TY 2013 Form 990

(A) Name and Title	(B) Average hours per week (list any hours for related organizations below dotted line)	(C) Position (do not check more than one box, unless person is both an officer and a director/trustee)	(E) Reportable compensation from related organizations (W- 2/1099-MISC)
(1) Barb Everist........................................................................ Trustee	2.00 .......................3.40	X		0	0
(2) Barbara Stork........................................................................ Trustee (thru Dec 13)	2.00 .......................3.40	X		0	0
(3) Brent Teiken........................................................................ Trustee	2.00 .......................3.40	X		0	0
(4) Christopher Meeker MD........................................................................ Trustee	56.60 .......................3.40	X		393,696	30,403
(5) David Beito........................................................................ Trustee	2.00 .......................3.40	X		0	0
(6) Don Morton........................................................................ Trustee	2.00 .......................3.40	X		0	0
(7) Jerome Feder........................................................................ Trustee	2.00 .......................3.40	X		0	0
(8) Jim Entenman........................................................................ Trustee	2.00 .......................3.40	X		0	0
(9) Lauris Molbert........................................................................ Trustee	2.00 .......................3.40	X		0	0
(10) Maria Bell MD........................................................................ Trustee	56.60 .......................3.40	X		776,820	40,322
(11) Mark Paulson MD........................................................................ Trustee	56.60 .......................3.40	X		221,733	29,828
(12) Patrick Durick........................................................................ Trustee	2.00 .......................3.40	X		0	0
(13) Richard Hardie MD........................................................................ Trustee	56.60 .......................3.40	X		760,534	40,425
(14) Ronald Moquist........................................................................ Trustee	2.00 .......................3.40	X		0	0
(15) Thomas Hruby........................................................................ Trustee	2.00 .......................3.40	X		0	0
(16) Kelby K Krabbenhoft........................................................................ Sanford Health President & CEO	5.00 .......................55.00	X	X	1,320,464	22,992
(17) Kelby K Krabbenhoft Deferred Comp........................................................................ Sanford Health President & CEO	5.00 .......................55.00	X	X	0	608,477

(A) Name and Title	(B) Average hours per week (list any hours for related organizations below dotted line)	(E) Reportable compensation from related organizations (W- 2/1099-MISC)	(F) Estimated amount of other compensation from the organization and related organizations
(18) JoAnn L Kunkel........................................................................ Chief Financial Officer Corp	23.00 .......................37.00	X				463,362	39,674
(19) Kim Patrick........................................................................ Chief Legal Officer	60.00 .......................0.00	X				438,480	127,964
(20) Rebecca Nelson........................................................................ Senior VP & COO - HSD (thru Nov 13)	60.00 .......................0.00	X				1,043,710	15,864
(21) Rebecca Nelson Deferred Comp........................................................................ Senior VP & COO - HSD (thru Nov 13)	60.00 .......................0.00	X				3,776,631	5,865
(22) Nate White........................................................................ Chief Operating Officer Corp	60.00 .......................0.00	X				468,877	47,865
(23) Bill Marlette........................................................................ Treasurer	60.00 .......................0.00	X				558,425	1,749
(24) Bill Marlette Deferred Comp........................................................................ Treasurer	60.00 .......................0.00	X				0	143,671
(25) David Link........................................................................ Executive VP - D&R	60.00 .......................0.00	X				691,626	22,885
(26) David Link Deferred Comp........................................................................ Executive VP - D&R	60.00 .......................0.00	X				0	155,288
(27) D Evan Burkett........................................................................ Chief Human Capital Officer	60.00 .......................0.00	X				400,779	38,062
(28) Al Hurley........................................................................ COO - Sanford Bismarck Clinic	60.00 .......................0.00		X			187,089	6,791
(29) Arlyn Broekhuis........................................................................ Vice President & CIO	60.00 .......................0.00		X			414,257	39,260
(30) Bradley J Schipper........................................................................ COO - SMC	60.00 .......................0.00		X			333,342	41,368
(31) Brenda K Larsen........................................................................ COO - Sanford Bismarck	60.00 .......................0.00		X			215,551	31,788
(32) Brian Carlson........................................................................ CEO - Thief River Falls	60.00 .......................0.00		X			231,622	18,691
(33) Bruce D Viessman........................................................................ CFO - Sanford Health Network	55.00 .......................5.00		X			250,513	39,637
(34) Bruce Pitts MD........................................................................ Chief Medical Officer (thru July 13)	60.00 .......................0.00		X			2,082,129	19,872
(35) Bryan J Nermoe........................................................................ COO - Sanford Clinic	60.00 .......................0.00		X			307,168	40,384
(36) Craig Boyer........................................................................ CFO - Bemidji	55.00 .......................5.00		X			235,541	130,662
(37) Craig Lambrecht........................................................................ President - Sanford Bismarck	55.00 .......................5.00		X			863,898	30,011
(38) Daniel Olson........................................................................ President - SH of Northern MN	55.00 .......................5.00		X			260,095	28,570
(39) Daniel W Blue........................................................................ President - Sanford Clinic	60.00 .......................0.00		X			657,286	201,270
(40) David Pearce........................................................................ COO/VP - Sanford Research	60.00 .......................0.00		X			301,588	39,500
(41) Dennis Millirons........................................................................ President - SMC Fargo (thru Dec 13)	55.00 .......................5.00		X			603,333	24,634
(42) Diana Berkland........................................................................ Chief Nurse Executive - SMC	60.00 .......................0.00		X			234,281	1,298
(43) Diana Berkland Deferred Comp........................................................................ Chief Nurse Executive - SMC	60.00 .......................0.00		X			0	80,346
(44) Douglas Okland........................................................................ CFO - Fargo & Bismarck Clinic	60.00 .......................0.00		X			247,573	13,950
(45) Edmond L Weiland thru Dec 13........................................................................ President - Sanford Health Network	55.00 .......................5.00		X			460,242	38,346
(46) Ellen Cooke........................................................................ COO - Sanford Clinic North	60.00 .......................0.00		X			309,315	18,948
(47) Gordon A Larson........................................................................ CEO - Aberdeen	60.00 .......................0.00		X			246,799	28,336
(48) H Eugene Hoyme........................................................................ President - Sanford Research	60.00 .......................0.00		X			543,561	41,050
(49) Jac M McTaggart........................................................................ CEO - Hillsboro	55.00 .......................5.00		X			156,594	22,404
(50) Jeff D Sandene........................................................................ Chief Integration Officer	60.00 .......................0.00		X			391,909	32,346
(51) Jesse Tischer........................................................................ COO - Sanford Health Network	60.00 .......................0.00		X			235,775	27,824
(52) Joy Johnson........................................................................ COO - Bemidji	60.00 .......................0.00		X			324,030	18,676
(53) Karen Tobin........................................................................ COO - SMC Fargo	55.00 .......................5.00		X			313,972	25,488
(54) Mary Ruyter........................................................................ CEO - Jackson	60.00 .......................0.00		X			166,175	19,578
(55) Matthew Hocks........................................................................ Executive VP - Sanford Clinic	60.00 .......................0.00		X			207,023	32,894
(56) Merrilee Schultz........................................................................ Chief Financial Officer - SMC	60.00 .......................0.00		X			223,487	13,782
(57) Michael E Farritor........................................................................ COO - Sanford Clinic	60.00 .......................0.00		X			466,709	41,465
(58) Michael Hammer........................................................................ CEO - Worthington	60.00 .......................0.00		X			236,548	38,904
(59) Michelle A Bruhn........................................................................ Chief Financial Officer - HSD	60.00 .......................0.00		X			317,227	16,321
(60) Michelle M Micka........................................................................ Chief Financial Officer - D&R	60.00 .......................0.00		X			224,943	42,236
(61) Paul Hanson........................................................................ President - SMC	60.00 .......................0.00		X			599,813	25,867
(62) Paul Richard........................................................................ President - SMC Fargo	55.00 .......................5.00		X			508,066	32,346
(63) Randy Bury........................................................................ Chief Admin Officer	60.00 .......................0.00		X			417,184	8,845
(64) Randy Bury Deferred Comp........................................................................ Chief Admin Officer	60.00 .......................0.00		X			0	16,971
(65) Richard E Nordahl........................................................................ CEO - Sheldon	60.00 .......................0.00		X			228,710	36,721
(66) Richard Giesel........................................................................ President - Sanford Health Network	55.00 .......................5.00		X			434,760	26,323
(67) Richard Marsden MD........................................................................ COO - Sanford Clinic North	60.00 .......................0.00		X			619,358	26,262
(68) Stacy Barstad........................................................................ CEO - Tracy	60.00 .......................0.00		X			171,671	36,685
(69) Steve W Goetsch........................................................................ CFO - Sanford Clinic	60.00 .......................0.00		X			265,617	38,585
(70) Tammy K Loosbrock........................................................................ CEO - Luverne	60.00 .......................0.00		X			204,034	34,637
(71) Tiffany Lawrence........................................................................ CFO - Sanford Medical Center Fargo	55.00 .......................5.00		X			278,067	29,563
(72) Timothy J Tracy........................................................................ CEO - Vermillion	60.00 .......................0.00		X			216,780	22,027
(73) William C Brunner........................................................................ Physician	60.00 .......................0.00			X		2,208,215	41,177
(74) Tomasz P Stys........................................................................ Physician	60.00 .......................0.00			X		2,593,555	41,177
(75) Scott Pham........................................................................ Physician	60.00 .......................0.00			X		2,395,375	43,177
(76) Adam T Stys........................................................................ Physician	60.00 .......................0.00			X		2,159,625	41,177
(77) Corey L Teigen........................................................................ Physician	60.00 .......................0.00			X		2,264,372	33,183
(78) Lisa Carlson........................................................................ Former Chief Financial Officer Corp	23.00 .......................37.00				X	1,614,478	21,738
(79) Cecily Tucker........................................................................ Former CFO - D&R	60.00 .......................0.00				X	258,654	22,568
(80) Charles P O'Brien........................................................................ Former President - SMC	60.00 .......................0.00				X	523,860	11,713
(81) Charles P O'Brien Deferred Comp........................................................................ Former President - SMC	60.00 .......................0.00				X	0	17,836
(82) Leslie Wietstock........................................................................ Former CFO - Sanford Health Network	55.00 .......................5.00				X	229,910	11,201
(83) Linda O'Halloran........................................................................ Former COO - SMC Fargo	55.00 .......................5.00				X	458,550	4,426
(84) Michael Schumacher........................................................................ Former CFO - Sanford Bismarck	55.00 .......................5.00				X	309,115	14,904
(85) Robert J Salmon........................................................................ Former CEO - Canby & Clear Lake	60.00 .......................0.00				X	102,952	3,587
(86) Robert J Salmon Deferred Comp........................................................................ Former CEO - Canby & Clear Lake	60.00 .......................0.00				X	0	7,268
(87) Shirley Heintz........................................................................ Former CNO - Bemidji	60.00 .......................0.00				X	310,566	14,150
(88) Richard G Adcock........................................................................ Former Executive VP - Sanford Clinic	60.00 .......................0.00				X	271,094	40,928

(A) Name and business address	(B) Description of services	(C) Compensation
Cardinal Health7000 Cardinal PlaceDublinOH43017	Medical Services	168,254,344
Owens & Minor Inc12199 Collection Ctr DrChicagoIL60693	Medical Services	55,909,665
MA Mortenson Company700 Meadow Lane NMinneapolisMN55422	Construction	41,908,206
Medtronic USA4642 Collection Ctr DrChicagoIL60693	Medical Services	30,757,520
Amerisource Corp6810 Shady Oak RdEden PrairieMN55344	Medical Services	21,858,437
2 Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization 981

Do not include amounts reported on lines 6b, 7b, 8b, 9b, and 10b of Part VIII.	(A) Total expenses	(B) Program service expenses	(C) Management and general expenses	(D) Fundraising expenses
1	Grants and other assistance to governments and organizations in the United States. See Part IV, line 21	10,658,800	10,658,800
2	Grants and other assistance to individuals in the United States. See Part IV, line 22
3	Grants and other assistance to governments, organizations, and individuals outside the United States. See Part IV, lines 15 and 16
4	Benefits paid to or for members
5	Compensation of current officers, directors, trustees, and key employees ....	27,826,751		27,826,751
6	Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) ....	3,155,967		3,155,967
7	Other salaries and wages	1,516,364,738	1,410,278,149	106,039,278	47,311
8	Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) ....	62,576,294	58,326,004	4,248,147	2,143
9	Other employee benefits .......	185,644,408	157,954,218	27,678,006	12,184
10	Payroll taxes ...........	93,172,726	85,128,076	8,040,584	4,066
11	Fees for services (non-employees):
a	Management ......
b	Legal .........	1,540,765		1,540,765
c	Accounting ...........	947,205	2,526	944,679
d	Lobbying ...........	825,224		825,224
e	Professional fundraising services. See Part IV, line 17
f	Investment management fees ......
g	Other (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Schedule O) ........	182,900,476	158,784,496	24,079,563	36,417
12	Advertising and promotion ....	15,828,606	9,943,952	5,883,408	1,246
13	Office expenses .......	69,834,849	51,822,978	18,010,211	1,660
14	Information technology ......	49,958,719	8,594,138	41,364,581
15	Royalties ..
16	Occupancy ...........	80,631,913	61,788,087	18,843,726	100
17	Travel ............	13,244,213	10,475,841	2,762,733	5,639
18	Payments of travel or entertainment expenses for any federal, state, or local public officials ......
19	Conferences, conventions, and meetings ....	4,584,224	3,665,312	909,635	9,277
20	Interest ...........	30,116,080	23,157,964	6,958,116
21	Payments to affiliates .......
22	Depreciation, depletion, and amortization .....	153,309,428	99,920,527	53,388,901
23	Insurance ..............	14,396,337	8,809,836	5,586,501
24	Other expenses. Itemize expenses not covered above (List miscellaneous expenses in line 24e. If line 24e amount exceeds 10% of line 25, column (A) amount, list line 24e expenses on Schedule O.)
a	Medical Supplies	501,074,626	499,542,034	1,532,589	3
b	Intercompany Purchases	336,966,783	120,455,985	216,510,798
c	Bad Debt	160,829,233	151,978,963	8,850,270
d	MinnesotaCare Tax	5,143,127	5,143,127
e	All other expenses	28,711,551	19,506,533	9,204,218	800
25	Total functional expenses. Add lines 1 through 24e	3,550,243,043	2,955,937,546	594,184,651	120,846
26	Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here if following SOP 98-2 (ASC 958-720).

