Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 11,499,471 | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 67,474,389 |
| 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 | 11,499,471 | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 67,474,389 |
| 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. | 67,474,389 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 11,499,471 | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 67,474,389 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 248,488 | 145,128 | 194,459 | 134,680 | 180,637 | 903,392 |
| 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 VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 68,377,781 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (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) 2014 | (b) 2015 | (c) 2016 | (d) 2017 | (e) 2018 | (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 VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2018 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2018 |
(iii) Distributable Amount for 2018 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2018 from Section C, line 6 |
||||
|
2
Underdistributions, if any, for years prior to 2018 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2018: | ||||
| a From 2013....... | ||||
| b From 2014....... | ||||
| c From 2015....... | ||||
| d From 2016....... | ||||
| e From 2017....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2018 distributable amount | ||||
|
i
Carryover from 2013 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2018 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2018 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2018, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2018. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2019. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2014...... | ||||
| b Excess from 2015..... | ||||
| c Excess from 2016..... | ||||
| d Excess from 2017..... | ||||
| e Excess from 2018..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4A | DURING THIS PERIOD, STRATIS HEALTH WORKED WITH 5,486 INDIVIDUALS AT 1,694 ORGANIZATIONS TO ADVANCE HEALTH CARE QUALITY AND SAFETY. STRATIS HEALTH'S LARGEST BODY OF WORK WAS LEADING THE MEDICARE QUALITY INNOVATION NETWORK-QUALITY IMPROVEMENT ORGANIZATION (QIN-QIO) SERVING MICHIGAN, MINNESOTA, AND WISCONSIN ON BEHALF OF THE CENTERS FOR MEDICARE & MEDICAID SERVICES (CMS) THROUGH THE LAKE SUPERIOR QUALITY INNOVATION NETWORK. THIS PROGRAM IS FOCUSED ON IMPROVING THE QUALITY OF CARE FOR SENIORS AND OTHER MEDICARE BENEFICIARIES. OTHER STRATIS HEALTH WORK FACILITATED HEALTH CARE QUALITY