local employment and careers, and provide outreach for teen and adolescent behavioral health services.Addressing of Significant Needs during Current YearMental Health and Substance AbuseIn 2019, Sanford Bagley selected a current Family Medicine Nurse Practitioner and supported their return to school to receive a Psychiatric Nurse Practitioner Certification. The intent was to have a local expert in Psychiatric Medication Management for the community. The Psychiatric Nurse Practitioner completed their clinical rotations and began seeing patients at the Bagley and Clearbrook clinics in 2019. At the time, they were able to see patients with both medical and mental health concerns due to the double certification. Unfortunately, the provider had personal commitments that led them to leave their role at Sanford in 2020. Mental health support for the local community continues through psychiatric telehealth, and outreach from Sanford Bemidji Medical Center.Pharma providers use Sanford Prescribing algorithms for opioid prescribing. This allows for a standard approach to opioid prescribing to patients - eliminating the patient trying different doctors to get different answers. Contracts are being used with patients as part of the opioid prescription process, having the patient and provider sign an agreement on how to safely utilize the prescribed medication. In the event we feel a provider is prescribing opioids outside of the guidelines we can audit each provider's prescriptions.Crisis services report in person for crisis visits. The crisis services team is a group out of Sanford Bemidji that can assist our providers in the event they have a patient in the middle of a mental health crisis. The crisis team can help determine the most appropriate next service. For example: a patient comes into the Emergency Department saying they are suicidal. Our provider can have the crisis team help determine next steps - inpatient vs. outpatient vs. other treatment. Children and YouthSanford Bagley intends to make the Sanford fit wellness program available to local schools as well as parents of students. SBMC hosted Sanford fit night in conjunction with parent teacher conferences at the Bagley elementary school on February 13, 2020. Approximately 200 people attended the event. Further expansion into additional districts at an appropriate time due to COVID-19 is under consideration.Sanford Bagley continued to partner with local school districts to support community youth. Unfortunately, most events were cancelled due to the COVID-19 pandemic. We have had the opportunity for our RN Health Coach to meet with patients for education on healthy lifestyle choices. In addition, online education opportunities were available to our patients.Sanford Health Northern Minnesota hired and onboarded a teen/adolescence psychiatric nurse practitioner and a full-time licensed psychologist in September 2019. Approximately 600 patients were seen in 2020.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates. Locally, Sanford Bagley partnered with local public health, emergency management, school districts, local businesses, and long-term care to provide a community centric response to COVID-19. Weekly meetings continued through 2020 into 2021. For COVID-19 testing, Sanford Bagley created a drive through COVID-19 specimen site to allow for ease of collection. We partnered with long term care, school districts, and local public health to complete necessary mass testing events. Sanford Bagley continued the partnerships with local public health and long-term care to provide COVID-19 vaccination opportunities to our patients. Identified needs not directly addressed by this facility include:Economics - Availability of affordable housing, concern for homelessness, food insecurity, and a need for housing that accepts people with chemical dependency, mental health problems, criminal history or victims of domestic abuseAging - Cost of long term care, and availability of memory careSafety - Child abuse and neglect, crime, presence of street drugs, abuse of prescription drugs, presence of drug dealers, and domestic violenceHealth Care - Use of emergency services for primary care, and access to mental health/behavioral health providers |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: Economic Well-Being - Affordable HousingResources that enhance quality of life can have a significant influence on population health outcomes. Examples of these resources include safe and affordable housing, access to education, public safety, availability of healthy foods, local emergency/health services, and environments free of life-threatening toxins. Priority 2: Behavioral Health and Mental Health Access - Substance Abuse by YouthMental health is important at every stage of life and affects how people think, feel and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness.Addressing of Significant Needs during Current YearEconomic Well-Being - Availability of Affordable HousingThe Canton area is in need of more affordable housing units to increase the well-being of community members. SCIMC is collaborating with the Canton Economic Development Committee to expand options for local residents. A Sanford Senior Director is the president of the Canton Economic Development Corporation (CEDC) and has been working with CEDC board for the past two years on this project. We have secured the option to purchase land with the goal of starting development of two 16-plex apartment buildings and approximately 10 villa-type homes in 2021, with additional custom homes to begin in late 2022. Three potential developers for the land were interviewed and the ultimate developer has been selected with a final agreement in the works.Behavioral Health and Mental Health Access - Youth Substance Abuse SCIMC has not been able to get into the local school districts since March of 2020 due to COVID-19. The lack of access has resulted in SCIMC's inability to provide and/or sponsor any educational material to the local school. SCIMC intends to re-start the efforts once things open again and provide additional information to the local high school and middle school kids and their families. SCIMC has a number of valuable resources deployed in previous years to support the CHNA, including vaping education seminars and screening services. COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, SCIMC provided additional resources for patients to see providers through video visits and verbal visits. COVID-19 and vaccine information were provided to the public to educate and promote understanding of the topics. Local vaccine clinics for businesses essential works and to patients in the 65 + age group have given out over 1,800 doses of the vaccine. The hospital and the SCIMC Foundation provided staff with Canton Cash, Inwood Bucks, and gift certificates to support local businesses.Identified needs not directly addressed by this facility include:Economic - Employment options, a skilled labor force, household budgeting and money management, and maintaining livable and energy efficient homesTransportation - Availability of good walking or biking options, and driving habits related to speed and road rageAging - Cost of long term care and memory care, cost of in-home services, availability of memory care, availability of resources to help the elderly stay safe in their homes, and availability of resources for caregiversSafety - Abuse of prescription drugs in the community, presence of drug dealers in the communityHealth Care - Access to affordable health insurance, access to affordable vision insurance, availability of health care services for Native American people, access to affordable dental insurance, availability of non-traditional hours, availability of prevention programs, and availability of specialist physicians Children and Youth - Cost and availability of activities for children, cost and availability of quality childcare, cost and availability of services for at-risk youth, bullying, childhood obesity, teen tobacco use, teen suicide, and opportunities for youth mentoringMental Health and Substance Abuse - Depression, stress, dementia and Alzheimer's disease, drug use and abuse, smoking and tobacco use, alcohol use and abuse, and exposure to second hand smoke |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: TransportationAdequate transportation is an essential quality of life issue. People who live in rural areas, people with low incomes or disabilities, seniors, etc. have a harder time receiving healthcare, accessing basic needs, and interacting with the community because of transportation. They often must rely on public or private transportation services to receive needed health care.Sanford Health Clear Lake has made transportation a priority and developed a strategy to work in collaboration with community organizations to explore options for the local community and county members. Priority 2: Physical HealthObesity is a serious and complex health issue. It can be caused by behavior or genetics or a combination of both. Behaviors can include dietary choices, physical activity, medication use, and others. Environmental factors such as education or culture can also contribute to obesity. Obesity is a serious concern because it's highly related to poor health, reduced quality of life, and to morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Sanford Health Clear Lake has made physical health specific to obesity a priority and developed a strategy to improve physical health and reduce the negative health effects of obesity.Addressing of Significant Needs during Current YearTransportationThrough the efforts of motivated individuals in the Clear Lake Community, including Sanford Clear Lake staff, the transit project sustained traction throughout the COVID-19 pandemic. Virtual meetings were utilized to discuss and improve public transit.Community Transit of Watertown/Sisseton received approval by the SDDOT to expand its operations to include Deuel County. Beginning on August 4, 2020, Deuel County Community Transit kicked off service by providing scheduled weekly trips to Watertown, Brookings, and Sioux Falls. Handicapped accessible public transportation was made available to all ages. Service is limited to medical, educational, and employment purposes. The Healthy Hometown project experienced delays and cancelations due to COVID-19. The walking audit to determine the walkability of the City of Clear Lake had to be rescheduled due to travel bans for Wellmark staff leading the project. The Healthy Hometown group still meets virtually to address other projects and hopes to schedule a walking audit Spring 2021. Physical Health Sanford Clear Lake Medical Center is committed to improving the physical health of the Clear Lake community with a particular focus on reducing negative health effects from obesity. 2020 was a challenging year for Sanford Clear Lake Wellness Center. Due to COVID-19, the wellness center closed its doors from March 13 - May 11, 2020. However, Sanford Clear Lake Wellness Center sponsored three separate fitness/wellness challenges in 2020. "March Madness" encouraged daily routine exercise with 23 participants before it was discontinued with the pandemic-related closure of the wellness center. A "Lazy Triathlon" in July and August allowed participants to complete a triathlon at their own pace. Participants who completed the challenge were to return completed log sheet to be entered for a prize. Unfortunately, log sheets were not returned. A "Holiday Hustle" in December encouraged healthy lifestyles by having participants complete a healthy task each day in the month of December. One participant returned a completed log sheet.The Healthy Hometown committee continued work through the pandemic. Virtual meetings allowed committee members to continue to work on projects set forth in the overall master plan designed for Clear Lake in 2019. Staff took on the task of implementing healthy options at concessions and improving access to drinking water in the community. School administration supported this project and provided resources and contact information that enabled the project's success. The impact of making healthier options available at concessions was measured by the frequency of re-ordering and re-supplying the healthier items, i.e. Veggie Straws, fresh fruit, trail mix, and string cheese. A promotional poster at concession informed patrons of the availability of the healthier options. The poster was also shared through social media. Implementation plans for healthier concession options at youth summer recreation concessions were also made, but, due to the COVID-19 pandemic, youth summer recreation activities were altered and concessions were not available. Increasing access to water proved to be a more difficult tactic. Plans were made with city officials to meet and discuss the goals of the project. Unfortunately, the meeting was canceled, and organizers were encouraged to submit a proposal to the city council for approval. Developing a proposal without key information hindered the success of the project. However, due to the COVID-19 pandemic, Deuel School installed five additional water bottle filling stations for students to access while at school.In the spring of 2020, the city council made a proposal for a walking trail at the city park. Sanford Clear wrote a letter to the city in support of the project due to its promotion of physical activity.The CHNA planning team meets monthly and reviews sponsorship requests for community events. In 2020, approximately $1600 was donated to events and organizations including the Clear Lake Baseball Association, Deuel Area Development, Inc., and New Hope Walk for Cancer to name a few. COVID-19 and Community HealthSanford Health started monitoring COVID-19 in December 2019. We activated an Incident Command in March 2020 that included leaders from the entire organization to create and execute a coordinated response to the pandemic. Our integrated system allowed greater access to supplies, and better ability to distribute resources. Sanford evaluated more than 100 clinical trials for treatment and therapies. We also maintain a registry including data and specimens from 90,000 COVID-19 cases so researchers can thoroughly study the disease. Vaccine distribution began December 2020, and the Dakotas ranked as state leaders for CDC vaccination rates.Locally, Sanford Clear Lake Medical Center (SCLMC) was quick to take action with screening procedures and visitor restrictions. Leadership teams met frequently to assess the state of the pandemic and lead the local response. COVID-19 laboratory testing evolved throughout the year with SCLMC eventually able to conduct a PCR, in-house, 30-minute Covid-19 test for emergency room patients and hospital inpatients. In-house antigen test for symptomatic patients was added in November.SCLMC initially transferred COVID-19 patients to the Sanford USD Medical Center in Sioux Falls. However, increasing case counts and hospitalizations necessitated the treatment of COVID-19 patients locally at a designated area within the med/surge unit. Sanford Clear Lake was also able to provide outpatient monoclonal antibody therapies, which has seen great success in reducing hospitalizations resulting from COVID-19 infections.Once vaccines received emergency use authorization from the FDA, Sanford Clear Lake was eager to play a role in the vaccination effort. By December, the first vaccinations had been given to frontline staff. Staff continue to work closely with state officials and county officials in the vaccination effort and continue to work through population lists and priority lists to provide vaccinations to the public. Identified needs not directly addressed by this facility include:Economic Well-Being - Employment options, skilled labor force, availability of affordable housing and the need for budgeting and money management.Children and Youth - Childhood obesity and bullying Aging - Cost of long term care, availability of resources and cost of services to help the elderly stay in the homes, availability of activities for seniors, and availability and cost of memory careSafety - Abuse of prescription drugsHealth Care - Access to affordable health insurance, access to affordable health care, and availability of behavioral and mental health providersMental Health and Substance Abuse - Depression, stress and tobacco use |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the priority needs. In cases where identified needs have not been directly addressed it is because those needs fall outside of Sanford's expertise, or because Sanford is working with community partners to address the needs. The needs not addressed directly by Sanford are listed for each facility. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/about/community-health-needs-assessmentPriority 1: WellnessAccording the Center for Disease Control, Obesity is a complex health issue to address. Obesity can be caused from a combination of contributing factors such as behavior and genetics. Behaviors can include dietary patterns, physical activity, inactivity, medication use, and other exposures. Additional contributing factors in our society include the food and physical activity environment, education and skills, and food marketing and promotion.Obesity is a serious concern because it is associated with poorer mental health outcomes, reduced quality of life, and is associated with morbidity and illnesses including diabetes, heart disease, stroke, and some types of cancer.Sanford Health Westbrook has made physical health specific to obesity a significant priority and has developed strategy to improve physical health and reduce the negative health effects of obesity.Priority 2: Mental Health and Substance AbuseMental health is important at every stage of life and affects how people think, feel, and act. According to the National Institute of Mental Health, depression is one of the most common mental disorders in the U.S. Current research suggests that depression is caused by a combination of genetic, biological, environmental, and psychological factors. Depression is among the most treatable of mental disorders. Sanford has made mental health a significant priority and has developed strategies to reduce mortality and morbidity from mental health and behavioral health and substance abuse. It is Sanford's goal to reduce the number of individuals whose overall well-being is negatively impacted by addiction and mental illness. Addressing of Significant Needs during Current YearWellnessDietician and RN Health Coach Services continued to be offered in 2020 as needed. There were five in-person dietician visits in 2020 and zero dietician telemed visits. The RN Health Coach had 152 visits in 2020, an increase over 2019 levels.As part of the community education effort, staff attended local high school basketball games in February 2020 (for the 2nd year in a row) to share heart health information with the community. Staff also worked with A.C.E. to provide a Bone Builders class two times a week and a Matter of Balance class periodically for area seniors at Peterson Estates, a senior living facility attached to Sanford Westbrook. In March, all community education programs were put on pause due to COVID-19. 