Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 14,123,461 | 13,724,039 | 5,192,480 | 3,745,433 | 5,060,103 | 41,845,516 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 14,123,461 | 13,724,039 | 5,192,480 | 3,745,433 | 5,060,103 | 41,845,516 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 41,845,516 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 14,123,461 | 13,724,039 | 5,192,480 | 3,745,433 | 5,060,103 | 41,845,516 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 42 | 457 | 397 | 214 | 1 | 1,111 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 41,846,627 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2017 | (b) 2018 | (c) 2019 | (d) 2020 | (e) 2021 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2021 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2021 |
(iii) Distributable Amount for 2021 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2021 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2021 (reasonable cause required-- explain in Part VI). See instructions. |
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| 3 Excess distributions carryover, if any, to 2021: | ||||
| a From 2016....... | ||||
| b From 2017....... | ||||
| c From 2018....... | ||||
| d From 2019....... | ||||
| e From 2020....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2021 distributable amount | ||||
|
i
Carryover from 2016 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2021 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2021 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2021, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2021. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2022. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2017..... | ||||
| b Excess from 2018..... | ||||
| c Excess from 2019..... | ||||
| d Excess from 2020..... | ||||
| e Excess from 2021..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | STRATIS HEALTH IS AN INDEPENDENT 501(C)3 NONPROFIT ORGANIZATION WHOSE MISSION IS TO COLLABORATE AND INNOVATE TO IMPROVE HEALTH. WE ARE TRUSTED EXPERTS IN LEADING HEALTH CARE TRANSFORMATION TO MAKE LIVES BETTER. WE DEVELOP AND GUIDE HEALTH IMPROVEMENT INITIATIVES ACROSS THE CONTINUUM OF CARE THAT RESULT IN BETTER HEALTH AND CARE FOR PEOPLE AND COMMUNITIES. OUR AGILE STAFF DELIVERS DATA-DRIVEN INSIGHTS, EVIDENCE-BASED INTERVENTIONS, AND LEADING-EDGE IMPROVEMENT METHODOLOGIES THAT INSPIRE ORGANIZATIONS AND COMMUNITIES TO ACHIEVE SOLUTIONS TO THEIR MOST COMPLEX AND DIVERSE HEALTH IMPROVEMENT CHALLENGES. WE ARE FUNDED BY FEDERAL AND STATE GOVERNMENT AGENCIES, FOUNDATIONS, AND PRIVATE CUSTOMERS SUCH AS HEALTH PLANS, HEALTH SYSTEMS, EMPLOYERS, AND OTHER PURCHASERS, PROVIDING TECHNICAL ASSISTANCE AND SUPPORT ACROSS ALL TYPES OF HEALTH CARE ORGANIZATIONS. EXAMPLES INCLUDE HOSPITALS, CLINICS, NURSING HOMES, AND HOME HEALTH AGENCIES WHERE WE SUPPORT CLINICIANS IN DELIVERING HEALTH CARE IN SAFE, HIGH-QUALITY, AND EVIDENCE-BASED WAYS. TO