IMPROVEMENT AND SAFETY FOR PEOPLE AND COMMUNITIES IN MINNESOTA AND ACROSS THE NATION, PRIMARILY IN E-HEALTH, RURAL HEALTH, LONG-TERM CARE, CULTURAL COMPETENCE, AND PATIENT SAFETY. WE LEVERAGED OUR SKILLS IN INFRASTRUCTURE BUILDING, CARE DELIVERY REDESIGN, AND COMMUNITY CAPACITY BUILDING TO DRIVE AND SUPPORT HEALTH CARE QUALITY IMPROVEMENT. SUPPORTING QUALITY IMPROVEMENT, WE DEVELOPED TOOLS AND RESOURCES THAT ARE AVAILABLE THROUGH OUR WEBSITE (WWW.STRATISHEALTH.ORG). MEDICARE QIN-QIO - LAKE SUPERIOR QUALITY INNOVATION NETWORK LEADING THE FEDERALLY DESIGNATED LAKE SUPERIOR QUALITY INNOVATION NETWORK FROM 2014 TO 2019, STRATIS HEALTH DROVE LOCAL QUALITY IMPROVEMENT INITIATIVES AND INNOVATIONS TO ACHIEVE THE NATIONAL QUALITY GOALS, ON BEHALF OF CMS AND MORE THAN FOUR MILLION MEDICARE CONSUMERS IN MICHIGAN, MINNESOTA AND WISCONSIN. WE MOBILIZED CLINICIANS, PARTNERS, PATIENTS AND FAMILIES TO DRIVE QUALITY IMPROVEMENT AT THE COMMUNITY LEVEL WITH THE GOALS OF MAKING HEALTH CARE SAFER; SUPPORTING ACTIVE ENGAGEMENT AND SELF-MANAGEMENT OF CHRONIC CONDITIONS; ELIMINATING HEALTH DISPARITIES; PROMOTING BEST PRACTICES FOR HEALTHY LIVING; DELIVERING IMPROVED ACCESS TO CARE; AND MAKING HEALTH CARE AFFORDABLE. STRATIS HEALTH BROUGHT TOGETHER COMMUNITIES IN REGIONAL LEARNING AND ACTION NETWORKS TO SHARE AND BUILD KNOWLEDGE, SPREAD BEST PRACTICES, AND ACHIEVE RAPID, WIDE-SCALE IMPROVEMENTS. OUR PROGRAM-SPECIFIC WEBSITE (WWW.LSQIN.ORG) ACTIVELY SUPPORTED DISSEMINATION OF QUALITY IMPROVEMENT TOOLS AND RESOURCES. IN MINNESOTA, STRATIS HEALTH DIRECTLY SUPPORTED HEALTH CARE ORGANIZATIONS AND CLINICIANS WITH EVIDENCE-BASED CLINICAL INTERVENTIONS AND OBJECTIVE EXPERTISE THAT LET THEM CAN FOCUS ON PUTTING PATIENTS FIRST. AND, WE FACILITATED COMMUNITY-BASED QUALITY IMPROVEMENT PLANNING. WE SUBCONTRACTED WITH NONPROFIT ORGANIZATIONS IN MICHIGAN AND WISCONSIN TO SUPPORT LOCAL IMPLEMENTATION IN THOSE STATES. ACROSS THE LAKE SUPERIOR QIN REGION, WE LEVERAGED STRONG AND LONGSTANDING COLLABORATIVE WORKING RELATIONSHIPS WITH PARTNERS AND STAKEHOLDERS-INCLUDING THE AMERICAN HEART ASSOCIATION, MIDWEST KIDNEY NETWORK, STATE HEALTH DEPARTMENTS, AREA AGENCIES ON AGING, COMMUNITY-BASED ORGANIZATIONS, AND PROFESSIONAL AND TRADE ASSOCIATIONS-TO ALIGN AND ACCELERATE ACHIEVEMENT OF CMS QUALITY GOALS. WE WORKED WITH NEARLY 2,500 HEALTH CARE ORGANIZATIONS-INCLUDING HOSPITALS, PRIMARY CARE CLINICS, NURSING HOMES, AND HOME HEALTH AGENCIES-ACROSS MICHIGAN, MINNESOTA AND WISCONSIN TO IMPROVE CARE DELIVERY FOR MEDICARE BENEFICIARIES. OUR EDUCATIONAL ACTIVITIES INCLUDED HOSTING MORE THAN 400 LEARNING AND ACTION EVENTS, WITH NEARLY 15,000 ATTENDEES. EXAMPLES OF OUR