2025-11-17T15:46:17-06:00 2024-12-31 135565207 KPMG LLP 350 N 5TH STREET SUITE 600 MINNEAPOLIS MN 55401 990 2024-01-01 390808442 WESTFIELDS HOSPITAL INC WEST 9528836584 8170 33RD AVENUE SOUTH PO BOX 1309 MINNEAPOLIS MN 554401309 ALITA R RISINGER CFO 9528836584 2025-11-17 1 0 HOLLY MOEN P01413237 6123055000 2024 2025-03-06 01:10:19Z ALITA R RISINGER 8170 33RD AVENUE SOUTH PO BOX 1309 MINNEAPOLIS MN 554401309 101475735 0 X WWW.HEALTHPARTNERS.COM X 1950 WI TO IMPROVE THE HEALTH OF OUR PATIENTS AND COMMUNITY BY PROVIDING HIGH QUALITY HEALTH CARE. 11 7 496 8 0 0 719099 187328 93199066 98251958 1241225 2681421 98443 0 95257833 101120707 100133 23961 0 0 56152665 59593731 0 0 0 32870520 33470578 89123318 93088270 6134515 8032437 80139093 90292500 12732694 13122220 67406399 77170280 X WESTFIELDS HOSPITAL, IN PARTNERSHIP WITH OTHERS, WILL IMPROVE THE HEALTH OF OUR PATIENTS AND COMMUNITY BY PROVIDING HIGH QUALITY HEALTH CARE WHICH MEETS THE NEEDS OF ALL PEOPLE. 0 0 81045261 23961 98251958 SEE SCHEDULE O - PRIMARY EXEMPT PURPOSE AND ACHIEVEMENTS FOR A DESCRIPTION OF PROGRAM SERVICE ACCOMPLISHMENTS 81045261 1 1 0 1 0 0 0 0 0 0 1 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 1 0 0 496 1 0 0 0 0 0 0 0 0 0 0 0 0 X 11 7 0 0 1 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 WI X SCOTT C PALMQUIST 9528837556 8170 33RD AVE S BLOOMINGTON MN 55440 X REGAN BROWN DIRECTOR & CHAIR 1.50 0.00 X X 0 0 0 LESLIE DOCKAN DIRECTOR 0.50 49.50 X 0 544907 73534 MARIE GREMORE DIRECTOR 0.50 0.00 X 0 0 0 MARY HAILEY DIRECTOR & SECRETARY 0.50 0.00 X X 0 0 0 ANTHONY C HECHT MD DIRECTOR 0.50 59.50 X 0 480384 55856 PAULA KOLBECK DIRECTOR 0.50 0.00 X 0 0 0 VINI T MANCHANDA DIRECTOR 0.50 49.50 X 0 422745 114659 ROBIN REICHERT MD DIRECTOR 0.50 31.50 X 0 342006 62396 SCOTT SODERBERG DIRECTOR & TREASURER 0.50 0.00 X X 0 0 0 KATIE WENDT DIRECTOR 0.50 0.00 X 0 0 0 CRAIG YEHLIK DIRECTOR & VICE CHAIR 0.50 0.00 X 0 0 0 AMY L DEWANE DIRECTOR (JAN-APR) 0.50 49.50 X 0 463655 72365 TYLER R SCHMIDTZ DIRECTOR (JAN-AUG) 0.50 49.50 X 0 440930 33581 STEVEN M MASSEY PRESIDENT 49.50 0.50 X 0 413747 67660 LEANNE M ROGGEMANN VP PATIENT SERVICES 39.50 0.50 X 234301 0 44365 ALITA R RISINGER CFO (JULY - DEC) 0.50 49.50 X 0 725287 155052 ERIC W LING MD CMO VPMA (JAN - APR) 0.50 49.50 X 0 184556 21780 DOUGLAS E JOHNSON CFO (JAN - JUN) 0.00 40.00 X 0 511654 29214 NICOLE M TROSEN PHARMACY MANAGER 40.00 0.00 X 198311 0 23639 NATHAN P WAYNE DIRECTOR OF FINANCE 45.00 0.00 X 189760 0 56036 KRISTA L SIKORSKI FAMILY PRACTICE APP 40.00 0.00 X 172304 0 52153 NICOLE B LAVALLE FAMILY PRACTICE APP 40.00 0.00 X 170722 0 24979 JEAN M MEIER MANAGER WOMEN'S HEALTH 40.00 0.00 X 169848 0 48109 JASON J LUHRS FORMER CFO 0.00 50.00 X 0 377218 70790 HEIDI G CONRAD FORMER CFO 0.00 0.00 X 0 704622 61676 1135246 5611711 1067844 63 1 1 0 RIVER VALLEY ANESTHESIA INC PO BOX 118 NEW RICHMOND WI 540170118 ANESTHESIA SERVICES 1774157 CANCER CENTER OF WESTERN WISCONSIN 501 HOSPITAL RD NEW RICHMOND WI 54017 MEDICAL SERVICE 655286 STAFFENCY INC 221 W COLLEGE AVE FL 2 APPLETON WI 54911 STAFFING 558126 WEATHERBY LOCUMS INC PO BOX 972633 DALLAS TX 75397 STAFFING 553091 LAKE KOUNTRY INC 347 180TH ST OSCEOLA WI 54020 LANDSCAPING 228554 10 83076 104252 187328 PATIENT SERVICES 623000 89098833 89098833 MEDICAL RETAIL 623000 8710530 8710530 CONTRACT SERVICES 623000 277515 277515 DIETARY SERVICES 722514 165080 165080 98251958 2681421 2681421 355028 355028 0 0 101120707 98251958 0 2681421 23961 23961 278666 278666 45972479 40341394 5631085 1749239 1536034 213205 9185694 7739451 1446243 2407653 2124256 283397 76685 487 76198 125386 414 124972 5086169 4571721 514448 303694 55314 248380 209594 78075 131519 1559994 241758 1318236 554486 345099 209387 141524 125652 15872 111560 99412 12148 154920 102952 51968 3118171 2535545 582626 292819 93184 199635 MEDICAL SUPPLIES 19888155 19724009 164146 OTHER EXPENSE 949794 474810 474984 EQUIPMENT LEASE & REPAI 897627 831733 65894 93088270 81045261 12043009 0 27362260 33373117 9753214 13337245 1186313 1442520 67402 63316 53676498 39365218 15875959 14311280 25508945 27380022 385000 385000 80139093 90292500 9006463 8471778 1650000 3726231 3000442 12732694 13122220 X 67406399 77170280 67406399 77170280 80139093 90292500 X 8032437 73620 1657824 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 0 PART II-B, LINE 1: THE HOSPITAL PAYS FOR CERTAIN CORPORATE AND EMPLOYEE PROFESSIONAL ASSOCIATION MEMBERSHIPS. A PORTION OF SUCH MEMBERSHIP DUES POTENTIALLY COULD BE USED BY THE PROFESSIONAL ASSOCIATIONS FOR LOBBYING ACTIVITIES. 195306 195306 30524598 20290683 10233915 75957 65265 10692 22878315 19007953 3870362 2322 1317 1005 14311280 X PART X, LINE 2: WESTFIELDS HOSPITAL, INC. IS INCLUDED IN THE HEALTHPARTNERS, INC. (HP) CONSOLIDATED AUDITED FINANCIAL STATEMENT. JUDGMENT IS REQUIRED IN DETERMINING HP'S EFFECTIVE TAX RATE AND IN EVALUATING ITS TAX POSITION. HP ESTABLISHES ACCRUALS FOR UNCERTAIN TAX POSITIONS WHEN, DESPITE THE BELIEF THAT HP'S TAX RETURN POSITIONS ARE FULLY SUPPORTABLE, HP BELIEVES THAT ITS POSITION MAY NOT BE FULLY SUSTAINED, PRIMARILY GIVEN THE RISKS ASSOCIATED WITH TAX LITIGATION OR DISPUTES. THE UNCERTAIN TAX POSITION ACCRUALS ARE ADJUSTED IN LIGHT OF CHANGING FACTS AND CIRCUMSTANCES, SUCH AS THE PROGRESS OF TAX AUDITS, CASE LAW, AND EMERGING LEGISLATION. HP'S EFFECTIVE TAX RATE INCLUDES THE IMPACT OF CHANGES TO THE ACCRUALS FOR UNCERTAIN TAX POSITIONS. HP CLASSIFIES INTEREST AND PENALTIES ON TAX-RELATED MATTERS AS INCOME AND OTHER TAX EXPENSE IN THE CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS. HP RECORDED NO LIABILITIES AT DECEMBER 31, 2024 OR 2023 FOR UNRECOGNIZED TAX BENEFITS. 1 1 1 X 1 X 1 1 1 0 0 1565 897003 897003 0.00960 3694 9492096 6716974 2775122 0.02980 5259 10389099 6716974 3672125 0.03940 10 324 238591 450 238141 0.00260 10 50 403085 403085 0.00430 4 3232113 3232113 0.03470 2 13668 13668 0.00010 26 374 3887457 450 3887007 0.04170 26 5633 14276556 6717424 7559132 0.08110 1 0 10591 10591 0.00010 1 0 5802 5802 0.00010 1 139 1906 1906 0.00000 3 139 18299 18299 0.00020 1 1440088 108133 24762439 24762439 X 1 1 1 CANCER CENTER OF WESTERN WISCONSIN ONCOLOGY SERVICES 0.23680 0.00000 0.00000 1 1 WESTFIELDS HOSPITAL INC 535 HOSPITAL ROAD NEW RICHMOND WI 54017 WWW.WESTFIELDSHOSPITAL.COM WISCONSIN LICENSE # 1050 X X X X WESTFIELDS HOSPITAL INC 1 0 0 1 X X X X X X X X X 24 1 1 1 1 X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/WESTFIELDS/ABOUT/ X 1 22 1 HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/WESTFIELDS/ABOUT/COMMUNITY-HE 0 1 X 200.000000000000 300.000000000000 X X X 1 1 X X X X 1 X SEE NOTE FOR FULL WEBSITE URL X SEE NOTE FOR FULL WEBSITE URL X SEE NOTE FOR FULL WEBSITE URL X X X X X X 1 X 0 X X X X 1 X 0 0 WESTFIELDS HOSPITAL, INC. PART V, SECTION B, LINE 5: AS PART OF THE 2024 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA), HEALTHPARTNERS SOUGHT BROAD COMMUNITY INPUT TO ENSURE THE PERSPECTIVES OF THOSE MOST IMPACTED BY HEALTH NEEDS WERE INCLUDED. THESE CONVERSATIONS WERE DESIGNED TO ELEVATE THE VOICES OF COMMUNITY MEMBERS, PARTICULARLY THOSE FROM UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AND TO ENSURE THAT INPUT FROM A WIDE RANGE OF STAKEHOLDERS HELPED INFORM THE CHNA FINDINGS. COMMUNITY CONVERSATIONS WERE FACILITATED WITH LOCAL PARTNERS AND STAKEHOLDERS INCLUDING:HEALTHPARTNERS SYSTEMWIDE STAKEHOLDER GROUPS: COMMUNITY ADVISORY COUNCIL, ADVISORY COUNCIL ON SOCIAL DRIVERS OF HEALTH, COMMUNITY AND ADVOCACY CORNERSTONE, SOCIAL DRIVERS OF HEALTH INTERNAL STAKEHOLDERS, HEALTHPARTNERS DISABILITY COLLEAGUE RESOURCE GROUP, MAKE IT OK STEERING COMMITTEE, MENTAL HEALTH & WELL-BEING STAKEHOLDERS, ACCESS TO CARE STAKEHOLDERS, BLACK AND AFRICAN AMERICAN COLLEAGUE RESOURCE GROUP, TEEN LEADERSHIP COUNCIL, AND LEADERS OF COLOR COLLEAGUE RESOURCE GROUP.AMERY REGIONAL MEDICAL CENTER - SPECIFIC PARTNERS AND GROUPS: PARTNERS FOR RECOVERY, TRANSITION OF CARE COALITION, POLK COUNTY COMMUNITY SERVICES DIVISION, AMERY HOSPITAL PATIENT AND FAMILY ADVISORY COUNCIL, ST. CROIX HEALTH LEADERS AND STAFF, OSCEOLA MEDICAL CENTER PATIENT AND FAMILY ADVISORY COUNCIL, AMERY FAITH LEADERS, PARTICIPANTS AT THE POLK