2020 saw staff continue the Sanford fit program, which focuses on healthy lifestyle choices to prevent childhood obesity, with the Westbrook Walnut Grove Elementary 4th grade class. Unfortunately, the 2020 session was cut short due to COVID-19 and the schools going to distance learning. Resources for at home learning and exercise were provided to the teachers. The 4th graders took a pre-test, but were unable to take the post-test, hindering ability to measure participant learning from the program.Mental Health and Substance AbuseThe initiative focuses on enhanced access and awareness of community resources for mental health and substance abuse. This includes working with community partners to create new and promote current recovery program options, promoting telemedicine options for behavioral health, and providing community education. The awareness campaigns for telemedicine services and local behavioral health services continued into 2020 but were quickly halted in March due to COVID-19. However, provider referrals were a major factor in the continued use of Sanford Westbrook's in-house behavioral health services. Behavioral Health providers in Westbrook saw 27 new referrals in 2020 and a grand total of 752 visits for the year.COVID-19 and Community HealthAs a system, Sanford Health started monitoring COVID-19 in December of 2019 and activated an Incident Command in March 2020. Our Incident Commands included leaders from all areas of the organization to create and carry out a coordinated response to the pandemic. Our integrated system allowed greater access to supplies and the ability to distribute resources like PPE across both urban and rural areas in our footprint. In response to the need for treatments and therapies, Sanford evaluated more than 100 clinical trials for patients and maintains a registry that now includes data and specimens from 90,000 COVID-19 positive cases so researchers can continue to study immunity, reinfection, health complications and more. This approach carried through to vaccine distribution beginning in December 2020, with North and South Dakota among the leaders in the CDC's ranking of states with the best vaccination rates.Locally, Sanford Westbrook's COVID Response included several measures that greatly reduced the possibility of exposures and infection of COVID19 for our communities. Measures included the implementation of telehealth visits, phone visits, and drive through COVID-19 testing to limit patients coming into our facility, masking, screening, and visitor guidelines, and COVID-19 pre-op testing before all surgical procedures.Identified needs not directly addressed by this facility include:Economic Well-Being - Need for employment options, household budgeting, money management and the availability of a skilled labor force Transportation - Availability of public transportationChildren and Youth - Availability and cost of quality childcare, childhood obesity, and teen tobacco useAging - Cost of long term care, and cost of memory careSafety - Abuse of prescription drugs Health Care - Access to affordable health insurance and access to affordable health care |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 5: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Medical Center FargoSanford Broadway Medical Center FargoSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were inculded. |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 11: | The following is a list of the community's priority needs and what is being done to address them. Priority needs not directly addressed are either, not within Sanford's expertise, or being addressed collaboratively with community partners. For information concerning those additional needs visit:http://www.sanfordhealth.org/about/community-health-needs-assessment |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individual circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 16j: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population.The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policy |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 198 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (198 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| 1 - Sanford Clinic Aberdeen | ||||
| 3015 3rd Avenue SE | Aberdeen | SD | 57401 | Medical Clinic |
| 2 - Sanford Clinic Aberdeen Surgical Center | ||||
| 3015 3rd Avenue SE | Aberdeen | SD | 57401 | Ambulatory Surgery Center |
| 3 - Sanford Health Adrian Clinic | ||||
| 201 Maine Ave | Adrian | SD | 56110 | Rural Health Clinic |
| 4 - Sanford Health Broadway Clinic | ||||
| 1527 Broadway Street | Alexandria | MN | 56308 | Medical Clinic |
| 5 - Sanford Health Easton Place Clinic | ||||
| 510 - 22nd Avenue E Suite 602 | Alexandria | MN | 56308 | Medical Clinic |
| 6 - Sanford Bagley Clinic | ||||
| 1656 Central St W | Bagley | MN | 56621 | Rural Health Clinic |
| 7 - Sanford Bagley Eye Center & Optical | ||||
| 14 2nd St NE | Bagley | MN | 56621 | Eye Care Center |
| 8 - Sanford Tracy Balaton Clinic | ||||
| 551 Highway 14 E | Balaton | MN | 56115 | Medicare Certified Rural Health Clinic |
| 9 - Sanford Health Bassett Family Clinic | ||||
| 103 Clark St | Bassett | NE | 68714 | Medical Clinic |
| 10 - Sanford Health Baudette Eye Center | ||||
| 103 Main St | Baudette | MN | 56623 | Eye Care Center |
| 11 - Baker Park Inc | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Assisted Living Center |
| 12 - Edith Sanford Breast Center Bemidji | ||||
| 1233 34th St NW | Bemidji | MN | 56601 | Women's Health |
| 13 - Sanford Bemidji 1611 Anne St Clinic | ||||
| 1611 Anne St NW | Bemidji | MN | 56601 | Medical Clinic |
| 14 - Sanford Bemidji 1705 Ann St Clinic | ||||
| 1705 Anne St NW | Bemidji | MN | 56601 | Medical Clinic |
| 15 - Sanford Bemidji Downtown Eye Center & Op | ||||
| 506 Beltrami Ave NW | Bemidji | MN | 56601 | Eye Care Center |
| 16 - Sanford Bemidji Home Care & Hospice | ||||
| 3201 Pine Ridge Ave NW | Bemidji | MN | 56601 | Home Care and Hospice |
| 17 - Sanford Bemidji Main Clinic | ||||
| 1233 34th St NW | Bemidji | MN | 56601 | Medical Clinic |
| 18 - Sanford Dialysis Bemidji | ||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | Dialysis |
| 19 - Sanford Health Neilson Place | ||||
| 1000 Anne St NW | Bemidji | MN | 56601 | Skilled Nursing Facility |
| 20 - Sanford Health Trillium | ||||
| 930 Anne Street NW | Bemidji | MN | 56601 | Assisted Living Center |
| 21 - Sanford Health Windsong | ||||
| 1010 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| 22 - Sanford Joe Lueken Cancer Center | ||||
| 1233 34th St NW | Bemidji | MN | 56601 | Cancer Center |
| 23 - Sanford Behavioral Health Headwaters ACT | ||||
| 116 3rd St NW | Bemidji | MN | 56601 | Behavioral Health Treatment Center |
| 24 - Sanford Health PrimeWest Residential | ||||
| 3124 Hannah Ave NW | Bemidji | MN | 56601 | Behavioral Health & Addiction Center |
| 25 - Sanford Clinic Beresford | ||||
| 600 W Cedar Street | Beresford | SD | 57004 | Rural Health Clinic |
| 26 - Bismarck Cancer Center | ||||
| 500 N 8th Street | Bismarck | ND | 58501 | Cancer Center |
| 27 - Sanford Birth Center | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Birth Center |
| 28 - Sanford Cancer Center Bismarck | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Cancer Center |
| 29 - Sanford Tom & Frances Leach Bismarck Dia | ||||
| 209 N 7th Street | Bismarck | ND | 58501 | Dialysis Center |
| 30 - Sanford Clinic | ||||
| 222 N 7th Street | Bismarck | ND | 58501 | Medical Clinic |
| 31 - Sanford Children's North Clinic | ||||
| 765 W Interstate Ave | Bismarck | ND | 58503 | Children's Clinic |
| 32 - Sanford Bemidji Blackduck Clinic | ||||
| 81 1st St NW | Blackduck | MN | 56630 | Medical Clinic |
| 33 - Sanford Boyden Clinic | ||||
| 3971 320th St | Boyden | IA | 51234 | Medical Clinic |
| 34 - Sanford Brandon Family Medicine Clinic | ||||
| 1105 E Holly Blvd | Brandon | SD | 57005 | Medical Clinic |
| 35 - Sanford Health Brookings Clinic | ||||
| 922 - 22nd Avenue S | Brookings | SD | 57006 | Medical Clinic |
| 36 - Sanford Canby Clinic | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified Rural Health Clinic |
| 37 - Sanford Canby Dental Clinic | ||||
| 11 St Olaf Ave S | Canby | MN | 56220 | Dental Clinic |
| 38 - Sanford Canby Dialysis Unit | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Medicare Certified End Stage Renal Dialysis |
| 39 - Sanford Canby Medical Center | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Medicare Certified Home Health Agency |
| 40 - Sanford Canby Medical Center | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Class F Home Care Provider |
| 41 - Sanford Health Canby Sylvan Place | ||||
| 212 St Olaf Avenue S | Canby | MN | 56220 | Housing with Services |
| 42 - Sanford Health CanistotaUSD Clinic | ||||
| 320 W Main St | Canistota | SD | 57012 | Rural Health Clinic |
| 43 - Sanford Canton Clinic | ||||
| 400 N Hiawatha Drive | Canton | SD | 57013 | Rural Health Clinic |
| 44 - Sanford Health Canton Hiawatha Heights | ||||
| 398 N Hiawatha Drive | Canton | SD | 57013 | Assisted Living Center |
| 45 - Sanford Bemidji Cass Lake Clinic | ||||
| 219 Grant Utley Ave NW | Cass Lake | MN | 56633 | Medical Clinic |
| 46 - Sanford Chamberlain Clinic | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | Rural Health Clinic |
| 47 - Sanford Health Chamberlain Care Center | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | Nursing Facility |
| 48 - Sanford Home Health & Hospice Chamberlai | ||||
| 110 W Beebe Ave | Chamberlain | SD | 57325 | Home Health Care & Hospice |
| 49 - Sanford Health Clark Clinic | ||||
| 211 N Commercial Street | Clark | SD | 57225 | Rural Health Clinic |
| 50 - Sanford Clear Lake Clinic | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Rural Health Clinic |
| 51 - Sanford Clear Lake Medical Center | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Home Health Care |
| 52 - Sanford Bagley Clearbrook Clinic | ||||
| 22 Elm Street | Clearbrook | MN | 56634 | Rural Health Clinic |
| 53 - Sanford Health Dakota Dunes Clinic | ||||
| 350 Oak Tree Ln | Dakota Dunes | SD | 57049 | Medical Clinic |
| 54 - Sanford Health Dell Rapids Orchard Hills | ||||
| 200 W 10th Street | Dell Rapids | SD | 57022 | Assisted Living Center |
| 55 - Sanford Dialysis | ||||
| 1234 Washington Ave Suite B | Detroit Lakes | MN | 56501 | Dialysis Center |
| 56 - Sanford Health Detroit Lakes Clinc & Sam | ||||
| 1245 Washington Avenue | Detroit Lakes | MN | 56501 | Ambulatory Surgery Center/Clinic |
| 57 - Sanford Health Detroit Lakes Eye Center | ||||
| 1245 Washington Avenue | Detroit Lakes | MN | 56501 | Eye Care Center |
| 58 - Sanford Health West Dickinson Clinic | ||||
| 2615 Fairway Street | Dickinson | ND | 58601 | Medical Clinic |
| 59 - Sanford Health East Dickinson Clinic | ||||
| 33 9th St W | Dickinson | ND | 58601 | Medical Clinic |
| 60 - Sanford Health Hearing Center Dickinson | ||||
| 1531 W Villard St | Dickinson | ND | 58601 | Hearing Center |
| 61 - Sanford Health 621 DeMers Ave Clinic | ||||
| 621 DeMers Ave NW | East Grand Forks | MN | 56721 | Medical Clinic |
| 62 - Sanford Health 929 Central Ave Clinic | ||||
| 929 Central Ave | East Grand Forks | MN | 56721 | Medical Clinic |
| 63 - Sanford Health EGF Dermatology Clinic | ||||
| 625 DeMers Ave NW | East Grand Forks | MN | 56721 | Medical Clinic |
| 64 - Sanford Home Care East Grand Forks | ||||
| 404 DeMers Ave | East Grand Forks | MN | 56721 | Home Health Care |
| 65 - Sanford Health Edgeley Clinic | ||||
| 506 2nd St | Edgeley | ND | 58433 | Medical Clinic |
| 66 - Sanford Luverne Edgerton Clinic | ||||
| 733 Main Ave | Edgerton | MN | 56128 | Rural Health Clinic |
| 67 - Sanford Health Ellendale Clinic | ||||
| 141 Main St | Ellendale | ND | 58436 | Rural Health Clinic |
| 68 - Sanford Health Enderlin Clinic | ||||
| 201 4th Avenue | Enderlin | ND | 58027 | Rural Health Clinic |
| 69 - Sanford Clinic Estelline | ||||
| 305 Hospital Drive | Estelline | SD | 57234 | Rural Health Clinic |
| 70 - Edith Sanford Breast Center Fargo | ||||
| 737 Broadway N | Fargo | ND | 58102 | Women's Health |
| 71 - Sanford 1711 Medical Building | ||||
| 1711 University Drive S | Fargo | ND | 58103 | Medical Clinic |
| 72 - Sanford 1717 Medical Building | ||||
| 1717 Medical Building | Fargo | ND | 58103 | Medical Clinic |
| 73 - Sanford Broadway Clinic | ||||
| 801 Broadway N | Fargo | ND | 58102 | Medical Clinic |
| 74 - Sanford Children's Broadway Clinic | ||||
| 737 Broadway | Fargo | ND | 58102 | Medical Clinic |
| 75 - Sanford Dialysis Fargo | ||||
| 2801 S University Drive | Fargo | ND | 58122 | Dialysis |
| 76 - Sanford I-94 Clinic | ||||
| 5225 23rd Avenue South | Fargo | ND | 58104 | Medical Clinic |
| 77 - Sanford Home Care Fargo | ||||
| 100 4th Street S | Fargo | ND | 58103 | Home Health Agency |
| 78 - Sanford Roger Maris Cancer Center | ||||
| 840 4th Street N | Fargo | ND | 58102 | Cancer Center |
| 79 - Sanford South University Eye Center & Op | ||||
| 1717 S University Dr | Fargo | ND | 58103 | Eye Care Center |
| 80 - Sanford Children's Southwest Clinic | ||||
| 2701 13th Ave S | Fargo | ND | 58103 | Children's Clinic |
| 81 - Sanford Southpointe Eye Center & Optical | ||||
| 2400 32nd Ave S | Fargo | ND | 58103 | Eye Care Center |
| 82 - Sanford Health Finley Clinic | ||||
| 407 Washington Ave | Finley | ND | 58230 | Rural Health Clinic |
| 83 - Sanford Health Forman Clinic | ||||
| 336 Main St SW | Forman | ND | 58032 | Rural Health Clinic |
| 84 - Sanford Dialysis Fort Yates | ||||
| 100 N River Road | Fort Yates | ND | 58538 | Dialysis Center |
| 85 - Sanford Health Fosston Eye Center & Opti | ||||
| 111 2nd St NE | Fosston | MN | 56542 | Eye Care Center |
| 86 - Sanford Rock Rapids George Clinic | ||||
| 101 N Main | George | IA | 51237 | Rural Health Clinic |
| 87 - Sanford Health Gwinner Clinic | ||||
| 69 ND 13 | Gwinner | ND | 58040 | Medical Clinic |
| 88 - Sanford Health Halstad Clinic | ||||
| 445 1st Street E | Halstad | MN | 56548 | Rural Health Clinic |
| 89 - Sanford Health Hartford Clinic | ||||
| 905 N Oaks Ave | Hartford | SD | 57033 | Medical Clinic |
| 90 - Sanford Sheldon Hartley Clinic | ||||
| 512 3rd St NE | Hartley | IA | 51346 | Medical Clinic |
| 91 - Sanford Hawley Clinic | ||||
| 1412 Main St | Hawley | MN | 56549 | Medical Clinic |
| 92 - Sanford Health Comstock Corner | ||||
| 12 3rd Street SE | Hillsboro | ND | 58045 | Assisted Living Center |
| 93 - Sanford Hillsboro Care Center | ||||
| 12 3rd Street SE | Hillsboro | ND | 58045 | Hospital Based-Nursing Facilities LTC |
| 94 - Sanford Health Hillsboro Clinic | ||||
| 315 East Caledonia | Hillsboro | ND | 58045 | Rural Health Clinic |
| 95 - Sanford Health Dialysis Hospers | ||||
| 112 Sunrise Drive | Hospers | IA | 51238 | End Stage Renal Dialysis |
| 96 - Sanford Health International Falls Eye C | ||||
| 1400 Highway 71 | International Falls | MN | 56649 | Eye Care Center |
| 97 - Sanford Health Inwood Clinic | ||||
| 303 E Jefferson St | Inwood | IA | 51240 | Medical Clinic |
| 98 - Sanford Clinic Ipswich | ||||
| 110 5th Avenue | Ipswich | SD | 57451 | Rural Health Clinic |
| 99 - Sanford Jackson Clinic | ||||
| 1430 North Highway | Jackson | MN | 56143 | Medicare Certified Rural Health Clinic |
| 100 - Sanford Dialysis Jamestown | ||||
| 300 2nd Avenue NE | Jamestown | ND | 58401 | Dialysis Center |
| 101 - Sanford Health Hearing Center Jamestown | ||||
| 904 5th Ave NE | Jamestown | ND | 58401 | Hearing Center |
| 102 - Sanford Health Jamestown 2nd Ave Clinic | ||||
| 300 2nd Avenue NE | Jamestown | ND | 58401 | Medical Clinic |
| 103 - Sanford Health Jamestown 5th Ave Clinic | ||||
| 904 5th Ave NE | Jamestown | ND | 58401 | Medical Clinic |
| 104 - Sanford Health Kelliher Clinic | ||||
| 243 Clark Ave N | Kelliher | MN | 56650 | Medical Clinic |
| 105 - Sanford Chamberlain Kimball Clinic | ||||
| 101 S Main St | Kimball | SD | 57355 | Rural Health Clinic |
| 106 - Sanford Children's Clinic | ||||
| 3001 Daggett St | Klamath Falls | OR | 97601 | Medical Clinic |
| 107 - Sanford Health Lake Norden Clinic | ||||
| 512 Main Ave | Lake Norden | SD | 57248 | Rural Health Clinic |
| 108 - Sanford Jackson Lakefield Clinic | ||||
| 209 Main Street | Lakefield | MN | 56150 | Medicare Certified Rural Health Clinic |
| 109 - Sanford Health Lake Park Clinic | ||||
| 215 N Market St | Lake Park | IA | 51347 | Medical Clinic |
| 110 - Sanford Health LaMoure Clinic | ||||
| 101 1st Ave SW | LaMoure | ND | 58458 | Rural Health Clinic |
| 111 - Sanford Health Lennox Clinic | ||||
| 108 S Main | Lennox | SD | 57039 | Rural Health Clinic |
| 112 - Sanford Health Lidgerwood Clinic | ||||
| 21 Wiley Ave S | Lidgerwood | ND | 58053 | Medical Clinic |
| 113 - Sanford Health Lisbon Clinic | ||||
| 102 10th Ave W | Lisbon | ND | 58054 | Medical Clinic |
| 114 - Sanford Home Care Lisbon | ||||
| 404 Forest St | Lisbon | ND | 58054 | Home Health Care |
| 115 - Sanford Home Health Luverne | ||||
| 304 N McKenzie St | Luverne | MN | 56156 | Home Health Care |
| 116 - Sanford Luverne Clinic | ||||
| 1601 Sioux Valley Dr | Luverne | MN | 56156 | Medical Clinic |
| 117 - Sanford Luverne Hospice | ||||
| 217 N Oakley St | Luverne | MN | 56156 | Medicare Certified Hospice |
| 118 - Sanford Dialysis | ||||
| 323 SW 10th Street | Madison | SD | 57042 | End Stage Renal Dialysis |
| 119 - Sanford Hospice Madison | ||||
| 900 2nd Avenue | Madison | MN | 56256 | Hospice (licensed in SD) |
| 120 - Sanford Health Mahnomen Clinic | ||||
| 410 W 4th St | Mahnomen | MN | 56557 | Rural Health Clinic |
| 121 - Sanford Home Care Mahnomen | ||||
| 414 W Jefferson Ave | Mahnomen | MN | 56557 | Home Health Care |
| 122 - Sanford Home Care Bismarck | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Home Health Agency |
| 123 - Sanford East Mandan Clinic | ||||
| 102 Mandan Ave | Mandan | ND | 58554 | Medical Clinic |
| 124 - Sanford Home Care Mayville | ||||
| 49 7th Ave SE | Mayville | ND | 58257 | Home Health Care |
| 125 - Sanford Mayville Clinic | ||||
| 600 1st St SE | Mayville | ND | 58257 | Medical Clinic |
| 126 - Sanford Health Highway 2 Clinic | ||||
| 801 21st Ave SE | Minot | ND | 58701 | Medical Clinic |
| 127 - Sanford Health Northwest Clinic | ||||
| 1500 21st Ave NW | Minot | ND | 58701 | Medica |
| 128 - Sanford Health Minneota Clinic | ||||
| 700 N Monroe St | Minneota | MN | 56264 | Rural Health Clinic |
| 129 - Sanford Health Mitchell Clinic | ||||
| 2100 Highland Way | Mitchell | SD | 57301 | Medical Clinic |
| 130 - Sanford Dialysis Morris | ||||
| 400 1st Street East | Morris | MN | 56267 | Dialysis |
| 131 - Sanford Health Mountain Lake Clinic | ||||
| 308 N 8th Street | Mountain Lake | MN | 56159 | Medicare Certified Rural Health Clinic |
| 132 - Sanford Health Oakes Clinic | ||||
| 420 7th St S | Oakes | ND | 58474 | Medical Clinic |
| 133 - Sanford Children's Clinic | ||||
| 3605 Vista Way | Oceanway | CA | 92056 | Children's Clinic |
| 134 - Sanford Health Park Rapids Clinic | ||||
| 110 7th St W | Park Rapids | MN | 56470 | Medical Clinic |
| 135 - Sanford Health Parkers Prairie Clinic | ||||
| 115 E Soo Street | Parkers Prairie | MN | 56361 | Medical Clinic |
| 136 - Sanford Health Pelican Rapids Clinic | ||||
| 211 East Mill Street | Pelican Rapids | MN | 56572 | Rural Health Clinic |
| 137 - Sanford Home Care Pelican Rapids | ||||
| 211 East Mill Street | Pelican Rapids | MN | 56572 | Home Health Care |
| 138 - Sanford Health Pierre Clinic | ||||
| 521 E Sioux Ave | Pierre | SD | 57501 | Medical Clinic |
| 139 - Sanford Dialysis Red Lake | ||||
| 24760 Hospital Drive | Red Lake | MN | 56671 | Dialysis |
| 140 - Sanford Rock Rapids Clinic | ||||
| 803 South Green Street | Rock Rapids | IA | 51246 | Rural Health Clinic |
| 141 - Sanford Sheldon Sanborn Clinic | ||||
| 321 Main Street | Sanborn | IA | 51248 | Medical Clinic |
| 142 - Sanford Health Sheldon Care Center | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Home Health Agency and Hospice |
| 143 - Sanford Senior Care Sheldon | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Hospital Based-Nursing Facilities |
| 144 - Sanford Sheldon Clinic | ||||
| 800 Oak Street | Sheldon | IA | 51201 | Rural Health Clinic |
| 145 - Ava's House | ||||
| 1320 W 17th Street | Sioux Falls | SD | 57104 | Nursing Facility |
| 146 - Sanford 10th & Phillips Acute Care & Ort | ||||
| 136 S Phillips Ave | Sioux Falls | SD | 57104 | Medical Clinic |
| 147 - Sanford 27th & Sycamore Family Medicine | ||||
| 4405 E 26th St | Sioux Falls | SD | 57103 | Medical Clinic |
| 148 - Sanford 32nd & Ellis Clinic | ||||
| 2601 S Ellis Road | Sioux Falls | SD | 57106 | Medical Clinic |
| 149 - Sanford Family Medicine 34th & Kiwanis | ||||
| 2701 S Kiwanis Ave | Sioux Falls | SD | 57105 | Medical Clinic |
| 150 - Sanford 49th & Oxbow Family Medicine | ||||
| 3401 W 49th Street | Sioux Falls | SD | 57106 | Medical Clinic |
