Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and 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 | |||||
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Total |
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Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 5,192,480 | 61,167,398 |
| 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 | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 5,192,480 | 61,167,398 |
| 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. | 61,167,398 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 14,157,129 | 13,970,289 | 14,123,461 | 13,724,039 | 5,192,480 | 61,167,398 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 145,128 | 194,459 | 134,680 | 180,637 | 119,133 | 774,037 |
| 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 | 61,941,435 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) 2015 | (b) 2016 | (c) 2017 | (d) 2018 | (e) 2019 | (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) |
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| 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 2019 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-2019 |
(iii) Distributable Amount for 2019 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2019 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2019: | ||||
| a From 2014....... | ||||
| b From 2015....... | ||||
| c From 2016....... | ||||
| d From 2017....... | ||||
| e From 2018....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2019 distributable amount | ||||
|
i
Carryover from 2014 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2019 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2019 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2019, 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 2019. 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 2020. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2015..... | ||||
| b Excess from 2016..... | ||||
| c Excess from 2017..... | ||||
| d Excess from 2018..... | ||||
| e Excess from 2019..... | ||||
| Facts And Circumstances Test |
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| 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 I, LINE 19: | THE NET REVENUE OF ($720,382) REFLECTED IN LINE 19 ON PAGE 1 INCLUDES NON-OPERATING BOARD DESIGNATED EXPENSES THAT ARE NOT FUNDED FROM ANY OF STRATIS HEALTH'S EXISTING BUSINESS. REMOVING THESE BOARD DESIGNATED EXPENSES RESULTS IN A NET REVENUE FROM OPERATIONS OF ($348,819) FOR THE FISCAL YEAR. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | OUR AGILE STAFF DELIVERS DATA-DRIVEN INSIGHTS, EVIDENCE-BASED INTERVENTIONS, AND LEADING-EDGE IMPROVEMENT METHODOLOGIES THAT INSPIRE ORGANIZATIONS AND COMMUNITIES TO ACHIEVE SOLUTIONS TO THEIR MOST COMPLEX AND DIVERSE HEALTH IMPROVEMENT CHALLENGES. WE ARE FUNDED BY FEDERAL AND STATE GOVERNMENT AGENCIES, FOUNDATIONS, AND PRIVATE CUSTOMERS SUCH AS HEALTH PLANS, HEALTH SYSTEMS, AND EMPLOYERS AND OTHER PURCHASERS, PROVIDING TECHNICAL ASSISTANCE AND SUPPORT ACROSS ALL TYPES OF HEALTH CARE ORGANIZATIONS. EXAMPLES INCLUDE HOSPITALS, CLINICS, NURSING HOMES, AND HOME HEALTH AGENCIES WHERE WE SUPPORT CLINICIANS IN DELIVERING HEALTH CARE IN SAFE, HIGH-QUALITY, AND EVIDENCE-BASED WAYS. TO MEET ITS MISSION, STRATIS HEALTH DEVELOPED A TRANSFORMATION FRAMEWORK THAT DEFINES THE FOUNDATIONS NECESSARY TO ORGANIZATIONS TO IMPROVE AND SUSTAIN CHANGE IN HEALTH CARE AND THE ACTIONS NEEDED AND DESIRED BETWEEN HEALTH CARE AND COMMUNITIES. WE HELP CUSTOMERS BUILD RELATIONSHIPS, MANAGE POPULATIONS, AND ADD VALUE IN A RAPIDLY CHANGING ENVIRONMENT. CORE TO THE FRAMEWORK IS ADDRESSING HEALTH EQUITY AND SOCIAL DETERMINANTS TO ACHIEVE BETTER CARE, BETTER HEALTH, AND LOWER COSTS. THE FOLLOWING SUMMARIZES OUR WORK DURING THE FISCAL YEAR AUGUST 1, 2019, THROUGH JULY 31, 2020. STRATIS HEALTH IS CELEBRATING 50 YEARS AS AN INDEPENDENT 501(C)3 NONPROFIT ORGANIZATION WHOSE MISSION IS TO COLLABORATE AND INNOVATE TO IMPROVE HEALTH. WE ARE TRUSTED EXPERTS IN LEADING HEALTH CARE TRANSFORMATION TO MAKE LIVES BETTER NATIONWIDE. WE DEVELOP AND GUIDE HEALTH IMPROVEMENT INITIATIVES ACROSS THE CONTINUUM OF CARE THAT RESULT IN BETTER HEALTH AND CARE FOR PEOPLE AND COMMUNITIES. DURING FY20, STRATIS HEALTH WORKED WITH 4,867 INDIVIDUALS AT 1,591 ORGANIZATIONS TO ADVANCE HEALTH CARE QUALITY AND SAFETY. STRATIS HEALTH'S IMPROVEMENT WORK PIVOTED STARTING IN MARCH 2020 TO ADDRESS THE EXTRAORDINARY CHALLENGES PRESENTED BY COVID-19 AND A HEIGHTENED AWARENESS ABOUT HEALTH DISPARITIES AND STRUCTURAL RACISM. WE HAVE WORKED CLOSELY WITH FUNDERS TO USE OUR PROGRAMS, RESOURCES, AND RELATIONSHIPS IN REDIRECTED WAYS TO SUPPORT HEALTH CARE ORGANIZATIONS IN ADDRESSING THE PANDEMIC AND HEALTH INEQUITIES. NON-CRISIS QUALITY IMPROVEMENT WORK HAS ALSO BEEN MAINTAINED WITH HEALTH CARE PROFESSIONALS NOT ENGAGED ON THE HEALTH CARE FRONTLINES. STRATIS HEALTH'S LARGEST BODY OF WORK DURING FY20 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). WE COMPLETED A FIVE-YEAR PROGRAM CYCLE IN NOVEMBER OF 2019 AS LAKE SUPERIOR QUALITY INNOVATION NETWORK WITH STRATIS HEALTH IN THE LEAD, AND LAUNCHED A NEW FIVE-YEAR PROGRAM CYCLE THROUGH THE JOINT VENTURE WE FORMED, SUPERIOR HEALTH QUALITY ALLIANCE. THIS PROGRAM IS FOCUSED ON IMPROVING THE QUALITY OF CARE FOR SENIORS AND OTHER MEDICARE BENEFICIARIES. IN ADDITION TO THE QIN-QIO PROGRAM EFFORTS, STRATIS HEALTH 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; RACE, HEALTH AND EQUITY; 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. STRATIS HEALTH TOOLS AND RESOURCES ARE AVAILABLE THROUGH OUR WEBSITE (WWW.STRATISHEALTH.ORG). MEDICARE QIN-QIO PROGRAM STRATIS HEALTH CONTINUED TO BUILD ON A LONG HISTORY OF IMPROVING CARE FOR MEDICARE BENEFICIARIES LEADING LAKE SUPERIOR QUALITY INNOVATION NETWORK (2014-2019), AND AS PART OF SUPERIOR HEALTH QUALITY ALLIANCE (2019-2024) AS A FEDERALLY DESIGNATED MEDICARE QUALITY IMPROVEMENT ORGANIZATION (QIO). LAKE SUPERIOR QUALITY INNOVATION NETWORK. THE FIRST THREE MONTHS OF FY20, STRATIS HEALTH WRAPPED UP THE PRIOR QIN-QIO SCOPE OF WORK, FOR WHICH STRATIS HEALTH WAS THE PRIME CONTRACTOR, SERVING MICHIGAN, MINNESOTA, AND WISCONSIN AS LAKE SUPERIOR QUALITY INNOVATION NETWORK, OR LSQIN. THE FOLLOWING IS A SUMMARY OF THE FINAL LSQIN IMPACT REPORT, WHICH CAN BE FOUND HERE. MEDICATION SAFETY: 68,705 FEWER HIGH-RISK BENEFICIARIES ARE TAKING OPIOIDS ANTIBIOTIC STEWARDSHIP: 94% OF PARTICIPATING ORGANIZATIONS IMPLEMENTED AN ANTIBIOTIC STEWARDSHIP PROGRAM WITH ALL CORE ELEMENTS BEHAVIORAL HEALTH: 73% OF BENEFICIARIES IN 600 PRIMARY CARE PRACTICES SCREENED FOR DEPRESSION CARDIAC HEALTH: 98% OF PARTICIPATING PRACTICES USING A BLOOD PRESSURE (BP) PROTOCOL COORDINATION OF CARE: 73,546 FEWER UNNECESSARY READMISSIONS AND ADMISSIONS ACROSS 27 COMMUNITIES, WITH AN ESTIMATED COST SAVINGS OF $868.82 MILLION DIABETES CARE: 2,800 MEDICARE BENEFICIARIES LEARNED TO BETTER MANAGE THEIR DIABETES NURSING HOME QUALITY: 7,900 FEWER NURSING HOME RESIDENTS TAKE ANTIPSYCHOTIC MEDICATIONS QUALITY PAYMENT PROGRAM: 93% OF THE 7,877 ELIGIBLE CLINICIANS PLANNED TO REPORT TO THE QUALITY PAYMENT PROGRAM FOR 2018 QUALITY REPORTING: 65% OF PARTICIPATING ACUTE CARE AND CRITICAL ACCESS HOSPITALS ACHIEVED AT LEAST A FOUR-STAR RATING SUPERIOR HEALTH QUALITY ALLIANCE BEGINNING IN NOVEMBER 2019, RECRUITMENT MODE FOR THE NEW QIN-QIO PROGRAM COMMENCED AS PART OF SUPERIOR HEALTH QUALITY ALLIANCE. FOR THE NINE-MONTH PERIOD REMAINING IN FY20, STRATIS HEALTH LAUNCHED A NEW PROGRAM CYCLE: SUCCESSFULLY RECRUITED AND ENGAGED, AND BEGAN IMPROVING HEALTH CARE QUALITY AND SAFETY FOR SENIORS ADDRESSING THE AIMS LISTED BELOW, MORE THAN 800 NURSING HOMES AND MORE THAN 40 COMMUNITY COALITIONS WHICH INCLUDE MORE THAN 1,600 HEALTH CARE AND COMMUNITY ORGANIZATIONS SERVING MORE THAN 65% OF THE MEDICARE BENEFICIARIES IN THE REGION (MI, MN, WI). INCREASING HEALTH EQUITY BY MEASURING THE IMPACT OF OUR WORK ON POPULATIONS THAT EXPERIENCE THE GREATEST HEALTH DISPARITIES AND CONCENTRATING EFFORT ON THE HEALTH AND SAFETY ISSUES AT THE ROOT OF THOSE DISPARITIES. IMPROVING THE HEALTH CARE EXPERIENCE BY INCREASING COORDINATION AMONG CLINICIANS AND FACILITIES AND ACROSS SETTINGS OF CARE; FACILITATING HEALTH INFORMATION EXCHANGE THROUGH BETTER USE OF TECHNOLOGY; AND ENGAGING PATIENTS, RESIDENTS, AND CAREGIVERS IN THE DESIGN AND DELIVERY OF CARE. PARTICIPATING IN THE NATIONAL NURSING HOME