COUNTY FAIR, AND PARTICIPANTS AT THE ST. CROIX TRIBAL HEALTH SHOWCASE.HUDSON HOSPITAL - SPECIFIC PARTNERS AND GROUPS: HUDSON AND WESTFIELDS HOSPITAL PATIENT & FAMILY ADVISORY COUNCIL AND NEW RICHMOND MINISTERIUM.HUTCHINSON HEALTH - SPECIFIC PARTNERS AND GROUPS: MCLEOD COUNTY STAKEHOLDER MEETING, HUTCHINSON FARMER'S MARKET, COMMUNITY NEEDS ASSESSMENT MEETING. LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION, INC - SPECIFIC PARTNERS AND GROUPS: STILLWATER COMMUNITY HEALTH ACTION TEAM, COMMUNITY THREAD, AND LAKEVIEW PATIENT AND FAMILY ADVISORY COUNCIL.HEALTHPARTNERS RC (DBA OLIVIA HOSPITAL & CLINIC) - SPECIFIC PARTNERS AND GROUPS: OLIVIA HOSPITAL AND CLINIC FOUNDATION, RENVILLE COUNTY HOUSING COMMITTEE, RENVILLE - KANDIYOHI COUNTY COMMUNITY HEALTH ASSESSMENT MEETING.PARK NICOLLET METHODIST HOSPITAL - SPECIFIC PARTNERS AND GROUPS: SENIOR COMMUNITY SERVICES, ST. LOUIS PARK MENTAL HEALTH COLLABORATIVE, CRG COMMUNITY LEADERS, PARK NICOLLET YOUTH VOLUNTEERS, PARK NICOLLET FOUNDATION BOARDREGIONS HOSPITAL - SPECIFIC PARTNERS AND GROUPS: REGIONS COMMUNITY MEETING, RAMSEY COUNTY ADULT MENTAL HEALTH COMMUNITY ADVISORY COUNCIL, REGIONS HEALTH EQUITY COMMITTEE, REGIONS PATIENT AND FAMILY ADVISORY COUNCIL.WESTFIELDS HOSPITAL - SPECIFIC PARTNERS AND GROUPS: WESTFIELDS AND HUDSON PATIENT & FAMILY ADVISORY COUNCIL AND NEW RICHMOND MINISTERIUM.HTTPS://WWW.HEALTHPARTNERS.COM/CONTENT/DAM/BRAND-IDENTITY/PDFS/CARE/2024-WESTFIELDS-COMMUNITY-HEALTH-NEEDS-ASSESSMENT.PDF WESTFIELDS HOSPITAL, INC. PART V, SECTION B, LINE 6A: HEALTHPARTNERS COLLABORATED ACROSS EIGHT HOSPITALS WITHIN ITS FAMILY OF CARE FOR THE 2024 CHNA:HUDSON HOSPITALWESTFIELDS HOSPITALLAKEVIEW HOSPITALREGIONS HOSPITALHUTCHINSON HEALTHHEALTHPARTNERS RC D/B/A OLIVIA HOSPITAL & CLINICPARK NICOLLET METHODIST HOSPITALAMERY REGIONAL MEDICAL CENTER WESTFIELDS HOSPITAL, INC. PART V, SECTION B, LINE 6B: HEALTHPARTNERS INSTITUTE WESTFIELDS HOSPITAL, INC. PART V, SECTION B, LINE 11: THE 2024 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IDENTIFIED THREE PRIORITY COMMUNITY HEALTH NEEDS:MENTAL HEALTH AND WELL-BEING SUPPORTING EMOTIONAL, PSYCHOLOGICAL, AND SOCIAL WELL-BEING; REDUCING STIGMA; AND IMPROVING ACCESS TO MENTAL HEALTH SERVICES AND RESOURCES.SOCIAL DRIVERS OF HEALTH ADDRESSING COMMUNITY AND ENVIRONMENTAL CONDITIONS THAT AFFECT HEALTH, SUCH AS INCOME, HOUSING, FOOD ACCESS, EDUCATION, TRANSPORTATION, CHILDCARE, BELONGING, SAFETY, AND CLIMATE IMPACTS.ACCESS TO CARE ENSURING EQUITABLE ACCESS TO CONVENIENT, AFFORDABLE, SAFE, CULTURALLY RESPONSIVE, AND HIGH-QUALITY HEALTH CARE.THE 2025 - 2027 IMPLEMENTATION STRATEGY, WHICH RESPONDS TO THESE NEWLY IDENTIFIED NEEDS, WILL BE ADOPTED AND REPORTED ON BEGINNING IN 2025.DURING FISCAL YEAR 2024, HEALTHPARTNERS HOSPITALS CONTINUED TO IMPLEMENT STRATEGIES ALIGNED WITH THE 2021 CHNA PRIORITIES, WHICH INCLUDED ACCESS TO CARE, ACCESS TO HEALTH, MENTAL HEALTH AND WELL-BEING, NUTRITION AND PHYSICAL ACTIVITY, AND SUBSTANCE USE. PROGRESS ON THESE STRATEGIES ACROSS THE HEALTHPARTNERS HOSPITALS IS DESCRIBED BELOW.NEED: ACCESS TO CAREGOAL: IMPROVE ACCESS TO CARE THAT IS APPROPRIATE, AFFORDABLE, AND CONVENIENT. STRATEGIES:LEVERAGE TECHNOLOGY:CONTINUED THE USE OF TECHNOLOGY TO ENGAGE PATIENTS AND SUPPORT PREVENTIVE AND CHRONIC CARE. EFFORTS INCLUDED ENHANCING MOBILE CHECK-IN AND TEXT COMMUNICATIONS, INCREASING MYCHART ACCOUNT CREATION AND ONLINE SCHEDULING AND IMPROVING PATIENT ARRIVAL EFFICIENCY. VIRTUAL CARE SERVICES IN PRIMARY CARE CONTINUED TO ADVANCE, INCLUDING THE REFINEMENT AND SPREAD OF VIRTUALIST AND ADVANCED PRACTICE CLINICIAN (APC) CARE MODELS. MYCHART WAS ALSO USED TO DELIVER PROACTIVE OUTREACH, HELPING PATIENTS STAY UP TO DATE ON PREVENTIVE SCREENINGS AND CHRONIC CONDITION MANAGEMENT.CARE COORDINATION:CARE COORDINATION STRATEGIES CONTINUED TO FOCUS ON TRANSITION CARE MANAGEMENT AND SUPPORTING HIGH-RISK PATIENTS TO PREVENT HOSPITAL AND EMERGENCY DEPARTMENT READMISSIONS. REGISTERED NURSES CONDUCTED OUTREACH TO COORDINATE CARE, AND DEDICATED HOSPITAL FOLLOW-UP VISIT TYPES REMAINED IN PLACE TO HELP PATIENTS SEE THEIR PRIMARY CARE CLINICIANS WITHIN ONE TO TWO WEEKS POST-DISCHARGE.ADVISORY COUNCILS:HEALTHPARTNERS CONTINUED TO HOLD QUARTERLY PATIENT ADVISORY COUNCIL MEETINGS TO GATHER INSIGHTS AND IMPROVE THE CARE EXPERIENCE. FEEDBACK FROM THESE COUNCILS INFORMED EFFORTS TO ENHANCE PATIENT SATISFACTION AND GUIDE SERVICE IMPROVEMENTS.COMMUNITY SENIOR CARE:CONTINUED THE COMMUNITY SENIOR CARE PROGRAM, WHICH SUPPORTS OLDER ADULTS DURING CARE TRANSITIONS BY BRINGING CLINICIANS INTO THE HOME. THE PROGRAM EMPHASIZES NURSING EDUCATION ALONGSIDE CLINICAL CARE TO ADDRESS PATIENTS' MEDICAL NEEDS, SOCIAL DRIVERS OF HEALTH AND PERSONAL GOALS OF CARE. TEAMS WORKED CLOSELY WITH CARE COORDINATION AND SOCIAL WORK STAFF TO ENSURE SMOOTH TRANSITIONS AFTER DISCHARGE, REDUCE READMISSIONS, AND IMPROVE OVERALL QUALITY OF LIFE FOR PATIENTS WITH COMPLEX NEEDS.COMMUNITY PARAMEDICINE: THE COMMUNITY PARAMEDICINE PROGRAM PROVIDES FOLLOW-UP HOME VISITS FOR PATIENTS RECENTLY DISCHARGED FROM THE HOSPITAL, WITH A FOCUS ON THOSE MANAGING CHRONIC CONDITIONS SUCH AS CONGESTIVE HEART FAILURE. THESE VISITS HELP SUPPORT RECOVERY, REDUCE READMISSIONS AND CONNECT PATIENTS WITH ADDITIONAL RESOURCES.HOMECARE:CONTINUED TO PROVIDE COMPASSIONATE, IN-HOME CARE FOR PATIENTS WITH SERIOUS ILLNESSES WHILE SUPPORTING THEIR CAREGIVERS. ONGOING QUALITY IMPROVEMENT EFFORTS FOCUSED ON REDUCING AVOIDABLE HOSPITALIZATIONS THROUGH EARLY FOLLOW-UP VISITS, USE OF AN AUDIT TOOL TO ASSESS PREVENTABILITY, AND ENHANCED MEDICATION EDUCATION. THESE EFFORTS HELP ENSURE PATIENTS RECEIVE TIMELY, COORDINATED CARE IN THE COMFORT OF THEIR OWN HOMES.TO SUPPORT MEDICATION SAFETY, A COMMITTEE WAS FORMED, A PATIENT HANDBOOK WAS INTRODUCED, AND MONTHLY AUDITS WERE CONDUCTED. PATIENTS RECEIVED A MEDICATION BIN TO USE DURING VISITS, AND NOTEBOOKS TO TRACK QUESTIONS, HELPING IMPROVE COMMUNICATION AND SATISFACTION.HOSPTIAL@HOME:PROVIDES HOSPITAL-LEVEL CARE FOR ACUTELY ILL PATIENTS IN THEIR HOMES INSTEAD OF EMERGENCY ROOM TRANSFER OR HOSPITALIZATION. IN 2024, HOSPITAL@HOME PREVENTED 169 ADMISSIONS AND SAVED 760 BED DAYS.WORKFORCE RECRUITMENT AND RETENTION:CONTINUED EFFORTS TO STRENGTHEN THE FUTURE HEALTH CARE WORKFORCE THROUGH RECRUITMENT, TRAINING AND MENTORSHIP OPPORTUNITIES. PROGRAMS FOCUSED ON CAREER EXPLORATION FOR HIGH SCHOOL STUDENTS, APPLIED LEARNING PARTNERSHIPS WITH LOCAL EDUCATORS, AND PROFESSIONAL MENTORSHIP FOR INDIVIDUALS PURSUING HEALTH CARE CAREERS. INTERNSHIP OPPORTUNITIES IN PATIENT CARE AND ANCILLARY SERVICES ALSO PROVIDED VALUABLE HANDS-ON EXPERIENCE FOR STUDENTS. THESE EFFORTS ARE DESIGNED TO INCREASE AWARENESS AND ENGAGEMENT IN HEALTH CARE CAREERS, PARTICULARLY IN ENTRY-LEVEL AND TECHNICAL ROLES.ADDRESS DISPARITIES IN CARE:EFFORTS CONTINUED TO FOCUS ON REDUCING AND ELIMINATING DISPARITIES IN CHRONIC CONDITIONS, PREVENTIVE SCREENINGS, MATERNAL AND INFANT CARE AND CHILDHOOD IMMUNIZATIONS. WITH AN EMPHASIS ON HEALTH EQUITY, HEALTHPARTNERS WORKS TO IDENTIFY DISPARITIES RELATED TO RACE, SOCIOECONOMIC STATUS, LANGUAGE AND OTHER FACTORS. HIGHLIGHTS OF THIS WORK IN 2024 INCLUDE:- INCLUSIVE LEADER WORKSHOP: THIS FOUR-PART MODULE FOR LEADERS BUILDS SKILLS TO FOSTER INCLUSIVE WORKPLACES AND BETTER SERVE DIVERSE COMMUNITIES. LEADERS LEARN TO USE THE EQUITY LENS TOOLKIT, LEAD EQUITY-FOCUSED COACHING CONVERSATIONS, AND BUILD INCLUSIVE STRATEGIES. BY THE END OF 2024, OVER 50 PERCENT OF LEADERS COMPLETED THE WORKSHOP.- UNCONSCIOUS BIAS TRAINING: THIS VOLUNTARY FOUR-PART ELEARNING MODULE DEEPENS UNDERSTANDING OF HOW UNCONSCIOUS BIAS IMPACTS COLLEAGUES AND THE COMMUNITY. IN 2024, OVER 500 COLLEAGUES COMPLETED THE FULL TRAINING.IN ADDITION, OVER 330 COLLEAGUES ACROSS THE ORGANIZATION HAVE BEEN TRAINED AS HEALTH EQUITY CHAMPIONS. THESE CHAMPIONS SERVE AS INTERNAL LEADERS IN ADVANCING EQUITY BY PROMOTING CULTURALLY RESPONSIVE CARE AND HELPING TEAMS APPLY AN EQUITY LENS TO THEIR WORK. TO STRENGTHEN CONNECTION AND LEARNING AMONG THIS GROUP, A CULTURE ROOTS NEWSLETTER AND COLLABORATION PLATFORM WERE LAUNCHED, OFFERING REAL-TIME UPDATES AND TOOLS FOR EMBEDDING EQUITY IN DAILY PRACTICE.