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Schedule H, Part V, Section B, Line 3E
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Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
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Schedule H, Part V, Section B, Line 7 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. The Community Health Needs Assessment Report for University of Minnesota Medical Center are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-UMMC-and-Masonic-Childrens-Hospital2125.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment and Implementation Strategy for University of Minnesota Medical Center are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-UMMCUMMCH.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. Over the course of 2021, Fairview's hospitals and medical centers, including the University of Minnesota Medical Center and Masonic Children's Hospital, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources; Healing, connectedness; and mental health, and Addressing structural racism and barriers to achieving health equity. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for University of Minnesota Medical Center and University of Minnesota Masonic Children's Hospital: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address their identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of "green", "yellow" or "red" based upon the criteria that follows. A rating of "green" means that the program (a) met, or exceeded, 2020 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of "yellow" means that the program (a) had partial completion of 2020 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c) there is an evaluation tool without measure tied to anticipated impact/s. A rating of "red" means that the program (a) did not complete the 2020 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. Priority: Mental health and wellbeing: The University of Minnesota Medical Center offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The anticipated impact for the Mental Health First Aid programs was an increase in participants' ability to recognize and correct misconceptions about mental health and mental illness. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: Outcome: 30% increase from pre-survey (70%) to post-survey (100%) in response to the following: I strongly agree or agree that I can recognize and correct misconceptions about mental health, substance use and mental illness as I encounter them. Evaluation of survey results was done on a program level. The University of Minnesota Medical Center offered the evidence-based Stress Reduction Suite which included two programs (1) Flourish a restorative four-week series, that lets participants experience a variety of mind-body practices designed to promote a sense of calm, joy, connection, and inner strength. A few of the practices explored are moving meditation, journaling, guided imagery, and mindfulness. (2) Resiliency and Stress Management Training Series a restorative six-week series, based on Center Mind Body Medicine, 90-minute sessions. Participants experience a variety of mind-body practices designed to promote a sense of calm, joy, connection, and inner strength. A few of the practices explored by participants include moving meditation, journaling, guided imagery, and mindfulness. This mind body Series is a proven method to reduce stress, increase self-esteem, and improve a person's overall quality of life. The 2020 anticipated impact for the Stress Reduction Suite was a decrease in participants' perceived stress. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: .20 points decrease from pre-program-survey to post-program-survey in response to the following metric: participants' perceived stress. Average change (decrease) in participants' perceived stress on a 10 point scale - the higher the score, the more the perceived stress. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - University of Minnesota Medical Center-Continued. The University of Minnesota Medical Center offered services at Health Commons - Cedar Riverside, a health and wellness drop-in center located in the Cedar Riverside neighborhood of Minneapolis. Health Commons is open five days a week for two to three hours and provides the following services: health consultations, nutrition and physical activity classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - Cedar Riverside was an increase in participants' self-reported social connectedness. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants that responded to the convenience sample survey indicated that they strongly agree or agree that Health commons has made them feel more connected to others. The University of Minnesota Medical Center offered services at Health Commons - The Living Room, a health and wellness drop-in center located in North Minneapolis. Health Commons is open two days a week for three to four hours and provides the following services: health consultations, blood pressure checks, health education classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - The Living Room was an increase in participants' self- reported social connectedness. The anticipated impact was assigned a value of "green". 2021 Impact: Given COVID and social distancing in 2021, survey was unable to be completed. The University of Minnesota Medical Center offered the Trauma Informed Congregations program, the implementation of the Risking Connection in Faith Communities curriculum across Faith Communities. Risking Connection helps clergy understand the nature of trauma, its impact on people and how faith leaders can support and bring healing to trauma survivors. The anticipated impact for the Trauma Informed Congregations program was an increase in clergy/leader understanding of the impact of trauma on trauma survivors. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants reported they understand the impact trauma can have on their clients. Evaluation of survey results was done on a program level. The University of Minnesota Medical Center offered Youth Grief Services sessions and camps. Youth Grief Services (YGS) provides a safe and nurturing place where families can turn for help after a loved one dies. YGS assists in the healing process through a network of programs and services that support, educate, and connect grieving families. The anticipated impact for Youth Grief Services was an increase in youth participants' knowledge of healthy coping strategies in response to grief. The anticipated impact was assigned a value of "red". 2021 Outcome: Ownership of Youth Grief Services transferred from Fairview Health Services to Brighter Days Grief Center in December 2020, providing a seamless transition of the program for participants. The University of Minnesota Medical Center collaborated in policy, systems and environmental (PSE) change around responding to trauma in settings such as schools and faith communities. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Opened Minnesota's first EmPATH unit- or Emergency Psychiatric Assessment, Treatment, and Healing- a pioneering approach to emergency mental health that offers rapid, comprehensive care in a calming environment at Fairview Southdale Hospital. Planning underway for opening a second unit at University of Minnesota Medical Center. Conducted HOPE Listening and Learning sessions and a survey, to assess the experiential needs of patients and caregivers when accessing care in our system. Planning for Virtual Health Hubs that will break down barriers and allow people to access mental health care despite physical location. Member partner of both the Mental Well Being Task Force for the Hennepin County Community Health Improvement Partnership (CHIP) and Ramsey County Mental Health and Wellness Action Team (MHWAT). In partnership with Ebenezer Senior Living, developed a new quarterly speaking series called HOPE, that address topics such as Adverse Childhood Experiences (ACEs), trauma, and pandemic fatigue. In the development/planning stage for a Wellness Hub that will include providing comprehensive mental health care in a calming, relaxing space. Priority: Healthy lifestyles: The M Health Fairview University of Minnesota Medical Center offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The anticipated impact for the Falls Prevention Suite was an increase in participants' comfort talking to their health care provider about medications and other possible risks of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 14% decrease from pre-survey (86%) to post-survey (73%) in participants that responded with a little, somewhat, or a lot to the following: How fearful are you of falling? Evaluation of survey results was done on a program level. The University of Minnesota Medical Center offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self-Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The anticipated impact for the Living Well Suite was an increase participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 89% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them manage chronic condition(s). Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 3
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Facility , 3 - University of Minnesota Medical Center-Continued. The University of Minnesota Medical Center offered services at Health Commons - Cedar Riverside, a health and wellness drop-in center located in the Cedar Riverside neighborhood of Minneapolis. Health Commons is open five days a week for two to three hours and provides the following services: health consultations, nutrition and physical activity classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - Cedar Riverside was an increase in participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants that responded to the convenience sample survey indicated that because of Health Commons, they are making positives changes toward a healthier lifestyle. The University of Minnesota Medical Center offered services at Health Commons - The Living Room, a health and wellness drop-in center located in North Minneapolis. Health Commons is open two days a week for three to four hours and provides the following services: health consultations, blood pressure checks, health education classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - The Living Room was an increase in participants' self- reported social connectedness. The anticipated impact was assigned a value of "green". 2021 Outcome: Given COVID and social distancing in 2021, survey was unable to be completed. The University of Minnesota Medical Center offered Veggie Rx a program intended to decrease food insecurity by distributing vegetables to populations of color and those experiencing poverty who are food insecure, have diet related chronic disease and would benefit from increased access to nutritious food. The Hmong American Farmers Association (HAFA) provides CSA (community shared agriculture) shares for this program. The anticipated impact for Veggie Rx was an increase vegetable consumption in food insecure patients. 2021 Impact: Yellow - Outcome: 3% decrease from pre-survey (42%) to post-survey (39%) in response to the following question: I consume three or more servings of vegetable per day. The University of Minnesota Medical Center collaborated in policy, systems and environmental (PSE) change around healthy food transformation addressing issues such as food insecurity, food access, and changes to cafeteria menus. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Outcome: Strengthened partnerships with local food organizations such as Second Harvest Heartland and Sanneh Foundation. Includes planning for a Wellness Hub that will be a new distribution site for food and provide workforce development opportunities for youth in the food sector. Continue to serve as a backbone partner in the Food Justice Network. Expanded Community Supported Agriculture (CSA) program to new CSA farms to meet the differing needs of clinic participants and support new farmer partners. Planning to offer, in partnership with Keystone Community Services, a mobile food pantry at clinics. Signed contact for Now Pow which will screen patients for social determinants such as food security and provide resources and referrals. Priority: Access to care and resources: The University of Minnesota Medical Center conducted Minnesota Immunization Network Initiative (MINI) Clinics. MINI is a multi-sector, community collaboration providing free flu shots to uninsured, underserved, and minority populations. The MINI clinics bring flu vaccine, educational materials, and volunteers to community locations such as churches or community centers and with its partners, ensure a culturally and linguistically appropriate experience in a safe and trusted environment. The anticipated impact for the MINI clinics was an increase in the number of clinics with culturally and/or linguistically appropriate materials around accessing care and resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% of new partner clinic sites had culturally and/or linguistically appropriate materials around accessing care and resources. The University of Minnesota Medical Center offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The anticipated impact for the Falls Prevention Suite was an increase in participants' comfort talking to their health care provider about medications and other possible risks of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 67% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: I feel more comfortable talking to my health care provider about my medications and other possible risks for falling. Evaluation of survey results was done on a program level. The University of Minnesota Medical Center offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self-Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The anticipated impact for the Living Well Suite was an increase in participants who agree that the program helps them work with their health care providers. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 86% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them work with healthcare professionals. Evaluation of survey results was done on a program level. The University of Minnesota Medical Center offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The anticipated impact for the Mental Health First Aid programs was increase participants' confidence in assisting someone to connect with professional resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% increase from pre-survey (67%) to post-survey (98%) in response to the following: I strongly agree or agree that I can assist someone who may be dealing with a mental health problem, substance use challenge or crisis in seeking professional help. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 4
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Facility , 4 - University of Minnesota Medical Center-Continued. The University of Minnesota Medical Center offered services at Health Commons - Cedar Riverside, a health and wellness drop-in center located in the Cedar Riverside neighborhood of Minneapolis. Health Commons is open five days a week for two to three hours and provides the following services: health consultations, nutrition and physical activity classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - Cedar Riverside was an increase in participants' access to community resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants that responded to the convenience sample survey indicated that they strongly agree or agree that they have gained more access to community resources because of Health Commons. The University of Minnesota Medical Center offered services at Health Commons - The Living Room, a health and wellness drop-in center located in North Minneapolis. Health Commons is open two days a week for three to four hours and provides the following services: health consultations, blood pressure checks, health education classes, massage and healing touch services, and resources and referrals. The anticipated impact for Health Commons - The Living Room was an increase in participants' access to community resources. The anticipated impact was assigned a value of "green". 2021 Outcome: Given COVID and social distancing in 2021, survey was unable to be completed. The University of Minnesota Medical Center offered Veggie Rx a program intended to decrease food insecurity by distributing vegetables to populations of color and those experiencing poverty who are food insecure, have diet related chronic disease and would benefit from increased access to nutritious food. The Hmong American Farmers Association (HAFA) provides CSA (community shared agriculture) shares for this program. The 2020 anticipated impact for Veggie Rx was an Increase participants' knowledge about where to buy locally grown produce. 2021 Impact: Green - Outcome: 79% of participants reported they strongly agree or agree to the following: Where to buy locally grown produce in your area. Needs identified but not addressed: Although the following health needs were not selected as priority needs, M Health Fairview will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Childcare: This issue is beyond what M Health Fairview resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Clinic hours: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Transportation: This issue is beyond what M Health Fairview resources can support at this time.
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Schedule H, Part V, Section B, Line 13 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
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Schedule H, Part V, Section B, Line 16 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. The organization attaches a summary of the policy to billing invoices and also communicates to patients during admission, financial counseling and collection calls that there is a financial assistance program and that an application can be provided to them. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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Schedule H, Part V, Section B, Line 3E
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Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - Fairview Southdale Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
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Schedule H, Part V, Section B, Line 7 Facility , 1
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Facility , 1 - Fairview Southdale Hospital. The Community Health Needs Assessment Report for Fairview Southdale Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-Southdale-Hospital2125.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment and Implementation Strategy for Fairview Southdale Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-Southdale.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - Fairview Southdale Hospital. Over the course of 2021, Fairview's hospitals and medical centers, including the Southdale Hospital, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources; Healing, connectedness, and mental health; and Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - Fairview Southdale Hospital - continued. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for Fairview Southdale Hospital: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address their identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of "green", "yellow" or "red" based upon the criteria that follows. A rating of "green" means that the program (a) met, or exceeded, 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of "yellow" means that the program (a) had partial completion of 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c)there is an evaluation tool without measure tied to anticipated impact/s. A rating of "red" means that the program (a) did not complete the 2021 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. Our 2021 evaluation of the PSE initiatives note the specific PSE step/s for that initiatives based on the activities. In 2021 we are identifying PSE initiative specific metrics related to each step to deepen our evaluation of outcomes in future years. Any programmatic anticipated impact that received a rating of "yellow" or "red" has a corresponding brief explanation and 2021 action plan. In 2021 we will continue refining the rating system and corresponding programmatic and PSE evaluation as part of our commitment to continuous process improvement. Detailed results and action plans on program and PSE initiatives are available upon request. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for Fairview Southdale Hospital: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address their identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of "green", "yellow" or "red" based upon the criteria that follows. A rating of "green" means that the program (a) met, or exceeded, 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of "yellow" means that the program (a) had partial completion of 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c)there is an evaluation tool without measure tied to anticipated impact/s. A rating of "red" means that the program (a) did not complete the 2021 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. Our 2021 evaluation of the PSE initiatives note the specific PSE step/s for that initiatives based on the activities. In 2021 we are identifying PSE initiative specific metrics related to each step to deepen our evaluation of outcomes in future years. Any programmatic anticipated impact that received a rating of "yellow" or "red" has a corresponding brief explanation and 2021 action plan. In 2021 we will continue refining the rating system and corresponding programmatic and PSE evaluation as part of our commitment to continuous process improvement. Detailed results and action plans on program and PSE initiatives are available upon request. Priority: Mental health and wellbeing M Health Fairview Southdale Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was an increase in participants' ability to recognize and correct misconceptions about mental health and mental illness. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: Outcome: 30% increase from pre-survey (70%) to post-survey (100%) in response to the following: I strongly agree or agree that I can recognize and correct misconceptions about mental health, substance use and mental illness as I encounter them. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 3
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Facility , 3 - Fairview Southdale Hospital - continued. M Health Fairview Southdale Hospital offered the evidence-based Stress Reduction Suite which included two programs (1) Flourish a restorative four-week series, that lets participants experience a variety of mind-body practices designed to promote a sense of calm, joy, connection, and inner strength. A few of the practices explored are moving meditation, journaling, guided imagery, and mindfulness. (2) Resiliency and Stress Management Training Series a restorative six-week series, based on Center Mind Body Medicine, 90-minute sessions. Participants experience a variety of mind-body practices designed to promote a sense of calm, joy, connection, and inner strength. A few of the practices explored by participants include moving meditation, journaling, guided imagery, and mindfulness. This mind body Series is a proven method to reduce stress, increase self-esteem, and improve a person's overall quality of life. The 2021 anticipated impact for the Stress Reduction Suite was a decrease in participants' perceived stress. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: .20 points decrease from pre-program-survey to post-program-survey in response to the following metric: participants' perceived stress. Average change (decrease) in participants' perceived stress on a 10 point scale - the higher the score, the more the perceived stress. Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital offered the Trauma Informed Congregations program, the implementation of the Risking Connection in Faith Communities curriculum across Faith Communities. Risking Connection helps clergy understand the nature of trauma, its impact on people and how faith leaders can support and bring healing to trauma survivors. The 2021 anticipated impact for the Trauma Informed Congregations program was an increase in clergy/leader understanding of the impact of trauma on trauma survivors. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants reported they understand the impact trauma can have on their clients. Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital offered Youth Grief Services sessions and camps. Youth Grief Services (YGS) provides a safe and nurturing place where families can turn for help after a loved one dies. YGS assists in the healing process through a network of programs and services that support, educate, and connect grieving families. The 2021 anticipated impact for Youth Grief Services was an increase in youth participants' knowledge of healthy coping strategies in response to grief. The anticipated impact was assigned a value of "red". 2021 Outcome: Ownership of Youth Grief Services transferred from Fairview Health Services to Brighter Days Grief Center in December 2020, providing a seamless transition of the program for participants. M Health Fairview Southdale Hospital collaborated in policy, systems and environmental (PSE) change around responding to trauma in settings such as schools and faith communities. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Opened Minnesota's first EmPATH unit- or Emergency Psychiatric Assessment, Treatment, and Healing- a pioneering approach to emergency mental health that offers rapid, comprehensive care in a calming environment at Fairview Southdale Hospital. Planning underway for opening a second unit at University of Minnesota Medical Center. Conducted HOPE Listening and Learning sessions and a survey, to assess the experiential needs of patients and caregivers when accessing care in our system. Planning for Virtual Health Hubs that will break down barriers and allow people to access mental health care despite physical location. Member partner of both the Mental Well Being Task Force for the Hennepin County Community Health Improvement Partnership (CHIP) and Ramsey County Mental Health and Wellness Action Team (MHWAT). In partnership with Ebenezer Senior Living, developed a new quarterly speaking series called HOPE, that address topics such as Adverse Childhood Experiences (ACEs), trauma, and pandemic fatigue. In the development/planning stage for a Wellness Hub that will include providing comprehensive mental health care in a calming, relaxing space. Priority: Healthy lifestyles: M Health Fairview Southdale Hospital offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was a decrease participants' fear of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 14% decrease from pre-survey (86%) to post-survey (73%) in participants that responded with a little, somewhat, or a lot to the following: How fearful are you of falling? Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 89% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them manage chronic condition(s). Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital collaborated in policy, systems and environmental (PSE) change around healthy food transformation addressing issues such as food insecurity, food access, and changes to cafeteria menus. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Outcome: Strengthened partnerships with local food organizations such as Second Harvest Heartland and Sanneh Foundation. Includes planning for a Wellness Hub that will be a new distribution site for food and provide workforce development opportunities for youth in the food sector. Continue to serve as a backbone partner in the Food Justice Network. Expanded Community Supported Agriculture (CSA) program to new CSA farms to meet the differing needs of clinic participants and support new farmer partners. Planning to offer, in partnership with Keystone Community Services, a mobile food pantry at clinics. Signed contact for Now Pow which will screen patients for social determinants such as food security and provide resources and referrals.
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Schedule H, Part V, Section B, Line 11 Facility , 4
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Facility , 4 - Fairview Southdale Hospital - continued. Priority: Access to care and resources: M Health Fairview Southdale Hospital conducted Minnesota Immunization Network Initiative (MINI) Clinics. MINI is a multi-sector, community collaboration providing free flu shots to uninsured, underserved, and minority populations. The MINI clinics bring flu vaccine, educational materials, and volunteers to community locations such as churches or community centers and with its partners, ensure a culturally and linguistically appropriate experience in a safe and trusted environment. The 2021 anticipated impact for the MINI clinics was an increase in the number of clinics with culturally and/or linguistically appropriate materials around accessing care and resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% of new partner clinic sites had culturally and/or linguistically appropriate materials around accessing care and resources. M Health Fairview Southdale Hospital offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was an increase in participants' comfort talking to their health care provider about medications and other possible risks of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 67% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: I feel more comfortable talking to my health care provider about my medications and other possible risks for falling. Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase in participants who agree that the program helps them work with their health care providers. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 86% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them work with healthcare professionals. Evaluation of survey results was done on a program level. M Health Fairview Southdale Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was increase participants' confidence in assisting someone to connect with professional resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% increase from pre-survey (67%) to post-survey (98%) in response to the following: I strongly agree or agree that I can assist someone who may be dealing with a mental health problem, substance use challenge or crisis in seeking professional help. Evaluation of survey results was done on a program level. Needs identified but not addressed: Although the following health needs were not selected as priority needs, M Health Fairview will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Childcare: This issue is beyond what M Health Fairview resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Clinic hours: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Transportation: This issue is beyond what M Health Fairview resources can support at this time.
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Schedule H, Part V, Section B, Line 13 Facility , 1
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Facility , 1 - Fairview Southdale Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
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Schedule H, Part V, Section B, Line 16 Facility , 1
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Facility , 1 - Fairview Southdale Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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Schedule H, Part V, Section B, Line 3E
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Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - Fairview Ridges Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
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Schedule H, Part V, Section B, Line 7 Facility , 1
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Facility , 1 - Fairview Ridges Hospital. The Community Health Needs Assessment Report for Fairview Ridges Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-Ridges-Hospital2125.pdf?_ga=2.80614103.1916792193.1654267916-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment and Implementation Strategy for Fairview Ridges Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-Ridges.pdf?_ga=2.80614103.1916792193.1654267916-XXX-XX-XXXX.1594916074
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - Fairview Ridges Hospital. Over the course of 2021, Fairview's hospitals and medical centers, including the Fairview Ridges Hospital, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources; Healing, connectedness, and mental health; and Addressing structural racism and barriers to achieving health equity. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - Fairview Ridges Hospital - continued. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for Fairview Ridges Hospital: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address their identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of "green", "yellow" or "red" based upon the criteria that follows. A rating of "green" means that the program (a) met, or exceeded, 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of "yellow" means that the program (a) had partial completion of 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c)there is an evaluation tool without measure tied to anticipated impact/s. A rating of "red" means that the program (a) did not complete the 2021 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. Our 2021 evaluation of the PSE initiatives note the specific PSE step/s for that initiatives based on the activities. In 2021 we are identifying PSE initiative specific metrics related to each step to deepen our evaluation of outcomes in future years. Any programmatic anticipated impact that received a rating of "yellow" or "red" has a corresponding brief explanation and 2021 action plan. In 2021 we will continue refining the rating system and corresponding programmatic and PSE evaluation as part of our commitment to continuous process improvement. Detailed results and action plans on program and PSE initiatives are available upon request. Priority: Mental health and wellbeing M Health Fairview Ridges Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was an increase in participants' ability to recognize and correct misconceptions about mental health and mental illness. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: Outcome: 30% increase from pre-survey (70%) to post-survey (100%) in response to the following: I strongly agree or agree that I can recognize and correct misconceptions about mental health, substance use and mental illness as I encounter them. Evaluation of survey results was done on a program level. M Health Fairview Ridges Hospital offered the Trauma Informed Congregations program, the implementation of the Risking Connection in Faith Communities curriculum across Faith Communities. Risking Connection helps clergy understand the nature of trauma, its impact on people and how faith leaders can support and bring healing to trauma survivors. The 2021 anticipated impact for the Trauma Informed Congregations program was an increase in clergy/leader understanding of the impact of trauma on trauma survivors. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants reported they understand the impact trauma can have on their clients. Evaluation of survey results was done on a program level. M Health Fairview Ridges Hospital offered Youth Grief Services sessions and camps. Youth Grief Services (YGS) provides a safe and nurturing place where families can turn for help after a loved one dies. YGS assists in the healing process through a network of programs and services that support, educate, and connect grieving families. The 2021 anticipated impact for Youth Grief Services was an increase in youth participants' knowledge of healthy coping strategies in response to grief. The anticipated impact was assigned a value of "red". 2021 Outcome: Ownership of Youth Grief Services transferred from Fairview Health Services to Brighter Days Grief Center in December 2020, providing a seamless transition of the program for participants. M Health Fairview Ridges Hospital offered the Mobile Substance Use Disorder Support Program, serving adult residents (18+) in Ramsey, Dakota, and Washington Counties who have substance use issues through Mobile SUDs team who are professional peer recovery specialists and clinical staff who collaborate to develop individual recovery plans. The 2021 anticipated impact for the Mobile Substance Use Disorder Support Program was an increase in the number of active participants in the recovery program. The anticipated impact was assigned a value of "red". 2021 Impact: Red - The program was discontinued in 2021. A similar program will be developed within the Mental Health & Addiction Transition Clinic for short-term treatment of patients after an emergency room visit. M Health Fairview Rdges Hospital collaborated in policy, systems and environmental (PSE) change around responding to trauma in settings such as schools and faith communities. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Opened Minnesota's first EmPATH unit- or Emergency Psychiatric Assessment, Treatment, and Healing- a pioneering approach to emergency mental health that offers rapid, comprehensive care in a calming environment at Fairview Southdale Hospital. Planning underway for opening a second unit at University of Minnesota Medical Center. Conducted HOPE Listening and Learning sessions and a survey, to assess the experiential needs of patients and caregivers when accessing care in our system. Planning for Virtual Health Hubs that will break down barriers and allow people to access mental health care despite physical location. Member partner of both the Mental Well Being Task Force for the Hennepin County Community Health Improvement Partnership (CHIP) and Ramsey County Mental Health and Wellness Action Team (MHWAT). In partnership with Ebenezer Senior Living, developed a new quarterly speaking series called HOPE, that address topics such as Adverse Childhood Experiences (ACEs), trauma, and pandemic fatigue. In the development/planning stage for a Wellness Hub that will include providing comprehensive mental health care in a calming, relaxing space.