COVID-19 PROJECT ECHO, SERVING AS A TRAINING CENTER IN MICHIGAN AND WISCONSIN. THE OVERALL AIMS OF THE 2019-2024 MEDICARE QIN-QIO PROGRAMS ARE TO: IMPROVE BEHAVIORAL HEALTH OUTCOMES, FOCUSING ON DECREASED OPIOID MISUSE. INCREASE PATIENT SAFETY, INCLUDING REDUCED ADVERSE DRUG EVENTS. INCREASE CHRONIC DISEASE MANAGEMENT, FOCUSING ON CARDIAC/VASCULAR HEALTH, DIABETES, AND CHRONIC KIDNEY DISEASE. INCREASE QUALITY OF CARE TRANSITIONS, INCLUDING REDUCED HOSPITAL READMISSIONS. IMPROVE NURSING HOME QUALITY. |
| FORM 990, PART III, LINE 4A | IMPROVING HEALTH EQUITY AND REDUCING DISPARITIES STRATIS HEALTH IS BUILDING BRIDGES BETWEEN THE COMMUNITY AND HEALTH CARE BY ADDRESSING SOCIAL DETERMINANTS OF HEALTH (SDOH). BASED ON A COMMUNITY HEALTH NEEDS ASSESSMENT IN DULUTH, MN, ESSENTIA HEALTH, ST. LUKE'S HEALTH, AND GENERATIONS HEALTH CARE INITIATIVES FORMED A COLLABORATIVE AND ENGAGED STRATIS HEALTH'S ASSISTANCE FOR THIS WORK. STRATIS HEALTH HELPED THEM IDENTIFY A TECHNOLOGY VENDOR WORKING WITH THE DULUTH TEAM TO AUTOMATE REFERRAL PROCESSES AND WORKFLOWS TO ASSURE HOLISTIC PATIENT NEEDS ARE MET. SDOH WORK IS CONTINUING TO EXPAND USING THE PATHWAYS COMMUNITY HUB MODEL AS A KEY TOOL IN HELPING COMMUNITIES WORK TOGETHER TO SUPPORT VULNERABLE POPULATIONS. STRATIS HEALTH IS ASSISTING MULTIPLE COMMUNITIES IN MINNESOTA ACCELERATE IMPLEMENTATION OF THE MODEL AND PARTNER WITH THE PATHWAYS COMMUNITY HUB INSTITUTE TO ACHIEVE CERTIFICATION AND AVOID PITFALLS OF HUBS THROUGHOUT THE COUNTRY THAT ARE ON THE SAME PATH. THE CMS PARTNERSHIP TO ADVANCE TRIBAL HEALTH (PATH) PROJECT WRAPPED UP IN FY20 A FOUR-YEAR ENGAGEMENT. STRATIS HEALTH FOCUSED ON SUPPORTING 24 INDIAN HEALTH SERVICES (IHS) HOSPITALS ACROSS THE COUNTRY. THE AIM OF THIS PROGRAM IS TO CONTINUOUSLY IMPROVE QUALITY OF CARE BY IMPLEMENTING BEST HEALTH CARE PRACTICES AND IDENTIFYING OTHER OPERATIONAL IMPROVEMENT NEEDS. STRATIS HEALTH SERVES AS A SUBJECT MATTER EXPERT TO THE NATIONAL TEAM AND WORKS WITH TWO IHS HOSPITALS IN MINNESOTA TO DEVELOP LEADERS, BUILD STRONG HOSPITAL SYSTEMS, AND PROMOTE ADOPTION AND SPREAD OF CLINICAL BEST PRACTICES AND QUALITY IMPROVEMENT. STRATIS HEALTH ALSO ASSISTED THE PATH TEAM IN PRODUCING ENVIRONMENTAL SCANS AND A SUMMARY OF PUBLICLY REPORTED DATA FOR 22 TRIBALLY MANAGED (638) HOSPITALS ACROSS THE COUNTRY. FUNDED THROUGH MID-JULY OF 2020, EXAMPLES OF STRATIS HEALTH'S WORK INCLUDE SERVING: O CASS LAKE INDIAN HEALTH SERVICE UNIT (HOSPITAL, ED, CLINIC, DENTAL, PT), WITH A RECENT FOCUS ON TEAMSTEPPS TRAINING AND THE COLLABORATIVE TO BETTER UNDERSTAND AND SUPPORT THE JOURNEY TO WELLNESS FOR PAST, PRESENT, AND FUTURE GENERATIONS OF NATIVE AMERICANS LIVING ON OR NEAR THE LEECH LAKE RESERVATION. O RED LAKE INDIAN HEALTH SERVICE UNIT (HOSPITAL, ED, CLINIC, DENTAL), FOCUSING SUPPORT AND RESOURCES TO ASSIST IN THE TRANSITION TO BECOMING A CRITICAL ACCESS HOSPITAL AND RETAINING HOSPITAL ACCREDITATION AND OBTAINING PATIENT CENTERED MEDICAL HOME (PCMH) CERTIFICATION THROUGH THE JOINT COMMISSION. 