Part X Balance Sheet Check if Schedule O contains a response or note to any line in this Part X ..............
	1	Cash–non-interest-bearing .............	58,718,980	1	24,718,460
2	Savings and temporary cash investments .........	46,881,521	2	63,447,973
3	Pledges and grants receivable, net ...........		3
4	Accounts receivable, net .............	531,152,204	4	570,553,265
5	Loans and other receivables from current and former officers, directors, trustees, key employees, and highest compensated employees. Complete Part II of Schedule L ..................
		11,664	5	129,246
6	Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), persons described in section 4958(c)(3)(B), and contributing employers and sponsoring organizations of section 501(c)(9) voluntary employees' beneficiary organizations (see instructions) Complete Part II of Schedule L
			6
7	Notes and loans receivable, net .............	22,623,609	7	28,960,265
8	Inventories for sale or use ..............	46,020,731	8	53,339,758
9	Prepaid expenses and deferred charges ..........	34,416,978	9	30,999,539
10a	Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D	10a	2,777,528,305
b	Less: accumulated depreciation .....	10b	1,406,838,058	1,328,005,388	10c	1,370,690,247
11	Investments—publicly traded securities ..........	26,027,330	11	32,381,778
12	Investments—other securities. See Part IV, line 11 .....	80,969,926	12	7,810,270
13	Investments—program-related. See Part IV, line 11 .....	44,303,120	13	46,735,752
14	Intangible assets ...............	64,830,490	14	62,661,721
15	Other assets. See Part IV, line 11 ...........	34,570,699	15	43,399,067
16	Total assets. Add lines 1 through 15 (must equal line 34)......	2,318,532,640	16	2,335,827,341
	17	Accounts payable and accrued expenses .........	368,320,081	17	400,595,424
18	Grants payable .................	205,475	18	332,605
19	Deferred revenue ................	1,304,123	19	787,965
20	Tax-exempt bond liabilities .............	661,768,840	20	639,321,872
21	Escrow or custodial account liability. Complete Part IV of Schedule D..	141,431	21	163,314
22	Loans and other payables to current and former officers, directors, trustees, key employees, highest compensated employees, and disqualified
	persons. Complete Part II of Schedule L..........		22
23	Secured mortgages and notes payable to unrelated third parties ..	91,348,555	23	71,115,456
24	Unsecured notes and loans payable to unrelated third parties ....	3,508,515	24	2,441,527
25	Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17-24). Complete Part X of Schedule D....................	107,825,529	25	107,423,250
26	Total liabilities. Add lines 17 through 25.........	1,234,422,549	26	1,222,181,413
		Organizations that follow SFAS 117 (ASC 958), check here and complete lines 27 through 29, and lines 33 and 34.
27	Unrestricted net assets ..............	1,083,661,994	27	1,113,144,473
28	Temporarily restricted net assets ...........	78,142	28	74,372
29	Permanently restricted net assets ...........	369,955	29	427,083
	Organizations that do not follow SFAS 117 (ASC 958), check here and complete lines 30 through 34.
30	Capital stock or trust principal, or current funds ........		30
31	Paid-in or capital surplus, or land, building or equipment fund .....		31
32	Retained earnings, endowment, accumulated income, or other funds		32
33	Total net assets or fund balances ...........	1,084,110,091	33	1,113,645,928
34	Total liabilities and net assets/fund balances ........	2,318,532,640	34	2,335,827,341


Name of organization Sanford Group Return	Employer identification number 45-3791176
Part I	Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
RESTRICTED	RESTRICTED RESTRICTED RESTRICTED RESTRICTED, RESTRICTEDRESTRICTED	$RESTRICTED	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
Schedule B (Form 990, 990-EZ, or 990-PF) (2013)


Name of organization Sanford Group Return	Employer identification number 45-3791176
Part II	Noncash Property (see instructions). Use duplicate copies of Part II if additional space is needed.
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No. from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
Schedule B (Form 990, 990-EZ, or 990-PF) (2013)

Return Reference	Explanation
Part II-B, Line 1:	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.

	(a) Donor advised funds	(b) Funds and other accounts
1	Total number at end of year .........
2	Aggregate contributions to (during year) ...
3	Aggregate grants from (during year) .....
4	Aggregate value at end of year ........


a	Total number of conservation easements .......................	2a
b	Total acreage restricted by conservation easements ..................	2b
c	Number of conservation easements on a certified historic structure included in (a) .....	2c
d	Number of conservation easements included in (c) acquired after 8/17/06, and not on a historic structure listed in the National Register ....................	2d

		Amount
c	Beginning balance .................................	1c
d	Additions during the year ..............................	1d
e	Distributions during the year .............................	1e
f	Ending balance ...................................	1f

	(a)Current year	(b)Prior year	b (c)Two years back	(d)Three years back	(e)Four years back
1a	Beginning of year balance ....	44,938,476	41,467,177	36,816,089	28,450,099	25,621,868
b	Contributions ........	4,356,586	3,366,197	4,631,456	8,185,089	2,700,378
c	Net investment earnings, gains, and losses	143,557	117,096	33,855	194,469	260,797
d	Grants or scholarships .....			3,144	3,066	23,508
e	Other expenditures for facilities and programs ........	6,949	7,305	6,341	6,269	105,017
f	Administrative expenses ....	8,066	4,689	4,738	4,233	4,419
g	End of year balance ......	49,423,604	44,938,476	41,467,177	36,816,089	28,450,099

Description of property	(a) Cost or other basis (investment)	(c) Accumulated depreciation	(d) Book value
1a	Land .................	129,786,458		129,786,458
b	Buildings ................	1,153,016,940	513,149,488	639,867,452
c	Leasehold improvements ............	71,468,396	30,572,770	40,895,626
d	Equipment ................	1,371,158,575	853,441,027	517,717,548
e	Other .................	52,097,936	9,674,773	42,423,163
Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10(c).).......	1,370,690,247

1.(a) Description of liability	(b) Book value
Federal income taxes
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

Total. (Column (b) must equal Form 990, Part X, col.(B) line 25.)	107,423,250
2. Liability for uncertain tax positions In Part XIII, provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII ..................................................

Part XI Reconciliation of Revenue per Audited Financial Statements With Revenue per Return Complete if the organization answered 'Yes' to Form 990, Part IV, line 12a.
1	Total revenue, gains, and other support per audited financial statements .......	1
2	Amounts included on line 1 but not on Form 990, Part VIII, line 12:
a	Net unrealized gains on investments ..........	2a
b	Donated services and use of facilities .........	2b
c	Recoveries of prior year grants ...........	2c
d	Other (Describe in Part XIII.) ............	2d
e	Add lines 2a through 2d .....................	2e
3	Subtract line 2e from line 1.....................	3
4	Amounts included on Form 990, Part VIII, line 12, but not on line 1:
a	Investment expenses not included on Form 990, Part VIII, line 7b .	4a
b	Other (Describe in Part XIII.) ...........	4b
c	Add lines 4a and 4b.......................	4c
5	Total revenue. Add lines 3 and 4c. (This must equal Form 990, Part I, line 12.) ......	5

Part XII Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Complete if the organization answered 'Yes' to Form 990, Part IV, line 12a.
1	Total expenses and losses per audited financial statements ...........	1
2	Amounts included on line 1 but not on Form 990, Part IX, line 25:
a	Donated services and use of facilities ..........	2a
b	Prior year adjustments ..............	2b
c	Other losses ................	2c
d	Other (Describe in Part XIII.) ............	2d
e	Add lines 2a through 2d......................	2e
3	Subtract line 2e from line 1.....................	3
4	Amounts included on Form 990, Part IX, line 25, but not on line 1:
a	Investment expenses not included on Form 990, Part VIII, line 7b ..	4a
b	Other (Describe in Part XIII.) ............	4b
c	Add lines 4a and 4b.......................	4c
5	Total expenses. Add lines 3 and 4c. (This must equal Form 990, Part I, line 18.) ......	5

Return Reference	Explanation
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.

- TIN:

SCHEDULE H (Form 990)

Department of the Treasury
Internal Revenue Service

Hospitals

Complete if the organization answered "Yes" to Form 990, Part IV, question 20.
MediumBullet

Attach to Form 990. MediumBullet

See separate instructions.
MediumBullet

Information about Schedule H (Form 990) and its instructions is at www.irs.gov/form990.

OMB No. 1545-0047

2013

Open to Public Inspection

Name of the organization

Sanford Group Return

Employer identification number

45-3791176

Part I

Financial Assistance and Certain Other Community Benefits at Cost

Yes

Did the organization have a financial assistance policy during the tax year? If "No," skip to question 6a ...

Yes

If "Yes," was it a written policy? .......................

Yes

If the organization had multiple hospital facilities, indicate which of the following best describes application of the financial assistance policy to its various hospital facilities during the tax year.

Applied uniformly to all hospital facilities Applied uniformly to most hospital facilities Generally tailored to individual hospital facilities

Answer the following based on the financial assistance eligibility criteria that applied to the largest number of the organization's patients during the tax year.

Did the organization use Federal Poverty Guidelines (FPG) as a factor in determining eligibility for providing free care?

If "Yes," indicate which of the following was the FPG family income limit for eligibility for free care:

Yes

100% 150% 200% Other 22500.0000000000 %

Did the organization use FPG as a factor in determining eligibility for providing discounted care? If "Yes," indicate

which of the following was the family income limit for eligibility for discounted care: .........

Yes

200% 250% 300% 350% 400% Other 37500.0000000000 %

If the organization used factors other than FPG in determining eligibility, describe in Part VI the income based criteria for determining eligibility for free or discounted care. Include in the description whether the organization used an asset test or other threshold, regardless of income, as a factor in determining eligibility for free or discounted care.

Did the organization's financial assistance policy that applied to the largest number of its patients during the tax year provide for free or discounted care to the "medically indigent"? ..............

Yes

Did the organization budget amounts for free or discounted care provided under its financial assistance policy during the tax year? ............................

Yes

If "Yes," did the organization's financial assistance expenses exceed the budgeted amount? ......

If "Yes" to line 5b, as a result of budget considerations, was the organization unable to provide free or discountedcare to a patient who was eligibile for free or discounted care? ..............

Did the organization prepare a community benefit report during the tax year? ..........

Yes

If "Yes," did the organization make it available to the public? ..............

Yes

Complete the following table using the worksheets provided in the Schedule H instructions. Do not submit these worksheets with the Schedule H.

Financial Assistance and Certain Other Community Benefits at Cost

Financial Assistance and Means-Tested Government Programs		(c) Total community benefit expense	(d) Direct offsetting revenue	(e) Net community benefit expense	(f) Percent of total expense
a	Financial Assistance at cost (from Worksheet 1) ..	50,811,514	0	50,811,514	1.500 %
b	Medicaid (from Worksheet 3, column a) ....	330,322,289	253,178,319	77,143,970	2.280 %
c	Costs of other means-tested government programs (from Worksheet 3, column b) .	0	0
d	Total Financial Assistance and Means-Tested Government Programs .	381,133,803	253,178,319	127,955,484	3.780 %
Other Benefits		5,348,203	906,918	4,441,285	0.130 %
e	Community health improvement services and community benefit operations (from Worksheet 4) ..	5,348,203	906,918	4,441,285	0.130 %
f	Health professions education (from Worksheet 5) ..	16,723,410	4,102,040	12,621,370	0.370 %
g	Subsidized health services (from Worksheet 6) ..	677,670,286	537,344,430	140,325,856	4.140 %
h	Research (from Worksheet 7)	34,791,593	16,660,088	18,131,505	0.530 %
i	Cash and in-kind contributions for community benefit (from Worksheet 8)	9,769,166	0	9,769,166	0.290 %
j	Total. Other Benefits ..	744,302,658	559,013,476	185,289,182	5.460 %
k	Total. Add lines 7d and 7j .	1,125,436,461	812,191,795	313,244,666	9.240 %

For Paperwork Reduction Act Notice, see the Instructions for Form 990. Cat. No. 50192T Schedule H (Form 990) 2013

Schedule H (Form 990) 2013

Page

Part II

Community Building Activities Complete this table if the organization conducted any community building activities during the tax year, and describe in Part VI how its community building activities promoted the health of the communities it serves.

		(c) Total community building expense	(d) Direct offsetting revenue	(e) Net community building expense	(f) Percent of total expense
1	Physical improvements and housing	1,000	0	1,000	0 %
2	Economic development	7,682	0	7,682	0 %
3	Community support	34,313	0	34,313	0 %
4	Environmental improvements	0	0
5	Leadership development and training for community members	307	0	307	0 %
6	Coalition building	587,772	4,988	582,784	0.020 %
7	Community health improvement advocacy	175,315	0	175,315	0.010 %
8	Workforce development	185,422	0	185,422	0.010 %
9	Other	0	0
10	Total	991,811	4,988	986,823	0.040 %

Part III

Bad Debt, Medicare, & Collection Practices

Section A. Bad Debt Expense

Yes

Did the organization report bad debt expense in accordance with Heathcare Financial Management Association Statement No. 15? ..........................

Yes

Enter the amount of the organization's bad debt expense. Explain in Part VI the methodology used by the organization to estimate this amount. ......

69,429,822

Enter the estimated amount of the organization's bad debt expense attributable to patients eligible under the organization's financial assistance policy. Explain in Part VI the methodology used by the organization to estimate this amount and the rationale, if any, for including this portion of bad debt as community benefit. ......