| 151 - Sanford 4th & Sycamore Family Medicine | ||||
| 600 N Sycamore Ave | Sioux Falls | SD | 57110 | Medical Clinic |
| 152 - Sanford Cancer Center | ||||
| 1309 W 17th St | Sioux Falls | SD | 57104 | Cancer Center |
| 153 - Sanford Children's MB2 Clinic | ||||
| 1205 S Grange Ave | Sioux Falls | SD | 57105 | Children's Clinic |
| 154 - Sanford Children's Residency Clinic | ||||
| 6101 S Louise Ave | Sioux Falls | SD | 57108 | Children's Clinic |
| 155 - Sanford Children's Specialty Clinic | ||||
| 1605 W 22nd St | Sioux Falls | SD | 57117 | Children's Clinic |
| 156 - Sanford Dialysis Sioux Falls | ||||
| 1321 W 22nd Street | Sioux Falls | SD | 57117 | Dialysis Center |
| 157 - Sanford Eye Center & Optical | ||||
| 1621 S Minnesota Ave | Sioux Falls | SD | 57105 | Eye Care Center |
| 158 - Sanford Fetal Care Center | ||||
| 1500 W 22nd Street | Sioux Falls | SD | 57105 | Birth Center |
| 159 - Sanford Health Midtown Family Planning C | ||||
| 1205 S Grange Ave | Sioux Falls | SD | 57105 | Medical Clinic |
| 160 - Sanford Hospice | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Hospice (licensed in MN and SD) |
| 161 - Sanford Imagenetics | ||||
| 1321 W 22nd Street | Sioux Falls | SD | 57117 | Genetics |
| 162 - Sanford Home Health Sioux Falls | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Home Health Care |
| 163 - The Birth Place | ||||
| 1305 W 18th Street | Sioux Falls | SD | 57105 | Birth Center |
| 164 - Sanford Health Eye Clinic | ||||
| 2310 S Marion Rd 140 | Sioux Falls | SD | 57106 | Eye Care Center |
| 165 - Northern Lights Community Residence | ||||
| 921 Atlantic Ave N | Thief River Falls | MN | 56701 | Community Residence |
| 166 - Sanford Behavioral Health Outpatient Cli | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Behavioral Health Treatment Center |
| 167 - Sanford Dialysis Thief River Falls | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Dialysis |
| 168 - Sanford Health Thief River Falls Eye Cen | ||||
| 1720 Highway 59 S | Thief River Falls | MN | 56701 | Eye Care Center |
| 169 - Sanford Medical Center Thief River Falls | ||||
| 1720 Highway 59 S | Thief River Falls | MN | 56701 | Medical Clinic |
| 170 - Sanford Health Tracy O'Brien Court | ||||
| 410 State Street | Tracy | MN | 56175 | Housing with Services |
| 171 - Sanford Tracy Clinic | ||||
| 249 Fifth Street E | Tracy | MN | 56175 | Medicare Certified Rural Health Clinic |
| 172 - Shetek Medical Services | ||||
| 251 5th St E | Tracy | MN | 56175 | Medical Clinic |
| 173 - Sanford Health Twin Valley Clinic | ||||
| 501 2nd St NW | Twin Valley | MN | 56584 | Rural Health Clinic |
| 174 - Sanford Health Ulen Clinic | ||||
| 108 Viking Avenue W | Ulen | MN | 56585 | Rural Health Clinic |
| 175 - Sanford Health Valley City Clinic | ||||
| 520 Chautauqua Blvd | Valley City | ND | 58072 | Medical Clinic |
| 176 - Sanford Health Vermillion Clinic | ||||
| 20 S Plum Street | Vermillion | SD | 56069 | Medical Clinic |
| 177 - Sanford Health Vermillion Dakota Gerdens | ||||
| 126 S Plum Street | Vermillion | SD | 57069 | Residential Living Center |
| 178 - Sanford Hospice | ||||
| 848 East Cherry Street | Vermillion | SD | 57069 | Hospice |
| 179 - Sanford Vermillion Care Center | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Nursing Facility |
| 180 - Sanford Dialysis | ||||
| 111 Washington Ave NW | Wagner | SD | 57380 | Dialysis Center |
| 181 - Sanford Clinic Wahpeton | ||||
| 332 2nd Ave N | Wahpeton | ND | 58075 | Medical Clinic |
| 182 - Sanford Health Wahpeton Eye Center & Opt | ||||
| 332 2nd Ave N | Wahpeton | ND | 58075 | Eye Care Center |
| 183 - Sanford Health Walker Clinic | ||||
| 614 Michigan Avenue | Walker | MN | 56484 | Rural Health Clinic |
| 184 - Sanford Health Walker Rehab | ||||
| 106 5th St S | Walker | MN | 56484 | Rehabilitative Services |
| 185 - Sanford Tracy Walnut Grove Clinic | ||||
| 810 8th St | Walnut Grove | MN | 56180 | Medicare Certified Rural Health Clinic |
| 186 - Sanford Health Watertown Clinic | ||||
| 901 4th Street NW | Watertown | SD | 57201 | Medical Clinic |
| 187 - Sanford Webster Clinic | ||||
| 101 Peabody Drive | Webster | SD | 57274 | Rural Health Clinic |
| 188 - Sanford Health Westrook Peterson Estates | ||||
| 1012 9th Street | Westbrook | MN | 56183 | Housing with Services |
| 189 - Sanford Westbrook Clinic | ||||
| 920 Bell Avenue | Westbrook | MN | 56183 | Medicare Certified Rural Health Clinic |
| 190 - Sanford Home Care Wheaton | ||||
| 405 12th St N | Wheaton | MN | 56926 | Home Health Care |
| 191 - Sanford Wheaton Clinic | ||||
| 401 12th St N | Wheaton | MN | 56926 | Rural Health Clinic |
| 192 - Sanford Clinic Windom | ||||
| 591 2nd Avenue N | Windom | MN | 56101 | Medicare Certified Rural Health Clinic |
| 193 - Sanford Hospice Winner | ||||
| 745 E 8th Street | Winner | SD | 57580 | Hospice |
| 194 - Sanford Dialysis | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Dialysis Center |
| 195 - Sanford Health Cancer Center | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Cancer Center |
| 196 - Sanford Hospice | ||||
| 1151 Ryans Road Suite 100 | Worthington | MN | 56187 | Hospice (licensed in SD) |
| 197 - Sanford Worthington Clinic | ||||
| 1680 Diagonal Road | Worthington | MN | 56187 | Medical Clinic |
| 198 - Sanford Worthington Medical Center | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified End Stage Renal Dialysis |
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 3c: | Sanford Health does not deny care to anyone based on the ability to pay. Sanford's Financial Assistance (charity care) policy provides discounted and free services to patients who lack the resources to be fully responsible for the healthcare they receive. The Financial Assistance Policy is designed to ensure the entire community served by Sanford has access to needed healthcare services. Eligibility for discounted or free services under the Financial Assistance Policy is based on income levels and family size. Generally, individuals earning income of up to 375% of the Federal Poverty Income Guidelines are eligible for varying levels of discounts, including full discounts for certain income levels. Applications for coverage under the program may be obtained at any Sanford patient registration area.The primary scope of Sanford's financial assistance matrix considers family income and family size to objectively determine financial need. The family income range varies from 0-225% up to 375% of the Federal Poverty Level (FPL). An applicant over 375% may be eligible for some level of financial assistance based on a review of additional factors such as: the size of the account balance, debt-to-income ratio, current assets, current liabilities, IRS food expense allowances, monthly cash flow, etc.Additionally, it is possible for a family to qualify in one segment (based on income and family size alone) but be moved to a more generous (for the patient) segment based on the other financial variables mentioned above. An applicant may be denied if they have substantial assets and applicants are considered on a case by case basis.The Amount Generally Billed (AGB) discount percentage is the least amount Sanford can discount for any patient qualifying under the Sanford Financial Assistance Policy. It is the percentage used for the lowest level of assistance granted for those qualifying under the Sanford Financial Assistance Policy as listed on Appendix 1 - Sliding Discount Schedule for Assistance. Anyone else qualifying for assistance at greater levels will receive discount amounts greater than the Sanford AGB discount amount. Part I, Line 5b: Sanford as a whole did not exceed its financial assistance budget for CY 2020, however, if they would have exceeded their budget it would not impact their ability to serve any patients and no patients would be disallowed services. The organization provided free or discounted services to patients who were eligible for free or discounted care.Part I, Line 6: Sanford Health's Community Benefit Annual Report is posted annually on the Sanford website at:http://www.sanfordhealth.org/about/community-benefit |
| Part I, Line 7: | Cost to Charge Ratios are used to calculate the amounts on Line 7a - 7c (Financial Assistance, Medicaid Shortfall, and Other Means-Tested Government Programs) and also Line 7g (Subsidized Health Services) for each of the subsidiaries included in the return. All other amounts for Lines 7e, 7f, 7h and 7i would come from the books and records of specific segments of the organization and would not be based on a Cost to Charge Ratio, or similar cost accounting methodology. These costs still represent the costs to provide benefits. |
| Part I, Line 7g: | Subsidized health services are clinical services provided to both inpatients and outpatients despite a financial loss to Sanford. Each loss has been calculated after removing losses associated with bad debts, financial assistance and Medicaid. Although these services generate overall losses to Sanford, they continue to meet the needs of the communities served. Various services that generate losses are provided by Sanford through physician practices. For CY 2020, subsidized health services provided through clinic physician practices generated losses of $98,339,610. |
| Part II, Community Building Activities: | Sanford Health is a not-for-profit organization dedicated to the work of health and healing for the public good. Sanford is committed to giving back to the communities in which its employees and patients live and work. Sanford invests resources in order to produce the best outcomes for patient care, education, research, and community enrichment, and partners with others to ensure that the community is a welcoming, healthy environment and one that attracts and sustains a diverse Sanford workforce to deliver the best patient care and much needed medical research. Sanford considers requests for funding and in kind support for new and ongoing programs with all areas supporting the above goals, such as basic human services, education and workforce development by recruiting physicians and other health professionals to medical shortage or underserved areas and collaborating with educational institutions to train and recruit health professionals, advocating community health improvement through efforts to support policies and programs that safeguard or improve public health and help to ensure access to health care services. |
| Part III, Line 2: | Bad debt expense at cost is determined using the same cost to charge ratios that are used to calculate Financial Assistance and Medicaid Shortfall. Discounts and allowances are accounted for separately from Bad Debt Expense. |
| Part III, Line 3: | It is Sanford's policy to make financial assistance available to patients who fit the financial assistance criteria. It is the organization's goal to make certain that Sanford is proactive in identification of the patients who need help with financial concerns. Financial counselors make every effort to ensure that financial assistance eligible patients do not progress to bad debt. For this reason, a dollar amount for bad debt is not included. |
| Part III, Line 4: | The audited financial statements of Sanford do not include a bad debt footnote. Sanford reports bad debt in accordance with generally accepted accounting principles (GAAP). |
| Part III, Line 8: | Per IRS instructions, Sanford has identified the cost associated with providing Medicare services from the Medicare cost report. The Medicare cost report calculations are total expense less expenses deemed "unallowable" per Medicare regulations. The net expense is then used to calculate the cost per day and cost to charge ratios which are multiplied by the Medicare days and ancillary charges to determine the cost of providing Medicare services. If all expenses that Sanford incurred were included on the Medicare cost report; this would show a shortfall of approximately $303,103,745. Sanford believes this shortfall should be considered community benefit because these services would need to be provided by either another charitable organization or the government if it was not provided by Sanford. |
| Part III, Line 9b: | Sanford will provide services at no cost or reduced cost to patients who qualify for the program. Patients with incomes at or below 225% of the United States Department of Health and Human Services poverty guideline will receive a 100% reduction of their payment responsibility. Patients with income between 225% - 375% of the poverty guideline will be given a discount based on a sliding scale and assets are considered in the calculation of the income of the patient, with the exception of the patient's principal residence. Patients above 375% of the FPG will be reviewed for additional factors such as size of medical debt before a final determination. Patients must make their financial need known to appropriate personnel and be engaged in filing appropriate and complete applications. The program is available to those patients without health care benefits from any source as well as to those who have coverage for health care costs through a government program, commercial insurance, or other health benefit plan but continue to have a remaining balance after benefits have been applied to the charges. Sanford will not deny financial assistance based on race, creed, sex, national origin, handicap or age.Every effort is made to identify patients with financial need as early as possible in the revenue cycle.Sanford has zero tolerance for abusive, harassing, oppressive, false, deceptive, or misleading language of collections conduct. This zero tolerance applies to internal Sanford staff and third party collection vendors and attorneys.Neither Sanford nor any of its third party collection vendors will take any extraordinary collection efforts until Sanford and the third party collection vendor have made reasonable efforts to determine if a patient is eligible for financial assistance under the Financial Assistance Policy. |
| Part VI, Line 2: | Sanford conducted a community health needs assessment (CHNA) during 2018 in 24 communities throughout the enterprise. Sanford Health worked in partnership with Public Health Units across the organization's footprint to develop the methodology for the 2018 CHNA. Sanford requested input from community and county leaders, public health administration, physicians, nurses, representatives from the community and representatives of diverse populations through a series of community stakeholder meetings. Sanford extended a good faith effort to engage all of the aforementioned community representatives in the CHNA process. The names of community stakeholders who participated in the CHNA process are listed in the acknowledgement section for each medical center's CHNA report.A generalizable survey was conducted of residents in the Fargo area (Cass County in North Dakota and Clay County in Minnesota), the Bemidji area (Beltrami County in MN), the Bismarck area (Burleigh and Morton counties in ND), and the Sioux Falls area (Minnehaha, Lincoln, Turner and McCook counties in SD). A stratified random sample was obtained through a qualified vendor to ensure that appropriate proportions from each of the counties were included.A non-generalizable on-line survey was conducted for all of the Sanford Medical Centers through a partnership between Sanford and the Center for Social Research (CSR) at North Dakota State University. The purpose of this non-generalizable survey of community leaders was to learn about the perceptions of area community leaders regarding economic well-being, transportation, children and youth, the aging population, safety, healthcare and wellness, mental health and substance abuse. This group included community leaders, legislators, and agency leaders representing chronic disease and disparity.A Likert scale was developed to determine the respondent's highest concerns. Needs ranking 3.5 and above were included in the needs to be addressed and prioritized. Many of the identified needs that ranked below 3.5 are being addressed by Sanford. However, 3.5 and above was used as a focus for the purpose of the required prioritization. Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity. Each identified need was researched to determine what resources are available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were researched through asset mapping. Each Sanford Health Medical Center invited community stakeholders to meet, review the findings of the research, develop the asset/resources map, and determine the key priorities to address by implementation strategies during 2019-2021. Individuals who were invited to attend included county commissions, city council members, school board members, and agencies representing the chronic disease groups and disparity. Community stakeholders helped to determine key priorities for their respective communities.A listing of the community stakeholders can be found in each published CHNA at: http://www.sanfordhealth.org/about/community-health-needs-assessment Public comments and responses to the community health needs assessment and the implementations strategies are welcome on the Sanford website under "About Sanford" in the Community Health Needs Assessment section. The only comment received since the publications on the Sanford website was a question asking if a CHNA was conducted in a rural area where Sanford does not have a medical center. The following community leadership members contributed their expertise with the planning, development and analysis of the community health needs assessment. Each member met multiple times during the CHNA process to guide and advise the team.-Sioux Falls Public Health-Pennington County Public Health-Beltrami Public Health-Traill County Public Health-Steele County Public Health-City of Halstad-South Dakota Department of Health-Clay County Public Health-South Dakota State University-Center for Social Research, North Dakota State University-Center for Rural Health -Burleigh County Public Health-Fargo Cass Public Health-South Dakota Department of Health-North Dakota Department of Health-North Dakota Public Health Association, in partnership with the American Indian CHNA |
| Part VI, Line 3: | Sanford employs a variety of strategies to make certain that the organization is transparent in the communication of financial assistance guidelines. The staff at Sanford makes every effort to identify patients needing financial assistance as early in the revenue cycle as possible. All Sanford entities display signage in registration areas advising patients of their ability to request financial assistance. The signage was made available in English and Spanish. Alternate languages were included on the signage that basically stated, if you need interpreter services, please inquire at the registration desk. Financial Assistance applications were available in English, Spanish, Chinese, German, Hindi, Korean, Laotian and Vietnamese upon request or on the Sanford website. All healthcare workers who identify patients with financial need are encouraged to provide patients or their designees a financial application. This may include, but not be limited to the following areas: Administration, Admissions, Patient Financial Services, Financial Counselors, Social Services, Physicians, Nursing, Clinic Director, Reception staff and Human Resources.Financial Counselors are trained to work individually with patients to determine the financial need and recommend appropriate assistance in application for charity care, government programs or discounted services.Sanford's Financial Assistance Program is available to anyone who qualifies for assistance. This program ensures that all people receive the care they need, regardless of their financial situation. Sanford makes Financial Assistance information available to community agencies and referral organizations. Financial Assistance information is also available on the Sanford website at:https://www.sanfordhealth.org/patients-and-visitors/billing-and-insurance/financial-assistance-policyfinancial-assistance-policy |