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Schedule H, Part V, Section B, Line 11 Facility , 3
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Facility , 3 - Fairview Ridges Hospital - continued. Priority: Healthy lifestyles M Health Fairview Ridges Hospital offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was a decrease participants' fear of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 14% decrease from pre-survey (86%) to post-survey (73%) in participants that responded with a little, somewhat, or a lot to the following: How fearful are you of falling? Evaluation of survey results was done on a program level. M Health Fairview Ridges Hospital offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 89% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them manage chronic condition(s). Evaluation of survey results was done on a program level. M Health Fairview Ridges Hospital collaborated in policy, systems and environmental (PSE) change around healthy food transformation addressing issues such as food insecurity, food access, and changes to cafeteria menus. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Outcome: Strengthened partnerships with local food organizations such as Second Harvest Heartland and Sanneh Foundation. Includes planning for a Wellness Hub that will be a new distribution site for food and provide workforce development opportunities for youth in the food sector. Continue to serve as a backbone partner in the Food Justice Network. Expanded Community Supported Agriculture (CSA) program to new CSA farms to meet the differing needs of clinic participants and support new farmer partners. Planning to offer, in partnership with Keystone Community Services, a mobile food pantry at clinics. Signed contact for Now Pow which will screen patients for social determinants such as food security and provide resources and referrals. Priority: Access to care and resources M Health Fairview Ridges Hospital conducted Minnesota Immunization Network Initiative (MINI) Clinics. MINI is a multi-sector, community collaboration providing free flu shots to uninsured, underserved, and minority populations. The MINI clinics bring flu vaccine, educational materials, and volunteers to community locations such as churches or community centers and with its partners, ensure a culturally and linguistically appropriate experience in a safe and trusted environment. The 2021 anticipated impact for the MINI clinics was an increase in the number of clinics with culturally and/or linguistically appropriate materials around accessing care and resources. 2021 Impact: Red - Outcome: No new clinics were added. M Health Fairview Ridges Hospital offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was an increase in participants' comfort talking to their health care provider about medications and other possible risks of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 67% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: I feel more comfortable talking to my health care provider about my medications and other possible risks for falling. Evaluation of survey results was done on a program level. M Health Fairview Ridges Hospital offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase in participants who agree that the program helps them work with their health care providers. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 86% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them work with healthcare professionals. Evaluation of survey results was done on a program level.M Health Fairview Ridges Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was increase participants' confidence in assisting someone to connect with professional resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% increase from pre-survey (67%) to post-survey (98%) in response to the following: I strongly agree or agree that I can assist someone who may be dealing with a mental health problem, substance use challenge or crisis in seeking professional help. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 4
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Facility , 4 - Fairview Ridges Hospital - continued. Needs identified but not addressed: Although the following health needs were not selected as priority needs, M Health Fairview will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Childcare: This issue is beyond what M Health Fairview resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Clinic hours: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time.
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Schedule H, Part V, Section B, Line 13 Facility , 1
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Facility , 1 - Fairview Ridges Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
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Schedule H, Part V, Section B, Line 16 Facility , 1
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Facility , 1 - Fairview Ridges Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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Schedule H, Part V, Section B, Line 3E
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Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - Fairview Lakes Regional Medical Ctr. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey
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Schedule H, Part V, Section B, Line 7 Facility , 1
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Facility , 1 - Fairview Lakes Regional Medical Ctr. The Community Health Needs Assessment Report for Fairview Lakes Medical Center are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-Lakes-Medical-Center2125.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment and Implementation Strategy for Fairview Lakes Medical Center are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-Lakes.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - Fairview Lakes Regional Medical Ctr. Over the course of 2021, Fairview's hospitals and medical centers, including the Fairview Lakes Reginal Medical Center, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources; Healing, connectedness, and mental health; and Addressing structural racism and barriers to achieving health equity. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - Fairview Lakes Regional Medical Ctr - continued. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for Fairview Lakes Medical Center: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address their identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of "green", "yellow" or "red" based upon the criteria that follows. A rating of "green" means that the program (a) met, or exceeded, 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of "yellow" means that the program (a) had partial completion of 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c)there is an evaluation tool without measure tied to anticipated impact/s. A rating of "red" means that the program (a) did not complete the 2021 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. Our 2021 evaluation of the PSE initiatives note the specific PSE step/s for that initiatives based on the activities. In 2021 we are identifying PSE initiative specific metrics related to each step to deepen our evaluation of outcomes in future years. Any programmatic anticipated impact that received a rating of "yellow" or "red" has a corresponding brief explanation and 2021 action plan. In 2021 we will continue refining the rating system and corresponding programmatic and PSE evaluation as part of our commitment to continuous process improvement. Detailed results and action plans on program and PSE initiatives are available upon request. Priority: Mental health and wellbeing M Health Fairview Lakes Medical Center offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was an increase in participants' ability to recognize and correct misconceptions about mental health and mental illness. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: Outcome: 30% increase from pre-survey (70%) to post-survey (100%) in response to the following: I strongly agree or agree that I can recognize and correct misconceptions about mental health, substance use and mental illness as I encounter them. Evaluation of survey results was done on a program level. M Health Fairview Lakes Medical Center the Trauma Informed Congregations program, the implementation of the Risking Connection in Faith Communities curriculum across Faith Communities. Risking Connection helps clergy understand the nature of trauma, its impact on people and how faith leaders can support and bring healing to trauma survivors. The 2021 anticipated impact for the Trauma Informed Congregations program was an increase in clergy/leader understanding of the impact of trauma on trauma survivors. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 100% of participants reported they understand the impact trauma can have on their clients. Evaluation of survey results was done on a program level. M Health Fairview Lakes Medical Center offered Youth Grief Services sessions and camps. Youth Grief Services (YGS) provides a safe and nurturing place where families can turn for help after a loved one dies. YGS assists in the healing process through a network of programs and services that support, educate, and connect grieving families. The 2021 anticipated impact for Youth Grief Services was an increase in youth participants' knowledge of healthy coping strategies in response to grief.. 2021 Outcome: Ownership of Youth Grief Services transferred from Fairview Health Services to Brighter Days Grief Center in December 2020, providing a seamless transition of the program for participants.M Health Fairview Lakes Medical Center collaborated in policy, systems and environmental (PSE) change around responding to trauma in settings such as schools and faith communities. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Opened Minnesota's first EmPATH unit- or Emergency Psychiatric Assessment, Treatment, and Healing- a pioneering approach to emergency mental health that offers rapid, comprehensive care in a calming environment at Fairview Southdale Hospital. Planning underway for opening a second unit at University of Minnesota Medical Center. Conducted HOPE Listening and Learning sessions and a survey, to assess the experiential needs of patients and caregivers when accessing care in our system. Planning for Virtual Health Hubs that will break down barriers and allow people to access mental health care despite physical location. Member partner of both the Mental Well Being Task Force for the Hennepin County Community Health Improvement Partnership (CHIP) and Ramsey County Mental Health and Wellness Action Team (MHWAT). In partnership with Ebenezer Senior Living, developed a new quarterly speaking series called HOPE, that address topics such as Adverse Childhood Experiences (ACEs), trauma, and pandemic fatigue. In the development/planning stage for a Wellness Hub that will include providing comprehensive mental health care in a calming, relaxing space.
