SANFORD: Form 990, tax year 2013
View the entire original 990 at ProPublica ↗
- Organization
- SANFORD (EIN 45-3791176)
- Tax period
- 2013-07-01 to 2014-06-30
- Filed
- 2015-05-08
- IRS object ID
- 201531289349302403
- Schema version
- 2013v4.0
- 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 G
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule M
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2015-05-08T15:55:06-05:00 | ReturnTs |
| Tax Period End | 2014-06-30 | 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 | BusinessNameLine1 |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 50 South Sixth Street Suite 2800 | AddressLine1 |
| City | Minneapolis | City |
| State | MN | State |
| ZIP Code | 55402 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2013-07-01 | 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 | BusinessNameLine1 |
| 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 | 801 Broadway N | AddressLine1 |
| City | Fargo | City |
| State | ND | State |
| ZIP Code | 58122 | ZIPCode |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | JoAnn Kunkel | PersonNm |
| Person Title | Chief Financial Officer | PersonTitleTxt |
| Phone | 6053331000 | PhoneNum |
| Signature | 2015-05-08 | 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 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2013 | TaxYr |
| Build TS | 2016-02-25 16:41:14Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Kelby Krabbenhoft | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1305 W 18th St PO Box 5039 | AddressLine1 |
| City | Sioux Falls | City |
| State | SD | State |
| ZIP Code | 571175039 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $3,661,920,112 | 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 |
| Voting Members Governing Body | 15 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 6 | VotingMembersIndependentCnt |
| Total Employee | 29709 | TotalEmployeeCnt |
| Total Volunteers | 2978 | TotalVolunteersCnt |
| Total Gross UBI | $27,878,898 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $238,937 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $68,978,816 | PYContributionsGrantsAmt |
| CY Contributions Grants | $55,758,028 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $3,337,223,185 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $3,589,720,396 | CYProgramServiceRevenueAmt |
| PY Investment Income | $4,710,776 | PYInvestmentIncomeAmt |
| CY Investment Income | $2,764,588 | CYInvestmentIncomeAmt |
| PY Other Revenue | $2,058,645 | PYOtherRevenueAmt |
| CY Other Revenue | $4,453,547 | CYOtherRevenueAmt |
| PY Total Revenue | $3,412,971,422 | PYTotalRevenueAmt |
| CY Total Revenue | $3,652,696,559 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $19,011,251 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $10,658,800 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $1,832,958,024 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $1,888,740,884 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $120,846 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,518,267,737 | PYOtherExpensesAmt |
| CY Other Expenses | $1,650,843,359 | CYOtherExpensesAmt |
| PY Total Expenses | $3,370,237,012 | PYTotalExpensesAmt |
| CY Total Expenses | $3,550,243,043 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $42,734,410 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $102,453,516 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,318,532,640 | TotalAssetsBOYAmt |
| Total Assets EOY | $2,335,827,341 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $1,234,422,549 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $1,222,181,413 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,084,110,091 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $1,113,645,928 | 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 | $2,922,714,702 | ExpenseAmt |
| Grant | $10,656,300 | GrantAmt |
| Revenue | $3,586,460,338 | 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 | $6,808,460 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $0 | RevenueAmt |
| Desc | Medical education is an important service for Sanford. Sanford provides the medical community with high quality educational and professional development that is evidence and research based; accredited for physicians, nurses, pharmacists, and Allied Health Professionals and scientists; inclusive of cultural diversity and addresses the need for specialty training.Sanford is dedicated to preparing health care professionals for the future. The Sanford PROMISE program connects students, educators and communities with science and research in health care at a secondary education age. Sanford works in partnership with the University of South Dakota - Sanford School of Medicine, and the University of North Dakota - School of Medicine to provide rotations for medical students, residencies and fellowships. Sanford works in partnership with an extensive group of higher learning organizations to provide student training and learning opportunities in many venues across our region. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $26,414,384 | ExpenseAmt |
| Grant | $2,500 | GrantAmt |
| Revenue | $3,260,058 | RevenueAmt |
| Desc | Sanford Research is a non-profit health research organization and is composed of several research centers, including: Children's Health including sites in Sioux Falls, South Dakota and the Sanford-Burnham Medical Research Institute in La Jolla, California; The Sanford Project which is specifically focused on the identification of a cure for type 1 diabetes; Health Outcomes & Prevention focusing on Sudden infant death syndrome and birth-related disorders at study sites including United States Native American Reservations and South Africa; Genomic & Molecular Medicine with an emphasis on cancer and cardiovascular genomics and molecular biology; Edith Sanford Breast Cancer focusing on advanced molecular research and personalized treatment; Clinical Research including participation in drug and devise studies, the National Cancer Institute Community Clinical Oncology Program and the National Community Cancer Center Pilot Project; and Sanford Applied Biosciences which utilizes an innovative transchromosomic bovine model to produce antibodies against infectious diseases and cancer antigens.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 | $2,955,937,546 | 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 | 0 | 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 | Yes (1) | 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 | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | Yes (1) | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | Yes (1) | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | Yes (1) | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 2173 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 29709 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | Yes (1) | ForeignFinancialAccountInd |
| Foreign Country | GH | ForeignCountryCd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Excess Business Holdings | 0 | ExcessBusinessHoldingsInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 15 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 6 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | Yes (1) | LocalChaptersInd |
| Policies Reference Chapters | Yes (1) | PoliciesReferenceChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | MN | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | OR | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | JoAnn Kunkel CFO | BusinessNameLine1 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 6053331000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1305 W 18th St PO Box 5039 | AddressLine1 |
| City | Sioux Falls | City |
| State | SD | State |
| ZIP Code | 571175039 | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (88 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 | ||||
| Barbara Stork | ||||||||||
| Trustee (thru Dec 13) | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Brent Teiken | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Christopher Meeker MD | ||||||||||
| Trustee | 56.60 | 3.40 | Yes (X) | $393,696 | $0 | $30,403 | ||||
| David Beito | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Don Morton | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Jerome Feder | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Jim Entenman | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Lauris Molbert | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Maria Bell MD | ||||||||||
| Trustee | 56.60 | 3.40 | Yes (X) | $776,820 | $0 | $40,322 | ||||
| Mark Paulson MD | ||||||||||
| Trustee | 56.60 | 3.40 | Yes (X) | $221,733 | $0 | $29,828 | ||||
| Patrick Durick | ||||||||||
| Trustee | 2.00 | 3.40 | Yes (X) | $0 | $0 | $0 | ||||
| Richard Hardie MD | ||||||||||
| Trustee | 56.60 | 3.40 | Yes (X) | $760,534 | $0 | $40,425 | ||||
| Ronald Moquist | ||||||||||
| 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 Health President & CEO | 5.00 | 55.00 | Yes (X) | $1,320,464 | $0 | $22,992 | Yes (X) | |||
| Kelby K Krabbenhoft Deferred Comp | ||||||||||
| Sanford Health President & CEO | 5.00 | 55.00 | Yes (X) | $0 | $0 | $608,477 | Yes (X) | |||
| JoAnn L Kunkel | ||||||||||
| Chief Financial Officer Corp | 23.00 | 37.00 | $463,362 | $0 | $39,674 | Yes (X) | ||||
| Kim Patrick | ||||||||||
| Chief Legal Officer | 60.00 | 0.00 | $438,480 | $0 | $127,964 | Yes (X) | ||||
| Rebecca Nelson | ||||||||||
| Senior VP & COO - HSD (thru Nov 13) | 60.00 | 0.00 | $1,043,710 | $0 | $15,864 | Yes (X) | ||||
| Rebecca Nelson Deferred Comp | ||||||||||
| Senior VP & COO - HSD (thru Nov 13) | 60.00 | 0.00 | $3,776,631 | $0 | $5,865 | Yes (X) | ||||
| Nate White | ||||||||||
| Chief Operating Officer Corp | 60.00 | 0.00 | $468,877 | $0 | $47,865 | Yes (X) | ||||
| Bill Marlette | ||||||||||
| Treasurer | 60.00 | 0.00 | $558,425 | $0 | $1,749 | Yes (X) | ||||
| Bill Marlette Deferred Comp | ||||||||||
| Treasurer | 60.00 | 0.00 | $0 | $0 | $143,671 | Yes (X) | ||||
| David Link | ||||||||||
| Executive VP - D&R | 60.00 | 0.00 | $691,626 | $0 | $22,885 | Yes (X) | ||||
| David Link Deferred Comp | ||||||||||
| Executive VP - D&R | 60.00 | 0.00 | $0 | $0 | $155,288 | Yes (X) | ||||
| D Evan Burkett | ||||||||||
| Chief Human Capital Officer | 60.00 | 0.00 | $400,779 | $0 | $38,062 | Yes (X) | ||||
| Al Hurley | ||||||||||
| COO - Sanford Bismarck Clinic | 60.00 | 0.00 | $187,089 | $0 | $6,791 | Yes (X) | ||||
| Arlyn Broekhuis | ||||||||||
| Vice President & CIO | 60.00 | 0.00 | $414,257 | $0 | $39,260 | Yes (X) | ||||
| Bradley J Schipper | ||||||||||
| COO - SMC | 60.00 | 0.00 | $333,342 | $0 | $41,368 | Yes (X) | ||||
| Brenda K Larsen | ||||||||||
| COO - Sanford Bismarck | 60.00 | 0.00 | $215,551 | $0 | $31,788 | Yes (X) | ||||
| Brian Carlson | ||||||||||
| CEO - Thief River Falls | 60.00 | 0.00 | $231,622 | $0 | $18,691 | Yes (X) | ||||
| Bruce D Viessman | ||||||||||
| CFO - Sanford Health Network | 55.00 | 5.00 | $250,513 | $0 | $39,637 | Yes (X) | ||||
| Bruce Pitts MD | ||||||||||
| Chief Medical Officer (thru July 13) | 60.00 | 0.00 | $2,082,129 | $0 | $19,872 | Yes (X) | ||||
| Bryan J Nermoe | ||||||||||
| COO - Sanford Clinic | 60.00 | 0.00 | $307,168 | $0 | $40,384 | Yes (X) | ||||
| Craig Boyer | ||||||||||
| CFO - Bemidji | 55.00 | 5.00 | $235,541 | $0 | $130,662 | Yes (X) | ||||
| Craig Lambrecht | ||||||||||
| President - Sanford Bismarck | 55.00 | 5.00 | $863,898 | $0 | $30,011 | Yes (X) | ||||
| Daniel Olson | ||||||||||
| President - SH of Northern MN | 55.00 | 5.00 | $260,095 | $0 | $28,570 | Yes (X) | ||||
| Daniel W Blue | ||||||||||
| President - Sanford Clinic | 60.00 | 0.00 | $657,286 | $0 | $201,270 | Yes (X) | ||||
| David Pearce | ||||||||||
| COO/VP - Sanford Research | 60.00 | 0.00 | $301,588 | $0 | $39,500 | Yes (X) | ||||
| Dennis Millirons | ||||||||||
| President - SMC Fargo (thru Dec 13) | 55.00 | 5.00 | $603,333 | $0 | $24,634 | Yes (X) | ||||
| Diana Berkland | ||||||||||
| Chief Nurse Executive - SMC | 60.00 | 0.00 | $234,281 | $0 | $1,298 | Yes (X) | ||||
| Diana Berkland Deferred Comp | ||||||||||
| Chief Nurse Executive - SMC | 60.00 | 0.00 | $0 | $0 | $80,346 | Yes (X) | ||||
| Douglas Okland | ||||||||||
| CFO - Fargo & Bismarck Clinic | 60.00 | 0.00 | $247,573 | $0 | $13,950 | Yes (X) | ||||
| Edmond L Weiland thru Dec 13 | ||||||||||
| President - Sanford Health Network | 55.00 | 5.00 | $460,242 | $0 | $38,346 | Yes (X) | ||||
| Ellen Cooke | ||||||||||
| COO - Sanford Clinic North | 60.00 | 0.00 | $309,315 | $0 | $18,948 | Yes (X) | ||||
| Gordon A Larson | ||||||||||
| CEO - Aberdeen | 60.00 | 0.00 | $246,799 | $0 | $28,336 | Yes (X) | ||||
| H Eugene Hoyme | ||||||||||
| President - Sanford Research | 60.00 | 0.00 | $543,561 | $0 | $41,050 | Yes (X) | ||||
| Jac M McTaggart | ||||||||||
| CEO - Hillsboro | 55.00 | 5.00 | $156,594 | $0 | $22,404 | Yes (X) | ||||
| Jeff D Sandene | ||||||||||
| Chief Integration Officer | 60.00 | 0.00 | $391,909 | $0 | $32,346 | Yes (X) | ||||
| Jesse Tischer | ||||||||||
| COO - Sanford Health Network | 60.00 | 0.00 | $235,775 | $0 | $27,824 | Yes (X) | ||||
| Joy Johnson | ||||||||||
| COO - Bemidji | 60.00 | 0.00 | $324,030 | $0 | $18,676 | Yes (X) | ||||
| Karen Tobin | ||||||||||
| COO - SMC Fargo | 55.00 | 5.00 | $313,972 | $0 | $25,488 | Yes (X) | ||||
| Mary Ruyter | ||||||||||
| CEO - Jackson | 60.00 | 0.00 | $166,175 | $0 | $19,578 | Yes (X) | ||||
| Matthew Hocks | ||||||||||
| Executive VP - Sanford Clinic | 60.00 | 0.00 | $207,023 | $0 | $32,894 | Yes (X) | ||||
| Merrilee Schultz | ||||||||||
| Chief Financial Officer - SMC | 60.00 | 0.00 | $223,487 | $0 | $13,782 | Yes (X) | ||||
| Michael E Farritor | ||||||||||
| COO - Sanford Clinic | 60.00 | 0.00 | $466,709 | $0 | $41,465 | Yes (X) | ||||
| Michael Hammer | ||||||||||
| CEO - Worthington | 60.00 | 0.00 | $236,548 | $0 | $38,904 | Yes (X) | ||||
| Michelle A Bruhn | ||||||||||
| Chief Financial Officer - HSD | 60.00 | 0.00 | $317,227 | $0 | $16,321 | Yes (X) | ||||
| Michelle M Micka | ||||||||||
| Chief Financial Officer - D&R | 60.00 | 0.00 | $224,943 | $0 | $42,236 | Yes (X) | ||||
| Paul Hanson | ||||||||||
| President - SMC | 60.00 | 0.00 | $599,813 | $0 | $25,867 | Yes (X) | ||||
| Paul Richard | ||||||||||
| President - SMC Fargo | 55.00 | 5.00 | $508,066 | $0 | $32,346 | Yes (X) | ||||
| Randy Bury | ||||||||||
| Chief Admin Officer | 60.00 | 0.00 | $417,184 | $0 | $8,845 | Yes (X) | ||||
| Randy Bury Deferred Comp | ||||||||||
| Chief Admin Officer | 60.00 | 0.00 | $0 | $0 | $16,971 | Yes (X) | ||||
| Richard E Nordahl | ||||||||||
| CEO - Sheldon | 60.00 | 0.00 | $228,710 | $0 | $36,721 | Yes (X) | ||||
| Richard Giesel | ||||||||||
| President - Sanford Health Network | 55.00 | 5.00 | $434,760 | $0 | $26,323 | Yes (X) | ||||
| Richard Marsden MD | ||||||||||
| COO - Sanford Clinic North | 60.00 | 0.00 | $619,358 | $0 | $26,262 | Yes (X) | ||||
| Stacy Barstad | ||||||||||
| CEO - Tracy | 60.00 | 0.00 | $171,671 | $0 | $36,685 | Yes (X) | ||||
| Steve W Goetsch | ||||||||||
| CFO - Sanford Clinic | 60.00 | 0.00 | $265,617 | $0 | $38,585 | Yes (X) | ||||
| Tammy K Loosbrock | ||||||||||
| CEO - Luverne | 60.00 | 0.00 | $204,034 | $0 | $34,637 | Yes (X) | ||||
| Tiffany Lawrence | ||||||||||
| CFO - Sanford Medical Center Fargo | 55.00 | 5.00 | $278,067 | $0 | $29,563 | Yes (X) | ||||
| Timothy J Tracy | ||||||||||
| CEO - Vermillion | 60.00 | 0.00 | $216,780 | $0 | $22,027 | Yes (X) | ||||
| William C Brunner | ||||||||||
| Physician | 60.00 | 0.00 | $2,208,215 | $0 | $41,177 | Yes (X) | ||||
| Tomasz P Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,593,555 | $0 | $41,177 | Yes (X) | ||||
| Scott Pham | ||||||||||
| Physician | 60.00 | 0.00 | $2,395,375 | $0 | $43,177 | Yes (X) | ||||
| Adam T Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,159,625 | $0 | $41,177 | Yes (X) | ||||
| Corey L Teigen | ||||||||||
| Physician | 60.00 | 0.00 | $2,264,372 | $0 | $33,183 | Yes (X) | ||||
| Lisa Carlson | ||||||||||
| Former Chief Financial Officer Corp | 23.00 | 37.00 | $1,614,478 | $0 | $21,738 | Yes (X) | ||||
| Cecily Tucker | ||||||||||
| Former CFO - D&R | 60.00 | 0.00 | $258,654 | $0 | $22,568 | Yes (X) | ||||
| Charles P O'Brien | ||||||||||
| Former President - SMC | 60.00 | 0.00 | $523,860 | $0 | $11,713 | Yes (X) | ||||
| Charles P O'Brien Deferred Comp | ||||||||||
| Former President - SMC | 60.00 | 0.00 | $0 | $0 | $17,836 | Yes (X) | ||||
| Leslie Wietstock | ||||||||||
| Former CFO - Sanford Health Network | 55.00 | 5.00 | $229,910 | $0 | $11,201 | Yes (X) | ||||
| Linda O'Halloran | ||||||||||
| Former COO - SMC Fargo | 55.00 | 5.00 | $458,550 | $0 | $4,426 | Yes (X) | ||||
| Michael Schumacher | ||||||||||
| Former CFO - Sanford Bismarck | 55.00 | 5.00 | $309,115 | $0 | $14,904 | Yes (X) | ||||
| Robert J Salmon | ||||||||||
| Former CEO - Canby & Clear Lake | 60.00 | 0.00 | $102,952 | $0 | $3,587 | Yes (X) | ||||
| Robert J Salmon Deferred Comp | ||||||||||
| Former CEO - Canby & Clear Lake | 60.00 | 0.00 | $0 | $0 | $7,268 | Yes (X) | ||||
| Shirley Heintz | ||||||||||