IMPACT RESULTS TO DATE FROM THE THREE-STATE REGION OF LAKE SUPERIOR QIN INCLUDE: ACROSS THE CARE CONTINUUM LAKE SUPERIOR QIN MOBILIZED MORE THAN 2,450 PEOPLE FROM 1,182 ORGANIZATIONS TO IMPROVE CARE COORDINATION AND TRANSITIONS IN 27 COMMUNITY COLLABORATIVES THAT SERVE 1.5 MILLION MEDICARE FFS BENEFICIARIES-63 PERCENT OF THE TOTAL ACROSS OUR REGION. THROUGH FOCUSED ATTENTION, MEDICARE BENEFICIARIES WERE ABLE TO SPEND MORE NIGHTS AT HOME RATHER THAN IN THE HOSPITAL. OUR COMMUNITIES: -AVOIDED 58,047 HOSPITAL ADMISSIONS, AT A COST SAVINGS OF $669.4 MILLION. -AVOIDED 15,499 HOSPITAL READMISSIONS, AT A COST SAVINGS OF $199.4 MILLION. LAKE SUPERIOR QIN HELD 61 EDUCATIONAL SESSIONS ON A VARIETY OF TOPICS RELATED TO REDUCING HOSPITAL STAYS, WITH CONGESTIVE HEART FAILURE AND SEPSIS PROGRAMS DRAWING THE GREATEST PARTICIPATION. OUR 13 RURAL COMMUNITIES APPLIED CREATIVE SOLUTIONS TO OVERCOME A LACK OF COMMUNITY RESOURCES, SUCH AS CONNECTING TO THEIR AREA AGENCY ON AGING TO PROVIDE EVIDENCE-BASED PROGRAMS TO KEEP PEOPLE SAFE AT HOME. ADULT PRIMARY CARE CLINICS AND OTHER OUTPATIENT HEALTH CARE SETTINGS LAKE SUPERIOR QIN WORKED WITH 156 MEDICAL CLINICS, REPRESENTING APPROXIMATELY MORE THAN 880 CLINICIANS, TO TRACK QUALITY IMPROVEMENTS IN CARDIAC CARE AND MEET CLINICAL CARE GOALS FOR USE OF ASPIRIN, BLOOD PRESSURE CONTROL, CHOLESTEROL MANAGEMENT, AND SMOKING SCREENING AND CESSATION. THESE CLINICS: -INCREASED THE USE OF A BLOOD PRESSURE PROTOCOL FROM 11.4% TO 97.6%, FROM NOVEMBER 2016 TO JANUARY 2019. -WE TRAINED MORE THAN 380 CLINICIANS IN BP MEASUREMENT COMPETENCY, WHO ACHIEVED A 10.8 PERCENT IMPROVEMENT IN GENERAL KNOWLEDGE RELATED TO BP MEASUREMENT AND HYPERTENSION MANAGEMENT FROM PRE-TO POST-TEST SCORES. TO HELP PATIENTS BETTER MANAGE THEIR DIABETES OR PREDIABETES, WE PROVIDED TECHNICAL ASSISTANCE TO MORE THAN 170 PRIMARY CARE PRACTICES ON REFERRAL WORKFLOW PROCESSES, DIABETES SELF-MANAGEMENT EDUCATION (DSME), AND FOOT EXAM EDUCATION. LAKE SUPERIOR QIN GRADUATED 2,800 MEDICARE BENEFICIARIES FROM DSME PROGRAMS IN 723 WORKSHOPS. -GRADUATES FROM 2015 AND 2016 THAT WERE MEASURED AGAIN IN 2017 LOST AN AVERAGE OF FIVE POUNDS, WITH 72% OF THESE GRADUATES HAVING NO WEIGHT GAIN. THESE PARTICIPANTS ALSO REDUCED THEIR TRIGLYCERIDE LEVELS BY AN AVERAGE OF 9 MG/DL, REDUCING THEIR RISK FOR STROKE. OF THE 292 RECRUITED OUTPATIENT SETTINGS, 98% IMPLEMENTED AN ANTIBIOTIC STEWARDSHIP PROGRAM THAT DEMONSTRATES AND MAINTAINS EACH OF THE FOUR BEST PRACTICE ELEMENTS, AS DEFINED BY THE CENTERS FOR DISEASE CONTROL AND PREVENTION. -1.3% DECREASE IN ANTIBIOTIC PRESCRIPTION RATES IN OUR REGION FOR ALL MEDICARE BENEFICIARIES. HOSPITALS WE ASSISTED