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 ACTION-ORIENTED RESOURCES FOR HEALTH CARE PROVIDERS, STAFF, AND ADMINISTRATORS ON POPULATION-SPECIFIC DATA ON HEALTH AND SOCIAL DETERMINANT DISPARITIES, IMPLICIT BIAS IN HEALTH CARE, AND ORGANIZATIONAL CULTURE CHANGE. DURING FY20, THE SITE HAD NEARLY 43,000 TOTAL VISITS. NEARLY 1,000 TOOK THE IMPLICIT BIAS IN HEALTH CARE QUIZ, WITH THE TOP 10 DIVERSITY PAGES VISITED BEING HMONG, SOMALI, AMERICAN INDIAN, KAREN, EUROPEAN, RUSSIAN, AFRICAN AMERICAN, POVERTY, HISPANIC/LATINO, AND ASIAN INDIAN. THROUGH THE COLLABORATIVE HEALTH PLAN PERFORMANCE IMPROVEMENT PROJECTS (PIPS), STRATIS HEALTH WORKS WITH MINNESOTA HEALTH PLANS THAT OFFER STATE PUBLIC HEALTH CARE PROGRAMS (E.G., FOR MEDICAID, DUAL-ELIGIBLE) TO IMPLEMENT PIPS. THE GOAL IS TO HELP IMPROVE THE HEALTH OF PUBLIC PROGRAM MEMBERS AND TO REDUCE DISPARITIES FOR LOW-INCOME MINNESOTANS. DURING FY20, WE SUPPORTED PROJECT PLANNING AND PROPOSAL DEVELOPMENT OF TWO NEW PIPS: IMPROVING COMPREHENSIVE DIABETES CARE AND HEALTHY START FOR MINNESOTA CHILDREN. LEARN MORE AT STRATISHEALTH.ORG/INITIATIVE/COLLABORATIVE-HEALTH-PLAN-PERFORMANCE-IMPRO VEMENT-PROJECTS-PIPS. IMPROVING RURAL HEALTH DEMONSTRATING VALUE THROUGH REPORTING AND IMPROVING ON QUALITY MEASURES IS INCREASINGLY IMPORTANT FOR SMALL RURAL HOSPITALS AND CLINICS. BUT UNDERSTANDING QUALITY REPORTING SYSTEMS AND USING DATA FOR IMPROVEMENT CAN BE PARTICULARLY CHALLENGING FOR RURAL HEALTH CARE ORGANIZATIONS WITH LIMITED RESOURCES. THROUGH THE RURAL QUALITY IMPROVEMENT TECHNICAL ASSISTANCE (RQITA) COOPERATIVE AGREEMENT WITH THE FEDERAL OFFICE OF RURAL HEALTH POLICY (FORHP), STRATIS HEALTH AIMS TO FILL THESE GAPS, FOCUSING ON IMPROVING QUALITY AND HEALTH OUTCOMES IN RURAL COMMUNITIES ACROSS THE COUNTRY BY PROVIDING TECHNICAL ASSISTANCE TO BENEFICIARIES OF QUALITY INITIATIVES. THIS INCLUDES THE 45 STATE FLEX PROGRAMS FUNDED THROUGH THE MEDICARE RURAL HOSPITAL FLEXIBILITY (FLEX) PROGRAM AND ABOUT 1,350 CRITICAL ACCESS HOSPITALS (CAHS) THEY SUPPORT NATIONWIDE. LEARN MORE ABOUT RQITA AT STRATISHEALTH.ORG/INITIATIVE/RURAL-QUALITY-IMPROVEMENT-TECHNICAL-ASSISTA NCE-RQITA/. TOOLS TO HELP RURAL ORGANIZATIONS AND LEADERS MOVE TOWARD VALUE-BASED CARE AND PAYMENT CAN BE FOUND ON WWW.RURALHEALTHVALUE.ORG. OUR RESOURCES ARE POSTED ON THE NATIONAL RURAL RESOURCES CENTER WEBSITE AT WWW.RURALCENTER.ORG/TASC/MBQIP. EXAMPLES OF STRATIS HEALTH SERVICE INCLUDES: O PROVIDED SUPPORT TO ALL 45 STATE FLEX PROGRAMS (EITHER 1:1 TECHNICAL ASSISTANCE, CALLS, WEBINARS, OR OTHER EDUCATION SESSIONS); 95% SAY RQITA RESOURCES AND SUPPORT ARE USEFUL AND