Provide in Part VI the text of the footnote to the organization’s financial statements that describes bad debt expense or the page number on which this footnote is contained in the attached financial statements.

Section B. Medicare

Enter total revenue received from Medicare (including DSH and IME).....

667,477,189

Enter Medicare allowable costs of care relating to payments on line 5.....

673,131,137

Subtract line 6 from line 5. This is the surplus (or shortfall)........

-5,653,948

Describe in Part VI the extent to which any shortfall reported in line 7 should be treated as community benefit.Also describe in Part VI the costing methodology or source used to determine the amount reported on line 6.Check the box that describes the method used:

Cost accounting system Cost to charge ratio Other

Section C. Collection Practices

Did the organization have a written debt collection policy during the tax year? ..........

Yes

If "Yes," did the organization’s collection policy that applied to the largest number of its patients during the tax year contain provisions on the collection practices to be followed for patients who are known to qualify for financial assistance? Describe in Part VI.......................

Yes

Part IV

Management Companies and Joint Ventures(owned 10% or more by officers, directors, trustees, key employees, and physicians—see instructions)

(a) Name of entity	(b) Description of primary activity of entity	(c) Organization's profit % or stock ownership %	(d) Officers, directors, trustees, or key employees' profit % or stock ownership %	(e) Physicians' profit % or stock ownership %
1
2
3
4
5
6
7
8
9
10
11
12
13

Schedule H (Form 990) 2013

Page

Part VFacility Information

Section A. Hospital Facilities (list in order of size from largest to smallest—see instructions) How many hospital facilities did the organization operate during the tax year?24 Name, address, primary website address, and state license number									Other (Describe)	Facility reporting group
1	Sanford USD Medical Center 1305 W 18th Street Sioux Falls,SD57117 www.sanfordhealth.org SD 10564	X	X	X	X			X		A
2	Sanford Medical Center Fargo 801 Broadway North Fargo,ND58122 www.sanfordhealth.org ND 5018A	X	X	X	X			X		B
3	Sanford Medical Center South University 1720 South University Fargo,ND58103 www.sanfordhealth.org ND 5068A	X	X		X					B
4	Sanford Bismarck Medical Center 300 N 7th Street Bismarck,ND58501 www.sanfordhealth.org ND 5003A	X	X		X		X	X		A
5	Sanford Bemidji Medical Center 1300 Anne Street NW Bemidji,MN56601 www.sanfordhealth.org MN 371073	X	X					X		B
6	Sanford Medical Center Thief River Falls 120 Labree Avenue S Thief River Falls,MN56701 www.sanfordhealth.org MN 371500	X	X			X		X	Inpatient Mental Health	A
7	Sanford Aberdeen Medical Center 2905 3rd Avenue SE Aberdeen,SD57401 www.sanfordhealth.org SD 65089	X	X					X		A
8	Sanford Worthington Medical Center 1018 6th Avenue Worthington,MN56187 www.sanfordhealth.org MN 371449	X	X					X		A
9	Sanford Sheldon Medical Center 118 N 7th Avenue Sheldon,IA51201 www.sanfordhealth.org IA 161381	X	X			X		X	Nursing Facility	A
10	Sanford Vermillion Medical Center 20 S Plum Street Vermillion,SD57069 www.sanfordhealth.org SD 53082	X	X			X		X	Nursing Facility	B
11	Sanford Chamberlain Medical Center 300 S Byron Blvd Chamberlain,SD57325 www.sanfordhealth.org SD 50302	X	X			X		X	Nursing Facility	B
12	Sanford Luverne Medical Center 1600 N Kniss Avenue Luverne,MN56156 www.sanfordhealth.org MN 371352	X	X			X		X		B
13	Sanford Canby Medical Center 112 St Olaf Avenue S Canby,MN56220 www.sanfordhealth.org MN 371019	X	X			X		X	Nursing Facility	B
14	Sanford Jackson Medical Center 1430 N Highway Jackson,MN56143 www.sanfordhealth.org MN 371002	X	X			X		X		B
15	Sanford Tracy Medical Center 251 5th Street E Tracy,MN56175 www.sanfordhealth.org MN 371440	X	X			X		X		B
16	Sanford Rock Rapids Medical Center 801 S Greene Street Rock Rapids,IA51246 www.sanfordhealth.org IA 161321	X	X			X		X		A
17	Sanford Hillsboro Medical Center 12 3rd Street SE Hillsboro,ND58045 www.sanfordhealth.org ND 5026A	X	X			X		X		B
18	Sanford Medical Center Mayville 42 6th Avenue SE Mayville,ND58257 www.sanfordhealth.org ND 5034A	X	X			X		X		B
19	Sanford Webster Medical Center 1401 W 1st Street Webster,SD57274 www.sanfordhealth.org SD 10573	X	X			X		X		B
20	Sanford Medical Center Wheaton 401 12th Street N Wheaton,MN56296 www.sanfordhealth.org MN 371390	X	X			X		X		B
21	Sanford Bagley Medical Center 203 4th Street NW Bagley,MN56621 www.sanfordhealth.org MN 371484	X	X			X				A
22	Sanford Canton-Inwood Medical Center 440 N Hiawatha Drive Canton,SD57013 www.sanfordhealth.org SD 51569	X	X			X		X		B
23	Sanford Clear Lake Medical Center 701 3rd Avenue S Clear Lake,SD57226 www.sanfordhealth.org SD 10533	X	X			X		X		A
24	Sanford Westbrook Medical Center 920 Bell Avenue Westbrook,MN56183 www.sanfordhealth.org MN 371439	X	X			X		X		A

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)

	Facility Reporting Group - A
Name of hospital facility or facility reporting group

If reporting on Part V, Section B for a single hospital facility only: line number of
hospital facility (from Schedule H, Part V, Section A)

Yes

Community Health Needs Assessment (Lines 1 through 8c are optional for tax years begining on or before March 23, 2012)

During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 9....................

Yes

If "Yes," indicate what the CHNA report describes (check all that apply):

A definition of the community served by the hospital facility

Demographics of the community

Existing health care facilities and resources within the community that are available to respond to the health needs of the community

How data was obtained

The health needs of the community

Primary and chronic disease needs and other health issues of uninsured persons, low-income persons, and minority groups

The process for identifying and prioritizing community health needs and services to meet the community health needs

The process for consulting with persons representing the community’s interests

Information gaps that limit the hospital facility’s ability to assess the community’s health needs

Other (describe in Part VI)

Indicate the tax year the hospital facility last conducted a CHNA: 20 12

In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Part VI how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ....................

Yes

Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Part VI................................

Yes

Did the hospital facility make its CHNA report widely available to the public? .............

Yes

If "Yes," indicate how the CHNA report was made widely available (check all that apply):

Hospital facility’s website (list url): http://www.sanfordhealth.org/About/CHNA

Other website (list url):

Available upon request from the hospital facility

Other (describe in Part VI)

If the hospital facility addressed needs identified in its most recently conducted CHNA, indicate how (check all that apply as of the end of the tax year):

Adoption of an implementation strategy that addresses each of the community health needs identified through the CHNA

Execution of the implementation strategy

Participation in the development of a community-wide plan

Participation in the execution of a community-wide plan

Inclusion of a community benefit section in operational plans

Adoption of a budget for provision of services that address the needs identified in the CHNA

Prioritization of health needs in its community

Prioritization of services that the hospital facility will undertake to meet health needs in its community

Other (describe in Part VI)

Did the hospital facility address all of the needs identified in its most recently conducted CHNA? If "No," explain in Part VI which needs it has not addressed and the reasons why it has not addressed such needs ........

Yes

Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)? ...........................

If "Yes" to line 8a, did the organization file Form 4720 to report the section 4959 excise tax? ......

If "Yes" to line 8b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Financial Assistance Policy			Yes	No
9	Did the hospital facility have in place during the tax year a written financial assistance policy that:
	Explained eligibility criteria for financial assistance, and whether such assistance includes free or discounted care?	9	Yes
10	Used federal poverty guidelines (FPG) to determine eligibility for providing free care?...........	10	Yes
	If "Yes," indicate the FPG family income limit for eligibility for free care: 225.000000000000% If "No," explain in Part VI the criteria the hospital facility used.
11	Used FPG to determine eligibility for providing discounted care?.................	11	Yes
	If "Yes," indicate the FPG family income limit for eligibility for discounted care: 375.000000000000% If "No," explain in Part VI the criteria the hospital facility used.
12	Explained the basis for calculating amounts charged to patients?.................	12	Yes
	If "Yes," indicate the factors used in determining such amounts (check all that apply):
a	Income level
b	Asset level
c	Medical indigency
d	Insurance status
e	Uninsured discount
f	Medicaid/Medicare
g	State regulation
h	Residency
i	Other (describe in Part VI)
13	Explained the method for applying for financial assistance?...................	13	Yes
14	Included measures to publicize the policy within the community served by the hospital facility?.......	14	Yes
	If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a	The policy was posted on the hospital facility’s website
b	The policy was attached to billing invoices
c	The policy was posted in the hospital facility’s emergency rooms or waiting rooms
d	The policy was posted in the hospital facility’s admissions offices
e	The policy was provided, in writing, to patients on admission to the hospital facility
f	The policy was available upon request
g	Other (describe in Part VI)
Billing and Collections
15	Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained actions the hospital facility may take upon non-payment?.......	15	Yes
16	Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a	Reporting to credit agency
b	Lawsuits
c	Liens on residences
d	Body attachments
e	Other similar actions (describe in Section C)
17	Did the hospital facility or an authorized third party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?..........	17		No
	If "Yes," check all actions in which the hospital facility or a third party engaged:
a	Reporting to credit agency
b	Lawsuits
c	Liens on residences
d	Body attachments
e	Other similar actions (describe in Section C)

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Indicate which efforts the hospital facility made before initiating any of the actions listed in line 17 (check all that apply):

Notified individuals of the financial assistance policy on admission

Notified individuals of the financial assistance policy prior to discharge

Notified individuals of the financial assistance policy in communications with the individuals regarding the individuals’ bills

Documented its determination of whether individuals were eligible for financial assistance under the hospital facility’s financial assistance policy

Other (describe in Section C)

Policy Relating to Emergency Medical Care

Yes

Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that requires the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?..........

Yes

If "No," indicate why:

The hospital facility did not provide care for any emergency medical conditions

The hospital facility’s policy was not in writing

The hospital facility limited who was eligible to receive care for emergency medical conditions (describe in Part VI)

Other (describe in Part VI)

Charges to Individuals Eligible for Assistance under the FAP (FAP-Eligible Individuals)

Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.

The hospital facility used its lowest negotiated commercial insurance rate when calculating the maximum amounts that can be charged

The hospital facility used the average of its three lowest negotiated commercial insurance rates when calculating the maximum amounts that can be charged

The hospital facility used the Medicare rates when calculating the maximum amounts that can be charged

Other (describe in Part VI)

During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................

If "Yes," explain in Part VI.

During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? .........................

If "Yes," explain in Part VI.

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)

	Facility Reporting Group - B
Name of hospital facility or facility reporting group

If reporting on Part V, Section B for a single hospital facility only: line number of
hospital facility (from Schedule H, Part V, Section A)

Yes

Community Health Needs Assessment (Lines 1 through 8c are optional for tax years begining on or before March 23, 2012)

During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 9....................

Yes

If "Yes," indicate what the CHNA report describes (check all that apply):

A definition of the community served by the hospital facility

Demographics of the community

Existing health care facilities and resources within the community that are available to respond to the health needs of the community

How data was obtained

The health needs of the community

Primary and chronic disease needs and other health issues of uninsured persons, low-income persons, and minority groups

The process for identifying and prioritizing community health needs and services to meet the community health needs

The process for consulting with persons representing the community’s interests

Information gaps that limit the hospital facility’s ability to assess the community’s health needs

Other (describe in Part VI)

Indicate the tax year the hospital facility last conducted a CHNA: 20 12

Yes

Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Part VI................................

Yes

Did the hospital facility make its CHNA report widely available to the public? .............

Yes

If "Yes," indicate how the CHNA report was made widely available (check all that apply):

Hospital facility’s website (list url): http://www.sanfordhealth.org/About/CHNA

Other website (list url):

Available upon request from the hospital facility

Other (describe in Part VI)

If the hospital facility addressed needs identified in its most recently conducted CHNA, indicate how (check all that apply as of the end of the tax year):

Adoption of an implementation strategy that addresses each of the community health needs identified through the CHNA

Execution of the implementation strategy

Participation in the development of a community-wide plan

Participation in the execution of a community-wide plan

Inclusion of a community benefit section in operational plans

Adoption of a budget for provision of services that address the needs identified in the CHNA

Prioritization of health needs in its community

Prioritization of services that the hospital facility will undertake to meet health needs in its community

Other (describe in Part VI)

Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)? ...........................

If "Yes" to line 8a, did the organization file Form 4720 to report the section 4959 excise tax? ......