-BREAST CANCER PREVENTATIVE SCREENING: HEALTHPARTNERS CONTINUES TO PARTICIPATE IN THE BREAST CANCER GAPS PROJECT, A COMMUNITY-DRIVEN INITIATIVE FOCUSED ON IMPROVING SCREENING RATES AND REDUCING MORTALITY AMONG BLACK WOMEN. IN 2024, CULTURALLY RELEVANT EDUCATION AND COMMUNITY PARTNERSHIPS SUPPORTED MAMMOGRAM ACCESS. A "PINK PASS" INITIATIVE AT CLINICS WITH ON-SITE MAMMOGRAPHY HELPED INCREASE SAME-DAY ACCESS TO OVERDUE SCREENINGS. -CHILDHOOD IMMUNIZATIONS & WELL-CHILD OUTREACH: DIRECT OUTREACH WAS PROVIDED IN FIVE LANGUAGES TO IMPROVE WELL-CHILD VISIT AND IMMUNIZATION COMPLETION RATES, WITH FOCUSED EFFORTS ON MEDICAID MEMBERS. A TEXT-BASED OUTREACH IN PARTNERSHIP WITH THE MINNESOTA DEPARTMENT OF HEALTH RESULTED IN CONVERSION RATES OF 4043%. COMMUNITY-SPECIFIC EVENTS, SUCH AS A SOMALI CHILDREN'S HEALTH FAIR, HELPED ADDRESS GAPS.-PRIMARY CARE ACCESS & CARE COORDINATION: APPOINTMENT ACCESS WAS SUPPORTED THROUGH EXPANDED CLINICIAN RECRUITMENT AND COLLABORATION WITH ADVANCED PRACTICE NURSES AND RN CARE COORDINATORS. THESE EFFORTS FOCUS ON CHRONIC CONDITION MANAGEMENT AND CLOSING GAPS FOR PATIENTS WITH THE HIGHEST NEEDS.-OUTPATIENT LACTATION PROGRAMS: ALL VALLEY BIRTHING CENTERS CONTINUED TO OFFER INPATIENT AND OUTPATIENT LACTATION SERVICES, HELPING SUPPORT BREASTFEEDING SUCCESS THROUGH EDUCATION, CONNECTIONS AND CULTURALLY SENSITIVE CARE.-FOUNDATIONAL TO THESE EFFORTS IS THE COLLECTION AND USE OF DEMOGRAPHIC DATA, NOW DOCUMENTED FOR MORE THAN 94 PERCENT OF HOSPITAL PATIENTS. THIS DATA HELPS IDENTIFY DISPARITIES, GUIDE OUTREACH, AND INFORM SYSTEMWIDE EQUITY DASHBOARDS AND IMPROVEMENT EFFORTS. SCHEDULE H - PART V - LINE 11 CONTINUED NEED: ACCESS TO HEALTHGOAL: STRENGTHEN EXISTING AND EXPLORE NEW COMMUNITY PARTNERSHIPS TO ADDRESS SOCIAL DETERMINANTS OF HEALTH.STRATEGIES:SOCIAL DRIVERS OF HEALTH: HEALTHPARTNERS CONTINUED 'ADVISORY COUNCIL FOR SOCIAL DRIVERS OF HEALTH' TO ACCELERATE AND ALIGN EFFORTS TO IDENTIFY AND SUPPORT PATIENTS AND MEMBERS WITH SOCIAL NEEDS.UNITE US: OUR HEALTH PLAN AND CARE DELIVERY SYSTEM CONTINUED TO ADDRESS SOCIAL DRIVERS OF HEALTH BY COLLECTING DATA AND CONNECTING INDIVIDUALS TO COMMUNITY RESOURCES. KEY FOCUS AREAS INCLUDE FOOD, TRANSPORTATION AND HOUSING. IN 2024, UNITE US WAS USED TO SUPPORT THESE EFFORTS, INCLUDING THE ABILITY FOR COLLEAGUES TO CREATE AND SHARE CUSTOMIZED COMMUNITY RESOURCE LISTS WITH MEMBERS OR PATIENTS, AS WELL AS INTEGRATING COMMUNITY RESOURCE LISTS DIRECTLY INTO EPIC FOR SEAMLESS SHARING DURING CLINICAL ENCOUNTERS.FOOD SECURITY: -IN 2024, FOOD INSECURITY SCREENING AND REFERRAL EFFORTS CONTINUED DURING WELL-CHILD AND MEDICARE WELLNESS VISITS TO HELP IDENTIFY AND SUPPORT PATIENTS WITH UNMET FOOD NEEDS.-PARTNERSHIPS WITH LOCAL FOOD SHELVES WERE MAINTAINED TO SUPPORT THE SUPERSHELF MODEL, WHICH OFFERS A DIGNIFIED AND WELCOMING EXPERIENCE FOR ACCESSING HEALTHY FOOD. CURRENTLY, 89 FOOD SHELVES IN MINNESOTA AND TWO IN WESTERN WISCONSIN USE THE SUPERSHELF MODEL. -A CLOSED-LOOP REFERRAL PILOT WITH THE FOOD GROUP WAS ALSO LAUNCHED IN 2024 TO STRENGTHEN CONNECTIONS BETWEEN CLINICAL CARE AND FOOD ACCESS. THIS EFFORT ENSURED THAT 100 PERCENT OF REFERRED PATIENTS WERE SUCCESSFULLY CONNECTED TO FOOD RESOURCES, WITH A FOCUS ON MEDICAID MEMBERS AND CULTURALLY RELEVANT OPTIONS. INSIGHTS FROM THE PILOT ARE INFORMING BROADER STRATEGIES FOR LINKING PATIENTS TO COMMUNITY-BASED SUPPORT.TRANSPORTATION: IN 2024, HEALTHPARTNERS CONTINUED EXPLORING WAYS TO IMPROVE TRANSPORTATION OPTIONS FOR OLDER ADULTS, PEOPLE WITH DISABILITIES AND INDIVIDUALS WITHOUT RELIABLE TRANSPORTATION. ONE KEY STRATEGY WAS PROMOTING ACCESS TO RIDECARE, A NO-COST, STATE-FUNDED MEDICAL TRANSPORTATION SERVICE AVAILABLE TO ELIGIBLE HEALTHPARTNERS MEMBERS. BY HELPING CONNECT PATIENTS TO THIS SERVICE, HEALTHPARTNERS AIMS TO REDUCE MISSED APPOINTMENTS AND IMPROVE ACCESS TO CARE.COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED CROSS-SECTOR COLLABORATION TO ADVANCE COMMUNITY HEALTH AND RESPOND TO SOCIAL DRIVERS OF HEALTH. GOAL: PROMOTE EARLY CHILDHOOD BRAIN DEVELOPMENT. STRATEGIES: REACH OUT AND READ: HEALTHPARTNERS CONTINUED THE REACH OUT AND READ PROGRAM, DISTRIBUTING OVER 4,000 BOOKS TO CHILDREN IN CLINICS. THIS INITIATIVE FOSTERS EARLY LITERACY AND ENCOURAGES FAMILIES TO READ TOGETHER.LITTLE MOMENTS COUNT (LMC): IN 2024, LMC CONTINUED TO GROW AS A STATEWIDE INITIATIVE FOCUSED ON EARLY BRAIN DEVELOPMENT IN THE FIRST 1,000 DAYS OF LIFE. THROUGH PARTNERSHIPS IN HEALTH CARE, EARLY CHILDHOOD, MEDIA AND COMMUNITY SECTORS, LMC INSPIRED SIMPLE, EVERYDAY INTERACTIONS THAT SUPPORT HEALTHY CHILD DEVELOPMENT.2024 HIGHLIGHTS INCLUDE:-115+ CROSS-SECTOR PARTNERS ENGAGED STATEWIDE-8,000+ FAMILIES REACHED THROUGH BIRTH CENTER AND NEW PARENT RESOURCES-175,000+ FAMILIES SUPPORTED THROUGH HEALTH CARE COLLABORATIONS WITH 12 SYSTEMS AND MULTIPLE PUBLIC HEALTH DEPARTMENTS-14M+ IMPRESSIONS THROUGH MEDIA CAMPAIGNS ON MPR AND DIGITAL PLATFORMS-100+ LMC RADIO PODCAST EPISODES PRODUCED-100,000 DOWNLOADS OF THE EARLY RISERS PODCAST-REGIONAL EXPANSION LAUNCHED IN THE ST. CROIX VALLEYCHILDREN'S HEALTH COUNCILCONTINUED TO PARTICIPATE IN THE CHILDREN'S HEALTH COUNCIL, A REGIONAL COLLABORATIVE FOCUSED ON IMPROVING HEALTH OUTCOMES FOR CHILDREN AND FAMILIES. IN 2024, THE COUNCIL SUPPORTED SHARED LEARNING AND COORDINATED ACTION ACROSS HEALTH SYSTEMS, NONPROFITS AND EARLY CHILDHOOD ORGANIZATIONS TO ADDRESS ISSUES SUCH AS MENTAL HEALTH, FOOD SECURITY AND EARLY DEVELOPMENT. THIS WORK INFORMS SYSTEM-LEVEL STRATEGIES THAT BENEFIT FAMILIES WITH YOUNG CHILDREN.GOAL: PROMOTE SUSTAINABLE OPERATIONS TO POSITIVELY IMPACT THE COMMUNITY. STRATEGIES: SUSTAINABILITY: ENTERPRISE-WIDE SUSTAINABILITY SUCCESSES: IN 2024, HEALTHPARTNERS CONTINUED TO ADVANCE SYSTEM-WIDE SUSTAINABILITY EFFORTS. HEALTHPARTNERS ALSO RECEIVED THE PRACTICE GREENHEALTH SYSTEM FOR CHANGE AWARD FOR THE 11TH CONSECUTIVE YEAR, IN RECOGNITION OF ONGOING ENTERPRISE-WIDE LEADERSHIP IN ENVIRONMENTAL STEWARDSHIP.NEED: MENTAL HEALTH AND WELL-BEING GOAL: REDUCE THE STIGMA SURROUNDING MENTAL ILLNESS. STRATEGIES: MAKE IT OK:IN 2024, MAKE IT OK CONTINUED TO REDUCE STIGMA AND PROMOTE MENTAL HEALTH AWARENESS THROUGH COMMUNITY OUTREACH, EDUCATION AND ENGAGEMENT. A REDESIGNED WEBSITE LAUNCHED IN MARCH, PROVIDING A MORE INCLUSIVE EXPERIENCE AND UPDATED RESOURCES TO SUPPORT MENTAL HEALTH CONVERSATIONS, INCLUDING THOSE RELATED TO SUBSTANCE USE DISORDER.2024 HIGHLIGHTS INCLUDE:-73,000+ WEBSITE VISITORS-18,000+ REACHED THROUGH RADIO AND PODCAST INTERVIEWS-6,000+ ENGAGED AT 30 IN-PERSON COMMUNITY EVENTS-995 AMBASSADOR E-NEWS SUBSCRIBERS (140 NEW IN 2024)-495 COMMUNITY E-NEWS SUBSCRIBERS (SINCE MAY LAUNCH)-632 ATTENDEES ACROSS 15 PRESENTATIONS (497 ATTENDED THE SUBSTANCE USE DISORDER SESSION)-162 NEW AMBASSADORS TRAINED THROUGH 7 VIRTUAL SESSIONSGOAL: INCREASE ACCESS TO EDUCATION AND RESOURCES AROUND MENTAL HEALTH AND WELL-BEING.STRATEGIES: BE WELL: THE BE WELL PROGRAM CONTINUED TO SUPPORT EMPLOYEE WELL-BEING THROUGH A RANGE OF ACTIVITIES AND RESOURCES FOCUSED ON MENTAL HEALTH, RESILIENCE AND OVERALL WELLNESS. THE PROGRAM PROVIDES YEAR-ROUND OPPORTUNITIES FOR STAFF AND THEIR SPOUSES TO ENGAGE IN WELL-BEING INITIATIVES, INCLUDING GROUP COACHING, TEAM CHALLENGES, AND ON-DEMAND TRAINING SESSIONS. TOPICS OFTEN INCLUDE STRESS MANAGEMENT, PSYCHOLOGICAL SAFETY, AND HEALTHY LIFESTYLE PRACTICES. ON-SITE SUPPORT AND TAILORED ENGAGEMENT EFFORTS HELP PROMOTE A CULTURE OF WELL-BEING THROUGHOUT THE HOSPITAL.MENTAL HEALTH COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED PARTICIPATING IN REGIONAL MENTAL HEALTH COLLABORATIVES TO STRENGTHEN SUPPORT FOR MENTAL WELL-BEING. THIS INCLUDES ENGAGEMENT WITH COUNTY HUMAN SERVICES, OTHER HOSPITALS AND CLINICS, NAMI, MAKE IT OK AND ADDITIONAL PARTNERS THROUGH THE BEHAVIORAL HEALTH CO-OP.GOAL: IMPROVE ACCESS TO MENTAL HEALTH SERVICES. STRATEGIES: CLINIC MENTAL HEALTH INTEGRATION:CONTINUED BEHAVIORAL HEALTH SERVICES INTEGRATION INTO TOTAL HEALTH CARE AT ALL LOCATIONS.SCHOOL MENTAL HEALTH PARTNERSHIPS:CONTINUED PARTNERSHIP WITH SCHOOLS TO PROVIDE MENTAL HEALTH SERVICES TO SCHOOLS AND REDUCE STIGMA. NEED: NUTRITION AND PHYSICAL ACTIVITY GOAL: PROMOTE AND SUPPORT PHYSICAL