EFFECTIVE. O RESPONDED TO 666 TECHNICAL ASSISTANCE REQUESTS, WITH AN AVERAGE TIME TO RESOLUTION OF LESS THAN ONE DAY. O PRESENTED 31 EDUCATIONAL EVENTS TO NEARLY 1,900 ATTENDEES. O REPORTED NEARLY 9,000 VIEWS MBQIP MONTHLY E-NEWSLETTER. O LAUNCHED A NEW QUARTERLY PODCAST SERIES, "QUALITY TIME: SHARING PIE (PERFORMANCE IMPROVEMENT EXPERIENCE)" AS PART OF THE VIRTUAL QI MENTORS PROGRAM. STRATIS HEALTH SUPPORTS MINNESOTA'S 77 CRITICAL ACCESS HOSPITALS IN IMPROVING REPORTING OF, AND PERFORMANCE ON, THE MEDICARE BENEFICIARY QUALITY IMPROVEMENT PROJECT (MBQIP) MEASURE SET, WHICH INCLUDES MEASURES ON PATIENT SAFETY, PATIENT ENGAGEMENT, AND EMERGENCY DEPARTMENT TRANSFER COMMUNICATION. STRATIS HEALTH DOES THIS WORK VIA 1:1 TECHNICAL ASSISTANCE, GROUP SHARING AND STRATEGIZING CALLS, MONTHLY NEWSLETTERS, AND QUARTERLY REPORT DISTRIBUTION. IN ADDITION TO CONTINUING TO ADVANCE RURAL COMMUNITY-BASED PALLIATIVE CARE IN MINNESOTA, 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 45 RURAL COMMUNITIES. EVEN WITH THE CHALLENGES PRESENTED BY COVID-19, NINE IN-DEPTH TRAINING SESSIONS WERE PROVIDED VIRTUALLY. 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 STRATISHEALTH.ORG/TOOLKIT/PALLIATIVE-CARE-RESOURCE-CENTER/. IMPROVING PATIENT SAFETY ANTIBIOTIC STEWARDSHIP USING COMPREHENSIVE UNIT-BASED SAFETY PROGRAM (CUSP) STRATIS HEALTH PROVIDED TECHNICAL ASSISTANCE TO APPROXIMATELY 100 NURSING HOMES AND 95 AMBULATORY CARE FACILITIES INCLUDING CLINICS AND URGENT CARE CENTERS IN THE SOUTHERN, CENTRAL, NORTHWESTERN, AND NORTHEASTERN U.S. TO SUPPORT 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. LEARN MORE ABOUT HOW STRATIS HEALTH IS ADVANCING ANTIBIOTIC SAFETY AT STRATISHEALTH.ORG/INITIATIVE/ANTIBIOTIC-STEWARDSHIP-USING-COMPREHENSIVE- UNIT-BASED-SAFETY-PROGRAM-CUSP/. MINNESOTA ADVERSE HEALTH EVENTS SYSTEM. MINNESOTA CREATED THE FIRST IN THE NATION ADVERSE HEALTH EVENT REPORTING SYSTEM IN 2003 USING A TRANSPARENT LEARNING AND IMPROVEMENT APPROACH TO MITIGATE AND PREVENT AVOIDABLE PATIENT/FAMILY SUFFERING. STRATIS HEALTH CONDUCTED 367 ROOT CAUSE ANALYSES AND CORRECTIVE ACTION PLANS REPORTED TO THE MINNESOTA PATIENT SAFETY REGISTRY AND PROVIDED 108 CONSULTS TO MINNESOTA HOSPITALS AND AMBULATORY SURGERY CENTERS FOR THE STATE ADVERSE HEALTH EVENTS REPORTING SYSTEMS. FOR EACH ADVERSE EVENT REPORTED, THE STRATIS HEALTH TEAM WORKS TO SUPPORT THE FACILITIES' EFFORTS TO PREVENT THE EVENT FROM OCCURRING AGAIN. AT THE STATEWIDE PROGRAM LEVEL, WE CONDUCT ANNUAL STATISTICAL REVIEWS OF THE PROGRAM DATA TO PROACTIVELY IDENTIFY TRENDS AND CREATE PREVENTION PLANS. LEARN MORE AT STRATISHEALTH.ORG/INITIATIVE/IMPROVING-PATIENT-SAFETY-MINNESOTA-ADVERSE- HEALTH-EVENTS-SYSTEM/. |
| 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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