SANFORD: Form 990, tax year 2016
View the entire original 990 at ProPublica ↗
- Organization
- SANFORD (EIN 45-3791176)
- Tax period
- 2016-07-01 to 2017-06-30
- Filed
- 2018-05-14
- IRS object ID
- 201821349349303832
- Schema version
- 2016v3.0
- 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 N
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2018-05-14T11:24:24-05:00 | ReturnTs |
| Tax Period End | 2017-06-30 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Deloitte Tax LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 50 South Sixth Street 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 | 2016-07-01 | 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 | JoAnn Kunkel | PersonNm |
| Person Title | Chief Financial Officer | PersonTitleTxt |
| Phone | 6053331000 | PhoneNum |
| Signature | 2018-05-01 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Anne Fulton | PreparerPersonNm |
| PTIN | P00941863 | PTIN |
| Phone | 6123974000 | PhoneNum |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 206.208.217.38 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IP | 2018-05-14 | IPDt |
| IP Tm | 11:23:34 | IPTm |
| IP Timezone | CD | IPTimezoneCd |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | 0FDB8FBFA36C57F2553171E5152298B76FE0BB0B | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | 0FDB8FBFA36C57F2553171E5152298B76FE0BB0B | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2016 | TaxYr |
| Build TS | 2021-01-29 14:40:06Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Change | Yes (X) | AddressChangeInd |
| Principal Officer | Kelby Krabbenhoft | 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 | $3,747,183,171 | 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 the Work of Health and Healing" | ActivityOrMissionDesc |
| Contract Termination | Yes (X) | ContractTerminationInd |
| Voting Members Governing Body | 15 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 7 | VotingMembersIndependentCnt |
| Total Employee | 31766 | TotalEmployeeCnt |
| Total Volunteers | 3000 | TotalVolunteersCnt |
| Total Gross UBI | $38,302,285 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $3,892,311 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $55,386,334 | PYContributionsGrantsAmt |
| CY Contributions Grants | $70,015,308 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $3,553,249,301 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $3,669,768,613 | CYProgramServiceRevenueAmt |
| PY Investment Income | $8,700,289 | PYInvestmentIncomeAmt |
| CY Investment Income | -$1,365,155 | CYInvestmentIncomeAmt |
| PY Other Revenue | $4,325,206 | PYOtherRevenueAmt |
| CY Other Revenue | $3,059,111 | CYOtherRevenueAmt |
| PY Total Revenue | $3,621,661,130 | PYTotalRevenueAmt |
| CY Total Revenue | $3,741,477,877 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $14,409,710 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $22,990,888 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $2,090,504,437 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $2,181,401,280 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,304,233,969 | PYOtherExpensesAmt |
| CY Other Expenses | $1,398,380,656 | CYOtherExpensesAmt |
| PY Total Expenses | $3,409,148,116 | PYTotalExpensesAmt |
| CY Total Expenses | $3,602,772,824 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $212,513,014 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $138,705,053 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,666,510,312 | TotalAssetsBOYAmt |
| Total Assets EOY | $2,760,585,976 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $1,574,793,011 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $1,598,658,494 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,091,717,301 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $1,161,927,482 | 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 | $3,126,592,371 | ExpenseAmt |
| Grant | $22,979,888 | GrantAmt |
| Revenue | $3,666,072,736 | 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 | $11,696,380 | ExpenseAmt |
| 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 | $13,860,412 | ExpenseAmt |
| Grant | $11,000 | GrantAmt |
| Revenue | $3,695,877 | RevenueAmt |
| Desc | Sanford Research is a non-profit health research organization with 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; 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 offers 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 | $3,152,149,163 | 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 |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| 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 | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (1) | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | Yes (1) | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | Yes (1) | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | Yes (1) | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 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 | 2388 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 31766 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 15 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 7 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | Yes (1) | 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 | JoAnn Kunkel CFO | 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 (57 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | OfficerOfficerInd | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Barb Everist | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Andy North Start Jan 17 | ||||||||||
| Trustee | 2.00 | 5.40 | Yes (X) | $120,000 | $0 | $0 | ||||
| Brent Teiken | ||||||||||
| Vice Chair | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | Yes (X) | |||
| David Beito | ||||||||||
| Past Chair | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | Yes (X) | |||
| Don Jacobs | ||||||||||
| Treasurer | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | Yes (X) | |||
| Don Morton | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| James Cain | ||||||||||
| Secretary | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Lauris Molbert thru Dec 16 | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Maria Bell MD | ||||||||||
| Trustee/Sanford Physician | 56.60 | 3.40 | Yes (X) | $772,862 | $0 | $38,506 | ||||
| Mark Lundeen MD | ||||||||||
| Trustee/Sanford Physician | 56.60 | 3.40 | Yes (X) | $815,419 | $0 | $27,448 | ||||
| Mark Paulson MD | ||||||||||
| Chair/Sanford Physician | 56.60 | 3.40 | Yes (X) | $244,344 | $0 | $33,153 | Yes (X) | |||
| Melissa Hinton | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Michael LeBeau MD | ||||||||||
| Trustee/Sanford Physician | 56.60 | 3.40 | Yes (X) | $1,404,463 | $0 | $34,070 | ||||
| Patrick Durick | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Thomas Hruby | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Kelby K Krabbenhoft | ||||||||||
| Sanford President & CEO | 5.00 | 55.00 | Yes (X) | $2,185,396 | $0 | $21,578 | Yes (X) | |||
| Kelby K Krabbenhoft Deferred Comp | ||||||||||
| Sanford President & CEO | 5.00 | 55.00 | Yes (X) | $0 | $0 | $825,962 | Yes (X) | |||
| JoAnn L Kunkel | ||||||||||
| Chief Financial Officer | 23.00 | 37.00 | $889,839 | $0 | $36,676 | Yes (X) | ||||
| Nate White | ||||||||||
| Chief Operating Officer | 60.00 | 0.00 | $1,140,602 | $0 | $38,698 | Yes (X) | ||||
| Richard G Adcock | ||||||||||
| Chief Innovation Officer | 60.00 | 0.00 | $848,271 | $0 | $38,308 | Yes (X) | ||||
| Kim Patrick | ||||||||||
| Chief Legal Officer | 60.00 | 0.00 | $715,206 | $0 | $37,184 | Yes (X) | ||||
| Bill Marlette | ||||||||||
| Treasurer | 60.00 | 0.00 | $877,097 | $0 | $1,680 | Yes (X) | ||||
| Bill Marlette Deferred Comp | ||||||||||
| Treasurer | 60.00 | 0.00 | $0 | $0 | $197,936 | Yes (X) | ||||
| Al Hurley | ||||||||||
| VP Operations Bismarck | 60.00 | 0.00 | $404,695 | $0 | $26,458 | Yes (X) | ||||
| Allison Suttle MD | ||||||||||
| Senior VP Chief Medical Of | 60.00 | 0.00 | $690,916 | $0 | $38,410 | Yes (X) | ||||
| Bradley J Schipper | ||||||||||
| VP Operations Sioux Falls | 60.00 | 0.00 | $540,708 | $0 | $38,308 | Yes (X) | ||||
| Bruce D Viessman | ||||||||||
| VP Finance Health Network | 50.00 | 10.00 | $319,842 | $0 | $34,896 | Yes (X) | ||||
| Bryan Nermoe | ||||||||||
| Exec VP Bemidji | 50.00 | 10.00 | $621,294 | $0 | $33,905 | Yes (X) | ||||
| Cole Turner | ||||||||||
| VP Finance Sioux Falls | 60.00 | 0.00 | $300,840 | $0 | $37,033 | Yes (X) | ||||
| Craig Boyer | ||||||||||
| VP Finance Bemidji | 55.00 | 5.00 | $298,021 | $0 | $34,331 | Yes (X) | ||||
| Craig Lambrecht | ||||||||||
| Exec VP Bismarck | 50.00 | 10.00 | $1,039,958 | $0 | $36,226 | Yes (X) | ||||
| Daniel W Blue | ||||||||||
| Exec VP Clinic | 60.00 | 0.00 | $937,630 | $0 | $38,252 | Yes (X) | ||||
| Douglas Okland | ||||||||||
| VP Clinic Finance | 60.00 | 0.00 | $315,673 | $0 | $17,320 | Yes (X) | ||||
| Ellen Cooke | ||||||||||
| VP Operations Fargo | 55.00 | 5.00 | $549,368 | $0 | $23,810 | Yes (X) | ||||
| Eric Hilmoe | ||||||||||
| VP Operations Health Netwo | 55.00 | 5.00 | $354,151 | $0 | $14,000 | Yes (X) | ||||
| Jesse Tischer | ||||||||||
| Exec VP Health Network | 50.00 | 10.00 | $633,209 | $0 | $34,334 | Yes (X) | ||||
| Joy Johnson | ||||||||||
| VP Operations Bemidji | 55.00 | 5.00 | $396,453 | $0 | $26,482 | Yes (X) | ||||
| Kirk Cristy | ||||||||||
| VP Finance Bismarck | 55.00 | 5.00 | $329,338 | $0 | $21,383 | Yes (X) | ||||
| Matthew Hocks | ||||||||||
| Senior VP Clinic | 60.00 | 0.00 | $584,290 | $0 | $37,504 | Yes (X) | ||||
| Michael E Farritor | ||||||||||
| VP Clinic Sioux Falls | 60.00 | 0.00 | $522,029 | $0 | $39,150 | Yes (X) | ||||
| Michelle A Bruhn | ||||||||||
| Senior VP Finance Health S | 60.00 | 0.00 | $585,005 | $0 | $16,574 | Yes (X) | ||||
| Michelle M Micka | ||||||||||
| Senior VP Finance Corp Con | 60.00 | 0.00 | $408,519 | $0 | $37,320 | Yes (X) | ||||
| Paul Hanson | ||||||||||
| Exec VP Sioux Falls | 50.00 | 10.00 | $857,534 | $0 | $36,258 | Yes (X) | ||||
| Paul Richard | ||||||||||
| Exec VP Fargo | 50.00 | 10.00 | $864,715 | $0 | $36,318 | Yes (X) | ||||
| Randy Bury | ||||||||||
| Senior VP Operations | 60.00 | 0.00 | $836,221 | $0 | $9,114 | Yes (X) | ||||
| Randy Bury Deferred Comp | ||||||||||
| Senior VP Operations | 60.00 | 0.00 | $0 | $0 | $19,065 | Yes (X) | ||||
| Tiffany Lawrence | ||||||||||
| VP Finance Fargo | 55.00 | 5.00 | $378,058 | $0 | $32,848 | Yes (X) | ||||
| Scott Pham | ||||||||||
| Physician | 60.00 | 0.00 | $2,895,924 | $0 | $38,506 | Yes (X) | ||||
| Tomasz P Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,545,106 | $0 | $35,956 | Yes (X) | ||||
| Adam T Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,374,312 | $0 | $35,548 | Yes (X) | ||||
| William C Brunner | ||||||||||
| Physician | 60.00 | 0.00 | $2,644,176 | $0 | $35,956 | Yes (X) | ||||
| Timothy Lindley | ||||||||||
| Physician | 60.00 | 0.00 | $2,327,035 | $0 | $35,316 | Yes (X) | ||||
| David Link thru 116 | ||||||||||
| Frmr Chief Strategy Officer | 60.00 | 0.00 | $4,172,185 | $0 | $1,867 | Yes (X) | ||||
| Brenda Larsen | ||||||||||
| Frmr VP Ops Bsmck thru 12/15 | 60.00 | 0.00 | $297,618 | $0 | $39,100 | Yes (X) | ||||
| Daniel Olson | ||||||||||
| Frmr Exec VP Bemidji thru 12 15 | 55.00 | 5.00 | $403,845 | $0 | $34,979 | Yes (X) | ||||
| Richard Giesel | ||||||||||
| Frmr Exec VP Health Netw thru 1/16 | 60.00 | 0.00 | $887,723 | $0 | $0 | Yes (X) | ||||
| Cecily Tucker | ||||||||||
| Frmr VP Fin D&R thru 12/12 | 60.00 | 0.00 | $328,531 | $0 | $15,938 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $41,658,421 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $2,323,664 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 2619 | 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 |
|---|---|---|---|---|---|
| MA Mortenson Company | |||||
| 700 Meadow Lane N | Minneapolis | MN | 55422 | Construction | $102,402,244 |
| Owens & Minor Inc | |||||
| 12199 Collection Center | Chicago | IL | 60693 | Medical Services | $69,667,431 |
| Medtronic USA | |||||
| 710 Medtronic Parkway | Minneapolis | MN | 55432 | Medical Services | $43,270,418 |
| GE Healthcare | |||||
| 1053 W Grand Ave | Chicago | IL | 60642 | Medical Services | $33,418,425 |
| Henry Carlson Construction | |||||
| 1205 Russell Street | Sioux Falls | SD | 57104 | Construction | $31,453,068 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 1126 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $46,112,192 | RelatedOrganizationsAmt |
| Government Grants | $19,166,661 | GovernmentGrantsAmt |
| All Other Contributions | $4,736,455 | AllOtherContributionsAmt |
| Total Contributions | $70,015,308 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Services | 621400 | $1,875,381,577 | $1,875,381,577 | |
| Medicare/Medicaid | 621400 | $1,475,193,661 | $1,475,193,661 | |
| Durable Med Equip Sale | 446199 | $127,849,778 | $111,286,810 | $16,562,968 |
| 340B Revenue | 900099 | $93,663,659 | $93,663,659 | |
| Purchased Services | 541900 | $22,254,261 | $19,259,165 | $2,995,096 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $75,425,677 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $48,933,112 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $18,744,221 | UnrelatedBusinessRevenueAmt |
| Exclusion | $7,748,344 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $3,669,768,613 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,711,389 | TotalRevenueColumnAmt |
| Exclusion | $1,711,389 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $58,473 | TotalRevenueColumnAmt |
| Exclusion | $58,473 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,665,088 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $664,450 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $3,000,638 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,000,638 | TotalRevenueColumnAmt |
| Exclusion | $3,000,638 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $1,964,300 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $5,040,844 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | -$3,076,544 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$3,076,544 | TotalRevenueColumnAmt |
| Exclusion | -$3,076,544 | ExclusionAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,741,477,877 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,623,717,984 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $38,302,285 | UnrelatedBusinessRevenueAmt |
| Exclusion | $9,442,300 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,980,888 | TotalAmt |
| Program Services | $22,980,888 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,000 | TotalAmt |
| Program Services | $10,000 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $43,982,085 | TotalAmt |
| Program Services | $3,370,265 | ProgramServicesAmt |
| Management And General | $40,611,820 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,232,192 | TotalAmt |
| Management And General | $1,232,192 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,761,815,629 | TotalAmt |
| Program Services | $1,592,616,447 | ProgramServicesAmt |
| Management And General | $169,199,182 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $79,605,293 | TotalAmt |
| Program Services | $65,776,756 | ProgramServicesAmt |
| Management And General | $13,828,537 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $182,059,008 | TotalAmt |
| Program Services | $151,381,573 | ProgramServicesAmt |
| Management And General | $30,677,435 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $112,707,073 | TotalAmt |
| Program Services | $95,478,318 | ProgramServicesAmt |
| Management And General | $17,228,755 | ManagementAndGeneralAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $9,060,267 | TotalAmt |
| Management And General | $9,060,267 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,233,977 | TotalAmt |
| Management And General | $1,233,977 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $760,723 | TotalAmt |
| Management And General | $760,723 | ManagementAndGeneralAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $63,881 | TotalAmt |
| Management And General | $63,881 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $217,518,631 | TotalAmt |
| Program Services | $168,446,828 | ProgramServicesAmt |
| Management And General | $49,071,803 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $17,541,742 | TotalAmt |
| Program Services | $1,347,138 | ProgramServicesAmt |
| Management And General | $16,194,604 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $42,536,407 | TotalAmt |
| Program Services | $29,679,601 | ProgramServicesAmt |
| Management And General | $12,856,806 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $47,593,021 | TotalAmt |
| Program Services | $27,104,092 | ProgramServicesAmt |
| Management And General | $20,488,929 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $85,833,298 | TotalAmt |
| Program Services | $67,550,635 | ProgramServicesAmt |
| Management And General | $18,282,663 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $16,065,828 | TotalAmt |
| Program Services | $12,789,370 | ProgramServicesAmt |
| Management And General | $3,276,458 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,840,313 | TotalAmt |
| Program Services | $3,475,820 | ProgramServicesAmt |
| Management And General | $4,364,493 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $27,717,293 | TotalAmt |
| Program Services | $27,446,909 | ProgramServicesAmt |
| Management And General | $270,384 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $145,694,772 | TotalAmt |
| Program Services | $123,339,360 | ProgramServicesAmt |
| Management And General | $22,355,412 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,890,750 | TotalAmt |
| Program Services | $14,362,136 | ProgramServicesAmt |
| Management And General | -$2,471,386 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| Medical Supplies | $731,024,573 | $719,832,825 | $11,191,748 |
| MinnesotaCare Tax | $6,534,371 | $6,534,371 | |
| CME | $5,806,622 | $5,806,622 | |
| Intercompany Purchases | $1,282,160 | $677 | $1,281,483 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $22,382,027 | TotalAmt |
| Program Services | $12,818,532 | ProgramServicesAmt |
| Management And General | $9,563,495 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,602,772,824 | TotalAmt |
| Program Services | $3,152,149,163 | ProgramServicesAmt |
| Management And General | $450,623,661 | 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 | $140,266,525 | BOYAmt |
| EOY | $32,062,918 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $12,146,539 | BOYAmt |
| EOY | $46,887,242 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $520,545,199 | BOYAmt |
| EOY | $503,537,992 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $21,047 | BOYAmt |
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $0 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $39,516,483 | BOYAmt |
| EOY | $42,248,539 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $64,849,835 | BOYAmt |
| EOY | $75,876,025 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $36,983,077 | BOYAmt |
| EOY | $34,055,950 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $3,201,548,397 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $1,492,961,481 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,608,298,161 | BOYAmt |
| EOY | $1,708,586,916 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,815,449 | BOYAmt |
| EOY | $2,021,421 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $18,858,207 | BOYAmt |
| EOY | $389 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $42,622,902 | BOYAmt |
| EOY | $51,235,834 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $58,202,717 | BOYAmt |
| EOY | $54,608,534 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $122,384,171 | BOYAmt |
| EOY | $209,464,216 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,666,510,312 | BOYAmt |
| EOY | $2,760,585,976 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $448,983,122 | BOYAmt |
| EOY | $385,982,229 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,768,497 | BOYAmt |
| EOY | $2,004,207 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,528,337 | BOYAmt |
| EOY | $1,759,629 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $885,526,843 | BOYAmt |
| EOY | $933,378,635 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $267,646 | BOYAmt |
| EOY | $196,029 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $43,182,309 | BOYAmt |
| EOY | $70,004,924 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $191,536,257 | BOYAmt |
| EOY | $205,332,841 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,574,793,011 | BOYAmt |
| EOY | $1,598,658,494 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,091,710,111 | BOYAmt |
| EOY | $1,161,916,292 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,190 | BOYAmt |
| EOY | $8,190 | EOYAmt |
Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| EOY | $3,000 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,091,717,301 | BOYAmt |
| EOY | $1,161,927,482 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,666,510,312 | BOYAmt |
| EOY | $2,760,585,976 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $138,705,053 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $845,992 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$69,340,864 | 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 |
| Supported Organizations | 18 | SupportedOrganizationsCnt |
| Supported Organizations Total | 18 | SupportedOrganizationsTotalCnt |
