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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 11 Facility , 1
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Facility , 1 - University of Minnesota Medical Center. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. University of Minnesota Medical Center (the medical center) and Masonic Children's Hospital (the children's hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the 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. Bringing together both the qualitative and quantitative data 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. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The medical center and the children's hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the University of Minnesota Medical Center and Masonic Children's Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to the medical center and the children's hospital, please see the University of Minnesota Medical Center and Masonic Children's Hospital 2021 Community Health Needs Assessments located at: https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies 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. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the medical center and the children's hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. University of Minnesota Medical Center and Masonic Children's Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
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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. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. The medical center and the children's hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the University of Minnesota Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. University of Minnesota Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the medical center and the children's hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
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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. Priority Need: Navigating and accessing care and resources. University of Minnesota Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the medical center and the children's hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the medical center and the children's hospital community specifically, there were 330 MINI clinics at which 8,421 COVID-19 shots were administered and 2,683 flu shots. Additionally, in 2022 across the system, the community clinical care team provided blood pressure, and oral health services at 39 events, including 22 in the medical center and children's hospital community. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The hub is a first-of-its-kind center that will address health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community - from primary and mental healthcare to enrichment options for seniors, food access programs, and community gathering spaces. We are bringing our own services together with local organizations to make it easier for people to access what they need to be well. In 2022 there were 26 community events hosted at The Hub, a local artist was commission to paint a mural in the Hub to reflect the communities we serve. Additionally monthly Hub partnership coordination meetings were established to ensure ongoing partnership and collaboration between organizations located at The Hub. The Cultural Broker program was co-developed in 2016 in partnership with Fairview's East Side Health and Wellbeing Collaborative. Cultural Brokers help bridge cultural gaps by translating and supporting people as they navigate schools, healthcare, and other mainstream systems to ultimately build self-sufficiency. The Cultural Brokers belong to the communities they serve, so they can more easily build trust and can have a greater impact on the communities' health. The program comprises six Cultural Brokers, who are Fairview employees, located at five respective partner organizations representing different cultural communities: African American, American Indian, Hispanic/Latino, Hmong, and Karen. Based a one-month follow-up feedback survey, 98% of the Cultural Broker clients say they strongly agree or agree that working with the cultural broker has decreased their stress, additionally there was an increase in those that reported feeling connected to others in the community and confidence in accessing services themselves. In 2022 the Cultural Broker program expanded to the medical center and the children's hospital community by adding an additional Cultural Broker to serve the Hispanic/Latino community that is housed in the CLUES Minneapolis location. From May through the end of the year, the new Cultural Broker served 138 clients. Health Commons is a drop-in health and wellness center that began in 2011. It is dedicated to serving those in both the Harrison/North Minneapolis and Cedar-Riverside neighborhoods. Both locations are in Minneapolis and serve highly diverse communities with residents identifying as African American, Asian, Somali, Oromo, and Korean. It is a Fairview-led program supported in collaboration with other community organizations. The mission of Health Commons is to provide services based on respect, relationship building, hospitality, and collaboration; connecting health and hope for the community to live healthier lives. Services include drop-in hours where a nurse or doctor is available for a one-on-one consultation, massage, aromatherapy, and healthy living classes on topics such as nutrition, exercise, chronic disease, emotional health, physical activity classes such as Zumba and yoga, food distributions and supply giveaways. The services are free of charge and open to everyone. Based on a 2022 sample survey of the Cedar Riverside location, most (62.9%) participants have been attending Health Commons for 8+ years, almost all are publicly insured (95.2%) and most participants are aged 45-74 (62.9%). Overall participants have a positive impact of the program, 96.7% agree or strongly agree they are more connected to resources because of Health Commons and 95.2% say they are making positive changes toward a healthier lifestyle because of Health Commons. In 2022, in the medical center and the children's hospital community, there were 4,625 visits to the combined Health Commons locations. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
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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. Priority Need: Addressing Structural Racism and Barriers to Equity. University of Minnesota Medical Center and Masonic Children's Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview system highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across the health system. One of the Food is Medicine initiative programmatic responses is Veggie Rx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in Veggie Rx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the medical center and the children's hospital community. In 2022 there were 50 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. An example program, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by the medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2022, 49 patients were provided supports through this program. A preliminary analysis showed, while not statistically significant due to sample size, a decrease in 11% of hospital visits of participants prior to participation in the program and after. Additionally, In October 2022, teams from across the system participated in the annual Build Week with Twin Cities Habitat for Humanity, contributing 365 volunteer hours. Fairview employees worked on a new construction single-family house on St. Paul's East Side. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
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Schedule H, Part V, Section B, Line 11 Facility , 5
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Facility , 5 - University of Minnesota Medical Center. Priority Need: Healing, connectedness, and mental health. The medical center and the children's hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. Additionally, we are responding with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medicals and is open to anyone across all of Fairview's communities. In 2022, across Fairview hospitals and medical centers there were four sessions held with a combined 650 attendees. Healthy Outcomes from Positive Experiences (H.O.P.E.) training is a 60-90-minute training focused on the science of H.O.P.E and a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2022, in the medical center and the children's hospital community. there were six sessions with a total of 230 attendees Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022, in the medical center and the children's hospital community, there were 4 classes offered with 69 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022, in the medical center and the children's hospital community, there were four classes offered with 93 participants attending. Refresh and Reset your Resiliency promotes resiliency skills, offers wellness-care tools for mind, body, and spirit, and encourages the development of a personal plan for self-care. In 2022, in the medical center and the children's hospital community, there was one class offered with 11 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our medical center and children's hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In the medical center and children's hospital community, we support and participate in two collaboratives, the Minnesota Food Justice Network and the East Side Health and Well-being Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
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Facility , 6 - University of Minnesota Medical Center. Fairview listened to community and responded to an emerging need in 2022 relating to opioid overdose through a partnership with Open Path Resources (OPR). A model of engagement was co-developed, representing the inclusion of community faith leaders early in the process to gain their perspective and early support; this resulted in collaborating with faith leaders for issues/areas sensitive to the community, identified as a high priority issues by community stakeholders, such as substance and Naloxone and centering around faith and beliefs. Due to this work, two Cedar Riverside mosques in-process of becoming Naloxone Access Point sites. Additionally, East African-specific Naloxone administration training curriculum in collaboration with OPR and Steve Rummler Hope Network is being developed. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years.