| Former CNO - Bemidji | 60.00 | 0.00 | $310,566 | $0 | $14,150 | Yes (X) | ||||
| Richard G Adcock | ||||||||||
| Former Executive VP - Sanford Clinic | 60.00 | 0.00 | $271,094 | $0 | $40,928 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $43,209,093 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $3,323,006 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 2195 | 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/AddressLine1 | CityContractorAddress/USAddress/City | StateContractorAddress/USAddress/State | ZIP CodeContractorAddress/USAddress/ZIPCode | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Cardinal Health | |||||
| 7000 Cardinal Place | Dublin | OH | 43017 | Medical Services | $168,254,344 |
| Owens & Minor Inc | |||||
| 12199 Collection Ctr Dr | Chicago | IL | 60693 | Medical Services | $55,909,665 |
| MA Mortenson Company | |||||
| 700 Meadow Lane N | Minneapolis | MN | 55422 | Construction | $41,908,206 |
| Medtronic USA | |||||
| 4642 Collection Ctr Dr | Chicago | IL | 60693 | Medical Services | $30,757,520 |
| Amerisource Corp | |||||
| 6810 Shady Oak Rd | Eden Prairie | MN | 55344 | Medical Services | $21,858,437 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 981 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $31,171,348 | RelatedOrganizationsAmt |
| Government Grants | $21,717,848 | GovernmentGrantsAmt |
| All Other Contributions | $2,868,832 | AllOtherContributionsAmt |
| Noncash Contributions | $80,797 | NoncashContributionsAmt |
| Total Contributions | $55,758,028 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Services | 621400 | $1,964,096,231 | $1,964,096,231 | |
| Medicare/Medicaid | 621400 | $1,061,736,508 | $1,061,736,508 | |
| Purchased Services | 541900 | $350,047,160 | $350,047,160 | |
| Pharmacy/Optical Sales | 446110 | $68,773,027 | $63,436,528 | $5,336,499 |
| Product & Retail Sales | 446199 | $33,261,487 | $25,934,280 | $7,327,207 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $111,805,983 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $73,968,522 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $15,215,192 | UnrelatedBusinessRevenueAmt |
| Exclusion | $22,622,269 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $3,589,720,396 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,586,918 | TotalRevenueColumnAmt |
| Exclusion | $3,586,918 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $10,799,620 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $6,706,099 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $4,093,521 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,093,521 | TotalRevenueColumnAmt |
| Exclusion | $4,093,521 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $1,117,051 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $1,939,381 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | -$822,330 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$822,330 | TotalRevenueColumnAmt |
| Exclusion | -$822,330 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Gross Income | $61,453 | FundraisingGrossIncomeAmt |
| Fundraising Direct Expenses | $33,380 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $28,073 | TotalRevenueColumnAmt |
| Exclusion | $28,073 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $876,646 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $544,693 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $331,953 | TotalRevenueColumnAmt |
| Exclusion | $331,953 | ExclusionAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,652,696,559 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,539,219,229 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $27,878,898 | UnrelatedBusinessRevenueAmt |
| Exclusion | $29,840,404 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $10,658,800 | TotalAmt |
| Program Services | $10,658,800 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $27,826,751 | TotalAmt |
| Management And General | $27,826,751 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,155,967 | TotalAmt |
| Management And General | $3,155,967 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,516,364,738 | TotalAmt |
| Program Services | $1,410,278,149 | ProgramServicesAmt |
| Management And General | $106,039,278 | ManagementAndGeneralAmt |
| Fundraising | $47,311 | FundraisingAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $62,576,294 | TotalAmt |
| Program Services | $58,326,004 | ProgramServicesAmt |
| Management And General | $4,248,147 | ManagementAndGeneralAmt |
| Fundraising | $2,143 | FundraisingAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $185,644,408 | TotalAmt |
| Program Services | $157,954,218 | ProgramServicesAmt |
| Management And General | $27,678,006 | ManagementAndGeneralAmt |
| Fundraising | $12,184 | FundraisingAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $93,172,726 | TotalAmt |
| Program Services | $85,128,076 | ProgramServicesAmt |
| Management And General | $8,040,584 | ManagementAndGeneralAmt |
| Fundraising | $4,066 | FundraisingAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,540,765 | TotalAmt |
| Management And General | $1,540,765 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $947,205 | TotalAmt |
| Program Services | $2,526 | ProgramServicesAmt |
| Management And General | $944,679 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $825,224 | TotalAmt |
| Management And General | $825,224 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $182,900,476 | TotalAmt |
| Program Services | $158,784,496 | ProgramServicesAmt |
| Management And General | $24,079,563 | ManagementAndGeneralAmt |
| Fundraising | $36,417 | FundraisingAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $15,828,606 | TotalAmt |
| Program Services | $9,943,952 | ProgramServicesAmt |
| Management And General | $5,883,408 | ManagementAndGeneralAmt |
| Fundraising | $1,246 | FundraisingAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $69,834,849 | TotalAmt |
| Program Services | $51,822,978 | ProgramServicesAmt |
| Management And General | $18,010,211 | ManagementAndGeneralAmt |
| Fundraising | $1,660 | FundraisingAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $49,958,719 | TotalAmt |
| Program Services | $8,594,138 | ProgramServicesAmt |
| Management And General | $41,364,581 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $80,631,913 | TotalAmt |
| Program Services | $61,788,087 | ProgramServicesAmt |
| Management And General | $18,843,726 | ManagementAndGeneralAmt |
| Fundraising | $100 | FundraisingAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $13,244,213 | TotalAmt |
| Program Services | $10,475,841 | ProgramServicesAmt |
| Management And General | $2,762,733 | ManagementAndGeneralAmt |
| Fundraising | $5,639 | FundraisingAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,584,224 | TotalAmt |
| Program Services | $3,665,312 | ProgramServicesAmt |
| Management And General | $909,635 | ManagementAndGeneralAmt |
| Fundraising | $9,277 | FundraisingAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $30,116,080 | TotalAmt |
| Program Services | $23,157,964 | ProgramServicesAmt |
| Management And General | $6,958,116 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $153,309,428 | TotalAmt |
| Program Services | $99,920,527 | ProgramServicesAmt |
| Management And General | $53,388,901 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $14,396,337 | TotalAmt |
| Program Services | $8,809,836 | ProgramServicesAmt |
| Management And General | $5,586,501 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt | FundraisingFundraisingAmt |
|---|---|---|---|---|
| Medical Supplies | $501,074,626 | $499,542,034 | $1,532,589 | $3 |
| Intercompany Purchases | $336,966,783 | $120,455,985 | $216,510,798 | |
| Bad Debt | $160,829,233 | $151,978,963 | $8,850,270 | |
| MinnesotaCare Tax | $5,143,127 | $5,143,127 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $28,711,551 | TotalAmt |
| Program Services | $19,506,533 | ProgramServicesAmt |
| Management And General | $9,204,218 | ManagementAndGeneralAmt |
| Fundraising | $800 | FundraisingAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,550,243,043 | TotalAmt |
| Program Services | $2,955,937,546 | ProgramServicesAmt |
| Management And General | $594,184,651 | ManagementAndGeneralAmt |
| Fundraising | $120,846 | FundraisingAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Joint Costs | Yes (X) | JointCostsInd |
| Info In Schedule O Part X | Yes (X) | InfoInScheduleOPartXInd |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $58,718,980 | BOYAmt |
| EOY | $24,718,460 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $46,881,521 | BOYAmt |
| EOY | $63,447,973 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $531,152,204 | BOYAmt |
| EOY | $570,553,265 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $11,664 | BOYAmt |
| EOY | $129,246 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $22,623,609 | BOYAmt |
| EOY | $28,960,265 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $46,020,731 | BOYAmt |
| EOY | $53,339,758 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $34,416,978 | BOYAmt |
| EOY | $30,999,539 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $2,777,528,305 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $1,406,838,058 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,328,005,388 | BOYAmt |
| EOY | $1,370,690,247 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $26,027,330 | BOYAmt |
| EOY | $32,381,778 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $80,969,926 | BOYAmt |
| EOY | $7,810,270 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $44,303,120 | BOYAmt |
| EOY | $46,735,752 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $64,830,490 | BOYAmt |
| EOY | $62,661,721 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $34,570,699 | BOYAmt |
| EOY | $43,399,067 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,318,532,640 | BOYAmt |
| EOY | $2,335,827,341 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $368,320,081 | BOYAmt |
| EOY | $400,595,424 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $205,475 | BOYAmt |
| EOY | $332,605 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,304,123 | BOYAmt |
| EOY | $787,965 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $661,768,840 | BOYAmt |
| EOY | $639,321,872 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $141,431 | BOYAmt |
| EOY | $163,314 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $91,348,555 | BOYAmt |
| EOY | $71,115,456 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,508,515 | BOYAmt |
| EOY | $2,441,527 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $107,825,529 | BOYAmt |
| EOY | $107,423,250 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,234,422,549 | BOYAmt |
| EOY | $1,222,181,413 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,083,661,994 | BOYAmt |
| EOY | $1,113,144,473 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $78,142 | BOYAmt |
| EOY | $74,372 | EOYAmt |
Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $369,955 | BOYAmt |
| EOY | $427,083 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,084,110,091 | BOYAmt |
| EOY | $1,113,645,928 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,318,532,640 | BOYAmt |
| EOY | $2,335,827,341 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $102,453,516 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $37,699 | NetUnrlzdGainsLossesInvstAmt |
| Prior Period Adjustments | $3,766,000 | PriorPeriodAdjustmentsAmt |
| Other Changes In Net Assets | -$76,721,378 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Form990 Schedule A Part IV Form990ScheduleAPartIVGrp (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 | 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) Yes; (vi) Yes; (vii) 104,920,549 Line 11, Column: (i) Sanford Clinic; (ii) 46-0447693; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 19,845,817 Line 11, Column: (i) Sanford Research; (ii) 46-0450378; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 2,002,181 Line 11, Column: (i) Sanford Home Health; (ii) 46-0282134; (iii) 509(a)(2); (iv) Yes; (v) Yes; (vi) Yes; (vii) 645,658 Line 11, Column: (i) Sanford Health Network; (ii) 46-0388596; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 30,972,455 Line 11, Column: (i) Sanford Clinic North; (ii) 91-1770748; (iii) 509(a)(2); (iv) Yes; (v) Yes; (vi) Yes; (vii) 22,465,849 Line 11, Column: (i) Sanford Medical Center Fargo; (ii) 45-0226909; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 105,944,712 Line 11, Column: (i) Sanford Medical Center Thief River Falls; (ii) 41-0709579; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 7,730,693 Line 11, Column: (i) Sanford Medical Center Mayville; (ii) 45-0228899; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 945,034 Line 11, Column: (i) Sanford Medical Center Wheaton; (ii) 27-2042143; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 907,883 Line 11, Column: (i) Sanford Hillsboro; (ii) 45-0230400; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 963,708 Line 11, Column: (i) Sanford World Clinics; (ii) 26-2707628; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 693,907 Line 11, Column: (i) Sanford Health of Northern Minnesota; (ii) 41-1266009; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 26,772,567 Line 11, Column: (i) North Country Medical Clinic; (ii) 41-1753855; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 0 Line 11, Column: (i) Baker Park, Inc.; (ii) 41-1372480; (iii) 509(a)(2); (iv) Yes; (v) Yes; (vi) Yes; (vii) 71,441 Line 11, Column: (i) Sanford Health Foundation North; (ii) 45-0398104; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) Yes; (vi) Yes; (vii) 658,197 Line 11, Column: (i) Sanford Bismarck; (ii) 45-0226700; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) Yes; (vi) Yes; (vii) 46,995,381 Line 11, Column: (i) Sanford Living Centers; (ii) 45-0416454; (iii) 509(a)(2); (iv) Yes; (v) Yes; (vi) Yes; (vii) 3,420,474 Line 11, Column: (i) Sanford Health Foundation West; (ii) 45-0397196; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) Yes; (vi) Yes; (vii) 258,242 |
| Schedule A, Part III | Detail for Schedule A, Part III Line 1 - column: (a) 1,230,781; (b) 1,320,938 ; (c) 719,019; (d) 653,960; (e) 625,251; (f) 4,549,949 Line 2 - column: (a) 484,630,789; (b) 487,937,029; (c) 380,393,691; (d) 353,433,077; (e) 195,263,418; (f) 1,901,658,004 Line 6 - column: (a) 485,861,570; (b) 489,257,967; (c) 381,112,710; (d) 354,087,037; (e) 195,888,669; (f) 1,906,207,953 Line 8 - column: (f) 1,906,207,953 Line 9 - column: (a) 485,861,570; (b) 489,257,967; (c) 381,112,710; (d) 354,087,037; (e) 195,888,669; (f) 1,906,207,953 Line 10a - column: (a) 1,050,096; (b) 1,127,354; (c) 994,862; (d) 1,011,110; (e) 970,589; (f) 5,154,011 Line 10c - column: (a) 1,050,096; (b) 1,127,354; (c) 994,862; (d) 1,011,110; (e) 970,589; (f) 5,154,011 Line 11 - column: (a) 1,108,312; (b) 392,690; (c) 358,969; (d) 197,834; (e) 279,896; (f) 2,337,701 Line 13 - column: (a) 488,019,978; (b) 490,778,011; (c) 382,466,541; (d) 355,295,981; (e) 197,139,154; (f) 1,913,699,665 Line 15: 99.61% Line 16: 99.64% Line 17: 0.27% Line 18: 0.23% Line 19a: X Line 19b: X |
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 | $87,107 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $738,117 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $825,224 | 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 | $44,938,476 | BeginningYearBalanceAmt |
| Contributions | $4,356,586 | ContributionsAmt |
| Investment Earnings Or Losses | $143,557 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $6,949 | OtherExpendituresAmt |
| Administrative Expenses | $8,066 | AdministrativeExpensesAmt |
| End Year Balance | $49,423,604 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $41,467,177 | BeginningYearBalanceAmt |
| Contributions | $3,366,197 | ContributionsAmt |
| Investment Earnings Or Losses | $117,096 | InvestmentEarningsOrLossesAmt |
| Other Expenditures | $7,305 | OtherExpendituresAmt |
| Administrative Expenses | $4,689 | AdministrativeExpensesAmt |
| End Year Balance | $44,938,476 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $36,816,089 | BeginningYearBalanceAmt |
| Contributions | $4,631,456 | ContributionsAmt |
| Investment Earnings Or Losses | $33,855 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $3,144 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,341 | OtherExpendituresAmt |
| Administrative Expenses | $4,738 | AdministrativeExpensesAmt |
| End Year Balance | $41,467,177 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $28,450,099 | BeginningYearBalanceAmt |
| Contributions | $8,185,089 | ContributionsAmt |
| Investment Earnings Or Losses | $194,469 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $3,066 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,269 | OtherExpendituresAmt |
| Administrative Expenses | $4,233 | AdministrativeExpensesAmt |
| End Year Balance | $36,816,089 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $25,621,868 | BeginningYearBalanceAmt |
| Contributions | $2,700,378 | ContributionsAmt |