If "Yes" to line 8b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Financial Assistance Policy			Yes	No
9	Did the hospital facility have in place during the tax year a written financial assistance policy that:
	Explained eligibility criteria for financial assistance, and whether such assistance includes free or discounted care?	9	Yes
10	Used federal poverty guidelines (FPG) to determine eligibility for providing free care?...........	10	Yes
	If "Yes," indicate the FPG family income limit for eligibility for free care: 225.000000000000% If "No," explain in Part VI the criteria the hospital facility used.
11	Used FPG to determine eligibility for providing discounted care?.................	11	Yes
	If "Yes," indicate the FPG family income limit for eligibility for discounted care: 375.000000000000% If "No," explain in Part VI the criteria the hospital facility used.
12	Explained the basis for calculating amounts charged to patients?.................	12	Yes
	If "Yes," indicate the factors used in determining such amounts (check all that apply):
a	Income level
b	Asset level
c	Medical indigency
d	Insurance status
e	Uninsured discount
f	Medicaid/Medicare
g	State regulation
h	Residency
i	Other (describe in Part VI)
13	Explained the method for applying for financial assistance?...................	13	Yes
14	Included measures to publicize the policy within the community served by the hospital facility?.......	14	Yes
	If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a	The policy was posted on the hospital facility’s website
b	The policy was attached to billing invoices
c	The policy was posted in the hospital facility’s emergency rooms or waiting rooms
d	The policy was posted in the hospital facility’s admissions offices
e	The policy was provided, in writing, to patients on admission to the hospital facility
f	The policy was available upon request
g	Other (describe in Part VI)
Billing and Collections
15	Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained actions the hospital facility may take upon non-payment?.......	15	Yes
16	Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a	Reporting to credit agency
b	Lawsuits
c	Liens on residences
d	Body attachments
e	Other similar actions (describe in Section C)
17	Did the hospital facility or an authorized third party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?..........	17		No
	If "Yes," check all actions in which the hospital facility or a third party engaged:
a	Reporting to credit agency
b	Lawsuits
c	Liens on residences
d	Body attachments
e	Other similar actions (describe in Section C)

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Indicate which efforts the hospital facility made before initiating any of the actions listed in line 17 (check all that apply):

Notified individuals of the financial assistance policy on admission

Notified individuals of the financial assistance policy prior to discharge

Notified individuals of the financial assistance policy in communications with the individuals regarding the individuals’ bills

Documented its determination of whether individuals were eligible for financial assistance under the hospital facility’s financial assistance policy

Other (describe in Section C)

Policy Relating to Emergency Medical Care

Yes

If "No," indicate why:

The hospital facility did not provide care for any emergency medical conditions

The hospital facility’s policy was not in writing

The hospital facility limited who was eligible to receive care for emergency medical conditions (describe in Part VI)

Other (describe in Part VI)

Charges to Individuals Eligible for Assistance under the FAP (FAP-Eligible Individuals)

Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.

The hospital facility used its lowest negotiated commercial insurance rate when calculating the maximum amounts that can be charged

The hospital facility used the average of its three lowest negotiated commercial insurance rates when calculating the maximum amounts that can be charged

The hospital facility used the Medicare rates when calculating the maximum amounts that can be charged

Other (describe in Part VI)

If "Yes," explain in Part VI.

During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? .........................

If "Yes," explain in Part VI.

Schedule H (Form 990) 2013

Page

Part V

Facility Information (continued)

Section C. Supplemental Information for Part V, Section B.Provide descriptions required for Part V, Section B, lines 1j, 3, 4, 5d, 6i, 7, 10, 11, 12i, 14g, 16e, 17e, 18e, 19c, 19d, 20d, 21, and 22. If applicable, provide separate descriptions for each facility in a facility reporting group, designated by "Facility A," "Facility B," etc.
Form and Line Reference	Explanation
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

Schedule H (Form 990) 2013

Page

Part VFacility Information (continued)

Section D. Other Health Care Facilities That Are Not Licensed, Registered, or Similarly Recognized as a Hospital Facility (list in order of size, from largest to smallest) How many non-hospital health care facilities did the organization operate during the tax year?99
Name and address		Type of Facility (describe)
1	Sanford USD Medical Center Dialysis 1305 W 18th Street Sioux Falls,SD57117	End Stage Renal Dialysis
2	Sanford Dialysis Detroit Lakes 114 East Frazee Street Detroit Lakes,MN56501	Dialysis
3	Sanford Clinic Sheldon 800 Oak Street Sheldon,IA51201	Rural Health Clinic
4	Sanford Health Neilson Place 803 Dewey Avenue Bemidji,MN56601	Skilled Nursing Facility
5	Sylvan Place 212 St Olaf Avenue S Canby,MN56220	Housing with Services
6	Sanford Dialysis Fargo 2801 S University Drive Fargo,ND58122	Dialysis
7	Sanford Home Care Fargo 1711 S University Drive Fargo,ND58122	Home Health Agency
8	Sanford Dialysis Thief River Falls 120 Labree Avenue S Thief River Falls,MN56701	Dialysis
9	Sanford Mid-Dakota Dialysis 300 S Byron Blvd Chamberlain,SD57325	End Stage Renal Dialysis
10	Sanford Care Center Vermillion 125 Walker Street Vermillion,SD57069	Nursing Facility
11	Sanford Dialysis Red Lake 24760 Hospital Drive Box 249 Red Lake,MN56671	Dialysis
12	Sanford Tom & Frances Leach Bismarck Dia 300 N 7th Street Bismarck,ND58501	Kidney Dialysis
13	Sanford Dialysis Morris 400 East 1st Street Morris,MN56267	Dialysis
14	Sanford Senior Care Sheldon 118 North Seventh Avenue PO Box 250 Sheldon,IA51201	Hospital Based-Nursing Facilities
15	Sanford Clinic Rock Rapids 803 South Green Street Rock Rapids,IA51246	Rural Health Clinic
16	Sanford Hillsboro Care Center 12 3rd Street SE Hillsboro,ND58045	Hospital Based-Nursing Facilities
17	Sanford Clinic Watertown Surgical Center 901 4th Street NW Watertown,SD57201	Ambulatory Surgery Center
18	Sanford Chamberlain Care Center 300 S Byron Blvd Chamberlain,SD57325	Nursing Facility
19	Sanford Clinic Canby 112 St Olaf Avenue Canby,MN56220	Medicare Certified Rural Health Clinic
20	Sanford Worthington Medical Center 1018 Sixth Avenue Worthington,MN56187	Medicare Certified End Stage Renal Dialysis
21	Sanford Clinic Tracy 251 Fifth Street East Tracy,MN56175	Medicare Certified Rural Health Clinic
22	Sanford Clinic Webster 101 Peabody Drive Webster,SD57274	Rural Health Clinic
23	Sanford Bemidji Home Care 3807 Greenleaf NW Avenue Bemidji,MN56601	Home Health Agency
24	Sanford Dialysis Bemidji 1300 Anne Street NW Bemidji,MN56601	Dialysis
25	Northwest Iowa Dialysis Center 112 Sunrise Drive Hospers,IA51239	End Stage Renal Dialysis
26	Sanford Health Windsong 1010 Anne Street N Bemidji,MN56601	Assisted Living Center
27	Sanford Wagner Dialysis 111 Washington Street Wagner,SD57380	End Stage Renal Dialysis
28	Sanford Clinic Jackson 1430 North Highway Jackson,MN56143	Medicare Certified Rural Health Clinic
29	Sanford Visiting Nurses Association 2710 West 12th Street Sioux Falls,SD57104	Professional Home Care Agency (licensed in MN and SD)
30	Sanford Clinic Mt Lake 308 8th Street Mountain Lake,MN56159	Medicare Certified Rural Health Clinic
31	Sanford Bagley Clinic 123 4th Street NW Bagley,MN56621	Rural Health Clinic
32	Sanford Health Walker Clinic 614 Michigan Avenue Walker,MN56484	Rural Health Clinic
33	Sanford Health Hillsboro Clinic 315 East Caledonia Hillsboro,ND58045	Rural Health Clinic
34	Sanford Bemidji Hospice 3525 Pine Ridge Avenue NW Bemidji,MN56601	Hospice
35	Sanford Home Care Home Health 910 18th Street NW Mandan,ND58554	Home Health Agency
36	Sanford Hospice 2710 West 12th Street Sioux Falls,SD57104	Hospice (licensed in MN and SD)
37	Sanford Health Detroit Lakes ASC 1245 Washington Avenue Detroit Lakes,MN56501	Ambulatory Surgery Center
38	Sanford Health Mahnomen Clinic 414 West Jefferson PO Box 396 Mahnomen,MN56557	Rural Health Clinic
39	Sanford Clinic Aberdeen Surgical Center 3015 3rd Avenue SE Aberdeen,SD57401	Ambulatory Surgery Center
40	Sanford Home Health and Hospice 118 North Seventh Avenue PO Box 250 Sheldon,IA51201	Home Health Agency
41	Sanford Health Pelican Rapids Clinic 211 East Mill Street Pelican Rapids,MN56572	Rural Health Clinic
42	Sanford Clinic Westbrook 920 Bell Avenue Westbrook,MN56183	Medicare Certified Rural Health Clinic
43	Worthington Regional Hospital Hospice 1151 Ryans Road Suite 100 Worthington,MN56187	Hospice (licensed in SD)
44	Sanford Health Trillium 930 Anne Street N Bemidji,MN56601	Assisted Living Center
45	Sanford Clinic Windom 591 2nd Avenue N Windom,MN56101	Medicare Certified Rural Health Clinic
46	Northern Lights Community Residence 324 10th Street E Thief River Falls,MN56701	Adult Treatment Center
47	Orchard Hills 200 W 10th Street Dell Rapids,SD57022	Assisted Living Center
48	Sanford Fort Yates Dialysis Box J Fort Yates,ND58538	Kidney Dialysis
49	Sanford Jamestown Dialysis 300 2nd Avenue NE Jamestown,ND58401	Kidney Dialysis
50	Sanford Health Cass Lake Clinic 219 Grant Utley Avenue Cass Lake,MN56633	Rural Health Clinic
51	Sanford Clear Lake Clinic 701 3rd Avenue S Clear Lake,SD57226	Rural Health Clinic
52	Sanford Clinic Ipswich 110 5th Avenue Ipswich,SD57451	Rural Health Clinic
53	Sanford Clinic Beresford 600 W Cedar Street Beresford,SD57004	Rural Health Clinic
54	Sanford Clinic Clark 117 W 1st Avenue Clark,SD57225	Rural Health Clinic
55	Sanford Transplant Center 736 Broadway Fargo,ND58122	Transplant Center
56	Sanford Madison Dialysis 917 N Washington Avenue Madison,SD57042	End Stage Renal Dialysis
57	Sanford Home Care Hospice 910 18th Street NW Mandan,ND58554	Hospice
58	Sanford Worthington Home Care 1018 Sixth Avenue Worthington,MN56187	Medicare Certified Home Health Agency
59	Sanford Luverne Hospice 211 East Main Street Suite 101 Luverne,MN56156	Medicare Certified Hospice
60	Shetek Home Care 251 Fifth Street E Tracy,MN56175	Medicare Certified Home Health Agency
61	Pathfinder Children's Treatment Center 923 Atlantic Avenue N Thief River Falls,MN56701	Children's Treatment Center
62	Baker Park Inc 803 Dewey Avenue Bemidji,MN56601	Assisted Living Center
63	Sanford Canby Dialysis Unit 112 St Olaf Avenue Canby,MN56220	Medicare Certified End Stage Renal Dialysis
64	Sanford Canby Med Center 213 St Olat Avenue N Ste B Canby,MN56220	Medicare Certified Home Health Agency
65	Sanford Clinic Lakefield 209 Main Street PO Box 546 Lakefield,MN56150	Medicare Certified Rural Health Clinic
66	Sanford Home Health and Hospice Sheldon 118 North Seventh Avenue Sheldon,IA51201	Hospice
67	Sanford Transplant Center 300 N 7th Street Bismarck,ND58501	Transplant Center
68	Sanford George Clinic 101 N Main George,IA51237	Rural Health Clinic
69	Sanford Clinic Lennox 108 S Main Lennox,SD57039	Rural Health Clinic
70	Sanford Health Lamoure Clinic Omega City Plaza Lamoure,ND58458	Rural Health Clinic
71	Sanford Health Enderlin Clinic 201 4th Avenue Suite 1 Enderlin,ND58027	Rural Health Clinic
72	O'Brien Court 410 State Street Tracy,MN56175	Housing with Services
73	Sanford Visiting Nurses Assoc-Luverne 211 East Main Street Suite 101 Luverne,MN56156	Home Health Care
74	Dakota Gardens Senior Living 126 S Plum Street Vermillion,SD57069	Residential Living Center
75	Sanford Hiawatha Heights 398 N Hiawatha Drive Canton,SD57013	Assisted Living Center
76	Canby Community Hospice 131 St Olaf Avenue N Canby,MN56220	Hospice (licensed in SD)
77	Sanford Clinic Estelline 305 Hospital Drive Estelline,SD57234	Rural Health Clinic
78	Sanford Clinic Lake Norden Main Street Lake Norden,SD57248	Rural Health Clinic
79	Sanford Health Ellendale Clinic PO Box 306 Ellendale,ND58436	Rural Health Clinic
80	Peterson Estates 1012 9th Street Westbrook,MN16183	Housing with Services
81	Sanford Health Halstad Clinic 445 1st Street E Halstad,MN56548	Rural Health Clinic
82	Sanford Hospice 20 S Plum Street Vermillion,SD57069	Hospice
83	Sanford Visiting Nurses Assoc-Vermillion 20 S Plum Street Vermillion,SD57069	Home Health Care
84	Sanford Health Twin Valley Clinic 212 Main Avenue W Twin Valley,MN56584	Rural Health Clinic
85	Sanford Health Forman Clinic PO Box 184 Forman,ND58032	Rural Health Clinic
86	Sanford Hospice 510 E 8th Street Freeman,SD57029	Hospice
87	Sanford Health Ulen Clinic 108 Viking Avenue W Ulen,MN56585	Rural Health Clinic
88	Sanford Hospice 912 4th Avenue Windom,MN56101	Hospice (licensed in SD)
89	Sanford Canby Medical Center 112 St Olaf Avenue S Canby,MN56220	Class F Home Care Provider
90	Deuel County Memorial Home Health 701 3rd Avenue S Clear Lake,SD57226	Home Health Care
91	Sanford Hospice Centennial Cottage 6301 W 43rd Street Sioux Falls,SD57106	Residential Hospice
92	Sanford Hospice Foundation Cottage 6309 W 43rd Street Sioux Falls,SD57106	Residential Hospice
93	Sanford Bagley Clearbrook Clinic 22 Elm Street Clearbrook,MN56634	Rural Health Clinic
94	Sanford Hospice 900 2nd Avenue Madison,MN56256	Hospice (licensed in SD)
95	Sanford Hospice 745 E 8th Street Winner,SD57580	Hospice
96	Sanford Clinic Balaton Highway 14E Balaton,MN56115	Medicare Certified Rural Health Clinic
97	Sanford Visiting Nurses Assoc-Chamberlai 110 W Beede Ste 1 Chamberlain,SD57325	Home Health Care
98	Sanford Tracy Walnut Grove Clinic 830 Eighth Street Walnut Grove,MN56180	Medicare Certified Rural Health Clinic
99	Mid Dakota Community Based Hospice 300 S Byran Blvd Chamberlain,SD57325	Hospice

Schedule H (Form 990) 2013

Page

Part VI

Supplemental Information

Provide the following information.