HOSPITALS WITH QUALITY REPORTING AND IMPROVEMENT INITIATIVES BY CREATING A BRIDGE BETWEEN STATE AND NATIONAL EFFORTS, INCLUDING UNDERSTANDING VALUE-BASED PURCHASING, A REWARDS SYSTEM WITH INCENTIVE PAYMENTS FOR QUALITY OF CARE. LAKE SUPERIOR QIN HELPED HOSPITALS AND FACILITIES ACROSS THE REGION: -ACHIEVE HIGH QUALITY RATINGS IN THE CMS HOSPITAL COMPARE FIVE-STAR RATING SYSTEM. IN 2018, 64.5% (195 OF THE 302) ACUTE CARE AND CRITICAL ACCESS HOSPITALS WORKING WITH LAKE SUPERIOR QIN, THAT MET MINIMUM CASE VOLUME REQUIREMENTS, ACHIEVED A RATING OF FOUR OR MORE STARS. -AVOID PENALTIES RELATED TO THE HOSPITAL VALUE-BASED PURCHASING PROGRAM FOR FISCAL YEAR 2019. 77.4% OF ACUTE CARE HOSPITALS WILL AVOID PENALTIES TO THEIR MS-DRG PART A CLAIMS. -SAVE MORE THAN $822 MILLION IN MEDICARE SPENDING FOR YEARS 2016 AND 2017 COMPARED TO THE NATIONAL AVERAGE. LAKE SUPERIOR QIN WORKED MULTIPLE CLINICIAN TYPES TO REDUCE HOSPITAL READMISSIONS RELATED TO ADVERSE DRUG EVENTS FOR PATIENTS ON THE HIGH-RISK MEDICATIONS (HRM): ANTICOAGULANTS, DIABETIC AGENTS, OR OPIOIDS. ACHIEVEMENTS INCLUDED: -889 FEWER READMISSIONS FOR HRM BENEFICIARIES ON ANTICOAGULANTS, A COST SAVINGS OF $11.4 MILLION -1,176 FEWER READMISSIONS FOR HRM BENEFICIARIES ON DIABETIC AGENTS, A COST SAVINGS OF $15.1 MILLION -68,705 FEWER HRM BENEFICIARIES IN OUR REGION ARE TAKING OPIOIDS NURSING HOMES LAKE SUPERIOR QIN WORKED WITH 933 NURSING HOMES (86% OF ALL MEDICARE AND/OR MEDICAID CERTIFIED NURSING HOMES IN THE THREE STATES) TO ENHANCE SYSTEMS OF CARE THAT LEAD TO BETTER OUTCOMES, ADDRESS SYSTEMIC ISSUES, AND IMPROVE OVERALL CARE. RESIDENT CARE HAS IMPROVED SINCE 2016, WITH -7,793 FEWER RESIDENTS TAKING ANTIPSYCHOTIC MEDICATION-AN 18.89% RELATIVE IMPROVEMENT RATE (RIR) -4,697 FEWER URINARY TRACT INFECTION DIAGNOSES-A 38.14% RIR, RESULTING IN $12.79 MILLION IN AVOIDED COSTS -APPROXIMATELY 54 FEWER C. DIFFICILE INFECTION DIAGNOSES-AN 20.17% RIR. |
| FORM 990, PART III, LINE 4A | ADDITIONAL FEATURED WORK AHRQ ANTIBIOTIC SAFETY INITIATIVE STRATIS HEALTH PROVIDED TECHNICAL ASSISTANCE TO APPROXIMATELY 100 HOSPITALS AND 100 NURSING HOMES IN THE CENTRAL AND SOUTHERN UNITED STATES, TO SUPPORT THEIR ADOPTION OF APPROPRIATE ANTIBIOTIC PRESCRIBING PRACTICES. THE AGENCY FOR HEALTHCARE RESEARCH AND QUALITY (AHRQ) IS FUNDING A NATIONWIDE INITIATIVE TO OPTIMIZE USE OF ANTIBIOTICS ACROSS HEALTH CARE SETTINGS. STRATIS HEALTH IS A PARTNER WITH NORC, SUPPORTING RESEARCHERS AT JOHNS HOPKINS ARMSTRONG INSTITUTE FOR PATIENT SAFETY AND QUALITY WHO AIM TO IDENTIFY WHICH APPROACHES ARE MOST HELPFUL AND OPERATIONALIZE EFFORTS TO OPTIMIZE ANTIBIOTIC PRESCRIBING. HEALTH EQUITY - REDUCING DISPARITIES