| Investment Earnings Or Losses | $260,797 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $23,508 | GrantsOrScholarshipsAmt |
| Other Expenditures | $105,017 | OtherExpendituresAmt |
| Administrative Expenses | $4,419 | AdministrativeExpensesAmt |
| End Year Balance | $28,450,099 | 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 | $129,786,458 | OtherCostOrOtherBasisAmt |
| Book Value | $129,786,458 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,153,016,940 | OtherCostOrOtherBasisAmt |
| Depreciation | $513,149,488 | DepreciationAmt |
| Book Value | $639,867,452 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $71,468,396 | OtherCostOrOtherBasisAmt |
| Depreciation | $30,572,770 | DepreciationAmt |
| Book Value | $40,895,626 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,371,158,575 | OtherCostOrOtherBasisAmt |
| Depreciation | $853,441,027 | DepreciationAmt |
| Book Value | $517,717,548 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $52,097,936 | OtherCostOrOtherBasisAmt |
| Depreciation | $9,674,773 | DepreciationAmt |
| Book Value | $42,423,163 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $1,370,690,247 | TotalBookValueLandBuildingsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (8 entries)
| DescDesc | AmtAmt |
|---|---|
| Deferred compensation | $34,391,345 |
| Long-term lease obligation | $984,620 |
| Defined benefit pension liability | $57,270,991 |
| Other non-current liabilities | $3,613,423 |
| Interest rate swap obligation | $2,679,428 |
| Special assessments | $2,055,015 |
| Asset retirement obligations | $3,760,227 |
| Due to related parties | $2,668,201 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $107,423,250 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part IV, Line 2b: | Long term care facilities hold security deposits for tenants. |
| Part V, Line 4: | Sanford Health Foundation, Sanford Health Foundation North and Sanford Health Foundation of Northern Minnesota 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, 2014; 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 | Program Services | Investigation of potential clinics sites, travel and obtain goods | $75,221 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Program Services | Travel and obtain goods/services | $170,813 |
| Middle East and North Africa | 0 | 0 | Program Services | Obtain services | $3,195 |
| North America | 0 | 0 | Program Services | Travel and obtain goods/services | $128,677 |
| South Asia | 0 | 0 | Program Services | Mission healthcare work and investigation of potential clinic sites | $58,862 |
| Sub-Saharan Africa | 0 | 0 | Program Services | Obtain services | $20,475 |
| Sub-Saharan Africa | 0 | 0 | Investments | Investment in Ghana clinic operations | $3,248,165 |
| 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 | $3,705,408 | SubtotalSpentAmt |
| Continuation Spent | $0 | ContinuationSpentAmt |
| Total Spent | $3,705,408 | 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 G IRS990ScheduleG
Fundraising Event Information FundraisingEventInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Name Of Event1 | Half Marathon | NameOfEvent1Amt |
| Gross Receipts Event1 | $61,453 | GrossReceiptsEvent1Amt |
| Gross Revenue Event1 | $61,453 | GrossRevenueEvent1Amt |
| Other Direct Expenses Event1 | $33,380 | OtherDirectExpensesEvent1Amt |
| Gross Receipts Total | $61,453 | GrossReceiptsTotalAmt |
| Gross Revenue Total Events | $61,453 | GrossRevenueTotalEventsAmt |
| Oth Direct Expnss Total Events | $33,380 | OthDirectExpnssTotalEventsAmt |
| Direct Expense Summary Events | $33,380 | DirectExpenseSummaryEventsAmt |
| Net Income Summary | $28,073 | NetIncomeSummaryAmt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 225.000000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 375.000000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | 0 | ExpensesExceedBudgetInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $50,811,514 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $50,811,514 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01500 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $330,322,289 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $253,178,319 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $77,143,970 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02280 | 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 | $381,133,803 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $253,178,319 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $127,955,484 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03780 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $5,348,203 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $906,918 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $4,441,285 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00130 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $16,723,410 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,102,040 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $12,621,370 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00370 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $677,670,286 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $537,344,430 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $140,325,856 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04140 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $34,791,593 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $16,660,088 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $18,131,505 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00530 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $9,769,166 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $9,769,166 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00290 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $744,302,658 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $559,013,476 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $185,289,182 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05460 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,125,436,461 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $812,191,795 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $313,244,666 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.09240 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,000 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,000 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $7,682 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $7,682 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $34,313 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $34,313 | 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 | $307 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $307 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $587,772 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,988 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $582,784 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $175,315 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $175,315 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $185,422 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $185,422 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $991,811 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,988 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $986,823 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00040 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $69,429,822 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $667,477,189 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $673,131,137 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$5,653,948 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 24 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (24 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Facility Reporting GroupFacilityReportingGroupCd | Research FacilityResearchFacilityInd | Critical Access HospitalCriticalAccessHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford USD Medical Center | |||||||||||||||
| 1 | 1305 W 18th Street | Sioux Falls | SD | 57117 | www.sanfordhealth.org | SD 10564 | 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 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |||
| Sanford Medical Center South University | |||||||||||||||
| 3 | 1720 South University | Fargo | ND | 58103 | www.sanfordhealth.org | ND 5068A | Yes (X) | Yes (X) | Yes (X) | B | |||||
| Sanford Bismarck Medical Center | |||||||||||||||
| 4 | 300 N 7th Street | Bismarck | ND | 58501 | www.sanfordhealth.org | ND 5003A | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Bemidji Medical Center | |||||||||||||||
| 5 | 1300 Anne Street NW | Bemidji | MN | 56601 | www.sanfordhealth.org | MN 371073 | Yes (X) | Yes (X) | Yes (X) | B | |||||
| Sanford Medical Center Thief River Falls | |||||||||||||||
| 6 | 120 Labree Avenue S | Thief River Falls | MN | 56701 | www.sanfordhealth.org | MN 371500 | 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 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Worthington Medical Center | |||||||||||||||
| 8 | 1018 6th Avenue | Worthington | MN | 56187 | www.sanfordhealth.org | MN 371449 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Sheldon Medical Center | |||||||||||||||
| 9 | 118 N 7th Avenue | Sheldon | IA | 51201 | www.sanfordhealth.org | IA 161381 | 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 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | Nursing Facility | |||
| Sanford Chamberlain Medical Center | |||||||||||||||
| 11 | 300 S Byron Blvd | Chamberlain | SD | 57325 | www.sanfordhealth.org | SD 50302 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | Nursing Facility | |||
| Sanford Luverne Medical Center | |||||||||||||||
| 12 | 1600 N Kniss Avenue | Luverne | MN | 56156 | www.sanfordhealth.org | MN 371352 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Canby Medical Center | |||||||||||||||
| 13 | 112 St Olaf Avenue S | Canby | MN | 56220 | www.sanfordhealth.org | MN 371019 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | Nursing Facility | |||
| Sanford Jackson Medical Center | |||||||||||||||
| 14 | 1430 N Highway | Jackson | MN | 56143 | www.sanfordhealth.org | MN 371002 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Tracy Medical Center | |||||||||||||||
| 15 | 251 5th Street E | Tracy | MN | 56175 | www.sanfordhealth.org | MN 371440 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Rock Rapids Medical Center | |||||||||||||||
| 16 | 801 S Greene Street | Rock Rapids | IA | 51246 | www.sanfordhealth.org | IA 161321 | 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 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Medical Center Mayville | |||||||||||||||
| 18 | 42 6th Avenue SE | Mayville | ND | 58257 | www.sanfordhealth.org | ND 5034A | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Webster Medical Center | |||||||||||||||
| 19 | 1401 W 1st Street | Webster | SD | 57274 | www.sanfordhealth.org | SD 10573 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Medical Center Wheaton | |||||||||||||||
| 20 | 401 12th Street N | Wheaton | MN | 56296 | www.sanfordhealth.org | MN 371390 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Bagley Medical Center | |||||||||||||||
| 21 | 203 4th Street NW | Bagley | MN | 56621 | www.sanfordhealth.org | MN 371484 | 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 | Yes (X) | Yes (X) | Yes (X) | B | Yes (X) | ||||
| Sanford Clear Lake Medical Center | |||||||||||||||
| 23 | 701 3rd Avenue S | Clear Lake | SD | 57226 | www.sanfordhealth.org | SD 10533 | 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 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (2 entries)
| CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | OtherOtherInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | Rpt Available Upon RequestRptAvailableUponRequestInd | Rpt Available Thru Other MethodRptAvailableThruOtherMethodInd | Adopt Implementation StrategyAdoptImplementationStrategyInd | Exec Implementation StrategyExecImplementationStrategyInd | Develop Community Wide PlanDevelopCommunityWidePlanInd | Exec Community Wide PlanExecCommunityWidePlanInd | Adopt BudgetAdoptBudgetInd | Prioritize Health NeedsPrioritizeHealthNeedsInd | Prioritize ServicesPrioritizeServicesInd | All Needs AddressedAllNeedsAddressedInd | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Used Deter Elig Free CareFPGUsedDeterEligFreeCareInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Used Determ Elig Dscnt CareFPGUsedDetermEligDscntCareInd | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Explained BasisExplainedBasisInd | Income LevelIncomeLevelInd | Asset LevelAssetLevelInd | Medical IndigencyMedicalIndigencyInd | Insurance StatusInsuranceStatusInd | Uninsured DiscountUninsuredDiscountInd | Medicaid MedicareMedicaidMedicareInd | State RegulationStateRegulationInd | ResidencyResidencyInd | Other FactorsOtherFactorsInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | Posted On WebsitePostedOnWebsiteInd | Posted In Emergency RoomPostedInEmergencyRoomInd | Posted In Admission OfficePostedInAdmissionOfficeInd | Provided On AdmissionProvidedOnAdmissionInd | Available On RequestAvailableOnRequestInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Collection ActivitiesCollectionActivitiesInd | FAP Notified Upon AdmissionFAPNotifiedUponAdmissionInd | FAP Notified Before DischargeFAPNotifiedBeforeDischargeInd | FAP Notified All PatientsFAPNotifiedAllPatientsInd | Documented Elig DeterminationDocumentedEligDeterminationInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Average Negotiated RatesAverageNegotiatedRatesInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Facility Reporting Group - A | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | Yes (1) | Yes (1) | Yes (X) | http://www.sanfordhealth.org/About/CHNA | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (1) | Yes (1) | 225.000000000000 | Yes (1) | 375.000000000000 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
| Facility Reporting Group - B | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 12 | Yes (1) | Yes (1) | Yes (1) | Yes (X) | http://www.sanfordhealth.org/About/CHNA | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 0 | 0 | Yes (1) | Yes (1) | 225.000000000000 | Yes (1) | 375.000000000000 | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (1) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | 0 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (1) | Yes (X) | 0 | 0 |
Supplemental Information SupplementalInformationGrp (163 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 4: Sanford Bismarck 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 16: Sanford Rock Rapids Medical Center, - Facility 21: Sanford Bagley Medical Center, - Facility 23: Sanford Clear Lake Medical Center, - Facility 24: Sanford Westbrook Medical Center |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model used was the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 4: | 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 |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 1 -- Sanford USD Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 4: | 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 |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 4: | 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 |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of results. Community stakeholders and community councils were included. |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 4: | 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 |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 4: | 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 |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 4: | 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 |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 4: | 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 |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 4: | 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 |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 4: | 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 |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 4: | 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 |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Part V, Section B | Facility Reporting Group B |