MEET ITS MISSION, STRATIS HEALTH DEVELOPED A TRANSFORMATION FRAMEWORK THAT DEFINES THE FOUNDATIONS NECESSARY TO ORGANIZATIONS TO IMPROVE AND SUSTAIN CHANGE IN HEALTH CARE AND THE ACTIONS NEEDED AND DESIRED BETWEEN HEALTH CARE AND COMMUNITIES. WE HELP CUSTOMERS BUILD RELATIONSHIPS, MANAGE POPULATIONS, AND ADD VALUE IN A RAPIDLY CHANGING ENVIRONMENT. CORE TO THE FRAMEWORK IS ADDRESSING HEALTH EQUITY AND SOCIAL DETERMINANTS TO ACHIEVE BETTER CARE, BETTER HEALTH, AND LOWER COSTS. THE FOLLOWING SUMMARIZES OUR WORK AND ACCOMPLISHMENTS DURING THE FISCAL YEAR AUGUST 1, 2021, THROUGH JULY 31, 2022. DURING FY22, STRATIS HEALTH WORKED WITH 4,180 INDIVIDUALS AT 1,694 ORGANIZATIONS IN OUR EFFORTS TO ADVANCE HEALTH CARE QUALITY AND SAFETY. OVERVIEW STRATIS HEALTH CONTINUES TO LEAD COLLABORATE AND INNOVATE TO IMPROVE THE HEALTH OF PROVIDERS, COMMUNITIES, ORGANIZATIONS, AND SYSTEMS. WE LEVERAGE OUR TRANSFORMATION FRAMEWORK TO ACHIEVE BETTER CARE, BETTER HEALTH, AND LOWER COST OF OPTIMIZING HEALTH DELIVERY. WE HAVE WORKED CLOSELY WITH FUNDERS TO USE OUR PROGRAMS, RESOURCES, AND RELATIONSHIPS TO SUPPORT HEALTH CARE ORGANIZATIONS IN ADDRESSING STRUCTURAL BARRIERS TO ACCESSING HEALTH AND HEALTH INEQUITIES. OUR NON-CRISIS QUALITY IMPROVEMENT WORK HAS ALSO BEEN MAINTAINED AND ADVANCED. STRATIS HEALTH'S LARGEST BODY OF WORK DURING FY22 WAS LEADING THE MEDICARE QUALITY INNOVATION NETWORK-QUALITY IMPROVEMENT ORGANIZATION (QIN-QIO) SERVING MICHIGAN, MINNESOTA, AND WISCONSIN ON BEHALF OF THE CENTERS FOR MEDICARE & MEDICAID SERVICES (CMS). WE LAUNCHED A FIVE-YEAR PROGRAM CYCLE IN NOVEMBER 2019 WITH SEVEN PARTNER ORGANIZATIONS WORKING TOGETHER AS SUPERIOR HEALTH QUALITY ALLIANCE, FOCUSED ON IMPROVING THE QUALITY OF CARE FOR SENIORS AND OTHER MEDICARE BENEFICIARIES. IN ADDITION TO THE QIN-QIO PROGRAM EFFORTS, STRATIS HEALTH FACILITATED HEALTH CARE QUALITY IMPROVEMENT AND SAFETY FOR PEOPLE AND COMMUNITIES IN MINNESOTA AND ACROSS THE NATION, PRIMARILY IN RURAL HEALTH, PATIENT SAFETY, RURAL HEALTH, LONG-TERM CARE, HEALTH EQUITY, AND OPIOID USE DISORDER. WE LEVERAGE OUR SKILLS IN INFRASTRUCTURE BUILDING, CARE DELIVERY REDESIGN, AND COMMUNITY CAPACITY BUILDING TO DRIVE AND SUPPORT HEALTH CARE QUALITY IMPROVEMENT. MOREOVER, WE ARE COMMITTED TO ENSURING THAT QUALITY HEALTH IS DELIVERED IN A FAIR, INCLUSIVE, AND JUST MANNER TO IMPROVE THE LIVES OF INDIVIDUALS, COMMUNITIES, AND POPULATIONS. STRATIS HEALTH TOOLS AND RESOURCES ARE AVAILABLE THROUGH OUR WEBSITE (WWW.STRATISHEALTH.ORG). MEDICARE QIN-QIO PROGRAM STRATIS HEALTH CONTINUED TO BUILD ON A LONG HISTORY OF IMPROVING CARE FOR MEDICARE BENEFICIARIES AS PART OF SUPERIOR HEALTH QUALITY ALLIANCE (2019-2024) AS A FEDERALLY DESIGNATED MEDICARE QUALITY IMPROVEMENT ORGANIZATION (QIO). THE OVERALL AIMS OF THE PROGRAM ARE TO: IMPROVE BEHAVIORAL HEALTH OUTCOMES, FOCUSING ON DECREASED OPIOID MISUSE. INCREASE PATIENT SAFETY, INCLUDING REDUCED ADVERSE DRUG EVENTS. INCREASE CHRONIC DISEASE MANAGEMENT, FOCUSING ON