AS A PARTNER IN THE MEDICARE QIN-QIO PARTNERSHIP TO ADVANCE TRIBAL HEALTH (PATH) PROJECT, STRATIS HEALTH ASSISTS TWO FEDERAL INDIAN HEALTH SERVICE HOSPITALS IN MINNESOTA-CASS LAKE INDIAN HEALTH SERVICE UNIT AND RED LAKE INDIAN HEALTH SERVICE UNIT-TO BUILD THEIR CAPACITY FOR QUALITY IMPROVEMENT, PATIENT SAFETY, AND LEADERSHIP. STRATIS HEALTH'S CULTURE CARE CONNECTION (WWW.CULTURECARECONNECTION.ORG) IS AN ONLINE LEARNING AND RESOURCE CENTER TO ADVANCE CULTURALLY-COMPETENT CARE IN MINNESOTA. IT OFFERS RESOURCES ON POPULATION-SPECIFIC DATA ON HEALTH AND SOCIAL DETERMINANT DISPARITIES, IMPLICIT BIAS IN HEALTH CARE, AND ORGANIZATIONAL CULTURE CHANGE. RURAL HEALTH VALUE STRATIS HEALTH PARTNERS WITH THE RURAL POLICY RESEARCH INSTITUTE (RUPRI) CENTER FOR RURAL HEALTH POLICY ANALYSIS AT THE UNIVERSITY OF IOWA TO ASSIST RURAL COMMUNITIES AND PROVIDERS TRANSITION TO A HIGH-PERFORMANCE RURAL HEALTH SYSTEM. SINCE THIS WORK FUNDED BY THE FEDERAL OFFICE OF RURAL HEALTH POLICY (FORHP) LAUNCHED IN 2012, WE HAVE DEVELOPED AND DISSEMINATED 25 INNOVATION PROFILES, AS WELL AS TOOLS TO HELP RURAL ORGANIZATIONS AND LEADERS MOVE TOWARD VALUE-BASED CARE AND PAYMENT (FOUND ON WWW.RURALHEALTHVALUE.ORG), AND PROVIDED TECHNICAL ASSISTANCE TO 19 RURAL HEALTH CARE ORGANIZATIONS ACROSS THE COUNTRY TO HELP THEM TO IMPROVE CARE COORDINATION, ENHANCE PATIENT OUTCOMES, AND LOWER HEALTH CARE COSTS. WE CONVENED THREE NATIONAL GROUPS TO INFORM APPROACHES FOR INNOVATION, CARE DELIVERY, AND PAYMENT IN RURAL HEALTH CARE DELIVERY. RURAL PALLIATIVE CARE STRATIS HEALTH IS BUILDING THE CAPACITY OF RURAL HEALTH LEADERS IN NORTH DAKOTA, WASHINGTON, AND WISCONSIN TO EXPAND ACCESS TO RURAL COMMUNITY-BASED PALLIATIVE CARE SERVICES IN 20 COMMUNITIES IN TOTAL ACROSS THE THREE STATES, AND TO CONTINUE TO ADVANCE RURAL PALLIATIVE CARE IN MINNESOTA. FUNDED BY A PRIVATE FOUNDATION GRANT, THIS THREE-YEAR PROJECT AIMS TO BUILD LOCAL CAPACITY TO OFFER PALLIATIVE CARE SERVICES, FRAME PALLIATIVE CARE WITHIN EMERGING PAYMENT MODELS, AND EXPLORE HOW TECHNOLOGY CAN ENHANCE THE QUALITY AND EFFICIENCY OF SERVICES. STRATIS HEALTH'S RURAL PALLIATIVE CARE RESOURCE CENTER IS AT: WWW.STRATISHEALTH.ORG/PALCARE. RURAL QUALITY IMPROVEMENT TECHNICAL ASSISTANCE THROUGH THIS FORHP PROGRAM, STRATIS HEALTH WORKS WITH 45 STATE RURAL FLEX PROGRAMS TO INCREASE QUALITY DATA REPORTING AND IMPROVE CARE QUALITY AT THE NATION'S 1,350 CRITICAL ACCESS HOSPITALS (CAH) AND ACROSS FORHP FUNDED NETWORKS. WE PROVIDE TECHNICAL ASSISTANCE AND DEVELOP QUALITY REPORTING AND IMPROVEMENT RESOURCES TO SUPPORT CAH SUCCESS IN THE MEDICARE BENEFICIARY QUALITY IMPROVEMENT PROJECT (MBQIP). OUR RESOURCES ARE POSTED