| Facility Reporting Group B consists of: | - Facility 2: Sanford Medical Center Fargo, - Facility 3: Sanford Medical Center South University, - Facility 5: Sanford Bemidji 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 17: Sanford Hillsboro Medical Center, - Facility 18: Sanford Medical Center Mayville, - Facility 19: Sanford Webster Medical Center, - Facility 20: Sanford Medical Center Wheaton, - Facility 22: Sanford Canton-Inwood Medical Center |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 4: | 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 |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Medical Center Fargo, but may be addressed by the Sanford enterprise system or by working with community leaders:Access to Healthcare - Sanford will continue to address this need through various mechanisms including the Community Care (charity care) Program, medical home, case management, shelter nurses and partnerships with numerous community organizations that alongside Sanford monitor access and work with case management to make access available.Aging/Baby Boomers - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing services for the elderly in a newly created initiative and Sanford is serving on the steering group.Children and Youth - Sanford works in partnership with many community programs and agencies that are providing services for at-risk youth. Additionally, Sanford is addressing childhood obesity through membership on the steering committee of Cass Clay Alive and through an implementation strategy as a result of the CHNA.Economic Issues - Sanford is one of the biggest employers in the area and contributes substantially to the economic growth of the region. Sanford supports the homeless shelters and provides medical care to those who qualify for charity care through the Community Care Program. Sanford offers a discounted fee for those who qualify. Although Sanford does contribute substantially to the economic health of the community this is not an area of unmet need that will be addressed in a community initiative. Community leaders were invited to learn about the results of the survey through a community meeting held on June 27, 2013 at the Holiday Inn in Fargo.Environment - Sanford will not be directly working with an implementation strategy to address the environment, but will share the results of the CHNA with community leaders.Safety - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing behavioral health services in a newly created initiative and Sanford is serving on the steering group. Sanford is also addressing this need through the mental health implementation strategy.Substance Abuse - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing behavioral health in a newly created initiative and Sanford is serving on the steering group. |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 4: | 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 |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Medical Center South University, but may be addressed by the Sanford enterprise system or by working with community leaders:Access to Healthcare - Sanford will continue to address this need through various mechanisms including the Community Care (charity care) Program, medical home, case management, shelter nurses and partnerships with numerous community organizations that alongside Sanford monitor access and work with case management to make access available.Aging/Baby Boomers - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing services for the elderly in a newly created initiative and Sanford is serving on the steering group.Children and Youth - Sanford works in partnership with many community programs and agencies that are providing services for at-risk youth. Additionally, Sanford is addressing childhood obesity through membership on the steering committee of Cass Clay Alive and through an implementation strategy as a result of the CHNA.Economic Issues - Sanford is one of the biggest employers in the area and contributes substantially to the economic growth of the region. Sanford supports the homeless shelters and provides medical care to those who qualify for charity care through the Community Care Program. Sanford offers a discounted fee for those who qualify. Although Sanford does contribute substantially to the economic health of the community this is not an area of unmet need that will be addressed in a community initiative. Community leaders were invited to learn about the results of the survey through a community meeting held on June 27, 2013 at the Holiday Inn in Fargo.Environment - Sanford will not be directly working with an implementation strategy to address the environment, but will share the results of the CHNA with community leaders.Safety - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing behavioral health services in a newly created initiative and Sanford is serving on the steering group. Sanford is also addressing this need through the mental health implementation strategy.Substance Abuse - The Fargo Moorhead Community Health Needs Assessment Collaborative, convened by Sanford, is addressing behavioral health in a newly created initiative and Sanford is serving on the steering group. |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 3 -- Sanford Medical Center South University Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 4: | 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 |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Bemidji Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Elderly - Sanford has many services for the elderly population and yet the community continues to have unmet needs. Sanford will address this need by sharing the results of the CHNA with community leaders and will provide additional education for staff and care providers to help them recognize the signs, reporting requirements and care of the elderly suffering from abuse, neglect or dementia.Native American - Sanford is addressing this need, however, there are many remaining needs for the American Indian community members. Orientation and education is provided for staff members regarding cultural competency, expectations and the unique needs of a diverse population. Sanford also provides culturally consistent resources in the facilities (smudging ceremonies, native healers, etc.).Safety - Sanford is addressing this need by training employees regarding elderly abuse and neglect, patient safety and abuse reporting requirements. Parenting programs are available to new parents. Needs remain in the community and Sanford will share the concerns and the findings of the CHNA with community leadership.Prenatal Care - Over 20% of deliveries are to mothers who present to the medical center without having had prenatal care. Sanford will share these findings with public health agencies to develop a plan to engage patients in prenatal care early in pregnancy. |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 4: | 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 |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Vermillion Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Elder Care/Home Health/Expanded Nursing Home Capacity - Sanford Visiting Nurses Association and Home Health Agency and Sanford Home Medical Equipment store and services in Vermillion community address this need. However there are additional needs for services. Sanford will share this concern with community leadership.Urgent Care - Sanford Vermillion identified the need for urgent care through the community health needs assessment. An after hours clinic is in operations and is open Monday through Friday until 8 PM, and also on Saturdays from 9 AM until noon. During the reporting period, Sanford has also implemented "Sanford Day at Sanford". This program allows for same day access with primary care providers in the regular clinic setting. |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 4: | 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 |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Chamberlain Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Dental Care - Sanford will share the results of the CHNA with community leaders and dental care providers.Diabetes Care Locally - Sanford is addressing this need through nutrition therapy services provided by a registered dietitian and is also planning to recruit a diabetes educator. Sanford is also addressing this need by having executed new programs to improve care coordination, including the Health Coach and Medical Home Programs for the purpose of impacting chronic disease. Sanford is committed to finding a cure for Type 1 Diabetes. A chronic disease self management program, Better Choices/Better Health is available free of charge to all patients with a chronic disease and can be accessed online at http://selfmanage.org/sanfordOutreach Specialty Care - Sanford is actively recruiting for additional providers and is making telemedicine available for neurology and dermatology.Keeping Young People in the Community - Sanford is addressing this need by sharing the results of the CHNA with community leaders.Cancer - Sanford is addressing this need by providing cancer screenings and digital mammography. Sanford also provides a local cancer fund to offset expenses.Premature Death - Sanford is addressing this need by providing CPR class for the community. Sanford will also share the results of the CHNA with community and public health leaders.Community Wellness Program - Sanford provides many wellness options including local registered dietitians and WebMD Fit Kids. The River City Gym is available to community members. The results of the CHNA will be shared with community leadership.Housing - Sanford will share these needs with the MPCH Association. Sanford will also pursue a solution to this need in the community.Transportation - Sanford will share the results of the CHNA with community leaders.Bullying - Sanford will address this need by sharing the results of the CHNA with school leaders and others in the community who work with youth. |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 4: | 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 |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Luverne Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Dialysis Services - Building a new dialysis center in Luverne is not feasible at this time. However, there are dialysis centers in Worthington and in Sioux Falls; both are approximately 30 miles from Luverne. |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 4: | 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 |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Canby Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Handicap Accessibility - Sanford will share the results of the CHNA with community leaders and service providers.Workforce - Sanford Health is committed to investing in education. Medical students, dietitians, pharmacists, nursing students, nuclear medicine, respiratory therapists, occupational therapists and other healthcare professionals receive training at Sanford and stay to begin their careers at Sanford or move to other organizations where the training they received at Sanford will be a benefit.Better Emergency Room Facility - Sanford has included architectural plans to expand the ER and OR in its operational plans. |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 4: | 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 |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Jackson Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Access and Physician Recruitment/Retention - Sanford Jackson is addressing this issue through a recruiting strategy. Additionally, there are numerous programs in place to assist patients with access including the RN Health Coach and medical home staff.Elderly - Sanford will share the results of the CHNA and specifically the concerns about unmet needs and services for the elderly with community leaders. |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 4: | 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 |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Tracy Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:City Infrastructure - Sanford does not have the capacity to meet these needs and will share the expressed concerns with city leadership.Dental Care - Sanford did have a United Way grant to help coordinate local free dental care in the past. The community has numerous options available. Sanford will share these concerns with public health.Economy - Although Sanford contributes substantially to the economic growth of the region and provides medical care to those who qualify for charity care through the Community Care Program and a discounted fee for those who qualify, there remain unmet needs beyond Sanford's scope. Sanford will share the survey results and unmet needs with community/city leaders.Elderly - Sanford supports the aging population in numerous ways. However there is a need for additional community services. Sanford will share these concerns with community leaders.Health Factors - Sanford does offer numerous programs to improve health factors. However there are needs in the community to reduce traffic deaths, teenage birth rates, etc. Sanford will share these concerns with community leadership.New Americans - Sanford has recently updated the policy so that children under 18 years of age are not able to translate for their parents. Sanford will share this concern with community leadership, social services and public health.Pollution/Environment - Sanford will share this information with community leaders.Safety - Sanford Tracy does not have the capacity to meet the safety needs of the community but will share these concerns with city leaders.Schools - Sanford will not directly address the school needs for the community but will share the concerns with community leaders and will communicate the concerns to Tracy school leadership.Traffic - Sanford will share these concerns with city leadership and will communicate the need for stop signs and speed bumps.Transportation - There is no transportation system available at this time. Residents must rely on volunteers to transport them out of the area. Sanford will not address this issue as it is out of Sanford' scope of work, however this information will be shared with city and county leadership.Youth - Sanford provides many services to meet the needs of youth. However there are additional needs for the youth of the community and Sanford will share these concerns with city, school and community leaders. |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 4: | 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 |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Hillsboro Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Access to Health Care/Physicians - Sanford Hillsboro Medical Center is actively recruiting providers and has a recruitment strategy in place. In addition Sanford has RN Health Coaches and a medical home team to work with patients who need frequent appointments.Economic Situation/Business Community - Although Sanford contributes substantially to the economic growth of the region and provides medical care to those who qualify for charity care through the Community Care Program and a discounted fee for those who qualify, there remain unmet needs beyond Sanford's scope. Sanford will share the survey results and unmet needs with community/city leaders.Substance Abuse - Sanford is addressing substance abuse through the mental health implementation strategy. |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 4: | 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 |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Medical Center Mayville, but may be addressed by the Sanford enterprise system or by working with community leaders:Child Care - Traill County EDC is providing grants to start up day care centers. Sanford will address this need by sharing these concerns with city leadership. |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 4: | 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 |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Webster Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Dental Care - Sanford will address this need by sharing the CHNA results with community leaders. |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model used was the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the varioius surveys and data sets. The process implemented was based on the McKnight Foundation model - Mapping Community Capacity by John L. McKnight and John P. Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all of the Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be our secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities include listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 4: | 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 |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Medical Center Wheaton, but may be addressed by the Sanford enterprise system or by working with community leaders:Aging - Sanford provides medical care for the elderly and additional support for driver evaluation and rehabilitation. Sanford will share the results of the CHNA with community leaders.Children and Youth - The main concerns expressed related to childhood obesity and also bullying in the schools. Sanford is addressing mental health through an enterprise mental health implementation strategy and has also developed an enterprise strategy to address obesity. Sanford will share the results of the CHNA with community leaders.Economic Situation/Business Community - Although Sanford is one of the biggest employers in the area and contributes substantially to the economic growth of the region and provides medical care to those who qualify for charity care through the Community Care program and a discounted fee for those who qualify, there remain unmet needs beyond Sanford's scope of work. Sanford will share the survey results and unmet needs with community/city leaders.Pollution/Environment - The County Health Rankings did not indicate that pollution was an issue for this area. Sanford will address this perceived need by sharing these concerns with county leadership and public health.Safety - The safety concerns are related to child abuse, substance abuse and domestic violence. Sanford has developed an enterprise wide strategy to address mental health.Substance Abuse - Sanford is addressing substance abuse through the mental health implementation strategy. |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 12i: | 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. |
| Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 14g: | Other methods to publicize the financial assistance policy within the community served include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 1j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset 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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 3: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 4: | 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 |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 5d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 7: | The following unmet needs will not be addressed directly by Sanford Canton-Inwood Medical Center, but may be addressed by the Sanford enterprise system or by working with community leaders:Access to Health Care/Physicians - Sanford is addressing this issue through a recruitment strategic plan.Concern about cancer in the community - The unmet need regarding the high incident of cancer in the community is being addressed through the Sanford Cancer Biology Research Center in Sioux Falls.Day Care - Sanford will share the CHNA results with community leadership.Mental Health - Binge Drinking - Sanford is addressing binge drinking through a mental health implementation strategy. |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 12i: | 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, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 14g: | 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 plain language policy description is available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Form 990, Schedule H, Section B | A copy of all Sanford implementation strategies can be found online at this address:http://www.sanfordhealth.org/About/CHNA |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 99 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (99 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | FacilityFacilityTxt |
|---|---|---|---|---|
| Sanford USD Medical Center Dialysis | ||||
| 1305 W 18th Street | Sioux Falls | SD | 57117 | End Stage Renal Dialysis |
| Sanford Dialysis Detroit Lakes | ||||
| 114 East Frazee Street | Detroit Lakes | MN | 56501 | Dialysis |
| Sanford Clinic Sheldon | ||||
| 800 Oak Street | Sheldon | IA | 51201 | Rural Health Clinic |
| Sanford Health Neilson Place | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Skilled Nursing Facility |
| Sylvan Place | ||||
| 212 St Olaf Avenue S | Canby | MN | 56220 | Housing with Services |
| Sanford Dialysis Fargo | ||||
| 2801 S University Drive | Fargo | ND | 58122 | Dialysis |
| Sanford Home Care Fargo | ||||
| 1711 S University Drive | Fargo | ND | 58122 | Home Health Agency |
| Sanford Dialysis Thief River Falls | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Dialysis |
| Sanford Mid-Dakota Dialysis | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | End Stage Renal Dialysis |
| Sanford Care Center Vermillion | ||||
| 125 Walker Street | Vermillion | SD | 57069 | Nursing Facility |
| Sanford Dialysis Red Lake | ||||
| 24760 Hospital Drive Box 249 | Red Lake | MN | 56671 | Dialysis |
| Sanford Tom & Frances Leach Bismarck Dia | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Kidney Dialysis |
| Sanford Dialysis Morris | ||||
| 400 East 1st Street | Morris | MN | 56267 | Dialysis |
| Sanford Senior Care Sheldon | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Hospital Based-Nursing Facilities |
| Sanford Clinic Rock Rapids | ||||
| 803 South Green Street | Rock Rapids | IA | 51246 | Rural Health Clinic |
| Sanford Hillsboro Care Center | ||||
| 12 3rd Street SE | Hillsboro | ND | 58045 | Hospital Based-Nursing Facilities |
| Sanford Clinic Watertown Surgical Center | ||||
| 901 4th Street NW | Watertown | SD | 57201 | Ambulatory Surgery Center |
| Sanford Chamberlain Care Center | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | Nursing Facility |
| Sanford Clinic Canby | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified Rural Health Clinic |
| Sanford Worthington Medical Center | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified End Stage Renal Dialysis |
| Sanford Clinic Tracy | ||||
| 251 Fifth Street East | Tracy | MN | 56175 | Medicare Certified Rural Health Clinic |
| Sanford Clinic Webster | ||||
| 101 Peabody Drive | Webster | SD | 57274 | Rural Health Clinic |
| Sanford Bemidji Home Care | ||||
| 3807 Greenleaf NW Avenue | Bemidji | MN | 56601 | Home Health Agency |
| Sanford Dialysis Bemidji | ||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | Dialysis |
| Northwest Iowa Dialysis Center | ||||
| 112 Sunrise Drive | Hospers | IA | 51239 | End Stage Renal Dialysis |
| Sanford Health Windsong | ||||
| 1010 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Wagner Dialysis | ||||
| 111 Washington Street | Wagner | SD | 57380 | End Stage Renal Dialysis |
| Sanford Clinic Jackson | ||||
| 1430 North Highway | Jackson | MN | 56143 | Medicare Certified Rural Health Clinic |
| Sanford Visiting Nurses Association | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Professional Home Care Agency (licensed in MN and SD) |
| Sanford Clinic Mt Lake | ||||
| 308 8th Street | Mountain Lake | MN | 56159 | Medicare Certified Rural Health Clinic |
| Sanford Bagley Clinic | ||||
| 123 4th Street NW | Bagley | MN | 56621 | Rural Health Clinic |
| Sanford Health Walker Clinic | ||||
| 614 Michigan Avenue | Walker | MN | 56484 | Rural Health Clinic |
| Sanford Health Hillsboro Clinic | ||||
| 315 East Caledonia | Hillsboro | ND | 58045 | Rural Health Clinic |
| Sanford Bemidji Hospice | ||||
| 3525 Pine Ridge Avenue NW | Bemidji | MN | 56601 | Hospice |
| Sanford Home Care Home Health | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Home Health Agency |
| Sanford Hospice | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Hospice (licensed in MN and SD) |
| Sanford Health Detroit Lakes ASC | ||||
| 1245 Washington Avenue | Detroit Lakes | MN | 56501 | Ambulatory Surgery Center |
| Sanford Health Mahnomen Clinic | ||||
| 414 West Jefferson PO Box 396 | Mahnomen | MN | 56557 | Rural Health Clinic |
| Sanford Clinic Aberdeen Surgical Center | ||||
| 3015 3rd Avenue SE | Aberdeen | SD | 57401 | Ambulatory Surgery Center |
| Sanford Home Health and Hospice | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Home Health Agency |
| Sanford Health Pelican Rapids Clinic | ||||
| 211 East Mill Street | Pelican Rapids | MN | 56572 | Rural Health Clinic |
| Sanford Clinic Westbrook | ||||
| 920 Bell Avenue | Westbrook | MN | 56183 | Medicare Certified Rural Health Clinic |
| Worthington Regional Hospital Hospice | ||||
| 1151 Ryans Road Suite 100 | Worthington | MN | 56187 | Hospice (licensed in SD) |
| Sanford Health Trillium | ||||
| 930 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Clinic Windom | ||||
| 591 2nd Avenue N | Windom | MN | 56101 | Medicare Certified Rural Health Clinic |
| Northern Lights Community Residence | ||||
| 324 10th Street E | Thief River Falls | MN | 56701 | Adult Treatment Center |
| Orchard Hills | ||||
| 200 W 10th Street | Dell Rapids | SD | 57022 | Assisted Living Center |
| Sanford Fort Yates Dialysis | ||||
| Box J | Fort Yates | ND | 58538 | Kidney Dialysis |
| Sanford Jamestown Dialysis | ||||
| 300 2nd Avenue NE | Jamestown | ND | 58401 | Kidney Dialysis |
| Sanford Health Cass Lake Clinic | ||||
| 219 Grant Utley Avenue | Cass Lake | MN | 56633 | Rural Health Clinic |
| Sanford Clear Lake Clinic | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Rural Health Clinic |
| Sanford Clinic Ipswich | ||||
| 110 5th Avenue | Ipswich | SD | 57451 | Rural Health Clinic |
| Sanford Clinic Beresford | ||||
| 600 W Cedar Street | Beresford | SD | 57004 | Rural Health Clinic |
| Sanford Clinic Clark | ||||
| 117 W 1st Avenue | Clark | SD | 57225 | Rural Health Clinic |
| Sanford Transplant Center | ||||
| 736 Broadway | Fargo | ND | 58122 | Transplant Center |
| Sanford Madison Dialysis | ||||
| 917 N Washington Avenue | Madison | SD | 57042 | End Stage Renal Dialysis |
| Sanford Home Care Hospice | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Hospice |
| Sanford Worthington Home Care | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified Home Health Agency |
| Sanford Luverne Hospice | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Medicare Certified Hospice |
| Shetek Home Care | ||||
| 251 Fifth Street E | Tracy | MN | 56175 | Medicare Certified Home Health Agency |
| Pathfinder Children's Treatment Center | ||||
| 923 Atlantic Avenue N | Thief River Falls | MN | 56701 | Children's Treatment Center |
| Baker Park Inc | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Canby Dialysis Unit | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified End Stage Renal Dialysis |
| Sanford Canby Med Center | ||||
| 213 St Olat Avenue N Ste B | Canby | MN | 56220 | Medicare Certified Home Health Agency |
| Sanford Clinic Lakefield | ||||
| 209 Main Street PO Box 546 | Lakefield | MN | 56150 | Medicare Certified Rural Health Clinic |
| Sanford Home Health and Hospice Sheldon | ||||
| 118 North Seventh Avenue | Sheldon | IA | 51201 | Hospice |
| Sanford Transplant Center | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Transplant Center |
| Sanford George Clinic | ||||
| 101 N Main | George | IA | 51237 | Rural Health Clinic |
| Sanford Clinic Lennox | ||||
| 108 S Main | Lennox | SD | 57039 | Rural Health Clinic |
| Sanford Health Lamoure Clinic | ||||
| Omega City Plaza | Lamoure | ND | 58458 | Rural Health Clinic |
| Sanford Health Enderlin Clinic | ||||
| 201 4th Avenue Suite 1 | Enderlin | ND | 58027 | Rural Health Clinic |
| O'Brien Court | ||||
| 410 State Street | Tracy | MN | 56175 | Housing with Services |
| Sanford Visiting Nurses Assoc-Luverne | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Home Health Care |
| Dakota Gardens Senior Living | ||||
| 126 S Plum Street | Vermillion | SD | 57069 | Residential Living Center |
| Sanford Hiawatha Heights | ||||
| 398 N Hiawatha Drive | Canton | SD | 57013 | Assisted Living Center |
| Canby Community Hospice | ||||
| 131 St Olaf Avenue N | Canby | MN | 56220 | Hospice (licensed in SD) |
| Sanford Clinic Estelline | ||||
| 305 Hospital Drive | Estelline | SD | 57234 | Rural Health Clinic |
| Sanford Clinic Lake Norden | ||||
| Main Street | Lake Norden | SD | 57248 | Rural Health Clinic |
| Sanford Health Ellendale Clinic | ||||
| PO Box 306 | Ellendale | ND | 58436 | Rural Health Clinic |
| Peterson Estates | ||||
| 1012 9th Street | Westbrook | MN | 16183 | Housing with Services |
| Sanford Health Halstad Clinic | ||||
| 445 1st Street E | Halstad | MN | 56548 | Rural Health Clinic |
| Sanford Hospice | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Hospice |
| Sanford Visiting Nurses Assoc-Vermillion | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Home Health Care |
| Sanford Health Twin Valley Clinic | ||||
| 212 Main Avenue W | Twin Valley | MN | 56584 | Rural Health Clinic |
| Sanford Health Forman Clinic | ||||
| PO Box 184 | Forman | ND | 58032 | Rural Health Clinic |
| Sanford Hospice | ||||
| 510 E 8th Street | Freeman | SD | 57029 | Hospice |
| Sanford Health Ulen Clinic | ||||
| 108 Viking Avenue W | Ulen | MN | 56585 | Rural Health Clinic |
| Sanford Hospice | ||||
| 912 4th Avenue | Windom | MN | 56101 | Hospice (licensed in SD) |
| Sanford Canby Medical Center | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Class F Home Care Provider |
| Deuel County Memorial Home Health | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Home Health Care |
| Sanford Hospice Centennial Cottage | ||||
| 6301 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| Sanford Hospice Foundation Cottage | ||||
| 6309 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| Sanford Bagley Clearbrook Clinic | ||||
| 22 Elm Street | Clearbrook | MN | 56634 | Rural Health Clinic |
| Sanford Hospice | ||||
| 900 2nd Avenue | Madison | MN | 56256 | Hospice (licensed in SD) |
| Sanford Hospice | ||||
| 745 E 8th Street | Winner | SD | 57580 | Hospice |
| Sanford Clinic Balaton | ||||
| Highway 14E | Balaton | MN | 56115 | Medicare Certified Rural Health Clinic |
| Sanford Visiting Nurses Assoc-Chamberlai | ||||
| 110 W Beede Ste 1 | Chamberlain | SD | 57325 | Home Health Care |
| Sanford Tracy Walnut Grove Clinic | ||||
| 830 Eighth Street | Walnut Grove | MN | 56180 | Medicare Certified Rural Health Clinic |
| Mid Dakota Community Based Hospice | ||||
| 300 S Byran Blvd | Chamberlain | SD | 57325 | Hospice |
Supplemental Information Detail SupplementalInformationDetail (15 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.Part I, Line 5b: While Sanford as a whole did not exceed its financial assistance budget, there were separate hospitals that did. 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 prepared a Community Benefit Annual Report for FY 2014. This report is posted annually on the Sanford website at:http://www.sanfordhealth.org/About/CommunityBenefit |
| Part I, Line 7: | Cost to Charge Ratios are used to calculate the amounts on Line 7a - 7c (Financial Assistance, Medicaid Shortfall, and Other Means-Tested Government Programs) and also Line 7g (Subsidized Health Services) for each of the subsidiaries included in the return. All other amounts for Lines 7e, 7f, 7h and 7i would come from the books and records of specific segments of the organization and would not be based on a Cost to Charge Ratio, or similar cost accounting methodology. |
| 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 2014, subsidized health services provided through these physician practices generated losses of $99,866,386. |
| Part I, Ln 7 Col(f): | Total expenses reported on Form 990, Part IX, line 25, Column (A) include bad debt expense. This expense has been removed from the denominator when calculating the percent of total expense considered the net community benefit expense and reported in Part I, Line 7, Column (f). The amount of bad debt expense excluded from this percentage calculation is 160,829,233. |
| 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 $74,107,963. 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 2013 in 24 communities throughout the enterprise. A CHNA toolkit was developed to facilitate a standardized approach to surveys, data collection, analysis and reporting. The main model used was the Assocation for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.Primary research included a survey that was developed in partnership with Fargo Cass Public Health, Clay County Public Health, North Dakota State University Center for Social Research and the University of North Dakota Center for Rural Health. Additionally, the Department of Health in Sioux Falls conducted a survey and shared the survey tool and results of the survey. Key stakeholders were asked to complete the survey and are listed in the acknowledgement section of each CHNA. The survey tool was available electronically and a paper tool was available for those who did not have access to a computer. In some communities the paper survey was delivered through a focus group setting or through a community council.The County Health Profiles were used for secondary research. State and national data were researched to benchmark each indicator. The County Health Profiles are based largely on the County Health Rankings from the Mobilizing Action Toward Community Health (MATCH), a collaboration between the Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute. Additional secondary data included the aging and diversity profiles from the US Census Bureau and the American Community Survey.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 by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were thoroughly researched through asset mapping. Once gaps were determined the CHNA collaborative group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| 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 is made available in English and Spanish. Financial Assistance applications are 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/PatientsVisitors/PatientInformation/FinancialAssistance |