| Part VI, Line 4: | Sanford Health is an integrated health system headquartered in the Dakotas. It is one of the largest health systems in the nation with 24 hospitals and nearly 448 clinics in 158 locations in nine states and three countries. Sanford Health's approximately 36,000 employees, including 1,500 physicians, make it the largest employer in the Dakotas. Sanford USD Medical Center - Sioux Falls, South DakotaSioux Falls is the largest city in the state of South Dakota and is the County seat of Minnehaha County. Sioux Falls also extends into Lincoln County. The 2020 U.S. Census Bureau estimates a total population of 187,809 for Sioux Falls. According to the 2020 County Health Rankings, the population of Minnehaha County is 82.0% white, 6.0% African American, 2.8% American Indian, 2.1% Asian and 5.1% Hispanic. Sioux Falls is a significant regional health care center. Only 2% of the population is reported to be not proficient in English. The median household income in Sioux Falls is $63,200.Sanford Medical Center Fargo - Fargo, North DakotaFargo is the largest city in North Dakota, accounting for 24% of the state's population. Fargo is also the county seat of Cass County. The 2020 United States Census estimates the population of Fargo was 125,209. According to the 2020 County Health Rankings, the population of Cass County is 84.4% white, 6.2% African American, 1.5% American Indian, 3.4% Asian and 2.8% Hispanic. Only 1% of the population is reported to be not proficient in English. The median household income is $64,000. Sanford Bemidji Medical Center - Bemidji, MinnesotaBemidji is located in Beltrami County, Minnesota. Bemidji houses many Native American Services, including the Indian Health Service. The city is the central hub of the Red Lake Indian Reservation, White Earth Indian Reservation, and the Leech Lake Indian Reservation. According to the 2020 United States Census estimates, the population of Bemidji is 15,452. According to the 2020 County Health Rankings, the population of Beltrami County is 71.7% white, 0.8% African American, 22% American Indian, 0.8% Asian and 2.6% Hispanic. 0% of the population is reported to be not proficient in English. The median household Income is $54,600.Sanford Bismarck Medical Center - Bismarck, North DakotaBismarck is a city located in Burleigh County in central North Dakota. Bismarck is experiencing fast-paced growth as a direct result of oil development throughout the western part of the state. Bismarck is the state capital and is the second largest city in the state of North Dakota with an estimated population of 74,018. According to the 2020 County Health Rankings, the population of Burleigh County is 88.2% white, 2.3 African American, 4.3% American Indian, 0.9% Asian and 2.8% Hispanic. 0% of the population is reported to be not proficient in English. The median household income is $70,100.Sanford Network HospitalsSanford Health Network Hospitals is a network of rural hospitals located throughout South Dakota, North Dakota, Minnesota, and Iowa.Sanford ClinicsSanford Clinic is a multi-specialty clinic comprised of 1,400 physicians providing services in the US as well as internationally. |
| Part VI, Line 5: | Sanford maintains an open medical staff. Community Boards - The Sanford Board of Trustees was comprised of 12 members at the end of the calendar year, including 8 community members, 3 physicians and the CEO. Surplus Funds - Surplus funds are invested back into the community, as well as to resource development and facility development to better serve patients and communities. |
| Part VI, Line 6: | Sanford Health is an integrated health system headquartered in the Dakotas. It is one of the largest health systems in the nation with 24 hospitals and nearly 450 clinics in nine states and three countries. Sanford Health's 36,000 employees, including 1,500 physicians, make it the largest employer in the Dakotas.Sanford Health provides services at every level from critical access hospitals to tertiary and quaternary care. The Sanford footprint includes over 220,000 square miles with a nine state service area and a network of children's primary care clinic locations across the country and world. Sanford Health operates full-time emergency centers and provides emergency care to everyone regardless of their ability to pay. Sanford facilities and clinics provide services to remote and medically underserved areas that would otherwise not have access to even primary care services. Sanford Health financially supports health and wellness, education and community development activities to improve the quality of life and strenghten communities throughout the region. Each facility promotes health and healing that responds to the unique needs of the patients in the community, ensuring access to comprehensive and specialized services. Part VI, Line 7: Community benefit reporting is not required and therefore not filed in North Dakota, South Dakota, Nebraska or Iowa. Filing in Minnesota is voluntary. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (260 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt | Address Line2USAddress/AddressLine2Txt |
|---|---|---|---|---|---|---|---|---|
| ABERDEEN CATHOLIC SCHOOL | ||||||||
| 1400 N Dakota Street | Aberdeen | SD | 57401 | 460334005 | 501(c)(3) | $25,000 | Capital Campaign for Revitalizing Roncalli High School to include building renovations with a new geothermal heating and cooling system, new windows new spinkler and fire alarm system, new lights and ceilings, adding new boys & girls bathrooms to each wing and new faculty bathrooms; new carpeting in m ost classrooms and upgraded central offices. | |
| ABERDEEN FAMILY YMCA | ||||||||
| 5 S STATE ST | ABERDEEN | SD | 57401 | 460255779 | 501(c)(3) | $15,000 | Capital Campaign for their Youth Development Center | |
| ABERDEEN LIBRARY FOUNDATION | ||||||||
| PO BOX 1008 | ABERDEEN | SD | 57402 | 460428183 | 501(c)(3) | $10,000 | General Support | |
| ABERDEEN PUBLIC SCHOOLS FOUNDA | ||||||||
| 1224 S 3RD ST | ABERDEEN | SD | 57401 | 460423109 | 501(c)(3) | $40,000 | Foundation donation contribution $20k; Scholarship fund contribution $10k; Student activity contribution $10k | |
| ABERDEEN SCHOOL DISTRICT | ||||||||
| 1224 3RD ST SOUTH | ABERDEEN | SD | 57401 | 466000912 | 115 | $10,800 | Donations toward support of sports events at the Aberdeen School District via scoreboard contract | |
| ACTIVE GENERATIONS | ||||||||
| 2300 W 46TH ST | SIOUX FALLS | SD | 57105 | 460305500 | 501(c)(3) | $5,797 | Hot meal bags donation $3800; $1997 Active Generations at the Levitt | |
| ALEXANDRIA AREA ARTS ASSN | ||||||||
| 618 BROADWAY ST | ALEXANDRIA | MN | 56308 | 510171992 | 501(c)(3) | $10,000 | Donation to the area arts program | |
| ALL STAR BOOSTER CLUB | ||||||||
| 3009 S PHILIPS AVE | SIOUX FALLS | SD | 57105 | 363897227 | 501(c)(3) | $10,000 | Donation toward the state gymnastics meet $10k | |
| ALLIANCE FOR CELL THERAPY NOW | ||||||||
| 611 PENNSYLVANIA AVE SE 267 | WASHINGTON | DC | 20003 | 475183080 | 501(c)(6) | $100,000 | Donation to advance national cell therapy registry | |
| ALUMNI ATHLETICA LLC | ||||||||
| 3000 MIDLANTIC DR STE 100 | MOUNT LAUREL | NJ | 08054 | 843266506 | $300,000 | General Support | ||
| ALZHEIMERS ASSOC | ||||||||
| 225N MICHIGAN AVE FLOOR 17 | CHICAGO | IL | 60601 | 133039601 | 501(c)(3) | $11,500 | Walk to End Alzheimer's | |
| AMERICAN CANCER SOCIETY CANCER ACTION NETWORK INC | ||||||||
| 555 11TH ST NW | WASHINGTON | DC | 20004 | 522340031 | 501(c)(4) | $7,500 | Relay for Life & Gala events in Sioux Falls and Fargo | |
| AMERICAN FOUNDATION FOR SUICIDE PREVENTION | ||||||||
| 120 WALL STREET FL 29 | NEW YORK | NY | 10005 | 133393329 | 501(c)(3) | $11,000 | Out of Darkness Walk | |
| AMERICAN RED CROSS | ||||||||
| 808 WEST AVE N | SIOUX FALLS | SD | 57104 | 530196605 | 501(c)(3) | $45,000 | Crisis funding donations, general support | |
| AMERICAN CANCER SOCIETY | ||||||||
| 250 WILLIAMS ST 4TH FL | ATLANTA | GA | 30303 | 131788491 | 501(c)(3) | $554,500 | Coaches vs Cancer and Relay for Life & Gala events in Sioux Falls and Fargo | |
| AMERICAN GOLD GYMNASTICS INC | ||||||||
| 2001 17TH AVE S | FARGO | ND | 58103 | 450333196 | 501(c)(3) | $40,000 | Annual donation pledge for support and sports medicine | |
| ARTS PARTNERSHIP | ||||||||
| 1104 2ND AVE S STE 315 | FARGO | ND | 58104 | 237108936 | 501(c)(3) | $15,000 | Donation that funds many small grants to FM area arts organizations | |
| AUGUSTANA UNIVERSITY | ||||||||
| 2001 S SUMMIT AVE | SIOUX FALLS | SD | 57197 | 460224588 | 501(c)(3) | $2,093,625 | Horizon 2030 Gift; General Support; Scholarships; PS Professorship | |
| BEMIDJI AREA SCHOOLS | ||||||||
| 502 Minnesota Ave | BEMIDJI | MN | 56619 | 416000181 | 115 | $120,600 | Angel Fund Donation | |
| BEMIDJI BLUE OX MARATHON | ||||||||
| PO Box 633 | Bemidji | MN | 56619 | 461700357 | 501(c)(3) | $7,500 | General Support | |
| BEMIDJI COMMUNITY ARENA CORP | ||||||||
| PO BOX 1726 | BEMIDJI | MN | 566191726 | 813622011 | 501(c)(3) | $109,971 | Donation to Naming Rights and Sign Sponsorship | |
| BEMIDJI JAYCEES | ||||||||
| PO BOX 293 | BEMIDJI | MN | 56619 | 411383120 | 501(c)(4) | $8,803 | General Support | |
| BEMIDJI SYMPHONY ORCHESTRA | ||||||||
| PO BOX 3136 | BEMIDJI | MN | 56619 | 392017074 | 501(c)(3) | $12,500 | Donation to the Support of the local symphony for the community | |
| BIG IDEA COMMITTEE (ABERDEEN CHAMBER OF COMMERCE) | ||||||||
| 416 PRODUCTION STREET NORTH | ABERDEEN | SD | 57401 | 460103710 | 501(C)(6) | $6,500 | Support for development and wellness initiatives in Aberdeen | |
| BIO GIRLS INC | ||||||||
| 4151 38TH STSTE A | FARGO | ND | 58104 | 810792142 | 501(c)(3) | $7,800 | Donation to self-esteem programming for girls 7-12 | |
| BISHOP DUDLEY HOSPITALITY HOUS | ||||||||
| 101 N INDIANA AVE | SIOUX FALLS | SD | 57103 | 911836526 | 501(c)(3) | $22,000 | Donation to homeless shelter | |
| BISHOP OGORMAN CATHOLIC SCHOOL | ||||||||
| 3100 W 41ST ST | SIOUX FALLS | SD | 57105 | 460413591 | 501(c)(3) | $64,250 | Donation to Teacher's Salary Inititive, Dakota Bowl and Charity Tournament | |
| BISMARCK CANCER CENTER | ||||||||
| 500 N 8TH ST | BISMARCK | ND | 58501 | 450454363 | 501(c)(3) | $16,000 | General Support | |
| BISMARCK EVENT CENTER CITY OF BISMARCK | ||||||||
| 221 N 5TH ST | BISMARCK | ND | 58501 | 456002036 | 115 | $5,397 | Sanford Classic-venue rental fee host ESBC Clasic basketball games | |
| BISMARCK LARKS BASEBALL TEAM | ||||||||
| 300 N 4TH ST STE 103 | BISMARCK | ND | 58501 | 813163412 | $39,500 | 2020 Sponsorship in relation to Sports Med coverage contract | ||
| BISMARCK MANDAN CHAMBER FDTN | ||||||||
| 1640 BURNT BOAT DR | BISMARCK | ND | 58503 | 263807225 | 501(c)(3) | $17,000 | Community Bowl Project & Bis Public Schools Tournament Fund | |
| BISMARCK MANDAN CHAMBER EDC | ||||||||
| 1640 BURNT BOAT DR | BISMARCK | ND | 58503 | 450116753 | 501(c)(6) | $17,536 | Culmination of several different community events for 2021 | |
| BISMARCK PARKS AND RECREATION DISTRICT | ||||||||
| 400 E FRONT AVE | BISMARCK | ND | 58504 | 450409352 | 115 | $10,250 | Schaumberg Ice Expansion $10k; $250 Babe Ruth World Series Donation | |
| BISMARCK PUBLIC SCHOOLS | ||||||||
| 806 N WASHINGTON ST | BISMARCK | ND | 58501 | 456000242 | 115 | $136,800 | Sports Complex, Academic Donation and Athletics Donations | |
| THE BISMARCK STATE COLLEGE FOUNDATION | ||||||||
| PO BOX 5587 | BISMARCK | ND | 585065587 | 450358929 | 501(c)(3) | $800,000 | Health Sciences Pledge | |
| BOY SCOUTS OF AMERICA VOYAGEURS AREA COUNCIL | ||||||||
| 3877 STEBNER RD | HERMANTOWN | MN | 55811 | 410695583 | 501(c)(3) | $6,542 | General Support | |
| BOYS & GIRLS CLUB OF ABERDEEN AREA INC | ||||||||
| 1121 1ST AVE SE | ABERDEEN | SD | 57401 | 237062273 | 501(c)(3) | $9,350 | It Just Takes One annual campaign and annual Golf for Kids event | |
| BOYS & GIRLS CLUB OF THE BEMIDJI AREA | ||||||||
| PO BOX 191 | BEMIDJI | MN | 566190191 | 810599601 | 501(c)(3) | $11,040 | Donation to support at risk youth programs in the Bemidji Area | |
| BRANDON VALLEY BASEBALL ASSOC | ||||||||
| PO BOX 605 | BRANDON | SD | 57005 | 460401362 | 501(c)(3) | $28,000 | Field of Dreams Project | |
| BRANDON VALLEY BOOSTER CLUB | ||||||||
| PO BOX 572 | BRANDON | SD | 57005 | 460393971 | 501(c)(3) | $40,500 | Scoreboards $10,500; Video board donation $40k | |
| BRANDON VALLEY SCHOOL | ||||||||
| 300 S SPLITROCK BLVD | BRANDON | SD | 57005 | 466002577 | 501(c)(6) | $7,300 | Academics & athletics, Power Program, OSM logo wear and State Championship donations | |
| BROOKINGS HEALTH SYSTEM | ||||||||
| 525 Western Ave | Brookings | SD | 57006 | 466000069 | 115 | $20,000 | Progress Lives Here capital campaign donation $20k | |
| BSC MLT | ||||||||
| PO Box 5587 | Bismarck | ND | 585065507 | 450358929 | 501(c)(3) | $73,164 | General Support | |
| BSN SPORTS LLC | ||||||||
| PO Box 660176 | Dallas | TX | 76206 | 472460272 | $7,436 | Bismarck Event Center Annual Advertising | ||
| CAMP CAMBRIA FOUNDATION | ||||||||
| 805 ENTERPRISE DR EAST H | BELLE PLAINE | MN | 56011 | 474296984 | 501(c)(3) | $200,000 | Tennis court reconstruction | |
| CANTON SCHOOLS | ||||||||
| 800 N MAIN ST | CANTON | SD | 57013 | 466002143 | 115 | $16,435 | Annual use of Suite at Newman Outdoor Field for employee and community engagement | |
| CAPTAIL VOLLEYBALL CLUB | ||||||||
| 607 WEYBURN DR | BISMARCK | ND | 58503 | 811302972 | 501(c)(3) | $7,500 | Splash Pad donation | |
| CHAMBER OF COMMERCE FMWF | ||||||||
| PO BOX 2443 | FARGO | ND | 581082443 | 450448041 | 501(c)(6) | $15,620 | Sheldon Events Center donation | |
| CHARIS MINISTRY PARTNERS | ||||||||
| 1300 E 10TH ST | SIOUX FALLS | SD | 57103 | 383775128 | 501(c)(3) | $7,000 | Webster Active Living Trail donation | |
| CHILDREN OF THE NATIONS | ||||||||
| PO BOX 3970 | SILVERDALE | WA | 98383 | 911702551 | 501(c)(3) | $15,000 | Huether Family Aquatics Center donation | |
| CHILDRENS HOME SOCIETY OF SD | ||||||||
| PO BOX 1749 | SIOUX FALLS | SD | 571011749 | 460224542 | 501(c)(3) | $12,900 | Donation - Youth empowering non-profit organization | |
| Children's Hospital Colorado | ||||||||
| 13123 E 16TH AVE | AURORA | CO | 80045 | 840166760 | 501(c)(3) | $240,000 | Building Project Capital Campaign donation | |
| CITY OF BISMARCK | ||||||||
| 221 N 5TH ST | BISMARCK | ND | 58501 | 456002036 | 115 | $35,000 | Annual Contribution per donation agreements in support of various programs such as nursing and sports medicine | |
| CITY OF CANBY | ||||||||
| 210 N Dakota Street | Canton | SD | 57013 | 466000083 | 115 | $7,500 | Tennis court reconstruction | |
| CITY OF FARGO | ||||||||
| 225 4TH STREET N | FARGO | ND | 58102 | 456002069 | 115 | $6,500 | Annual use of Suite at Newman Outdoor Field for employee and community engagement | |
| CITY OF JACKSON | ||||||||
| 80 W Ashely Street | Jackson | MN | 56143 | 416005262 | 115 | $10,000 | Splash Pad donation | |
| CITY OF SHELDON | ||||||||
| 416 9th Street PO Box 276 | Sheldon | IA | 51201 | 426005194 | 115 | $50,000 | Sheldon Events Center donation | |
| CITY OF WEBSTER | ||||||||
| PO BOX 539 | WEBSTER | SD | 57274 | 466000530 | 115 | $7,143 | Webster Active Living Trail donation | |
| CITY OF YANKTON | ||||||||
| PO BOX 176 | YANKTON | SD | 57078 | 466000567 | 115 | $10,000 | Huether Family Aquatics Center donation | |
| COLLISION FIRST PRIORITY OF SIOUX FALLS | ||||||||
| 3815 S WESTERN AVE | SIOUX FALLS | SD | 57105 | 263765706 | 501(c)(3) | $12,000 | Donation - Youth empowering non-profit organization | |
| COMMUNITY MEMORIAL HOSPITAL | ||||||||
| 814 JACKSON ST | BURKE | SD | 57523 | 460219795 | 501(c)(3) | $25,000 | Building Project Capital Campaign donation | |
| CONCORDIA COLLEGE | ||||||||
| 901 8TH STREET S | MOORHEAD | MN | 565609981 | 410693977 | 501(c)(3) | $886,000 | Annual Contribution per donation agreements in support of various programs such as nursing and sports medicine | |
| CREIGHTON UNIVERSITY | ||||||||
| 2500 California Plaza | Omaha | NE | 68178 | 470376583 | 501(c)(3) | $250,000 | General Support | |
| CURA FOUNDATION | ||||||||
| PO BOX 5298 | NEW YORK | NY | 10185 | 261150435 | 501(c)(3) | $1,000,000 | Vatican Foundation | |
| CYSTIC FIBROSIS FOUNDATION | ||||||||
| 4550 MONTGOMERY AVE N SUITE 1100 | BETHESDA | MD | 20814 | 131930701 | 501(c)(3) | $17,500 | Support to seven events throughout the region for Cystic Fibrosis fundraisers to include Great Strides walks in Fargo, SF, Brookings, Bismarck, Rapid City; a golf tournament and Corks & Kegs event in SF. ($5,000 for each event) Battle for Brooks team in SF for $500. | |
| DAKOTA ALLIANCE SOCCER CLUB | ||||||||
| 401 W 39TH ST | SIOUX FALLS | SD | 57105 | 460359817 | 501(c)(3) | $74,250 | Yearly donation of $60k; donation of black competitive jerseys $11,250; Legends grant $3000 | |
| DAKOTA MEDICAL FOUNDATION | ||||||||
| 4141 28TH AVE SOUTH | FARGO | ND | 58104 | 456012318 | 501(c)(3) | $25,000 | Donation for Recovery Reinvented - North Dakota's First lady conference in regards to addiction | |
| DAKOTA STATE UNIVERSITY | ||||||||
| 820 N WASHINGTON AVE | MADISON | SD | 57042 | 466000364 | 501(c)(3) | $524,840 | Ortho Sports Med Contract | |
| DAKOTA WEST ARTS COUNCIL INC | ||||||||
| 1810 SCHAFER ST STE 2 | BISMARCK | ND | 58501 | 450358000 | 501(c)(3) | $10,000 | Capital City Christmas $10k | |
| DENNY SANFORD PREMIER CENTER | ||||||||
| 1201 N WEST AVE | SIOUX FALLS | SD | 57104 | 232511871 | 501(c)(3) | $61,600 | Donation for Mamava nursing pods | |
| DETROIT LAKES SCHOOLS | ||||||||
| 702 LAKE AVE | DETROIT LAKES | MN | 56501 | 410971772 | 115 | $20,000 | Annual Contribution per donation agreement for sports medicine program | |
| DICKINSON STATE UNIVERSITY | ||||||||
| 291 CAMPUS DRIVE | DICKINSON | ND | 58601 | 456002480 | 501(c)(3) | $9,750 | Athletic scholarship donation $6,750; Nursing Scholarship $3k | |
| DOMESTIC VIOLENCE & RAPE (WOMEN'S ALLIANCE INC) | ||||||||
| PO Box 1081 | DICKINSON | ND | 58601 | 450354762 | 501(c)(3) | $20,000 | General Support | |
| DOW RUMMEL | ||||||||
| 1321 W DOW RUMMEL ST | SIOUX FALLS | SD | 57104 | 460271277 | 501(c)(3) | $25,000 | Capital campaign fund development donation | |
| DOWNTOWN SIOUX FALLS INC | ||||||||
| 230 S PHILIPS AVE STE 306 | SIOUX FALLS | SD | 57104 | 363627217 | 501(c)(4) | $24,371 | Yearly donation for Downtown trolley | |
| DUNCAN REGIONAL HOSPITAL | ||||||||
| 1407 WHISENANT DR | DUNCAN | OK | 73533 | 202772056 | 501(c)(3) | $50,000 | General Support | |
| ECI BASKETBALL | ||||||||
| 3826 CALGARY CIRCLE | BISMARCK | ND | 58503 | $15,000 | Youth Sports Health and Wellness Donation | |||
| EMBE | ||||||||
| 300 W 11TH ST | SIOUX FALLS | SD | 57104 | 460234998 | 501(c)(3) | $14,000 | Events support: In Her Shoes, Girls on the Run, Women's Day of Service, Lego League, Giving Tuesday | |
| EMERGING PRAIRIE | ||||||||
| 122 1/2 BROADWAY N | FARGO | ND | 58102 | 810742137 | 501(c)(3) | $15,000 | Tedx donation - $15,000 | |
| FAMILY ADVOCACY CENTER OF NORTHERN MINNESOTA | ||||||||
| 800 BEMIDJI AVE N STE 4 | BEMIDJI | MN | 566013072 | 202102302 | 501(c)(3) | $16,500 | General Support | |
| FAMILY FEST | ||||||||
| PO BOX 90646 | SIOUX FALLS | SD | 57109 | 812254064 | 501(c)(3) | $7,000 | Yearly donation to large family and child oriented event highlighting Sanford's Children Hospital | |
| FAMILY WELLNESS | ||||||||
| 2960 SETER PARKWAY | FARGO | ND | 58104 | 272862697 | 501(c)(3) | $6,000 | Donation supporting wellness through nutrician and helathy cooking skills | |
| FARGO SCHOOLS | ||||||||
| 415 4th St N | Fargo | ND | 57192 | 456012318 | 501(c)(3) | $125,050 | Annual Contribution per donation agreement for sports medicine program; Donations to scholarships, health tech trades, lunch fund | |
| FARGO YOUTH HOCKEY ASSOCIATION | ||||||||
| 831 17TH AVE N | FARGO | ND | 58102 | 363548649 | 501(C)(3) | $15,000 | Donation to the annual FYHA Squirt International Hockey Tournaments and Hockey night in Fargo | |
| FEEDING SOUTH DAKOTA | ||||||||
| 3511 N 1st Avenue | SIOUX FALLS | SD | 57104 | 363293534 | 501(c)(3) | $1,027,500 | COVID-19 food insecurity support | |