CARDIAC/VASCULAR HEALTH, DIABETES, AND CHRONIC KIDNEY DISEASE. INCREASE QUALITY OF CARE TRANSITIONS, INCLUDING REDUCED HOSPITAL READMISSIONS. IMPROVE NURSING HOME QUALITY. QIN-QIO ACHIEVEMENTS LAUNCHED THE SHINE A LIGHT ON STIGMA CAMPAIGN WITH THE AIM OF COMBATTING STIGMA AS A LONG-STANDING BARRIER TO PEOPLE SEEKING TREATMENT AND HARM REDUCTION INTERVENTIONS AS IT RELATES TO OPIOID AND SUBSTANCE USE DISORDERS. IMPROVED HEALTH CARE QUALITY AND SAFETY FOR SENIORS WORK WITH MORE THAN 770 NURSING HOMES AND MORE THAN 40 COMMUNITY COALITIONS WHICH INCLUDE MORE THAN 1,600 HEALTH CARE AND COMMUNITY ORGANIZATIONS SERVING AT LEAST 65% OF THE MEDICARE BENEFICIARIES IN THE REGION (MI, MN, WI). FOLLOWED 336 NURSING HOMES IN MI, MN, AND WI TO INCREASE BOOSTER VACCINATION RATES. COMPLETED THE REVIEW OF APPROXIMATELY 100 EMERGENCY PREPAREDNESS PLANS FOR NURSING HOMES IN MI, MN, AND WI. IMPROVED THE HEALTH CARE EXPERIENCE BY INCREASING COORDINATION AMONG CLINICIANS AND FACILITIES AND ACROSS SETTINGS OF CARE; FACILITATING HEALTH INFORMATION EXCHANGE THROUGH BETTER USE OF TECHNOLOGY; AND ENGAGING PATIENTS, RESIDENTS, AND CAREGIVERS IN THE DESIGN AND DELIVERY OF CARE. PROVIDED ONE-ON-ONE TECHNICAL ASSISTANCE TO NURSING HOMES, PRIMARILY IN FIVE AREAS: DATA REPORTING VIA THE CDC NATIONAL NURSING HOME SAFETY NETWORK (NHSN), INFECTION PREVENTION AND CONTROL, INCREASING COVID-19 BOOSTER VACCINATION RATES, REVIEW OF NURSING HOME EMERGENCY PREPAREDNESS PLANS AND CARE COORDINATION. IMPROVING HEALTH EQUITY AND REDUCING DISPARITIES STRATIS HEALTH WAS SELECTED BY THE MINNESOTA DEPARTMENT OF HUMAN SERVICES (DHS) TO LEAD A NEW SERIES OF OPIOIDS PROJECT ECHOS (EXTENSION FOR COMMUNITY HEALTHCARE OUTCOMES) IN MINNESOTA. STRATIS HEALTH IS USING THE PROJECT ECHO APPROACH TO INCREASE ACCESS TO MEDICATION FOR OPIOID USE DISORDER (MOUD) AMONG UNDERSERVED RURAL AND URBAN COMMUNITIES AND AMERICAN INDIAN POPULATIONS. PROJECT ECHO IS A HUB-AND-SPOKE KNOWLEDGE-SHARING APPROACH WHERE EXPERT TEAMS LEAD VIRTUAL CLINICS, BUILDING THEIR CAPACITY TO DELIVER HIGH-QUALITY CARE IN THEIR COMMUNITIES. IN FY22, WE LAUNCHED AN OPIOID ECHO PROGRAM IN PARTNERSHIP WITH THE NATIVE AMERICAN COMMUNITY CLINIC (NACC) AND WE CO-PRESENTED A SIX-PART OPIOID USE DISORDER EDUCATION & TREATMENT ECHO SERIES. WE ALSO LAUNCHED THE MEDICATION USE FOR OPIOID USE DISORDER (MOUD)/MEDICATION ASSISTED TREATMENT (MAT) IN JAILS PROJECT TO ADVANCE IMPLEMENTATION OF MOUD/MAT WITHIN JAIL AND POST-RELEASE TRANSFERS TO COMMUNITY PROVIDERS AND SUPPORTS IN MINNESOTA COUNTY JAILS. THE CMS PARTNERSHIP TO ADVANCE TRIBAL HEALTH (PATH) IS A STRATEGIC PARTNERSHIP OF ORGANIZATIONS COMMITTED TO IMPROVING HEALTH FOR AMERICAN INDIANS. STRATIS HEALTH, WITH OUR PARTNERS COMAGINE HEALTH AND MOUNTAIN-PACIFIC QUALITY HEALTH CARE, COLLABORATIVELY LEAD THIS WORK WHICH IS FOCUSED ON SUPPORTING 24 INDIAN HEALTH SERVICES (IHS) HOSPITALS ACROSS THE COUNTRY. THE AIM OF THIS PROGRAM IS TO IMPROVE HEALTH CARE QUALITY AND ADDRESS THE