Form990 Schedule A Part VI Form990ScheduleAPartVIGrp (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| List of organizations 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 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 Medical Center Thief River Falls 170(b)(1)(A)(iii) Sanford Medical Center Mayville 170(b)(1)(A)(iii) Sanford Medical Center Wheaton 170(b)(1)(A)(iii) Sanford Hillsboro 170(b)(1)(A)(iii) 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 11b - Sanford Health, Sanford North, Sanford West and Sanford Health Network North are Type II supporting organizations. Detail for Schedule A, Part I Line 11, Column: (i) Sanford Medical Center; (ii) 46-0227855; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $35,445,866 Line 11, Column: (i) Sanford Clinic; (ii) 46-0447693; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $4,774,045 Line 11, Column: (i) Sanford Research; (ii) 46-0450378; (iii) 170(b)(1)(A)(iii)l (iv) Yes; (v) $694,090 Line 11, Column: (i) Sanford Home Health; (ii) 46-0282134; (iii) 509(a)(2); (iv) Yes; (v) $223,267 Line 11, Column: (i) Sanford Health Network; (ii) 46-0388596; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $10,123,512 Line 11, Column: (i) Sanford Clinic North; (ii) 91-1770748; (iii) 509(a)(2); (iv) Yes; (v) $6,540,325 Line 11, Column: (i) Sanford Medical Center Fargo; (ii) 45-0226909; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $39,213,461 Line 11, Column: (i) Sanford Medical Center Thief River Falls; (ii) 41-0709579; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $2,932,274 Line 11, Column: (i) Sanford Medical Center Mayville; (ii) 45-0228899; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $322,960 Line 11, Column: (i) Sanford Medical Center Wheaton; (ii) 27-2042143; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $310,140 Line 11, Column: (i) Sanford Hillsboro; (ii) 45-0230400; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $387,277 Line 11, Column: (i) Sanford World Clinics; (ii) 26-2707628; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $293,134 Line 11, Column: (i) Sanford Health of Northern Minnesota; (ii) 41-1266009; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $9,965,524 Line 11, Column: (i) Baker Park, Inc.; (ii) 41-1372480; (iii) 509(a)(2); (iv) Yes; (v) $23,378 Line 11, Column: (i) Sanford Health Foundation North; (ii) 45-0398104; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) $335,243 Line 11, Column: (i) Sanford Bismarck; (ii) 45-0226700; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) $17,792,974 Line 11, Column: (i) Sanford Living Centers; (ii) 45-0416454; (iii) 509(a)(2); (iv) Yes; (v) $562,399 Line 11, Column: (i) Sanford Health Foundation West; (ii) 45-0397196; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) $152,998 |
| Schedule A, Part III | Detail for Schedule A, Part III Line 1 - column: (a) 653,960; (b) 625,251; (c) 232,693; (d) 221,829; (e) 159.929; (f)1,893,662 Line 2 - column: (a) 353,433,077; (b) 195,263,418; (c) 214,359,949; (d) 229,728,673; (e) 205,167,015; (f) 1,197,952,132 Line 6 - column: (a) 354,087,037; (b) 195,888,669; (c) 214,592,642; (d) 229,950,502; (e) 205,326,944 (f) 1,199,845,794 Line 8 - column: (f) 1,199,845,794 Line 9 - column: (a) 354,087,037; (b) 195,888,669; (c) 214,592,642; (d) 229,950,502; (e) 205,326,944; (f) 1,199,845,794 Line 10a - column: (a) 1,011,110; (b) 970,589; (c) 671,284; (d) 718,153; (e) 693,419; (f) 4,064,555 Line 10c - column: (a) 1,011,110; (b) 970,589; (c) 671,284; (d) 718,153; (e) 693,419; (f) 4,064,555 Line 11 - column: (a) 197,834; (b) 279,896; (c) 400,943; (d) 274,195; (e) 410,742; (f) 1,563,610 Line 13 - column: (a) 355,295,981; (b) 197,139,154; (c) 215,664,869; (d) 230,942,850; (e) 206,450,944; (f) 1,205,493,798 Line 15: 99.53% Line 16: 99.57% Line 17: 0.34% Line 18: 0.32% Line 19a: X Line 19b: X Part IV, Section A Line 1: Yes Line 2: No Line 3a: No Line 4a: No Line 5a: 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 | $134,907 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $1,386,538 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $1,521,445 | 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 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 | $62,584,497 | BeginningYearBalanceAmt |
| Contributions | -$2,436,209 | ContributionsAmt |
| Investment Earnings Or Losses | $18,679 | InvestmentEarningsOrLossesAmt |
| End Year Balance | $60,166,967 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $58,142,005 | BeginningYearBalanceAmt |
| Contributions | $4,442,491 | ContributionsAmt |
| End Year Balance | $62,584,497 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $54,120,507 | BeginningYearBalanceAmt |
| Contributions | $4,007,618 | ContributionsAmt |
| Investment Earnings Or Losses | $25,086 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $6,372 | OtherExpendituresAmt |
| Administrative Expenses | $4,834 | AdministrativeExpensesAmt |
| End Year Balance | $58,142,005 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $48,229,852 | BeginningYearBalanceAmt |
| Contributions | $5,316,297 | ContributionsAmt |
| Investment Earnings Or Losses | $654,694 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $54,813 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,949 | OtherExpendituresAmt |
| Administrative Expenses | $18,574 | AdministrativeExpensesAmt |
| End Year Balance | $54,120,507 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $43,654,039 | BeginningYearBalanceAmt |
| Contributions | $4,275,810 | ContributionsAmt |
| Investment Earnings Or Losses | $312,076 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $7,305 | OtherExpendituresAmt |
| Administrative Expenses | $4,768 | AdministrativeExpensesAmt |
| End Year Balance | $48,229,852 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Prmnnt Endowment Balance EOY | 1.00000 | PrmnntEndowmentBalanceEOYPct |
| 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 | $102,754,266 | OtherCostOrOtherBasisAmt |
| Book Value | $102,754,266 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,204,970,728 | OtherCostOrOtherBasisAmt |
| Depreciation | $547,570,938 | DepreciationAmt |
| Book Value | $657,399,790 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $77,146,458 | OtherCostOrOtherBasisAmt |
| Depreciation | $43,097,084 | DepreciationAmt |
| Book Value | $34,049,374 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,782,085,882 | OtherCostOrOtherBasisAmt |
| Depreciation | $880,257,307 | DepreciationAmt |
| Book Value | $901,828,575 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $34,591,063 | OtherCostOrOtherBasisAmt |
| Depreciation | $22,036,152 | DepreciationAmt |
| Book Value | $12,554,911 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $1,708,586,916 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (3 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| Non-operating property | $93,613,443 |
| Deferred compensation assets held for investment | $99,256,777 |
| Other assets | $16,593,996 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $209,464,216 | TotalBookValueOtherAssetsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (3 entries)
| DescDesc | AmtAmt |
|---|---|
| Deferred compensation liability | $116,811,654 |
| Defined benefit pension liability | $80,938,144 |
| Other con-current liabilities | $7,583,043 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $205,332,841 | 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: | Edith Sanford Breast Cancer Foundation, Sanford Health Foundation, Sanford Health Foundation North, Sanford Health Foundation Hillsboro, Sanford Health Foundation of Northern Minnesota 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 June 30, 2017; some related organizations have established reserves. |
Schedule F IRS990ScheduleF
Account Activities Outside US AccountActivitiesOutsideUSGrp (7 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Specific Services ProvidedSpecificServicesProvidedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|---|---|---|
| East Asia and the Pacific | 0 | 0 | Investments | Clinic operations, investment of potential additional clinic sites | $940,000 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Program Services | Travel, conferences, and purchased goods and services | $40,000 |
| North America | 0 | 0 | Program Services | Travel, conference, purchased goods and services | $14,000 |
| Sub-Saharan Africa | 0 | 0 | Investments | Clinic Operations and investment in potential additional clinic sites | $4,135,000 |
| Central America and the Caribbean | 0 | 0 | Investments | Investigation of potential clinic sites, travel | $18,000 |
| East Asia and the Pacific | 0 | 0 | Program Services | China Clinic Operations | $2,000 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Investments | Investigation of clinic sites, travel, purchased goods and services | $716,000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continutation Total Office | 0 | ContinutationTotalOfficeCnt |
| Continutation Total Employee | 0 | ContinutationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $5,865,000 | SubtotalSpentAmt |
| Continuation Spent | $0 | ContinuationSpentAmt |
| Total Spent | $5,865,000 | TotalSpentAmt |
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (1) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 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 | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $65,358,134 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $65,358,134 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01810 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $515,399,874 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $323,239,428 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $192,160,446 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05330 | 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 | $580,758,008 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $323,239,428 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $257,518,580 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.07140 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,498,374 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $594,588 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $7,903,786 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00220 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $18,712,392 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $3,876,071 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $14,836,321 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00410 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $519,009,962 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $423,786,376 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $95,223,586 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02640 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $22,967,311 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $7,417,822 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $15,549,489 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00430 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $12,335,806 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $12,335,806 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00340 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $581,523,845 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $435,674,857 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $145,848,988 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04040 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,162,281,853 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $758,914,285 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $403,367,568 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11180 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,397 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $5,397 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $36,222 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $36,222 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,309 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,309 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $650,248 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $650,248 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $45,697 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $45,697 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $20,169 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $20,169 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $666 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $666 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $760,708 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $760,708 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $49,187,478 | BadDebtExpenseAmt |
| Reimbursed By Medicare | $822,234,978 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $848,058,095 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$25,823,117 | 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 | 0.13330 | OrgProfitOrOwnershipPct |
| Ofcr Etc Profit Or Ownership | 0.16400 | 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 | 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 | ||||||||||||||||
| 3 | 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 | ||||||||||||||||
| 4 | 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 | ||||||||||||||||
| 5 | 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 | ||||||||||||||||
| 6 | 3001 Sanford Parkway | Thief River Falls | MN | 56701 | www.sanfordhealth.org | MN 371500 | Sanford Medical Center Thief River Falls | 410709579 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Inpatient Mental Health | ||
| Sanford Aberdeen Medical Center | ||||||||||||||||
| 7 | 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 | ||||||||||||||||
| 8 | 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 | ||||||||||||||||
| 9 | 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 | ||||||||||||||||
| 10 | 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 | ||||||||||||||||
| 11 | 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 | ||||||||||||||||
| 12 | 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 | ||||||||||||||||
| 13 | 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 | ||||||||||||||||
| 14 | 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 | ||||||||||||||||
| 15 | 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 Rock Rapids Medical Center | ||||||||||||||||
| 16 | 801 S Greene Street | Rock Rapids | IA | 51246 | www.sanfordhealth.org | IA 161321 | 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 Hillsboro | 450230400 | 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 Medical Center Mayville | 450228899 | 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 Medical Center Wheaton | 272042143 | 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 | 15 | 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 | 15 | 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 |
| 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 (147 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 2: Sanford Medical Center Fargo, - Facility 3: Sanford Medical Center South University, - Facility 4: Sanford Bismarck Medical Center, - Facility 5: Sanford Bemidji Medical Center, - Facility 6: Sanford Medical Center Thief River Falls, - Facility 7: Sanford Aberdeen Medical Center, - Facility 8: Sanford Worthington Medical Center, - Facility 9: Sanford Sheldon Medical Center, - Facility 10: Sanford Vermillion Medical Center, - Facility 11: Sanford Chamberlain Medical Center, - Facility 12: Sanford Luverne Medical Center, - Facility 13: Sanford Canby Medical Center, - Facility 14: Sanford Jackson Medical Center, - Facility 15: Sanford Tracy Medical Center, - Facility 16: Sanford Rock Rapids 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 |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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 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: Crime/Safety - Pharmaceutical Narcotics in the CommunitySanford USD Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Chronic DiseaseSanford is dedicated to improving health outcomes by monitoring BMI through quality metrics and referring to internal/external services to improve the care of patients with overweight or obesity diagnosis. The Sanford fit Program will be available to all local schools, students and families in the area through the classroom modules and the fit website. Sanford will address diabetes by adopting optimal diabetes care for patients ages 18-75 with diabetes. Sanford will standardize hypertension protocols in all primary care settings, and will adopt standardized protocols for optimal vascular care.Addressing of Significant Needs during Current Year:Priority 1: Crime/SafetyDuring FY 2017 Sanford realized a substantial reduction in the number of prescriptions written for narcotics. Overall, Sanford providers wrote 18% fewer prescriptions for opioids in the third quarter of FY 2017, resulting in 24% or 1.25 million fewer pills.Priority 2: Chronic DiseaseSanford Fit is available in 30 schools in the Sioux Falls school system, addressing obesity. 47.8% of patients with diabetes have control within the standardized A1C protocols. 89.2% of patients with a previous hypertension diagnosis have now realized a normal blood pressure.Identified needs not directly addressed by this facility include: Aging - Cost of long term care Child and Youth - Bullying Access to Health Care - Access to affordable health insurance, Access to affordable health, Access to affordable prescription drugs Mental Health - Underage drug use and abuse, Alcohol abuse |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 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 Rock Rapids 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 included. |
| Group A-Facility 2 -- Sanford Medical Center Fargo 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: HypertensionSanford Fargo Medical Center will reduce the number of patients with uncontrolled hypertension. Standardized nursing protocol for blood pressure checks and rechecks is a strategy that has been implemented throughout the medical center.Priority 2: DepressionSanford has prioritized depression as a top priority and has implemented strategy to perform assessments for depression and to improve PHQ-9 scores and the severity for patients with depression.Priority 3: Flu Vaccines Sanford has prioritized flu vaccines and has implemented strategy to increase the number of flu vaccines provided to community members. Sanford will develop consumer education materials, and conduct flu blitz clinics at various locations in the community. Addressing of Signficant Needs during Current Year:Priority 1: Hypertension89% of patients with a diagnosis of hypertension have now reached a normal blood presure by the end of FY 2017. Sanford was selected as one of the 2017 Million Hearts HTN Control Champions for the Centers for Disease Control (CDC). Priority 2: Depression10.44% of patients with a diagnosis of depression reached a PHQ-9 score of less than 5, indicating an improvement of mental health in those patients (9 is the highest score). Additionally, all health coaches in primary care have been trained on a standardized work flow to involve behavior health staff in the primary care setting.Priority 3: Flu VaccinesAll clinics offer flu vaccines and the number of patients given flu vaccines has increased.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing, Hunger Aging - Cost of long term care, Availability of memory care, Availability of LTC Children and Youth - Bullying, Cost of quality child care, Cost of quality infant care, Availability of quality child care, Availability of quality infant care, Cost of services for at risk youth Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Crime, Child abuse and neglect, Domestic violence, Presence of gang activity in the community, Sex trafficking Health care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Timely access to substance abuse providers, Cost of affordable dental insurance coverage, Use of emergency room for primary care, Cost of affordable vision insuranceAll assessed needs that are healthcare related are being addressed at Sanford. Sanford is not developing strategies to address the cost of long term care and the availability of long term care and memory care in the Fargo-Moorhead area. 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. Additional concerns that will not be addressed directly by strategy include bullying among children and youth, the cost of quality child care and the cost of quality infant care. The results of the CHNA have been shared with community leaders, and those who have expertise in the areas that are not being addressed directly by Sanford. Sanford Medical Center Fargo will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Medical Center South University Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo 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 Rock Rapids 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 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 3 -- Sanford Medical Center South University 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: HypertensionSanford Fargo Medical Center will reduce the number of patients with uncontrolled hypertension. Standardized nursing protocol for blood pressure checks and rechecks is a strategy that has been implemented throughout the medical center.Priority 2: DepressionSanford has prioritized depression as a top priority and has implemented strategy to perform assessments for depression and to improve PHQ-9 scores and the severity for patients with depression. PHQ-9 score is a standardized tool used to assess depression. The goal is to lower the score from the oirignal starting point. Sanford uses the PHQ-9 screening tool in primary care settings across the system.Priority 3: Flu Vaccines Sanford has prioritized flu vaccines and has implemented strategy to increase the number of flu vaccines provided to community members. Sanford will develop consumer education materials, and conduct flu blitz clinics at various locations in the community. Addressing of Signficant Needs during Current Year:Priority 1: Hypertension89% of patients with hypertension reached a normal blood presure by the end of FY17. Sanford was selected as one of the 2017 Million Hearts HTN Control Champions for the Centers for Disease Control (CDC). Priority 2: Depression10.44% of patients reached a PHQ-9 score of less than 5, which is a positive result. Sanford will focus to continue to increase this percentage. Additionally, all health coaches in primary care have been trained on a standardized work flow.Priority 3: Flu VaccinesAll clinics offer flu vaccines and the number of patients given flu vaccines has increased.