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Schedule H, Part V, Section B, Line 11 Facility , 3
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Facility , 3 - Fairview Lakes Regional Medical Ctr- continued. Priority: Healthy lifestyles M Health Fairview Lakes Medical Center offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 participants' fear of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 14% decrease from pre-survey (86%) to post-survey (73%) in participants that responded with a little, somewhat, or a lot to the following: How fearful are you of falling? Evaluation of survey results was done on a program level. M Health Fairview Lakes Medical Center offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 89% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them manage chronic condition(s). Evaluation of survey results was done on a program level. M Health Fairview Lakes Medical Center collaborated in policy, systems and environmental (PSE) change around healthy food transformation addressing issues such as food insecurity, food access, and changes to cafeteria menus. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design. 2021 Impact: Green - Outcome: Strengthened partnerships with local food organizations such as Second Harvest Heartland and Sanneh Foundation. Includes planning for a Wellness Hub that will be a new distribution site for food and provide workforce development opportunities for youth in the food sector. Continue to serve as a backbone partner in the Food Justice Network. Expanded Community Supported Agriculture (CSA) program to new CSA farms to meet the differing needs of clinic participants and support new farmer partners. Planning to offer, in partnership with Keystone Community Services, a mobile food pantry at clinics. Signed contact for Now Pow which will screen patients for social determinants such as food security and provide resources and referrals. Priority: Access to care and resources M Health Fairview Lakes Medical Center conducted Minnesota Immunization Network Initiative (MINI) Clinics. MINI is a multi-sector, community collaboration providing free flu shots to uninsured, underserved, and minority populations. The MINI clinics bring flu vaccine, educational materials, and volunteers to community locations such as churches or community centers and with its partners, ensure a culturally and linguistically appropriate experience in a safe and trusted environment. The 2021 anticipated impact for the MINI clinics was an increase in the number of clinics with culturally and/or linguistically appropriate materials around accessing care and resources. 2021 Impact: No new clinics were offered. M Health Fairview Lakes Medical Center offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was an increase in participants' comfort talking to their health care provider about medications and other possible risks of falling. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 67% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: I feel more comfortable talking to my health care provider about my medications and other possible risks for falling. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 4
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Facility , 4 - Fairview Lakes Regional Medical Ctr - continued. M Health Fairview Lakes Medical Center offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase in participants who agree that the program helps them work with their health care providers. The anticipated impact was assigned a value of "green". 2021 Impact: Green - * Outcome: 86% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them work with healthcare professionals. Evaluation of survey results was done on a program level. M Health Fairview Lakes Medical Center offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was increase participants' confidence in assisting someone to connect with professional resources. The anticipated impact was assigned a value of "green". 2021 Impact: Green - Outcome: 31% increase from pre-survey (67%) to post-survey (98%) in response to the following: I strongly agree or agree that I can assist someone who may be dealing with a mental health problem, substance use challenge or crisis in seeking professional help. Evaluation of survey results was done on a program level.
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Schedule H, Part V, Section B, Line 11 Facility , 5
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Facility , 5 - Fairview Lakes Regional Medical Ctr - continued. Needs identified but not addressed: Although the following health needs were not selected as priority needs, M Health Fairview will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Childcare: This issue is beyond what M Health Fairview resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Clinic hours: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Transportation: This issue is beyond what M Health Fairview resources can support at this time.
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Schedule H, Part V, Section B, Line 13 Facility , 1
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Facility , 1 - Fairview Lakes Regional Medical Ctr. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
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Schedule H, Part V, Section B, Line 16 Facility , 1
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Facility , 1 - Fairview Lakes Regional Medical Ctr. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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Schedule H, Part V, Section B, Line 3E
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Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - Fairview Northland Regional Hosp. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Each hospital within Fairview has a community benefit and assessment committee that is involved in the CHNA process throughout the three-year cycle. Each committee is comprised of local community and organizational leaders and staffed by the Fairview Community Advancement department. Community benefit and assessment committees met four times between April and October in 2021, three of which were individual committee meetings and one of which was a system-wide Community Impact Summit that brought all the committees together. Each committee meeting consisted of facilitated discussions through which our team gathered input about top community needs. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. Fairview also supported and was a partner organization in Bridge to Health, a survey that assesses the health needs of northern Minnesota residents. The Bridge to Health survey was administered between Aug.28 and Oct. 23, 2020. The geographic areas that were sampled included Aitkin, Carlton, Cook, Itasca, Koochiching, Lake, St. Louis, and Pine counties in Minnesota, as well as Douglas County in Wisconsin. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey.