UNIQUE HEALTH CARE ISSUES OF THE POPULATIONS IHS HOSPITALS SERVE BY IMPLEMENTING BEST PRACTICES AND PROVING PERFORMANCE IMPROVEMENT TRAINING AND COACHING. THROUGH THE COLLABORATIVE HEALTH PLAN PERFORMANCE IMPROVEMENT PROJECTS (PIPS), STRATIS HEALTH WORKS WITH MINNESOTA HEALTH PLANS THAT OFFER STATE PUBLIC HEALTH CARE PROGRAMS (E.G., FOR MEDICAID, DUAL-ELIGIBLE) TO IMPLEMENT PIPS. THE GOAL IS TO HELP IMPROVE THE HEALTH OF PUBLIC PROGRAM MEMBERS AND TO REDUCE DISPARITIES FOR LOW-INCOME MINNESOTANS. PROJECTS WITH RESOURCES AVAILABLE DURING FY22 INCLUDE: IMPROVING COMPREHENSIVE DIABETES CARE HEALTHY START FOR MINNESOTA CHILDREN REDUCING CHRONIC OPIOID USE INCLUDING THE PAIN MANAGEMENT AND OPIOIDS GUIDE FOR CONSUMERS SPECIAL NEEDS BASIC CARE DENTAL ACCESS ANTIDEPRESSANT MEDICATION MANAGEMENT & DEPRESSION MANAGEMENT IMPROVING RURAL HEALTH THE RURAL QUALITY IMPROVEMENT TECHNICAL ASSISTANCE (RQITA) PROGRAM SUPPORTS QUALITY MEASUREMENT AND IMPROVEMENT BY RURAL CRITICAL ACCESS HOSPITALS ACROSS THE COUNTRY. OUR TEAM: RESPONDED TO 64 QUALITY IMPROVEMENT AND REPORTING TECHNICAL ASSISTANCE REQUESTS FROM FLEX PROGRAMS AND CRITICAL ACCESS HOSPITALS NATIONWIDE IN FEBRUARY AND MARCH 2022; LAUNCHED A YEARLONG EFFORT TO SUPPORT A NEW FEDERAL OFFICE OF RURAL HEALTH POLICY INITIATIVE IN WHICH THE 45 STATE FLEX PROGRAMS ARE BEING ASKED TO IMPLEMENT A TARGETED QUALITY IMPROVEMENT PROJECT WITH PARTICIPATING CRITICAL ACCESS HOSPITALS (CAHS); AND SELECTED 12 CRITICAL ACCESS HOSPITAL (CAH) STAFF THAT WILL SERVE FOR TWO YEARS AS THE SECOND NATIONAL VIRTUAL QUALITY IMPROVEMENT MENTOR COHORT THROUGH AN INITIATIVE THAT BROADLY TRANSFERS KNOWLEDGE FROM LEADING CAH QUALITY IMPROVEMENT STAFF TO OTHERS ACROSS THE COUNTRY. OUR FY22 RQITA ACCOMPLISHMENTS INCLUDE: PROVIDED SUPPORT TO ALL 45 STATE |
| FORM 990, PART VI, SECTION A, LINE 1A | THE EXECUTIVE COMMITTEE SHALL CONSIST OF THE CHAIR, THE VICE CHAIR, THE IMMEDIATE PAST CHAIR, THE SECRETARY AND AT LEAST ONE OTHER DIRECTOR DESIGNATED BY THE BOARD. THE CHAIR OF THE BOARD SHALL BE THE CHAIR OF THE EXECUTIVE COMMITTEE. THE EXECUTIVE COMMITTEE SHALL AT ALL TIMES BE SUBJECT TO THE CONTROL AND DIRECTION OF THE BOARD OF DIRECTORS. DURING SUCH INTERVALS AND SUBJECT TO SUCH CONTROL AND DIRECTION, THE EXECUTIVE COMMITTEE SHALL HAVE AND MAY EXERCISE ALL OF THE AUTHORITY AND POWERS OF THE BOARD OF DIRECTORS IN THE MANAGEMENT OF THE BUSINESS OF THE CORPORATION, SUBJECT TO SUCH LIMITATIONS AS THE BOARD OF DIRECTORS MAY IMPOSE FROM TIME TO TIME. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS REVIEWED BY THE CFO AND CONTROLLER, AND COPIES OF THE RETURN ARE PROVIDED TO THE FINANCE COMMITTEE FOR REVIEW AND RECOMMENDATION OF ITS ACCEPTANCE TO THE BOARD. THE BOARD IS PROVIDED A COPY TO REVIEW PRIOR TO APPROVAL FOR FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | STRATIS HEALTH HAS AN ORGANIZATIONAL CONFLICT OF INTEREST POLICY WHICH IS INCORPORATED INTO ITS COMPLIANCE PLAN INITIALLY UPON ELECTION TO THE STRATIS