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing, Hunger Aging - Cost of long term care, Availability of memory care, Availability of LTC Children and Youth - Bullying, Cost of quality child care, Cost of quality infant care, Availability of quality child care, Availability of quality infant care, Cost of services for at risk youth Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Crime, Child abuse and neglect, Domestic violence, Presence of gang activity in the community, Sex trafficking Health care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Timely access to substance abuse providers, Cost of affordable dental insurance coverage, Use of emergency room for primary care, Cost of affordable vision insuranceAll assessed needs that are healthcare related are being addressed at Sanford. Sanford is not developing strategies to address the cost of long term care and the availability of long term care and memory care in the Fargo-Moorhead area. 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. Additional concerns that will not be addressed directly by strategy include bullying among children and youth, the cost of quality child care and the cost of quality infant care. The results of the CHNA have been shared with community leaders, and those who have expertise in the areas that are not being addressed directly by Sanford. Sanford Medical Center Fargo will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. 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: HypertensionSanford Fargo Medical Center will reduce the number of patients with uncontrolled hypertension. Standardized nursing protocol for blood pressure checks and rechecks is a strategy that has been implemented throughout the medical center.Priority 2: DepressionSanford has prioritized depression as a top priority and has implemented strategy to perform assessments for depression and to improve PHQ-9 scores and the severity for patients with depression. Priority 3: Flu Vaccines Sanford has prioritized flu vaccines and has implemented strategy to increase the number of flu vaccines provided to community members. Sanford will develop consumer education materials, and conduct flu blitz clinics at various locations in the community. Addressing of Signficant Needs during Current Year:Priority 1: Hypertension89% of patients with hypertension reached a normal blood presure by the end of FY17. Sanford was selected as one of the 2017 Million Hearts HTN Control Champions for the Centers for Disease Control (CDC). Priority 2: Depression10.44% of patients reached a PHQ-9 score of less than 5, which is a positive result. Sanford will focus to continue to increase this percentage. Additionally, all health coaches in primary care have been trained on a standardized work flow.Priority 3: Flu VaccinesAll clinics offer flu vaccines and the number of patients given flu vaccines has increased.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing, Hunger Aging - Cost of long term care, Availability of memory care, Availability of LTC Children and Youth - Bullying, Cost of quality child care, Cost of quality infant care, Availability of quality child care, Availability of quality infant care, Cost of services for at risk youth Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Crime, Child abuse and neglect, Domestic violence, Presence of gang activity in the community, Sex trafficking Health care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Timely access to substance abuse providers, Cost of affordable dental insurance coverage, Use of emergency room for primary care, Cost of affordable vision insuranceAll assessed needs that are healthcare related are being addressed at Sanford. Sanford is not developing strategies to address the cost of long term care and the availability of long term care and memory care in the Fargo-Moorhead area. 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. Additional concerns that will not be addressed directly by strategy include bullying among children and youth, the cost of quality child care and the cost of quality infant care. The results of the CHNA have been shared with community leaders, and those who have expertise in the areas that are not being addressed directly by Sanford. Sanford Medical Center Fargo will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 3 -- 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 3 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Bismarck Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 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 4 -- Sanford Bismarck 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: Access to affordable careSanford Bismarck Medical Center is increasing the percentage of community members accessing preventive and acute care in appropriate settings. Sanford is establishing a Family Wellness Center to provide year-round health and wellness opportunities for community members and is also providing education to make patients aware of the best coverage options through a "no wrong door" policy to help community members secure health coverage and/or financial assistance through the Sanford financial assistance (Community Care) program.Priority 2: Substance abuseSanford will work with community stakeholders to identify gaps in the community's substance abuse continuum of care and to improve access to care. Sanford Bismarck Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Signficant Needs during Current Year:Priority 1: Access to Affordable CareCommunity-wide initiatives designed to improve healthy lifestyle improvement include:Edith Sanford Run/Walk for Breast Cancer, which is an annual breast cancer awareness event featuring a 5K run and walk as well as a comprehensive education fair that includes information regarding prevention, screening, treatment and community support programs.Established Better Choices, Better Health disease self-management program which helps adults manage the symptoms of chronic diseases, such as arthritis, heart disease, stroke, asthma, lung disease, diabetes, diabetes, osteoporosis and other chronic conditions including pain and anxiety. The evidence-based program developed by Stanford University is free to patients with chronic disease as well as caregivers supporting loved ones and friends with chronic disease.Integrated full-time on-site financial advocates to help uninsured and underinsured apply for health coverage and apply for Sanford Health's Financial Assistance Program.Established relationship with local public health officials to help patients in need access care and prescription medication. Provided support and assistance to uninsured and underinsured populations via community volunteer work, i.e. support Bismarck/Mandan emergency homeless shelter stakeholders. Priority 2: Substance AbuseSanford donated .25 FTE for one year to help launch a Face It TOGETHER chapter in Bismarck-Mandan, a substance abuse facility. Serving as interim director, the .25 FTE focused on increasing community stakeholder awareness regarding addiction as well as the importance of recovery services. The position secured community support to fund a permanent executive director, who has implemented recovery coach training and has begun offering recovery services to community members. Implementing "Caring for Our Community: Time to Talk Opioids," a six-part education series designed to take a comprehensive look at the opioid epidemic and what our community and health care providers can do to help addiction suffers as well as prevent others from developing the disease of addiction. The first and fourth presentations are open to the public while the other sessions are geared specifically to Sanford Health employees. Topics will include shame and stigma around addiction, socioeconomic impact, community prevalence, recognizing addiction in the workplace, diversion, drug take back programs, strategies to reduce overdose-related deaths, community treatment and recovery services and evidenced-based treatment programs including medication assisted treatment (MAT). Sanford Health Opioid Stewardship: In 2016, Sanford Health launched its opioid stewardship committee to reduce the volume of opioids prescribed to patients experiencing pain while integrating evidence-based, best practice strategies to manage pain effectively. The four-part education series (online learning modules) focuses on opioid prescribing and risk (incorporates the CDC's new prescribing guidelines), how to register for and use the Prescription Drug Monitoring Program (PDMP) and best practice guidelines for when to use PDMP FY17: Completed by >95% of our providers From January 2016 to June 2017 Sanford Health providers reduced the number of opioid prescriptions by 24% in our North Dakota regionsOther community involvement includes: Established a drug takeback location in main campus pharmacy Partnering with the Reducing Pharmaceutical Narcotics Task Force to increase use of naloxone and reduce overdose-related deaths Collaborating with addiction service providers to support certified Medication-Assisted Treatment programs in central and western North Dakota Partnering with Mayors' Gold Star Task Force, a Bismarck-Mandan stakeholder group established to identify and address gaps in the community's substance abuse and behavioral health continuum of care. Identified needs not directly addressed by this facility include: Aging Population - Cost of long term care, Availability of memory care, Availability of long term care, Availability of resources to help elderly stay in their homes, Availability of resources for family/friends caring/making decisions for elders Children and Youth - Cost of quality child care, Availability of quality child care, Cost of quality infant care, Availability of quality infant care, Bullying, Youth crime Crime/Safety - Presence of street drugs, prescription drugs and alcohol, Crime, Presence of drug dealers in the community, Child abuse and neglect, Sex trafficking, Domestic violence, Presence of gang activity, Elder abuse Economics - Availability of affordable housing, Homelessness, Hunger Physical Health - Chronic disease, Inactivity/lack of exercise, Poor nutrition, Obesity Diversity - Access to translators/bilingual providers Mental Health - Depression, Stress, Suicide, Other psychiatric diagnosis, Dementia and Alzheimer's disease Transportation - Driving habits, Availability of good walking or biking options Environment - Hazardous water, Water quality, Air quality, Home septic systems |
| Group A-Facility 4 -- 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 4 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Bemidji Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 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 5 -- Sanford Bemidji 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: Behavioral healthSanford Bemidji Medical Center has set strategy to reduce mortality and morbidity from chemical addiction and mental health disease by participating in a community partnership to develop a continuum of care for behavioral health services and to offer psychiatry and psychology services in the ambulatory setting. Sanford will also enhance the level of behavioral health services available in the inpatient setting. Sanford Bemidji Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Children and YouthSanford has set strategy to reduce the number of infants born to mothers who are opioid users by developing a case management system to work with pregnant women and to also coordinate medical assisted therapy options for pregnant women at risk of opioid use. Additionally, Sanford will enhance the level of care available to high risk infants born in Sanford Bemidji Medical Center.Sanford will also provide the Sanford fit program to the local schools and make the program available to families in the area through the fit website.Addressing of Significant Needs during Current Year:Priority 1: Behavioral HealthRecruited additional psychologist. Expanded the service scope in the senior behavioral health unit. Developed an assertive community treatment (ACT) program to serve severely mentally ill patients in the community. Acquired a facility to develop residential services for mentally ill patients. Acquired community mental health center to integrate service scope with hospital and ambulatory medical care deliver. Initiated a medication assisted therapy program (MAT) for opioid dependent mothers (Suboxone).Priority 2: Children and YouthOpened new intensive care nursery with additional capabilities to treat preterm and high-risk babies. Constructing a C-Section suite on the OB floor to facilitate faster surgical turnaround for high-risk deliveries requiring C-Sections. Drug screening as part of routine prenatal testing for early identification of drug exposed babies. Examining feasibility of community wellness center for youth activities and community education.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Transportation - Availability of public transportation Aging - Cost of long term care, Availability of long term care, Availability of resources for caregivers making decisions, Availability of memory care, Availability of resources to help the elderly stay in their homes, Availability of resources for grandparent caregivers for grandchildren, Understanding of advanced care directives Safety - Child abuse and neglect, Crime, Presence of street drugs, prescription drugs and alcohol, Presence of drug dealers, Domestic violence, Presence of gang activity, Elder abuse, Safe places for outdoor youth activities, Sex trafficking Health care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Cost of affordable dental insurance, Use of emergency services for primary care, Cost of affordable vision insurance, Timely access to mental health/behavioral health providers, Availability of non-traditional hours, Timely access to physician specialists, Coordination of care between providers and services Physical Health - Cancer, Inactivity, Obesity Chronic disease, Poor nutrition Preventive Health - Flu shots |
| Group A-Facility 5 -- 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 5 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Medical Center Thief River Falls Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 6 -- 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 6 -- Sanford Medical Center Thief River Falls 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 HealthSanford Thief River Falls Medical Center has set strategy for the Behavioral Health Center to become CMS certified as a free-standing psychiatric hospital. Sanford will also develop a partial hospitalizations program and work to develop partnerships with regional behavioral health organizations.Priority 2: Physical HealthSanford will expand the wellness center and focus on a Kids Unite wellness center. Sanford will Partner with community organizations to plan and develop a self-sustaining community center. Additionally, Sanford will provide Sanford Fit program was introduced to local schools and child care organizations and will continue to enroll patients into the Medical Home. Addressing of Significant Needs during Current Year:Priority 1: Mental Health/Behavioral HealthSanford has continued to focus on the expansion of outpatient services to provide the most appropriate model of care for different individuals in varying situations. Sanford is working to implement a behavior health home program, in addition to revamping and building the community-based model of care. Sanford also provides a children's treatment center and a facility for adult intensive residential treatment. The services provide a great benefit for the region. A total of 3,609 patients were seen during FY 2017. However, this was not without cost, as the inpatient hospital had to subsidize a loss of over $2M. Sanford Thief River Falls Behavioral Health Center currently serves as the only free-standing behavioral health hospital and primary provider of inpatient psychiatric services for Northwest Minnesota. Sanford Thief River Falls employs psychiatrists, psychologists and 86 other behavioral health staff. As the need for these services continues to be high across the state, Sanford will continue to develop services needed to keep the region safe and healthy. Priority 2: Physical HealthThe Sanford Community Wellness Center has opened a special section to focus on children and adolescents. Sanford Fit is available in the local schools.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Transportation - Availability of good walking or biking paths Aging - Cost of long term care, Availability of memory care, Availability of resources to help the elderly stay safe in their homes Children and Youth - Availability of quality infant care, Availability of quality child care, Availability of activities for children and youth, Cost of activities for children and youth, Cost of quality infant care, Bullying, Cost of quality child care, Teen pregnancy, Availability of services for at-risk youth Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Domestic violence Health care - Access to affordable health insurance, Access to affordable prescription drugs, Access to affordable health care, Availability of non-traditional hours, Cost of affordable dental insurance coverage, Use of emergency services for primary care Preventive health - Flu shots, Immunizations, Not seeing a health care provider or dentist within the past yearSanford will not directly develop strategy to address the availability of affordable housing, walking and biking paths, the availability and cost of quality infant and child care, the availability and cost of activities for children and youth (except for the Sanford fit Program), bullying, teen pregnancy, services for at-risk youth, the presence of street drugs, drug dealers in the community, and domestic violence. However, Sanford 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. Sanford Medical Center Thief River Falls will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 6 -- 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 6 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Aberdeen Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 7 -- 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 7 -- 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: Physical Health/ObesitySanford Aberdeen Medical Center will provide the Sanford fit Program to all students and families through classroom modules and the fit website.Priority 2: Mental Health/DepressionSanford is committed to improving the care of patients with depression diagnosis and will perform depression assessments, and implement health coaches and primary care staff into the care process.Addressing of Significant Needs during Current Year:Priority 1: Physical Health/ObesitySanford fit is available to all students and families in the Community.Priority 2: Mental Health/DepressionPatients with major depression or dysthymia who had an initial PHQ-9 score greater than 9, whose six month score was less that 5 was 10.7%. A lower score is indicative of improvement in mental health/depression.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Environment - Good water quality Aging - Cost of long term care, Availability of memory care Children and Youth - Bullying, Cost of quality infant care Safety - Presence of street drugs and alcohol in the community, Domestic violence, Child abuse Health care - Access to affordable health insuranceSanford will not directly develop strategy to address the availability of affordable housing, good water quality, the cost of long term care and the availability of memory care, the cost of quality infant care, and the presence of street drugs and alcohol in the community. However, Sanford 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. Sanford Aberdeen Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 7 -- 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 7 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Worthington Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 8 -- 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 8 -- Sanford Worthington 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: AccessSanford Worthington Medical Center has implemented strategy to improve access by helping community members understand the resources and financial assistance that is available through Sanford Health. Sanford will also partner with community entities to increase holistic care and with an employer group to increase education relative to health career services and insurance.Priority 2: Physical HealthSanford will fully implement the Medical Home model, increase provider education of registered dietitian services, improve the availability of exercise and nutrition education across the community, and increase the implementation of preventive health care. Addressing of Significant Needs during Current Year:Priority 1: AccessTriage call center is now operational within Sanford Clinic. In addition, leadership is working with the YMCA leadership to develop a referral process and affordable access. Health coaches refer to the YMCA and follow up as part of the care plan.Priority 2: Physical HealthSanford is working to increase the number of colonoscopies and mammograms completed for patients within the age criteria for screenings, and increase the number of patients with health coaches. Sanford Fit is available to all students and families in the area through the classroom and on the website.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Transportation - Availability of public transportation Environment - Water quality Aging - Cost of long term care, Availability of memory care, Availability of long term care, Availability of resources for family friends/ caring for and making decisions for elders, Availability of resources to help the elderly stay safe in their homes Children and Youth - Availability of quality infant care, Availability of quality child care, Bullying, Cost of quality child care, Cost of quality infant care, Availability of activities for children and youth, Teen pregnancy, Cost of activities for children and youth, Availability of services for at risk youth, Teen births Safety - Presence of street drugs and alcohol in the community, Domestic violence, Presence of drug dealers in the community, Child abuse and neglect, Violent crime Mental Health - Depression, Stress, Dementia and Alzheimer's disease, Other psychiatric diagnosis, Drug use and abuse, Underage drug use and abuse, Alcohol use and abuse, Underage drinking, Smoking and tobacco use Preventive Health - Flu shots, Immunizations, Not seeing a healthcare provider or dentist in the past yearSanford will not develop strategy to address the availability of affordable housing, the availability of public transportation, water quality, the cost and availability of long-term care, memory care, resources for care givers and the elderly, the presence of street drugs, drug dealers, domestic violence, child abuse, and violent crime. 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. Sanford Worthington Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 8 -- 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 8 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Sheldon Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 9 -- 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 9 -- 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: Mental Health/Behavioral HealthSanford Sheldon Medical Center has developed strategy to reduce mortality and morbidity from chemical addiction and mental health diseases by recruiting a triage therapist, and working to reduce drug and alcohol abuse in the community. Sanford will work with the high school counselor to enhance curriculum to include abuse issues. Sanford Sheldon Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Children and YouthSanford has developed strategy to support the youth in the community by enhancing the community environment through structured after school programming, day care expansion, and education sessions for youth and parents.Addressing of Significant Needs during Current Year:Priority 1: Mental Health/Behavioral HealthSanford has a triage therapist that is on staff. While there is no formal substance abuse program, substance abuse is addressed informally in several classes.Priority 2: Children and YouthMore activities are available through the school and lifelong learning and recreation center for youth after school. Sanford is working with community leaders in Sheldon to address the need for activities for youth and the need for child care and after school programs.Identified needs not directly addressed by this facility include: Aging - Cost of long term care Safety - Presence of street drugs, prescription drugs and alcohol in the community, Child abuse and neglect, Domestic violence Health Care - Use of emergency services for primary health care, Access to affordable health insurance, Timely access to physician specialists, Availability of non-traditional hours, Timely access to doctors, PAs or NPs, Timely access to mental health providers Physical Health - Cancer, Chronic disease, Obesity, Poor nutrition, Inactivity Preventive Health - Flu shots, Immunizations |