1	Required descriptions. Provide the descriptions required for Part I, lines 3c, 6a, and 7; Part II and Part III, lines 2, 3, 4, 8 and 9b.
2	Needs assessment. Describe how the organization assesses the health care needs of the communities it serves, in addition to any CHNAs reported in Part V, Section B.
3	Patient education of eligibility for assistance. Describe how the organization informs and educates patients and persons who may be billed for patient care about their eligibility for assistance under federal, state, or local government programs or under the organization’s financial assistance policy.
4	Community information. Describe the community the organization serves, taking into account the geographic area and demographic constituents it serves.
5	Promotion of community health. Provide any other information important to describing how the organization’s hospital facilities or other health care facilities further its exempt purpose by promoting the health of the community (e.g., open medical staff, community board, use of surplus funds, etc.).
6	Affiliated health care system. If the organization is part of an affiliated health care system, describe the respective roles of the organization and its affiliates in promoting the health of the communities served.
7	State filing of community benefit report. If applicable, identify all states with which the organization, or a related organization, files a community benefit report.

Form and Line Reference	Explanation
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

Schedule H (Form 990) 2013

Additional Data

Software ID:
Software Version:

1	Briefly describe the organization’s mission or most significant activities: "Dedicated to the Work of Health and Healing"
2	Check this box
3	Number of voting members of the governing body (Part VI, line 1a) ........	3	15
4	Number of independent voting members of the governing body (Part VI, line 1b) .....	4	6
5	Total number of individuals employed in calendar year 2013 (Part V, line 2a) ......	5	29,709
6	Total number of volunteers (estimate if necessary) .............	6	2,978
7a	Total unrelated business revenue from Part VIII, column (C), line 12 ........	7a	27,878,898
b	Net unrelated business taxable income from Form 990-T, line 34 .........	7b	238,937

		Prior Year	Current Year
8	Contributions and grants (Part VIII, line 1h) .........	68,978,816	55,758,028
9	Program service revenue (Part VIII, line 2g) .........	3,337,223,185	3,589,720,396
10	Investment income (Part VIII, column (A), lines 3, 4, and 7d ) ....	4,710,776	2,764,588
11	Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e)	2,058,645	4,453,547
12	Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12)...................	3,412,971,422	3,652,696,559
13	Grants and similar amounts paid (Part IX, column (A), lines 1–3 )...	19,011,251	10,658,800
14	Benefits paid to or for members (Part IX, column (A), line 4).....	0	0
15	Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10)	1,832,958,024	1,888,740,884
16a	Professional fundraising fees (Part IX, column (A), line 11e).....	0	0
b	Total fundraising expenses (Part IX, column (D), line 25) 120,846
17	Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e)....	1,518,267,737	1,650,843,359
18	Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25)	3,370,237,012	3,550,243,043
19	Revenue less expenses. Subtract line 18 from line 12.......	42,734,410	102,453,516
		Beginning of Current Year	End of Year
20	Total assets (Part X, line 16).............	2,318,532,640	2,335,827,341
21	Total liabilities (Part X, line 26).............	1,234,422,549	1,222,181,413
22	Net assets or fund balances. Subtract line 21 from line 20.....	1,084,110,091	1,113,645,928

Sign Here

	Signature of officer	Date

	Type or print name and title


4a	(Code: ) (Expenses $ 2,922,714,702 including grants of $ 10,656,300 ) (Revenue $ 3,586,460,338 )
	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.

4b	(Code: ) (Expenses $ 6,808,460 including grants of $ 0 ) (Revenue $ 0 )
	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.

4c	(Code: ) (Expenses $ 26,414,384 including grants of $ 2,500 ) (Revenue $ 3,260,058 )
	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.

4d	Other program services (Describe in Schedule O.)
	(Expenses $ including grants of $ ) (Revenue $ )
4e	Total program service expenses2,955,937,546

1b	Sub-Total................
c	Total from continuation sheets to Part VII, Section A....
d	Total (add lines 1b and 1c)............	43,209,093	0	3,323,006

				(A) Total revenue	(B) Related or exempt function revenue	(C) Unrelated business revenue	(D) Revenue excluded from tax under sections 512-514
1a	Federated campaigns..1a
b	Membership dues....1b
c	Fundraising events....1c
d	Related organizations...1d		31,171,348
e	Government grants (contributions)1e		21,717,848

f	All other contributions, gifts, grants, and similar amounts not included above1f		2,868,832

g	Noncash contributions included in lines 1a-1f:$		80,797
h	Total. Add lines 1a-1f.......			55,758,028
			Business Code
2a	Patient Services		621400	1,964,096,231	1,964,096,231
b	Medicare/Medicaid		621400	1,061,736,508	1,061,736,508
c	Purchased Services		541900	350,047,160	350,047,160
d	Pharmacy/Optical Sales		446110	68,773,027	63,436,528	5,336,499
e	Product & Retail Sales		446199	33,261,487	25,934,280	7,327,207
f	All other program service revenue .			111,805,983	73,968,522	15,215,192	22,622,269
g	Total. Add lines 2a–2f........			3,589,720,396
3	Investment income (including dividends, interest, and other similar amounts).......			3,586,918			3,586,918
4	Income from investment of tax-exempt bond proceeds..
5	Royalties...........
		(i) Real	(ii) Personal
6a	Gross rents	10,799,620
b	Less: rental expenses	6,706,099
c	Rental income or (loss)	4,093,521
d	Net rental income or (loss).......			4,093,521			4,093,521
		(i) Securities	(ii) Other
7a	Gross amount from sales of assets other than inventory		1,117,051
b	Less: cost or other basis and sales expenses		1,939,381
c	Gain or (loss)		-822,330
d	Net gain or (loss)..........			-822,330			-822,330
8a	Gross income from fundraising events (not including $ of contributions reported on line 1c). See Part IV, line 18 ..
	a		61,453
b	Less: direct expenses ...b		33,380
c	Net income or (loss) from fundraising events..			28,073			28,073
9a	Gross income from gaming activities. See Part IV, line 19 ...
	a
b	Less: direct expenses ...b
c	Net income or (loss) from gaming activities...
10a	Gross sales of inventory, less returns and allowances .
	a		876,646
b	Less: cost of goods sold ..b		544,693
c	Net income or (loss) from sales of inventory..			331,953			331,953
Miscellaneous Revenue			Business Code
11a
b
c
d	All other revenue ....
e	Total. Add lines 11a–11d ......
12	Total revenue. See Instructions......			3,652,696,559	3,539,219,229	27,878,898	29,840,404


				(A) Beginning of year		(B) End of year
1	Cash–non-interest-bearing .............			58,718,980	1	24,718,460
2	Savings and temporary cash investments .........			46,881,521	2	63,447,973
3	Pledges and grants receivable, net ...........				3
4	Accounts receivable, net .............			531,152,204	4	570,553,265
5	Loans and other receivables from current and former officers, directors, trustees, key employees, and highest compensated employees. Complete Part II of Schedule L ..................
				11,664	5	129,246
6	Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), persons described in section 4958(c)(3)(B), and contributing employers and sponsoring organizations of section 501(c)(9) voluntary employees' beneficiary organizations (see instructions) Complete Part II of Schedule L
					6
7	Notes and loans receivable, net .............			22,623,609	7	28,960,265
8	Inventories for sale or use ..............			46,020,731	8	53,339,758
9	Prepaid expenses and deferred charges ..........			34,416,978	9	30,999,539
10a	Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D	10a	2,777,528,305
b	Less: accumulated depreciation .....	10b	1,406,838,058	1,328,005,388	10c	1,370,690,247
11	Investments—publicly traded securities ..........			26,027,330	11	32,381,778
12	Investments—other securities. See Part IV, line 11 .....			80,969,926	12	7,810,270
13	Investments—program-related. See Part IV, line 11 .....			44,303,120	13	46,735,752
14	Intangible assets ...............			64,830,490	14	62,661,721
15	Other assets. See Part IV, line 11 ...........			34,570,699	15	43,399,067
16	Total assets. Add lines 1 through 15 (must equal line 34)......			2,318,532,640	16	2,335,827,341
17	Accounts payable and accrued expenses .........			368,320,081	17	400,595,424
18	Grants payable .................			205,475	18	332,605
19	Deferred revenue ................			1,304,123	19	787,965
20	Tax-exempt bond liabilities .............			661,768,840	20	639,321,872
21	Escrow or custodial account liability. Complete Part IV of Schedule D..			141,431	21	163,314
22	Loans and other payables to current and former officers, directors, trustees, key employees, highest compensated employees, and disqualified
	persons. Complete Part II of Schedule L..........				22
23	Secured mortgages and notes payable to unrelated third parties ..			91,348,555	23	71,115,456
24	Unsecured notes and loans payable to unrelated third parties ....			3,508,515	24	2,441,527
25	Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17-24). Complete Part X of Schedule D....................			107,825,529	25	107,423,250
26	Total liabilities. Add lines 17 through 25.........			1,234,422,549	26	1,222,181,413
	Organizations that follow SFAS 117 (ASC 958), check here and complete lines 27 through 29, and lines 33 and 34.
27	Unrestricted net assets ..............			1,083,661,994	27	1,113,144,473
28	Temporarily restricted net assets ...........			78,142	28	74,372
29	Permanently restricted net assets ...........			369,955	29	427,083
	Organizations that do not follow SFAS 117 (ASC 958), check here and complete lines 30 through 34.
30	Capital stock or trust principal, or current funds ........				30
31	Paid-in or capital surplus, or land, building or equipment fund .....				31
32	Retained earnings, endowment, accumulated income, or other funds				32
33	Total net assets or fund balances ...........			1,084,110,091	33	1,113,645,928
34	Total liabilities and net assets/fund balances ........			2,318,532,640	34	2,335,827,341

(i) Name of supported organization	(ii) EIN	(iv) Is the organization in col. (i) listed in your governing document?		(v) Did you notify the organization in col. (i) of your support?		(vi) Is the organization in col. (i) organized in the U.S.?		(vii) Amount of monetary support
(i) Name of supported organization	(ii) EIN	Yes	No	Yes	No	Yes	No	(vii) Amount of monetary support


Total

Calendar year (or fiscal year beginning in)		(a) 2009	(b) 2010	(c) 2011	(d) 2012	(e) 2013	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") ....
2	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.......
3	The value of services or facilities furnished by a governmental unit to the organization without charge..
4	Total. Add lines 1 through 3
5	The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f)..
6	Public support. Subtract line 5 from line 4.

Calendar year (or fiscal year beginning in)		(a) 2009	(b) 2010	(c) 2011	(d) 2012	(e) 2013	(f) Total
7	Amounts from line 4..
8	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources...
9	Net income from unrelated business activities, whether or not the business is regularly carried on..
10	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.)..
11	Total support (Add lines 7 through 10).

Calendar year (or fiscal year beginning in)		(a) 2009	(b) 2010	(c) 2011	(d) 2012	(e) 2013	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .
2	Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose......
3	Gross receipts from activities that are not an unrelated trade or business under section 513..
4	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...
5	The value of services or facilities furnished by a governmental unit to the organization without charge..
6	Total. Add lines 1 through 5.
7a	Amounts included on lines 1, 2, and 3 received from disqualified persons...
b	Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.
c	Add lines 7a and 7b..
8	Public support (Subtract line 7c from line 6.)

Calendar year (or fiscal year beginning in)		(a) 2009	(b) 2010	(c) 2011	(d) 2012	(e) 2013	(f) Total
9	Amounts from line 6...
10a	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..
b	Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975.
c	Add lines 10a and 10b.
11	Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on.
12	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.) ..
13	Total support. (Add lines 9, 10c, 11, and 12.)..

Limits on Lobbying Expenditures (The term "expenditures" means amounts paid or incurred.)		(b) Affiliated group totals
1a	Total lobbying expenditures to influence public opinion (grass roots lobbying) ......
b	Total lobbying expenditures to influence a legislative body (direct lobbying) .......
c	Total lobbying expenditures (add lines 1a and 1b) ...................
d	Other exempt purpose expenditures ........................
e	Total exempt purpose expenditures (add lines 1c and 1d) ...............
f	Lobbying nontaxable amount. Enter the amount from the following table in both columns.
	If the amount on line 1e, column (a) or (b) is:The lobbying nontaxable amount is:
	Not over $500,00020% of the amount on line 1e.
	Over $500,000 but not over $1,000,000$100,000 plus 15% of the excess over $500,000.
	Over $1,000,000 but not over $1,500,000$175,000 plus 10% of the excess over $1,000,000.
	Over $1,500,000 but not over $17,000,000$225,000 plus 5% of the excess over $1,500,000.
	Over $17,000,000$1,000,000.

g	Grassroots nontaxable amount (enter 25% of line 1f) .................
h	Subtract line 1g from line 1a. If zero or less, enter -0-. ................
i	Subtract line 1f from line 1c. If zero or less, enter -0-. ................
j	If there is an amount other than zero on either line 1h or line 1i, did the organization file Form 4720 reporting section 4911 tax for this year? ......................................	Yes No

4-Year Averaging Period Under Section 501(h) (Some organizations that made a section 501(h) election do not have to complete all of the five columns below. See the instructions for lines 2a through 2f on page 4.)
Lobbying Expenditures During 4-Year Averaging Period
	Calendar year (or fiscal year beginning in)	(a) 2010	(b) 2011	(c) 2012	(d) 2013	(e) Total

2a	Lobbying nontaxable amount

b	Lobbying ceiling amount (150% of line 2a, column(e))

c	Total lobbying expenditures

d	Grassroots nontaxable amount

e	Grassroots ceiling amount (150% of line 2d, column (e))

f	Grassroots lobbying expenditures

(a) Description of security or category (including name of security)		(b)Book value	(c) Method of valuation: Cost or end-of-year market value
(1)Financial derivatives
(2)Closely-held equity interests
Other








Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.)