ON THE NATIONAL RURAL RESOURCES CENTER WEBSITE AT WWW.RURALCENTER.ORG/TASC/MBQIP. STRATIS HEALTH MIPS ESTIMATOR OUR STRATIS HEALTH MIPS ESTIMATOR (WWW.MIPSESTIMATOR.ORG) IS A COMPREHENSIVE, ACCURATE, EASY-TO-USE, ONLINE TOOL AVAILABLE AT NO COST THAT SUPPORTS CLINICIANS AND HEALTH CARE ORGANIZATIONS WITH THE MERIT-BASED INCENTIVE PAYMENT SYSTEM (MIPS). NEARLY 900 ORGANIZATIONS, REPRESENTING APPROXIMATELY 86,000 CLINICIANS, HAVE USED THE ONLINE TOOL TO PREPARE FOR SUCCESS IN THE CMS QUALITY PAYMENT PROGRAM. GRANTS TO OTHER ORGANIZATIONS DURING THE FISCAL YEAR AUGUST 1, 2018, THROUGH JULY 31, 2019, STRATIS HEALTH PROVIDED FIVE FINANCIAL GRANTS TOTALING $68,500 TO ORGANIZATIONS THAT FOSTER EXCELLENCE IN HEALTH CARE OR PROVIDE EDUCATION OR ACTIVITIES WITH THE GOAL OF IMPROVING THE HEALTH OF MINNESOTANS. AS A NONPROFIT ORGANIZATION GUIDED BY AN INDEPENDENT COMMUNITY-BASED BOARD OF DIRECTORS, STRATIS HEALTH IS COMMITTED TO BEING A RESPONSIBLE AND ENGAGED COMMUNITY MEMBER. THESE STRATIS HEALTH BUILDING HEALTHIER COMMUNITIES GRANTS SUPPORT INITIATIVES THAT CAN HELP GROW AN APPRECIATION FOR THE CULTURE OF HEALTH CARE QUALITY IN MINNESOTA. |
| FORM 990, PART VI, SECTION A, LINE 1 | THE EXECUTIVE COMMITTEE SHALL CONSIST OF THE CHAIR, THE VICE CHAIR, THE IMMEDIATE PAST CHAIR, THE SECRETARY AND AT LEAST ONE OTHER DIRECTOR DESIGNATED BY THE BOARD. THE CHAIR OF THE BOARD SHALL BE CHAIR OF THE EXECUTIVE COMMITTEE. THE EXECUTIVE COMMITTEE SHALL AT ALL TIMES BE SUBJECT TO THE CONTROL AND DIRECTION OF THE BOARD OF DIRECTORS. DURING SUCH INTERVALS AND SUBJECT TO SUCH CONTROL AND DIRECTION, THE EXECUTIVE COMMITTEE SHALL HAVE AND MAY EXERCISE ALL OF THE AUTHORITY AND POWERS OF THE BOARD OF DIRECTORS IN THE MANAGEMENT OF THE BUSINESS OF THE CORPORATION, SUBJECT TO SUCH LIMITATIONS AS THE BOARD OF DIRECTORS MAY IMPOSE FROM TIME TO TIME. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS REVIEWED BY THE CFO AND CONTROLLER, AND COPIES OF THE RETURN ARE PROVIDED TO THE FINANCE COMMITTEE FOR REVIEW AND RECOMMENDATION OF ITS ACCEPTANCE TO THE BOARD. THE BOARD IS PROVIDED A COPY TO REVIEW PRIOR TO APPROVAL FOR FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | STRATIS HEALTH HAS AN ORGANIZATIONAL CONFLICT OF INTEREST POLICY WHICH IS INCORPORATED INTO ITS COMPLIANCE PLAN INITIALLY UPON ELECTION TO THE STRATIS HEALTH BOARD OF DIRECTORS AND HIRE TO THE ORGANIZATION AND ON AN ANNUAL BASIS, ALL STRATIS HEALTH BOARD MEMBERS, SENIOR MANAGEMENT AND OTHER KEY STRATIS HEALTH PERSONNEL ARE REQUIRED TO REVIEW THE POLICY AND COMPLETE THE CONFLICT OF INTEREST QUESTIONNAIRE SO THAT STRATIS HEALTH IS AWARE AND ABLE TO DEVELOP MITIGATION PLANS TO