| Group A-Facility 9 -- 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 9 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Vermillion Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 10 -- 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 10 -- Sanford Vermillion 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 HealthSanford Vermillion Medical Center has developed strategy to increase mental health services in the Vermillion community through additional mental health counselors and providers as well as offering psychiatry telemedicine services. Sanford Vermillion Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Physical Health Sanford Vermillion has set strategies to reduce obesity, hypertension and high cholesterol and realize an overall improvement in physical health by offering a variety of classes, fitness programs and screenings.Addressing of Significant Needs during Current Year:Priority 1: Mental HealthA Clinical Psychologist on staff to work in Sanford clinic providing mental health services to local patients, as well as to other network site patients via telehealth. Priority 2: Physical HealthThe Sanford Fit program has added a fruit and vegetable of the month program that was introduced to the school kids. In addition, a dietitian has started a diabetes education program for diabetes patients.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Aging - Cost of long term care, Availability of memory care Children and Youth - Bullying Safety - Presence of street drugs and alcohol in the community, Child abuse and neglect Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Access to affordable health care, Cost of affordable dental insurance coverage |
| Group A-Facility 10 -- 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 10 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Chamberlain Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 11 -- 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 11 -- 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: Physical HealthSanford Chamberlain Medical Center has developed strategy to help the community improve their physical health and chronic health conditions. The Medial Home model will be fully integrated into the clinic setting, and quality measures for patients with diabetes, elevated lipids and asthma will be monitored. A patient advisory council will convene to improve patient and clinic communications. Sanford fit will be offered to the local school districts, and resources will be available to students, families, and leaders. Priority 2: Mental Health/Behavioral HealthSanford will integrate the Medical Home model into the clinic primary care setting and will utilize PHQ-9 assessments to evaluate for depression. Health coaches and a Master's prepared social worker will be dedicated to mental health/behavioral health services. The facilitated support group will be a focus for additional patient engagement.Addressing of Significant Needs during Current Year:Priority 1: Physical HealthSanford worked with summer Camp Fuel with children (discussing holistic health), Sanford FIT, and working with full time Health Coach position. Chamberlain Family FIT night has extended hours from ending at 6:30 p.m. to 7:30 p.m.Priority 2: Mental Health/Behavioral HealthTwo grief support groups were hosted and holding Transcendental Meditation courses.Identified needs not directly addressed by this facility include: Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Child abuse and neglect Substance Use and Abuse - Drug use and abuse, Underage drug use and abuse, Alcohol use and abuse, Underage drinking, Smoking and tobacco use Children and Youth - Bullying, Youth crime, Availability of quality child care, Availability of quality infant care, High rates of teen births Health Care - Access to affordable health care, Need for medical care, Need for prescription mediciations, Unmet mental health needsSanford will not develop strategy to address the presence of street drugs and alcohol in the community, the presence of drug dealers, and child abuse. However, Sanford 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. Sanford Chamberlain Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 11 -- 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 11 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Luverne Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 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 12 -- 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: Physical HealthSanford Luverne Medical Center will address chronic disease management and monitor MN community measure scores for improvement. Sanford will engage the community around wellness, healthy eating and dental health.Priority 2: Mental HealthSanford has developed strategy to improve access to mental health and substance abuse resources. PHQ-9 scores will be monitored and referrals to behavioral health triage therapists, care coordinators and chemical dependency staff with be made as determined by assessment.Addressing of Significant Needs during Current Year:Priority 1: Physical HealthSanford Luverne providers contributed funds for people who use the local food shelf to purchase fresh produce at farmers market. Sanford Luverne staff began volunteering at the local farmers market summer 2017 to allow people to use their SNAP cards and debit card to make purchases, thus allowing for more healthy options. The Wellness Committee has a representative on the County health improvement committee. Grant support letters were written for biking/walking trail, which received funding through phase 2. The Wellness Coordinator is leading community wellness challenges. Priority 2: Mental HealthA part-time behavioral health therapist is now on staff. A grant was received to fund work with County partners on a release of information and coordination of care project. Ongoing county mental health provider meetings occur to build relationships and coordinate care. A behavioral health therapist is involved in the "Leaders partnering to end poverty" initiative. Chemical dependency staff continue to be involved in Rock-Nobles drug court and is now in the Pipestone-Murray drug court as well to educate regarding treatment options available. Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care Children and Youth - Availability of quality infant care, Availability of quality child care Safety - Presence of street drugs and alcohol in the community Health Care - Access to affordable health insurance Preventive Health - Flu shots, ImmunizationsSanford will not develop strategy to address the cost of long term care, the availability of memory care, the availability of quality infant and child care and the presence of street drugs in the community. 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. Sanford Luverne Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified. |
| Group A-Facility 12 -- 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 12 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Canby Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 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 13 -- 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 Sanford Canby Medical Center will implement the Together Canby Can initiative to promote healthy lifestyles, and will work with the public schools and parochial schools to bring Sanford fit to school age youth. Sanford will also implement the MN Community Measurement application for blood pressure screening and follow-up.Priority 2: Mental HealthSanford will implement an education program for awareness and prevention and will determine the availability of resources for mental health within the geographical area in partnership with public health. Sanford Canby Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Physical HealthCenter completed education to elementary age students in the Canby community promoting the Sanford fit program highlighting the areas of food, move, recharge, and mood. Completed various interactive sessions during the school year and during summer community activities. Promoting health and wellness to the youth is the foundation to promoting a lifelong healthy lifestyle. Additionally, held monthly lunch and learn sessions where community members along with the medical center staff are encouraged to learn about topics such as how to read a nutrition label, mindfulness, weight loss and stroke awareness. All of these various activities are helping to attain the goals that were developed during the community health needs assessment.Priority 2: Mental HealthParticipated in the system wide initiative to reduce narcotic prescriptions.Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care Children and Youth - Bullying, Availability of activities for children and youth, Cost of activities for children and youth Safety - Presence of street drugs and alcohol in the community Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Access to affordable prescription drugs, Cost of affordable dental insurance coverage |
| Group A-Facility 13 -- 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 13 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Jackson Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 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 14 -- 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 YouthSanford Jackson Medical Center will utilize Sanford Fit tools at the Family Fun nights and will bring the curriculum to the area schools. Priority 2: Mental Health Sanford has developed strategy to reduce drug abuse by educating the public on the take back program in the community. Additionally, Sanford will consider the availability of the mobile mental health unit in Jackson County as a collaborative partnership for mental health services.Sanford Jackson Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Children and YouthPresented Sanford Fit at Family Fun Night with over 300 parents and children attending. Distributed Fit kits to elementary schools and day cares in Jackson County. Priority 2: Mental HealthTelemedicine is available for behavioral health services. Promoted the Take Back Program. Working with community partners for an integrated behavioral health strategic plan.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Aging - Cost of long term care, Availability of memory care, Availability of resources for family/friends caring for and making decisions for elders Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community, Child abuse and neglect, Domestic violence, Violent crime Health Care - Availability of no-traditional hours, Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Cost of affordable dental insurance coverage Physical Health - Cancer, Inactivity or lack of exercise, Poor nutrition, Obesity, Chronic disease Preventive Health - Flu shots, Not seeing a health care provider or dentist in the past year |
| Group A-Facility 14 -- 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 14 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Tracy Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 Rock Rapids 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 15 -- 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 15 -- 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: Mental HealthSanford Tracy Medical Center has developed strategy to improve the access time for patients waiting to be placed for mental health services from the ER. Sanford will also work with community partners to create new recovery program options for community members, and will work with the MN DOH on a pilot project for integrating behavioral health into critical access hospitals.Sanford Tracy Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Physical HealthSanford will address chronic disease through utilization of Medical Home, health coaches, and the Sanford fit Program.Addressing of Significant Needs during Current Year:Priority 1: Mental HealthMental Health work is continuing on the goal to evaluate turnaround time for patients. Currently starting a telehealth behavioral health placement program for the ER. Advertising of current behavioral health services available to community members continues via local newspapers, social media and website.Priority 2: Physical HealthTelemedicine is available for behavioral health services. Promoted the Take Back Program. Working with community partners for an integrated behavioral health strategic plan.Identified needs not directly addressed by this facility include: Aging - Cost of long term care Safety - Presence of drug dealers in the community, Presence of street drugs and alcohol in the community Health Care - Cost of affordable dental insurance coverage, Access to affordable health insurance Preventive Health - Flu shots, Immunizations, STDs |
| Group A-Facility 15 -- 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 15 -- 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Rock Rapids Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford 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 16 -- Sanford Rock Rapids 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 Rock Rapids 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 HealthSanford Rock Rapids Medical Center will enhance access to mental health and substance abuse resources, and access to resources to help the elderly stay in their homes. Behavioral health triage therapists and mental health providers will be added to improve access for mental health and behavioral health. Additionally, Sanford will work with local facilities and pharmacists on discharge to home and home options to ensure independence and safety at home. Sanford Rock Rapids Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Priority 2: Physical Health/Chronic DiseaseSanford will focus on the MN Community Measures Scores, continue the disease registry, and expand beyond diabetes to target evolving needs. Medication management, community education, and the promotion of physical activity in the community will be addressed. Sanford will also work with local dentists and mobile dental services to seek options to increase the availability of dental services that accept Medicaid.Addressing of Significant Needs during Current Year:Priority 1: Sanford Rock Rapids set strategy to enhanced access to mental health and substance abuse resources. During FY 2017, the Sanford health coach and discharge planner aligned with community resources to provide information and referral to community services upon discharge for the medical center. Sanford Health Rock Rapids continues to meet with mental health providers from Lyon County and with local nursing homes and community services to align services and assure a smooth transition of care upon discharge.Sanford Rock Rapids pharmacists routinely provide education to patients to improve compliance to medication orders and patient outcomes.Priority 2: Sanford Health has set strategy to improve the physical health of the community specific top diabetes, and the Minnesota Community Measures scores. During FY 2017 Sanford health coach, pharmacist and diabetic educator began to evaluate ways to improve outcomes for the patients with diabetes. Additionally, the diabetes educator added a pre-diabetes education class for community members. New classes have been added at the fitness center. Sanford Rock Rapids employee health has focused on staff resiliency. Sanford Rock Rapids Clinic is also working on process improvement toward the Minnesota community measurement scores and is trending upward toward scores that are more positive. Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Aging - Cost of long term care, Availability of memory care, Availability of resources to help the elderly stay safe in their homes Children and Youth - Bullying, Availability of quality infant care, Cost of quality infant care, Availability of quality child care Safety - Presence of street drugs, prescription drugs and alcohol in the community Health Care - Access to affordable health insurance, Access to affordable prescription drugs, Cost of affordable dental insurance, Access to affordable health care, Cost of affordable vision insurance Preventive Health - Flu shots, ImmunizationsSanford will not directly develop strategy to address the availability of affordable housing, bullying among children and youth, and the cost and availability of infant and child care. However, Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford will share the concerns and the results of the CHNA with community leaders who do have expertise in their areas. |