(a) Region		(b) Number of offices in the region	(c) Number of employees, agents, and independent contractors in region	(d) Activities conducted in region (by type) (e.g., fundraising, program services, investments, grants to recipients located in the region)	(e) If activity listed in (d) is a program service, describe specific type of service(s) in region	(f) Total expenditures for and investments in region
	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










3a	Sub-total .....	0	0			3,705,408
b	Total from continuation sheets to Part I ...	0	0			0
c	Totals (add lines 3a and 3b)	0	0			3,705,408

1	Was the organization a U.S. transferor of property to a foreign corporation during the tax year? If "Yes,"the organization may be required to file Form 926, Return by a U.S. Transferor of Property to a Foreign Corporation (see Instructions for Form 926)......................................	Yes	No
2	Did the organization have an interest in a foreign trust during the tax year? If "Yes," the organization may be required to file Form 3520, Annual Return to Report Transactions with Foreign Trusts and Receipt of Certain Foreign Gifts, and/or Form 3520-A, Annual Information Return of Foreign Trust With a U.S. Owner (see Instructions for Forms 3520 and 3520-A).......................................	Yes	No
3	Did the organization have an ownership interest in a foreign corporation during the tax year? If "Yes," the organization may be required to file Form 5471, Information Return of U.S. Persons with Respect to Certain Foreign Corporations. (see Instructions for Form 5471)..............................	Yes	No
4	Was the organization a direct or indirect shareholder of a passive foreign investment company or a qualified electing fund during the tax year? If “Yes,” the organization may be required to file Form 8621, Information Return by a Shareholder of a Passive Foreign Investment Company or Qualified Electing Fund. (see Instructions for Form 8621)...............................................	Yes	No
5	Did the organization have an ownership interest in a foreign partnership during the tax year? If "Yes," the organization may be required to file Form 8865, Return of U.S. Persons with Respect to Certain Foreign Partnerships. (see Instructions for Form 8865)....................................	Yes	No
6	Did the organization have any operations in or related to any boycotting countries during the tax year? If "Yes," the organization may be required to file Form 5713, International Boycott Report (see Instructions for Form 5713)................................................	Yes	No

a	Mail solicitations	e	Solicitation of non-government grants
b	Internet and email solicitations	f	Solicitation of government grants
c	Phone solicitations	g	Special fundraising events
d	In-person solicitations

		(a) Event #1 Half Marathon (event type)	(d) Total events (add col. (a) through col. (c))
1	Gross receipts . . .	61,453	61,453
2	Less: Contributions . .
3	Gross income (line 1 minus line 2) . . .	61,453	61,453
4	Cash prizes . . .
5	Noncash prizes . .
6	Rent/facility costs . .
7	Food and beverages .
8	Entertainment . . .
9	Other direct expenses .	33,380	33,380
10	Direct expense summary. Add lines 4 through 9 in column (d) ...........		33,380
11	Net income summary. Subtract line 10 from line 3, column (d)...........		28,073

(a) Name and address of organization or government	(b) EIN	(c) IRC Code section if applicable	(d) Amount of cash grant	(h) Purpose of grant or assistance
(1) 4H Foundation (Outdoor Adventure Center) 2810 22nd Avenue S Brookings,SD57006	46-6016086	501(c)(3)	7,500	General support
(2) Aberdeen Catholic School Systems 1400 N Dakota Street Aberdeen,SD57401	46-0336005	501(c)(3)	26,000	General support
(3) Aberdeen Family YMCA 5 South State Street Aberdeen,SD57401	46-0255779	501(c)(3)	10,500	General support
(4) Aberdeen Public Schools Foundation 1224 3rd Street S Aberdeen,SD57401	46-0423109	501(c)(3)	7,500	General support
(5) American Cancer Society 4904 S Technopolis Drive Sioux Falls,SD57106	41-0724036	501(c)(3)	28,499	General support
(6) American Diabetes Association 14216 Dayton Circle Ste 6 Omaha,NE68137	13-1623888	501(c)(3)	12,500	General support
(7) American Heart Association Inc 7272 Greenville Avenue Dallas,TX75231	13-5613797	501(c)(3)	100,116	General support
(8) Augsburg College 2211 Riverside Avenue Minneapolis,MN55454	41-0694721	501(c)(3)	15,000	General support
(9) Augustana College 2001 S Summit Avenue Sioux Falls,SD57197	46-0224588	501(c)(3)	743,633	AD Leadership fund, Support athletic club
(10) Bismarck State College Foundation PO Box 55878 Bismarck,ND585065587	45-0358929	501(c)(3)	7,500	General support
(11) Boys and Girls Club of Sioux Empire 824 E 14th Street Sioux Falls,SD57104	46-0399482	501(c)(3)	5,500	General support
(12) Brandon Valley Booster Club PO Box 572 Brandon,SD57005	46-6002577	501(c)(6)	14,000	General support
(13) Children's Care Hospital Foundation 2501 W 26th Street Sioux Falls,SD571052498	46-0233030	501(c)(3)	6,000	General support
(14) Childrens Home Society Foundation 801 N Sycamore Avenue PO Box 1749 Sioux Falls,SD571011749	46-0224542	501(c)(3)	6,000	General support
(15) City of Sioux Falls 224 W 9th Street Sioux Falls,SD57104	46-6000425	115	2,010,000	Events center scoreboard
(16) Cribs for Kids Inc Suite 250 Riverfront Place Pittsburgh,PA15212	25-1442806	501(c)(3)	5,211	General support
(17) Cullen Children's Foundation PO Box 594 West Fargo,ND58078	77-0636521	501(c)(3)	20,000	General support
(18) Cystic Fibrosis Foundation 8011 34th Avenue S Ste 116 Bloomington,MN55425	13-1930701	501(c)(3)	35,000	General support
(19) Dakota Alliance Soccer Club 401 W 39th Street Sioux Falls,SD57105	46-0359817	501(c)(3)	60,000	General support
(20) Dakota Hospital Foundation 20 S Plum Street Vermillion,SD57069	46-0226067	501(c)(3)	101,750	Becky and David Nelson endowment
(21) Dakota Schoolers 1809 W Oak Street Sioux Falls,SD57105	20-3452350	501(c)(3)	30,000	General support
(22) Dakota Wesleyan University 1200 West University Avenue Mitchell,SD573014398	46-0224589	501(c)(3)	6,700	General support
(23) Detroit Lakes Community & Cultural Center 826 Summit Avenue Detroit Lakes,MN56501	41-1970351	501(c)(3)	10,000	General support
(24) Dickinson State University Foundation Inc (Blue Hawk Booster Club) 351 Campus Drive Dickinson,ND58502	45-6014522	501(c)(3)	7,500	General support
(25) Downtown Community Partnership 210 Broadway N Suite 202 Fargo,ND58102	46-4472309	501(c)(6)	25,000	General support
(26) Evangelical Lutheran Good Samaritan Foundation 4800 W 57th Street Sioux Falls,SD57108	46-0422866	501(c)(3)	12,500	General support
(27) Family Advocacy Center 800 Bemidji Avenue N Ste 4 Bemidji,MN56601	20-2102302	501(c)(3)	10,000	General support
(28) Family HealthCare Center 301 NP Avenue Fargo,ND58102	45-0430628	501(c)(3)	12,500	General support
(29) First Tee of SD 2604 West Russell Street Sioux Falls,SD57104	46-0449824	501(c)(3)	19,000	General support
(30) FM Bike Share 425 Broadway N Fargo,ND58102	46-1849025	501(c)(3)	10,000	General support
(31) FM Curling Club PO Box 212 Fargo,ND58107	45-0341916	501(c)(3)	10,500	General support
(32) Glacial Lakes Area Development Inc PO Box 231 Britton,SD57430	87-0787080	501(c)(3)	10,000	General support
(33) Great Bear Recreation Park Inc 2401 W 49th Street Sioux Falls,SD57105	46-0417880	501(c)(4)	6,983	General support
(34) Great Plains Zoo 805 S Kiwanis Avenue Sioux Falls,SD571043798	46-6015015	501(c)(3)	114,200	General support
(35) Greater Bemidji 403 4th Street NW Ste 330 Bemidji,MN56601	36-3367707	501(c)(3)	50,000	General support
(36) Greater Fargo Moorhead Economic Development Corporation 51 Broadway Suite 500 Fargo,ND58102	45-6011769	501(c)(3)	40,000	General support
(37) Habitat for Humanity Greater Sioux Falls 721 E Amidon Street Sioux Falls,SD571041015	46-0407140	501(c)(3)	10,000	General support
(38) Ice Sports Association 108 S Dakota Avenue Sioux Falls,SD57104	27-1234271	501(c)(3)	404,000	General support
(39) Jamestown College 6088 College Lane Jamestown,ND58405	45-0231180	501(c)(3)	8,450	General support
(40) Junior Achievement of South Dakota 1000 N West Avenue 110 Sioux Falls,SD57104	46-0306352	501(c)(3)	22,250	General support
(41) Juvenile Diabetes Research Foundation (JDRF) South Dakota 1301 W 18th Street Sioux Falls,SD57117	23-1907729	501(c)(3)	25,000	General support
(42) Legends of Gold Inc Box 287 Beresford,SD57004	27-3794971	501(c)(3)	10,000	General support
(43) Lincoln High School 201 E 38th Street Sioux Falls,SD57105	46-6002540	501(c)(3)	13,000	General support
(44) Los Cabos Children's Foundation PO Box 2057 Sioux Falls,SD571012057	20-2882711	501(c)(3)	20,000	General support
(45) Luverne Hockey Club 905 N Kniss Avenue Luverne,MN56156	41-1685848	501(c)(3)	10,000	General support
(46) Make-A-Wish Foundation of South Dakota 1400 West 17th Street Sioux Falls,SD57104	46-0375953	501(c)(3)	10,000	General support
(47) Matson Halverson Christiansen Hamilton Foundation 201 South Main Street Kimball,SD57355	46-0461691	501(c)(3)	15,000	General support
(48) Mayville State University Foundation 330 3rd Street NE Mayville,ND58257	45-6013477	501(c)(3)	12,750	General support
(49) McCrossan Boys Ranch 47135 260th Street Sioux Falls,SD57107	46-0311913	501(c)(3)	11,892	General support
(50) Mike Miller Foundation 2107 Quiett Lane Mitchell,SD57301	30-0015773	501(c)(3)	17,000	General support
(51) Minnesota State University Moorhead Alumni Foundation 1104 7th Avenue S Moorhead,MN56563	23-7106061	501(c)(3)	201,700	Sports medicine program
(52) Missouri Slope Areawide United Way 915 N 4th Street Bismarck,ND58501	45-0387741	501(c)(3)	40,000	General support
(53) National Kidney Foundation 1970 Oakcrest Avenue Suite 208 St Paul,MN55113	13-1673104	501(c)(3)	22,500	General support
(54) National Multiple Sclerosis Society Upper Midwest Chapter 200 12th Avenue S Minneapolis,MN55415	41-0790658	501(c)(3)	20,000	General support
(55) Philanthropy Promotions Inc 2601 W 60th Street N Sioux Falls,SD57107	87-0695596	501(c)(3)	7,500	General support
(56) Ronald McDonald House 825 S Lake Avenue Sioux Falls,SD571044635	46-0371152	501(c)(3)	40,200	General support
(57) Roosevelt High School 201 E 38th Street Sioux Falls,SD57105	46-6002586	501(c)(3)	13,600	General support
(58) Sanford Health Foundation Hillsboro PO Box 609 Hillsboro,ND58045	36-3542187	501(c)(3)	50,002	General support
(59) Sanford Health Foundation North PO Box 2010 Fargo,ND58122	45-0398104	501(c)(3)	101,275	NICU, General support
(60) SD Achieve 4100 S Western Avenue Sioux Falls,SD57105	46-0402915	501(c)(3)	11,000	General support
(61) SD Law Enforcement Charities 5214 Sweetbriar Court Sioux Falls,SD57108	46-0440378	501(c)(3)	11,250	General support
(62) SD Lions Eye and Tissue Bank Inc 4501 W 61st Street North Sioux Falls,SD571076411	46-0413527	501(c)(3)	10,000	General support
(63) SD Parks and Wildlife Foundation 523 E Capitol Avenue Pierre,SD57501	46-0387968	501(c)(3)	10,000	General support
(64) SD Synod 2001 S Summit Avenue Sioux Falls,SD57197	36-3512774	501(c)(3)	15,000	General support
(65) SDSU Foundation 815 Medary Avenue PO Box 525 Brookings,SD57007	46-0273801	501(c)(3)	12,890	General support
(66) SF Cyclones 7605 Loganberry Street Sioux Falls,SD57106	27-4705069	501(c)(3)	20,000	General support
(67) Sioux Empire United Way 1000 North West Avenue 120 Sioux Falls,SD571041314	46-0233701	501(c)(3)	116,025	General support
(68) Sioux Falls Catholic Schools 3100 W 41st Street Sioux Falls,SD57105	46-0413591	501(c)(3)	255,500	Teacher endowment, General support
(69) Sioux Falls Christian 6120 Charger Circle Sioux Falls,SD571091110	46-0340024	501(c)(3)	8,550	General support
(70) Sioux Falls Schools 201 E 38th Street Sioux Falls,SD57105	46-6002586	501(c)(3)	66,000	General support
(71) Sioux Falls Sports Authority Summit League 200 N Phillips Avenue Ste 304 Sioux Falls,SD57104	20-5850491	501(c)(3)	50,000	General support
(72) South Dakota Junior Football Inc PO Box 88801 Sioux Falls,SD57109	46-6037091	501(c)(3)	10,000	General support
(73) Southeast Technical Institute 2320 N Career Avenue Sioux Falls,SD57107	36-4112897	501(c)(3)	10,000	General support
(74) Special Olympics 305 W 39th Street Sioux Falls,SD57105	46-0359776	501(c)(3)	13,250	General support
(75) Susan G Komen for the Cure 5005 LBJ Freeway Suite 250 Dallas,TX75244	75-1835298	501(c)(3)	69,745	General support
(76) The Arts Partnership of the Red River Valley 1104 2nd Avenue S Suite 315 Fargo,ND58103	23-7108936	501(c)(3)	15,000	General support
(77) The Duke of Edinburgh's International Award USA 420 Montgomery San Francisco,CA94104	20-4909474	501(c)(3)	23,500	General support
(78) United Way of Cass-Clay PO Box 1609 Fargo,ND58107	41-0810008	501(c)(3)	146,200	General support
(79) United Way of Douglas & Pope Counties PO Box 1148 Alexandria,MN56308	23-7450908	501(c)(3)	5,150	General support
(80) University of North Dakota Foundation 3501 University Avenue Stop 8157 Grand Forks,ND58202	45-0348296	501(c)(3)	190,000	Dr. Gilbertson endowed chair
(81) University of Sioux Falls Foundation 1101 West 22nd Street Sioux Falls,SD57105	46-0224600	501(c)(3)	7,000	General support
(82) University of South Dakota Foundation 1110 N Dakota Street PO Box 5555 Vermillion,SD570695555	46-6018891	501(c)(3)	1,533,692	Research, Sport medicine program
(83) University of Wisconsin Foundation 600 Highland Avenue Madison,WI53792	39-0743975	501(c)(3)	63,000	Carbone Cancer Center
(84) USD Foundation for Continuing Medical Education Inc 1400 W 22nd Street Room 117 Sioux Falls,SD571051570	46-0456614	501(c)(3)	2,050,000	Medical education
(85) USD School of Medicine 1400 W 22nd Street Sioux Falls,SD571051581	46-0418678	501(c)(3)	51,504	Medical education
(86) Valley City State University Foundation 101 College Street Valley City,ND58072	23-7178785	501(c)(3)	17,500	General support
(87) Volunteers of America 1309 West 51st Street PO Box 89306 Sioux Falls,SD571099306	23-7353508	501(c)(3)	20,000	General support
(88) Webster WAVE City of Webster 513 Main Street Webster,SD57274	20-1307620	501(c)(3)	15,000	General support
(89) YMCA 230 S Minnesota Avenue Sioux Falls,SD57104	46-0225021	501(c)(3)	15,490	Local support
(90) YWCA Sioux Falls (EmBe) 300 W 11th Street Sioux Falls,SD571046306	46-0234998	501(c)(3)	10,665	Local support