| FIRST TEE OF SOUTH DAKOTA | ||||||||
| PO BOX 88938 | SIOUX FALLS | SD | 57109 | 460449824 | 501(c)(3) | $50,000 | Yearly donation $30k; Golf fundraising event $5k; Sanford International donation $15k | |
| FIRSTLINK | ||||||||
| 4357 13TH AVE S STE 107L | FARGO | ND | 58103 | 450419491 | 501(c)(3) | $45,000 | $25K donation to Community Addiction Navigator program, $1K - Annual Breakfast/Giving Tree | |
| FOLDS OF HONOR KC INC | ||||||||
| PO BOX 9246 | PRAIRIE VILLAGE | KS | 662080246 | 452803323 | 501(c)(3) | $30,000 | Legends Grant | |
| FOOD BANK OF IOWA | ||||||||
| PO BOX 1517 | DES MOINES | IA | 50305 | 421177880 | 501(c)(3) | $10,000 | COVID-19 food insecurity support | |
| FOOD BANK OF SIOUXLAND INC | ||||||||
| 1313 11TH ST | SIOUX CITY | IA | 51105 | 421381516 | 501(c)(3) | $40,000 | COVID-19 food insecurity support | |
| FORWARD SIOUX FALLS | ||||||||
| PO Box 907 | Sioux Falls | SD | 57101 | 460396647 | 501(c)(6) | $351,250 | Yearly donation support for SF business development | |
| LEVITT AT THE FALLS | ||||||||
| 524 N MAIN AVE 106 | SIOUX FALLS | SD | 57104 | 611699910 | 501(c)(3) | $89,000 | Chamber Appeals donation $12k, Yearly contribution $75k naming support; $2k Edith night | |
| FUELING OUR FUTURE | ||||||||
| PO BOX 2443 | FARGO | ND | 58108 | 832467021 | $125,000 | Economic Deveopment Fund, FMWF Chamber and GFMEDC | ||
| GATEWAY TO SCIENCE | ||||||||
| 1810 SCHAFER STREET STE 1 | BISMARCK | ND | 58501 | 450443517 | 501(c)(3) | $10,000 | Discovery of Science 5 year pledge | |
| GIRL SCOUTS- DAKOTA HORIZONS | ||||||||
| 1101 S MAIN ROAD | SIOUX FALLS | SD | 57106 | 460260744 | 501(c)(3) | $30,000 | Yearly donation to cover several fundraising events: Cookies Corks & Brews, Amplify your Adventure, S'more Brews Please; The BIG Event, Giving Hearts Day, SD Gives, Girl Scouts Giving Day | |
| GLOBAL HEALTH CORPS INC | ||||||||
| 1 Penn Plaza Suite 6271 | New York | NY | 10119 | 800512336 | 501(c)(3) | $125,000 | General Support | |
| GLOBAL INTERDEPENDENCE CENTER | ||||||||
| 100 N INDEPENDENCE MALL W Suite 5 | PHILADELPHIA | PA | 191061521 | 232138619 | 501(c)(3) | $25,000 | Yearly support for World Clinics participation | |
| GLORY HOUSE OF SIOUX FALLS | ||||||||
| 4000 S WEST AVE | SIOUX FALLS | SD | 57105 | 460308425 | 501(c)(3) | $15,000 | Chamber Appeals donation for halfway housing support | |
| SD GOVERNORS OFFICE OF ECONOMIC DEVELOPMENT | ||||||||
| 711 EAST WELLS AVENUE | PIERRE | SD | 57501 | 466000364 | 115 | $100,000 | Yearly donation support for the Governor's Office fundraising which include the Buffalo Roundup and Pheasant Hunt events | |
| GRAY ACADEMY | ||||||||
| 5757 W CENTURY BLVD STE 410 | LOS ANGELES | CA | 90045 | 831590154 | 501(c)(3) | $10,000 | Donation to cure Batten Disease | |
| GREAT PLAINS FOOD BANK | ||||||||
| 1720 3rd Ave N | Fargo | ND | 58102 | 450226421 | 501(c)(3) | $1,025,000 | COVID-19 food insecurity support | |
| GREAT PLAINS ZOO | ||||||||
| 805 S KIWANIS AVE | SIOUX FALLS | SD | 57104 | 466015015 | 501(c)(3) | $65,000 | Yearly donation support for the Great Plains Zoo | |
| GREATER BEMIDJI | ||||||||
| 102 1ST ST WEST STE 101 | BEMIDJI | MN | 56601 | 363367707 | 501(c)(3) | $85,000 | General Support | |
| GREATLIFE CARES FDN | ||||||||
| 3800 W 53RD ST | SIOUX FALLS | SD | 57106 | 472447820 | 501(c)(3) | $16,000 | Yearly donation $1k; Challenge for a Cause event support | |
| GROUND WORKS GROUND WORKS MIDWEST | ||||||||
| 102 N KROHNS PL STE 116 | SIOUX FALLS | SD | 57103 | 475498537 | 501(c)(3) | $37,500 | Yearly SD Ag in the classroom program donation | |
| HARRISBURG SCHOOL DISTRICT | ||||||||
| 200 WILLOW ST | HARRISBURG | SD | 57032 | 466002218 | 115 | $130,983 | Ortho Sports Med Contract | |
| HELPLINE CENTER INC | ||||||||
| 1000 N WEST AVE STE 310 | SIOUX FALLS | SD | 571041314 | 237424387 | 501(c)(3) | $56,000 | Yearly donation $10k; Volunteer donation $3,500; High school texting support program $35k; Camp Capacity donation $7,500 | |
| HIBBING COMMUNITY COLLEGE | ||||||||
| 1515 E 25TH ST | HIBBING | MN | 554857813 | 416046970 | 501(c)(3) | $6,000 | General Support | |
| HUETHER FAMILY MATCH POINTE | ||||||||
| 4210 N BOBHALLA DR | SIOUX FALLS | SD | 57107 | 452784394 | 501(c)(3) | $17,100 | General Support | |
| INDEPENDENT SCHOOL DISTRICT 518 | ||||||||
| 1117 MARINE AVE | WORTHINGTON | MN | 561871610 | 416008522 | 115 | $20,000 | Athletic Training support and athletic scholarships | |
| INNOVATIVE OFFICE SOLUTIONS | ||||||||
| 151 EAST CLIFF RD | BURNSVILLE | MN | 55337 | 364550688 | $13,497 | Clothing/apparel donations to OSM schools | ||
| PEACE OFFICE JAIL CHAPLAINS ASSOCIATION | ||||||||
| PO BOX 6444 | FARGO | ND | 58102 | 204363997 | 501(c)(3) | $6,000 | Donation supporting mission of jail chaplains | |
| JAMESTOWN PARKS & REC | ||||||||
| 1002 2ND Ave SE | Jamestown | ND | 58401 | 751597713 | 501(c)(3) | $5,700 | Donation in support of new wellness center and for park dasherboards | |
| JAMESTOWN SOCCER FEDERATION | ||||||||
| PO BOX 1804 | JAMESTOWN | ND | 58402 | 450363454 | 501(c)(3) | $10,000 | Donation in support of the local soccer club | |
| JDRF MN CHAPTER DAKOTA | ||||||||
| 1305 W 18TH STREET | SIOUX FALLS | SD | 571175039 | 231907729 | 501(c)(3) | $25,000 | Juvenile diabetes yearly support, JDRF One Walk donation | |
| JUNIOR ACHIEVEMENT OF SD | ||||||||
| 300 S PHILLIPS AVESTE L102 | SIOUX FALLS | SD | 57104 | 460306352 | 501(c)(3) | $38,225 | Yearly donation pledge and statewide expansion annual drive | |
| KIDS CHANCE OF SOUTH DAKOTA | ||||||||
| 300 S MAIN AVE | SIOUX FALLS | SD | 57104 | 474439997 | 501(c)(3) | $8,000 | Yearly donation support for children's higher education | |
| LAKER BOOSTER CLUB INC | ||||||||
| 1301 ROOSEVELT AVE | DETROIT LAKES | MN | 56501 | 202297807 | 501(c)(3) | $5,100 | Donation and support of Mollberg Field Schoreboard update, a multi year donation | |
| LEADERSHIP SOUTH DAKOTA | ||||||||
| PO BOX 675 | PLATTE | SD | 57369 | 820880122 | 501(c)(3) | $20,000 | Yearly donation commitment | |
| LEGEND HOCKEY | ||||||||
| 322 E 8TH ST STE 206 | SIOUX FALLS | SD | 57103 | 264544536 | $35,000 | Ortho Sports Med support | ||
| LEGENDS OF GOLD | ||||||||
| PO BOX 287 | BERESFORD | SD | 57004 | 273794971 | 501(c)(3) | $41,500 | Donation to training center for youth athletes to quality for the Olympics - yearly donation $40k; Easter Wrestling Tournament support $1500 | |
| THE LEUKEMIA & LYMPHOMA SOCIETY INC | ||||||||
| 3 INTERNATIONAL DR STE 200 | RYE BROOK | NY | 105737501 | 135644916 | 501(c)(3) | $7,500 | Light the Night Sioux Falls event support | |
| LIFESCAPE CHILDREN'S CARE HOSPITAL AND SCHOOL | ||||||||
| 2501 WEST 26TH ST | SIOUX FALLS | SD | 57105 | 460233030 | 501(c)(3) | $52,300 | Donation to foundation for handicapped children's care; Legends grant | |
| LINCOLN HIGH SCHOOL | ||||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $30,800 | Ortho Sports Med Contract | |
| LIRA DANCE THEATRE COMPANY LLC | ||||||||
| 402 E 20TH ST | SIOUX FALLS | SD | 57105 | 820987880 | $10,000 | Dance scholarships donation | ||
| LUCILE SALTER PACKARD CHILDRENS HOSPITAL AT STANFORD | ||||||||
| PO BOX 741202 | LOS ANGELES | CA | 900741202 | 770003859 | 501(c)(3) | $240,000 | General Support | |
| LUTHERAN SOCIAL SERVICES | ||||||||
| 705 East 41st Street Ste 200 | SIOUX FALLS | SD | 571056048 | 460224731 | 501(c)(3) | $5,250 | Taste of Cultures & Mentor Appreciation Breakfast donations $5k; Aberdeen annual fundraising event $250 | |
| LUTHERAN SOCIAL SERVICES OF NORTH DAKOTA | ||||||||
| PO BOX 389 | FARGO | ND | 581070389 | 450226421 | 501(c)(3) | $16,000 | Various Donations in regards to Healthy Families, Mental wellness, Building Bridges and cooking healthy | |
| LUVERNE PUBLIC SCHOOLS | ||||||||
| 709 NORTH KNISS AVE | LUVERNE | MN | 56156 | 411784004 | 115 | $10,000 | Donation toward Wellness & Weight room for school system | |
| MAKE A WISH FOUNDATION OF NORTH DAKOTA | ||||||||
| 4143 26TH AVE S STE 104 | FARGO | ND | 58104 | 450393770 | 501(c)(3) | $52,400 | State wide donation in support of the Make A Wish program of giving trips to sick children | |
| MANDAN PARK DISTRICT | ||||||||
| 2600 46TH AVE SE | MANDAN | ND | 58554 | 456002119 | 115 | $10,000 | New Headset System | |
| MANDAN PUBLIC SCHOOLS | ||||||||
| 901 Division St NW | MANDAN | ND | 58554 | 456001098 | 115 | $12,500 | New Headset System - Memorial Ballpark Pledge | |
| MAYVILLE STATE UNIVERSITY | ||||||||
| 330 THIRD ST NE | MAYVILLE | ND | 58257 | 456002485 | 501(c)(3) | $27,600 | Annual Contribution per donation agreement for sports medicine program, training room and scholarships | |
| MCCROSSAN BOYS RANCH | ||||||||
| 47135 260TH ST | SIOUX FALLS | SD | 57107 | 460311913 | 501(c)(3) | $12,100 | Banquest fundraising event; Use of horses contract; Rodeo fundraising event; Legends grant | |
| MCKENZIE COUNTY HEALTHCARE SYS | ||||||||
| 709 4TH AVE NE | WATFORD CITY | ND | 58854 | 770637498 | 501(c)(3) | $100,000 | Annual pymnt on $1 million pledge | |
| METHODIST MEDICAL CENTER FOUNDATION | ||||||||
| 221 NE GLEN OAK AVE | PEORIA | IL | 61636 | 510186460 | 501(c)(3) | $100,000 | General Support | |
| METRO AREA TOURNAMENT COMMITTEE | ||||||||
| 415 NORTH 4TH ST | FARGO | ND | 58102 | 450458883 | 501(c)(3) | $40,000 | Donation to committee for region and state tournaments that take place throughout the year in the metro area | |
| MITCHELL PARKS & RECREATION | ||||||||
| 612 North Main Street | Mitchell | SD | 57301 | 466000305 | 115 | $15,000 | Donation toward providing a personal trainer at the Mitchell Rec Center | |
| MINNESOTA STATE UNIVERSITY MANKATO FOUNDATION INC | ||||||||
| 236 WIGLEY ADMINISTRATION CTR | MANKOTA | MN | 56001 | 416033423 | 501(c)(3) | $340,000 | Ortho Sports Med Contract | |
| MN WEST FOUNDATION | ||||||||
| 1593 11TH AVENUE | GRANITE FALLS | MN | 56241 | 363266500 | 501(c)(3) | $10,000 | Ortho Sports Med Contract/Scholarship support | |
| MISSOURI SLOPE AREAWIDE UNITED WAY | ||||||||
| 515 N 4TH ST | BISMARCK | ND | 58501 | 450387741 | 501(c)(3) | $32,250 | Premiere Sponsorship Co-Branding with UW; Backpack Program; Corporate Donation | |
| MOORHEAD SCHOOLS LEGACY FOUNDATION | ||||||||
| 2410 14TH ST S | MOORHEAD | MN | 56560 | 812603701 | 501(c)(3) | $40,550 | Donation in support of Moorhead Schools Foundation which supports educational experiences | |
| MOORHEAD YOUTH ASSOCIATIONS | ||||||||
| 707 SE Main Ave | Moorhead | MN | 56560 | 237221429 | 501(c)(3) | $50,000 | Donation in Support of youth sport activities | |
| MOVE TO HEAL SOUTH DAKOTA | ||||||||
| 1309 S GLENDALE AVE | SIOUX FALLS | SD | 57105 | 843832884 | 501(c)(3) | $5,500 | Support for GSS and Children's Hospital programming | |
| MINNESOTA STATE UNIVERSITY MOORHEAD | ||||||||
| 1104 7TH AVE SOUTH | MOORHEAD | MN | 56563 | 411687554 | 115 | $300,000 | Annual Contribution per donation agreement for sports medicine program, nursing program and scholarships | |
| MUSCULAR DYSTROPHY ASSOCIATION INC | ||||||||
| 222 SOUTH RIVERSIDE PLAZA S STE | CHICAGO | IL | 606066000 | 131665552 | 501(c)(3) | $10,000 | Enterprise donations for Muscle Walks and Toast to Life events | 1500 |
| NAMI SIOUX FALLS | ||||||||
| PO BOX 89213 | SIOUX FALLS | SD | 57109 | 363593641 | 501(c)(3) | $6,500 | NAMI Annual conference and NAMI walk support | |
| National Kidney Foundation | ||||||||
| 30 EAST 33RD STREET | NEW YORK | NY | 10016 | 131673104 | 501(c)(3) | $33,000 | Enterprise yearly donations for Kidney Walks, Keep Health Screening, Big Ask Big Give program and golf fundraiser events | |
| NATIONAL MULTIPLE SCLEROSIS SOCIETY GREATER NORTHWEST CHAPTER | ||||||||
| 2829 UNIVERSITY AVE SE 900 | MINNEAPOLIS | MN | 55414 | 910742424 | 501(c)(3) | $25,000 | Yearly donation pledge payment $15k | |
| ND ASSISTIVE | ||||||||
| 3240 15TH ST S SUITE B | FARGO | ND | 58104 | 270260522 | 501(c)(3) | $100,000 | Donation in support of assistive technolgy for people with various disabilities | |
| ND SAFETY COUNCIL | ||||||||
| 1710 Canary Ave Suite A | BISMARCK | ND | 58501 | 450353009 | 501(c)(3) | $25,000 | General Support | |
| NDSCS | ||||||||
| 800 N 6TH ST | WAHPETON | ND | 580760002 | 450407617 | 501(c)(3) | $8,500 | Annual Contribution for workforce affairs, wildcat golf tournament and scholarships | |
| NDSU | ||||||||
| PO BOX 6050 | FARGO | ND | 581086050 | 456002439 | 501(c)(3) | $1,796,585 | Annual Contribution for sports medicine program, nursing program and scholarships | |
| MIAMI CHILDRENS HEALTH SYSTEM FOUNDATION | ||||||||
| 3100 SW 62ND AVE | MIAMI | FL | 33155 | 461784918 | 501(c)(3) | $2,000,000 | General Support | |
| NORTH COUNTRY FOOD BANK | ||||||||
| 1011 11TH AVE NE | EAST GRAND FORKS | MN | 56721 | 411459758 | 501(c)(3) | $650,000 | COVID-19 food insecurity support | |
| MISSISSIPPI HEADWATERS AREA DENTAL HEALTH CENTER | ||||||||
| 1405 ANNE ST NW | BEMIDJI | MN | 56601 | 841711812 | 501(c)(3) | $21,500 | Donation to support dental health project in the community | |
| NORTHERN STATE UNIVERSITY | ||||||||
| 1200 S JAY ST | ABERDEEN | SD | 574017198 | 466000364 | 115 | $769,500 | Ortho Sports Med Contract | |
| NORTHERN SUN INTERCOLLEGIATE CONFERENCE | ||||||||
| 2999 COUNTY RD 42 W | BURNSVILLE | MN | 55306 | 411783486 | 501(c)(3) | $130,000 | Ortho Sports Med Contract | |
| NORTHWESTERN COLLEGE | ||||||||
| 101 7TH ST SW | ORANGE CITY | IA | 51041 | 420698196 | 501(c)(3) | $50,000 | Donation commitment; Science capital project building | |
| OAK GROVE LUTHERAN SCHOOL | ||||||||
| 124 N TERRACE | FARGO | ND | 58102 | 450226473 | 501(c)(3) | $30,000 | Annual Contribution per donation agreement for sports medicine, spring gala, various sports camps and scholarships | |
| OUTDOOR ADVENTURE FOUNDATION | ||||||||
| 415 38TH ST S STE E | FARGO | ND | 58103 | 270192316 | 501(c)(3) | $10,000 | Project Lead the Way; Summer camps; annual business partner | |
| PETIT KICKS SOCCER | ||||||||
| 8920 BRIARDALE DR | BISMARCK | ND | 58504 | 473418017 | $10,000 | Soccer Academy-Athletic Donation | ||
| PLAINS ART MUSEUM | ||||||||
| 704 1ST AVE N | FARGO | ND | 58102 | 411260780 | 501(c)(3) | $12,500 | Annual donation to Gala and Art4All programing | |
| PRESIDENTS BOWL COMMITTEE OF SIOUX FALLS INC | ||||||||
| PO BOX 1443 | SIOUX FALLS | SD | 571011443 | 911776303 | 501(c)(3) | $10,000 | Donation to support the local high schools activities/events $10k | |
| Professional Patient Advocates in Life Sciences | ||||||||
| 94 HILLANDALE ROAD | DANBURY | CT | 06811 | 472878879 | 501(c)(3) | $20,000 | General Support | |
| PROJECT PREP OLYMPIC DEVELOPMENT PROGRAM | ||||||||
| PO BOX 385970 | BLOOMINGTON | MN | 55438 | 043644163 | 501(c)(3) | $12,500 | Donation in support of the Upper Midwest High School Elite League for Olympic Development | |
| RAPID CITY CLUB FOR BOYS INC | ||||||||
| 320 N 4TH ST | RAPID CITY | SD | 57701 | 460277778 | 501(c)(3) | $10,000 | Club for Boys Capital Campaign donation | |
| REALTORS FOR KIDS | ||||||||
| 2415 W 57TH ST | SIOUX FALLS | SD | 57108 | 262681308 | 501(c)(3) | $6,000 | Fundraising event to benefit children's health needs $6k | |
| RED RIVER CHILDRENS ADVOCACY | ||||||||
| 100 S 4TH ST STE 302 | FARGO | ND | 58103 | 201095721 | 501(c)(3) | $25,000 | Donation of Support for services for abused children and donation for their annual gala | |
| REINBOWS INC | ||||||||
| 43341 480TH AVE | WINDOM | MN | 56101 | 208775427 | 501(c)(3) | $7,000 | Equine assisted therapy for disabled children | |
| RONALD MCDONALD HOUSE CHARITY OF THE RED RIVER VALLEY INC | ||||||||
| 4757 AGASSIZ XING S | FARGO | ND | 58104 | 450365598 | 501(c)(3) | $100,000 | $100K - Annual Contribution per donation agreement towards their building and $5K donation for Annual Sweetheart Ball | |
| RONALD MCDONALD HOUSE CHARITY | ||||||||
| 825 S Lake Road | SIOUX FALLS | SD | 57104 | 460371152 | 501(c)(3) | $6,000 | General support | |
| ROOSEVELT HIGH SCHOOL | ||||||||
| 6600 W 41ST ST | SIOUX FALLS | SD | 57106 | 466002586 | 501(c)(3) | $24,800 | Ortho Sports Med Contract | |
| SAMARITANS FEET | ||||||||
| PO BOX 78992 | CHARLOTTE | NC | 282717045 | 141880905 | 501(c)(3) | $1,000,000 | Captial campaign pledge matching donation | |
| Sanford Health Foundation | ||||||||
| PO Box 5039 RTE 5218 | Sioux Falls | SD | 571175039 | 363297853 | 501(c)(3) | $6,608,000 | General Support | |
| Sanford Health Foundation North | ||||||||
| PO Box 5039 RTE 5218 | Sioux Falls | SD | 571175039 | 450398104 | 501(c)(3) | $2,024,586 | General Support | |
| Sanford Health Foundation of Northern Minnesota | ||||||||
| PO Box 5039 RTE 5218 | Sioux Falls | SD | 571175039 | 411389317 | 501(c)(3) | $615,988 | General Support | |
| Sanford Health Foundation West | ||||||||
| PO Box 5039 RTE 5218 | Sioux Falls | SD | 571175039 | 450397196 | 501(c)(3) | $1,040,009 | General Support | |
| The Evangelical Lutheran Good Samaritan Foundation | ||||||||
| PO Box 5039 RTE 5218 | Sioux Falls | SD | 571175039 | 460422866 | 501(c)(3) | $2,105,619 | General Support | |
| Park District of the City of Fargo | ||||||||
| 225 4TH STREET N | FARGO | ND | 58102 | 456002069 | 115 | $295,055 | Land Development Costs | |
| SOUTH DAKOTA HIGH SCHOOL BASKETBALL COACHES ASSOCIATION | ||||||||
| 1404 YOSEMITE LANE | BROOKINGS | SD | 57006 | 811379554 | 501(c)(3) | $8,500 | Scholarship program donation $8500 | |
| SD BIOTECH ASSOC | ||||||||
| 2329 N CAREER AVE STE 115 | SIOUX FALLS | ND | 57107 | 371518658 | 501(c)(6) | $6,000 | General Support for Research | |
| SOUTH DAKOTA CATTLEMENS ASSOCIATION | ||||||||
| 116 N EUCLID AVE STE C | PIERRE | ND | 57501 | 460365649 | 501(c)(5) | $15,000 | Donation to fundraising event for Feeding SD $15k | |
| SD COMMUNITY FOUNDATION | ||||||||
| 1714 N LINCOLN AVE | PIERRE | SD | 57501 | 460398115 | 501(c)(3) | $10,000 | Donation to the SD Veterans Cemetery -$10k | |
| SD GOLF ASSOCIATION | ||||||||
| PO BOX 88938 | SIOUX FALLS | SD | 57109 | 460310847 | $35,000 | Junior Golf donation to foundation for scholarships | ||
| SD GUARDIANSHIP PROGRAM INC | ||||||||
| PO BOX 794 | Pierre | SD | 57501 | 460366602 | 501(c)(3) | $10,000 | Donation for court appointed guardianship for adults who cannot afford assistance - yearly commitment $10k | |
| SOUTH DAKOTA HALL OF FAME | ||||||||
| 1480 SOUTH MAIN | CHAMBERLAIN | SD | 57325 | 460324210 | 501(c)(3) | $50,000 | Annual commitment donation $50k | |
| SD HIGH SCHOOL ACTIVITIES | ||||||||
| PO Box 1217 | Pierre | SD | 575011217 | 460226882 | 501(c)(3) | $125,000 | Yearly donation agreement in support of high school athletics across the state $125k | |
| SD HIGH SCHOOL COACHES ASSOC | ||||||||
| 801 W EAGLE RIDGE ST | SIOUX FALLS | SD | 57108 | 237297479 | 501(c)(3) | $22,500 | Ortho Sports Med contract | |
| SD LAW ENFORCEMENT CHARITIES | ||||||||
| 101 SOUTH MAIN AVE STE 100 | SIOUX FALLS | SD | 57104 | 460440378 | 501(c)(3) | $15,000 | Yearly donation commitment to children's fundraising charity event | |
| SOUTH DAKOTA MILITARY HERITAGE ALLIANCE INC | ||||||||
| 1600 W RUSSELL ST | SIOUX FALLS | SD | 57104 | 832381925 | 501(c)(3) | $500,000 | Donation for military and Vet services center and programming | |
| SOUTH DAKOTA YOUTH SOCCER ASSOCIATION | ||||||||
| 2127 S MINNESOTA AVE STE 201 | SIOUX FALLS | SD | 57105 | 237183054 | 501(c)(3) | $20,000 | Yearly donation pledge $20k | |
| SD STATE UNIV | ||||||||
| PO Box 525 | BROOKINGS | SD | 57007 | 460273801 | 501(c)(3) | $18,300 | Ortho Sports Med contracts including donations | |
| SD STATE UNIV FOUNDATION | ||||||||
| PO Box 525 | BROOKINGS | SD | 57007 | 460273801 | 501(c)(3) | $3,363,500 | Ortho Sports Med Contract | |
| SD SYMPHONY ORCHESTRA | ||||||||
| 300 North Dakota Ave Ste 116 | Sioux Falls | SD | 57104 | 466017026 | 501(c)(3) | $60,000 | Yearly support donation $60k | |
| SD SYNOD | ||||||||
| 2001 S SUMMIT AVE | SIOUX FALLS | SD | 57197 | 363512774 | 501(c)(3) | $20,000 | Capital campaign for their Woyatan Retreat Center renovations donation $20k | |
| SECOND HARVEST NORTH CENTRAL FOOD BANK | ||||||||
| PO BOX 5130 | GRAND RAPIDS | MN | 55744 | 411782776 | 501(c)(3) | $75,000 | COVID-19 food insecurity support | |
| SECOND HARVEST HEARTLAND | ||||||||