| Group A-Facility 16 -- Sanford Rock Rapids 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 Rock Rapids 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: Physical HealthSanford Hillsboro Medical Center will focus on exercise programs for community members, including walking clubs, biking clubs and fitness challenges in partnership with the local wellness center and the medical center's therapy department. Sanford will also provide the Sanford fit program to the local schools and childcare providers.Priority 2: Mental Health ServicesSanford will implement the PHQ-9 assessment to identify patients with depression and develop plans to reduce the severity of depression. Sanford will also distribute a directory of available resources to patients, local groups and entities to create awareness in the community. Sanford Hillsboro Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Physical HealthPurchased equipment and supplies including a bench and color coded directional arrows to be attached to city signs for various walking distances. This is all incorporated into the new mature trail, creating a variety of walking experiences for all ages. Diabetes screenings and blood pressure checks are available and exercise is recommended to this patient population.Priority 2: Mental HealthHuman Services is on-site to assist with adolescents issues, including depression; a directory of services is available. Tele-psych is available in clinic. Network PHQ-9 scores are at 9.4% and this data is monitored for improvement.Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care Children and Youth - Bullying, Availability of activities for children and youth, Cost of activities for children and youth Safety - Seat belt usage, Presence of street drugs and alcohol in the community Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Access to affordable prescription drugs, Cost of affordable dental insurance coverage Preventive Health - Flu shots, ImmunizationsSanford will not develop strategy to address the cost of long term care and the availability of 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 seat belt usage and the presence of street 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: Physical Health Sanford Mayville Medical Center will improve the availability of nutrition and exercise programs for community members. Additionally, the Sanford fit Program will be available to all students and families through classroom curriculum and through the Sanford Fit website.Priority 2: Mental Health ServicesSanford will implement the PHQ-9 assessment to identify patients with depression and develop plans to reduce the severity of depression. Sanford will also distribute a directory of available resources to patients, local groups and entities to create awareness in the community. Sanford Medical Center Mayville will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Physical HealthPurchased equipment and supplies including a bench and color coded directional arrows to be attached to city signs for various walking distances. This is all incorporated into the new mature trail, creating a variety of walking experiences for all ages. Working with Bridging Center to promote diabetic screenings, HBP checks and exercise.Priority 2: Mental HealthSE Human Services is available on-site to assist with adolescents issues, including depression; a directory of services the population can contact. Tele-psych is available in clinic. Network PHQ-9 scores are at 9.4% (those with a score of less than 5) and this data is monitored for improvement purposes.Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care Children and Youth - Bullying, Availability of activities for children and youth, Cost of activities for children and youth Safety - Seat belt usage, Presence of street drugs and alcohol in the community Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Access to affordable prescription drugs, Cost of affordable dental insurance coverage Preventive Health - Flu shots, ImmunizationsSanford will not directly develop strategy to address the cost of long term care and the availability of 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. Safety issues such as seat belt usage and the presence of street drugs are issues that the city council and the sheriff's office are addressing. 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: SafetySanford Webster Medical Center will address safety by offering MOAB (management of aggressive behavior) training for employees and to local schools, businesses and the public. Sanford will present a DUI drama program to high school juniors and seniors to reduce the number of alcohol and drug related accidents among teens. Sanford will conduct an annual sports power program to discourage drug and alcohol abuse.Priority 2: Physical Health Sanford will offer the use of PT equipment for the public to increase physical health. Sanford will also increase the number of nutrition consults and provide American Cancer Society referral cards for clinic and hospital visitors and patients.Sanford Webster Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: SafetyA MOAB instructor is on staff and is partnering with Day County Emergency Management to promote training in the community. In addtion, work is being done for a re-enactment of a DUI crash for students in partnership with police, ambulance and funeral home.Priority 2: Physical HealthPT provides Power Program for students in Webster and Waubay. A community wellness program has been implemented and a Better Balance class. A registered dietitian provides healthy nutrition classes. Referrals are made to the ACA when patients need the support during cancer treatment.Identified needs not directly addressed by this facility include: Aging - Cost of long term care Children and Youth - Bullying, Availability of activities for children and youth Health Care - Access to affordable health insurance, Cost of affordable dental insurance, Cost of affordable vision insurance, Access to affordable health care, Access to affordable prescription drugs Mental Health - Underage drug use and abuse, Alcohol use and abuse, Drug use and abuse, Underage drinking, Smoking and tobacco use, Stress, Depression |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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 HealthSanford Medical Center Wheaton will expand Medical Home patients who have a PHQ-9 assessment indicating depression. Evidence-based guidelines for mental health will be implemented, and Sanford will work with the TRF psychiatry team and the Traverse County mental health providers to increase the number of available appointments for services. Sanford will also promote the early identification of mental health needs through early childhood wellness exams. Sanford will support parents with healthy social and emotional development tools.Priority 2: SafetySanford will work with law enforcement to provide safe collection sites for unused drugs.Priority 3: Children and YouthSanford will increase access to healthy food options to decrease hunger among children in the community, and support the development of local 4-H groups.Sanford Medical Center Wheaton will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Mental HealthContinue to pursue tele-psychiatry to have this available locally to allow for students to access without missing full days of school. Sanford implemented the PHQ-9 depression screening tool, which is used at all well exams and any new patient that has a diagnosis of depression. If the score is over 9, then continued follow ups are made between 5-7 months and again at 11-13 months. If this is not done in this time-frame, it does not count towards the overall quality score for depressions screening. The goal is for the patient to score at 5 or below.Priority 2: SafetyMandatory provider education programs regarding safety were held, including discussions on not prescribing medications for acute injuries and other conditions where the medications were proven ineffective. There was 25% reduction in prescriptions written, with a goal to reach 40%. Reports were distributed to providers so they could understand their prescribing patterns. In addition, some providers have registered with the Minnesota Board of Pharmacy Prescription Monitoring Program.Priority 3: Children and YouthWorking in a partnership with North Country Food Bank, Bethlehem Covenant Church and Wheaton Area Schools, Sanford Wheaton participated in a volunteer based Back Pack Program to be able to deliver healthy foods to children who are at risk of being hungry. Sanford provided up to 60 meals every 2 weeks to school age children through the school year and during the summer months. This program has been successful and financial stable due to donations and 2 staff members delivering the packages to the school/church, and to the teachers for putting them into the school back packs. Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care Physical Health - Cancer, Inactivity or lack of exercise, Obesity Preventive Health - Flu shots |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: Children and YouthSanford Bagley Medical Center has made children and youth a significant priority and has developed strategies to improve the health of newborns and young children, and to enhance the level of care that is available for high risk infants. Sanford clinic nurses will communicate with providers and other staff members about the services that are available to at-risk youth in the community. Sanford Ambassadors will provide educational materials and Text 4 Life bracelets at community events. Additionally, Sanford Fit is an on-line community health activation initiative created by Sanford Health that provides engaging programs and resources to kids, families, leaders and role models across numerous settings to promote and activate healthy choices.Priority 2: Mental Health Sanford has developed strategies to reduce mortality and morbidity from tobacco use, and has set strategies for suicide prevention.Sanford will not directly develop strategy to address the availability of affordable housing and public transportation. However, Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford will share the formally assessed issues with community leaders who have expertise in these areas.Sanford Bagley Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Children and YouthOpened new intensive care nursery with additional capabilities to treat preterm and high-risk babies. Constructing a C-Section suite on the OB floor to facilitate faster surgical turnaround for high-risk deliveries requiring C-Sections. Drug screening as part of routine prenatal testing for early identification of drug exposed babies. Examining feasibility of community wellness center for youth activities and community education.Priority 2: Mental HealthRecruited additional psychologist. Expanded the service scope in the senior behavioral health unit. Developed an assertive community treatment (ACT) program to serve severely mentally ill patients in the community. Acquired a facility to develop residential services for mentally ill patients. Acquired community mental health center to integrate service scope with hospital and ambulatory medical care deliver. Initiated a medication assisted therapy program (MAT) for opioid dependent mothers (Suboxone).Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Transportation - Availability of public transportation Aging - Cost of long term care, Availability of long term care, Availability of resources for caregivers making decisions, Availability of memory care, Availability of resources to help the elderly stay in their homes, Availability of resources for grandparent caregivers for grandchildren, Understanding of advanced care directives Safety - Child abuse and neglect, Crime, Presence of street drugs, prescription drugs and alcohol, Presence of drug dealers, Domestic violence, Presence of gang activity, Elder abuse, Safe places for outdoor youth activities, Sex trafficking Health Care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs, Cost of affordable dental insurance, Use of emergency services for primary care, Cost of affordable vision insurance, Timely access to mental health/behavioral health providers, Availability of non-traditional hours, Timely access to physician specialists, Coordination of care between providers and services Physical Health - Cancer, Inactivity, Obesity Chronic disease, Poor nutrition Preventive Health - Flu shots |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/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 during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: Children and YouthSanford Canton-Inwood Medical Center will implement the Sanford fit Program curriculum in the local schools and childcare facilities, and will make the program available for families through the website.Priority 2: Physical Health Sanford will develop a wellness challenge, create a community health fair and bike rodeo to increase opportunities to improve physical health in the community. Sanford Canton-Inwood Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Children and YouthSanford Fit is available at the Canton school and on-line.Priority 2: Physical HealthStaff working with EMBE and doing a local girls on the run with 5th graders. Presented to the Jr-high and Sr-high kids about STDs at Annual health fair during heart week. Dr Petrasko provided a community presentation.Identified needs not directly addressed by this facility include: Economics - Availability of affordable housing Transportation - Availability of good walking or biking options Aging - Cost of long term care, Availability of memory care, Availability of long term care, Availability of resources to help the elderly stay safe in their homes, Availability of activities for seniors, Availability of resources for family/friends caring for and making decisions for elders, Cost of activities for seniors Safety - Presence of street drugs and alcohol in the community, Presence of drug dealers in the community Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Use of the emergency room services for primary health care Mental Health/Behavioral Health - Underage drug use and abuse, Underage drinking, Depression, Smoking and tobacco use, Stress, Dementia and Alzheimer's disease, Binge drinkingSanford will not develop strategy to address the need for affordable housing or the availability of good walking and biking option. However, Sanford serves as a partner in many community groups that have the expertise to address these unmet needs. Sanford has convened community leaders to learn of the findings of the formalized assessment and the unmet needs in the community. |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/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 during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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 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 HealthSanford Clear Lake Medical Center will establish mental health services through telemedicine. Sanford will develop a directory of mental health services that are available to community members and will distribute it widely to groups and organizations in the community.Priority 2: Physical HealthSanford will provide education on preventive services that are available in order to increase compliance with preventive screenings recommendations. The focus will be on colorectal screenings, mammography, vaccinations and diabetic foot care.Sanford Clear Lake Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Mental Health/Behavioral HealthThe medical home patients are reviewed each month and all clinic patients are screened using the PHQ9. The counseling services available in our area are listed in the community resources book. Tele-health is available for counseling. Priority 2: Physical HealthFit test kits for colon cancer screening were provided during influenza vaccine clinics at Sanford Clear Lake. Working with health coach and clinic nursing on preventative health screenings. Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of resources for family/friends caring for and making decisions for elders, Availability of memory care Children and Youth - Bullying, Availability of activities for children and youth, Cost of activities for children and youth, Children living in poverty, Children in single parent households Health Care - Access to affordable health insurance, Cost of affordable vision insurance, Cost of affordable dental insurance coverage, Access to affordable prescription drugs, Access to affordable health care, Unmet medical needs, Unmet mental health needs, Need prescription medications Safety - Presence of street drugs and alcohol in the community Substance Use and Abuse - Underage drinking, Underage drug use and abuse, Smoking and tobacco use, Alcohol use and abuse Preventive Health - Flu shots, Immunizations, Not seeing a health care provider or dentist in the past year |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 5: | Sanford conducted a community health needs assessment during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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 Fargo Medical CenterSanford 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 Rock Rapids 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: Mental Health/Behavioral HealthSanford Westbrook Medical Center has set strategy to decrease the time for patients who seek mental health services to be in the ER before placement, and to work with community partners to create new recovery program options. Sanford will also work with the Minnesota Department of Health on a pilot for integrating behavioral health into critical access hospitals.Priority 2: Physical Health Sanford has set strategy to improve the care of patients with chronic disease, overweight and obesity diagnosis. Patients will work with registered dietitians, exercise specialists, and Health Coaches. Additionally, Sanford will work with the local school leadership to implement Sanford fit into the schools and community.Sanford Westbrook Medical Center will standardize narcotic prescribing protocols across the enterprise to reduce usage. Narcotic prescriptions will be tracked internally and areas for improvement will be identified.Addressing of Significant Needs during Current Year:Priority 1: Mental Health/Behavioral HealthWork is continuing on this goal to evaluate turnaround time for patients. Currently working with Sanford Health on a grant that was received to start a telehealth behavioral health placement program for the ER. Advertising services available to community members continues via local newspapers, social media and website.Priority 2: Physical HealthSanford Westbrook completed a 19 week program from January-May 2017. The program was a customized version of fitClub. Two Sanford Westbrook staff members met with the Westbrook Walnut Grove 4th grade physical education class once a week (Wednesdays) for 25 minutes. Program will be completed again with this year's 4th grade class starting in January 2018. Students in the WWG 4th grade class retained information well through the 19 week program. A survey/test will be completed before and after the 2018 program to be able to show increased knowledge of health and wellness based on the fit principles. The Health Coach continues to work on reaching patients and working with them to better their health.Identified needs not directly addressed by this facility include: Aging - Cost of long term care, Availability of memory care, Availability of resources for family/friends caring for and making decisions for elders Children and Youth - Bullying Safety - Presence of street drugs and alcohol in the community Health Care - Access to affordable health insurance, Access to affordable health care, Access to affordable prescription drugs |
| 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policy |
| Part V, Sec. B, 20(e) | Sanford has continued to the widely publicized efforts required under the draft of the Affordable Care Act prior to the final ruling since the procedures were already in place. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 95 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (95 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| 1 - Sanford USD Medical Center Dialysis | ||||
| 1305 W 18th Street | Sioux Falls | SD | 57117 | End Stage Renal Dialysis |
| 2 - Sanford Dialysis Detroit Lakes | ||||
| 114 East Frazee Street | Detroit Lakes | MN | 56501 | Dialysis |
| 3 - Sanford Clinic Sheldon | ||||
| 800 Oak Street | Sheldon | IA | 51201 | Rural Health Clinic |
| 4 - Sanford Health Neilson Place | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Skilled Nursing Facility |
| 5 - Sylvan Place | ||||
| 212 St Olaf Avenue S | Canby | MN | 56220 | Housing with Services |
| 6 - Sanford Dialysis Fargo | ||||
| 2801 S University Drive | Fargo | ND | 58122 | Dialysis |
| 7 - Sanford Home Care Fargo | ||||
| 100 4th Street S | Fargo | ND | 58103 | Home Health Agency |
| 8 - Sanford Dialysis Thief River Falls | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Dialysis |
| 9 - Sanford Mid-Dakota Dialysis | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | End Stage Renal Dialysis |
| 10 - Sanford Care Center Vermillion | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Nursing Facility |
| 11 - Sanford Dialysis Red Lake | ||||
| 24760 Hospital Drive Box 249 | Red Lake | MN | 56671 | Dialysis |
| 12 - Sanford Tom & Frances Leach Bismarck Dia | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Kidney Dialysis |
| 13 - Sanford Dialysis Morris | ||||
| 400 East 1st Street | Morris | MN | 56267 | Dialysis |
| 14 - Sanford Senior Care Sheldon | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Hospital Based-Nursing Facilities |
| 15 - Sanford Clinic Rock Rapids | ||||
| 803 South Green Street | Rock Rapids | IA | 51246 | Rural Health Clinic |
| 16 - Sanford Hillsboro Care Center | ||||
| 12 3rd Street SE | Hillsboro | ND | 58045 | Hospital Based-Nursing Facilities |
| 17 - Sanford Clinic Watertown Surgical Center | ||||
| 901 4th Street NW | Watertown | SD | 57201 | Ambulatory Surgery Center |
| 18 - Sanford Chamberlain Care Center | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | Nursing Facility |
| 19 - Sanford Clinic Canby | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified Rural Health Clinic |
| 20 - Sanford Worthington Medical Center | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified End Stage Renal Dialysis |
| 21 - Sanford Clinic Tracy | ||||
| 251 Fifth Street East | Tracy | MN | 56175 | Medicare Certified Rural Health Clinic |
| 22 - Sanford Clinic Webster | ||||
| 101 Peabody Drive | Webster | SD | 57274 | Rural Health Clinic |
| 23 - Sanford Health Dickinson Ambulatory Surg | ||||
| 2615 Fairway Street | Dickinson | ND | 58601 | Ambulatory Surgery Center |
| 24 - Sanford Bemidji Home Care | ||||
| 3807 Greenleaf NW Avenue | Bemidji | MN | 56601 | Home Health Agency |
| 25 - Sanford Dialysis Bemidji | ||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | Dialysis |
| 26 - Sanford Health Dialysis Hospers | ||||
| 112 Sunrise Drive | Hospers | IA | 51239 | End Stage Renal Dialysis |
| 27 - Sanford Health Windsong | ||||
| 1010 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| 28 - Sanford Clinic Jackson | ||||
| 1430 North Highway | Jackson | MN | 56143 | Medicare Certified Rural Health Clinic |
| 29 - Sanford Visiting Nurses Association | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Professional Home Care Agency (licensed in MN and SD) |
| 30 - Sanford Clinic Mt Lake | ||||
| 308 8th Street | Mountain Lake | MN | 56159 | Medicare Certified Rural Health Clinic |
| 31 - Sanford Bagley Clinic | ||||
| 123 4th Street NW | Bagley | MN | 56621 | Rural Health Clinic |
| 32 - Sanford Health Walker Clinic | ||||
| 614 Michigan Avenue | Walker | MN | 56484 | Rural Health Clinic |
| 33 - Sanford Health Hillsboro Clinic | ||||
| 315 East Caledonia | Hillsboro | ND | 58045 | Rural Health Clinic |
| 34 - Sanford Bemidji Hospice | ||||
| 3525 Pine Ridge Avenue NW | Bemidji | MN | 56601 | Hospice |
| 35 - Sanford Home Care Home Health | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Home Health Agency |
| 36 - Sanford Hospice | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Hospice (licensed in MN and SD) |
| 37 - Sanford Health Detroit Lakes ASC | ||||
| 1245 Washington Avenue | Detroit Lakes | MN | 56501 | Ambulatory Surgery Center |