HEALTH BOARD OF DIRECTORS AND HIRE TO THE ORGANIZATON AND ON AN ANNUAL BASIS, ALL STRATIS BOARD MEMBERS, SENIOR MANAGEMENT AND OTHER KEY STRATIS HEALTH PERSONNEL ARE REQUIRED TO REVIEW THE POLICY AND COMPLETE THE CONFLICT OF INTEREST QUESTIONNAIRE SO THAT STRATIS HEALTH IS AWARE AND ABLE TO DEVELOP MITIGATION PLANS TO MANAGE ANY POTENTIAL, PERCEIVED OR REAL CONFLICTS. THE PROCESS IS MANAGED BY STRATIS HEALTH'S SENIOR VICE PRESIDENT ADMINISTRATION/COMPLIANCE OFFICER. EACH RESPONSIBLE PERSON SHALL BE REQUIRED TO REVIEW A COPY OF THE CONFLICT OF INTEREST POLICY AND TO ACKNOWLEDGE IN WRITING THAT HE OR SHE HAS DONE SO. THIS SHALL BE DONE ANNUALLY BE EACH RESPONSIBLE PERSON. A DIRECTOR, OFFICER OR KEY PERSONNEL WHO HAS A CONFLICT OF INTEREST SHALL REPORT ALL FACTS MATERIAL TO THE CONFLICT TO THE CHAIR OF THE BOARD. THE CHAIR SHALL REPORT DISCLOSURE TO STRATIS HEALTH'S COMPLIANCE OFFICER AND AT THE MEETING, THE DISCLOSURE SHALL BE REFLECTED IN THE MEETING MINUTES. A PERSON WHO HAS A CONFLECT OF INTEREST SHALL NOT PARTICIPATE IN OR BE PERMITTED TO HEAR THE BOARD OR COMMITTEE DISCUSSION OF THE MATTER EXCEPT TO DISCLOSE MATERIAL FACTS AND TO RESPOND TO QUESTIONS. THE PERSON HAVING A CONFLICT OF INTEREST MAY NOT VOTE ON THE CONTRACT OR TRANSACTION AND SHALL NOT BE PRESENT IN THE MEETING ROOM WHEN THE VOTE IS TAKEN, UNLESS THE VOTE IS DONE BY SECRET BALLOT |
| FORM 990, PART VI, SECTION B, LINE 15 | IN ACCORDANCE WITH INTERNAL REVENUE CODE (IRC SECTION 4958) STRATIS HEALTH IMPLEMENTED AN EXECUTIVE COMPENSATON INTERMEDIATE SANCTIONS COMPLIANCE PLAN (ISCP) IN 2005. THE COMPENSATON SETTING COMMITTEE IS COMPRISED OF MEMBERS OF STRATIS HEALTH'S EXECUTIVE/FINANCE BOARD COMMITTEE. THE COMMITTEE SERVES AS THE DECISION-MAKING BODY IN DETERMINING REASONABLE LEVELS OF COMPENSATION AND BENEFITS FOR THE CHIEF EXECUTIVE OFFICER, SENIOR VICE PRESEIDENT AND CHIEF FINANCIAL OFFICER POSITIONS. THE COMMITTE IS RESPONSIBLE FOR GATHERING SALARY AND BENEFIT COMPARABILITY DATA, WHICH IS DONE ON A BI-ANNUAL BASIS BASED ON REVIEW AND APPROVAL OF THE DATA. THE COMMITTEE IS RESPONSIBLE FOR APPROVING AND FINALIZING THE SALARY RANGE FOR EACH OF THE REVIEWED POSITIONS. THE COMMITTEE ALSO HAS THE RESPONSIBILITY TO APPROVE THE CHIEF EXECUTIVE OFFICER'S SALARY INCREASE ON AN ANNUAL BASIS. THE COMMITTEE ENGAGES A CONSULTANT TO CONDUCT AN INDEPENDENT SURVEY AND REVIEW OF THE SALARY DATA COLLECTED. THIS PROCESS WAS LAST CONDUCTED IN 2019 FOR OFFICEES OF STRATIS HEALTH. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION PROVIDES THE FOLLOWING UPON REQUEST: A DESCRIPTION OF ITS PROGRAM ACTIVITIES AND ACCOMPLISHMENTS AND GEOGRAPHIC AREA SERVED, A SUMMARY OF THE TOTAL COST OF EACH MAJOR PROGRAM (THE THE EXTENT REQUIRED IN THE IRS FORM 990) AND A LIST OF THE ORGANIZATON'S BOARD OF DIRECTORS. THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY OR FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC. |
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