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Schedule H, Part V, Section B, Line 7 Facility , 1
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Facility , 1 - Fairview Northland Regional Hosp. The Community Health Needs Assessment Report for Fairview Northland Regional Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-Northland-Medical-Center2125.pdf?_ga=2.81139543.1916792193.1654267916-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment Implementation Strategy for Fairview Northland Regional Hospital are located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-Northland.pdf?_ga=2.XXX-XX-XXXX.1916792193.1654267916-XXX-XX-XXXX.1594916074
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - Fairview Northland Regional Hospital. Over the course of 2021, Fairview's hospitals and medical centers, including the Fairview Northland Regional Hospital, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources; Healing, connectedness, and mental health; and Addressing structural racism and barriers to achieving health equity. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - Fairview Northland Regional Hosp - continued. AN ESSENTIAL PART OF THE 2018 CHNA PROCESS WAS THE IDENTIFICATION OF PRIORITY NEEDS IN THE LOCAL COMMUNITY. THE HOSPITALS AND/OR MEDICAL CENTERS IDENTIFIED THE FOLLOWING PRIORITY NEEDS FOR FAIRVIEW NORTHLAND MEDICAL CENTER: MENTAL HEALTH AND WELL-BEING, HEALTHY LIFESTYLES, ACCESS TO CARE AND SERVICES. EACH HOSPITAL AND/OR MEDICAL CENTER DEVELOPED A HOSPITAL SPECIFIC IMPLEMENTATION PLAN AROUND ITS PRIORITY HEALTH ISSUES ALONG WITH A SYSTEM FOCUS ON POLICY, SYSTEM, AND ENVIRONMENTAL (PSE) CHANGE TO ADDRESS THEIR IDENTIFIED PRIORITY NEEDS. EACH PROGRAM IS EVALUATED ON AN ANNUAL BASIS AGAINST PROGRAM SPECIFIC ANTICIPATED IMPACTS. AS PART OF THE EVALUATION PROCESS EACH PROGRAM INDICATOR IS ASSIGNED A VALUE OF "GREEN", "YELLOW" OR "RED" BASED UPON THE CRITERIA THAT FOLLOWS. A RATING OF "GREEN" MEANS THAT THE PROGRAM (A) MET, OR EXCEEDED, 2021 HOSPITAL GOAL/S AS WRITTEN IN HOSPITAL IMPLEMENTATION PLAN (B) IT HAS COUNT DATA TIED TO BOTH GOAL/S AND ANTICIPATED IMPACT/S (C) THERE IS AN EVALUATION TOOL WITH MEASURE TIED TO ANTICIPATED IMPACT/S. A RATING OF "YELLOW" MEANS THAT THE PROGRAM (A) HAD PARTIAL COMPLETION OF 2021 HOSPITAL GOAL/S AS WRITTEN IN HOSPITAL IMPLEMENTATION PLAN (B) IT HAS COUNT DATA TIED TO EITHER GOAL/S OR ANTICIPATED IMPACT/S BUT NOT BOTH (C)THERE IS AN EVALUATION TOOL WITHOUT MEASURE TIED TO ANTICIPATED IMPACT/S. A RATING OF "RED" MEANS THAT THE PROGRAM (A) DID NOT COMPLETE THE 2019 HOSPITAL GOAL/S WRITTEN IN HOSPITAL IMPLEMENTATION PLAN (B) THERE WAS NO COUNT DATA (C) THERE WAS NO EVALUATION TOOL/S. POLICY, SYSTEM, AND ENVIRONMENTAL (PSE) CHANGE INITIATIVES OFTEN TAKE MULTIPLE YEARS TO PLAN AND IMPLEMENT. USING A CDC EVALUATION FRAMEWORK EACH PSE INITIATIVE IS MONITORED AND EVALUATED ANNUALLY AGAINST ANTICIPATED ACTIVITIES AND MILESTONES LINKED TO THE SIX CONNECTED PSE EVALUATION STEPS. THE SIX CONNECTED STEPS OF PSE CHANGE WE TRACKED FOR MONITORING AND EVALUATION PURPOSES ARE (1) ENGAGE STAKEHOLDERS, (2) DESCRIBE THE PROGRAM, (3) FOCUS THE EVALUATION DESIGN, (4) GATHER CREDIBLE EVIDENCE, (5) JUSTIFY CONCLUSIONS, AND (6) ENSURE USE AND SHARE LESSONS LEARNED. OUR 2021 EVALUATION OF THE PSE INITIATIVES NOTE THE SPECIFIC PSE STEP/S FOR THAT INITIATIVES BASED ON THE ACTIVITIES. IN 2021 WE ARE IDENTIFYING PSE INITIATIVE SPECIFIC METRICS RELATED TO EACH STEP TO DEEPEN OUR EVALUATION OF OUTCOMES IN FUTURE YEARS. ANY PROGRAMMATIC ANTICIPATED IMPACT THAT RECEIVED A RATING OF "YELLOW" OR "RED" HAS A CORRESPONDING BRIEF EXPLANATION AND 2021 ACTION PLAN. IN 2021 WE WILL CONTINUE REFINING THE RATING SYSTEM AND CORRESPONDING PROGRAMMATIC AND PSE EVALUATION AS PART OF OUR COMMITMENT TO CONTINUOUS PROCESS IMPROVEMENT. DETAILED RESULTS AND ACTION PLANS ON PROGRAM AND PSE INITIATIVES ARE AVAILABLE UPON REQUEST. PRIORITY: MENTAL HEALTH AND WELLBEING M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED MENTAL HEALTH FIRST AID PROGRAM. THE PROGRAM INTRODUCES RISK FACTORS AND WARNING SIGNS OF COMMON MENTAL HEALTH AND SUBSTANCE USE DISORDERS, BUILDS UNDERSTANDING OF THEIR IMPACT, AND REVIEWS SUPPORT OPTIONS. THE INTERACTIVE COURSE TEACHES PARTICIPANTS HOW TO OFFER INITIAL HELP TO AN INDIVIDUAL WHO MAY BE EXPERIENCING A MENTAL HEALTH CONCERN OR CRISIS AND CONNECT THEM TO THE APPROPRIATE RESOURCES. YOUTH MENTAL HEALTH FIRST AID IS THE SECOND CORE PROGRAM WHICH FOCUSES ON MENTAL HEALTH CONCERNS AMONG YOUTH AGES 12-18. THE 2021 ANTICIPATED IMPACT FOR THE MENTAL HEALTH FIRST AID PROGRAMS WAS AN INCREASE IN PARTICIPANTS' ABILITY TO RECOGNIZE AND CORRECT MISCONCEPTIONS ABOUT MENTAL HEALTH AND MENTAL ILLNESS. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - OUTCOME: OUTCOME: 30% INCREASE FROM PRE-SURVEY (70%) TO POST-SURVEY (100%) IN RESPONSE TO THE FOLLOWING: I STRONGLY AGREE OR AGREE THAT I CAN RECOGNIZE AND CORRECT MISCONCEPTIONS ABOUT MENTAL HEALTH, SUBSTANCE USE AND MENTAL ILLNESS AS I ENCOUNTER THEM. EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE TRAUMA INFORMED CONGREGATIONS PROGRAM, THE IMPLEMENTATION OF THE RISKING CONNECTION IN FAITH COMMUNITIES CURRICULUM ACROSS FAITH COMMUNITIES. RISKING CONNECTION HELPS CLERGY UNDERSTAND THE NATURE OF TRAUMA, ITS IMPACT ON PEOPLE AND HOW FAITH LEADERS CAN SUPPORT AND BRING HEALING TO TRAUMA SURVIVORS. THE 2021 ANTICIPATED IMPACT FOR THE TRAUMA INFORMED CONGREGATIONS PROGRAM WAS AN INCREASE IN CLERGY/LEADER UNDERSTANDING OF THE IMPACT OF TRAUMA ON TRAUMA SURVIVORS. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - OUTCOME: 100% OF PARTICIPANTS REPORTED THEY UNDERSTAND THE IMPACT TRAUMA CAN HAVE ON THEIR CLIENTS. EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED YOUTH GRIEF SERVICES SESSIONS AND CAMPS. YOUTH GRIEF SERVICES (YGS) PROVIDES A SAFE AND NURTURING PLACE WHERE FAMILIES CAN TURN FOR HELP AFTER A LOVED ONE DIES. YGS ASSISTS IN THE HEALING PROCESS THROUGH A NETWORK OF PROGRAMS AND SERVICES THAT SUPPORT, EDUCATE, AND CONNECT GRIEVING FAMILIES. THE 2021 ANTICIPATED IMPACT FOR YOUTH GRIEF SERVICES WAS AN INCREASE IN YOUTH PARTICIPANTS' KNOWLEDGE OF HEALTHY COPING STRATEGIES IN RESPONSE TO GRIEF. 