| 7101 WINNETKA AVE N | BROOKLYN PARK | MN | 55428 | 237417654 | 501(c)(3) | $275,000 | COVID-19 food insecurity support | |
| SF AREA COMMUNITY FOUNDATION | ||||||||
| 200 N CHERAPA PL | SIOUX FALLS | SD | 57103 | 311748533 | 501(c)(3) | $142,500 | Donation toward SD Salutes fundraising event $5k; Youth advisory council donation $500 | |
| SF CHRISTIAN HIGH SCHOOL | ||||||||
| 6120 S CHARGER CIRCE | SIOUX FALLS | SD | 57108 | 460340024 | 501(c)(3) | $137,500 | Ortho Sports Med Contract | |
| SF CYCLONES | ||||||||
| PO BOX 361 | SIOUX FALLS | SD | 57101 | 274705069 | 501(c)(3) | $28,500 | Yearly donation support $20k; Legends Grants; Various team sponsorships | |
| SIOUX FALLS SWIM TEAM | ||||||||
| PO BOX 758 | SIOUX FALLS | SD | 57101 | 460343732 | 501(c)(3) | $25,000 | Yearly donation commitment $25k | |
| SIOUX FALLS TENNIS ASSOCIATION | ||||||||
| PO BOX 89512 | SIOUX FALLS | SD | 57109 | 363916958 | 501(c)(3) | $7,000 | SD Open tournament; Legends grant | |
| SIOUX FALLS YOUTH HOCKEY ASSOCIATION | ||||||||
| 5000 S MINNESOTA AVE | SIOUX FALLS | SD | 57108 | 460427805 | 501(c)(3) | $29,000 | Yearly donation commitment $25k; Legends grant; individual team requests | |
| SF LACROSSE BOOSTER CLUB | ||||||||
| 3813 W 80th St | Sioux Falls | SD | 57108 | 464887667 | $15,000 | General Support | ||
| SHEYENNE VALLEY COMMUNITY FOUN | ||||||||
| 250 WEST MAIN ST | VALLEY CITY | SD | 58072 | 464371645 | 501(c)(3) | $6,000 | Annual Contribution per donation agreement for Wellness Center | |
| SHILOH CHRISTIAN SCHOOL | ||||||||
| 1915 Shiloh Dr | Bismarck | ND | 58503 | 450348120 | 501(c)(3) | $68,000 | Vision 2015 Pledge: Building Contribution: Phase II; Academic & Athletic Donation | |
| SIOUX COUNCIL BOY SCOUTS | ||||||||
| 800 N WEST AVE | SIOUX FALLS | SD | 57104 | 460224599 | 501(c)(3) | $31,300 | Chamber Appeals Climb With Us; Friends of Scouting shootout | |
| SIOUX EMPIRE JUNIOR GOLF ASSN | ||||||||
| 7708 W VISTA PARK ST | SIOUX FALLS | SD | 57106 | 205858531 | 501(c)(3) | $20,000 | GreatLife Junior Golf Challenge | |
| SIOUX EMPIRE UNITED WAY | ||||||||
| 1000 N W AVE 120 | SIOUX FALLS | SD | 571041314 | 460233701 | 501(c)(3) | $150,538 | Yearly pledge donation support | |
| SIOUX FALLS AREA CASA PROGRAM | ||||||||
| PO BOX 1901 | SIOUX FALLS | SD | 57101 | 460430647 | 501(c)(3) | $10,000 | Yearly fundraising events to include the Bakker Crossing Charity Pro Am $10k | |
| SIOUX FALLS ARTS COUNCIL | ||||||||
| 326 E 8TH ST 106 AB | SIOUX FALLS | SD | 57103 | 460354287 | 501(c)(3) | $10,000 | Yearly donation in support of the local arts and sculpture walk in SF | |
| SIOUX FALLS HOPE COALITION | ||||||||
| 2211 W CHERRYWOOD CIR | SIOUX FALLS | SD | 57108 | 822097994 | 501(c)(3) | $25,000 | Donation in support of every child having access to attend preschool - $25k | |
| SIOUX FALLS LUTHERAN SCHOOL | ||||||||
| 308 W 37TH ST | SIOUX FALLS | SD | 57105 | 460343381 | 501(c)(3) | $1,001,000 | Ortho Sports Med Contract | |
| SIOUX FALLS POWER HOCKEY | ||||||||
| 5808 S PRAIRIE VIEW CT | SIOUX FALLS | SD | 57108 | 471795011 | 501(c)(3) | $40,000 | Donation in support of youth hockey and our sports medicine program | |
| SIOUX FALLS PUBLIC SCHOOL EDUCATION FOUNDATION | ||||||||
| PO BOX 560 | SIOUX FALLS | SD | 57101 | 263537657 | 501(c)(3) | $7,500 | Public School Proud grant program | |
| SIOUX FALLS SCHOOL DISTRICT | ||||||||
| 201 E 38TH ST | SIOUX FALLS | SD | 57105 | 466002586 | 501(c)(3) | $101,900 | Donations for multiple commitments: Scoreboards; Angel Fund; CTE Health Careers Camp; Project Lead the Way; Workforce Development HOSA; State Tournament event; Ortho Sports Med | |
| SIOUX FALLS SPORTS AUTHORITY | ||||||||
| 200 N PHILLIPS AVE SUITE 304 | SIOUX FALLS | SD | 57104 | 205850491 | 501(c)(3) | $2,822,000 | Ortho Sports Med Contract | |
| SIOUX FALLS STORM TYTAN ENTERPRISES LLC | ||||||||
| 5901 S SOUTHEASTERN AVE 104 | SIOUX FALLS | SD | 57108 | 270805922 | $82,000 | Ortho Sports Med Contract paid | ||
| SIOUX FALLS WOMEN RUN LLC | ||||||||
| 5235 S Sweetbriar Ct | SIOUX FALLS | SD | 57108 | 813518734 | 501(c)(6) | $15,000 | Donation to women's running event fundraiser $15k | |
| SOUTH DAKOTA CHAMBER OF COMMERCE & INDUSTRY (SDC-BAC) | ||||||||
| PO BOX 190 | PIERRE | SD | 57501 | 460141180 | 501(c)(6) | $35,000 | Yearly membership, Economic Development Seminar | |
| SOUTHWEST INITIATIVE FOUNDATION | ||||||||
| 15 3RD AVE NW | HUTCHINSON | MN | 55350 | 411555592 | 501(c)(3) | $10,000 | Windom Community Foundation donation | |
| SPECIAL OLYMPICS SOUTH DAKOTA | ||||||||
| 800 E I-90 LANE | SIOUX FALLS | SD | 57104 | 460359776 | 501(c)(3) | $18,000 | Yearly commitment $10k; Plane Pull fundraising event $5k; Legends Grant $3k | |
| SPOKE N SPORT | ||||||||
| 2019 S MINNESOTA AVENUE | SIOUX FALLS | SD | 57105 | 460446017 | $5,112 | Donations to the Parallel 44 Bike Team via Jacqueline Palfy - Sanford Employee request | ||
| ST JOHN PAUL II CATHOLIC | ||||||||
| 5600 25TH ST S | FARGO | ND | 581047123 | 450403317 | 115 | $25,000 | Annual Contribution per donation agreement for sports medicine and as a Gold Partner to the schools for support | |
| STRAWBALE WINERY SOUTH ENTERPRISES | ||||||||
| 47215 257TH STREET | RENNER | SD | 57055 | 680525735 | $10,000 | Yearly donation to Folk-Off fundraising event $10k | ||
| SUMMIT LEAGUE INC | ||||||||
| 4000 N HERCULES AVE STE 200 | SIOUX FALLS | SD | 571071401 | 391417116 | 501(c)(3) | $1,600,000 | Ortho Sports Med Contract | |
| SUSAN G KOMEN BREAST CANCER | ||||||||
| 8707 WEST CENTER RD STE 101 | OMAHA | NE | 68124 | 260056671 | 501(c)(3) | $12,500 | Yearly donation to fundraising event | |
| TEA AREA SCHOOL DISTRICT | ||||||||
| PO Box 488 | Tea | SD | 57064 | 500005151 | 115 | $22,200 | Ortho Sports Med Contract | |
| THE BANQUET | ||||||||
| 900 E 8TH ST | SIOUX FALLS | SD | 57103 | 460387495 | 501(c)(3) | $30,501 | Donation commitment $25k for yearly support; Run for Food fundraising event at Thanksgiving $5k; meal sponsor | |
| THEODORE ROOSEVELT PRESIDENTIAL LIBRARY FOUNDATION | ||||||||
| PO BOX 338 | MEDORA | ND | 58645 | 471324043 | 501(c)(3) | $100,000 | Donation Commitment $100k | |
| THIEF RIVER FALLS NORSKIES | ||||||||
| PO BOX 952 | THIEF RIVER FALLS | MN | 56701 | 812982246 | $6,380 | Donation for Ice Logo, Dasher Boards, Programs, jerseys, tickets | ||
| TRACY AREA PUBLIC SCHOOLS | ||||||||
| 934 PINE ST | TRACY | MN | 56175 | 900501338 | 115 | $15,000 | $15k to the Tracy Independent School District for their Veterans Memorial Center Revitalization Project; General Support | |
| TRI CITY STORM SOCCER CLUB | ||||||||
| 1323 23RD ST S STE A | FARGO | ND | 58103 | 363346894 | 501(c)(3) | $10,000 | Annual Contribution to support soccer programs for the youth | |
| UND ALUMNI ASSOCIATION & FOUNDATION | ||||||||
| 3501 UNIVERSITY AVE STOP 8157 | GRAND FORKS | ND | 58202 | 450348296 | 501(c)(3) | $100,000 | Donations to UND's School of Health & Wellness | |
| UNITED WAY OF BEMIDJI AREA | ||||||||
| PO BOX 27 | BEMIDJI | MN | 56619 | 411567744 | 501(c)(3) | $98,830 | General Support | |
| UNITED WAY OF CASS-CLAY | ||||||||
| PO BOX 1609 | FARGO | ND | 581071609 | 410810008 | 501(c)(3) | $218,344 | Annual Corporate donation for Fargo area programs | |
| UNITED WAY OF NORTHEASTERN SOUTH DAKOTA | ||||||||
| PO BOX 1065 | ABERDEEN | SD | 574021065 | 237086355 | 501(c)(3) | $10,450 | Yearly commitment payment $10k; Stamp Out Hunder Food Drive $450 | |
| UNIVERSITY OF SOUTH DAKOTA FOUNDATION | ||||||||
| 1110 N DAKOTA ST | VERMILLION | ND | 57069 | 466018891 | 501(c)(3) | $1,515,340 | Ortho Sports Med contracts/scholarships | |
| UNIV OF SOUTH DAKOTA | ||||||||
| 414 E Clark | Vermillion | SD | 57069 | 466018891 | 501(c)(3) | $968,752 | Ortho Sports Med contracts | |
| UNIVERSITY OF JAMESTOWN | ||||||||
| 6085 COLLEGE LANE | JAMESTOWN | ND | 58405 | 450231180 | 501(c)(3) | $16,000 | Annual Contribution per donation agreements for Dine & Bid, Scoreboard, Arts, Gator Donation | |
| UNIVERSITY OF NEBRASKA | ||||||||
| 3835 Holdredge St | Lincoln | MN | 685830742 | 470049123 | 501(c)(3) | $250,000 | General Support | |
| UP AQUATICS INC | ||||||||
| 3740 ASPYN LANE N | FARGO | ND | 58102 | 271181382 | 501(c)(3) | $30,000 | Annual Contribution per donation agreement for new building/pool for area | |
| SANFORD SCHOOL OF MEDICINE | ||||||||
| 414 EAST CLARK ST | VERMILLION | SD | 57069 | 466000364 | 115 | $81,168 | General Support | |
| VERMILLION AREA CHAMBER AND DEVELOPMENT CO | ||||||||
| 2 E MAIN STSTE 101 | VERMILLION | SD | 57069 | 460284795 | 501(c)(3) | $15,000 | Vermillion NOW economic development campaign | |
| VILLAGE FAMILY SERVICE CENTER | ||||||||
| 808 3RD AVE S STE 101 | FARGO | ND | 58103 | 450226423 | 501(c)(3) | $102,000 | $100K - Annual Contribution per donation agreement towards programming, the rest is donation for hole at Bobcat Open, Wine & Dining table, Big Brother Big Sister bowling | |
| VILLAGE NORTHWEST UNLIMITED | ||||||||
| 330 VILLAGE CIRCLE | SHELDON | IA | 51201 | 421044017 | 501(c)(3) | $77,500 | General Support $50k; Golf benefit fundraiser; Run, Rock & Roll fundraiser | |
| VOLUNTEERS OF AMERICA DAKOTAS | ||||||||
| PO Box 89306 | SIOUX FALLS | SD | 57109 | 237353508 | 501(c)(3) | $40,500 | HomePlace Capital Campaign $40k; RC Soup for a Cause $500 | |
| WASHINGTON PAVILION | ||||||||
| PO Box 984 | Sioux Falls | SD | 57101 | 460435791 | 501(c)(3) | $92,700 | Yearly Pilar Partnership donation agreement to include the Kirby Science Discovery Center Fit Zone & Health Quest area | |
| WATERTOWN COMMUNITY FOUNDATION | ||||||||
| 211 E KEMP AVE | WATERTOWN | SD | 57201 | 460350319 | 501(c)(3) | $20,000 | City of Watertown softball complex | |
| WATERTOWN DEVELOPMENT COMPANY | ||||||||
| PO BOX 332 | WATERTOWN | SD | 57201 | 470813269 | 501(c)(3) | $15,000 | Grow Watertown Campaign | |
| WAVE WEBSTER 2020 | ||||||||
| 513 MAIN ST | WEBSTER | SD | 57274 | 201307620 | 501(c)(3) | $15,000 | Webster 2020 Inc | |
| WEST FARGO PUBLIC SCHOOL DIST | ||||||||
| 207 W MAIN AVE | WEST FARGO | SD | 58078 | 456000298 | 115 | $6,900 | Donations to Programming and scholarships for kids to attend | |
| WESTERN ILLINOIS UNIVERSITY FOUNDATION | ||||||||
| 1 UNIVERSITY CIRCLE SHERMAN HALL | MACOMB | SD | 614551390 | 376046814 | 501(c)(3) | $250,000 | Kevin Lampe Sanford Basketball Endowment | 303 |
| WHEATON AREA SCHOOLS | ||||||||
| 1700 3 AVE S | WHEATON | ND | 56296 | 416004390 | 501(c)(3) | $5,050 | Annual Contribution for bleachers at the school | |
| WINGS OF VALOR INC | ||||||||
| 45618 278TH ST | PARKER | SD | 57053 | 843711088 | 501(c)(3) | $50,000 | Lease property & fund operations donation for a hunting lodge to serve disabled veterans $50k | |
| WINNER REGIONAL HEALTH AND WELLNESS FOUNDATION | ||||||||
| 745 E 8TH ST | WINNER | SD | 57580 | 363739631 | 501(c)(3) | $100,000 | General Support | |
| YELLOW JACKET FOUNDATION | ||||||||
| 1200 UNIVERSITY ST UNIT 9506 | BELLE FOURCHE | SD | 57717 | 510151319 | 501(c)(3) | $27,000 | Black Hills State University donation $25k; Scholarships $2k | |
| YMCA OF CASS & CLAY COUNTIES (FARGO MOORHEAD) | ||||||||
| 400 1ST AVE S | FARGO | ND | 58103 | 450232096 | 501(c)(3) | $18,000 | Donations for Livestrong, Partner of Youth and Nurse station for camp | |
| YMCA SIOUX FALLS REGION | ||||||||
| 230 S Minnesota Ave | Sioux Falls | SD | 57104 | 460225021 | 501(c)(3) | $54,500 | Capital Campaign; Golf Classic | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 230 | Total501c3OrgCnt |
| Total Other Org | 32 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp (2 entries)
| Grant TypeGrantTypeTxt | RecipientRecipientCnt | Cash GrantCashGrantAmt | Non Cash AssistanceNonCashAssistanceDesc |
|---|---|---|---|
| DAKOTA UNITED RUGBY CLUB | 1 | $7,500 | Ortho Sports Med Contract |
| RIGGS PREMIER FOOTBALL LLC | 3 | $12,133 | SD High School Football Coaches Association clinic, flag football tournament support |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | Prior to disbursement all grant fund requests are reviewed to ensure the receiving organization and proposed use of funds align with Sanford's mission. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Idemnification Gross Up Pmts | Yes (X) | IdemnificationGrossUpPmtsInd |
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Independent Consultant | Yes (X) | IndependentConsultantInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | Yes (1) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | Yes (1) | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (39 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Andy North | ||||||||||||||
| Secretary | $310,804 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $310,804 | $0 | $0 | $0 |
| Mark Paulson MD | ||||||||||||||
| Past Chair/Physician Regional Chair | $281,084 | $0 | $15,000 | $0 | -$1,598 | $0 | $12,271 | $0 | $27,284 | $0 | $334,041 | $0 | $0 | $0 |
| Maria Bell MD | ||||||||||||||
| Trustee/Research Administrator | $906,084 | $0 | $54,000 | $0 | $53,058 | $0 | $14,250 | $0 | $28,660 | $0 | $1,056,052 | $0 | $0 | $0 |
| Mark Lundeen MD | ||||||||||||||
| Trustee/Orthopedics Service Chair | $691,892 | $0 | $0 | $0 | $560 | $0 | $14,250 | $0 | $22,506 | $0 | $729,208 | $0 | $0 | $0 |
| Mark Lundeen MD | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $1,000,000 | $0 | $0 | $0 | $0 | $0 | $1,000,000 | $0 | $0 | $0 |
| Kelby K Krabbenhoft | ||||||||||||||
| President & CEO (Thru 11/20) | $0 | $3,028,187 | $0 | $1,971,204 | $0 | $77,951 | $0 | $45,148 | $0 | $23,376 | $0 | $5,145,866 | $0 | $0 |
| Kelby K Krabbenhoft | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $44,353,819 | $0 | $0 | $0 | $0 | $0 | $44,353,819 | $0 | $8,183,861 |
| Bill Gassen III | ||||||||||||||
| CAO/President & CEO (Start 11/20) | $0 | $1,098,215 | $0 | $244,003 | $0 | $174,933 | $0 | $101,820 | $0 | $1,847 | $0 | $1,620,818 | $0 | $0 |
| Bill Gassen III | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $1,100,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $1,100,000 | $0 | $0 |
| JoAnn L Kunkel | ||||||||||||||
| Chief Financial Officer (Thru 9/20) | $0 | $852,418 | $0 | $309,501 | $0 | $150,852 | $0 | $11,827 | $0 | $22,487 | $0 | $1,347,085 | $0 | $0 |
| JoAnn L Kunkel | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $6,847,438 | $0 | $0 | $0 | $0 | $0 | $6,847,438 | $0 | $221,828 |
| Bill Marlette | ||||||||||||||
| CFO (Start 10/20) & Treasurer | $0 | $1,210,291 | $0 | $317,501 | $0 | $221,261 | $0 | $29,289 | $0 | $2,267 | $0 | $1,780,609 | $0 | $0 |
| Bill Marlette | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $5,903,232 | $0 | $0 | $0 | $0 | $0 | $5,903,232 | $0 | $1,662,810 |
| Jennifer Grennan | ||||||||||||||
| Chief Legal Officer | $0 | $690,022 | $0 | $205,000 | $0 | $108,618 | $0 | $83,700 | $0 | $24,365 | $0 | $1,111,705 | $0 | $0 |
| Allison Wierda-Suttle MD | ||||||||||||||
| Sr VP, CMO (Thru 12/20) | $0 | $831,467 | $0 | $212,004 | $0 | $138,763 | $0 | $12,244 | $0 | $25,417 | $0 | $1,219,895 | $0 | $0 |
| Allison Wierda-Suttle MD | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $2,350,610 | $0 | $0 | $0 | $0 | $0 | $2,350,610 | $0 | $185,678 |
| Micah Aberson | ||||||||||||||
| Executive VP, Sanford | $0 | $1,044,294 | $0 | $252,003 | $0 | $167,103 | $0 | $101,820 | $0 | $23,944 | $0 | $1,589,164 | $0 | $0 |
| Micah Aberson | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $1,100,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $1,100,000 | $0 | $0 |
| Bryan Nermoe | ||||||||||||||
| President, Fargo | $0 | $791,837 | $0 | $22,000 | $0 | $130,999 | $0 | $98,220 | $0 | $23,670 | $0 | $1,066,726 | $0 | $0 |
| Michael LeBeau MD | ||||||||||||||
| President, Bismarck | $0 | $779,095 | $0 | $257,502 | $0 | $128,990 | $0 | $95,820 | $0 | $25,732 | $0 | $1,287,139 | $0 | $0 |
| Michelle Micka | ||||||||||||||
| Sr VP Finance, Health Service | $0 | $520,072 | $0 | $127,504 | $0 | $68,860 | $0 | $67,020 | $0 | $24,091 | $0 | $807,547 | $0 | $0 |
| Nicholas Olson | ||||||||||||||
| VP Finance | $0 | $342,144 | $0 | $78,750 | $0 | $45,672 | $0 | $8,245 | $0 | $755 | $0 | $475,566 | $0 | $0 |
| Paul Hanson | ||||||||||||||
| President, Sioux Falls | $0 | $795,197 | $0 | $214,526 | $0 | $133,589 | $0 | $98,340 | $0 | $18,285 | $0 | $1,259,937 | $0 | $0 |
| Matt Hocks | ||||||||||||||
| Chief Operating Officer | $0 | $1,096,674 | $0 | $280,005 | $0 | $175,630 | $0 | $110,570 | $0 | $24,091 | $0 | $1,686,970 | $0 | $0 |
| Susan Jarvis | ||||||||||||||
| President, Bemidji | $0 | $509,622 | $0 | $88,400 | $0 | $113,394 | $0 | $65,820 | $0 | $24,825 | $0 | $802,061 | $0 | $0 |
| Daniel Blue | ||||||||||||||
| President, World Clinics (Thru 6/20) | $0 | $408,573 | $0 | $191,251 | $0 | $96,880 | $0 | $14,250 | $0 | $17,598 | $0 | $728,552 | $0 | $0 |
| Daniel Blue | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $5,294,695 | $0 | $0 | $0 | $0 | $0 | $5,294,695 | $0 | $0 |
| Eric Belanger MD | ||||||||||||||
| Physician | $3,454,788 | $0 | $0 | $0 | $33,557 | $0 | $14,250 | $0 | $27,180 | $0 | $3,529,775 | $0 | $0 | $0 |
| Adam Stys MD | ||||||||||||||
| Physician | $2,952,874 | $0 | $0 | $0 | $21,676 | $0 | $14,250 | $0 | $26,656 | $0 | $3,015,456 | $0 | $0 | $0 |
| Tomasz Stys MD | ||||||||||||||
| Physician | $2,633,748 | $0 | $0 | $0 | $153,302 | $0 | $14,250 | $0 | $23,850 | $0 | $2,825,150 | $0 | $0 | $0 |
| William Brunner MD | ||||||||||||||
| Physician | $2,655,125 | $0 | $0 | $0 | $3,387 | $0 | $14,250 | $0 | $27,180 | $0 | $2,699,942 | $0 | $0 | $0 |
| Michelle Bruhn | ||||||||||||||
| Former Sr VP Finance, Health Svc | $0 | $700,526 | $0 | $171,002 | $0 | $92,809 | $0 | $87,900 | $0 | $24,365 | $0 | $1,076,602 | $0 | $0 |
| Daniel Olson | ||||||||||||||
| Former President, Bemidji | $0 | $315,818 | $0 | $5,300 | $0 | $44,593 | $0 | $13,953 | $0 | $23,945 | $0 | $403,609 | $0 | $0 |
| Kim Patrick | ||||||||||||||
| Former CLO (Thru 12/20) | $0 | $678,576 | $0 | $206,853 | $0 | $132,884 | $0 | $14,250 | $0 | $25,091 | $0 | $1,057,654 | $0 | $0 |
| Kim Patrick | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $2,853,845 | $0 | $0 | $0 | $0 | $0 | $2,853,845 | $0 | $0 |
| Randy Bury | ||||||||||||||
| Former Chief Administrative Officer | $0 | $888,856 | $0 | $280,005 | $0 | $166,120 | $0 | $111,985 | $0 | $25,365 | $0 | $1,472,331 | $0 | $0 |
| Randy Bury | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $359,927 | $0 | $0 | $0 | $0 | $0 | $359,927 | $0 | $226,838 |
| Nate White | ||||||||||||||
| Former COO (Thru 4/20) | $0 | $365,485 | $0 | $300,000 | $0 | $67,877 | $0 | $14,250 | $0 | $315 | $0 | $747,927 | $0 | $0 |
| Nate White | ||||||||||||||
| See Sch J, Part III, Lines 4a-4b | $0 | $0 | $0 | $0 | $0 | $3,281,646 | $0 | $0 | $0 | $0 | $0 | $3,281,646 | $0 | $237,188 |
Supplemental Information Detail SupplementalInformationDetail (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 1a | On Part I, Questions Regarding Compensation, Sanford checked several of the items as provided to listed persons: First Class or Charter Travel - Charter travel for business purposes is provided for individuals as needed and as cost appropriate, in accordance with written policies. These costs are not included in the W-2's of the individuals as they are incurred for business purposes of Sanford. Travel for Companions - Limited travel for companions is required for certain annual meetings. These costs are not included in the W-2's of the individuals as they are incurred for business purposes of Sanford. Tax Indemnification and gross-up payments - Certain compensation may be grossed up to include appropriate tax amounts. Health or social club dues or initiation fees - All Sanford employees are eligible for discounted wellness memberships, a portion of these discounts and other club dues are included as fringe benefits, and taxed as such. Part I, Line 3: The Executive Compensation Committee of the Sanford Board of Trustees directly engages a nationally recognized independent compensation consulting firm annually to review the total compensation arrangements of the officers and executives of the organization, including the CEO, and to report the findings to them for deliberation and action. The deliberations and actions are recorded in the minutes of the Sanford Board of Trustees. The most recent study was completed in 2020. |