ACTIVITY AND NUTRITION AND SUPPORT AND ENCOURAGE HEALTHY FOOD AND PHYSICAL ACTIVITY ENVIRONMENT CHANGE. STRATEGIES:DIABETES EDUCATION AND PREVENTION: IN 2024, HEALTHPARTNERS CONTINUED OFFERING DIABETES EDUCATION AND PREVENTION PROGRAMS FOCUSED ON HEALTHY EATING AND PHYSICAL ACTIVITY TO SUPPORT DIABETES MANAGEMENT AND PREVENTION. COMMUNITY NUTRITION EDUCATION CLASSES REMAINED A KEY STRATEGY, WITH THE ADDITION OF ON-DEMAND OPTIONS TO INCREASE ACCESSIBILITY FOR PARTICIPANTS. POWERUP: IN 2024, POWERUP CONTINUED TO INSPIRE KIDS AND FAMILIES TO EAT BETTER, MOVE MORE, AND FEEL GOOD. A GROWING EMPHASIS ON MENTAL WELL-BEING LED TO EXPANDED "FEEL GOOD" RESOURCES, PROMOTING COPING SKILLS, CONFIDENCE AND EMOTIONAL HEALTH THROUGH MINDFULNESS, UNPLUGGING AND KINDNESS. IN-PERSON OUTREACH REMAINED STRONG THROUGH EVENTS AND COMMUNITY PARTNERSHIPS.2024 HIGHLIGHTS INCLUDE:-13,000+ REACHED THROUGH POWERUP PRESS FAMILY NEWSLETTERS DISTRIBUTED VIA SCHOOLS AND COMMUNITY PARTNERS-2,189 LISTSERV SUBSCRIBERS (108 NEW IN 2024) ENGAGED THROUGH MONTHLY E-NEWSLETTERS-23,094 KIDS AND FAMILIES ENGAGED THROUGH 131 COMMUNITY EVENTSTEEN LEADERSHIP COUNCIL (TLC): IN 2024, THE TLC CONTINUED TO AMPLIFY YOUTH VOICES AND BUILD RESILIENT LEADERS THROUGH PUBLIC HEALTH LEARNING, VOLUNTEERISM, AND LEADERSHIP DEVELOPMENT. MEMBERS EXPLORED CAREER PATHS, ENGAGED WITH COMMUNITY PARTNERS AND LED PROJECTS TO ADDRESS HEALTH AND WELL-BEING. SCHEDULE H - PART V - LINE 11 CONTINUED 2024 HIGHLIGHTS INCLUDE:-25 MEMBERS FROM 22 COMMUNITIES IN THE TWIN CITIES METRO AND WESTERN WISCONSIN-INCREASED DIVERSITY IN MEMBERSHIP-REACHED 200,000 TEENS THROUGH CONSULTATION ON TEEN PRIVACY WITH HEALTHPARTNERS INSTITUTE-REACHED 500,000+ TEENS THROUGH SCHOOL NUTRITION AND BODY IMAGE CONSULTATION WITH RAMSEY COUNTY AND BEREAL-REACHED 500,000+ TEENS THROUGH ACES EDUCATION CONSULTATION WITH MINNESOTA DEPARTMENT OF HEALTH-REACHED 11,400 STUDENTS THROUGH FOOD PRODUCT CONSULTATION WITH EVERY MEAL-PREPARED AND SERVED 400 MEALS FOR UNHOUSED INDIVIDUALS AT THE ST. PAUL OPPORTUNITY CENTER-PACKED 1,417 OPIOID PREVENTION KITS FOR STEVE RUMMLER HOPE NETWORK-COLLECTED 25 GROCERY BAGS OF FOOD THROUGH HIGH SCHOOL FOOD DRIVES-ADVOCATED FOR DIGITAL LITERACY AND FLAVORED TOBACCO PREVENTION AT THE CAPITOL-HOSTED ANNUAL MEETING WITH KEYNOTE BY DR. ANDREA SINGH AND YOUTH PANELISTSNEED: SUBSTANCE USE GOAL: REDUCED OPIOID PRESCRIPTIONS, DOSES, AND PATIENTS MEETING CHRONIC OPIOID USE CRITERIA. STRATEGIES:MEDICATION TAKE-BACK: CONTINUED MEDICATION TAKE-BACK, WHICH HELPS REDUCE ACCIDENTAL POISONING AND DRUG ABUSE BY OFFERING FREE AND ENVIRONMENTALLY FRIENDLY MEDICATION COLLECTION AT OUR HOSPITALS AND CLINICS FOR THE COMMUNITY. OPIOID PRESCRIPTION REDUCTION: SINCE INITIATING TARGETED OPIOID REDUCTION STRATEGIES IN 2018, OUR CARE SYSTEM HAS SEEN A SUSTAINED DECLINE IN OPIOID PRESCRIBING. AS OF 2024, PRESCRIBING RATES REMAIN LOW AND STABLE, REFLECTING THE LONG-TERM IMPACT OF COLLABORATIVE EFFORTS AMONG PHARMACY, PRESCRIBERS AND PAIN CLINICS. WHILE FORMAL TASK FORCES AND TRACKING EFFORTS HAVE SCALED BACK, HEALTHPARTNERS CONTINUES TO SUPPORT CHRONIC PAIN MANAGEMENT THROUGH COLLABORATIVE PRACTICE AGREEMENTS, REFERRALS TO PAIN CLINICS AND PARTNERSHIPS WITH MEDICATION THERAPY MANAGEMENT PHARMACISTS TO HELP PATIENTS SAFELY TAPER OFF ADDICTIVE PAIN MEDICATIONS.SUBSTANCE USE COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED ACTIVE PARTICIPATION IN COMMUNITY COLLABORATIONS FOCUSED ON EQUITABLE PROGRESS IN THE PREVENTION AND TREATMENT OF SUBSTANCE USE. PART I, LINE 3C: WESTFIELDS GIVES ALL PATIENTS AT LEAST THE SAME DISCOUNT AS OUR HIGHEST VOLUME COMMERCIAL PAYER. PART I, LINE 7: ACTUAL COSTS ESTIMATED USING COST-TO-CHARGE RATIO WORKSHEETS PROVIDED IN SCHEDULE H. PART I, LINE 7G: WESTFIELDS IS COMMITTED TO PROVIDING NEEDED SERVICES EVEN AT A FINANCIAL LOSS. IN 2024, LOSS ON SERVICES FOR THE HOSPITAL OUTPATIENT SERVICES INCLUDING EMERGENCY, RESPIRATORY THERAPY, PHYSICAL THERAPY, ONCOLOGY, SPECIALTY CLINIC, AND PRIMARY CLINIC TOTALED $3,232,113. PART II, COMMUNITY BUILDING ACTIVITIES: WESTFIELDS SUPPORTS INDIVIDUALS, ORGANIZATIONS, EVENTS AND PROGRAMS; IT LIVES OUT ITS COMMITMENT TO IMPROVE THE HEALTH OF THE COMMUNITY. KNOWING MUCH MORE CAN BE ACCOMPLISHED TOGETHER, WESTFIELDS'S COMMUNITY BENEFIT PROGRAM STRIVES TO MAKE VALUABLE CONNECTIONS WITH INDIVIDUALS AND ORGANIZATIONS FROM PUBLIC, PRIVATE AND NONPROFIT SECTORS TO SHARE SKILLS AND ASSETS. WESTFIELDS PROVIDES LEADERSHIP AND PARTICIPATES IN SEVERAL STRATEGIC COMMUNITY COLLABORATIONS AND INITIATIVES, INCLUDING: COMMUNITY HEALTH ACTION TEAM, LIVING WELL TOGETHER, SHINE, HEALTHIER TOGETHER, AND NORTHWEST WISCONSIN HEALTHCARE EMERGENCY READINESS.WESTFIELDS CONTINUOUSLY FOCUSES ON SUSTAINABILITY EFFORTS THROUGH INITIATIVES SUCH AS GREENING THE OR, EQUIPMENT DONATIONS, AND FOOD DONATION: COLLECTED 70 TONS OF MATERIALS, WHICH WERE REUSED AND RECYCLED, THEREBY KEPT OUT OF THE LANDFILL; OVER $300,000 WAS SAVED THROUGH THE GREENING THE OR; 0.2 TONS OF EQUIPMENT WAS DONATED; 69 TONS OF MATERIALS WERE RECYCLED. THE MEDICATION TAKE BACK PROGRAM COLLECTED 721 POUNDS OF UNUSED PRESCRIPTION MEDICATIONS IN A SECURE MANNER TO PREVENT ACCIDENTAL POISONING OR MISUSE AND PREVENT MEDICATIONS FROM ENTERING THE WATER AND DRINKING WATER. ADDITIONAL PROGRAMS/ACTIVITIES INCLUDED NEW RICHMOND CHAMBER OF COMMERCE & THE CENTRE PARTNERSHIPS, VISION 2020 COMMUNITY GROUP, AND THE LEADERSHIP TRUST INITIATIVE - A PROGRAM DEDICATED TO PROMOTING AND DEVELOPING DYNAMIC BUSINESS AND COMMUNITY LEADERS.IN SUPPORT OF "HEALTHY FOOD IN HEALTH CARE," LOCAL FARMS AND PROCUREMENT OF LOCAL FOOD, WESTFIELDS PARTICIPATED IN COMMUNITY SUPPORTED AGRICULTURE AND HOSTED WEEKLY FARMER'S MARKET EVENTS. PART III, LINE 2: WESTFIELDS USES A HISTORIC BAD DEBT PERCENTAGE THAT IS ROUTINELY MONITORED, REVIEWED, AND UPDATED IN ORDER TO OBTAIN THE BEST ESTIMATE OF THE CURRENT YEAR'S BAD DEBT. PART III, LINE 3: BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY IS ESTIMATED BASED ON THE GROSS BAD DEBT WRITE OFFS COMING FOR SOLELY UNINSURED PATIENTS. OUR ESTIMATE ASSUMES 1/3 OF THE BAD DEBT FROM UNINSURED PATIENTS WOULD HAVE QUALIFIED FOR EITHER A FULL OR PARTIAL ADJUSTMENT BASED ON OUR FINANCIAL ASSISTANCE POLICY. BECAUSE THE ADJUSTED AMOUNTS ARE TIED TO GROSS CHARGES, THE COST TO CHARGE RATIO IS USED TO ADJUST DOWN TO THE AMOUNT REPORTED AS THE BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY. BAD DEBT WRITE OFFS RESULTING FROM CO-PAYS, DEDUCTIBLES, OR OTHER OUT OF POCKET FROM PATIENTS WITH INSURANCE ARE EXCLUDED. THE AMOUNT REPORTED IS NOT INCLUDED AS COMMUNITY BENEFIT. PART III, LINE 4: BAD DEBT EXPENSE REPRESENTS THE UNPAID OBLIGATION FOR CARE PROVIDED TO PATIENTS WHO HAVE BEEN DETERMINED TO BE ABLE TO PAY, BUT HAVE NOT DEMONSTRATED A WILLINGNESS TO DO SO. BAD DEBT INCLUDES ANY UNPAID PATIENT RESPONSIBILITY THAT MAY INCLUDE, BUT IS NOT LIMITED TO, DEDUCTIBLES, CO-INSURANCE, CO-PAYMENTS AND NON-COVERED SERVICES.BAD DEBT EXPENSE IS CALCULATED USING THE COST-TO-CHARGE RATIO FROM THE WORKSHEETS PROVIDED IN SCHEDULE H INSTRUCTIONS. BAD DEBT EXPENSE IS CURRENTLY EXCLUDED FROM THE COMMUNITY BENEFIT CALCULATION PER THE WISCONSIN HOSPITAL ASSOCIATION (WHA). PART III, LINE 8: MEDICARE SURPLUS (SHORTFALL) IN LINE 7 REPRESENTS THE ADDITIONAL 1% OF ALLOWABLE COST THAT CRITICAL ACCESS HOSPITALS RECEIVE. MEDICARE SHORTFALL IS CURRENTLY EXCLUDED FROM THE COMMUNITY BENEFIT CALCULATION PER THE WHA, BUT CAN BE INCLUDED IN OTHER FINANCIAL REPORTS. WESTFIELDS BASES ITS MEDICARE COSTING METHODOLOGY ON THE CMS MEDICARE COST REPORT METHODOLOGY; COST TO CHARGE RATIO. PART III, LINE 9B: WESTFIELDS DEBT COLLECTION POLICY CONTAINS PROVISIONS ON COLLECTION PRACTICES TO BE FOLLOWED FOR PATIENTS WHO ARE KNOWN TO BE ELIGIBLE FOR FINANCIAL ASSISTANCE. WESTFIELDS WILL NOT REFER ANY ACCOUNT TO A THIRD PARTY DEBT COLLECTION AGENCY UNLESS IT HAS CONFIRMED THAT THERE IS REASONABLE BASIS TO BELIEVE THAT THE PATIENT OWES THE DEBT, ALL KNOWN THIRD-PARTY PAYERS HAVE BEEN PROPERLY BILLED, AND THE PATIENT IS RESPONSIBLE FOR THE REMAINING DEBT. PART VI, LINE 2: HEALTHPARTNERS HOSPITALS ASSESS THE HEALTH NEEDS OF THEIR COMMUNITIES