(A) Name and Title		(B) Breakdown of W-2 and/or 1099-MISC compensation			(C) Retirement and other deferred compensation	(D) Nontaxable benefits	(E) Total of columns (B)(i)-(D)	(F) Compensation reported as deferred in prior Form 990
(A) Name and Title		(i) Base compensation	(ii) Bonus & incentive compensation	(iii) Other reportable compensation	(C) Retirement and other deferred compensation	(D) Nontaxable benefits	(E) Total of columns (B)(i)-(D)	(F) Compensation reported as deferred in prior Form 990
(1)Christopher Meeker MDTrustee	(i) (ii)	393,696 0	0 0	0 0	10,000 0	20,403 0	424,099 0	0 0
(2)Maria Bell MDTrustee	(i) (ii)	695,606 0	0 0	81,214 0	17,152 0	23,170 0	817,142 0	0 0
(3)Mark Paulson MDTrustee	(i) (ii)	207,989 0	0 0	13,744 0	11,296 0	18,532 0	251,561 0	0 0
(4)Richard Hardie MDTrustee	(i) (ii)	754,303 0	0 0	6,231 0	20,400 0	20,025 0	800,959 0	0 0
(5)Kelby K KrabbenhoftSanford Health President & CEO	(i) (ii)	1,117,709 0	0 0	202,755 0	0 0	22,992 0	1,343,456 0	0 0
(6)Kelby K Krabbenhoft Deferred CompSanford Health President & CEO	(i) (ii)	0 0	0 0	0 0	608,477 0	0 0	608,477 0	0 0
(7)JoAnn L KunkelChief Financial Officer Corp	(i) (ii)	408,018 0	0 0	55,344 0	19,176 0	20,498 0	503,036 0	0 0
(8)Kim PatrickChief Legal Officer	(i) (ii)	368,264 0	0 0	70,216 0	106,079 0	21,885 0	566,444 0	0 0
(9)Rebecca NelsonSenior VP & COO - HSD (thru Nov 13)	(i) (ii)	622,546 0	0 0	421,164 0	0 0	15,864 0	1,059,574 0	0 0
(10)Rebecca Nelson Deferred CompSenior VP & COO - HSD (thru Nov 13)	(i) (ii)	0 0	0 0	3,776,631 0	5,865 0	0 0	3,782,496 0	3,776,631 0
(11)Nate WhiteChief Operating Officer Corp	(i) (ii)	439,456 0	0 0	29,421 0	20,400 0	27,465 0	516,742 0	0 0
(12)Bill MarletteTreasurer	(i) (ii)	453,149 0	0 0	105,276 0	0 0	1,749 0	560,174 0	0 0
(13)Bill Marlette Deferred CompTreasurer	(i) (ii)	0 0	0 0	0 0	143,671 0	0 0	143,671 0	0 0
(14)David LinkExecutive VP - D&R	(i) (ii)	557,939 0	0 0	133,687 0	0 0	22,885 0	714,511 0	0 0
(15)David Link Deferred CompExecutive VP - D&R	(i) (ii)	0 0	0 0	0 0	155,288 0	0 0	155,288 0	0 0
(16)D Evan BurkettChief Human Capital Officer	(i) (ii)	351,936 0	0 0	48,843 0	18,322 0	19,740 0	438,841 0	0 0
(17)Al HurleyCOO - Sanford Bismarck Clinic	(i) (ii)	179,209 0	0 0	7,880 0	0 0	6,791 0	193,880 0	0 0
(18)Arlyn BroekhuisVice President & CIO	(i) (ii)	371,259 0	0 0	42,998 0	18,768 0	20,492 0	453,517 0	0 0
(19)Bradley J SchipperCOO - SMC	(i) (ii)	302,903 0	0 0	30,439 0	18,439 0	22,929 0	374,710 0	0 0
(20)Brenda K LarsenCOO - Sanford Bismarck	(i) (ii)	197,766 0	0 0	17,785 0	8,063 0	23,725 0	247,339 0	0 0
(21)Brian CarlsonCEO - Thief River Falls	(i) (ii)	205,005 0	0 0	26,617 0	2,050 0	16,641 0	250,313 0	0 0
(22)Bruce D ViessmanCFO - Sanford Health Network	(i) (ii)	227,952 0	0 0	22,561 0	18,236 0	21,401 0	290,150 0	0 0
(23)Bruce Pitts MDChief Medical Officer (thru July 13)	(i) (ii)	291,600 0	0 0	1,790,529 0	12,750 0	7,122 0	2,102,001 0	0 0
(24)Bryan J NermoeCOO - Sanford Clinic	(i) (ii)	265,262 0	0 0	41,906 0	20,400 0	19,984 0	347,552 0	0 0
(25)Craig BoyerCFO - Bemidji	(i) (ii)	216,154 0	0 0	19,387 0	111,716 0	18,946 0	366,203 0	0 0
(26)Craig LambrechtPresident - Sanford Bismarck	(i) (ii)	734,575 0	42,500 0	86,823 0	10,000 0	20,011 0	893,909 0	0 0
(27)Daniel OlsonPresident - SH of Northern MN	(i) (ii)	238,776 0	0 0	21,319 0	9,551 0	19,019 0	288,665 0	0 0
(28)Daniel W BluePresident - Sanford Clinic	(i) (ii)	503,734 0	50,000 0	103,552 0	178,100 0	23,170 0	858,556 0	0 0
(29)David PearceCOO/VP - Sanford Research	(i) (ii)	261,955 0	0 0	39,633 0	19,008 0	20,492 0	341,088 0	0 0
(30)Dennis MillironsPresident - SMC Fargo (thru Dec 13)	(i) (ii)	472,243 0	50,000 0	81,090 0	10,200 0	14,434 0	627,967 0	0 0
(31)Diana BerklandChief Nurse Executive - SMC	(i) (ii)	205,858 0	0 0	28,423 0	0 0	1,298 0	235,579 0	0 0
(32)Diana Berkland Deferred CompChief Nurse Executive - SMC	(i) (ii)	0 0	0 0	0 0	80,346 0	0 0	80,346 0	0 0
(33)Douglas OklandCFO - Fargo & Bismarck Clinic	(i) (ii)	220,958 0	0 0	26,615 0	10,028 0	3,922 0	261,523 0	0 0
(34)Edmond L Weiland thru Dec 13President - Sanford Health Network	(i) (ii)	364,270 0	35,000 0	60,972 0	18,606 0	19,740 0	498,588 0	0 0
(35)Ellen CookeCOO - Sanford Clinic North	(i) (ii)	272,064 0	0 0	37,251 0	10,503 0	8,445 0	328,263 0	0 0
(36)Gordon A LarsonCEO - Aberdeen	(i) (ii)	218,400 0	0 0	28,399 0	17,472 0	10,864 0	275,135 0	0 0
(37)H Eugene HoymePresident - Sanford Research	(i) (ii)	430,248 0	50,000 0	63,313 0	20,129 0	20,921 0	584,611 0	0 0
(38)Jac M McTaggartCEO - Hillsboro	(i) (ii)	144,064 0	0 0	12,530 0	2,881 0	19,523 0	178,998 0	0 0
(39)Jeff D SandeneChief Integration Officer	(i) (ii)	353,267 0	0 0	38,642 0	12,750 0	19,596 0	424,255 0	0 0
(40)Jesse TischerCOO - Sanford Health Network	(i) (ii)	215,417 0	0 0	20,358 0	10,771 0	17,053 0	263,599 0	0 0
(41)Joy JohnsonCOO - Bemidji	(i) (ii)	250,581 0	50,000 0	23,449 0	10,200 0	8,476 0	342,706 0	0 0
(42)Karen TobinCOO - SMC Fargo	(i) (ii)	261,645 0	0 0	52,327 0	17,012 0	8,476 0	339,460 0	0 0
(43)Mary RuyterCEO - Jackson	(i) (ii)	147,493 0	0 0	18,682 0	9,530 0	10,048 0	185,753 0	0 0
(44)Matthew HocksExecutive VP - Sanford Clinic	(i) (ii)	189,901 0	0 0	17,122 0	12,574 0	20,320 0	239,917 0	0 0
(45)Merrilee SchultzChief Financial Officer - SMC	(i) (ii)	204,402 0	0 0	19,085 0	5,503 0	8,279 0	237,269 0	0 0
(46)Michael E FarritorCOO - Sanford Clinic	(i) (ii)	372,258 0	50,000 0	44,451 0	18,218 0	23,247 0	508,174 0	0 0
(47)Michael HammerCEO - Worthington	(i) (ii)	213,990 0	0 0	22,558 0	16,461 0	22,443 0	275,452 0	0 0
(48)Michelle A BruhnChief Financial Officer - HSD	(i) (ii)	281,258 0	0 0	35,969 0	15,392 0	929 0	333,548 0	0 0
(49)Michelle M MickaChief Financial Officer - D&R	(i) (ii)	209,997 0	0 0	14,946 0	15,790 0	26,446 0	267,179 0	0 0
(50)Paul HansonPresident - SMC	(i) (ii)	426,099 0	50,000 0	123,714 0	7,650 0	18,217 0	625,680 0	0 0
(51)Paul RichardPresident - SMC Fargo	(i) (ii)	439,739 0	0 0	68,327 0	12,750 0	19,596 0	540,412 0	0 0
(52)Randy BuryChief Admin Officer	(i) (ii)	364,869 0	0 0	52,315 0	0 0	8,845 0	426,029 0	0 0
(53)Randy Bury Deferred CompChief Admin Officer	(i) (ii)	0 0	0 0	0 0	16,971 0	0 0	16,971 0	0 0
(54)Richard E NordahlCEO - Sheldon	(i) (ii)	203,590 0	0 0	25,120 0	13,782 0	22,939 0	265,431 0	0 0
(55)Richard GieselPresident - Sanford Health Network	(i) (ii)	330,958 0	50,000 0	53,802 0	12,750 0	13,573 0	461,083 0	0 0
(56)Richard Marsden MDCOO - Sanford Clinic North	(i) (ii)	507,552 0	50,000 0	61,806 0	12,750 0	13,512 0	645,620 0	0 0
(57)Stacy BarstadCEO - Tracy	(i) (ii)	158,704 0	0 0	12,967 0	12,701 0	23,984 0	208,356 0	0 0
(58)Steve W GoetschCFO - Sanford Clinic	(i) (ii)	243,464 0	0 0	22,153 0	14,608 0	23,977 0	304,202 0	0 0
(59)Tammy K LoosbrockCEO - Luverne	(i) (ii)	187,096 0	0 0	16,938 0	14,968 0	19,669 0	238,671 0	0 0
(60)Tiffany LawrenceCFO - Sanford Medical Center Fargo	(i) (ii)	253,760 0	0 0	24,307 0	12,395 0	17,168 0	307,630 0	0 0
(61)Timothy J TracyCEO - Vermillion	(i) (ii)	193,294 0	0 0	23,486 0	12,787 0	9,240 0	238,807 0	0 0
(62)William C BrunnerPhysician	(i) (ii)	2,208,215 0	0 0	0 0	20,400 0	20,777 0	2,249,392 0	0 0
(63)Tomasz P StysPhysician	(i) (ii)	2,591,871 0	0 0	1,684 0	20,400 0	20,777 0	2,634,732 0	0 0
(64)Scott PhamPhysician	(i) (ii)	2,395,375 0	0 0	0 0	20,400 0	22,777 0	2,438,552 0	0 0
(65)Adam T StysPhysician	(i) (ii)	2,156,252 0	0 0	3,373 0	20,400 0	20,777 0	2,200,802 0	0 0
(66)Corey L TeigenPhysician	(i) (ii)	1,829,962 0	0 0	434,410 0	12,750 0	20,433 0	2,297,555 0	0 0
(67)Lisa CarlsonFormer Chief Financial Officer Corp	(i) (ii)	243,062 0	0 0	1,371,416 0	12,153 0	9,585 0	1,636,216 0	0 0
(68)Cecily TuckerFormer CFO - D&R	(i) (ii)	231,962 0	0 0	26,692 0	18,204 0	4,364 0	281,222 0	0 0
(69)Charles P O'BrienFormer President - SMC	(i) (ii)	254,285 0	0 0	269,575 0	0 0	11,713 0	535,573 0	0 0
(70)Charles P O'Brien Deferred CompFormer President - SMC	(i) (ii)	0 0	0 0	0 0	17,836 0	0 0	17,836 0	0 0
(71)Leslie WietstockFormer CFO - Sanford Health Network	(i) (ii)	91,518 0	0 0	138,392 0	4,576 0	6,625 0	241,111 0	0 0
(72)Linda O'HalloranFormer COO - SMC Fargo	(i) (ii)	87,116 0	0 0	371,434 0	3,485 0	941 0	462,976 0	0 0
(73)Michael SchumacherFormer CFO - Sanford Bismarck	(i) (ii)	166,087 0	0 0	143,028 0	5,428 0	9,476 0	324,019 0	0 0
(74)Robert J SalmonFormer CEO - Canby & Clear Lake	(i) (ii)	90,850 0	0 0	12,102 0	0 0	3,587 0	106,539 0	0 0
(75)Robert J Salmon Deferred CompFormer CEO - Canby & Clear Lake	(i) (ii)	0 0	0 0	0 0	7,268 0	0 0	7,268 0	0 0
(76)Shirley HeintzFormer CNO - Bemidji	(i) (ii)	103,505 0	0 0	207,061 0	4,111 0	10,039 0	324,716 0	0 0
(77)Richard G AdcockFormer Executive VP - Sanford Clinic	(i) (ii)	248,061 0	0 0	23,033 0	17,937 0	22,991 0	312,022 0	0 0