| 38 - Sanford Health Mahnomen Clinic | ||||
| 414 West Jefferson PO Box 396 | Mahnomen | MN | 56557 | Rural Health Clinic |
| 39 - Sanford Clinic Aberdeen Surgical Center | ||||
| 3015 3rd Avenue SE | Aberdeen | SD | 57401 | Ambulatory Surgery Center |
| 40 - Sanford Home Health and Hospice | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Home Health Agency |
| 41 - Sanford Health Pelican Rapids Clinic | ||||
| 211 East Mill Street | Pelican Rapids | MN | 56572 | Rural Health Clinic |
| 42 - Sanford Clinic Westbrook | ||||
| 920 Bell Avenue | Westbrook | MN | 56183 | Medicare Certified Rural Health Clinic |
| 43 - Sanford Hospice | ||||
| 1151 Ryans Road Suite 100 | Worthington | MN | 56187 | Hospice (licensed in SD) |
| 44 - Sanford Health Trillium | ||||
| 930 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| 45 - Sanford Clinic Windom | ||||
| 591 2nd Avenue N | Windom | MN | 56101 | Medicare Certified Rural Health Clinic |
| 46 - Sanford Behavioral Health Center | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Behavioral Health Treatment Center |
| 47 - Orchard Hills | ||||
| 200 W 10th Street | Dell Rapids | SD | 57022 | Assisted Living Center |
| 48 - Sanford Fort Yates Dialysis | ||||
| Box J | Fort Yates | ND | 58538 | Kidney Dialysis |
| 49 - Sanford Jamestown Dialysis | ||||
| 300 2nd Avenue NE | Jamestown | ND | 58401 | Kidney Dialysis |
| 50 - Sanford Clear Lake Clinic | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Rural Health Clinic |
| 51 - Sanford Clinic Ipswich | ||||
| 110 5th Avenue | Ipswich | SD | 57451 | Rural Health Clinic |
| 52 - Sanford Clinic Beresford | ||||
| 600 W Cedar Street | Beresford | SD | 57004 | Rural Health Clinic |
| 53 - Sanford Clinic Clark | ||||
| 117 W 1st Avenue | Clark | SD | 57225 | Rural Health Clinic |
| 54 - Sanford Transplant Center | ||||
| 736 Broadway | Fargo | ND | 58122 | Transplant Center |
| 55 - Sanford Madison Dialysis | ||||
| 323 SW 10th Street | Madison | SD | 57042 | End Stage Renal Dialysis |
| 56 - Sanford Home Care Hospice | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Hospice |
| 57 - Sanford Worthington Home Care | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified Home Health Agency |
| 58 - Sanford Luverne Hospice | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Medicare Certified Hospice |
| 59 - Shetek Home Care | ||||
| 251 Fifth Street E | Tracy | MN | 56175 | Medicare Certified Home Health Agency |
| 60 - Baker Park Inc | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Assisted Living Center |
| 61 - Sanford Canby Dialysis Unit | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified End Stage Renal Dialysis |
| 62 - Sanford Canby Med Center | ||||
| 213 St Olat Avenue N Ste B | Canby | MN | 56220 | Medicare Certified Home Health Agency |
| 63 - Sanford Clinic Lakefield | ||||
| 209 Main Street PO Box 546 | Lakefield | MN | 56150 | Medicare Certified Rural Health Clinic |
| 64 - Sanford Home Health and Hospice Sheldon | ||||
| 118 North Seventh Avenue | Sheldon | IA | 51201 | Hospice |
| 65 - Sanford Transplant Center | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Transplant Center |
| 66 - Sanford Rock Rapids George Clinic | ||||
| 101 N Main | George | IA | 51237 | Rural Health Clinic |
| 67 - Sanford Clinic Lennox | ||||
| 108 S Main | Lennox | SD | 57039 | Rural Health Clinic |
| 68 - Sanford Health LaMoure Clinic | ||||
| Omega City Plaza | Lamoure | ND | 58458 | Rural Health Clinic |
| 69 - Sanford Health Enderlin Clinic | ||||
| 201 4th Avenue Suite 1 | Enderlin | ND | 58027 | Rural Health Clinic |
| 70 - O'Brien Court | ||||
| 410 State Street | Tracy | MN | 56175 | Housing with Services |
| 71 - Sanford Visiting Nurses Assoc-Luverne | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Home Health Care |
| 72 - Dakota Gardens Senior Living | ||||
| 126 S Plum Street | Vermillion | SD | 57069 | Residential Living Center |
| 73 - Sanford Hiawatha Heights | ||||
| 398 N Hiawatha Drive | Canton | SD | 57013 | Assisted Living Center |
| 74 - Sanford Clinic Sanborn | ||||
| 321 Main Street | Sanborn | IA | 51201 | Rural Health Clinic |
| 75 - Sanford Clinic Estelline | ||||
| 305 Hospital Drive | Estelline | SD | 57234 | Rural Health Clinic |
| 76 - Sanford Clinic Lake Norden | ||||
| Main Street | Lake Norden | SD | 57248 | Rural Health Clinic |
| 77 - Sanford Health Ellendale Clinic | ||||
| PO Box 306 | Ellendale | ND | 58436 | Rural Health Clinic |
| 78 - Peterson Estates | ||||
| 1012 9th Street | Westbrook | MN | 16183 | Housing with Services |
| 79 - Sanford Health Halstad Clinic | ||||
| 445 1st Street E | Halstad | MN | 56548 | Rural Health Clinic |
| 80 - Sanford Hospice | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Hospice |
| 81 - Sanford Visiting Nurses Assoc-Vermillion | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Home Health Care |
| 82 - Sanford Health Twin Valley Clinic | ||||
| 212 Main Avenue W | Twin Valley | MN | 56584 | Rural Health Clinic |
| 83 - Sanford Health Forman Clinic | ||||
| PO Box 184 | Forman | ND | 58032 | Rural Health Clinic |
| 84 - Sanford Health Ulen Clinic | ||||
| 108 Viking Avenue W | Ulen | MN | 56585 | Rural Health Clinic |
| 85 - Sanford Canby Medical Center | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Class F Home Care Provider |
| 86 - Sanford Clear Lake Medical Center | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Home Health Care |
| 87 - Sanford Hospice Centennial Cottage | ||||
| 6301 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| 88 - Sanford Hospice Foundation Cottage | ||||
| 6309 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| 89 - Sanford Bagley Clearbrook Clinic | ||||
| 22 Elm Street | Clearbrook | MN | 56634 | Rural Health Clinic |
| 90 - Sanford Hospice | ||||
| 900 2nd Avenue | Madison | MN | 56256 | Hospice (licensed in SD) |
| 91 - Sanford Hospice | ||||
| 745 E 8th Street | Winner | SD | 57580 | Hospice |
| 92 - Sanford Clinic Balaton | ||||
| Highway 14E | Balaton | MN | 56115 | Medicare Certified Rural Health Clinic |
| 93 - Sanford Visiting Nurses Assoc-Chamberlai | ||||
| 110 W Beede Ste 1 | Chamberlain | SD | 57325 | Home Health Care |
| 94 - Sanford Tracy Walnut Grove Clinic | ||||
| 830 Eighth Street | Walnut Grove | MN | 56180 | Medicare Certified Rural Health Clinic |
| 95 - Sanford Hospice | ||||
| 300 S Byran Blvd | Chamberlain | SD | 57325 | Hospice |
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 exceed its financial assistance budget for FY 2017, however, exceeding that budget did not impact the ability to serve any patients and no patients were 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 2016 Community Benefit Annual Report is posted annually on the Sanford website at:http://www.sanfordhealth.org/about/community-benefit |
| Part I, Line 7: | 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. 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 FY 2017, subsidized health services provided through these physician practices generated losses of $81,851,800. |
| 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 $210,621,679. 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 during FY 2016 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 2016 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, North Dakota and Clay County, 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 community health, their personal health, preventive health, and the prevalence of disease. 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 FY 2017-2019. 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 response 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. Financial Assistance applications were available in English or Spanish upon request. 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:http://www.sanfordhealth.org/patients-visitors/patient-information/financial-assistance-policyDISCLOSURES IN ACCORDANCE WITH REV PROC. 2015-21 SEC. 7 IN REGARDS TO SCHEDULE H, PART V, SEC. B:Sanford has a system-wide financial assistance policy ("FAP") which covers all hospital facilities. During the tax year, Sanford's financial assistance policy ("FAP") did not include a list of the amounts generally billed ("AGB") percentage for each hospital facility. However, the FAP did include a sliding scale discount schedule which was based off the AGB calculation. The sliding scale discount ensures that no individual eligible under the FAP is charged more than AGB. To Sanford's knowledge, no individual who was eligible under Sanford's FAP was billed incorrect amounts or otherwise impacted by this error.In addition, during the tax year, the system-wide FAP did not include the provider list specifically identifying the medical providers delivering care in the hospital facility and whether the providers are or are not covered by the FAP. However, the FAP did include verbiage stating, "Financial assistance can be granted solely for services and care performed by Sanford providers. Services provided by non-Sanford physicians, providers, facilities, or organizations are not eligible for financial assistance granted through this policy." To Sanford's knowledge, no individual who was eligible under Sanford's FAP was impacted by this error.These errors were discovered in May 2017 as part of a comprehensive review of 501(r) compliance. Once the errors were discovered, Sanford took immediate action to correct the errors. An updated FAP was adopted on May 19, 2017 and was posted to Sanford's website on June 1, 2017. Separate files containing the AGB percentages and provider lists were posted on June 27, 2017. Sanford has put procedures in place to address and monitor its compliance including assigning oversight of 501(r) compliance to the Sanford internal Compliance team for monitoring adherence to this regulation. In addition, Operations has a procedure to remotely monitor the documents and hyperlinks posted on the public facing webpages anytime the pages are updated or documents replaced. This procedure ensures all public facing webpages are accessible to the public.Section 501(r) requires hospitals to accommodate all significant populations that have limited English proficiency (LEP) if such LEP language group constitutes the lesser of 1,000 individuals or 5% of the community served by the hospital facility or the population likely to be affected or encountered by the hospital facility. During the tax year, Sanford's FAP, application, and plain language summary were only available in English and Spanish. This determination was made based on the LEP language group of Sanford's patient base. During 2018, Sanford reviewed its footprint to analyze the LEP population of the entire communities served by Sanford by using all languages identified through census data. Sanford has broadened its LEP language group to include German, Hindi, Chinese (Mandarin), Korean, Laotian, Vietnamese and Amharic. These additional language translations were completed and made available to the public for the appropriate communication as required by IRC Sec. 501(r) by the filing of this return. Sanford has put procedures in place to monitor translation requirements on an annual basis. To Sanford's knowledge, no individual who was eligible under Sanford's FAP was impacted by this prior method of determining the percentage or number of LEP individuals in the hospital facility's community. |
| 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 43 hospitals and nearly 250 clinics in nine states and three countries. Sanford Health's 28,000 employees, including 1,400 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 2015 U.S. Census Bureau estimates a total population of 171,544 for Sioux Falls. According to the 2016 County Health Rankings, the population of Minnehaha County is 84.2% white, 4.5% African American, 2.7% American Indian, 1.9% Asian and 4.9% 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 $52,494.Sanford Medical Center Fargo - Fargo, North DakotaFargo is the largest city in North Dakota, accounting for 15% of the state's population. Fargo is also the county seat of Cass County. The 2015 United States Census estimates the population of Fargo was 118,523. According to the 2016 County Health Rankings, the population of Cass County is 88.5% white, 3.6% African American, 1.3% American Indian, 2.6% Asian and 2.4% Hispanic. Only 1% of the population is reported to be not proficient in English. The median household income is $46,175. 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 2015 United States Census estimates, the population of Bemidji is 14,594. According to the 2016 County Health Rankings, the population of Beltrami County is 73.3% white, 0.7% African American, 21% American Indian, 0.7% Asian and 2.0% Hispanic. 0% of the population is reported to be not proficient in English. The median household Income is $35,610.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 on the state of North Dakota with a population 71,167. According to the 2016 County Health Rankings, the population of Burleigh County is 90.8% white, 1.1% African American, 4.1% American Indian, 0.7% Asian and 1.9% Hispanic. 0% of the population is reported to be not proficient in English. The median household income is $58,901.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 15 members at the end of the fiscal year, including 10 volunteer community members, 4 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 43 hospitals and nearly 250 clinics in nine states and three countries. Sanford Health's 27,000 employees, including 1,400 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 (195 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 System | ||||||||
| 1400 N Dakota Street | Aberdeen | SD | 57401 | 460334005 | 501(c)(3) | $27,850 | Roncalli Revitalizing project | |
| Aberdeen Development Corporation | ||||||||
| 416 Production St N | Aberdeen | SD | 57401 | 466011831 | 501(c)(6) | $8,500 | General Support | |
| Aberdeen Family YMCA | ||||||||
| 5 South State Street | Aberdeen | SD | 57401 | 460255779 | 501(c)(3) | $15,000 | General Support | |
| Aberdeen Public Schools Foundation | ||||||||
| 1224 3rd St South | Aberdeen | SD | 57401 | 460423109 | 501(c)(3) | $40,500 | General Support, Scholarships, Student Activity | |
| Alexander Mitchell Public Library | ||||||||
| 519 S Kline Street | Aberdeen | SD | 57401 | 460428183 | 501(c)(3) | $10,000 | Beyond Books Program | |
| Alexandria Schools | ||||||||
| PO Box 752 | Alexandria | MN | 56308 | 411791449 | 501(c)(3) | $6,050 | General Support | |
| Alzheimers Assocation | ||||||||
| 1000 N West Avenue Ste 250 | Sioux Falls | SD | 57104 | 133039601 | 501(c)(3) | $7,000 | Reason to Hope Fundraiser, Walk to End Alzheimer's | |
| American Cancer Society | ||||||||
| 4904 S Technopolis Dr | Sioux Falls | SD | 57106 | 410724036 | 501(c)(3) | $293,750 | General Support | |
| American Diabetes Association | ||||||||
| 14216 Dayton Circle Ste 6 | Omaha | NE | 68137 | 131623888 | 501(c)(3) | $12,500 | Step Out- Tour de Cure | |
| American Foundation For Suicide | ||||||||
| 1040 N Main Ave Unit D | Tea | SD | 57064 | 133393329 | 501(c)(3) | $5,750 | Out of the Darkness Walk | |
| American Heart Association Inc | ||||||||
| 7272 Greenville Ave | Dallas | TX | 75231 | 135613797 | 501(c)(3) | $139,000 | General Support | |
| American Legion | ||||||||
| 1701 W Legion Dr | Sioux Falls | SD | 57104 | 386902131 | 501(c)(3) | $5,100 | General Support, Scholarships | |
| American Red Cross | ||||||||
| 808 West Ave | Sioux Falls | SD | 57104 | 530196605 | 501(c)(3) | $18,550 | General Support | |
| Arthritis Foundation - Upper Midwest Region | ||||||||
| PO Box 1208 | Fargo | ND | 58107 | 390860526 | 501(c)(3) | $28,000 | General Support | |
| Arts Partnership | ||||||||
| 1104 2nd Ave S Suite 315 | Fargo | ND | 58103 | 237108936 | 501(c)(3) | $20,000 | General Support | |
| ASA (Amatuer Softball Association) | ||||||||
| P O Box 756 | Newtown | PA | 18940 | 233028150 | 509(a)(2) | $7,500 | General Support | |
| Audubon Dakota | ||||||||
| 118 Broadway N Ste 716 | Fargo | ND | 58102 | 131624102 | 501(c)(3) | $7,500 | General support | |
| Augustana University | ||||||||
| 2001 S Summit Ave | Sioux Falls | SD | 57197 | 460224588 | 501(c)(3) | $2,685,207 | AD Leadership fund, Support athletic club | |
| BBBS Of The Sioux Empire (Big Brothers Big Sisters) | ||||||||
| 1108 N West Ave Ste B | Sioux Falls | SD | 57104 | 050593016 | 501(c)(3) | $41,733 | General Support | |
| Bemidji State University | ||||||||
| 1500 Birchmont Dr NE | Bemidji | MN | 56601 | 237044156 | 501(c)(3) | $52,000 | General support | |
| Bismarck Mandan Development Association | ||||||||
| 400 E Broadway Ave Suite 417 | Bismarck | ND | 58501 | 450357684 | 501(c)(6) | $10,150 | General Support | |
| Bismarck Recreational Council | ||||||||
| 400 E Front Ave | Bismarck | ND | 58504 | 450384442 | 501(c)(3) | $15,000 | General Support | |
| Bismarck Public Schools Foundation | ||||||||
| 806 N Washington Street | Bismarck | ND | 58501 | 450442960 | 501(c)(3) | $59,535 | General Support | |
| Bismarck State College Foundation | ||||||||
| P O Box 5587 | Bismarck | ND | 58506 | 450358929 | 501(c)(3) | $7,500 | General Support/Scholarships | |
| Boys And Girls Club | ||||||||
| 824 E 14th St | Fargo | ND | 57104 | 460399482 | 501(c)(3) | $5,100 | General Support | |
| Brandon Valley Baseball Assoc | ||||||||
| PO Box 605 | Brandon | SD | 57005 | 460401362 | 501(c)(3) | $25,000 | General Support, Donation toward the Field of Dreams project | |
| Brandon Valley Booster Club | ||||||||
| PO Box 572 | Brandon | SD | 57005 | 466002577 | 501(c)(6) | $6,500 | General Support | |
| Brandon Valley School | ||||||||
| PO Box 572 | Brandon | SD | 57005 | 466002577 | 501(c)(6) | $14,800 | General Support, Donation to HS Booster Club | |
| Brookings Health System Foundation | ||||||||
| 300 22nd Ave | Brookings | SD | 57006 | 271785343 | 501(c)(3) | $20,000 | General support, Hospital Expansion and Renovation Project donation | |
| Brown County Fair (Aberdeen) | ||||||||
| 1019 1st Ave SE | Aberdeen | SD | 57104 | 466000011 | NA | $8,000 | Donation to help pay for the "Kids Zone" at the local fair in Aberdeen | |
| Camp Cambria Foundation | ||||||||
| 805 Enterprise Dr | Belle Plaine | MN | 56011 | 474296984 | 501(c)(3) | $100,000 | General Support | |
| Canton Inwood Area Health | ||||||||
| PO Box 292 | Canton | SD | 57013 | 460210400 | 501(c)(3) | $6,000 | General Support | |
| CASA | ||||||||
| 415 N Dakota Ave PO Box 1901 | Sioux Falls | SD | 571013001 | 460430647 | 501(c)(3) | $12,900 | General Support | |
| Chad Greenway Foundation | ||||||||
| 59 Cavalier Blvd Ste 310 | Florence | KY | 41042 | 261782419 | 501(c)(3) | $8,400 | General Support | |
| Chamber of Commerce | ||||||||
| 200 N Phillips Ave Sute 200 | Sioux Falls | SD | 57104 | 460189300 | 501(c)(6) | $15,350 | General Support | |
| Chamber of Commerce Bismarck-Mandan | ||||||||
| 1640 Burnt Boat Drive | Bismarck | ND | 58502 | 450116753 | 501(c)(6) | $5,450 | General Support | |
| Chamber of Commerce Fargo Moorhead | ||||||||
| P O Box 2443 | Fargo | ND | 581082443 | 450448041 | 501(c)(6) | $37,750 | General Support | |
| Charis Ministry Partners | ||||||||
| 1300 E 10th Street | Sioux Falls | SD | 57103 | 383775128 | 501(c)(3) | $7,000 | General Support | |
| Children Of The Nations | ||||||||
| PO Box 3970 | Silverdale | WA | 98383 | 911702551 | 501(c)(3) | $11,500 | General Support | |
| Children's Health Foundation | ||||||||
| 601 Childrens Lane | Norfolk | VA | 23507 | 541278865 | 501(c)(3) | $250,000 | General Support | |
| City Of Sheldon | ||||||||
| 416 9th Street PO Box 276 | Sheldon | IA | 51201 | 426005194 | 115 | $50,000 | Donation toward their Events Center | |
| Communities Foundation Of Oklahoma | ||||||||
| PO Box 21210 | Oklahoma City | OK | 73156 | 731396320 | 115 | $10,000 | Duncan Heritage Trails Coalition Fund 1063 / Donation | |
| Community Indoor Tennis Center | ||||||||
| 4210 N Bobhalla Dr | Sioux Falls | SD | 57107 | 452784394 | 501(c)(3) | $25,000 | General Support | |
| Concordia College | ||||||||
| 901 8th St | Moorhead | MN | 56560 | 410693977 | 501(c)(3) | $1,267,600 | General Support | |
| Cystic Fibrosis Foundation | ||||||||
| 8011 34th Ave S Ste 116 | Bloomington | MN | 55425 | 131930701 | 501(c)(3) | $37,500 | General Support | |
| Dakota Alliance Soccer Club | ||||||||
| 401 W 39th Street | Sioux Falls | SD | 57105 | 460359817 | 501(c)(3) | $48,000 | General Support | |
| Dakota Schoolers | ||||||||
| 1809 W Oak Street | Sioux Falls | SD | 57105 | 203452350 | 501(c)(3) | $37,500 | Scholarships | |
| Dakotabilities Inc | ||||||||
| 3600 S Duluth Avenue | Sioux Falls | SD | 57105 | 460306216 | 501(c)(3) | $11,000 | General Support | |
| Detroit Mountain Recreation Area Inc | ||||||||
| 29409 170th Street | Detroit Lakes | MN | 56502 | 272089583 | 501(c)(3) | $10,000 | General Support | |
| Dickinson State University | ||||||||
| PO Box 19 | Dickinson | ND | 58602 | 475378716 | 501(c)(3) | $28,000 | General Support | |
| Dow Rummel | ||||||||
| 1321 West Dow Rummel St | Sioux Falls | SD | 57104 | 460271277 | 501(c)(3) | $25,000 | General Support, Capital Campaign | |
| Downtown Community Partnership | ||||||||
| 210 Broadway N Suite 202 | Fargo | ND | 58102 | 464472309 | 501(c)(6) | $23,000 | General Support | |
| Downtown Sioux Falls Inc | ||||||||
| 230 S Phillips Avenue 102 | Sioux Falls | SD | 57104 | 363627217 | 501(c)(4) | $7,500 | General Support | |
| El Riad Shriners | ||||||||
| 510 S Phillips Ave PO Box 1203 | Sioux Falls | SD | 571011203 | 460129703 | 501(c)(3) | $9,000 | Shrine cup Golf Tournament, Shrine Circus | |
| Embe | ||||||||
| 300 West 11th Street | Sioux Falls | SD | 571046306 | 460234998 | 501(c)(3) | $15,000 | General Support | |
| Emerging Prairie | ||||||||
| 4141 28th Ave S | Fargo | ND | 58104 | 200520386 | 501(c)(3) | $10,000 | General Support | |
| Face It Together Inc | ||||||||
| 231 S Phillips Avenue 201 | Sioux Falls | SD | 57104 | 272501220 | 501(c)(3) | $25,000 | Addiction recovery coaching, Community addiction services | |
| Family Advocacy Center of Northen Minnesota | ||||||||
| 800 Bemidji Ave N Ste 4 | Bemidji | MN | 56601 | 202102302 | 501(c)(3) | $60,000 | General Support | |