THROUGH A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) CONDUCTED EVERY THREE YEARS, AS REQUIRED BY THE IRS. EACH CHNA DEFINES THE COMMUNITY SERVED TO INCLUDE ALL RESIDENTS WITHIN THE HOSPITAL'S PRIMARY SERVICE AREA, ENCOMPASSING MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AS WELL AS ALL PATIENTS REGARDLESS OF THEIR ABILITY TO PAY.FOR THE 2024 CHNA CYCLE, HEALTHPARTNERS CONTRACTED WITH THE CENTER FOR EVALUATION AND SURVEY RESEARCH (CESR), PART OF HEALTHPARTNERS INSTITUTE, TO LEAD THE ASSESSMENT PROCESS. THE CHNA DREW UPON MULTIPLE DATA SOURCES, INCLUDING HEALTHPARTNERS ADMINISTRATIVE AND MEMBER-REPORTED DATA, AND PUBLICLY AVAILABLE DEMOGRAPHIC, SOCIAL, AND HEALTH OUTCOME DATA AT THE COUNTY AND STATE LEVELS.A CROSS-HOSPITAL CHNA WORKGROUP REVIEWED AND SYNTHESIZED DATA, FACILITATED STAKEHOLDER CONVERSATIONS, AND ADMINISTERED A PRIORITIZATION SURVEY WITH INTERNAL AND EXTERNAL PARTNERS. USING STRUCTURED CRITERIA THAT CONSIDERED EQUITY, SERIOUSNESS, AND THE IMPACT ON UNDERSERVED POPULATIONS, THE WORKGROUP IDENTIFIED THE MOST SIGNIFICANT COMMUNITY HEALTH NEEDS. QUANTITATIVE FINDINGS WERE PAIRED WITH QUALITATIVE INSIGHTS FROM COMMUNITY CONVERSATIONS TO ENSURE THAT LOCAL PERSPECTIVES INFORMED THE RESULTS.THE PROCESS INFORMED THREE PRIORITY COMMUNITY HEALTH NEEDS THROUGH THE 2024 CHNA, WHICH WILL GUIDE THE 2025 - 2027 IMPLEMENTATION STRATEGY. THESE PRIORITIES ARE DESCRIBED IN PART V, SECTION B, LINE 11.DEFINED COMMUNITY AREAS:AMERY REGIONAL MEDICAL CENTER, INC POLK COUNTY, WISCONSINHUDSON HOSPITAL ST. CROIX COUNTY, WISCONSINWESTFIELDS HOSPITAL & CLINIC ST. CROIX COUNTY, WISCONSINLAKEVIEW MEMORIAL HOSPITAL INC WASHINGTON COUNTY, MINNESOTAREGIONS HOSPITAL RAMSEY COUNTY, MINNESOTAPARK NICOLLET METHODIST HOSPITAL HENNEPIN COUNTY, MINNESOTAHUTCHINSON HEALTH MCLEOD COUNTY, MINNESOTAHEALTHPARTNERS RC RENVILLE COUNTY, MINNESOTA PART VI, LINE 3: WESTFIELDS IS COMMITTED TO PROVIDING QUALITY MEDICAL CARE TO OUR PATIENTS, INCLUDING THOSE IN NEED OF FINANCIAL ASSISTANCE. AS A RESULT, OUR FINANCIAL ASSISTANCE POLICY (REFERRED TO HEREIN AS "FAP OR "POLICY") IS AVAILABLE TO UNINSURED OR UNDERINSURED PATIENTS BASED ON THE PATIENT'S ABILITY TO PAY FOR EMERGENCY AND OTHER MEDICALLY NECESSARY CARE. OUR POLICY IS AVAILABLE TO PROVIDE EPISODIC HELP; IT IS NOT MEANT TO PROVIDE LONG-TERM, FREE OR DISCOUNTED CARE. OUR POLICY SETS FORTH AND DESCRIBES ELIGIBILITY CRITERIA, HOW WE CALCULATE DISCOUNTS, HOW TO APPLY FOR FINANCIAL ASSISTANCE, THE PROVIDERS DELIVERING CARE IN OUR HOSPITAL AND OUR EMERGENCY MEDICAL CARE POLICY.WESTFIELDS 'S FAP IS WIDELY PUBLICIZED IN MULTIPLE WAYS. PATIENTS CAN OBTAIN FREE COPIES OF THIS POLICY AT ALL PATIENT REGISTRATION LOCATIONS AT WESTFIELDS. FOR ADDITIONAL INFORMATION OR QUESTIONS ABOUT THE APPLICATION PROCESS, OR TO REQUEST COPIES BY MAIL, PATIENTS CAN CONTACT WESTFIELDS'S PATIENT FINANCIAL SERVICES DEPARTMENT AT 1-715-243-2600. FREE COPIES OF THIS POLICY AND THE FINANCIAL ASSISTANCE APPLICATION FORM ARE ALSO AVAILABLE AT HTTP://WWW.WESTFIELDSHOSPITAL.COM. PART VI, LINE 4: WESTFIELDS SERVES RESIDENTS FROM ST. CROIX COUNTY, WISCONSIN AND SURROUNDING COUNTIES OF POLK, DUNN AND PIERCE. 2019 CENSUS LISTS THE POPULATION OF ST. CROIX COUNTY AT 90,687, A 7.5% POPULATION GROWTH SINCE 2010. RAPID GROWTH CONTINUES WITHIN ST. CROIX COUNTY, IN PART DUE TO ITS CLOSE PROXIMITY TO THE TWIN CITIES (MINNEAPOLIS/ST. PAUL), WHERE MANY RESIDENTS COMMUTE TO WORK. ST. CROIX COUNTY'S POPULATION IS COMPRISED OF 35% UNDER 19, 11% 65 YEARS AND OVER. THE POPULATION IS 95.9% WHITE, 0.9% BLACK, 0.5% AMERICAN INDIAN, 1.1% ASIAN AND 1.6% HISPANIC OR LATINO. ST. CROIX COUNTY HAS A HIGH MEDIAN INCOME COMPARATIVELY WITHIN THE STATE - $81,124 AND A POVERTY RATE APPROXIMATELY HALF THAT OF THE REST OF THE STATE - 4.78%.ACCORDING TO THE 2021 COUNTY HEALTH RANKINGS REPORT, ST. CROIX COUNTY RANKED FIFTH FOR HEALTH FACTORS AND SECOND IN HEALTH OUTCOMES OVERALL IN THE STATE OUT OF 72 COUNTIES. PART VI, LINE 5: AS A NOT-FOR-PROFIT COMMUNITY HOSPITAL SERVING THE NEW RICHMOND AREA SINCE 1950, WESTFIELDS CONTINUES TO PLAY AN IMPORTANT ROLE AND IS POSITIONED WELL TO MEET THE HEALTH CARE NEEDS OF THE AREA. WESTFIELDS IS A FULL-SERVICE MEDICAL CAMPUS OFFERING EMERGENCY SERVICES, SPECIALTY CLINICS AND PHARMACY, AS WELL AS INPATIENT, OUTPATIENT AND MATERNITY SERVICES. WESTFIELDS IS GOVERNED BY A BOARD OF DIRECTORS WITH REPRESENTATION FROM COMMUNITY MEMBERS.WORKING IN PARTNERSHIP WITH EACH OTHER, WESTFIELDS, THE HEALTHPARTNERS FAMILY OF ORGANIZATIONS, AND THE COMMUNITY ACCOMPLISHED A GREAT DEAL IN 2024. ADVANCEMENTS WERE MADE IN SUPPORT OF THE TRIPLE AIM: TO ENSURE BETTER HEALTH FOR ALL, IMPROVED PATIENT EXPERIENCE AND AFFORDABLE HEALTH CARE. DEDICATED STAFF PROMOTE COMMUNITY HEALTH IN THE FOLLOWING WAYS: FREE ON-GOING SUPPORT AND EDUCATION GROUPS IN BEREAVEMENT/ GRIEF, BREASTFEEDING, CANCER, DIABETES, NUTRITION AND WEIGHT MANAGEMENT AND CAREGIVERS; SCHOOL-BASED EDUCATION FOR ELEMENTARY AND SECONDARY SCHOOLS; TRAININGS FOR HEALTH CARE PROFESSIONALS AND NURSING STUDENTS; SELF-HELP PROGRAMMING FOLLOWING CARDIAC REHAB AND PHYSICAL THERAPY TO COMMUNITY MEMBERS.WESTFIELDS ENCOURAGES PATIENTS AND THEIR FAMILIES THEIR PARTNERS IN HEALTH TO BE ACTIVELY INVOLVED IN DECISIONS ABOUT THEIR OWN HEALTH CARE. RESEARCH SHOWS THAT PATIENTS AND THEIR FAMILIES WHO ARE MORE INVOLVED WITH THEIR CARE FEEL THEY GET BETTER RESULTS AND ARE MORE SATISFIED. SAFETY AND SATISFACTION ARE PRIORITIES AT WESTFIELDS. WESTFIELDS IS MORE THAN JUST A HOSPITAL TAKING CARE OF PATIENTS WHEN THEY ARE SICK OR HURT. THE GOAL IS TO BE A LEADING PARTNER IN HEALTH EDUCATION, OUTREACH AND IMPROVEMENT. WESTFIELDS IS CONTINUALLY MAKING IMPROVEMENTS TO REACH THAT GOAL. BENEFITS TO PATIENTS AND THE COMMUNITY IN 2024WESTFIELDS'S DEVOTION TO THE HEALTH OF THE COMMUNITY STARTS WITH PROVIDING EXCEPTIONAL MEDICAL CARE TO EACH PATIENT AND EXTENDS TO FAMILIES AND ORGANIZATIONS THROUGHOUT THE REGION. THROUGH ITS COMMUNITY BENEFIT PROGRAM, WESTFIELDS OFFERED SPECIAL HELP AND SUPPORT FOR INDIVIDUALS OR FAMILIES EXPERIENCING FINANCIAL HARDSHIP OR ORGANIZATIONS STRIVING TO IMPROVE THE QUALITY OF LIFE FOR ALL.IN 2024, WESTFIELDS CONTINUED TO ADVANCE SYSTEM-WIDE SUSTAINABILITY EFFORTS BY UPDATING OUR PUBLIC WEB PAGE TO SHARE HEALTHPARTNERS' CLIMATE COMMITMENTS AND LAUNCHING A NEW PHYSICIAN-LED SUSTAINABILITY WORK GROUP. WESTFIELDS ALSO RECEIVED THE PRACTICE GREENHEALTH SYSTEM FOR CHANGE AWARD FOR THE 11TH CONSECUTIVE YEAR, IN RECOGNITION OF ONGOING ENTERPRISE-WIDE LEADERSHIP IN ENVIRONMENTAL STEWARDSHIP. PART VI, LINE 6: PLEASE SEE WESTFIELDS'S SCHEDULE O: DISCUSSION OF EXEMPT PURPOSE AND ACHIEVEMENTS - "I: CORPORATE STRUCTURE, PURPOSE, GOVERNANCE." PART VI, LINE 7, REPORTS FILED WITH STATES WI SCHEDULE H - PART V - LINE 16 A, B, C WESTFIELDS WEBSITE:HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/WESTFIELDSFAP:HTTPS://WWW.HEALTHPARTNERS.COM/CONTENT/DAM/BRAND-IDENTITY/PDFS/CARE/SYSTEM-FINANCIAL-ASSISTANCE-POLICY.PDF 0 1 0 0 0 1 1 0 0 ALITA R RISINGER CFO (JULY - DEC) 0 483006 0 238898 0 3383 0 105485 0 49567 0 880339 0 0 HEIDI G CONRAD FORMER CFO 0 0 0 0 0 704622 0 41006 0 20670 0 766298 0 704622 LESLIE DOCKAN DIRECTOR 0 435086 0 103605 0 6216 0 25875 0 47659 0 618441 0 0 DOUGLAS E JOHNSON CFO (JAN - JUN) 0 198865 0 136445 0 176344 0 0 0 29214 0 540868 0 121739 VINI T MANCHANDA DIRECTOR 0 325400 0 89666 0 7679 0 68926 0 45733 0 537404 0 0 ANTHONY C HECHT MD DIRECTOR 0 281506 0 0 0 198878 0 25875 0 29981 0 536240 0 0 AMY L DEWANE DIRECTOR (JAN-APR) 0 351349 0 99114 0 13192 0 25875 0 46490 0 536020 0 0 STEVEN M MASSEY PRESIDENT 0 316990 0 86551 0 10206 0 27756 0 39904 0 481407 0 0 TYLER R SCHMIDTZ DIRECTOR (JAN-AUG) 0 213336 0 90017 0 137577 0 0 0 33581 0 474511 0 0 JASON J LUHRS FORMER CFO 0 273112 0 100078 0 4028 0 25875 0 44915 0 448008 0 0 ROBIN REICHERT MD DIRECTOR 0 217687 0 40090 0 84229 0 18920 0 43476 0 404402 0 0 LEANNE M ROGGEMANN VP PATIENT SERVICES 185645 0 38580 0 10076 0 9323 0 35042 0 278666 0 0 0 NATHAN P WAYNE DIRECTOR OF FINANCE 171004 0 14997 0 3759 0 9416 0 46620 0 245796 0 0 0 KRISTA L SIKORSKI FAMILY PRACTICE APP 117950 0 19615 0 34739 0 8148 0 44005 0 