Return Reference	Explanation
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.

(a) Issuer name		(b) Issuer EIN	(c) CUSIP #	(d) Date issued	(e) Issue price	(f) Description of purpose	(g) Defeased		(h) On behalf of issuer		(i) Pool financing
(a) Issuer name		(b) Issuer EIN	(c) CUSIP #	(d) Date issued	(e) Issue price	(f) Description of purpose	Yes	No	Yes	No	Yes	No
A	South Dakota Health and Educational Facilities Authority	46-0315509	83755VHY3	09-14-2004	70,073,989	New construction of healthcare facilities		X		X		X
B	South Dakota Health and Educational Facilities Authority	46-0315509	83755VME1	04-19-2007	75,002,140	New construction and remodeling of healthcare facilities		X		X		X
C	South Dakota Health and Educational Facilities Authority	46-0315509	83755VNZ3	09-29-2009	71,015,042	New construction and remodeling of healthcare facilities		X		X		X
D	City of Fargo	45-6002069	307479CK9	02-09-2011	134,069,821	Refunding bonds issued 12/5/1996, 11/8/2000, and 6/18/2002		X		X		X
	South Dakota Health and Educational Facilities Authority	46-0315509	83755VVM3	11-01-2012	128,733,641	New construction and remodeling of healthcare facilities		X		X		X
	Traill County	45-6002246	892846AQ9	05-22-2007	13,341,133	New construction of long-term care facilities and remodeling of facilities		X		X		X
	Morton County	45-6002226		05-30-2008	6,100,000	New construction of a long-term care facility		X		X		X
	Morton County	45-6002226		08-01-2007	4,500,000	New construction of a long-term care facility		X		X		X
	Morton County	45-6002226		12-19-2006	7,900,000	New construction of a long-term care facility and refinancing prior debt		X		X		X
	City of Chamberlain	46-0000094		12-30-2010	4,000,000	New construction of long-term care facilities		X		X		X
	South Dakota Health and Educational Facilities Authority	46-0315509		03-29-2012	66,185,000	Refunding bonds issued 9/12/2001 and 10/15/2002		X		X		X
	South Dakota Health and Educational Facilities Authority	46-0315509		06-14-2012	45,000,000	Refinance taxable indebtedness used to construct a healthcare facility		X		X		X

	A		B		C		D
	1 Amount of bonds retired . . . . . . . . . . . . . .	2,265,000		4,435,000		1,200,000		13,430,000
2 Amount of bonds legally defeased . . . . . . . . . . .
3 Total proceeds of issue . . . . . . . . . . . . . .	71,581,953		78,207,775		71,393,241		134,069,821
4 Gross proceeds in reserve funds . . . . . . . . . . . .	203,609		1		1		2
5 Capitalized interest from proceeds . . . . . . . . . . .	780,301		780,301
6 Proceeds in refunding escrows . . . . . . . . . . . .
7 Issuance costs from proceeds . . . . . . . . . . . .	764,068		732,655		997,167		19,000
8 Credit enhancement from proceeds . . . . . . . . . . .
9 Working capital expenditures from proceeds . . . . . . . . .
10 Capital expenditures from proceeds . . . . . . . . . . .	70,817,885		77,475,119		70,396,074		4,555,787
11 Other spent proceeds . . . . . . . . . . . . . .	1		1		66,160,644		134,069,821
12 Other unspent proceeds . . . . . . . . . . . . . .	7,972,166
13 Year of substantial completion . . . . . . . . . . . .	2006		2009		2011		2012
	Yes	No	Yes	No	Yes	No	Yes	No
14 Were the bonds issued as part of a current refunding issue? . . . . .		X		X		X	X
15 Were the bonds issued as part of an advance refunding issue? . . . . .		X		X		X	X
16 Has the final allocation of proceeds been made? . . . . . . . .	X		X		X		X
17 Does the organization maintain adequate books and records to support the final allocation of proceeds? . . . . . . . . . . . . . .	X		X		X		X

	A		B		C		D
	Yes	No	Yes	No	Yes	No	Yes	No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? . . . . . . .		X		X		X		X
2 Are there any lease arrangements that may result in private business use of bond-financed property? . . . . . . . . .		X		X		X		X

	A		B		C		D
	Yes	No	Yes	No	Yes	No	Yes	No
3a Are there any management or service contracts that may result in private business use of bond-financed property? . . . . . . . . . . . .	X		X		X		X
b If "Yes" to line 3a, does the organization routinely engage bond counsel or other outside counsel to review any management or service contracts relating to the financed property?	X		X		X		X
c Are there any research agreements that may result in private business use of bond-financed property? . . . . . . . . . . . . . . .		X		X		X		X
d If "Yes" to line 3c, does the organization routinely engage bond counsel or other outside counsel to review any research agreements relating to the financed property?
4 Enter the percentage of financed property used in a private business use by entities other than a section 501(c)(3) organization or a state or local government . .	0 %		0 %		0 %		0 %
5 Enter the percentage of financed property used in a private business use as a result of unrelated trade or business activity carried on by your organization, another section 501(c)(3) organization, or a state or local government . . . . . . .	0 %		0 %		0 %		0 %
6 Total of lines 4 and 5 . . . . . . . . . . . . .	0 %		0 %		0 %		0 %
7 Does the bond issue meet the private security or payment test? . . . . .		X		X		X		X
8a Has there been a sale or disposition of any of the bond financed property to a nongovernmental person other than a 501(c)(3) organization since the bonds were issued?. . . . . . . . . . . . . . . . .		X		X		X		X
b If "Yes" to line 8a, enter the percentage of bond-financed property sold or disposed of.
c If "Yes" to line 8a, was any remedial action taken pursuant to Regulations sections 1.141-12 and 1.145-2? . . . . . . . . . . . . .
9 Has the organization established written procedures to ensure that all nonqualified bonds of the issue are remediated in accordance with the requirements under Regulations sections 1.141-12 and 1.145-2? . . . . . . .		X		X		X		X

	A		B		C		D
	Yes	No	Yes	No	Yes	No	Yes	No
1 Has the issuer filed Form 8038-T? . . . . .		X		X		X		X
2 If "No" to line 1, did the following apply? . . . .
a Rebate not due yet? . . . . . . . .		X		X	X		X
b Exception to rebate? . . . . . . . .		X		X		X		X
c No rebate due? . . . . . . . .	X		X			X		X
If you checked "No rebate due" in line 2c, provide in Part VI the date the rebate computation was performed
3 Is the bond issue a variable rate issue? . . . .	X			X		X		X
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?		X		X		X		X
b Name of provider . . . . . . . . .
c Term of hedge . . . . . . . . . .
d Was the hedge superintegrated? . . . .
e Was the hedge terminated? . . . . . .

	A		B		C		D
	Yes	No	Yes	No	Yes	No	Yes	No
5a Were gross proceeds invested in a guaranteed investment contract (GIC)? . . . . . . . . .		X		X		X		X
b Name of provider . . . . . . . . .
c Term of GIC . . . . . . . . . .
d Was the regulatory safe harbor for establishing the fair market value of the GIC satisfied? . . . . .
6 Were any gross proceeds invested beyond an available temporary period? . . . . . . . .		X		X		X		X
7 Has the organization established written procedures to monitor the requirements of section 148? . . .		X		X		X		X

	A		B		C		D
	Yes	No	Yes	No	Yes	No	Yes	No
Has the organization established written procedures to ensure that violations of federal tax requirements are timely identified and corrected through the voluntary closing agreement program if self-remediation is not available under applicable regulations?		X		X		X		X

Return Reference	Explanation
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.

1(a) Name of disqualified person	(c) Description of transaction	(d) Corrected?
1(a) Name of disqualified person	(c) Description of transaction	Yes	No

(a) Name of interested person	(b) Relationship with organization	(c) Purpose of loan	(d) Loan to or from the organization?		(e)Original principal amount	(f)Balance due	(g) In default?		(h) Approved by board or committee?		(i)Written agreement?
(a) Name of interested person	(b) Relationship with organization	(c) Purpose of loan	To	From	(e)Original principal amount	(f)Balance due	Yes	No	Yes	No	Yes	No
(1) Bryan Nermoe	COO - Sanford Clinic	Retention Loan		X	30,000	887		No		No	Yes
(2) Maria Bell	Trustee/Physician	Retention Loan		X	100,000	54,250		No		No	Yes
(3) Maria Bell	Trustee/Physician	Retention Loan		X	150,000	71,386		No		No	Yes
(4) David Pearce	COO/VP - Sanford Research	Retention Loan		X	50,000	2,723		No		No	Yes


Total ...... $						129,246

(a) Name of interested person	(b) Relationship between interested person and the organization	(c) Amount of transaction	(d) Description of transaction	(e) Sharing of organization's revenues?
(a) Name of interested person		(c) Amount of transaction	(d) Description of transaction	Yes	No
(1) Amy Entenman	James Entenman - family relationship	56,707	Compensation		No
(2) Jan Feder	Jerome Feder - family relationship	94,041	Compensation		No
(3) Brent Hardie	Richard Hardie - family relationship	15,876	Compensation		No
(4) Megan Hemmelgarn	Mark Paulson - family relationship	37,136	Compensation		No
(5) Kim Goetsch	Steve Goetsch - family relationship	48,984	Compensation		No
(6) Nancy Salmon	Robert Salmon - family relationship	93,709	Compensation		No
(7) Kirby Johnson	Joy Johnson - family relationship	62,638	Compensation		No
(8) Casey Johnson	Joy Johnson - family relationship	135,164	Compensation		No
(9) Dorothy Larson	Gordon Larson - family relationship	37,747	Compensation		No
(10) Jenny Marsden	Richard Marsden - family relationship	101,241	Compensation		No
(11) Kathryn Nermoe	Bryan Nermoe - family relationship	84,490	Compensation		No
(12) Joshua Weiland	Edmond Weiland - family relationship	70,820	Compensation		No
(13) Corrie Weiland	Edmond Weiland - family relationship	118,906	Compensation		No
(14) Annette White	Nate White - family relationship	130,141	Compensation		No
(15) Paige Richard	Paul Richard - family relationship	20,429	Compensation		No
(16) Midwest Catering	Barbara Stork - Owner	255,683	Catering Services		No
(17) SunDog	Brent Teiken - Owner	3,414,828	Marketing		No
(18) 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.		No

	(a) Check if applicable	(b) Number of contributions or items contributed	(c) Noncash contribution amounts reported on Form 990, Part VIII, line 1g	(d) Method of determining noncash contribution amounts
1 Art—Works of art ....
2 Art—Historical treasures .
3 Art—Fractional interests ..
4 Books and publications ..
5 Clothing and household goods .......
6 Cars and other vehicles ..
7 Boats and planes ....
8 Intellectual property ...
9 Securities—Publicly traded .
10 Securities—Closely held stock .
11 Securities—Partnership, LLC, or trust interests ....
12 Securities—Miscellaneous ..
13 Qualified conservation contribution—Historic structures .....
14 Qualified conservation contribution—Other ...
15 Real estate—Residential .
16 Real estate—Commercial ..
17 Real estate—Other ...
18 Collectibles .....
19 Food inventory ...
20 Drugs and medical supplies .
21 Taxidermy ......
22 Historical artifacts ....
23 Scientific specimens ..
24 Archeological artifacts ...
25 Other ( Medical equip )	X	4	80,797	FMV
26 Other ( )
27 Other ( )
28 Other ( )

Return Reference	Explanation
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