| Part VI, Line 4: | Sanford Health is an integrated health system headquartered in the Dakotas and is now the largest rural, not-for-profit health care system in the nation. Sanford Health includes 43 hospitals, 225 clinic loactions and 1,360 physicians in 81 specialty areas of medicine. Sanford serves an area of 2.3 million people across more than 220,000 square miles. With more than 26,000 employees, Sanford Health is the largest employer in North and South Dakota. Sanford USD Medical Center - Sioux Falls, South DakotaSioux Falls is the largest city in the state of South Dakota. Sioux Falls is the county seat of Minnehaha County, and also extends into Lincoln County to the south. As of the 2010 census, Sioux Falls had a population of 153,888. The metropolitan population of 228,261 accounts for 28% of South Dakota's population. The population of Sioux Falls is 86.8% white, 4.2% black, 2.7% American Indian, 1.8% Asian and 4.4% Hispanic. Sioux Falls is the home of a number of financial companies and is a significant regional health care center. The median household income in Sioux Falls is $51,882.Sanford Medical Center Fargo - Fargo, North DakotaFargo is a diverse, dynamic, family-oriented community on the eastern border of North Dakota. It is the largest city in North Dakota, accounting for nearly 16% of the state population and the county seat of Cass County. Fargo and its twin city of Moorhead, Minnesota and adjacent West Fargo, North Dakota and Dilworth, Minnesota form the core of the metro area, which in 2010 had a population of 209,000. The population of Fargo is 90.2% white, 2.7% black, 1.4% American Indian, 3% Asian and 2.2 Hispanic. The median household income is $44,304. Sanford Bemidji Medical Center - Bemidji, MinnesotaBemidji is located in Beltrami County, Minnesota and is the principal city in North Central Minnesota as the largest commercial center between Grand Forks, North Dakota and Duluth, 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. Based on 2010 US Census data, Bemidji has a population of 13,431. The median age in the city was 27.1 years old. 19.4% of residents were under the age of 18; 26.7% were between the ages of 18 and 24; 21.6% were from 25 to 44; 17.5% were from 45 to 64; and 14.8% were 65 years of age or older. The average household income is $43,394.Sanford Bismarck Medical Center - Bismarck, North DakotaBismarck is a community located in central North Dakota experiencing fast-paced growth as a direct result of oil development throughout the western part of the state. Bismarck is the second largest city in North Dakota with 62,665 residents living within the city limits. The population of Bismarck is 92.4% white, 0.7% black, 4.5% American Indian, 0.6% Asian and 1.3% Hispanic. Bismarck is the state capital and also serves as home to Bismarck State College, the University of Mary and several of the state's top businesses. The median household income in Bismarck is $53,186.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 1,360 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, four 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 and is now the largest rural, not-for-profit health care system in the nation with locations in 126 communities in nine states. In addition, Sanford Health is in the process of developing international clinics in Ghana, Mexico and China. Sanford Health includes 43 hospitals, 225 clinic locations and 1,360 physicians in 81 specialty areas of medicine. With more than 26,000 employees, Sanford Health is the largest employer in North and South Dakota.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 (90 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| 4H Foundation (Outdoor Adventure Center) | |||||||
| 2810 22nd Avenue S | Brookings | SD | 57006 | 466016086 | 501(c)(3) | $7,500 | General support |
| Aberdeen Catholic School Systems | |||||||
| 1400 N Dakota Street | Aberdeen | SD | 57401 | 460336005 | 501(c)(3) | $26,000 | General support |
| Aberdeen Family YMCA | |||||||
| 5 South State Street | Aberdeen | SD | 57401 | 460255779 | 501(c)(3) | $10,500 | General support |
| Aberdeen Public Schools Foundation | |||||||
| 1224 3rd Street S | Aberdeen | SD | 57401 | 460423109 | 501(c)(3) | $7,500 | General support |
| American Cancer Society | |||||||
| 4904 S Technopolis Drive | Sioux Falls | SD | 57106 | 410724036 | 501(c)(3) | $28,499 | General support |
| American Diabetes Association | |||||||
| 14216 Dayton Circle Ste 6 | Omaha | NE | 68137 | 131623888 | 501(c)(3) | $12,500 | General support |
| American Heart Association Inc | |||||||
| 7272 Greenville Avenue | Dallas | TX | 75231 | 135613797 | 501(c)(3) | $100,116 | General support |
| Augsburg College | |||||||
| 2211 Riverside Avenue | Minneapolis | MN | 55454 | 410694721 | 501(c)(3) | $15,000 | General support |
| Augustana College | |||||||
| 2001 S Summit Avenue | Sioux Falls | SD | 57197 | 460224588 | 501(c)(3) | $743,633 | AD Leadership fund, Support athletic club |
| Bismarck State College Foundation | |||||||
| PO Box 55878 | Bismarck | ND | 585065587 | 450358929 | 501(c)(3) | $7,500 | General support |
| Boys and Girls Club of Sioux Empire | |||||||
| 824 E 14th Street | Sioux Falls | SD | 57104 | 460399482 | 501(c)(3) | $5,500 | General support |
| Brandon Valley Booster Club | |||||||
| PO Box 572 | Brandon | SD | 57005 | 466002577 | 501(c)(6) | $14,000 | General support |
| Children's Care Hospital Foundation | |||||||
| 2501 W 26th Street | Sioux Falls | SD | 571052498 | 460233030 | 501(c)(3) | $6,000 | General support |
| Childrens Home Society Foundation | |||||||
| 801 N Sycamore Avenue PO Box 1749 | Sioux Falls | SD | 571011749 | 460224542 | 501(c)(3) | $6,000 | General support |
| City of Sioux Falls | |||||||
| 224 W 9th Street | Sioux Falls | SD | 57104 | 466000425 | 115 | $2,010,000 | Events center scoreboard |
| Cribs for Kids Inc | |||||||
| Suite 250 Riverfront Place | Pittsburgh | PA | 15212 | 251442806 | 501(c)(3) | $5,211 | General support |
| Cullen Children's Foundation | |||||||
| PO Box 594 | West Fargo | ND | 58078 | 770636521 | 501(c)(3) | $20,000 | General support |
| Cystic Fibrosis Foundation | |||||||
| 8011 34th Avenue S Ste 116 | Bloomington | MN | 55425 | 131930701 | 501(c)(3) | $35,000 | General support |
| Dakota Alliance Soccer Club | |||||||
| 401 W 39th Street | Sioux Falls | SD | 57105 | 460359817 | 501(c)(3) | $60,000 | General support |
| Dakota Hospital Foundation | |||||||
| 20 S Plum Street | Vermillion | SD | 57069 | 460226067 | 501(c)(3) | $101,750 | Becky and David Nelson endowment |
| Dakota Schoolers | |||||||
| 1809 W Oak Street | Sioux Falls | SD | 57105 | 203452350 | 501(c)(3) | $30,000 | General support |
| Dakota Wesleyan University | |||||||
| 1200 West University Avenue | Mitchell | SD | 573014398 | 460224589 | 501(c)(3) | $6,700 | General support |
| Detroit Lakes Community & Cultural Center | |||||||
| 826 Summit Avenue | Detroit Lakes | MN | 56501 | 411970351 | 501(c)(3) | $10,000 | General support |
| Dickinson State University Foundation Inc (Blue Hawk Booster Club) | |||||||
| 351 Campus Drive | Dickinson | ND | 58502 | 456014522 | 501(c)(3) | $7,500 | General support |
| Downtown Community Partnership | |||||||
| 210 Broadway N Suite 202 | Fargo | ND | 58102 | 464472309 | 501(c)(6) | $25,000 | General support |
| Evangelical Lutheran Good Samaritan Foundation | |||||||
| 4800 W 57th Street | Sioux Falls | SD | 57108 | 460422866 | 501(c)(3) | $12,500 | General support |
| Family Advocacy Center | |||||||
| 800 Bemidji Avenue N Ste 4 | Bemidji | MN | 56601 | 202102302 | 501(c)(3) | $10,000 | General support |
| Family HealthCare Center | |||||||
| 301 NP Avenue | Fargo | ND | 58102 | 450430628 | 501(c)(3) | $12,500 | General support |
| First Tee of SD | |||||||
| 2604 West Russell Street | Sioux Falls | SD | 57104 | 460449824 | 501(c)(3) | $19,000 | General support |
| FM Bike Share | |||||||
| 425 Broadway N | Fargo | ND | 58102 | 461849025 | 501(c)(3) | $10,000 | General support |
| FM Curling Club | |||||||
| PO Box 212 | Fargo | ND | 58107 | 450341916 | 501(c)(3) | $10,500 | General support |
| Glacial Lakes Area Development Inc | |||||||
| PO Box 231 | Britton | SD | 57430 | 870787080 | 501(c)(3) | $10,000 | General support |
| Great Bear Recreation Park Inc | |||||||
| 2401 W 49th Street | Sioux Falls | SD | 57105 | 460417880 | 501(c)(4) | $6,983 | General support |
| Great Plains Zoo | |||||||
| 805 S Kiwanis Avenue | Sioux Falls | SD | 571043798 | 466015015 | 501(c)(3) | $114,200 | General support |
| Greater Bemidji | |||||||
| 403 4th Street NW Ste 330 | Bemidji | MN | 56601 | 363367707 | 501(c)(3) | $50,000 | General support |
| Greater Fargo Moorhead Economic Development Corporation | |||||||
| 51 Broadway Suite 500 | Fargo | ND | 58102 | 456011769 | 501(c)(3) | $40,000 | General support |
| Habitat for Humanity Greater Sioux Falls | |||||||
| 721 E Amidon Street | Sioux Falls | SD | 571041015 | 460407140 | 501(c)(3) | $10,000 | General support |
| Ice Sports Association | |||||||
| 108 S Dakota Avenue | Sioux Falls | SD | 57104 | 271234271 | 501(c)(3) | $404,000 | General support |
| Jamestown College | |||||||
| 6088 College Lane | Jamestown | ND | 58405 | 450231180 | 501(c)(3) | $8,450 | General support |
| Junior Achievement of South Dakota | |||||||
| 1000 N West Avenue 110 | Sioux Falls | SD | 57104 | 460306352 | 501(c)(3) | $22,250 | General support |
| Juvenile Diabetes Research Foundation (JDRF) South Dakota | |||||||
| 1301 W 18th Street | Sioux Falls | SD | 57117 | 231907729 | 501(c)(3) | $25,000 | General support |
| Legends of Gold Inc | |||||||
| Box 287 | Beresford | SD | 57004 | 273794971 | 501(c)(3) | $10,000 | General support |
| Lincoln High School | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002540 | 501(c)(3) | $13,000 | General support |
| Los Cabos Children's Foundation | |||||||
| PO Box 2057 | Sioux Falls | SD | 571012057 | 202882711 | 501(c)(3) | $20,000 | General support |
| Luverne Hockey Club | |||||||
| 905 N Kniss Avenue | Luverne | MN | 56156 | 411685848 | 501(c)(3) | $10,000 | General support |
| Make-A-Wish Foundation of South Dakota | |||||||
| 1400 West 17th Street | Sioux Falls | SD | 57104 | 460375953 | 501(c)(3) | $10,000 | General support |
| Matson Halverson Christiansen Hamilton Foundation | |||||||
| 201 South Main Street | Kimball | SD | 57355 | 460461691 | 501(c)(3) | $15,000 | General support |
| Mayville State University Foundation | |||||||
| 330 3rd Street NE | Mayville | ND | 58257 | 456013477 | 501(c)(3) | $12,750 | General support |
| McCrossan Boys Ranch | |||||||
| 47135 260th Street | Sioux Falls | SD | 57107 | 460311913 | 501(c)(3) | $11,892 | General support |
| Mike Miller Foundation | |||||||
| 2107 Quiett Lane | Mitchell | SD | 57301 | 300015773 | 501(c)(3) | $17,000 | General support |
| Minnesota State University Moorhead Alumni Foundation | |||||||
| 1104 7th Avenue S | Moorhead | MN | 56563 | 237106061 | 501(c)(3) | $201,700 | Sports medicine program |
| Missouri Slope Areawide United Way | |||||||
| 915 N 4th Street | Bismarck | ND | 58501 | 450387741 | 501(c)(3) | $40,000 | General support |
| National Kidney Foundation | |||||||
| 1970 Oakcrest Avenue Suite 208 | St Paul | MN | 55113 | 131673104 | 501(c)(3) | $22,500 | General support |
| National Multiple Sclerosis Society Upper Midwest Chapter | |||||||
| 200 12th Avenue S | Minneapolis | MN | 55415 | 410790658 | 501(c)(3) | $20,000 | General support |
| Philanthropy Promotions Inc | |||||||
| 2601 W 60th Street N | Sioux Falls | SD | 57107 | 870695596 | 501(c)(3) | $7,500 | General support |
| Ronald McDonald House | |||||||
| 825 S Lake Avenue | Sioux Falls | SD | 571044635 | 460371152 | 501(c)(3) | $40,200 | General support |
| Roosevelt High School | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $13,600 | General support |
| Sanford Health Foundation Hillsboro | |||||||
| PO Box 609 | Hillsboro | ND | 58045 | 363542187 | 501(c)(3) | $50,002 | General support |
| Sanford Health Foundation North | |||||||
| PO Box 2010 | Fargo | ND | 58122 | 450398104 | 501(c)(3) | $101,275 | NICU, General support |
| SD Achieve | |||||||
| 4100 S Western Avenue | Sioux Falls | SD | 57105 | 460402915 | 501(c)(3) | $11,000 | General support |
| SD Law Enforcement Charities | |||||||
| 5214 Sweetbriar Court | Sioux Falls | SD | 57108 | 460440378 | 501(c)(3) | $11,250 | General support |
| SD Lions Eye and Tissue Bank Inc | |||||||
| 4501 W 61st Street North | Sioux Falls | SD | 571076411 | 460413527 | 501(c)(3) | $10,000 | General support |
| SD Parks and Wildlife Foundation | |||||||
| 523 E Capitol Avenue | Pierre | SD | 57501 | 460387968 | 501(c)(3) | $10,000 | General support |
| SD Synod | |||||||
| 2001 S Summit Avenue | Sioux Falls | SD | 57197 | 363512774 | 501(c)(3) | $15,000 | General support |
| SDSU Foundation | |||||||
| 815 Medary Avenue PO Box 525 | Brookings | SD | 57007 | 460273801 | 501(c)(3) | $12,890 | General support |
| SF Cyclones | |||||||
| 7605 Loganberry Street | Sioux Falls | SD | 57106 | 274705069 | 501(c)(3) | $20,000 | General support |
| Sioux Empire United Way | |||||||
| 1000 North West Avenue 120 | Sioux Falls | SD | 571041314 | 460233701 | 501(c)(3) | $116,025 | General support |
| Sioux Falls Catholic Schools | |||||||
| 3100 W 41st Street | Sioux Falls | SD | 57105 | 460413591 | 501(c)(3) | $255,500 | Teacher endowment, General support |
| Sioux Falls Christian | |||||||
| 6120 Charger Circle | Sioux Falls | SD | 571091110 | 460340024 | 501(c)(3) | $8,550 | General support |
| Sioux Falls Schools | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $66,000 | General support |
| Sioux Falls Sports Authority Summit League | |||||||
| 200 N Phillips Avenue Ste 304 | Sioux Falls | SD | 57104 | 205850491 | 501(c)(3) | $50,000 | General support |
| South Dakota Junior Football Inc | |||||||
| PO Box 88801 | Sioux Falls | SD | 57109 | 466037091 | 501(c)(3) | $10,000 | General support |
| Southeast Technical Institute | |||||||
| 2320 N Career Avenue | Sioux Falls | SD | 57107 | 364112897 | 501(c)(3) | $10,000 | General support |
| Special Olympics | |||||||
| 305 W 39th Street | Sioux Falls | SD | 57105 | 460359776 | 501(c)(3) | $13,250 | General support |
| Susan G Komen for the Cure | |||||||
| 5005 LBJ Freeway Suite 250 | Dallas | TX | 75244 | 751835298 | 501(c)(3) | $69,745 | General support |
| The Arts Partnership of the Red River Valley | |||||||
| 1104 2nd Avenue S Suite 315 | Fargo | ND | 58103 | 237108936 | 501(c)(3) | $15,000 | General support |
| The Duke of Edinburgh's International Award USA | |||||||
| 420 Montgomery | San Francisco | CA | 94104 | 204909474 | 501(c)(3) | $23,500 | General support |
| United Way of Cass-Clay | |||||||
| PO Box 1609 | Fargo | ND | 58107 | 410810008 | 501(c)(3) | $146,200 | General support |
| United Way of Douglas & Pope Counties | |||||||
| PO Box 1148 | Alexandria | MN | 56308 | 237450908 | 501(c)(3) | $5,150 | General support |
| University of North Dakota Foundation | |||||||
| 3501 University Avenue Stop 8157 | Grand Forks | ND | 58202 | 450348296 | 501(c)(3) | $190,000 | Dr. Gilbertson endowed chair |
| University of Sioux Falls Foundation | |||||||
| 1101 West 22nd Street | Sioux Falls | SD | 57105 | 460224600 | 501(c)(3) | $7,000 | General support |
| University of South Dakota Foundation | |||||||
| 1110 N Dakota Street PO Box 5555 | Vermillion | SD | 570695555 | 466018891 | 501(c)(3) | $1,533,692 | Research, Sport medicine program |
| University of Wisconsin Foundation | |||||||
| 600 Highland Avenue | Madison | WI | 53792 | 390743975 | 501(c)(3) | $63,000 | Carbone Cancer Center |
| USD Foundation for Continuing Medical Education Inc | |||||||
| 1400 W 22nd Street Room 117 | Sioux Falls | SD | 571051570 | 460456614 | 501(c)(3) | $2,050,000 | Medical education |
| USD School of Medicine | |||||||
| 1400 W 22nd Street | Sioux Falls | SD | 571051581 | 460418678 | 501(c)(3) | $51,504 | Medical education |
| Valley City State University Foundation | |||||||
| 101 College Street | Valley City | ND | 58072 | 237178785 | 501(c)(3) | $17,500 | General support |
| Volunteers of America | |||||||
| 1309 West 51st Street PO Box 89306 | Sioux Falls | SD | 571099306 | 237353508 | 501(c)(3) | $20,000 | General support |
| Webster WAVE | |||||||
| City of Webster 513 Main Street | Webster | SD | 57274 | 201307620 | 501(c)(3) | $15,000 | General support |
| YMCA | |||||||
| 230 S Minnesota Avenue | Sioux Falls | SD | 57104 | 460225021 | 501(c)(3) | $15,490 | Local support |
| YWCA Sioux Falls (EmBe) | |||||||
| 300 W 11th Street | Sioux Falls | SD | 571046306 | 460234998 | 501(c)(3) | $10,665 | Local support |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 86 | Total501c3OrgCnt |
| Total Other Org | 4 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | All grants given are donations to individual organizations. The funds are to be used for the general support of the organization receiving the funds. | 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 |
| Personal Services | Yes (X) | PersonalServicesInd |
| 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 |