224457 0 0 0 NICOLE M TROSEN PHARMACY MANAGER 184233 0 13628 0 450 0 9628 0 14011 0 221950 0 0 0 JEAN M MEIER MANAGER WOMEN'S HEALTH 151482 0 11476 0 6890 0 8458 0 39651 0 217957 0 0 0 ERIC W LING MD CMO VPMA (JAN - APR) 0 125667 0 12790 0 46099 0 0 0 21780 0 206336 0 0 NICOLE B LAVALLE FAMILY PRACTICE APP 115132 0 8890 0 46700 0 0 0 24979 0 195701 0 0 0 PART I, LINE 3 THE HOSPITAL'S PRESIDENT AND ITS OFFICERS ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), GROUP HEALTH, INC. (GHI), OR LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION (LAKEVIEW) , ALL OF WHICH ARE RELATED ORGANIZATIONS. GHI, REGIONS, AND LAKEVIEW HAVE AN ANNUAL PROCESS TO REVIEW THE MARKET COMPARABILITY OF THE TOTAL COMPENSATION OF WESTFIELDS PRESIDENT AND OTHER OFFICERS. PART I, LINE 4B DEFERRED COMPENSATION IN COLUMN C OF SCHEDULE J, PART II INCLUDES AMOUNTS FROM A NONQUALIFIED 457(F) PLAN FOR THE FOLLOWING DIRECTORS AND OFFICERS: ALITA RISINGER $ 50,924 PART I, LINE 6 THE HOSPITAL OFFICERS, DIRECTORS AND KEY EMPLOYEES ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), GROUP HEALTH, INC. (GHI), OR LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION (LAKEVIEW), ALL OF WHICH ARE RELATED ORGANIZATIONS OR BY THE HOSPITAL. COMPENSATION REPORTED IN FORM 990, PART VII INCLUDES ANY COMPENSATION DERIVED FROM REGIONS, GHI, LAKEVIEW OR THE HOSPITAL LEADERSHIP INCENTIVE PROGRAMS, WHICH INCENT AND REWARD BUSINESS LEADERS WHO HELP THE ORGANIZATION ACHIEVE STATED BUSINESS AND/OR HEALTH IMPROVEMENT GOALS FOR A SPECIFIC FISCAL YEAR. THE PROGRAMS ARE A KEY ELEMENT OF THE PARTICIPANT'S TOTAL COMPENSATION PACKAGE. THE LEADERSHIP INCENTIVE PROGRAMS' REWARDS ARE BASED ON POSITION IN THE ORGANIZATION (E.G. VICE PRESIDENT, DIRECTOR, MANAGER, OTHER SPECIFICALLY IDENTIFIED LEADERS) AND THE ACHIEVEMENT OF BUSINESS AND HEALTH IMPROVEMENT GOALS ESTABLISHED IN A VARIETY OF AREAS. GOALS WILL BE RELATED TO THE ORGANIZATION'S STRATEGIC PLAN AND WILL BE BALANCED. THESE AREAS MAY INCLUDE, BUT ARE NOT LIMITED TO, PATIENT SATISFACTION, EMPLOYEE SATISFACTION, WORK ENVIRONMENT, HEALTH EQUITY, HEALTHCARE AFFORDABILITY MEASURES, HEALTH CARE AND CARE DELIVERY MARKET SHARE, STRATEGIC CAPABILITIES, HOSPITAL AND CLINIC QUALITY MEASURES, FINANCIAL PERFORMANCE (OPERATING INCOME), ETC., AND WILL BE DEFINED ANNUALLY FOR EACH YEAR'S PROGRAM. AN OPERATING INCOME THRESHOLD MUST BE MET FOR ANY PAYMENT TO BE MADE FROM THE PROGRAM AND THERE IS A CAP ON THE MAXIMUM INCENTIVE POTENTIALLY AVAILABLE TO EACH PARTICIPANT. 990, SCHEDULE J, PART II: PRIOR REPORTED COMPENSATION COLUMN (F) INCLUDES AMOUNTS PAID TO PARTICIPANTS IN THE CURRENT YEAR, WHICH WERE PREVIOUSLY REPORTED IN COLUMN (C) OF PRIOR YEARS' 990'S, AS RETIREMENT AND DEFERRED COMPENSATION, FOR THE FOLLOWING DIRECTORS AND OFFICERS: DOUGLAS JOHNSON $ 121,739 HEIDI CONRAD $ 704,622 ANY ANALYSIS OF EARNINGS FOR THE CURRENT YEAR, FOR THESE PARTICIPANTS OF THE PLAN, SHOULD EXCLUDE THE AMOUNT IN COLUMN F AS PART OF THE ANALYSIS SINCE THOSE EARNINGS WERE ALREADY REPORTED IN COLUMN (C) OF PREVIOUS YEARS' 990'S. A VILLAGE OF STAR PRAIRIE WI 391280538 NONE99999 2016-07-06 6854052 REFUNDING OF SERIES 1999B/2016B 0 0 0 A 2150418 6854052 135000 3500000 3219052 2017 1 0 1 1 A 0 0 1 0 0 0.00000 0.00000 0.00000 0 0 1 A 0 0 0 1 0 0 0 0 1 A 1 SCHEDULE K, PART V THE HOSPITAL FOLLOWS ESTABLISHED WRITTEN PROCEDURES. SCHEDULE K, PART III, LINE 3B THE HOSPITAL USES INTERNAL LEGAL COUNSEL TO REVIEW ANY MANAGEMENT OR SERVICE CONTRACTS RELATING TO THE FINANCED PROPERTY. IF IT ENCOUNTERS UNUSUAL OR COMPLEX CONTRACT IT WILL ENGAGE BOND COUNSEL OR OTHER OUTSIDE COUNSEL. SCHEDULE K, PART V SINCE 12/31/2012 THE HOSPITAL HAS UNDERTAKEN ESTABLISHING SUCH WRITTEN PROCEDURES. SCHEDULE K, PART III, LINES 3B AND 3D THE HOSPITAL USES INTERNAL LEGAL COUNSEL TO REVIEW ANY MANAGEMENT OR SERVICE CONTRACTS RELATING TO THE FINANCED PROPERTY. IF IT ENCOUNTERS UNUSUAL OR COMPLEX CONTRACT IT WILL ENGAGE BOND COUNSEL OR OTHER OUTSIDE COUNSEL. FORM 990, PART III, LINE 4A- PRIMARY EXEMPT PURPOSE AND ACHIEVEMENTS CORPORATE STRUCTURE, PURPOSE, GOVERNANCE: WESTFIELDS HOSPITAL, INC. (WESTFIELDS), A STATE LICENSED 25BED, LEVEL IV CRITICAL ACCESS HOSPITAL, IS A WISCONSIN NON-STOCK CORPORATION RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE ("IRC") SECTION 501(C)(3) AND IS PART OF THE FAMILY OF HEALTHPARTNERS ORGANIZATIONS (HEALTHPARTNERS). FOUNDED IN 1957, HEALTHPARTNERS IS AN INTEGRATED HEALTH CARE ORGANIZATION, PROVIDING HEALTH CARE SERVICES AND HEALTH PLAN FINANCING AND ADMINISTRATION. HEALTHPARTNERS' MISSION IS TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS, AND COMMUNITY. HEALTHPARTNERS SEEKS TO TRANSFORM HEALTH CARE THROUGH A RELENTLESS FOCUS ON THE TRIPLE AIM - PROVIDING EXCEPTIONAL EXPERIENCE FOR THE INDIVIDUAL, IMPROVING THE HEALTH OF THE POPULATION, AND MAINTAINING AFFORDABILITY. HEALTHPARTNERS, INC. (HPI) IS A MINNESOTA NONPROFIT CORPORATION AND LICENSED HEALTH MAINTENANCE ORGANIZATION (HMO) RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE (IRC) SECTION 501(C)(4) AND IS THE PARENT ENTITY OF HEALTHPARTNERS. HEALTHPARTNERS INCLUDES AN ARRAY OF TAX-EXEMPT AND TAXABLE ORGANIZATIONS. A COMPLETE LISTING OF ALL ORGANIZATIONS WITHIN HEALTHPARTNERS, AND THE RELATIONSHIP BETWEEN THEM, CAN BE FOUND ON SCHEDULE R WITHIN THIS 990 RETURN. DETAILED INFORMATION ABOUT THE COMMUNITY BENEFIT ACTIVITIES AND ACCOMPLISHMENTS OF EACH TAX-EXEMPT ORGANIZATION CAN BE FOUND IN THE INDIVIDUAL FORM 990 RETURN FOR THAT ORGANIZATION. HPI IS THE PARENT ENTITY OF GROUP HEALTH, INC. (GHI), WHICH IS A MINNESOTA NONPROFIT CORPORATION RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER IRC SECTION 501(C)(3) AND THE SOLE CORPORATE MEMBER OF WESTFIELDS. CHARITY CARE: CHARITY CARE IS DEFINED AS THE COST OF CARE DELIVERED TO PATIENTS WHO ARE WILLING, BUT UNABLE TO PAY FOR THE SERVICES THEY RECEIVE. THIS INCLUDES PATIENTS WHOSE CHARGES ARE FORGIVEN OR REDUCED BECAUSE OF INABILITY TO PAY; PATIENTS WHO ARE UNABLE TO PAY THE BALANCE LEFT BY ANY PAYER; AND PATIENTS FOR WHOM UNUSUAL CIRCUMSTANCES, OR SPECIAL FINANCIAL HARDSHIP, WARRANT SPECIAL CONSIDERATION. WESTFIELDS PROVIDED $897,003 IN FREE OR DISCOUNTED CARE TO LOW INCOME AND UNINSURED PATIENTS IN 2024. GOVERNMENT-SPONSORED MEANS-TESTED HEALTH CARE: WESTFIELDS PROVIDED INPATIENT AND OUTPATIENT CARE, INCLUDING EMERGENCY DEPARTMENT SERVICES TO MEDICAID PATIENTS. PAYMENTS RECEIVED FOR THESE SERVICES WERE BELOW THE COST OF CARE PROVIDED. THE EXPENSE TO COVER UNREIMBURSED MEDICAID COSTS FOR PATIENTS TOTALED $3,673,620. COMMUNITY BENEFIT SERVICES: 1. COMMUNITY HEALTH IMPROVEMENT SERVICES: $217,075 WESTFIELDS IS COMMITTED TO COMMUNITY HEALTH IMPROVEMENT SERVICES, WHICH INCLUDE A RANGE OF ACTIVITIES CARRIED OUT TO IMPROVE COMMUNITY HEALTH BEYOND PATIENT CARE. BELOW ARE HIGHLIGHTS OF SUCH ACTIVITIES THAT FALL WITHIN THE CATEGORIES OF COMMUNITY HEALTH EDUCATION, COMMUNITY-BASED CLINICAL SERVICES, HEALTH CARE SUPPORT SERVICES AND SOCIAL AND ENVIRONMENTAL IMPROVEMENT. IN 2024, THE MAKE IT OK COMMUNITY INITIATIVE CONTINUED TO RAISE AWARENESS, CHALLENGE STIGMA, CONNECT PEOPLE TO RESOURCES, AND ENCOURAGE OPEN CONVERSATIONS ABOUT MENTAL HEALTH, INCLUDING SUBSTANCE USE DISORDER. IN MARCH, WESTFIELDS CELEBRATED THE LAUNCH OF OUR REDESIGNED WEBSITE FEATURING A NEW LOOK, NEW EXPERIENCE, UPDATED CONTENT, AND TAILORED RESOURCES DESIGNED TO HELP EVERYONE FEEL WELCOMED, SEEN, HEARD, AND INCLUDED. EXPLORE AT MAKEITOK.ORG. WESTFIELDS OUTREACH REMAINED STRONG, WITH IN-PERSON AND VIRTUAL COMMUNITY CONNECTIONS THROUGH EVENTS, ACTIVITIES, PARTNERSHIPS, AND TRAINING NEW AMBASSADORS, LOCALLY AND NATIONALLY. IN MAY, DURING MENTAL HEALTH MONTH, THOUSANDS OF LISTENERS WERE REACHED THROUGH INTERVIEWS WITH THE RADIO STATION KS95 AND THE WELL WISCONSIN RADIO PODCAST. WESTFIELDS ALSO DEBUTED OUR COMMUNITY E-NEWSLETTER, WHICH NOW GOES OUT BI-MONTHLY. HIGHLIGHTS OF MAKE IT OK IN 2024: 73,000+ WEBSITE VISITORS 18,000+ REACHED THROUGH RADIO AND PODCAST INTERVIEWS 6,000+ ENGAGED AT 30 IN-PERSON COMMUNITY EVENTS 995 AMBASSADOR E-NEWS LISTSERV SUBSCRIBERS (140 NEW IN 2024) 632 ATTENDEES THROUGH 15 MAKE IT OK PRESENTATIONS (497 ATTENDED THE