2021 OUTCOME: OWNERSHIP OF YOUTH GRIEF SERVICES TRANSFERRED FROM FAIRVIEW HEALTH SERVICES TO BRIGHTER DAYS GRIEF CENTER IN DECEMBER 2020, PROVIDING A SEAMLESS TRANSITION OF THE PROGRAM FOR PARTICIPANTS. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER COLLABORATED IN POLICY, SYSTEMS AND ENVIRONMENTAL (PSE) CHANGE AROUND RESPONDING TO TRAUMA IN SETTINGS SUCH AS SCHOOLS AND FAITH COMMUNITIES. THIS INITIATIVE INCLUDES ACTIVITIES AND MILESTONES LINKED TO PSE EVALUATION STEPS (1) ENGAGE STAKEHOLDERS, (2) DESCRIBE THE PROGRAM, AND (3) FOCUS THE EVALUATION DESIGN. 2021 IMPACT: GREEN - OPENED MINNESOTA'S FIRST EMPATH UNIT- OR EMERGENCY PSYCHIATRIC ASSESSMENT, TREATMENT, AND HEALING- A PIONEERING APPROACH TO EMERGENCY MENTAL HEALTH THAT OFFERS RAPID, COMPREHENSIVE CARE IN A CALMING ENVIRONMENT AT FAIRVIEW SOUTHDALE HOSPITAL. PLANNING UNDERWAY FOR OPENING A SECOND UNIT AT UNIVERSITY OF MINNESOTA MEDICAL CENTER. CONDUCTED HOPE LISTENING AND LEARNING SESSIONS AND A SURVEY, TO ASSESS THE EXPERIENTIAL NEEDS OF PATIENTS AND CAREGIVERS WHEN ACCESSING CARE IN OUR SYSTEM. PLANNING FOR VIRTUAL HEALTH HUBS THAT WILL BREAK DOWN BARRIERS AND ALLOW PEOPLE TO ACCESS MENTAL HEALTH CARE DESPITE PHYSICAL LOCATION. MEMBER PARTNER OF BOTH THE MENTAL WELL BEING TASK FORCE FOR THE HENNEPIN COUNTY COMMUNITY HEALTH IMPROVEMENT PARTNERSHIP (CHIP) AND RAMSEY COUNTY MENTAL HEALTH AND WELLNESS ACTION TEAM (MHWAT). IN PARTNERSHIP WITH EBENEZER SENIOR LIVING, DEVELOPED A NEW QUARTERLY SPEAKING SERIES CALLED HOPE, THAT ADDRESS TOPICS SUCH AS ADVERSE CHILDHOOD EXPERIENCES (ACES), TRAUMA, AND PANDEMIC FATIGUE. IN THE DEVELOPMENT/PLANNING STAGE FOR A WELLNESS HUB THAT WILL INCLUDE PROVIDING COMPREHENSIVE MENTAL HEALTH CARE IN A CALMING, RELAXING SPACE. PRIORITY: HEALTHY LIFESTYLES M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED FALLS PREVENTION SUITE WHICH INCLUDED TWO PROGRAMS (1) MATTER OF BALANCE A PROGRAM DESIGNED TO REDUCE THE FEAR OF FALLING AND INCREASE ACTIVITY LEVELS AMONG OLDER ADULTS. IT INCLUDES 8 SESSIONS FOR A SMALL GROUP OF 8-12 PARTICIPANTS LED BY TWO TRAINED FACILITATORS. PARTICIPANTS LEARN TO VIEW FALLS AND FEAR OF FALLING AS CONTROLLABLE, SET REALISTIC GOALS TO INCREASE ACTIVITY, CHANGE THEIR ENVIRONMENT TO REDUCE FALL RISK FACTORS, AND EXERCISE TO INCREASE STRENGTH AND BALANCE. (2) TAI JI QUAN A RESEARCH-BASED 12-WEEK PROGRAM THAT IS DESIGNED TO KEEP OLDER ADULTS MOBILE AND INDEPENDENT. THE PROGRAM MEETS TWICE A WEEK FOR ONE HOUR. THE CLASSES WILL HELP PARTICIPANTS IMPROVE BALANCE, STRENGTHEN MUSCLES, AND REDUCE THE RISK OF FALLING. THE 2021 ANTICIPATED IMPACT FOR THE FALLS PREVENTION SUITE WAS A DECREASE PARTICIPANTS' FEAR OF FALLING. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - OUTCOME: 14% DECREASE FROM PRE-SURVEY (86%) TO POST-SURVEY (73%) IN PARTICIPANTS THAT RESPONDED WITH A LITTLE, SOMEWHAT, OR A LOT TO THE FOLLOWING: HOW FEARFUL ARE YOU OF FALLING? EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL.
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Schedule H, Part V, Section B, Line 11 Facility , 3
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Facility , 3 - Fairview Northland Regional Hosp - continued. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED LIVING WELL SUITE WHICH INCLUDED THREE PROGRAMS THAT WERE DEVELOPED BY STANFORD UNIVERSITY'S PATIENT EDUCATION RESEARCH CENTER. (1) CHRONIC DISEASE SELF-MANAGEMENT IS A WORKSHOP GIVEN 2.5 HOURS ONCE A WEEK, FOR SIX WEEKS OFFERED TO INDIVIDUALS AND THEIR CAREGIVERS WHO ARE LIVING WITH CHRONIC CONDITIONS. SUBJECTS ADDRESSED INCLUDE MEDICATION USE, COMMUNICATION WITH DOCTORS AND CAREGIVERS, NUTRITION, AND FITNESS- WITH PRACTICAL EXERCISES AND ADVICE DESIGNED TO MEET PARTICIPANTS' NEEDS. (2) CHRONIC PAIN SELF-MANAGEMENT IS A WORKSHOP GIVEN 2 HOURS ONCE A WEEK, FOR SIX WEEKS, IN COMMUNITY SETTINGS. THE WORKSHOP HELPS PARTICIPANTS, AND THEIR SUPPORT PERSON, DEAL WITH THE ONGOING ISSUES ASSOCIATED WITH CHRONIC PAIN. (3) DIABETES SELF-MANAGEMENT IS A 6 WEEK ONCE A WEEK PROGRAM DEVELOPED TO HELPS THOSE LIVING WITH DIABETES OR PRE-DIABETES TO IMPROVE THEIR GENERAL HEALTH. THE 2021 ANTICIPATED IMPACT FOR THE LIVING WELL SUITE WAS AN INCREASE PARTICIPANTS' PERCEPTION OF POSITIVE LIFESTYLE CHANGES. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - OUTCOME: 89% OF PARTICIPANTS THAT RESPONDED TO THE POST PROGRAM SURVEY INDICATED THAT THEY STRONGLY AGREE OR AGREE WITH THE FOLLOWING STATEMENT: THE PROGRAM HAS HELPED THEM MANAGE CHRONIC CONDITION(S). EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER COLLABORATED IN POLICY, SYSTEMS AND ENVIRONMENTAL (PSE) CHANGE AROUND HEALTHY FOOD TRANSFORMATION ADDRESSING ISSUES SUCH AS FOOD INSECURITY, FOOD ACCESS, AND CHANGES TO CAFETERIA MENUS. THIS INITIATIVE INCLUDES ACTIVITIES AND MILESTONES LINKED TO PSE EVALUATION STEPS (1) ENGAGE STAKEHOLDERS, (2) DESCRIBE THE PROGRAM, AND (3) FOCUS THE EVALUATION DESIGN. 2021 IMPACT: GREEN - OUTCOME: STRENGTHENED PARTNERSHIPS WITH LOCAL FOOD ORGANIZATIONS SUCH AS SECOND HARVEST HEARTLAND AND SANNEH FOUNDATION. INCLUDES PLANNING FOR A WELLNESS HUB THAT WILL BE A NEW DISTRIBUTION SITE FOR FOOD AND PROVIDE WORKFORCE DEVELOPMENT OPPORTUNITIES FOR YOUTH IN THE FOOD SECTOR. CONTINUE TO SERVE AS A BACKBONE PARTNER IN THE FOOD JUSTICE NETWORK. EXPANDED COMMUNITY SUPPORTED AGRICULTURE (CSA) PROGRAM TO NEW CSA FARMS TO MEET THE DIFFERING NEEDS OF CLINIC PARTICIPANTS AND SUPPORT NEW FARMER PARTNERS. PLANNING TO OFFER, IN PARTNERSHIP WITH KEYSTONE COMMUNITY SERVICES, A MOBILE FOOD PANTRY AT CLINICS. SIGNED CONTACT FOR NOW POW WHICH WILL SCREEN PATIENTS FOR SOCIAL DETERMINANTS SUCH AS FOOD SECURITY AND PROVIDE RESOURCES AND REFERRALS. PRIORITY: ACCESS TO CARE AND RESOURCES M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER CONDUCTED MINNESOTA IMMUNIZATION NETWORK INITIATIVE (MINI) CLINICS. MINI IS A MULTI-SECTOR, COMMUNITY COLLABORATION PROVIDING FREE FLU SHOTS TO UNINSURED, UNDERSERVED, AND MINORITY POPULATIONS. THE MINI CLINICS BRING FLU VACCINE, EDUCATIONAL MATERIALS, AND VOLUNTEERS TO COMMUNITY LOCATIONS SUCH AS CHURCHES OR COMMUNITY CENTERS AND WITH ITS PARTNERS, ENSURE A CULTURALLY AND LINGUISTICALLY APPROPRIATE EXPERIENCE IN A SAFE AND TRUSTED ENVIRONMENT. THE 2021 ANTICIPATED IMPACT FOR THE MINI CLINICS WAS AN INCREASE IN THE NUMBER OF CLINICS WITH CULTURALLY AND/OR LINGUISTICALLY APPROPRIATE MATERIALS AROUND ACCESSING CARE AND RESOURCES. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN -33% OF NEW PARTNER CLINIC SITES HAD CULTURALLY AND/OR LINGUISTICALLY APPROPRIATE MATERIALS AROUND ACCESSING CARE AND RESOURCES. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED FALLS PREVENTION SUITE WHICH INCLUDED TWO PROGRAMS (1) MATTER OF BALANCE A PROGRAM DESIGNED TO REDUCE THE FEAR OF FALLING AND INCREASE ACTIVITY LEVELS AMONG OLDER ADULTS. IT INCLUDES 8 SESSIONS FOR A SMALL GROUP OF 8-12 PARTICIPANTS LED BY TWO TRAINED FACILITATORS. PARTICIPANTS LEARN TO VIEW FALLS AND FEAR OF FALLING AS CONTROLLABLE, SET REALISTIC GOALS TO INCREASE ACTIVITY, CHANGE THEIR ENVIRONMENT TO REDUCE FALL RISK FACTORS, AND EXERCISE TO INCREASE STRENGTH AND BALANCE. (2) TAI JI QUAN A RESEARCH-BASED 12-WEEK PROGRAM THAT IS DESIGNED TO KEEP OLDER ADULTS MOBILE AND INDEPENDENT. THE PROGRAM MEETS TWICE A WEEK FOR ONE HOUR. THE CLASSES WILL HELP PARTICIPANTS IMPROVE BALANCE, STRENGTHEN MUSCLES, AND REDUCE THE RISK OF FALLING. THE 2021 ANTICIPATED IMPACT FOR THE FALLS PREVENTION SUITE WAS AN INCREASE IN PARTICIPANTS' COMFORT TALKING TO THEIR HEALTH CARE PROVIDER ABOUT MEDICATIONS AND OTHER POSSIBLE RISKS OF FALLING. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - * OUTCOME: 67% OF PARTICIPANTS THAT RESPONDED TO THE POST PROGRAM SURVEY INDICATED THAT THEY STRONGLY AGREE OR AGREE WITH THE FOLLOWING STATEMENT: I FEEL MORE COMFORTABLE TALKING TO MY HEALTH CARE PROVIDER ABOUT MY MEDICATIONS AND OTHER POSSIBLE RISKS FOR FALLING. EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED LIVING WELL SUITE WHICH INCLUDED THREE PROGRAMS THAT WERE DEVELOPED BY STANFORD UNIVERSITY'S PATIENT EDUCATION RESEARCH CENTER. (1) CHRONIC DISEASE SELF-MANAGEMENT IS A WORKSHOP GIVEN 2.5 HOURS ONCE A WEEK, FOR SIX WEEKS OFFERED TO INDIVIDUALS AND THEIR CAREGIVERS WHO ARE LIVING WITH CHRONIC CONDITIONS. SUBJECTS ADDRESSED INCLUDE MEDICATION USE, COMMUNICATION WITH DOCTORS AND CAREGIVERS, NUTRITION, AND FITNESS- WITH PRACTICAL EXERCISES AND ADVICE DESIGNED TO MEET PARTICIPANTS' NEEDS. (2) CHRONIC PAIN SELF-MANAGEMENT IS A WORKSHOP GIVEN 2 HOURS ONCE A WEEK, FOR SIX WEEKS, IN COMMUNITY SETTINGS. THE WORKSHOP HELPS PARTICIPANTS, AND THEIR SUPPORT PERSON, DEAL WITH THE ONGOING ISSUES ASSOCIATED WITH CHRONIC PAIN. (3) DIABETES SELF-MANAGEMENT IS A 6 WEEK ONCE A WEEK PROGRAM DEVELOPED TO HELPS THOSE LIVING WITH DIABETES OR PRE-DIABETES TO IMPROVE THEIR GENERAL HEALTH. THE 2019 ANTICIPATED IMPACT FOR THE LIVING WELL SUITE WAS AN INCREASE IN PARTICIPANTS WHO AGREE THAT THE PROGRAM HELPS THEM WORK WITH THEIR HEALTH CARE PROVIDERS. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - * OUTCOME: 86% OF PARTICIPANTS THAT RESPONDED TO THE POST PROGRAM SURVEY INDICATED THAT THEY STRONGLY AGREE OR AGREE WITH THE FOLLOWING STATEMENT: THE PROGRAM HAS HELPED THEM WORK WITH HEALTHCARE PROFESSIONALS. EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL.
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Schedule H, Part V, Section B, Line 11 Facility , 4
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Facility , 4 - Fairview Northland Regional Hosp - continued. M HEALTH FAIRVIEW NORTHLAND MEDICAL CENTER OFFERED THE EVIDENCE-BASED MENTAL HEALTH FIRST AID PROGRAM. THE PROGRAM INTRODUCES RISK FACTORS AND WARNING SIGNS OF COMMON MENTAL HEALTH AND SUBSTANCE USE DISORDERS, BUILDS UNDERSTANDING OF THEIR IMPACT, AND REVIEWS SUPPORT OPTIONS. THE INTERACTIVE COURSE TEACHES PARTICIPANTS HOW TO OFFER INITIAL HELP TO AN INDIVIDUAL WHO MAY BE EXPERIENCING A MENTAL HEALTH CONCERN OR CRISIS AND CONNECT THEM TO THE APPROPRIATE RESOURCES. YOUTH MENTAL HEALTH FIRST AID IS THE SECOND CORE PROGRAM WHICH FOCUSES ON MENTAL HEALTH CONCERNS AMONG YOUTH AGES 12-18. THE 2021 ANTICIPATED IMPACT FOR THE MENTAL HEALTH FIRST AID PROGRAMS WAS INCREASE PARTICIPANTS' CONFIDENCE IN ASSISTING SOMEONE TO CONNECT WITH PROFESSIONAL RESOURCES. THE ANTICIPATED IMPACT WAS ASSIGNED A VALUE OF "GREEN". 2021 IMPACT: GREEN - OUTCOME: 31% INCREASE FROM PRE-SURVEY (67%) TO POST-SURVEY (98%) IN RESPONSE TO THE FOLLOWING: I STRONGLY AGREE OR AGREE THAT I CAN ASSIST SOMEONE WHO MAY BE DEALING WITH A MENTAL HEALTH PROBLEM, SUBSTANCE USE CHALLENGE OR CRISIS IN SEEKING PROFESSIONAL HELP. EVALUATION OF SURVEY RESULTS WAS DONE ON A PROGRAM LEVEL.
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Schedule H, Part V, Section B, Line 11 Facility , 5
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Facility , 5 - Fairview Northland Regional Hosp - continued. Needs identified but not addressed: Although the following health needs were not selected as priority needs, M Health Fairview will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Childcare: This issue is beyond what M Health Fairview resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Clinic hours: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Health literacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Safe neighborhoods: This issue is beyond what M Health Fairview resources can support at this time. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Transportation: This issue is beyond what M Health Fairview resources can support at this time.
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Schedule H, Part V, Section B, Line 13 Facility , 1
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Facility , 1 - Fairview Northland Regional Hosp. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
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Schedule H, Part V, Section B, Line 16 Facility , 1
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Facility , 1 - Fairview Northland Regional Hosp. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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Attach to Form 990 or Form 990-EZ. 
Attach to Form 990 or 990-EZ.