| Family Healthcare Center | ||||||||
| 301 NP Avenue | Fargo | ND | 58102 | 450430628 | 501(c)(3) | $10,000 | General Support | |
| Family Visitation Center SF | ||||||||
| 311 E 14th St | Sioux Falls | SD | 57104 | 263654937 | 501(c)(3) | $10,000 | General Support | |
| FamilyFest LLC | ||||||||
| P O Box 90646 | Sioux Falls | SD | 57109 | 501(c)(3) | $10,000 | General Support | ||
| Fargo Marathon Inc | ||||||||
| 405 West Main Ave | West Fargo | ND | 58078 | 432043293 | 501(c)(3) | $12,500 | General Support | |
| Fargo Schools | ||||||||
| 415 4th St N | Fargo | ND | 57192 | 456012318 | 501(c)(3) | $9,250 | General Support | |
| Fargo Youth Hockey Association | ||||||||
| 831 17th Avenue N | Fargo | ND | 58102 | 363548649 | 501(c)(3) | $12,250 | General Support | |
| Feeding South Dakota | ||||||||
| 3511 N 1st Avenue | Sioux Falls | SD | 57104 | 363293534 | 501(c)(3) | $10,000 | General Support | |
| Fellowship Of Christian Athletes | ||||||||
| 1101 W 22nd St | Sioux Falls | SD | 57105 | 440610626 | 501(c)(3) | $9,000 | General Support | |
| FM Area Foundation | ||||||||
| 409 7th St S | Fargo | ND | 58103 | 456010377 | 501(c)(3) | $21,600 | General Support | |
| Fargo-Moorhead Curling Club | ||||||||
| P O Box 212 | Fargo | ND | 58107 | 450341916 | 501(c)(3) | $10,000 | General Support | |
| Fargo Moorhead Orchestral Association | ||||||||
| 808 3rd Ave S 300 | Fargo | ND | 58103 | 450275135 | 501(c)(3) | $20,000 | General Support | |
| Forward Sioux Falls | ||||||||
| PO Box 907 | Sioux Falls | SD | 57101 | 460396647 | 501(c)(6) | $350,000 | General Support | |
| Friends Of South Dakota Public Broadcasting | ||||||||
| PO Box 5000 | Brookings | SD | 570065000 | 237310698 | 501(c)(3) | $15,000 | General Support, Donation toward the Ethan Bortnick performance fundraiser | |
| Girl Scouts | ||||||||
| 1101 S Marion Road | Sioux Falls | SD | 57106 | 460250744 | 501(c)(3) | $8,000 | General Support | |
| Global Health Corps Inc | ||||||||
| One Penn Plaza Suite 6271 | New York | NY | 10001 | 800512336 | 501(c)(3) | $1,000,000 | General Support | |
| Good Samaritan Center (Evangelical Lutheran) | ||||||||
| 3901 S Marion Road | Sioux Falls | SD | 57106 | 450228055 | 501(c)(3) | $13,000 | $10,000 Annual Operations donation / $3000 donation for Chip for Charity Golf Tournament fundraising event | |
| Governors Office Of Econ Development | ||||||||
| 711 E Wells Ave | Pierre | SD | 57501 | 466000364 | 501(c)(6) | $15,000 | General Support | |
| Graduate Women in Science | ||||||||
| P O Box 580140 | Minneapolis | MN | 55458 | 240825560 | 501(c)(3) | $10,000 | General Support | |
| Great Life Cares Foundation | ||||||||
| 3800 W 53rd Street | Sioux Falls | SD | 57106 | 472447820 | 501(c)(3) | $11,000 | General Support | |
| Great Plains Food Bank | ||||||||
| 1720 3rd Ave N | Fargo | ND | 58102 | 450226421 | 501(c)(3) | $20,000 | General Support | |
| Great Plains Zoo | ||||||||
| 805 S Kiwanis Ave | Sioux Falls | SD | 57104 | 466015015 | 501(c)(3) | $66,667 | General Support | |
| Great Rides Inc | ||||||||
| 425 Broadway N | Fargo | ND | 58102 | 461849025 | 501(c)(3) | $15,000 | General Support | |
| Greater Fargo Moorhead Economic Development Corporation | ||||||||
| 51 Broadway Suite 500 | Fargo | ND | 58102 | 456011769 | 501(c)(6) | $40,000 | General Support | |
| Greater North Dakota Chamber of Commerce | ||||||||
| P O Box 2639 | Bismarck | ND | 58502 | 450141100 | 501(c)(6) | $22,000 | General Support | |
| Ground Works | ||||||||
| 201 N Weber Ste 201 | Sioux Falls | SD | 57103 | 452767053 | 501(c)(3) | $6,000 | SD Ag in Classroom | |
| Guiding Hand Foundation | ||||||||
| PO Box 655 | Sioux Falls | SD | 57101 | 472911229 | 501(c)(3) | $8,000 | Angels of Light Benefit Gala | |
| Helpline Center Inc | ||||||||
| 1000 N West Ave Suite 310 | Sioux Falls | SD | 57104 | 237424387 | 501(c)(3) | $21,000 | Spirit of volunteerism awards | |
| Hillsboro Public Schools | ||||||||
| 128 4th St NE PO Box 579 | Hillsboro | ND | 58045 | 456001736 | 501(c)(3) | $6,000 | Track Project | |
| Legend Sports Intitute | ||||||||
| 2301 Research Park Way | Brookings | SD | 57006 | 264544536 | NA | $50,914 | General Support/Scholarships/Equipment | |
| Imagine Thriving | ||||||||
| PO Box 10083 | Fargo | ND | 58106 | 463828944 | 501(c)(3) | $25,000 | General Support | |
| Independent School District | ||||||||
| 415 N 4th Street | Fargo | ND | 58102 | 115 | $15,000 | General Support | ||
| JDRF | ||||||||
| 2301 East 60th St North | Sioux Falls | SD | 57104 | 231907729 | 501(c)(3) | $25,000 | Donation yearly pledge | |
| Junior Achievement-SD | ||||||||
| 1000 N West Ave 100 | Sioux Falls | SD | 57104 | 460306352 | 501(c)(3) | $25,275 | General Support | |
| Leadership South Dakota | ||||||||
| PO Box 675 | Platte | SD | 57369 | 460398115 | 501(c)(3) | $20,000 | General Support | |
| Legends Hockey | ||||||||
| Scheels IcePlex 4300 N Bobhalla | Sioux Falls | SD | 57107 | N/A | $40,000 | General Support | Drive | |
| Legends Of Gold Inc | ||||||||
| Box 287 | Beresford | SD | 57004 | 273794971 | 501(c)(3) | $22,500 | General Support | |
| Lifescape (Sd Achieve & Children'S Care Foundation) | ||||||||
| 2501 W 26th St | Sioux Falls | SD | 57105 | 460233030 | 501(c)(3) | $41,410 | General Support | |
| Lifesource | ||||||||
| 2225 West River Road N | Minneapolis | MN | 55411 | 363584029 | 501(c)(3) | $15,000 | General Support | |
| Lincoln High School | ||||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $20,475 | General Support | |
| Lutheran Social Services | ||||||||
| 705 East 41st Street Ste 200 | Sioux Falls | SD | 571056048 | 460224731 | 501(c)(3) | $10,000 | Annual mentoring services | |
| Make A Wish Foundation Of South Dakota | ||||||||
| 1400 West 17th St | Sioux Falls | SD | 57104 | 460375953 | 501(c)(3) | $20,000 | General Support | |
| Mandan Public Schools Foundation For Education | ||||||||
| 1413 2nd St NW | Mandan | ND | 58554 | 272269685 | 501(c)(3) | $10,000 | General Support | |
| Mayville State University | ||||||||
| 330 3rd St NE | Mayville | ND | 58257 | 456002485 | 501(c)(3) | $11,000 | General Support | |
| McCrossan Boys Ranch | ||||||||
| 47135 260th Street | Sioux Falls | SD | 57107 | 460311913 | 501(c)(3) | $13,700 | General Support | |
| McKenzie County Healthcare Systems Inc | ||||||||
| 516 N Main | Watford City | ND | 58854 | 770637498 | 501(c)(3) | $100,000 | Medical facility | |
| Metro Area Tournament Committee | ||||||||
| 415 4th St N | Fargo | ND | 58102 | 450458883 | 501(c)(3) | $14,000 | Geneal Support | |
| MHCH Foundation (Matson Halverson Christiansen Hamilton) | ||||||||
| 201 S Main Street PO Box 84 | Kimball | SD | 57355 | 460461691 | 501(c)(3) | $15,000 | Prairie Futures Fundraiser | |
| Miami Children's Hospital Foundation Inc | ||||||||
| 3000 SW 62nd Ave | Miami | FL | 33155 | 591720704 | 501(c)(3) | $3,000,000 | General Support | |
| Mike Miller Foundation | ||||||||
| 2107 Quiett Lane | Mitchell | SD | 57301 | 300015773 | 501(c)(3) | $10,000 | General Support | |
| Moorhead Business Association Inc | ||||||||
| P O Box 612 | Moorhead | MN | 56560 | 274254782 | 501(c)(6) | $6,000 | General Support | |
| Moorhead Public Schools | ||||||||
| 2300 4th Ave S | Moorhead | MN | 56560 | 262502312 | 501(c)(3) | $5,050 | General Support | |
| MSUM | ||||||||
| 1104 7th Ave S | Moorhead | MN | 56563 | 237106061 | 501(c)(3) | $202,250 | Scholarships | |
| Muscular Dystrophy Assoc | ||||||||
| 7401 Metro Blvd 325 | Edina | MN | 55439 | 131665552 | 501(c)(3) | $5,500 | General Support | |
| National Kidney Foundation | ||||||||
| 1970 Oakcrest Ave Suite 208 | St Paul | MN | 55113 | 131673104 | 501(c)(3) | $22,000 | General Support | |
| National Multiple Sclerosis Society Upper Midwest Chapter | ||||||||
| 200 12th Ave S | Minneapolis | MN | 55415 | 410790658 | 501(c)(3) | $25,000 | General Support | |
| ND Shape America (Society of Health and Physical Educators) | ||||||||
| 2806 Manchester Street | Bismarck | ND | 58504 | 260065387 | 501(c)(3) | $15,500 | General Suport | |
| NDSCS Foundation | ||||||||
| 800 6TH ST NO | Wahpeton | ND | 58076 | 450407617 | 501(c)(3) | $30,050 | General Support | |
| NDSU | ||||||||
| PO Box 6050 NDSU Dept 1200 | Fargo | ND | 58108 | 456014085 | 501(c)(3) | $589,936 | General Support, Scholarships | |
| Northern State University Foundation | ||||||||
| 620 15th Ave SE | Aberdeen | SD | 57401 | 237002314 | 501(c)(3) | $221,500 | Scholarships | |
| Northern Sun Intercollegiate Conference | ||||||||
| 2999 County Road 42 West Suite 136 | Burnsville | MN | 55306 | 411783486 | 501(c)(3) | $160,000 | Scholarships | |
| Northland Comm & Tech College Foundation | ||||||||
| 1101 Highway One East | Thief River Falls | MN | 56701 | 411287038 | 501(c)(3) | $15,000 | General Support | |
| Northwestern College | ||||||||
| 101 7th Street SW | Orange City | IA | 51041 | 420698196 | 501(c)(3) | $50,000 | General Support | |
| Oak Grove Lutheran School | ||||||||
| 124 North Terrace | Fargo | ND | 58102 | 450226473 | 501(c)(3) | $9,000 | Project Lead the Way; Summer camps; annual business partner | |
| Outdoor Adventure Foundation | ||||||||
| 415 38th St S Suite E | Fargo | ND | 58103 | 270192316 | 501(c)(3) | $12,500 | General Support | |
| Philanthropy Promotions Inc | ||||||||
| 2601 W 60th Street North | Sioux Falls | SD | 57107 | 870695596 | 501(c)(3) | $7,500 | General Support | |
| Presidents Bowl | ||||||||
| 201 East 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $10,000 | General Support | |
| Project School Safe Assoc Aka Project Stand Up - Crime Advocacy Program | ||||||||
| c/o David Bean 43407 218th St | DeSmet | SD | 57231 | 473199527 | 501(c)(3) | $25,000 | General Support | |
| Realtors For Kids | ||||||||
| 2415 W 57th St | Sioux Falls | SD | 57108 | 262681308 | 501(c)(3) | $6,000 | General Support | |
| Red River Zoological Society | ||||||||
| 4255 23rd Avenue S | Fargo | ND | 58104 | 363938878 | 501(c)(3) | $22,500 | General Support | |
| Reinbows Inc | ||||||||
| 43341 480th Avenue | Windom | MN | 56101 | 208775427 | 501(c)(3) | $6,500 | Horse assisted therapy for the handicapped / Donation | |
| Rock Rapids Kids Club | ||||||||
| 309 North Story Street | Rock Rapids | IA | 51246 | 205156803 | 501(c)(3) | $10,000 | General Support | |
| Ronald Mcdonald House | ||||||||
| 825 S Lake Ave | Sioux Falls | SD | 57104 | 460371152 | 501(c)(3) | $43,000 | General Support | |
| Roosevelt High School | ||||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $39,284 | General Support | |
| Sanford Health Foundation North | ||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450398104 | 501(c)(3) | $50,075 | General Support | |
| Sanford Power Hockey Academy | ||||||||
| c/o Matt Tobin | Sioux Falls | SD | 57103 | $69,215 | Work with Sanford Sports Science Institute on research initiatives | |||
| Sanford Power Tennis Academy | ||||||||
| c/o Mark Vellek 2612 S Willow Ave | Sioux Falls | SD | 57105 | $44,345 | Work with Sanford Sports Science Institute on research initiatives | |||
| SD Basketball Coaches Association | ||||||||
| 1404 Yosemite Lane | Brookings | SD | 57006 | 811379554 | 501(c)(3) | $17,500 | Scholarships | |
| SD Biotech Association | ||||||||
| 2329 N Career Ave Ste 115 | Sioux Falls | SD | 57107 | 501(c)(6) | $6,000 | General Support | ||
| SD Board of Nursing | ||||||||
| 4305 S Louise Ave Suite 201 | Sioux Falls | SD | 57106 | 466000364 | 501(c)(3) | $15,000 | General Support | |
| SD Cattlemans Assoc | ||||||||
| 215 E Prospect PO Box 29 | Pierre | SD | 57501 | 462773322 | 501(c)(3) | $15,000 | General Support | |
| SD Chorale | ||||||||
| 300 S Minnesota Avenue | Sioux Falls | SD | 57104 | 452709374 | 501(c)(3) | $25,000 | General Support | |
| SD Gold Baseball Club LLC | ||||||||
| 1315 W 37th St | Sioux Falls | SD | 57105 | NA | $7,500 | General Support | ||
| SD High School Activities | ||||||||
| PO Box 1217 804 North Euclid Ave | Pierre | SD | 575011217 | 460226882 | 501(c)(3) | $125,000 | General Support | Ste 102 |
| SD Law Enforcement Charities | ||||||||
| 5214 Sweetbriar Court | Sioux Falls | SD | 57108 | 460440378 | 501(c)(3) | $10,000 | General Support | |
| SD Parks And Wildlife Foundation | ||||||||
| 523 E Capitol Ave | Pierre | SD | 57501 | 460387968 | 501(c)(3) | $10,000 | General Support | |
| SD State University | ||||||||
| 815 Medary Ave PO Box 525 | Brookings | SD | 57007 | 460273801 | 501(c)(3) | $1,713,140 | General Support | |
| SD Symphony Orchestra | ||||||||
| 300 North Dakota Ave Ste 116 | Sioux Falls | SD | 57104 | 466017026 | 501(c)(3) | $50,400 | General Support | |
| SD Synod | ||||||||
| 2001 S Summit Ave | Sioux Falls | SD | 57197 | 363512774 | 501(c)(3) | $260,000 | General Support | |
| SDGA-Junior Golf Foundation | ||||||||
| 101 N Main Ave Ste 201 | Sioux Falls | SD | 57104 | 460449824 | 501(c)(3) | $20,500 | First Tee of SD / Student scholarships | |
| SF Area Community Foundation | ||||||||
| 200 N Cherapa Place | Sioux Falls | SD | 57103 | 311748533 | 501(c)(3) | $45,000 | General Support | |
| SF Christian High School | ||||||||
| 6120 Charger Circle | Sioux Falls | SD | 571091110 | 460340024 | 501(c)(3) | $15,000 | General Support, Scholarships | |
| SF Cyclones | ||||||||
| PO Box 361 | Sioux Falls | SD | 57101 | 274705069 | 501(c)(3) | $26,750 | General Support | |
| SF Health Dept | ||||||||
| AKA Live Well Sioux Falls/City of | Sioux Falls | SD | 57104 | 466000425 | 501(c)(3) | $15,000 | General Support | SF Health Dept |
| SF Jazz & Blues Society | ||||||||
| 123 S Main Ave Ste 204 | Sioux Falls | SD | 57104 | 460418356 | 501(c)(3) | $15,000 | Jazzfest sponsorship | |
| SF Regional Airport Authority | ||||||||
| 2801 Jaycee Lane | Sioux Falls | SD | 57104 | 115 | $25,000 | General Support | ||
| SF Jr Stampede (Hat Trick Hockey Corp) | ||||||||
| 3213 Nicann Ct | Sioux Falls | SD | 57103 | 471795011 | 501(c)(3) | $10,000 | General Support | |
| SF Swim Team Inc | ||||||||
| PO Box 2736 | Sioux Falls | SD | 571012736 | 460452453 | 501(c)(3) | $25,000 | General Support | |
| SF Youth Hockey Assoc | ||||||||
| 4235 West Mesa Pass | Sioux Falls | SD | 57106 | 460427805 | 501(c)(3) | $23,699 | General Support | |
| Sheyenne Valley Community Foundation | ||||||||
| 250 West Main ST | Valley City | ND | 58072 | 464371645 | 501(c)(3) | $8,500 | General Support | |
| Shiloh Christian School | ||||||||
| 1915 Shiloh Dr | Bismarck | ND | 58503 | 450348120 | 501(c)(3) | $72,000 | General Support | |
| Sioux Council Boy Scouts Of America Inc | ||||||||
| 800 N West Avenue | Sioux Falls | SD | 57104 | 460224599 | 501(c)(3) | $6,300 | General Support | |
| Sioux Empire Arts Council | ||||||||
| PO Box 1165 | Sioux Falls | SD | 57101 | 208535871 | 501(c)(3) | $10,000 | General Support | |
| Sioux Falls Catholic Schools | ||||||||
| 3100 W 41st St | Sioux Falls | SD | 57105 | 460413591 | 501(c)(3) | $61,250 | General Support, Teacher endowment | |
| Sioux Falls School District | ||||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $74,500 | General Support, Scoreboard | |
| Sioux Falls Sports Authority Summit League | ||||||||
| 200 N Phillips Ave Ste 304 | Sioux Falls | SD | 57104 | 205850491 | 501(c)(3) | $278,000 | General Support | |
| Sioux Falls Women Run LLC | ||||||||
| 5235 S Sweetbriar Ct | Sioux Falls | SD | 57108 | 813518734 | 501(c)(6) | $10,000 | General Support | |
| SMG Sioux Falls (Aka Ribfest) | ||||||||
| 1201 N West Ave | Sioux Falls | SD | 57104 | 466000425 | NA | $7,500 | General Support | |
| Southeast Technical Institute | ||||||||
| 2320 N Career Ave | Sioux Falls | SD | 57107 | 364112897 | 501(c)(3) | $17,052 | Scholarships and Workforce development | |
| Special Olympics | ||||||||
| 305 W 39th St | Sioux Falls | SD | 57105 | 460359776 | 501(c)(3) | $26,750 | General Support | |
| Stem for Life Foundation | ||||||||
| 420 Lexington Ave Sute 350 | New York | NY | 10170 | 261150435 | 501(c)(3) | $500,000 | General Support | |
| Susan G Komen For The Cure | ||||||||
| 101 N Main Ave | Sioux Falls | SD | 57104 | 331114233 | 501(c)(3) | $34,244 | General Support | |
| Thief River Falls Education Foundation | ||||||||
| 230 LaBree Ave S | Thief River Falls | MN | 56701 | 411680500 | 501(c)(3) | $5,550 | General Support | |
| TNT Kid'S Fitness | ||||||||
| 2800 Main Avenue | Fargo | ND | 58103 | 203459549 | 501(c)(3) | $21,500 | General Support | |
| TriCity Storm Soccer Club | ||||||||
| 1323 23rd St S Suite A | Fargo | ND | 58103 | 363346894 | 501(c)(3) | $10,000 | General Support | |
| United Way | ||||||||
| 1000 North West Ave 120 | Sioux Falls | SD | 571041314 | 460233701 | 501(c)(3) | $235,900 | General Support, WomenUnite! Event | |
| University of Jamestown | ||||||||
| 6088 College Lane | Jamestown | ND | 58405 | 450231180 | 501(c)(3) | $10,000 | General Support | |
| University of Sioux Falls | ||||||||
| 1101 W 22nd Street | Sioux Falls | SD | 57105 | 460224600 | 501(c)(3) | $1,593,305 | General Support | |
| University Of South Dakota FoundationUniversity of South Dakota | ||||||||
| 1110 N Dakota Street PO Box 5555 | Vermillion | SD | 57069 | 466018891 | 501(c)(3) | $2,668,783 | Research, Sports medicine, Clinical skills & simulation center, general support | |
| University Of Wisconsin Foundation | ||||||||
| 600 Highland Ave | Madison | WI | 53792 | 390743975 | 501(c)(3) | $43,000 | Carbone Cancer Center | |
| Up Aquatics Inc | ||||||||
| 3740 Aspyn Lane N | Fargo | ND | 58102 | 271181382 | 501(c)(3) | $30,000 | Swim facility | |
| USD School Of Medicine | ||||||||
| 1400 W 22nd Street | Sioux Falls | SD | 57105 | 460418678 | 501(c)(3) | $65,712 | Medical education | |
| Valley City State University Foundation | ||||||||
| 101 College St | Valley City | ND | 58072 | 237178785 | 501(c)(3) | $5,500 | General Support | |
| Village Family Service Center | ||||||||
| PO Box 9859 | Fargo | ND | 58106 | 450226423 | 501(c)(3) | $200,500 | General Support | |
| Volunteers Of America | ||||||||
| 1309 West 51st St PO Box 89306 | Sioux Falls | SD | 57109 | 237353508 | 501(c)(3) | $20,500 | General Support | |
| PWalker Area Community Center | ||||||||
| P O Box 327 | Walker | MN | 56484 | 412007348 | 501(c)(3) | $10,000 | General Support | |
| Washington High School | ||||||||
| 501 N Sycamore Ave | Sioux Falls | SD | 57110 | 466002586 | 501(c)(3) | $8,417 | General Support | |
| Washington Pavilion | ||||||||
| 301 S Main Ave PO Box 984 | Sioux Falls | SD | 57101 | 460435791 | 501(c)(3) | $102,500 | General Support | |
| Watertown Development Company | ||||||||
| PO Box 332 | Watertown | SD | 57201 | 470813269 | 501(c)(3) | $7,500 | General Support | |
| WAVE-Wachter Aquatic Complex | ||||||||
| 205 W Reno Ave | Bismarck | ND | 58504 | 115 | $15,000 | Pool Pledge | ||
| West Fargo Park District | ||||||||
| P O Box 762 | West Fargo | ND | 58078 | 562520352 | $7,941 | General Support | ||
| Western ND Area Health Educ | ||||||||
| P O Box 615 | Hettinger | ND | 58639 | 456002485 | 501(c)(3) | $12,000 | General Support | |
| Wheaton Area Schools | ||||||||
| 1700 3rd Ave S | Wheaton | MN | 56296 | 416004390 | 501(c)(3) | $5,350 | General Support | |
| Windom Area Hockey | ||||||||
| P O Box 339 | Windom | MN | 56101 | 721543872 | 501(c)(3) | $8,334 | General Support | |
| Yellow Jacket Foundation (Black Hills State University) | ||||||||
| 1200 University Street Unit 9506 | Spearfish | SD | 577999506 | 510151319 | 501(c)(3) | $50,000 | Scholarships | |
| YMCA of Cass and Clay Counties | ||||||||
| 400 First Ave South | Fargo | ND | 58103 | 450232096 | 501(c)(3) | $8,000 | General Support | |
| YMCA Sioux Falls Region | ||||||||
| 230 S Minnesota Ave | Sioux Falls | SD | 57104 | 460225021 | 501(c)(3) | $34,500 | General Support | |
| Edith Sanford Breast Cancer Foundation | ||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450404126 | 501(c)(3) | $1,160,936 | General Support | |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Donation-Golf Sponsorship | GrantTypeTxt |
| Recipient | 1 | RecipientCnt |
| Cash Grant | $10,000 | CashGrantAmt |
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 | Yes (1) | 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 (46 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Maria Bell MD | ||||||||||||||
| Trustee/Sanford Physician | $712,251 | $0 | $0 | $0 | $60,611 | $0 | $13,250 | $0 | $25,256 | $0 | $811,368 | $0 | $0 | $0 |
| Mark Lundeen MD | ||||||||||||||
| Trustee/Sanford Physician | $813,747 | $0 | $0 | $0 | $1,672 | $0 | $13,250 | $0 | $14,198 | $0 | $842,867 | $0 | $0 | $0 |
| Mark Paulson MD | ||||||||||||||
| Chair/Sanford Physician | $249,769 | $0 | $0 | $0 | -$5,425 | $0 | $12,488 | $0 | $20,665 | $0 | $277,497 | $0 | $0 | $0 |
| Michael LeBeau MD | ||||||||||||||
| Trustee/Sanford Physician | $1,410,371 | $0 | $0 | $0 | -$5,908 | $0 | $13,250 | $0 | $20,820 | $0 | $1,438,533 | $0 | $0 | $0 |
| Kelby K Krabbenhoft | ||||||||||||||
| Sanford President & CEO | $1,481,306 | $0 | $629,600 | $0 | $74,490 | $0 | $0 | $0 | $21,578 | $0 | $2,206,974 | $0 | $0 | $0 |
| Kelby K Krabbenhoft Deferred Comp | ||||||||||||||
| Sanford President & CEO | $0 | $0 | $0 | $0 | $0 | $0 | $825,962 | $0 | $0 | $0 | $825,962 | $0 | $0 | $0 |
| JoAnn L Kunkel | ||||||||||||||
| Chief Financial Officer | $620,190 | $0 | $180,000 | $0 | $89,649 | $0 | $13,250 | $0 | $23,426 | $0 | $926,515 | $0 | $0 | $0 |
| Nate White | ||||||||||||||
| Chief Operating Officer | $797,500 | $0 | $234,000 | $0 | $109,102 | $0 | $13,250 | $0 | $25,448 | $0 | $1,179,300 | $0 | $0 | $0 |
| Richard G Adcock | ||||||||||||||
| Chief Innovation Officer | $589,427 | $0 | $177,000 | $0 | $81,844 | $0 | $13,250 | $0 | $25,058 | $0 | $886,579 | $0 | $0 | $0 |
| Kim Patrick | ||||||||||||||
| Chief Legal Officer | $482,183 | $0 | $142,650 | $0 | $90,373 | $0 | $13,250 | $0 | $23,934 | $0 | $752,390 | $0 | $0 | $0 |
| Bill Marlette | ||||||||||||||
| Treasurer | $563,456 | $0 | $190,000 | $0 | $123,641 | $0 | $0 | $0 | $1,680 | $0 | $878,777 | $0 | $0 | $0 |
| Bill Marlette Deferred Comp | ||||||||||||||
| Treasurer | $0 | $0 | $0 | $0 | $0 | $0 | $197,936 | $0 | $0 | $0 | $197,936 | $0 | $0 | $0 |
| Al Hurley | ||||||||||||||
| VP Operations Bismarck | $309,349 | $0 | $53,975 | $0 | $41,371 | $0 | $13,250 | $0 | $13,208 | $0 | $431,153 | $0 | $0 | $0 |