| Written Employment Contract | Yes (X) | WrittenEmploymentContractInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | Yes (1) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | Yes (1) | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (77 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Christopher Meeker MD | ||||||||||||||
| Trustee | $393,696 | $0 | $0 | $0 | $0 | $0 | $10,000 | $0 | $20,403 | $0 | $424,099 | $0 | $0 | $0 |
| Maria Bell MD | ||||||||||||||
| Trustee | $695,606 | $0 | $0 | $0 | $81,214 | $0 | $17,152 | $0 | $23,170 | $0 | $817,142 | $0 | $0 | $0 |
| Mark Paulson MD | ||||||||||||||
| Trustee | $207,989 | $0 | $0 | $0 | $13,744 | $0 | $11,296 | $0 | $18,532 | $0 | $251,561 | $0 | $0 | $0 |
| Richard Hardie MD | ||||||||||||||
| Trustee | $754,303 | $0 | $0 | $0 | $6,231 | $0 | $20,400 | $0 | $20,025 | $0 | $800,959 | $0 | $0 | $0 |
| Kelby K Krabbenhoft | ||||||||||||||
| Sanford Health President & CEO | $1,117,709 | $0 | $0 | $0 | $202,755 | $0 | $0 | $0 | $22,992 | $0 | $1,343,456 | $0 | $0 | $0 |
| Kelby K Krabbenhoft Deferred Comp | ||||||||||||||
| Sanford Health President & CEO | $0 | $0 | $0 | $0 | $0 | $0 | $608,477 | $0 | $0 | $0 | $608,477 | $0 | $0 | $0 |
| JoAnn L Kunkel | ||||||||||||||
| Chief Financial Officer Corp | $408,018 | $0 | $0 | $0 | $55,344 | $0 | $19,176 | $0 | $20,498 | $0 | $503,036 | $0 | $0 | $0 |
| Kim Patrick | ||||||||||||||
| Chief Legal Officer | $368,264 | $0 | $0 | $0 | $70,216 | $0 | $106,079 | $0 | $21,885 | $0 | $566,444 | $0 | $0 | $0 |
| Rebecca Nelson | ||||||||||||||
| Senior VP & COO - HSD (thru Nov 13) | $622,546 | $0 | $0 | $0 | $421,164 | $0 | $0 | $0 | $15,864 | $0 | $1,059,574 | $0 | $0 | $0 |
| Rebecca Nelson Deferred Comp | ||||||||||||||
| Senior VP & COO - HSD (thru Nov 13) | $0 | $0 | $0 | $0 | $3,776,631 | $0 | $5,865 | $0 | $0 | $0 | $3,782,496 | $0 | $3,776,631 | $0 |
| Nate White | ||||||||||||||
| Chief Operating Officer Corp | $439,456 | $0 | $0 | $0 | $29,421 | $0 | $20,400 | $0 | $27,465 | $0 | $516,742 | $0 | $0 | $0 |
| Bill Marlette | ||||||||||||||
| Treasurer | $453,149 | $0 | $0 | $0 | $105,276 | $0 | $0 | $0 | $1,749 | $0 | $560,174 | $0 | $0 | $0 |
| Bill Marlette Deferred Comp | ||||||||||||||
| Treasurer | $0 | $0 | $0 | $0 | $0 | $0 | $143,671 | $0 | $0 | $0 | $143,671 | $0 | $0 | $0 |
| David Link | ||||||||||||||
| Executive VP - D&R | $557,939 | $0 | $0 | $0 | $133,687 | $0 | $0 | $0 | $22,885 | $0 | $714,511 | $0 | $0 | $0 |
| David Link Deferred Comp | ||||||||||||||
| Executive VP - D&R | $0 | $0 | $0 | $0 | $0 | $0 | $155,288 | $0 | $0 | $0 | $155,288 | $0 | $0 | $0 |
| D Evan Burkett | ||||||||||||||
| Chief Human Capital Officer | $351,936 | $0 | $0 | $0 | $48,843 | $0 | $18,322 | $0 | $19,740 | $0 | $438,841 | $0 | $0 | $0 |
| Al Hurley | ||||||||||||||
| COO - Sanford Bismarck Clinic | $179,209 | $0 | $0 | $0 | $7,880 | $0 | $0 | $0 | $6,791 | $0 | $193,880 | $0 | $0 | $0 |
| Arlyn Broekhuis | ||||||||||||||
| Vice President & CIO | $371,259 | $0 | $0 | $0 | $42,998 | $0 | $18,768 | $0 | $20,492 | $0 | $453,517 | $0 | $0 | $0 |
| Bradley J Schipper | ||||||||||||||
| COO - SMC | $302,903 | $0 | $0 | $0 | $30,439 | $0 | $18,439 | $0 | $22,929 | $0 | $374,710 | $0 | $0 | $0 |
| Brenda K Larsen | ||||||||||||||
| COO - Sanford Bismarck | $197,766 | $0 | $0 | $0 | $17,785 | $0 | $8,063 | $0 | $23,725 | $0 | $247,339 | $0 | $0 | $0 |
| Brian Carlson | ||||||||||||||
| CEO - Thief River Falls | $205,005 | $0 | $0 | $0 | $26,617 | $0 | $2,050 | $0 | $16,641 | $0 | $250,313 | $0 | $0 | $0 |
| Bruce D Viessman | ||||||||||||||
| CFO - Sanford Health Network | $227,952 | $0 | $0 | $0 | $22,561 | $0 | $18,236 | $0 | $21,401 | $0 | $290,150 | $0 | $0 | $0 |
| Bruce Pitts MD | ||||||||||||||
| Chief Medical Officer (thru July 13) | $291,600 | $0 | $0 | $0 | $1,790,529 | $0 | $12,750 | $0 | $7,122 | $0 | $2,102,001 | $0 | $0 | $0 |
| Bryan J Nermoe | ||||||||||||||
| COO - Sanford Clinic | $265,262 | $0 | $0 | $0 | $41,906 | $0 | $20,400 | $0 | $19,984 | $0 | $347,552 | $0 | $0 | $0 |
| Craig Boyer | ||||||||||||||
| CFO - Bemidji | $216,154 | $0 | $0 | $0 | $19,387 | $0 | $111,716 | $0 | $18,946 | $0 | $366,203 | $0 | $0 | $0 |
| Craig Lambrecht | ||||||||||||||
| President - Sanford Bismarck | $734,575 | $0 | $42,500 | $0 | $86,823 | $0 | $10,000 | $0 | $20,011 | $0 | $893,909 | $0 | $0 | $0 |
| Daniel Olson | ||||||||||||||
| President - SH of Northern MN | $238,776 | $0 | $0 | $0 | $21,319 | $0 | $9,551 | $0 | $19,019 | $0 | $288,665 | $0 | $0 | $0 |
| Daniel W Blue | ||||||||||||||
| President - Sanford Clinic | $503,734 | $0 | $50,000 | $0 | $103,552 | $0 | $178,100 | $0 | $23,170 | $0 | $858,556 | $0 | $0 | $0 |
| David Pearce | ||||||||||||||
| COO/VP - Sanford Research | $261,955 | $0 | $0 | $0 | $39,633 | $0 | $19,008 | $0 | $20,492 | $0 | $341,088 | $0 | $0 | $0 |
| Dennis Millirons | ||||||||||||||
| President - SMC Fargo (thru Dec 13) | $472,243 | $0 | $50,000 | $0 | $81,090 | $0 | $10,200 | $0 | $14,434 | $0 | $627,967 | $0 | $0 | $0 |
| Diana Berkland | ||||||||||||||
| Chief Nurse Executive - SMC | $205,858 | $0 | $0 | $0 | $28,423 | $0 | $0 | $0 | $1,298 | $0 | $235,579 | $0 | $0 | $0 |
| Diana Berkland Deferred Comp | ||||||||||||||
| Chief Nurse Executive - SMC | $0 | $0 | $0 | $0 | $0 | $0 | $80,346 | $0 | $0 | $0 | $80,346 | $0 | $0 | $0 |
| Douglas Okland | ||||||||||||||
| CFO - Fargo & Bismarck Clinic | $220,958 | $0 | $0 | $0 | $26,615 | $0 | $10,028 | $0 | $3,922 | $0 | $261,523 | $0 | $0 | $0 |
| Edmond L Weiland thru Dec 13 | ||||||||||||||
| President - Sanford Health Network | $364,270 | $0 | $35,000 | $0 | $60,972 | $0 | $18,606 | $0 | $19,740 | $0 | $498,588 | $0 | $0 | $0 |
| Ellen Cooke | ||||||||||||||
| COO - Sanford Clinic North | $272,064 | $0 | $0 | $0 | $37,251 | $0 | $10,503 | $0 | $8,445 | $0 | $328,263 | $0 | $0 | $0 |
| Gordon A Larson | ||||||||||||||
| CEO - Aberdeen | $218,400 | $0 | $0 | $0 | $28,399 | $0 | $17,472 | $0 | $10,864 | $0 | $275,135 | $0 | $0 | $0 |
| H Eugene Hoyme | ||||||||||||||
| President - Sanford Research | $430,248 | $0 | $50,000 | $0 | $63,313 | $0 | $20,129 | $0 | $20,921 | $0 | $584,611 | $0 | $0 | $0 |
| Jac M McTaggart | ||||||||||||||
| CEO - Hillsboro | $144,064 | $0 | $0 | $0 | $12,530 | $0 | $2,881 | $0 | $19,523 | $0 | $178,998 | $0 | $0 | $0 |
| Jeff D Sandene | ||||||||||||||
| Chief Integration Officer | $353,267 | $0 | $0 | $0 | $38,642 | $0 | $12,750 | $0 | $19,596 | $0 | $424,255 | $0 | $0 | $0 |
| Jesse Tischer | ||||||||||||||
| COO - Sanford Health Network | $215,417 | $0 | $0 | $0 | $20,358 | $0 | $10,771 | $0 | $17,053 | $0 | $263,599 | $0 | $0 | $0 |
| Joy Johnson | ||||||||||||||
| COO - Bemidji | $250,581 | $0 | $50,000 | $0 | $23,449 | $0 | $10,200 | $0 | $8,476 | $0 | $342,706 | $0 | $0 | $0 |
| Karen Tobin | ||||||||||||||
| COO - SMC Fargo | $261,645 | $0 | $0 | $0 | $52,327 | $0 | $17,012 | $0 | $8,476 | $0 | $339,460 | $0 | $0 | $0 |
| Mary Ruyter | ||||||||||||||
| CEO - Jackson | $147,493 | $0 | $0 | $0 | $18,682 | $0 | $9,530 | $0 | $10,048 | $0 | $185,753 | $0 | $0 | $0 |
| Matthew Hocks | ||||||||||||||
| Executive VP - Sanford Clinic | $189,901 | $0 | $0 | $0 | $17,122 | $0 | $12,574 | $0 | $20,320 | $0 | $239,917 | $0 | $0 | $0 |
| Merrilee Schultz | ||||||||||||||
| Chief Financial Officer - SMC | $204,402 | $0 | $0 | $0 | $19,085 | $0 | $5,503 | $0 | $8,279 | $0 | $237,269 | $0 | $0 | $0 |
| Michael E Farritor | ||||||||||||||
| COO - Sanford Clinic | $372,258 | $0 | $50,000 | $0 | $44,451 | $0 | $18,218 | $0 | $23,247 | $0 | $508,174 | $0 | $0 | $0 |
| Michael Hammer | ||||||||||||||
| CEO - Worthington | $213,990 | $0 | $0 | $0 | $22,558 | $0 | $16,461 | $0 | $22,443 | $0 | $275,452 | $0 | $0 | $0 |
| Michelle A Bruhn | ||||||||||||||
| Chief Financial Officer - HSD | $281,258 | $0 | $0 | $0 | $35,969 | $0 | $15,392 | $0 | $929 | $0 | $333,548 | $0 | $0 | $0 |
| Michelle M Micka | ||||||||||||||
| Chief Financial Officer - D&R | $209,997 | $0 | $0 | $0 | $14,946 | $0 | $15,790 | $0 | $26,446 | $0 | $267,179 | $0 | $0 | $0 |
| Paul Hanson | ||||||||||||||
| President - SMC | $426,099 | $0 | $50,000 | $0 | $123,714 | $0 | $7,650 | $0 | $18,217 | $0 | $625,680 | $0 | $0 | $0 |
| Paul Richard | ||||||||||||||
| President - SMC Fargo | $439,739 | $0 | $0 | $0 | $68,327 | $0 | $12,750 | $0 | $19,596 | $0 | $540,412 | $0 | $0 | $0 |
| Randy Bury | ||||||||||||||
| Chief Admin Officer | $364,869 | $0 | $0 | $0 | $52,315 | $0 | $0 | $0 | $8,845 | $0 | $426,029 | $0 | $0 | $0 |
| Randy Bury Deferred Comp | ||||||||||||||
| Chief Admin Officer | $0 | $0 | $0 | $0 | $0 | $0 | $16,971 | $0 | $0 | $0 | $16,971 | $0 | $0 | $0 |
| Richard E Nordahl | ||||||||||||||
| CEO - Sheldon | $203,590 | $0 | $0 | $0 | $25,120 | $0 | $13,782 | $0 | $22,939 | $0 | $265,431 | $0 | $0 | $0 |
| Richard Giesel | ||||||||||||||
| President - Sanford Health Network | $330,958 | $0 | $50,000 | $0 | $53,802 | $0 | $12,750 | $0 | $13,573 | $0 | $461,083 | $0 | $0 | $0 |
| Richard Marsden MD | ||||||||||||||
| COO - Sanford Clinic North | $507,552 | $0 | $50,000 | $0 | $61,806 | $0 | $12,750 | $0 | $13,512 | $0 | $645,620 | $0 | $0 | $0 |
| Stacy Barstad | ||||||||||||||
| CEO - Tracy | $158,704 | $0 | $0 | $0 | $12,967 | $0 | $12,701 | $0 | $23,984 | $0 | $208,356 | $0 | $0 | $0 |
| Steve W Goetsch | ||||||||||||||
| CFO - Sanford Clinic | $243,464 | $0 | $0 | $0 | $22,153 | $0 | $14,608 | $0 | $23,977 | $0 | $304,202 | $0 | $0 | $0 |
| Tammy K Loosbrock | ||||||||||||||
| CEO - Luverne | $187,096 | $0 | $0 | $0 | $16,938 | $0 | $14,968 | $0 | $19,669 | $0 | $238,671 | $0 | $0 | $0 |
| Tiffany Lawrence | ||||||||||||||
| CFO - Sanford Medical Center Fargo | $253,760 | $0 | $0 | $0 | $24,307 | $0 | $12,395 | $0 | $17,168 | $0 | $307,630 | $0 | $0 | $0 |
| Timothy J Tracy | ||||||||||||||
| CEO - Vermillion | $193,294 | $0 | $0 | $0 | $23,486 | $0 | $12,787 | $0 | $9,240 | $0 | $238,807 | $0 | $0 | $0 |
| William C Brunner | ||||||||||||||
| Physician | $2,208,215 | $0 | $0 | $0 | $0 | $0 | $20,400 | $0 | $20,777 | $0 | $2,249,392 | $0 | $0 | $0 |
| Tomasz P Stys | ||||||||||||||
| Physician | $2,591,871 | $0 | $0 | $0 | $1,684 | $0 | $20,400 | $0 | $20,777 | $0 | $2,634,732 | $0 | $0 | $0 |
| Scott Pham | ||||||||||||||
| Physician | $2,395,375 | $0 | $0 | $0 | $0 | $0 | $20,400 | $0 | $22,777 | $0 | $2,438,552 | $0 | $0 | $0 |
| Adam T Stys | ||||||||||||||
| Physician | $2,156,252 | $0 | $0 | $0 | $3,373 | $0 | $20,400 | $0 | $20,777 | $0 | $2,200,802 | $0 | $0 | $0 |
| Corey L Teigen | ||||||||||||||
| Physician | $1,829,962 | $0 | $0 | $0 | $434,410 | $0 | $12,750 | $0 | $20,433 | $0 | $2,297,555 | $0 | $0 | $0 |
| Lisa Carlson | ||||||||||||||
| Former Chief Financial Officer Corp | $243,062 | $0 | $0 | $0 | $1,371,416 | $0 | $12,153 | $0 | $9,585 | $0 | $1,636,216 | $0 | $0 | $0 |
| Cecily Tucker | ||||||||||||||
| Former CFO - D&R | $231,962 | $0 | $0 | $0 | $26,692 | $0 | $18,204 | $0 | $4,364 | $0 | $281,222 | $0 | $0 | $0 |
| Charles P O'Brien | ||||||||||||||
| Former President - SMC | $254,285 | $0 | $0 | $0 | $269,575 | $0 | $0 | $0 | $11,713 | $0 | $535,573 | $0 | $0 | $0 |
| Charles P O'Brien Deferred Comp | ||||||||||||||
| Former President - SMC | $0 | $0 | $0 | $0 | $0 | $0 | $17,836 | $0 | $0 | $0 | $17,836 | $0 | $0 | $0 |
| Leslie Wietstock | ||||||||||||||
| Former CFO - Sanford Health Network | $91,518 | $0 | $0 | $0 | $138,392 | $0 | $4,576 | $0 | $6,625 | $0 | $241,111 | $0 | $0 | $0 |
| Linda O'Halloran | ||||||||||||||
| Former COO - SMC Fargo | $87,116 | $0 | $0 | $0 | $371,434 | $0 | $3,485 | $0 | $941 | $0 | $462,976 | $0 | $0 | $0 |
| Michael Schumacher | ||||||||||||||
| Former CFO - Sanford Bismarck | $166,087 | $0 | $0 | $0 | $143,028 | $0 | $5,428 | $0 | $9,476 | $0 | $324,019 | $0 | $0 | $0 |
| Robert J Salmon | ||||||||||||||
| Former CEO - Canby & Clear Lake | $90,850 | $0 | $0 | $0 | $12,102 | $0 | $0 | $0 | $3,587 | $0 | $106,539 | $0 | $0 | $0 |
| Robert J Salmon Deferred Comp | ||||||||||||||
| Former CEO - Canby & Clear Lake | $0 | $0 | $0 | $0 | $0 | $0 | $7,268 | $0 | $0 | $0 | $7,268 | $0 | $0 | $0 |
| Shirley Heintz | ||||||||||||||
| Former CNO - Bemidji | $103,505 | $0 | $0 | $0 | $207,061 | $0 | $4,111 | $0 | $10,039 | $0 | $324,716 | $0 | $0 | $0 |
| Richard G Adcock | ||||||||||||||
| Former Executive VP - Sanford Clinic | $248,061 | $0 | $0 | $0 | $23,033 | $0 | $17,937 | $0 | $22,991 | $0 | $312,022 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (5 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. Personal services - Individuals may have benefits which include tax preparation or planning, this benefit is included in income and taxed. 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 2014. |
| Part I, Lines 4a-b | Part I, Line 4a: The following individuals participated in a severance arrangement and received payments during the year: Bruce Pitts, MD $1,740,155 Charles O'Brien $200,000 Leslie Wietstock $128,303 Linda O'Halloran $357,705 Lisa Carlson $1,331,670 Michael Schumacher $143,028 Shirley Heintz $196,530 Part I, Line 4b: Certain executives participate in a defined contribution SERP Plan. There were no individuals who received payments during the year. Certain executives participate in a defined benefit SERP Plan. The following individuals received payments during the year: Rebecca Nelson $3,776,631 |
| 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, based on financial targets and other goals. |
| Form 990, Schedule J, Supplemental: | Compensation reported on Schedule J includes: (B)(i) Base compensation - salaries are based on the experience and performance of each executive and bench-marked using independent compensation survey information. (B)(ii) Bonus & incentive compensation - as part of executive compensation, individuals may be eligible for incentive performance compensation, however if the organization does not meet its financial targets, incentive payments are not paid, regardless of performance. (B)(iii) Other Reportable Compensation - generally includes taxable executive benefits. (C) Deferred Compensation - includes employer contributions to pension plans and the increase (or decrease) in the actuarial value (actuarial value factors include age, tenure and salary) of the defined benefit plans. (D) Nontaxable Benefits - generally includes health insurance premiums. A memo regarding executive compensation, written by the Chairman of the Sanford Board of Trustees, is on file and available upon request. Compensation paid to trustees is for full-time professional responsibilities as physicians, administrators or employees of the organization. The total compensation paid to Kelby Krabbenhoft of $1,320,464 is comprised of Base salary of $1,117,709, Incentive Compensation of $0 and Other Taxable Earnings of $202,755. In addition, an amount of $608,477 has been reported for the estimated amount of ratable increase in value of the defined benefit pension plan, defined benefit SERP and a Gift Agreement Management Continuity Retention plan. |
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 | New construction of healthcare facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 83755VME1 | 2007-04-19 | $75,002,140 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| C | 460315509 | 83755VNZ3 | 2009-09-29 | $71,015,042 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| City of Fargo | ||||||||
| D | 456002069 | 307479CK9 | 2011-02-09 | $134,069,821 | Refunding bonds issued 12/5/1996, 11/8/2000, and 6/18/2002 | 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 | $2,265,000 | $71,581,953 | $203,609 | $764,068 | $70,817,885 | 2006 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $4,435,000 | $78,207,775 | $1 | $732,655 | $77,475,119 | 2009 | 0 | 0 | Yes (1) | Yes (1) | $1 |
| C | $1,200,000 | $71,393,241 | $1 | $997,167 | $70,396,074 | 2011 | 0 | 0 | Yes (1) | Yes (1) | |
| D | $13,430,000 | $134,069,821 | $2 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $134,069,821 |
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 (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 | Yes (1) | 0 | 0 | 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 (5 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: 04/19/2010 Issuer Name: Traill County Date the Rebate Computation was Performed: 05/01/2012 Issuer Name: Morton County Date the Rebate Computation was Performed: 11/30/2009 Issuer Name: Morton County Date the Rebate Computation was Performed: 06/30/2008 Issuer Name: Morton County Date the Rebate Computation was Performed: 11/30/2008 |
| 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 Traill County 2007 bonds, for which the amount shown consists of $895,628 in a debt service reserve fund and $182,562 of debt service fund deposits. |
| Part III, Column D | 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, Column D | This question is being answered without regard to a yield-restricted advance refunding escrow financed with proceeds of bonds. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 83755VVM3 | 2012-11-01 | $128,733,641 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| Traill County | ||||||||
| B | 456002246 | 892846AQ9 | 2007-05-22 | $13,341,133 | New construction of long-term care facilities and remodeling of facilities | 0 | 0 | 0 |
| Morton County | ||||||||