| Part I, Lines 4a-b | Part I, Line 4a Severance or Change of Control and Line 4b Supplemental Nonqualified Retirement Plan Payments. Line 4a-Severance or Change of Control Upon hire or promotion, select officers and key employees sign an Executive Severance Agreement (the "Agreement"). The Agreement provides that the executive will receive a multiple of his or her salary (based on years of service or position) as a payment in the event of a defined separation event, which can include an involuntary separation or an employee voluntarily leaving for a defined contractual reason. Final separation payments might vary from the amount provided in the Agreement as a result of negotiations surrounding early retirements and post-separation obligations and incentives (the "Separation" payment). Line 4b-Supplemental Nonqualified Retirement Plan Payments-Defined Benefit SERP Annuity Plan In 1983, a Defined Benefit Supplemental Executive Retirement Plan ("DB SERP annuity plan") was established. The DB SERP annuity plan provided lifetime annuity payments to plan participants based on their historical salary and years of service. The annuity benefit was designed to provide a similar benefit as provided by the qualified defined benefit pension plan. As of 2020, Kelby Krabbenhoft and Bill Marlette, with 24 and 31 years of service respectively, were the only two remaining participants. In November 2020, the Sanford Board of Trustees made the decision to accelerate termination of the DB SERP annuity plan to limit future financial liability and because Sanford does not intend to use an average pay/annuity supplemental structure on a go forward basis. Kelby Krabbenhoft's and Bill Marlette's benefit had been previously accrued for and disclosed as retirement and other deferred compensation on historical 990 forms. As a result of the plan termination, the total benefit was vested and reportable as taxable income on the plan participants' W-2s in 2020. Line 4b-Supplemental Nonqualified Retirement Plan Payments-Defined Benefit SERP Lump Sum Plans As also required by plan termination rules, Sanford terminated all other defined benefit supplemental executive retirement plans. Kelby Krabbenhoft participated in a DB SERP lump sum plan tied to retention and his succession plan. Mark Lundeen participated in a separate DB SERP lump sum plan tied to retention. Line 4b-Supplemental Nonqualified Retirement Plan Payments-Defined Contribution SERP Plan Sanford sponsors a Defined Contribution Supplemental Executive Retirement Plan ("DC SERP plan") for select officers or key employees. The DC SERP plan provides that Sanford will make discretionary contributions into participant accounts. Certain of the below officers or key employees were paid as a result of a vesting event which include reaching a pre-established retirement age or a defined separation event. Line 4a and 4b-Payments The following individuals received severance or change of control payments and/, or supplemental nonqualified retirement plan payments: Mark Lundeen, 40 years of service: DB SERP lump sum plan $ 1,000,000 Kelby Krabbenhoft, 24 years of service: Separation $15,000,000 DB SERP annuity and lump sum plans $29,353,819 Total $44,353,819 Bill Gassen III, 9 years of service: Retention plan agreement $1,100,000 JoAnn Kunkel, 28 years of service: Separation $6,498,707 DC SERP plan $ 348,731 Total $6,847,438 Bill Marlette, 31 years of service: DB SERP annuity plan $5,903,232 Allison Wierda-Suttle, 19 years of service: Separation $2,008,332 DC SERP plan $ 342,278 Total $2,350,610 Micah Aberson, 6 years of service: Retention plan agreement $1,100,000 Daniel Blue, 31 years of service: Separation $5,058,502 DC SERP plan $ 236,193 Total $5,294,695 Kim Patrick, 21 years of service: Separation $2,853,845 Randy Bury, 40 years of service: DC SERP plan $ 359,927 Nate White, 16 years of service: Separation $2,970,256 DC SERP plan $ 311,390 Total $3,281,646 |
| Part I, Line 6 | Sanford physicians are compensated based on the professional services they perform within the clinic in which they provide care. Generally, the model is based on production. |
| Part I, Line 7 | Certain employees are eligible for a discretionary incentive bonus. Bonuses are paid based on the achievement of financial and other goals. |
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 |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 83755VHY3 | 2004-09-14 | $70,073,989 | 2004: New construction of healthcare facilities | 0 | 0 | 0 |
| City of Fargo | ||||||||
| B | 456002069 | 307479CK9 | 2011-02-09 | $134,069,821 | 2011: Refunding bonds issued 12/5/1996, 11/8/2000, and 6/18/2002 | Yes (1) | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| C | 460315509 | 83755VVM3 | 2012-11-01 | $128,733,641 | 2012E: New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| City of Chamberlain | ||||||||
| D | 460000094 | 000000000 | 2010-12-30 | $4,000,000 | 2010 Chamb: New construction of long-term care facilities | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Bond DefeasedBondDefeasedAmt | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $56,675,000 | $71,581,953 | $67,057 | $764,068 | $70,817,885 | 2006 | 0 | 0 | Yes (1) | Yes (1) | ||
| B | $57,960,000 | $134,069,821 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $74,700,000 | $134,069,821 | |||
| C | $129,135,779 | $6 | $1,470,647 | $127,665,132 | 2013 | 0 | 0 | Yes (1) | Yes (1) | |||
| D | $2,344,257 | $4,000,000 | $4,000,000 | 2010 | 0 | 0 | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| D | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
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 | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 |
| D | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Supplemental Information Detail SupplementalInformationDetail (6 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Date Rebate Computation Performed | Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 09/14/2006 Issuer Name: City of Fargo Date the Rebate Computation was Performed: 02/09/2016 Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 03/29/2013 Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 10/30/2019 Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 11/12/2020 |
| Schedule K, Part I, Bond Issues | Bonds issued 10/28/2014, column(c) CUSIP #: 83755VXF6 and 83755VXE9 Bonds issued 9/14/2004, column(c) CUSIP #: 83755VHY3 and 83755VHZ0 |
| Part I, Column e and 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. |
| Part II, Line 4 | The amounts shown here consist of debt service fund deposits. |
| Part III | Part III has not been completed for the 2011 City of Fargo bonds or for the 3/29/2012 South Dakota Health and Educational Facilities Authority bonds. These bonds refunded pre-2003 debt that does not have to be reported. |
| Part IV, Line 6 | With respect to the 2011 City of Fargo bonds and the 3/29/2012 and 10/21/2015 South Dakota Health and Educational Facilities Authority bonds, this question is being answered without regard to a yield- restricted advance refunding escrow financed with proceeds of bonds. |
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 |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 000000000 | 2012-03-29 | $66,185,000 | 2012AB: Refunding bonds issued 9/12/2001 and 10/15/2002 | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 000000000 | 2012-06-14 | $45,000,000 | 2012D:Refinance taxable indebtedness used to construct healthcare facility | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| C | 460315509 | 83755VWA8 | 2014-08-05 | $52,083,720 | 2014A: Current refund 2004A issued 9/14/2004 | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| D | 460315509 | 83755VXE9 | 2014-10-28 | $207,014,209 | 2014B: New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Other Spent ProceedsOtherSpentProceedsAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Capital ExpendituresCapitalExpendituresAmt | In Reserve FundInReserveFundAmt | Capitalized InterestCapitalizedInterestAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $22,485,000 | $66,185,000 | $24,356 | $66,160,644 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | |||
| B | $14,910,000 | $45,000,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | $45,000,000 | ||||
| C | $52,083,720 | $52,083,720 | 2014 | Yes (1) | 0 | Yes (1) | Yes (1) | $2 | ||||
| D | $17,085,000 | $207,081,359 | $1,906,127 | 2017 | 0 | 0 | Yes (1) | Yes (1) | $205,143,359 | $1,123 | $31,874 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| B | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| D | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
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 | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
| B | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 |
| D | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 83755VZW7 | 2015-10-21 | $192,641,206 | 2015:New construction & advanced refunding of bonds issued 4/19/07, 5/22/07 | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 000000000 | 2016-10-28 | $50,000,000 | 2016: New Construction, equipment and improvements | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | 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 | $16,755,000 | $192,707,024 | $1,197 | $1,431,628 | $110,529,233 | $80,746,163 | 2017 | 0 | Yes (1) | Yes (1) | Yes (1) |
| B | $20,000,000 | $50,000,000 | $150,032 | $49,849,968 | 2017 | 0 | 0 | Yes (1) | Yes (1) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 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 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| B | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| B | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
Schedule L IRS990ScheduleL
Loans Btwn Org Interested Prsn LoansBtwnOrgInterestedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Ryan Patrick | PersonNm |
| Relationship With Org | Family member of - K Patrick | RelationshipWithOrgTxt |
| Loan Purpose | Education/Student Loans | LoanPurposeTxt |
| Loan From Organization | Yes (X) | LoanFromOrganizationInd |
| Original Principal | $120,000 | OriginalPrincipalAmt |
| Balance Due | $130,819 | BalanceDueAmt |
| Default | 0 | DefaultInd |
| Board Or Committee Approval | Yes (1) | BoardOrCommitteeApprovalInd |
| Written Agreement | Yes (1) | WrittenAgreementInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Balance Due | $130,819 | TotalBalanceDueAmt |
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (10 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Kathryn Nermoe | |||
| B Nermoe - family relationship | $119,366 | Compensation | 0 |
| Mallory Nermoe | |||
| B Nermoe - family relationship | $36,340 | Compensation | 0 |
| Annette White | |||
| N White - family relationship | $1,456,798 | Compensation | 0 |
| Melinda Anderson | |||
| M Paulson - family relationship | $125,105 | Compensation | 0 |
| John Durick | |||
| P Durick - family relationship | $141,337 | Compensation | 0 |
| Louis Krabbenhoft | |||
| K Krabbenhoft - family relationship | $202,205 | Compensation | 0 |
| Megan Hemmelgarn | |||
| M Paulson - family relationship | $26,104 | Compensation | 0 |
| Daniel Aberson | |||
| M Aberson - family relationship | $518,768 | Compensation | 0 |
| Christina Olson | |||
| N Olson - family relationship | $289,455 | Compensation | 0 |
| Barb Everist | |||
| Joint Venture in Everist Health | $6,000,000 | Sanford contributed $6M into Everist Health during the previous years. As a result, Sanford and Barb Everist both owned more than a 10% interest in this company. | 0 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 3a: | Sanford Health, Sanford Medical Center, Sanford North, Sanford Medical Center Fargo, Sanford Clinic North, Sanford Clinic, Sanford Bismarck and Sanford World Clinics have unrelated business gross income over $1,000. |
| Part V, Line 4a: | Sanford World Clinics has an interest in financial accounts in the foreign countries of Ghana, China and Germany. |
| Form 990, Part VI, Section A, line 2 | The following officers, board members, and key employees are employees of Sanford or its related organizations. Many of these employees also serve on other related Sanford boards, or have business relationships with each other that span the organization as a whole: Allison Wierda-Suttle, Bill Gassen, Bill Marlette, Bryan Nermoe, Jennifer Grennan, JoAnn Kunkel, Kelby Krabbenhoft, Maria Bell, Mark Lundeen, Mark Paulson, Micah Aberson, Michael LeBeau, Michelle Bruhn, Michelle Micka, Paul Hanson, Randy Bury, Matt Hocks, Nicholas Olson, Susan Jarvis. |
| Form 990, Part VI, Section A, line 6 | Sanford is governed by a Board of Trustees (BOT) that has ultimate strategic and decision making authority. The BOT delegates certain activities and responsibilities to Boards of each of Sanford's primary operating subsidiaries. The unique nature and complexity of the subsidiaries requires each to have a delegated Board with a singular entity focus. Such bodies, referred to as Boards of Directors and Boards of Governors, address matters such as credentialing, accreditation standards, developing budgets, programs and facilities on an entity-specific basis, and generally consist of individuals distinct from the BOT. These Boards function much like committees in a traditional corporate structure. The BOT then acts as a holding company Board, synthesizing and reconciling each entity's programs and budgets into a system-wide strategic plan. This structure of governance produces a significant number of trustees, governors and directors. Subsidiaries included within this group tax return consist of Sanford Health, Sanford North, Sanford Medical Center, Sanford Medical Center Fargo, Sanford Clinic, Sanford Clinic North, Sanford Health Network, Sanford Health Network North, Sanford Home Health, Sanford Research, Sanford Research North, Sanford World Clinics, Sanford Health of Northern Minnesota, Baker Park, Inc., Sanford West, Sanford Bismarck and Sanford Living Centers. The Board of Trustees of Sanford is also the Board of Trustees for Sanford Health, Sanford North and Sanford West, and Sanford is the sole corporate member of these entities. These entities, in turn, are the sole corporate members of the subsidiaries. The actions approved by a subsidiary's Board of Directors are then approved by the Sanford Board of Trustees. |
| Form 990, Part VI, Section A, line 7a | The Sanford Board of Trustees appoints the board members for the Boards of Directors and Boards of Governors of the subsidiary entities. |
| Form 990, Part VI, Section A, line 7b | The Sanford Board of Trustees approves the actions approved by the Boards of Directors and Boards of Governors of the subsidiary entities. Form 990, Part VI, Section B, line 10b: Sanford North, Sanford Clinic and Sanford Health Network have local chapters, branches or affiliates over which the organization has the legal authority to exercise direct or indirect supervision and control. |
| Form 990, Part VI, Section B, line 11b | The Form 990 is prepared internally by the Tax Department and reviewed by executive management. An external accounting firm reviews the return. The Tax Departmemt prepares return highlights and key disclosures for the Board of Trustees meeting prior to the return filing date. Before the return is filed, a complete copy is provided to the current Board of Trustees. |
| Form 990, Part VI, Section B, line 12c | The annual Conflict of Interest disclosure process is managed by the Chief Compliance Officer (CCO). The CCO is responsible for assuring that all completed forms are returned in a timely and complete manner. Conflict of Interest questionnaires are sent to System Trustees, members of the governing boards of subsidiary entities, officers, and key employees for all entities subject to the IRS Form 990 filings. The disclosures are summarized for review by the executive committee of the Board of Trustees, pursuant to policy. This review allows: 1) The Board to acquire an awareness of financial relationships of board members and key management employees and can invoke the recusal process on a case-by-case basis if potential conflicts are implicated in Board decisions and deliberations, and, 2) Gives the Board the opportunity to seek additional information and clarification about disclosures to determine potential conflicts of interest, and how to manage them. |
| Form 990, Part VI, Section B, line 15 | The Executive Compensation Committee of the Sanford Board of Trustees directly engages a nationally recognized independent compensation consulting firm annually to review the total compensation arrangements of the officers and executives of the organization, including the CEO, and to report the findings to them for deliberation and action. The deliberations and actions are recorded in the minutes of the Sanford Board of Trustees. The most recent study was completed in 2020. Part VI, Line 16a: Sanford Health, Sanford Medical Center, Sanford Clinic, Sanford Medical Center Fargo and Sanford Clinic North have participated in joint ventures with taxable entities. |
| Form 990, Part VI, Section C, line 19 | Although the organization does not maintain a website where the public can access these documents, it would respond individually to any requests or inquiries from the public for these documents. |
| Form 990, Part VII, Section A | The Sanford Board of Trustees has ultimate goverance responsibilities for each major operating entity within Sanford. In addition, a Board of Directors is established for each major operating entity. This Board has specific responsibilities delegated from the Board of Trustees. Generally these responsibilities are related to the oversight of the day to day operations of that entity. |
| Form 990, Part VII, Section B | We are reporting one group of top five employees and independent contractors for the entire group. Amounts listed as compensation for the five highest compensated independent contractors include payments for both materials and services. |
| Form 990, Part XI, line 9: | Capital Contributions to subsidiaries -83,028,402. DB Pension Actuarial Gains/Losses -12,299,562. Net payroll paid by parent net of other expenses paid for affiliates 78,892,347. |
| Form 990 Elections | Form 990, Page 1, Line H(a) - Listing of Subordinate Organizations: Names, Addresses, and EINs Sanford Health 1305 W 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 31-1527032 Sanford USD Medical Center 1305 W 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0227855 Sanford Home Health 1305 W 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0282134 Sanford Health Network 1305 W 18th Street Sioux Falls, SD 57105 EIN: 46-0388596 Sanford Clinic 1305 W 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0447693 Sanford Research 2301 E 60th Street N Sioux Falls, SD 57104 EIN: 46-0450378 Sanford Research North 120 8th Street South Fargo, ND 58103 EIN: 45-0274828 Sanford World Clinics 1305 W 18th Street Sioux Falls, SD 57105 EIN: 26-2707628 Sanford North 801 Broadway Drive, PO Box 2010 Fargo, ND 58122 EIN: 45-0385890 Sanford Clinic North 801 Broadway Drive, PO Box 2010 Fargo, ND 58122 EIN: 91-1770748 Sanford Medical Center Fargo 801 Broadway Drive, PO Box 2010 Fargo, ND 58122 EIN: 45-0226909 Sanford Health Network North 801 Broadway Drive, PO Box 2010 Fargo, ND 58122 EIN: 45-0409348 Sanford Health of Northern Minnesota 1300 Anne Street NW Bemidji, MN 56601 EIN: 41-1266009 Baker Park, Inc. 803 Dewey Avenue NW Bemidji, MN 56601 EIN: 41-1372480 Sanford West 300 N 7th Street Bismarck, ND 58501 EIN: 45-0397195 Sanford Bismarck 300 N 7th Street Bismarck, ND 58501 EIN: 45-0226700 Sanford Living Centers 1000 18th Street NW, Suite 1 Mandan, ND 58554 EIN: 45-0416454 |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (12 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt |
|---|---|---|---|---|---|---|---|---|---|