MANAGE ANY POTENTIAL, PERCEIVED OR REAL CONFLICTS. THE PROCESS IS MANAGED BY STRATIS HEALTH'S SENIOR VICE PRESIDENT ADMINISTRATION/COMPLIANCE OFFICER. EACH RESPONSIBLE PERSON SHALL BE REQUIRED TO REVIEW A COPY OF THE CONFLICT OF INTEREST POLICY AND TO ACKNOWLEDGE IN WRITING THAT HE OR SHE HAS DONE SO. THIS SHALL BE DONE ANNUALLY BY EACH RESPONSIBLE PERSON. A DIRECTOR, OFFICER OR KEY PERSONNEL WHO HAS A CONFLICT OF INTEREST SHALL REPORT ALL FACTS MATERIAL TO THE CONFLICT TO THE CHAIR OF THE BOARD. THE CHAIR SHALL REPORT THE DISCLOSURE TO STRATIS HEALTH'S COMPLIANCE OFFICER AND AT THE MEETING, THE DISCLOSURE SHALL BE REFLECTED IN THE MEETING MINUTES. A PERSON WHO HAS A CONFLICT OF INTEREST SHALL NOT PARTICIPATE IN OR BE PERMITTED TO HEAR THE BOARD OR COMMITTEE DISCUSSION OF THE MATTER EXCEPT TO DISCLOSE MATERIAL FACTS AND TO RESPOND TO QUESTIONS. THE PERSON HAVING THE CONFLICT OF INTEREST MAY NOT VOTE ON THE CONTRACT OR TRANSACTION AND SHALL NOT BE PRESENT IN THE MEETING ROOM WHEN THE VOTE IS TAKEN, UNLESS THE VOTE IS DONE BY SECRET BALLOT. |
| FORM 990, PART VI, SECTION B, LINE 15 | IN ACCORDANCE WITH INTERNAL REVENUE CODE (IRC SECTION 4958) STRATIS HEALTH IMPLEMENTED AN EXECUTIVE COMPENSATION INTERMEDIATE SANCTIONS COMPLIANCE PLAN (ISCP) IN 2005. THE COMPENSATION SETTING COMMITTEE IS COMPRISED OF MEMBERS OF STRATIS HEALTH'S EXECUTIVE/FINANCE BOARD COMMITTEE. THE COMMITTEE SERVES AS THE DECISION-MAKING BODY IN DETERMINING REASONABLE LEVELS OF COMPENSATION AND BENEFITS FOR THE CHIEF EXECUTIVE OFFICER, SENIOR VICE PRESIDENT AND CHIEF FINANCIAL OFFICER POSITIONS. THE COMMITTEE IS RESPONSIBLE FOR GATHERING SALARY AND BENEFIT COMPARABILITY DATA, WHICH IS DONE ON A BI-ANNUAL BASIS BASED ON REVIEW AND APPROVAL OF THE DATA. THE COMMITTEE IS RESPONSIBLE FOR APPROVING AND FINALIZING THE SALARY RANGE FOR EACH OF THE REVIEWED POSITIONS. THE COMMITTEE ALSO HAS THE RESPONSIBILITY TO APPROVE THE CHIEF EXECUTIVE OFFICER'S SALARY INCREASE ON AN ANNUAL BASIS. THE COMMITTEE ENGAGES A CONSULTANT TO CONDUCT AN INDEPENDENT SURVEY AND REVIEW OF THE SALARY DATA COLLECTED. THIS PROCESS WAS LAST CONDUCTED IN 2019 FOR OFFICERS OF STRATIS HEALTH. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION PROVIDES THE FOLLOWING UPON REQUEST: A DESCRIPTION OF ITS PROGRAM ACTIVITIES AND ACCOMPLISHMENTS AND GEOGRAPHIC AREA SERVED, A SUMMARY OF THE TOTAL COST OF EACH MAJOR PROGRAM (TO THE EXTENT REQUIRED IN THE IRS FORM 990) AND A LIST OF THE ORGANIZATION'S BOARD OF DIRECTORS. THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY OR FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC. |
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