| C | 456002226 | 2008-05-30 | $6,100,000 | New construction of a long-term care facility | 0 | 0 | 0 | |
| Morton County | ||||||||
| D | 456002226 | 2007-08-01 | $4,500,000 | New construction of a long-term care facility | 0 | 0 | 0 | |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | UnspentUnspentAmt | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | RetiredRetiredAmt | Capitalized InterestCapitalizedInterestAmt | Substantial CompletionSubstantialCompletionYr |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $128,895,742 | $1 | $1,470,647 | $119,452,929 | $7,972,166 | 0 | 0 | 0 | Yes (1) | |||
| B | $13,171,753 | $1,078,190 | $333,809 | $12,057,643 | 0 | 0 | Yes (1) | Yes (1) | $1,090,000 | $780,301 | 2009 | |
| C | $6,128,980 | $13,000 | $6,115,980 | 0 | 0 | Yes (1) | Yes (1) | $523,756 | 2009 | |||
| D | $4,574,787 | $19,000 | $4,555,787 | 0 | 0 | Yes (1) | Yes (1) | $405,926 | 2009 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 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 |
| 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 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| C | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
| D | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|
| Morton County | |||||||
| A | 456002226 | 2006-12-19 | $7,900,000 | New construction of a long-term care facility and refinancing prior debt | 0 | 0 | 0 |
| City of Chamberlain | |||||||
| B | 460000094 | 2010-12-30 | $4,000,000 | New construction of long-term care facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | |||||||
| C | 460315509 | 2012-03-29 | $66,185,000 | Refunding bonds issued 9/12/2001 and 10/15/2002 | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | |||||||
| D | 460315509 | 2012-06-14 | $45,000,000 | Refinance taxable indebtedness used to construct a healthcare facility | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capitalized InterestCapitalizedInterestAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $1,427,594 | $7,980,531 | $309,291 | $40,200 | $7,631,040 | 2009 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $699,183 | $4,000,000 | $4,000,000 | 2010 | 0 | 0 | Yes (1) | Yes (1) | |||
| C | $4,000,000 | $66,185,000 | $24,356 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $66,160,644 | ||
| D | $1,700,000 | $45,000,000 | $45,000,000 | 2012 | 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 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| C | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| D | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Schedule L IRS990ScheduleL
Loans Btwn Org Interested Prsn LoansBtwnOrgInterestedPrsnGrp (4 entries)
| Relationship With OrgRelationshipWithOrgTxt | Loan PurposeLoanPurposeTxt | Loan From OrganizationLoanFromOrganizationInd | Original PrincipalOriginalPrincipalAmt | Balance DueBalanceDueAmt | DefaultDefaultInd | Board Or Committee ApprovalBoardOrCommitteeApprovalInd | Written AgreementWrittenAgreementInd |
|---|---|---|---|---|---|---|---|
| Bryan Nermoe | |||||||
| COO - Sanford Clinic | Retention Loan | Yes (X) | $30,000 | $887 | 0 | 0 | Yes (1) |
| Maria Bell | |||||||
| Trustee/Physician | Retention Loan | Yes (X) | $100,000 | $54,250 | 0 | 0 | Yes (1) |
| Maria Bell | |||||||
| Trustee/Physician | Retention Loan | Yes (X) | $150,000 | $71,386 | 0 | 0 | Yes (1) |
| David Pearce | |||||||
| COO/VP - Sanford Research | Retention Loan | Yes (X) | $50,000 | $2,723 | 0 | 0 | Yes (1) |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Balance Due | $129,246 | TotalBalanceDueAmt |
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (18 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Amy Entenman | |||
| James Entenman - family relationship | $56,707 | Compensation | 0 |
| Jan Feder | |||
| Jerome Feder - family relationship | $94,041 | Compensation | 0 |
| Brent Hardie | |||
| Richard Hardie - family relationship | $15,876 | Compensation | 0 |
| Megan Hemmelgarn | |||
| Mark Paulson - family relationship | $37,136 | Compensation | 0 |
| Kim Goetsch | |||
| Steve Goetsch - family relationship | $48,984 | Compensation | 0 |
| Nancy Salmon | |||
| Robert Salmon - family relationship | $93,709 | Compensation | 0 |
| Kirby Johnson | |||
| Joy Johnson - family relationship | $62,638 | Compensation | 0 |
| Casey Johnson | |||
| Joy Johnson - family relationship | $135,164 | Compensation | 0 |
| Dorothy Larson | |||
| Gordon Larson - family relationship | $37,747 | Compensation | 0 |
| Jenny Marsden | |||
| Richard Marsden - family relationship | $101,241 | Compensation | 0 |
| Kathryn Nermoe | |||
| Bryan Nermoe - family relationship | $84,490 | Compensation | 0 |
| Joshua Weiland | |||
| Edmond Weiland - family relationship | $70,820 | Compensation | 0 |
| Corrie Weiland | |||
| Edmond Weiland - family relationship | $118,906 | Compensation | 0 |
| Annette White | |||
| Nate White - family relationship | $130,141 | Compensation | 0 |
| Paige Richard | |||
| Paul Richard - family relationship | $20,429 | Compensation | 0 |
| Midwest Catering | |||
| Barbara Stork - Owner | $255,683 | Catering Services | 0 |
| SunDog | |||
| Brent Teiken - Owner | $3,414,828 | Marketing | 0 |
| SMC-TMI Sioux Falls JV LLC | |||
| Lauris Molbert - CEO of TMI Hospitality, Inc. | $1,061,000 | Real estate investment - Lauris Molbert is a trustee of Sanford which has an 18% ownership interest in SMC-TMI Sioux Falls JV, LLC. | 0 |
Schedule M IRS990ScheduleM
Other Non Cash Contri Table OtherNonCashContriTableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Non Cash Checkbox | Yes (X) | NonCashCheckboxInd |
| Desc | Medical equip | Desc |
| Contribution | 4 | ContributionCnt |
| Noncash Contributions Rpt F990 | $80,797 | NoncashContributionsRptF990Amt |
| Method Of Determining Revenues | FMV | MethodOfDeterminingRevenuesTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form8283 Received | 0 | Form8283ReceivedCnt |
| Any Property That Must Be Held | 0 | AnyPropertyThatMustBeHeldInd |
| Review Process Unusual NC Gifts | Yes (1) | ReviewProcessUnusualNCGiftsInd |
| Third Parties Used | 0 | ThirdPartiesUsedInd |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (15 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 3a: | Sanford Health, Sanford Medical Center, Sanford North, Sanford Medical Center Fargo, Sanford Clinic North, Sanford Bismarck and Sanford Living Centers have unrelated business gross income over $1,000. |
| Part V, Line 4a: | Sanford World Clinics has an interest in a financial account in the foreign country of Ghana. |
| 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, Arlyn Broekhuis, Bill Marlette, Bradley Schipper, Brenda Larsen, Brian Carlson, Bruce Viessman, Bruce Pitts, Bryan Nermoe, Christopher Meeker, Craig Boyer, Craig Lambrecht, D Evan Burkett, Daniel Olson, Daniel Blue, David Link, David Pearce, Dennis Millirons, Diana Berkland, Douglas Okland, Edmond Weiland, Ellen Cooke, Gordon Larson, H Eugene Hoyme, Jac McTaggart, Jeff Sandene, Jesse Tischer, JoAnn Kunkel, Joy Johnson, Karen Tobin, Kelby Krabbenhoft, Kim Patrick, Maria Bell, Mark Paulson, Mary Ruyter, Matthew Hocks, Merrilee Schultz, Michael Farritor, Michael Hammer, Michelle Bruhn, Michelle Micka, Nate White, Paul Hanson, Paul Richard, Randy Bury, Rebecca Nelson, Richard Nordahl, Richard Giesel, Richard Hardie, Richard Marsden, Stacy Barstad, Steve Goetsch, Tammy Loosbrock, Tiffany Lawrence, Timothy Tracy. |
| 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 11 | The Form 990 is prepared internally by the finance department 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 when 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 2014. Part VI, Line 16a: Sanford Health, 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 | 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 VII, Section B | Amounts listed as compensation for the five highest compensated independent contractors include payments for both materials and services. |
| Form 990, Part X | The prior year ending balance sheet does not tie to the current year beginning balance sheet due to Sanford Medical Center Wheaton (EIN: 27-2042143) being added as a new member to the group exemption. |
| Form 990, Part XI, line 9: | Net payroll and other expenses paid on behalf of parent/affiliates -81,542,307. Net assets released from restriction 3,711,807. Pension FAS 158 1,303,825. Adjustment for North Country Medical Clinic -1,732,424. Assigned interest to Sanford Frontiers -63,490. Gain/Loss on Joint Ventures 1,601,211. |
| Form 990 Elections | Form 990, Page 1, Line H(a) - Listing of Subordinate Organizations: Names, Addresses, and EINs Sanford Health 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 31-1527032 Sanford USD Medical Center 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0227855 Sanford Home Health 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0282134 Sanford Health Network 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0388596 Sanford Clinic 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0447693 Sanford Research 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0450378 Sanford World Clinics 1305 West 18th Street Sioux Falls, SD 57117 EIN: 26-2707628 Sanford North 801 Broadway Drive Fargo, ND 58122 EIN: 45-0385890 Sanford Clinic North 801 Broadway Drive Fargo, ND 58122 EIN: 91-1770748 Sanford Medical Center Fargo 801 Broadway Drive Fargo, ND 58122 EIN: 45-0226909 Sanford Health Network North 801 Broadway Drive Fargo, ND 58122 EIN: 45-0409348 Sanford Medical Center Thief River Falls 801 Broadway Drive Fargo, ND 58122 EIN: 41-0709579 Sanford Medical Center Mayville 801 Broadway Drive 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 St NW Bemidji, MN 56601 EIN: 41-1266009 Baker Park, Inc. 803 Dewey Ave NW Bemidji, MN 56601 EIN: 41-1372480 Sanford West 300 North 7th Street Bismarck, ND 58501 EIN: 45-0397195 Sanford Bismarck 300 North 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/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1 |
|---|---|---|---|---|---|---|---|---|---|
| Lincoln County Real Estate Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 466126929 | Real Estate | SD | $0 | $586,467 | Sanford Health |
| PPK Family Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 207317570 | Rental Real Estate | SD | $47,228 | $95 | Sanford Health |
| Lynx Trust | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 266167201 | Investment | SD | -$1 | $1 | Sanford Health |
| National Student Housing Trust-SD | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 206831968 | Investment | SD | -$6 | $441 | Sanford Health |
| Sanford Consumer Services LLC | |||||||||
| 1305 W 18th Street | Sioux Falls | SD | 57117 | 208736919 | Medical Spa | SD | $0 | $0 | Sanford Clinic |
| Sanford HealthCare Accessories LLC | |||||||||
| 3223 32nd Ave SW | Fargo | ND | 58103 | 202404179 | Sales of Durable Medical Equip | ND | $21,670,970 | $14,960,538 | Sanford North |
| Healthcare Environmental Services LLC | |||||||||
| PO Box 2010 | Fargo | ND | 58122 | 205236701 | Retail Enterprises | ND | $4,289,656 | $4,740,070 | Sanford North |
| North Country Senior Living LLC | |||||||||
| 1000 Anne St NW | Bemidji | MN | 56601 | 263862586 | Senior Housing | CO | $3,308,290 | -$9,461,015 | Sanford Health of Northern Minnesota |
| 1527 Broadway LLC | |||||||||
| 1527 Broadway | Alexandria | MN | 56308 | 411336392 | Real Estate | MN | $713,966 | $7,359,125 | Sanford Clinic North |
| Medequip One LLC | |||||||||
| 626 N 6th Street | Bismarck | ND | 58501 | 450452639 | Durable medical equipment, products, and services | ND | -$28,027 | $1,056,459 | Sanford West |
| Shetek Medical Services LLC | |||||||||
| 251 5th Street E | Tracy | MN | 56175 | 412004685 | Home Health Services | MN | -$68,498 | $570,355 | Sanford Health Network |
| Sanford Health Mobile Med LLC | |||||||||
| 2603 E Broadway Avenue | Bismarck | ND | 58501 | 471209528 | Mobile Healthcare | ND | $0 | $0 | Sanford Health |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (11 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1 |
|---|---|---|---|---|---|---|---|---|---|---|
| Sanford | ||||||||||
| 801 Broadway Drive | Fargo | ND | 58122 | 271218956 | Supporting Organization | ND | 501(c)(3) | 11-II | 0 | |
| Sanford Health Foundation | ||||||||||
| 1305 West 18th Street | Sioux Falls | SD | 57117 | 363297853 | Supporting Organization | SD | 501(c)(3) | 11-II | Yes (1) | Sanford Health |
| Edith Sanford Breast Cancer Foundation | ||||||||||
| 2301 60th Street N | Sioux Falls | SD | 57104 | 450404126 | Foundation | ND | 501(c)(3) | 11-II | Yes (1) | Sanford Health |
| F-M Ambulance Service Inc | ||||||||||
| 2215 18th Street S | Fargo | ND | 58103 | 450344371 | EMT | ND | 501(c)(4) | Yes (1) | Sanford North | |
| Sanford Health Foundation North | ||||||||||
| PO Box 2010 | Fargo | ND | 58122 | 450398104 | Fundraising | ND | 501(c)(3) | 7 | Yes (1) | Sanford North |
| Sanford Health Foundation Hillsboro | ||||||||||
| PO Box 609 | Hillsboro | ND | 58045 | 363542187 | Fundraising | ND | 501(c)(3) | 7 | Yes (1) | Sanford Hillsboro |
| Sanford Health Foundation of Northern Minnesota | ||||||||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | 411389317 | Fundraising - Support | MN | 501(c)(3) | 11-II | Yes (1) | Sanford Health of Northern Minnesota |
| North Country Medical Clinic | ||||||||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | 411753855 | Family Practice Medical Clinic | MN | 501(c)(3) | 3 | Yes (1) | Sanford Health of Northern Minnesota |
| Sanford Health Foundation West | ||||||||||
| 300 North 7th Street | Bismarck | ND | 58501 | 450397196 | Fundraising | ND | 501(c)(3) | 7 | Yes (1) | Sanford Bismarck |
| Medcenter One Inc Auxiliary | ||||||||||
| 300 North 7th Street | Bismarck | ND | 58501 | 237293043 | Supporting Organization | ND | 501(c)(3) | 11-I | Yes (1) | Sanford Bismarck |
| Sanford Heart of America Health Plan | ||||||||||
| 810 South Main | Rugby | ND | 58368 | 450346132 | Insurance | ND | 501(c)(4) | Yes (1) | Sanford Health Plan | |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (3 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1 | 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 | $60,912 | $4,644,509 | 0 | 0 | 0.99990 |
| RAC Rentals LLC | |||||||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 261961077 | Investment | SD | Sanford Health | Related | $11,606 | $4,321,092 | 0 | 0 | 0.99990 |
| Southwest MN Radiation Center LLC | |||||||||||||
| 1018 6th Avenue | Worthington | MN | 56187 | 460447693 | Radiation Services | MN | Sanford Health Network | Related | -$278,797 | $260,250 | 0 | 0 | 0.72000 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (10 entries)
| Address Line1USAddress/AddressLine1 | CityUSAddress/City | StateUSAddress/State | ZIP CodeUSAddress/ZIPCode | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1 | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd | Address Line1ForeignAddress/AddressLine1 | CityForeignAddress/City | CountryForeignAddress/Country | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford Home Medical Equipment Inc | |||||||||||||||||
| 2710 W 12th Street | Sioux Falls | SD | 57105 | 460388597 | Healthcare Equipment | SD | Sanford Health | C | $1,742,173 | $10,261,133 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 911842494 | Insurance | SD | Sanford Health | C | $1,903,642 | $65,678,028 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan of MN | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 460445852 | Insurance | MN | Sanford Health | C | $4,491 | $1,847,089 | 1.00000 | Yes (1) | |||||
| Bemidji Medical Equipment Inc | |||||||||||||||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | 411551725 | Retail Sales of DME | MN | Sanford Health of Northern Minnesota | C | 1.00000 | Yes (1) | |||||||
| North Country Management Inc | |||||||||||||||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | 411820025 | Management Services | MN | Sanford Health of Northern Minnesota | C | 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 | -$5,818,426 | $31,833,021 | 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 | $3,796 | $1,527,189 | 1.00000 | Yes (1) | |||||
| Sanford World Clinics - Ghana | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | -$941,455 | $3,248,165 | 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 | 1.00000 | Yes (1) | 188 Yesheng Road Room A-862 Guoma | Shanghai | CH | CH | |||||||||
| 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 | 0 | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | 0 | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (7 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Sanford Health Foundation | ||
| C | $28,135,119 | Cost |
| Sanford Health Foundation North | ||
| C | $1,414,324 | Cost |
| Sanford Health Foundation West | ||
| C | $82,236 | Cost |
| Sanford Health Foundation North | ||
| R | $100,175 | Cost |
| Sanford Health Foundation Hillsboro | ||
| B | $50,002 | Cost |
| Sanford Health Foundation of Northern Minnesota | ||
| C | $1,193,893 | Cost |
| Edith Sanford Breast Cancer Foundation | ||
| C | $717,204 | Cost |