| Lincoln County Real Estate Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 466126929 | Real Estate | SD | $0 | $0 | Sanford Health |
| PPK Family Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 207317570 | Rental Real Estate | SD | $11,203 | $2,300,781 | Sanford Health |
| Lynx Trust | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 266167201 | Investment | SD | $0 | $2,706 | Sanford Health |
| National Student Housing Trust-SD | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 206831968 | Investment | SD | $2 | $464 | Sanford Health |
| Sanford HealthCare Accessories LLC | |||||||||
| 3223 32nd Ave SW | Fargo | ND | 58103 | 202404179 | Sales of Durable Medical Equip | ND | $1,681,951 | $18,397,482 | Sanford North |
| Healthcare Environmental Services LLC | |||||||||
| PO Box 2010 | Fargo | ND | 58122 | 205236701 | Retail Enterprises | ND | $939,697 | $4,581,691 | Sanford North |
| North Country Senior Living LLC | |||||||||
| 1000 Anne St NW | Bemidji | MN | 56601 | 263862586 | Senior Housing | CO | -$665,142 | $6,611,839 | Sanford Health of Northern Minnesota |
| 1527 Broadway LLC | |||||||||
| 1527 Broadway | Alexandria | MN | 56308 | 411336392 | Real Estate | MN | $282,646 | $3,558,845 | Sanford Clinic North |
| Shetek Medical Services LLC | |||||||||
| 251 5th Street E | Tracy | MN | 56175 | 412004685 | Home Health Services | MN | -$237,409 | $77,978 | Sanford Health Network |
| Sanford Health Mobile Med LLC | |||||||||
| 2603 E Broadway Avenue | Bismarck | ND | 58501 | 471209528 | Mobile Healthcare | ND | -$26,241 | $0 | Sanford Health |
| Southwest MN Radiation Center LLC | |||||||||
| 1018 6th Avenue | Worthington | MN | 56187 | 460447693 | Radiation Services | MN | -$878,060 | $8,421 | Sanford Health Network |
| B&K Properties LLC | |||||||||
| PO Box 5039 Rte 5218 | Sioux Falls | SD | 571175030 | 830614887 | Real Estate | SD | -$16,348 | $20,844,005 | Sanford Health |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (49 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt |
|---|---|---|---|---|---|---|---|---|---|---|
| Sanford | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 271218956 | Supporting Organization | ND | 501(c)(3) | 12-II | 0 | |
| Sanford Health Foundation | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 363297853 | Foundation | SD | 501(c)(3) | 12-II | Yes (1) | Sanford Health |
| F-M Ambulance Service Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450344371 | EMT | ND | 501(c)(4) | Yes (1) | Sanford North | |
| Sanford Health Foundation North | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450398104 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford North |
| Sanford Health Foundation Hillsboro | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 363542187 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford Health Network North |
| Sanford Health Foundation West | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450397196 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford Bismarck |
| Sanford Heart of America Health Plan | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450346132 | Insurance | ND | 501(c)(4) | Yes (1) | Sanford Health Plan | |
| Sanford Health Foundation Thief River Falls | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 411761135 | Foundation | MN | 501(c)(3) | 7 | Yes (1) | Sanford Health Network North |
| Sanford Health Foundation of Northern Minnesota | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 411389317 | Foundation | MN | 501(c)(3) | 7 | Yes (1) | Sanford Health of Northern Minnesota |
| Sanford-Good Samaritan Community Health Services LLC | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 371834045 | Long-term care, senior living, and post-acute facilities | ND | 501(c)(3) | 12-II | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Adams County Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 461495572 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Alliance Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 204714573 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Arlington Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 371805492 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Boise Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 363370371 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | PF | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Brookings Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460439509 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Collister Drive Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 300872973 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | PF | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| El Paso Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 272876627 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Good Samaritan Holdings LLC | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 752979560 | Development of senior housing and assisted living services | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Good Samaritan Society Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460349951 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Grants Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460439511 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Greeley Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460456087 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Hastings Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460434693 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Hastings Village Gardens Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 271212446 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Howard Lake Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 364885253 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Indianola County Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 461328052 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Inver Grove Heights Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 760789504 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Jasonville Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460396355 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Jeffersontown Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 911751137 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Kearney Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460421846 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | PF | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Lea County Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 453946645 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| LeMars Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 204714415 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Lilac Way Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 465740381 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Lovington Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460392944 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Millard Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460396332 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Northport Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 383993597 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Olathe Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460396398 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Prescott Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 275114421 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Prophetstown Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460392943 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Rapid City Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 461579750 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Sioux Falls 57 Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 204714647 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Sioux Falls Downtown Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 452473519 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Sioux Falls Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460385187 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| South Daytona Beach Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460461264 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| The Evangelical Lutheran Good Samaritan Foundation | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460422866 | Foundation | MN | 501(c)(3) | 12-II | Yes (1) | Sanford Health |
| The Evangelical Lutheran Good Samaritan Society | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450228055 | Long-term care, senior housing & home and community based services | ND | 501(c)(3) | 12-I | Yes (1) | Sanford |
| Valentine Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 911751139 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Weld County Good Samaritan Housing GP Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 461591360 | Low income housing to seniors and other eligible populations as GP | SD | 501(c)(3) | 12-I | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Winfield Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 201115155 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
| Wisconsin Good Samaritan Housing Inc | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 460447338 | Provide low income housing to seniors and other eligible populations | SD | 501(c)(3) | 10 | Yes (1) | The Evangelical Lutheran Good Samaritan Society |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (25 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Direct Controlling NADirectControllingNACd | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd |
|---|---|---|---|---|---|---|---|---|---|
| National Student Housing-South Dakota LLC | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 202129839 | Investment | SD | N/A | 0 | 0 |
| RAC Rentals LLC | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 261961077 | Investment | SD | N/A | 0 | 0 |
| Ada County Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 364799439 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Adams County Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 383896526 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Belington Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 320493132 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Collister Drive Housing LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 611752929 | Low-income housing to seniors and other eligible populations as GP | SD | N/A | 0 | 0 |
| Colorado Good Samaritan Housing GP LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 301164681 | Low-income housing to seniors and other eligible populations as GP | SD | N/A | 0 | 0 |
| Fargo Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 301141316 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Good Samaritan Insurance Plan of North Dakota | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 815020633 | Insurance | ND | N/A | 0 | 0 |
| Good Samaritan Insurance Plan LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 815051671 | Insurance | DE | N/A | 0 | 0 |
| Hastings Village Gardens Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 271212511 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| HMS Heritage Management Services LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 900915850 | Provide Home Health Services | TX | N/A | 0 | 0 |
| Indianola Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 300755780 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Lilac Way Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 364786577 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Millard Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 271212324 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Olathe Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 205297369 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Olds Hall Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 352626242 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Pennington County Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 384060178 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Prescott Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 275115281 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Rapid City Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 352466169 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Roseville Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 | |
| Ruth Street Good Samaritan Housing LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 611748321 | Low-income housing to seniors and other eligible populations as GP | SD | N/A | 0 | 0 |
| Sioux Falls Downtown Good Samaritan LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 320377442 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
| Texas Good Samaritan Housing LLC | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 371774574 | Low-income housing to seniors and other eligible populations as GP | SD | N/A | 0 | 0 |
| Weld County Good Samaritan Housing LP | |||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 320584614 | Provide low-income housing to seniors and other eligible populations | SD | N/A | 0 | 0 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (23 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd | Direct Controlling NADirectControllingNACd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford Home Medical Equipment Inc | |||||||||||||||||
| 2710 W 12th Street | Sioux Falls | SD | 57105 | 460388597 | Healthcare Equipment | SD | Sanford Health | C | 1.00000 | Yes (1) | |||||||
| Sanford Health Plan | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 911842494 | Insurance | SD | Sanford Health | C | 1.00000 | Yes (1) | $34,533,063 | $186,369,361 | |||||
| Sanford Health Plan of MN | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 460445852 | Insurance | MN | Sanford Health | C | 1.00000 | Yes (1) | $1,629,339 | $3,703,318 | |||||
| Sanford Frontiers | |||||||||||||||||
| 1305 W 18th Street PO Box 5039 | Sioux Falls | SD | 571175039 | 455436599 | Weight Loss/Fitness | SD | Sanford Health | C | 1.00000 | Yes (1) | -$9,514,000 | $88,754,388 | |||||
| SOB Inc | |||||||||||||||||
| 2701 S Minnesota Avenue Suite 2 | Sioux Falls | SD | 57105 | 460442628 | Air Transportation | SD | Sanford Health Foundation | C | 1.00000 | Yes (1) | |||||||
| Sanford World Clinics - Ghana | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | 1.00000 | Yes (1) | -$1,187,283 | $3,408,228 | Sarbah Road Tantri Lorry Station | Cape Coast | GH | GH | |||||||
| Shanghai Sanford Healthcare Management Consulting Co Ltd | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | 1.00000 | Yes (1) | -$59,293 | $502,043 | 188 Yesheng Road Room A-862 Guoma | Shanghai | CH | CH | |||||||
| Sanford International - Munich GmbH | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | 1.00000 | Yes (1) | $2,310 | $11,927,826 | Nymphenburger Strasse 3 | Munich | GM | GM | |||||||
| Angels in Waiting Hospice LLC | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 030597309 | Provide home and community based services | TX | S | Yes (1) | N/A | ||||||||
| Good Samaritan Humanitarian Service Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 205533741 | Management and unbundled services; unrelated business activities | SD | C | Yes (1) | N/A | ||||||||
| Good Samaritan Insurance Plan of Nebraska Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 815037667 | Insurance | NE | C | Yes (1) | N/A | ||||||||
| Good Samaritan Insurance Plan of North Dakota Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 815020633 | Insurance | ND | C | Yes (1) | N/A | ||||||||
| Good Samaritan Insurance Plan of South Dakota Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 814989242 | Insurance | SD | C | Yes (1) | N/A | ||||||||
| Good Samaritan Society Insurance Ltd | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 980379099 | Insurance | C | Yes (1) | CJ | N/A | ||||||||
| Heritage Healthcare of Northern New Mexico Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 900491537 | Provide home and community based services | NM | S | Yes (1) | N/A | ||||||||
| Heritage Healthcare Services Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 850418562 | Provide home and community based services | NM | S | Yes (1) | N/A | ||||||||
| Heritage Home Healthcare & Hospice Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 850463468 | Provide home and community based services | NM | S | Yes (1) | N/A | ||||||||
| Heritage Home Healthcare of Arizona Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 204243949 | Provide home and community based services | NM | S | Yes (1) | N/A | ||||||||
| Heritage Home Healthcare Services Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 850463469 | Provide home and community based services | NM | S | Yes (1) | N/A | ||||||||
| JJEA LLC | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 770713538 | Provide home and community based services | TX | S | Yes (1) | N/A | ||||||||
| Olds Hall Good Samaritan Housing GP Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 611861635 | Low-income housing to seniors and other eligible populations as GP | SD | C | Yes (1) | N/A | ||||||||
| Roseville Good Samaritan Housing GP Inc | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | Low-income housing to seniors and other eligible populations as GP | SD | C | Yes (1) | N/A | |||||||||
| Always Above and Beyond Home Health Care Services LLC | |||||||||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 263456679 | Provide home and community based services | TX | S | Yes (1) | N/A | ||||||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | Yes (1) | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | 0 | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | 0 | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (1) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (1) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (1) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (28 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Sanford Health Foundation | ||
| B | $6,608,000 | Cash Method |
| Sanford Health Foundation North | ||
| B | $2,024,586 | Cash Method |
| Sanford Health Foundation of Northern Minnesota | ||
| B | $615,988 | Cash Method |
| Sanford Health Foundation West | ||
| B | $1,040,009 | Cash Method |
| The Evangelical Lutheran Good Samaritan Foundation | ||
| B | $2,105,619 | Cash Method |
| Sanford Frontiers | ||
| B | $48,028,402 | Cash Method |
| Sanford Health Plan | ||
| B | $35,000,000 | Cash Method |
| Sanford World Clinics-Ghana | ||
| B | $1,000,000 | Cash Method |
| Sanford Health Foundation | ||
| C | $36,125,168 | Cash Method |
| Sanford Health Foundation North | ||
| C | $726,157 | Cash Method |
| Sanford Health Foundation North | ||
| C | $365,355 | Cash Method |
| Sanford Health Foundation North | ||
| C | $1,025,777 | Cash Method |
| Sanford Health Foundation North | ||
| C | $3,323,643 | Cash Method |
| Sanford Health Foundation North | ||
| C | $130,153 | Cash Method |
| Sanford Health Foundation of Northern Minnesota | ||
| C | $657,842 | Cash Method |
| Sanford Health Foundation West | ||
| C | $483,751 | Cash Method |
| The Evangelical Lutheran Good Samaritan Society | ||
| C | $139,966 | Cash Method |
| Sanford Home Medical Equipment | ||
| F | $15,000,000 | Cash Method |
| FM Ambulance | ||
| Q | $4,204,865 | Cash Method |
| Sanford Health Foundation | ||
| R | $1,728,936 | Cash Method |
| Sanford Health Foundation Hillsboro | ||
| R | $50,860 | Cash Method |
| Sanford Health Foundation North | ||
| R | $1,323,434 | Cash Method |
| Sanford Health Foundation of Northern Minnesota | ||
| R | $532,038 | Cash Method |
| The Evangelical Lutheran Good Samaritan Society | ||
| R | $6,293,343 | Cash Method |
| Sanford-Good Samaritan Community Health Services | ||
| R | $10,724,267 | Cash Method |
| The Evangelical Lutheran Good Samaritan Foundation | ||
| S | $231,674 | Cash Method |
| The Evangelical Lutheran Good Samaritan Society | ||
| S | $109,011,881 | Cash Method |
| SOB Inc | ||
| S | $293,317 | Book Value |