SUBSTANCE USE DISORDER PRESENTATION) 495 NEW COMMUNITY E-NEWS LISTSERV SUBSCRIBERS (SINCE MAY 2024) 162 NEW AMBASSADORS TRAINED THROUGH SEVEN VIRTUAL SESSIONS IN 2024, THE POWERUP COMMUNITY HEALTH INITIATIVE CONTINUED TO INSPIRE AND SUPPORT KIDS AND FAMILIES TO EAT BETTER, MOVE MORE, AND FEEL GOOD. THIS YEAR, WESTFIELDS DEEPENED ITS FOCUS ON "FEEL GOOD" RESOURCES, OFFERING SIMPLE AND APPROACHABLE WAYS FOR KIDS TO BUILD HEALTHY COPING SKILLS, CONFIDENCE, AND EMOTIONAL WELL-BEING. WHETHER IT WAS THROUGH PRACTICING MINDFULNESS, FINDING MOMENTS TO UNPLUG, OR SPREADING KINDNESS, POWERUP PROVIDED FUN AND PRACTICAL IDEAS TO SUPPORT KIDS IN FEELING THEIR BEST. IN-PERSON OUTREACH REMAINED STRONG, CONNECTING WITH FAMILIES IN MEANINGFUL WAYS THROUGH EVENTS, ACTIVITIES, AND COMMUNITY PARTNERSHIPS. AS MENTAL WELL-BEING CONTINUES TO BE A TOP PRIORITY IN OUR COMMUNITIES, POWERUP IS PROUD TO BE A TRUSTED SOURCE OF SUPPORT HELPING KIDS AND FAMILIES BUILD SELF-CARE HABITS, STRENGTHEN EMOTIONAL RESILIENCE, AND FIND EVERYDAY MOMENTS OF JOY AND CONNECTION. LEARN MORE AT POWERUP4KIDS.ORG. HIGHLIGHTS OF POWERUP IN 2024: 13,000+ REACHED WITH THE POWERUP PRESS FAMILY NEWSLETTERS, THROUGH SCHOOLS AND COMMUNITIES 2,189: POWERUP LISTSERV SUBSCRIBERS (108 NEW IN 2024) ENGAGED THROUGH MONTHLY E-NEWSLETTERS ENGAGED 23,094 KIDS AND FAMILIES THROUGH 131 EVENTS THAT POWERUP ATTENDED THE ST. CROIX VALLEY FAITH COMMUNITY NURSING PROGRAM IS A HEALTH CARE MINISTRY PROVIDING PHYSICAL, EMOTIONAL, AND SPIRITUAL CARE FOR INDIVIDUALS, FAMILIES AND COMMUNITIES THROUGH PARTNERSHIPS WITH LOCAL CONGREGATIONS AND COMMUNITIES. IN 2024, THE PROGRAM CONTINUED TO GROW ITS PRESENCE IN WESTERN WISCONSIN, INCLUDING HUDSON, NEW RICHMOND AND AMERY. THIS INCLUDED ACTIVE PARTICIPATION IN LOCAL MINISTERIUM GROUPS, COMMUNITY COLLABORATIONS, FOOT CARE CLINICS AND GRIEF SUPPORT EFFORTS THROUGH THE ST. CROIX VALLEY GRIEF COALITION. HIGHLIGHTS OF FAITH COMMUNITY NURSING IN 2024: HELD COMMUNITY FOOT CARE CLINICS AND A WELLNESS DAY SERVING 218 INDIVIDUALS, WITH 190 RECEIVING SCREENINGS; FREE FOOT CARE CLINICS AT GRACE PLACE SHELTER SERVED 34 CLIENTS; LAUNCHED TWO GROWING THROUGH LOSS GRIEF SUPPORT SERIES THROUGH THE ST. CROIX VALLEY GRIEF COALITION, REACHING 334 INDIVIDUALS AND LOGGING OVER 1,500 VOLUNTEER HOURS; CONTINUED PARTNERSHIP BUILDING AND OUTREACH IN HUDSON, NEW RICHMOND AND AMERY THROUGH PRESENTATIONS, MINISTERIUM MEETINGS, AND LOCAL COLLABORATIONS. IN 2024, LITTLE MOMENTS COUNT (LMC) OFFICIALLY EXPANDED INTO THE ST. CROIX VALLEY, LAUNCHING A NEW REGIONAL COUNCIL AND DEEPENING OUR COMMITMENT TO EARLY CHILDHOOD BRAIN DEVELOPMENT IN RURAL COMMUNITIES. WITH SUPPORT FROM THE ST. CROIX VALLEY FOUNDATION, THIS LOCAL EFFORT BEGAN IN MAY WITH A REGIONAL LAUNCH EVENT ATTENDED BY OVER 125 PEOPLE, FEATURING EXPERT SPEAKERS AND RICH COMMUNITY DIALOGUE. IN THIS FIRST YEAR, THE FOCUS HAS BEEN ON LAYING THE GROUNDWORK BRINGING PARTNERS TOGETHER, LISTENING TO COMMUNITY PRIORITIES, AND BETTER UNDERSTANDING THE UNIQUE STRENGTHS AND NEEDS OF RURAL FAMILIES. THIS FOUNDATION HAS HELPED SPREAD AWARENESS ABOUT WHAT LITTLE MOMENTS COUNT IS AND SPARKED EXCITEMENT ABOUT THE OPPORTUNITY TO WORK TOGETHER FOR COLLECTIVE IMPACT. IN 2024, LMC ATTENDED 16 OUTREACH EVENTS ACROSS THE ST. CROIX VALLEY, CONNECTING WITH OVER 1,500 PEOPLE AND INSPIRING EVERYDAY MOMENTS OF CONNECTION BETWEEN ADULTS AND CHILDREN THROUGH TALKING, READING, SINGING, PLAYING, AND STORYTELLING. THESE EVENTS AND PARTNERSHIPS HELPED SPREAD AWARENESS ABOUT EARLY BRAIN DEVELOPMENT AND THE SIMPLE BUT POWERFUL WAYS CAREGIVERS AND COMMUNITIES CAN SUPPORT YOUNG CHILDREN. THE MOMENTUM BUILT THIS YEAR IS CREATING NEW OPPORTUNITIES TO GROW LOCAL ENGAGEMENT, STRENGTHEN PARTNERSHIPS, AND WORK TOGETHER IN SUPPORT OF CHILDREN AND FAMILIES ACROSS THE ST. CROIX VALLEY. HIGHLIGHTS OF LITTLE MOMENTS COUNT IN 2024: 125+ ATTENDEES AT MAY'S LAUNCH EVENT; 16 OUTREACH EVENTS ATTENDED ACROSS THE ST. CROIX VALLEY; 1,500+ CAREGIVERS, FAMILIES, AND COMMUNITY MEMBERS REACHED; 1 REGIONAL COUNCIL FORMED, REPRESENTING 5 COUNTIES AND GROWING PARTNERSHIPS IN RURAL EARLY CHILDHOOD SPACES. WESTFIELDS PROVIDED VAN TRANSPORTATION AT NO COST TO PATIENTS LIVING WITHIN 25 MILES OF THE HOSPITAL WHO WOULD OTHERWISE FACE BARRIERS TO ACCESSING CARE DUE TO LACK OF TRANSPORTATION. IN 2024, THIS SERVICE PROVIDED A COMMUNITY BENEFIT VALUED AT OVER $43,000. WESTFIELDS CONTINUES TO HOST, MAINTAIN AND SUPPORT THE COMMUNITY GARDEN ALONGSIDE LOCAL COMMUNITY PARTNERS. FORM 990, PART III, LINE 4A 2. HEALTH PROFESSIONS EDUCATION: $403,085 IN 2024, WESTFIELDS CONTINUED ITS COMMITMENT TO TRAINING THE NEXT GENERATION OF HEALTH PROFESSIONALS BY SERVING AS A CLINICAL TRAINING SITE FOR STUDENTS ACROSS A VARIETY OF DISCIPLINES. STUDENTS GAINED HANDS-ON EXPERIENCE IN REAL-WORLD CARE SETTINGS UNDER THE SUPERVISION OF EXPERIENCED CLINICIANS. CLINICAL TRAINING WAS PROVIDED IN THE FIELDS OF NURSING, CERTIFIED REGISTERED NURSE ANESTHETIST, RADIOLOGY, PHARMACY, PHLEBOTOMY, PHYSICAL THERAPY, OCCUPATIONAL THERAPY, RESIDENT PHYSICIANS, AND EMERGENCY MEDICAL TECHNICIAN PARAMEDICS. 3. SUBSIDIZED HEALTH SERVICES: $3,232,113 WESTFIELDS IS COMMITTED TO PROVIDING NEEDED SERVICES, EVEN AT A FINANCIAL LOSS, BECAUSE THEY ARE NEEDED IN THE COMMUNITY AND WOULD OTHERWISE NOT BE AVAILABLE IN SUFFICIENT AMOUNTS. IN 2024, SUBSIDIZED HEALTH SERVICES INCLUDED: PRIMARY AND SPECIALTY CLINICS, RESPIRATORY THERAPY, BEHAVIORAL HEALTH, AND ONCOLOGY. 4. CASH AND IN-KIND CONTRIBUTIONS: $13,688 WESTFIELDS SUPPORTED LOCAL NONPROFIT ORGANIZATIONS AND COMMUNITY GROUPS THROUGH CHARITABLE DONATIONS AND SPONSORSHIPS IN 2024. BENEFICIARIES INCLUDED THE SALVATION ARMY, RIVER VALLEY CHARITIES, HALOS OF THE ST. CROIX VALLEY, FAMILY RESOURCE CENTER ST. CROIX VALLEY, AND THE ALZHEIMER'S ASSOCIATION. THESE CONTRIBUTIONS HELP ENHANCE LOCAL SERVICES AND PROMOTE HEALTH AND WELL-BEING IN THE NEW RICHMOND AREA. IN-KIND DONATIONS INCLUDE STAFF HOURS SPENT IN SUPPORT OF LOCAL COMMUNITY BOARDS OR COMMITTEE WORK SUCH AS: REGIONAL TRAUMA ADVISORY COUNCIL AND STATE TRAUMA ADVISORY COMMITTEE. 5. COMMUNITY BUILDING ACTIVITIES: $18,299 WESTFIELDS PROVIDES LEADERSHIP AND PARTICIPATES IN SEVERAL STRATEGIC COMMUNITY COLLABORATIONS AND INITIATIVES, INCLUDING: COMMUNITY HEALTH ACTION TEAM, LIVING WELL TOGETHER, SHINE, HEALTHIER TOGETHER, AND NORTHWEST WISCONSIN HEALTHCARE EMERGENCY READINESS. WESTFIELDS ALSO CONTINUES TO PRIORITIZE SUSTAINABILITY AND ENVIRONMENTAL STEWARDSHIP THROUGH A VARIETY OF INITIATIVES: 70 TONS OF MATERIALS WERE REUSED OR RECYCLED, KEEPING THEM OUT OF THE LANDFILL; MORE THAN $300,000 WAS SAVED THROUGH THE GREENING THE OR PROGRAM; 0.2 TONS OF EQUIPMENT WERE DONATED FOR REUSE; 69 TONS OF RECYCLABLE MATERIALS WERE PROCESSED. THE MEDICATION TAKE BACK PROGRAM COLLECTED 721 POUNDS OF UNUSED MEDICATIONS, HELPING PREVENT ACCIDENTAL POISONING OR MISUSE AND PROTECTING LOCAL WATER SUPPLIES. 6. COMMUNITY BENEFIT OPERATIONS: $21,066 STAFF TIME IS ALLOCATED TO THE TRAINING, MANAGEMENT AND REPORTING OF COMMUNITY BENEFITS TO BEST CAPTURE WESTFIELDS COMMITMENT TO COMMUNITY HEALTH IMPROVEMENT. IN 2024, WESTFIELDS ALSO ALLOCATED FUNDING TO SUPPORT PLANNING EFFORTS FOR THE NEXT COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA). THIS INCLUDED FEES PAID TO HEALTHPARTNERS CENTER FOR EVALUATION AND SURVEY RESEARCH (CESR), WHO PROVIDES TECHNICAL SUPPORT, DATA COLLECTION AND FACILITATION FOR CHNA-RELATED ACTIVITIES. 