| Allison Suttle MD | ||||||||||||||
| Senior VP Chief Medical Of | $515,956 | $0 | $121,250 | $0 | $53,710 | $0 | $13,250 | $0 | $25,160 | $0 | $729,326 | $0 | $0 | $0 |
| Bradley J Schipper | ||||||||||||||
| VP Operations Sioux Falls | $433,486 | $0 | $64,110 | $0 | $43,112 | $0 | $13,250 | $0 | $25,058 | $0 | $579,016 | $0 | $0 | $0 |
| Bruce D Viessman | ||||||||||||||
| VP Finance Health Network | $288,466 | $0 | $300 | $0 | $31,076 | $0 | $13,250 | $0 | $21,646 | $0 | $354,738 | $0 | $0 | $0 |
| Bryan Nermoe | ||||||||||||||
| Exec VP Bemidji | $435,331 | $0 | $147,000 | $0 | $38,963 | $0 | $14,901 | $0 | $19,004 | $0 | $655,199 | $0 | $0 | $0 |
| Cole Turner | ||||||||||||||
| VP Finance Sioux Falls | $278,417 | $0 | $300 | $0 | $22,123 | $0 | $13,250 | $0 | $23,783 | $0 | $337,873 | $0 | $0 | $0 |
| Craig Boyer | ||||||||||||||
| VP Finance Bemidji | $238,528 | $0 | $35,400 | $0 | $24,093 | $0 | $12,281 | $0 | $22,050 | $0 | $332,352 | $0 | $0 | $0 |
| Craig Lambrecht | ||||||||||||||
| Exec VP Bismarck | $734,950 | $0 | $201,250 | $0 | $103,758 | $0 | $13,250 | $0 | $22,976 | $0 | $1,076,184 | $0 | $0 | $0 |
| Daniel W Blue | ||||||||||||||
| Exec VP Clinic | $656,731 | $0 | $162,500 | $0 | $118,399 | $0 | $13,250 | $0 | $25,002 | $0 | $975,882 | $0 | $0 | $0 |
| Douglas Okland | ||||||||||||||
| VP Clinic Finance | $281,370 | $0 | $300 | $0 | $34,003 | $0 | $13,250 | $0 | $4,070 | $0 | $332,993 | $0 | $0 | $0 |
| Ellen Cooke | ||||||||||||||
| VP Operations Fargo | $430,491 | $0 | $63,495 | $0 | $55,382 | $0 | $13,250 | $0 | $10,560 | $0 | $573,178 | $0 | $0 | $0 |
| Eric Hilmoe | ||||||||||||||
| VP Operations Health Netwo | $299,888 | $0 | $15,300 | $0 | $38,963 | $0 | $13,250 | $0 | $750 | $0 | $368,151 | $0 | $0 | $0 |
| Jesse Tischer | ||||||||||||||
| Exec VP Health Network | $451,846 | $0 | $118,700 | $0 | $62,663 | $0 | $13,250 | $0 | $21,084 | $0 | $667,543 | $0 | $0 | $0 |
| Joy Johnson | ||||||||||||||
| VP Operations Bemidji | $312,238 | $0 | $46,335 | $0 | $37,880 | $0 | $13,250 | $0 | $13,232 | $0 | $422,935 | $0 | $0 | $0 |
| Kirk Cristy | ||||||||||||||
| VP Finance Bismarck | $275,689 | $0 | $10,300 | $0 | $43,349 | $0 | $13,250 | $0 | $8,133 | $0 | $350,721 | $0 | $0 | $0 |
| Matthew Hocks | ||||||||||||||
| Senior VP Clinic | $435,246 | $0 | $105,150 | $0 | $43,894 | $0 | $13,250 | $0 | $24,254 | $0 | $621,794 | $0 | $0 | $0 |
| Michael E Farritor | ||||||||||||||
| VP Clinic Sioux Falls | $446,775 | $0 | $20,300 | $0 | $54,954 | $0 | $13,250 | $0 | $25,900 | $0 | $561,179 | $0 | $0 | $0 |
| Michelle A Bruhn | ||||||||||||||
| Senior VP Finance Health S | $428,074 | $0 | $105,000 | $0 | $51,931 | $0 | $13,250 | $0 | $3,324 | $0 | $601,579 | $0 | $0 | $0 |
| Michelle M Micka | ||||||||||||||
| Senior VP Finance Corp Con | $305,775 | $0 | $73,750 | $0 | $28,994 | $0 | $13,250 | $0 | $24,070 | $0 | $445,839 | $0 | $0 | $0 |
| Paul Hanson | ||||||||||||||
| Exec VP Sioux Falls | $610,766 | $0 | $157,000 | $0 | $89,768 | $0 | $13,250 | $0 | $23,008 | $0 | $893,792 | $0 | $0 | $0 |
| Paul Richard | ||||||||||||||
| Exec VP Fargo | $610,766 | $0 | $157,000 | $0 | $96,949 | $0 | $13,250 | $0 | $23,068 | $0 | $901,033 | $0 | $0 | $0 |
| Randy Bury | ||||||||||||||
| Senior VP Operations | $610,766 | $0 | $150,000 | $0 | $75,455 | $0 | $0 | $0 | $9,114 | $0 | $845,335 | $0 | $0 | $0 |
| Randy Bury Deferred Comp | ||||||||||||||
| Senior VP Operations | $0 | $0 | $0 | $0 | $0 | $0 | $19,065 | $0 | $0 | $0 | $19,065 | $0 | $0 | $0 |
| Tiffany Lawrence | ||||||||||||||
| VP Finance Fargo | $330,387 | $0 | $10,300 | $0 | $37,371 | $0 | $13,250 | $0 | $19,598 | $0 | $410,906 | $0 | $0 | $0 |
| Scott Pham | ||||||||||||||
| Physician | $2,900,891 | $0 | $0 | $0 | -$4,967 | $0 | $13,250 | $0 | $25,256 | $0 | $2,934,430 | $0 | $0 | $0 |
| Tomasz P Stys | ||||||||||||||
| Physician | $2,546,030 | $0 | $0 | $0 | -$924 | $0 | $13,250 | $0 | $22,706 | $0 | $2,581,062 | $0 | $0 | $0 |
| Adam T Stys | ||||||||||||||
| Physician | $2,371,907 | $0 | $0 | $0 | $2,405 | $0 | $13,250 | $0 | $22,298 | $0 | $2,409,860 | $0 | $0 | $0 |
| William C Brunner | ||||||||||||||
| Physician | $2,648,579 | $0 | $0 | $0 | -$4,403 | $0 | $13,250 | $0 | $22,706 | $0 | $2,680,132 | $0 | $0 | $0 |
| Timothy Lindley | ||||||||||||||
| Physician | $2,333,095 | $0 | $0 | $0 | -$6,060 | $0 | $13,250 | $0 | $22,066 | $0 | $2,362,351 | $0 | $0 | $0 |
| David Link thru 116 | ||||||||||||||
| Frmr Chief Strategy Officer | $11,538 | $0 | $0 | $0 | $4,160,647 | $0 | $0 | $0 | $1,867 | $0 | $4,174,052 | $0 | $0 | $0 |
| Brenda Larsen | ||||||||||||||
| Frmr VP Ops Bsmck thru 12/15 | $272,774 | $0 | $300 | $0 | $24,544 | $0 | $13,250 | $0 | $25,850 | $0 | $336,718 | $0 | $0 | $0 |
| Daniel Olson | ||||||||||||||
| Frmr Exec VP Bemidji thru 12 15 | $364,000 | $0 | $0 | $0 | $39,845 | $0 | $13,250 | $0 | $21,729 | $0 | $438,824 | $0 | $0 | $0 |
| Richard Giesel | ||||||||||||||
| Frmr Exec VP Health Netw thru 1/16 | $6,539 | $0 | $0 | $0 | $881,184 | $0 | $0 | $0 | $0 | $0 | $887,723 | $0 | $0 | $0 |
| Cecily Tucker | ||||||||||||||
| Frmr VP Fin D&R thru 12/12 | $263,498 | $0 | $300 | $0 | $64,733 | $0 | $13,190 | $0 | $2,748 | $0 | $344,469 | $0 | $0 | $0 |
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 2017. |
| Part I, Lines 4a-c | Part I, Line 4a: The following individuals participated in a severance arrangement and received payments during the year: Richard Giesel $881,184. Part I, Line 4b: Certain executives participate in a defined contribution SERP Plan. David Link received a payout from this plan of $4,161,341. Part I, Line 4c: Certain executives participate in a KEYSOP Plan. Cecily Tucker recieved a payout from this plan of $36,560. |
| 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 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 83755VNZ3 | 2009-09-29 | $71,015,042 | 2009: New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| City of Fargo | ||||||||
| C | 456002069 | 307479CK9 | 2011-02-09 | $134,069,821 | 2011: Refunding bonds issued 12/5/1996, 11/8/2000, and 6/18/2002 | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| D | 460315509 | 83755VVM3 | 2012-11-01 | $128,733,641 | 2012E: New construction and remodeling of healthcare 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 | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $55,220,000 | $71,581,953 | $230,464 | $764,068 | $70,817,885 | 2006 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $5,115,000 | $71,393,241 | $65 | $997,167 | $70,396,074 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |
| C | $30,735,000 | $134,069,821 | $112 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $134,069,821 | ||
| D | $129,135,779 | $109 | $1,470,647 | $127,665,132 | 2013 | 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 |
| B | 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 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| D | 0 | Yes (1) | 0 | 0 | 0 | 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: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 09/29/2012 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 |
| Schedule K, Part I, Bond Issues | Entity 3, Bond Issue A, (c) CUSIP #: 83755VXF6 and 83755VXE9 Entity 1, Bond Issue A, (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, except for the 10/28/14 South Dakota Health and Educational Facilities Authority bonds, for which the amount shown is a debt service reserve fund. |
| Part III | Part III has not been completed for the 2011 City of fargo bonds or 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 |
|---|---|---|---|---|---|---|---|---|
| City of Chamberlain | ||||||||
| A | 460000094 | 000000000 | 2010-12-30 | $4,000,000 | 2010 Chamb: New construction of long-term care facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 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 | ||||||||
| C | 460315509 | 000000000 | 2012-06-14 | $45,000,000 | 2012D:Refinance taxable indebtedness used to construct a healthcare facility | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| D | 460315509 | 83755VWA8 | 2014-08-05 | $52,083,720 | 2014A: Current refund 2004A issued 9/14/2004 | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Other Spent ProceedsOtherSpentProceedsAmt | In Reserve FundInReserveFundAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $1,404,077 | $4,000,000 | $4,000,000 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |||
| B | $11,040,000 | $66,185,000 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $24,356 | $66,160,644 | ||
| C | $7,030,000 | $45,000,000 | $45,000,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |||
| D | $52,083,720 | 2014 | Yes (1) | 0 | Yes (1) | Yes (1) | $52,083,720 | $39 |
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 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| B | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| D | 0 | Yes (1) | 0 | 0 | 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 (3 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 | 83755VXE9 | 2014-10-28 | $207,014,209 | 2014B: New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 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 | ||||||||
| C | 460315509 | 000000000 | 2016-10-28 | $50,000,000 | 2016: New Construction, equipment and improvements | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (3 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Capitalized InterestCapitalizedInterestAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | RetiredRetiredAmt | Other Spent ProceedsOtherSpentProceedsAmt | UnspentUnspentAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $207,081,359 | $156 | $31,874 | $1,906,127 | $205,143,359 | 2017 | 0 | 0 | Yes (1) | Yes (1) | |||
| B | $192,707,024 | $1,488 | $1,431,628 | $110,528,844 | 2017 | 0 | Yes (1) | 0 | Yes (1) | $1,990,000 | $80,746,163 | $389 | |
| C | $50,000,000 | $150,032 | $49,849,968 | 2017 | 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 |
| 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 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (3 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| B | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| C | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (3 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (12 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Kathryn Nermoe | |||
| B Nermoe - family relationship | $89,908 | Compensation | 0 |
| Annette White | |||
| N White - family relationship | $254,818 | Compensation | 0 |
| Paige Campbell | |||
| P Richard - family relationship | $53,658 | Compensation | 0 |
| Melinda Anderson | |||
| M Paulson - family relationship | $50,795 | Compensation | 0 |
| Donna Cristy | |||
| K Cristy - family relationship | $78,375 | Compensation | 0 |
| Michael Kunkel | |||
| J Kunkel - family relationship | $114,052 | Compensation | 0 |
| John Durick | |||
| P Durick - family relationship | $100,974 | Compensation | 0 |
| Ann Massey | |||
| C Turner - family relationship | $78,439 | Compensation | 0 |
| Louis Krabbenhoft | |||
| K Krabbenhoft - family relationship | $87,978 | Compensation | 0 |
| Megan Hemmelgarn | |||
| M Paulson - family relationship | $40,089 | Compensation | 0 |
| Barb Everist | |||
| Joint Venture in Everist Health | $4,000,000 | Sanford contributed $4M into Everist Health during the current fiscal year. As a result, Sanford and Barb Everist both owned more than a 10% interest in this company. | 0 |
| Andy North | |||
| Business Relationship-Consultant for Sanford Foundation | $120,000 | 0 | |
Schedule N IRS990ScheduleN
Disposition Of Assets Detail DispositionOfAssetsDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Assets Distri Or Expnss Paid | Skilled nursing operations in Mandan and Bismarck, ND | AssetsDistriOrExpnssPaidDesc |
| Distribution | 2016-12-31 | DistributionDt |
| Fair Market Value Of Asset | $9,537,293 | FairMarketValueOfAssetAmt |
| Method Of FMV Determination | Appraisal | MethodOfFMVDeterminationTxt |
| EIN | 371834045 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Sanford - Good Samaritan Community Health Services LLC | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3500 21st St SE | AddressLine1Txt |
| City | Mandan | CityNm |
| State Abbreviation | ND | StateAbbreviationCd |
| ZIP | 58554 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| IRC Section | Partnership | IRCSectionTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Director Of Successor2 | Yes (1) | DirectorOfSuccessor2Ind |
| Employee Of Successor2 | 0 | EmployeeOfSuccessor2Ind |
| Owner Of Successor2 | 0 | OwnerOfSuccessor2Ind |
| Receive Compensation2 | 0 | ReceiveCompensation2Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II, Line 2e: | FormAndLineReferenceDesc |
| Explanation | Person(s) Involved: Kirk Cristy and Craig Lambrecht were key employees of the transferor and are now directors of the tranferee organization. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 3a: | Sanford Health, Sanford Medical Center, Sanford Clinic, Sanford North, Sanford Medical Center Fargo, Sanford Clinic North, Sanford Bismarck and Sanford Living Centers 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: Al Hurley, Allison Suttle, Bill Marlette, Bradley Schipper, Bruce Viessman, Bryan Nermoe, Cole Turner, Craig Boyer, Craig Lambrecht, Daniel Blue, Douglas Okland, Ellen Cooke, Eric Hilmoe, Jeff Sandene, Jesse Tischer, JoAnn Kunkel, Joy Johnson, Kelby Krabbenhoft, Kim Patrick, Kirk Cristy, Maria Bell, Mark Lundeen, Mark Paulson, Matthew Hocks, Michael Farritor, Michael LeBeau, Michelle Bruhn, Michelle Micka, Nate White, Paul Hanson, Paul Richard, Randy Bury, Richard Adcock, Tiffany Lawrence. |
| Form 990, Part VI, Section A, line 4 | Sanford Home Health ("SHH") bylaws were amended since the FY16 Group Form 990 was filed. The board of directors was previously comprised of three members. The change increased the number of members and appointed the members of the Sanford Medical Center's ("SMC") board as the directors of SHH. The goal was for SMC and SHH boards to be concurrent and identical. |
| 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 Medical Center Thief River Falls, Sanford Medical Center Mayville, Sanford Medical Center Wheaton, Sanford Home Health, Sanford Research, Sanford World Clinics, Sanford Hillsboro, 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 Finance and reviewed by executive management. An external accounting firm reviews the return and 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 2017. Part VI, Line 16a: Sanford Health, Sanford Medical Center, Sanford Clinic 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 B | Amounts listed as compensation for the five highest compensated independent contractors include payments for both materials and services. |
| Part VII | The Sanford Board of Trustees has ultimate governance 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 XI, line 9: | Net payroll and other expenses paid on behalf of parent/affiliates -88,516,329. Net asset released for PPE acquisition 11,828,334. Pension FAS 158 67,000. Gain/Loss from divesting fully owned assets into a joint venture 7,280,131. |
| 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 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 Medical Center Thief River Falls 3001 Sanford Parkway Thief River Falls, MN 56701 EIN: 41-0709579 Sanford Medical Center Mayville 801 Broadway Drive, PO Box 2010 Fargo, ND 58122 EIN: 45-0228899 Sanford Medical Center Wheaton 401 12th Street N Wheaton, MN 56296 EIN: 27-2042143 Sanford Hillsboro 12 3rd Street SE, PO Box 609 Hillsboro, ND 58045 EIN: 45-0230400 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 | $583,467 | Sanford Health |
| PPK Family Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 207317570 | Rental Real Estate | SD | $96 | Sanford Health | |
| Lynx Trust | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 266167201 | Investment | SD | -$5 | $424 | Sanford Health |
| National Student Housing Trust-SD | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 206831968 | Investment | SD | -$7 | $401 | Sanford Health |
| Sanford HealthCare Accessories LLC | |||||||||
| 3223 32nd Ave SW | Fargo | ND | 58103 | 202404179 | Sales of Durable Medical Equip | ND | $32,100,682 | $13,969,467 | Sanford North |
| Healthcare Environmental Services LLC | |||||||||
| PO Box 2010 | Fargo | ND | 58122 | 205236701 | Retail Enterprises | ND | $2,368,684 | $6,361,106 | Sanford North |
| North Country Senior Living LLC | |||||||||
| 1000 Anne St NW | Bemidji | MN | 56601 | 263862586 | Senior Housing | CO | $3,339,900 | $8,078,298 | Sanford Health of Northern Minnesota |
| 1527 Broadway LLC | |||||||||
| 1527 Broadway | Alexandria | MN | 56308 | 411336392 | Real Estate | MN | $673,200 | $6,778,199 | Sanford Clinic North |
| Medequip One LLC | |||||||||
| 626 N 6th Street | Bismarck | ND | 58501 | 450452639 | Durable medical equipment, products, and services | ND | $0 | $0 | Sanford West |
| Shetek Medical Services LLC | |||||||||
| 251 5th Street E | Tracy | MN | 56175 | 412004685 | Home Health Services | MN | $421,134 | $430,069 | Sanford Health Network |
| Sanford Health Mobile Med LLC | |||||||||
| 2603 E Broadway Avenue | Bismarck | ND | 58501 | 471209528 | Mobile Healthcare | ND | -$4,663 | $744,955 | Sanford Health |
| Southwest MN Radiation Center LLC | |||||||||
| 1018 6th Avenue | Worthington | MN | 56187 | 460447693 | Radiation Services | MN | $823,742 | $91,203 | Sanford Health Network |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (11 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 | ND | 58122 | 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 |
| Edith Sanford Breast Cancer Foundation | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 450404126 | Foundation | ND | 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 Hillsboro |
| Sanford Health Foundation of Northern Minnesota | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 411389317 | Foundation | MN | 501(c)(3) | 12-II | Yes (1) | Sanford Health of Northern Minnesota |
| 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 |
| Medcenter One Inc Auxiliary | ||||||||||
| P O Box 5039 Rte 5218 | Sioux Falls | SD | 571175039 | 237293043 | Supporting Organization | ND | 501(c)(3) | 12-II | 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 Medical Center Thief River Falls |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| National Student Housing-South Dakota LLC | |||||||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 202129839 | Investment | SD | Sanford Health | Related | -$70,857 | $3,922,469 | 0 | 0 | 0.99990 |
| RAC Rentals LLC | |||||||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 261961077 | Investment | SD | Sanford Health | Related | -$30,365 | $3,913,971 | 0 | 0 | 0.99990 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (9 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford Home Medical Equipment Inc | |||||||||||||||||
| 2710 W 12th Street | Sioux Falls | SD | 57105 | 460388597 | Healthcare Equipment | SD | Sanford Health | C | $2,942,830 | $15,295,183 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 911842494 | Insurance | SD | Sanford Health | C | -$22,630,887 | $230,483,996 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan of MN | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 460445852 | Insurance | MN | Sanford Health | C | -$232,518 | $2,207,898 | 1.00000 | Yes (1) | |||||
| Sanford Frontiers | |||||||||||||||||
| 1305 W 18th Street PO Box 5039 | Sioux Falls | SD | 571175039 | 455436599 | Weight Loss Management | SD | Sanford Health | C | -$64,813,291 | $61,019,858 | 1.00000 | Yes (1) | |||||
| SOB Inc | |||||||||||||||||
| 2701 S Minnesota Avenue Suite 2 | Sioux Falls | SD | 57105 | 460442628 | Air Transportation | SD | C | Yes (1) | N/A | ||||||||
| Sanford Affiliated Services Inc | |||||||||||||||||
| 300 N 7th Street | Bismarck | ND | 58501 | 450403146 | Investment Activity | ND | Sanford West | C | -$6,781 | $1,913,735 | 1.00000 | Yes (1) | |||||
| Sanford World Clinics - Ghana | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | -$3,400,638 | $4,557,628 | 1.00000 | Yes (1) | Sarbah Road Tantri Lorry Station | Cape Coast | GH | GH | |||||||
| Shanghai Sanford Healthcare Management Consulting Co Ltd | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | -$276,389 | $425,413 | 1.00000 | Yes (1) | 188 Yesheng Road Room A-862 Guoma | Shanghai | CH | CH | |||||||
| Sanford International - Munich GmbH | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | -$258,135 | $17,163 | 1.00000 | Yes (1) | Nymphenburger Strasse 3 | Munich | GM | GM | |||||||
| 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 | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 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 (20 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Sanford Health Foundation | ||
| C | $41,623,300 | Cash Basis |
| Sanford Health Foundation North | ||
| C | $2,654,325 | Cash Basis |
| Sanford Health Foundation West | ||
| C | $137,901 | Cash Basis |
| Edith Sanford Breast Cancer Foundation | ||
| C | $589,011 | Cash Basis |
| Sanford Health Foundation Hillsboro | ||
| C | $117,167 | Cash Basis |
| Sanford Heart of America Health Plan | ||
| P | $495,788 | Cash Basis |
| Sanford Heart of America Health Plan | ||
| Q | $430,357 | Cash Basis |
| Sanford Health Foundation | ||
| R | $8,653,620 | Cost |
| Sanford Health Foundation North | ||
| R | $1,992,639 | Cost |
| Sanford Health Foundation Thief River Falls | ||
| R | $81,941 | Cost |
| Sanford Health Foundation of Northern Minnesota | ||
| R | $401,515 | Cost |
| Sanford Health Foundation Hillsboro | ||
| R | $95,934 | Cost |
| Edith Sanford Breast Cancer Foundation | ||
| R | $430,511 | Cost |
| Sanford Health Foundation West | ||
| R | $1,186,017 | Cost |
| Sanford Health Plan | ||
| R | $51,180,967 | Cost |
| SOB Inc | ||
| S | $425,093 | Cash Basis |
| F-M Ambulance Service Inc | ||
| S | $3,876,590 | Cost |
| Sanford Frontiers | ||
| S | $11,179,822 | Cash Basis |
| Sanford Health Foundation North | ||
| B | $50,075 | Cost |
| Edith Sanford Breast Cancer Foundation | ||
| B | $1,160,936 | Cost |