7. ORGANIZATION AWARDS AND ACHIEVEMENTS WESTFIELDS IS PROUD OF ITS CONTINUED STATE AND NATIONAL AWARD-WINNING TRADITIONS OF EXCEPTIONAL CARE AND PERFORMANCE IN ALL AREAS. HERE ARE A FEW OF THE HIGHLIGHTS FROM 2024: TOP 100 CRITICAL ACCESS HOSPITAL IN THE COUNTRY FROM THE CHARTIS CENTER FOR RURAL HEALTH; 2024 PERFORMANCE LEADERSHIP AWARD WINNER IN THE "QUALITY AND "PATIENT PERSPECTIVE" CATEGORIES FROM THE CHARTIS GROUP; TREE CAMPUS HEALTHCARE AWARD FROM THE ARBOR DAY FOUNDATION; GREENHEALTH EMERALD AWARD FROM PRACTICE GREENHEALTH; NAMED A PERFORMER BY THE WISCONSIN HOSPITAL ASSOCIATION IN THE FOLLOWING CATEGORIES: INFECTIONS, PATIENT EXPERIENCE, PATIENT SAFETY ALL PATIENTS AND PATIENTS WITH SURGERY, READMISSIONS; FIVE-STAR PATIENT SURVEY RATING, PUBLISHED BY THE CENTERS FOR MEDICARE AND MEDICAID SERVICES; WESTFIELDS CEO WAS NAMED ONE OF 90 CRITICAL ACCESS HOSPITAL CEOS TO KNOW BY BECKER'S HOSPITAL REVIEW; ONE OF WESTFIELDS NURSES WAS NAMED NURSE EXECUTIVE OF THE YEAR BY THE WISCONSIN ORGANIZATION OF NURSE LEADERS; ONE OF WESTFIELDS NURSES WAS NAMED NURSE LEADER OF THE YEAR BY THE WISCONSIN ORGANIZATION OF NURSE LEADERS. FORM 990, PART VI, SECTION A, LINE 4 THE CORPORATION'S ARTICLES OF INCORPORATION AND BYLAWS WERE AMENDED TO REMOVE REFERENCES TO RH-WISCONSIN, INC. AS A CORPORATE MEMBER AND MAKE OTHER CHANGES TO IDENTIFY GROUP HEALTH, INC. AS THE SOLE CORPORATE MEMBER. FORM 990, PART VI, SECTION A, LINE 6 THE CORPORATE MEMBER OF THE HOSPITAL IS GROUP HEALTH, INC. FORM 990, PART VI, SECTION A, LINE 7A GROUP HEALTH, INC. APPOINTS THREE DIRECTORS TO THE BOARD. EIGHT COMMUNITY DIRECTORS ARE APPOINTED AS DIRECTORS BY GROUP HEALTH, INC. UPON RECOMMENDATION BY THE EXECUTIVE COMMITTEE OF THE BOARD, AND TWO HEALTH CARE PROVIDERS ARE APPOINTED AS DIRECTORS BY THE BOARD. FORM 990, PART VI, SECTION A, LINE 7B THE HOSPITAL'S CORPORATE MEMBER, GROUP HEALTH, INC., APPROVES THE DECISIONS OF THE BOARD OF DIRECTORS AS FOLLOWS: - AMENDMENT OF ARTICLES OR BYLAWS - DISSOLUTION - CHANGE IN FUNDAMENTAL NATURE OR PURPOSE - SALE, LEASE, EXCHANGE, MORTGAGE, PLEDGE, OR DISPOSITION OF ALL OR SUBSTANTIALLY ALL ASSETS - MERGER OR CONSOLIDATION WITH ANY OTHER ORGANIZATION OR ENTITY - ANNUAL CAPITAL BUDGETS, OPERATING BUDGETS, AND STRATEGIC PLANS - UNBUDGETED CONTRACTS WITH OR EXPENDITURES TO UNALLILIATED ORGANIZATIONS - ESTABLISHMENT OF NEW ENTITITES OR SIGNIFICANT RELATIONSHIPS WITH OTHER ENTITITES - GUARANTEEING DEBTS OF OTHER PERSON OR ENTITY - BORROWING OR LENDING FUNDS - TRANSFER OR CONTRIBUTIONS OF ASSETS TO ANOTHER ENTITY - APPOINTMENT OF THE PRESIDENT AND THE BOARD CHAIR FORM 990, PART VI, SECTION B, LINE 11B THE HOSPITAL'S 990 RETURN HAS A COMPREHENSIVE REVIEW PROCESS THAT IS FOLLOWED BEFORE IT IS PRESENTED TO THE GOVERNING BODY OF THE HOSPITAL. THE REVIEW PROCESS INCLUDES A LAYERED REVIEW BY THE TAX DEPARTMENT OF GROUP HEALTH, INC. (GHI), THE MANAGEMENT TEAM OF THE HOSPITAL, GHI'S INTERNAL LEGAL DEPARTMENT AND THE HOSPITAL'S OUTSIDE INDEPENDENT ACCOUNTANTS. EACH ONE OF THOSE AREAS HAS AN OPPORTUNITY TO REVIEW, ASK QUESTIONS AND MAKE COMMENTS BACK TO THE TAX DEPARTMENT OF GHI BEFORE THE FORM 990 IS COMPLETED AND PRESENTED TO THE GOVERNING BODY OF THE HOSPITAL. THE HOSPITAL MAKES AVAILABLE TO THE GOVERNING BODY (BOARD OF DIRECTORS) A COPY OF THE 990 FOR REVIEW AND COMMENT PRIOR TO THE FILING OF THE 990 RETURN. FORM 990, PART VI, SECTION B, LINE 12C THE HOSPITAL BOARD MONITORS POTENTIAL CONFLICTS OF INTEREST ON THE PART OF ITS BOARD MEMBERS, PRINCIPAL OFFICERS, MEMBERS OF COMMITTEES WITH BOARD DELEGATED POWERS, AND KEY EMPLOYEES ("COVERED PERSONS") BY MAINTAINING A CONFLICT OF INTEREST POLICY. UNDER THE POLICY, COVERED PERSONS ANNUALLY ARE PROVIDED WITH A COPY OF THE POLICY AND ASKED TO COMPLETE A QUESTIONNAIRE IDENTIFYING ANY POTENTIAL CONFLICTS OF INTERESTS. THE GENERAL COUNSEL OF HEALTHPARTNERS REVIEWS THE QUESTIONNAIRE RESPONSES AND DEVELOPS A REPORT DETAILING ANY POTENTIALLY MATERIAL CONFLICTS FOR THE PRESIDENT AND CHAIR OF THE BOARD. A VERBAL SUMMARY IS ALSO GIVEN TO THE FULL BOARD OR APPROPRIATE COMMITTEE ENDING WITH A REMINDER TO COVERED PERSONS OF THE POLICY'S MANDATE THAT EACH PERSON IS OBLIGATED TO DISCLOSE ANY NEW POTENTIAL CONFLICTS AS THEY MAY ARISE THROUGHOUT THE YEAR. BOARD AGENDAS AND EXECUTIVE DECISIONS ARE MONITORED IN RELATION TO THIS POLICY. IF A DISCLOSED CONFLICT OF INTEREST IMPACTS AN AGENDA ITEM OR DECISION, THE COVERED PERSON WOULD BE EXCLUDED FROM VOTING AND MAY BE EXCLUDED FROM RECEIVING INFORMATION AND/OR PARTICIPATING IN DELIBERATIONS, DEPENDING ON THE CIRCUMSTANCES. FORM 990, PART VI, SECTION B, LINE 15 THE HOSPITAL PRESIDENT AND ITS OFFICERS ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), GROUP HEALTH, INC. (GHI), OR LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION (LAKEVIEW) ALL OF WHICH ARE RELATED ORGANIZATIONS, OR BY WESTFIELDS HOSPITAL. GHI, AND REGIONS, LAKEVIEW AND WESTFIELDS HOSPITAL HAVE AN ANNUAL PROCESS TO REVIEW THE MARKET COMPARABILITY OF THE TOTAL COMPENSATION OF THE HOSPITAL PRESIDENT AND OTHER OFFICERS. EVERY THREE YEARS, THE INDEPENDENT COMPENSATION COMMITTEE OF THE GHI BOARD OF DIRECTORS (THE "COMMITTEE"), RETAINS AN EXTERNAL COMPENSATION EXPERT TO CONDUCT AN EXTENSIVE MARKET COMPARABILITY REVIEW FOR ALL OFFICERS OF THE ORGANIZATION. THE REVIEW INCLUDES ALL COMPONENTS OF TOTAL COMPENSATION: BASE SALARY, ANNUAL INCENTIVES, BENEFITS AND PERQUISITES. THE MARKET SURVEY RESULTS ARE PRESENTED TO, REVIEWED BY AND APPROVED BY THE APPROPRIATE COMMITTEE. BASED ON THIS DATA, EITHER THE EXECUTIVE COMMITTEE OF LAKEVIEW, THE EXECUTIVE COMMITTEE OF REGIONS, THE COMPENSATION COMMITTEE OF GHI OR WESTFIELDS EXECUTIVE COMMITTEE (THE "COMMITTEES") DETERMINE MINIMUM AND MAXIMUM TOTAL COMPENSATION RANGES FOR EACH EMPLOYED OFFICER. IN INTERIM YEARS, GHI'S HUMAN RESOURCES STAFF, UNDER THE COMMITTEES' DIRECTION, UPDATES CHANGES IN THE SALARY STRUCTURE BASED ON THE SAME INDEPENDENT STUDIES PERFORMED BY THE COMPENSATION CONSULTANT FOR THE COMMITTEE. FOR CERTAIN POSITIONS FULL INDEPENDENT REVIEWS ARE PERFORMED TO SET SALARY RANGES BASED ON THE COMPETITIVE MARKET DATA SPECIFIC TO THOSE POSITIONS. THE COMMITTEES REVIEW AND APPROVE EACH YEAR'S COMPENSATION RESULTS. IN ALL CASES, THE COMMITTEES' MEMBERS COMPLETE AN ANNUAL CONFLICT OF INTEREST SURVEY TO ASSURE THE COMMITTEES MEMBERS' INDEPENDENCE AND THIS IS UPDATED AT ANY MEETING AT WHICH DECISIONS ARE BEING MADE. STAFF (OTHER THAN THE SECRETARY TO THE BOARD) IS NOT IN THE ROOM DURING DELIBERATIONS OR VOTE INCLUDING EXECUTIVE SESSIONS, AND CONTEMPORANEOUS MINUTES ARE KEPT. WITH THE HOSPITAL BOARD OF DIRECTORS INPUT, THE ST CROIX VALLEY EXECUTIVE LEADER CONDUCTS THE ANNUAL PERFORMANCE REVIEW AND, WITH THE HOSPITAL BOARD APPROVAL, DETERMINES THE COMPENSATION OF THE HOSPITAL PRESIDENT. THE HOSPITAL BOARD HAS DELEGATED TO THE PRESIDENT THE ACCOUNTABILITY TO CONDUCT ANNUAL PERFORMANCE REVIEWS AND DETERMINE THE COMPENSATION OF ALL THE HOSPITALS-EMPLOYED OFFICERS WITHIN THE COMPENSATION RANGES DETERMINED BY THE COMMITTEE. ANY EXCEPTIONS TO COMPENSATION IN EXCESS OF THE APPROVED RANGES ARE APPROVED BY THE HOSPITAL EXECUTIVE COMMITTEE. TOTAL COMPENSATION IS APPROPRIATELY DOCUMENTED ON THE FORM 990 AND ON THE EMPLOYEE'S W-2. FORM 990, PART VI, SECTION C, LINE 19 THE HOSPITAL FINANCIAL STATEMENTS AND 990 RETURNS ARE MADE AVAILABLE TO ANY PERSON WHO REQUESTS THE INFORMATION FROM THE HOSPITAL OR HEALTHPARTNERS. 990, PART VII, SEC A, LN 1A, COL (B) - RELATED ORGANIZATION AVERAGE HOURS DIRECTORS AND OFFICERS OF THE HOSPITAL ARE EMPLOYED AND COMPENSATED BY GROUP HEALTH, INC., REGIONS HOSPITAL OR THE HOSPITAL. REPORTED AVERAGE HOURS WORKED ARE BASED ON THEIR TOTAL COMPENSATION FROM ALL RELATED ORGANIZATIONS. FORM 990, PART XI, LINE 9: TRANSFER FROM WESTFIELDS HOSPITAL FOUNDATION 1,657,824. HEALTHPARTNERS INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411693838 HYBRID STAFF MODEL/NETWORK MODEL HEALTH MAINTENANCE ORGANIZATION MN 501(C)(4) N/A 0 GROUP HEALTH INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 410797853 CLINIC SERVICES MN 501(C)(3) 170(B)(1) (A)(III) HEALTHPARTNERS INC 0 HEALTHPARTNERS INSTITUTE 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411670163 HEALTHCARE EDUCATION AND RESEARCH MN 501(C)(3) 509(A)(3) TYPE I HEALTHPARTNERS INC 0 CAPITOL VIEW TRANSITIONAL CARE CENTER 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 412011453 TRANSITIONAL CARE SERVICES, STEP DOWN FROM INPATIENT HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 REGIONS HOSPITAL 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 410956618 HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 REGIONS HOSPITAL FOUNDATION 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411888902 PROVIDE SUPPORT TO HOSPITAL AND COMMUNITY HEALTH MN 501(C)(3) 170(B)(1) (A)(VI) GROUP HEALTH INC 0 RHSC INC 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