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Facility , 7 - University of Minnesota Medical Center. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what the University of Minnesota Medical Center and Masonic Children's Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
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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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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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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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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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Facility , 1 - Fairview Southdale Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Southdale Hospital (Southdale Hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the 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. Bringing together both the qualitative and quantitative data 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. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Southdale Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Southdale Hospital Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following links: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Southdale Hospital, please see the Southdale Hospital 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. 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. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Southdale Hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. Southdale Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
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Schedule H, Part V, Section B, Line 11 Facility , 2
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Facility , 2 - Fairview Southdale Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Southdale Hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Southdale Hospital Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Southdale Hospital 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Southdale Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
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Facility , 3 - Fairview Southdale Hospital. Priority Need: Navigating and accessing care and resources. Southdale Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Southdale Hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Southdale Hospital community specifically there were 21 MINI clinics at which 867 COVID-19 shots were administered and 279 flu shots were administered. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events with two specifically in the Southdale Hospital Community. The Colon Cancer Prevention program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2022 there were 32 colonoscopies provided to uninsured community members in the Southdale Hospital community. The Culturally Tailored Education and Outreach Program provides health education sessions on a variety of health topics including COIVD-19 vaccines, COIVD-19 virus, colorectal cancer prevention, cancer prevention, diabetes prevention, heart disease prevention, mental health, Alzheimer's disease, heat-related illness, and other health topics. Education provided to the general Latine community. In partnership with community organizations. In 2022 in the Southdale Community, there were three education sessions with 30 people attending. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 4 - Fairview Southdale Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Southdale Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available. In 2022 there were 425 MATTERBoxes distributed across the system, with each box containing enough food to feed a family of four for three days. In 2022 in the Southdale Hospital, Food is Medicine staff established connections with clinics to explore offering programs to their patients. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 5 - Fairview Southdale Hospital. Priority Need: Healing, connectedness, and mental health. The Southdale Hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $500 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 17 mini grants awarded. In the Southdale Hospital Community, 7 mini grants were awarded to a Faith Community Nurse. H.O.P.E (Healthy Outcomes from Positive Experiences) Training is a 60-90-minute training focused on the science of H.O.P.E and a framework for positive experiences as a mitigating factor in Adverse Childhood Experiences (ACEs) and trauma. In 2022, in the Southdale Hospital community, there was one session with a total of 18 attendees. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Southdale Hospital community there were two classes offered with 63 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Southdale Hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Southdale Hospital's community, we support and participate in collaboratives such as Metro Food Justice Network and the Interfaith Health Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
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Facility , 6 - Fairview Southdale Hospital. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Southdale Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
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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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Facility , 1 - Fairview Southdale Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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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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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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Facility , 1 - Fairview Ridges Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Ridges Hospital (Ridges Hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the 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. Bringing together both the qualitative and quantitative data 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. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Ridges Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Ridges Hospital Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Ridges Hospital, please see the Ridges Hospital 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. 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. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Ridges Hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. Ridges Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
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Facility , 2 - Fairview Ridges Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Ridges Hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Ridges Hospital Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Ridges Hospital 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Ridges Hospital's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
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Facility , 3 - Fairview Ridges Hospital. Priority Need: Navigating and accessing care and resources. Ridges Hospital has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Ridges Hospital Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Ridges Hospital community specifically, there were three MINI clinics at which 101 COVID-19 shots were administered and 231 flu shots. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events including one in the Ridges Hospital community. To fill the large gap in clinic support in Apple Valley and Burnsville, Fairview partners with St. Mary's Health clinics to provide clinical services to uninsured community members. St. Mary's Health Clinic patients have no Insurance, are ineligible for health insurance and live with in 200-250% of Federal Poverty Guidelines. Almost all patients (98%) served identified has Hispanic/Latinx. In 2022, frequent diagnoses include management of hypertension, pre diabetes, diabetes. Between April, when they opened and the end of the year there were 155 unique patients served with a total of 408 clinic visits. The Colon Cancer Prevention Program provides community education on colon cancer prevention, outreach, and recruitment of uninsured individuals to have colonoscopy procedures. Communities served are identified based on disparate colorectal cancer screening rates compared to the state rate. Education and outreach are provided by a Community Health Worker (CHW) across multiple community locations. CHW assesses people who indicate interest in having a colonoscopy procedure at no cost based on program criteria: Age 45-75 or in a group at higher risk for colon cancer, do not have medical insurance, and live anywhere in Minnesota. In 2022, there were 19 colonoscopies completed in Ridges Hospital community. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 4 - Fairview Ridges Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Ridges Hospital as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 the Ridges Hospital Community, there was one clinic participating in Veggie Rx and Food Rx with 25 people enrolled. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the UMMC and children's hospital community. In 2022 there were 70 MATTERBoxes distributed in the Ridges Hospital Community, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 5 - Fairview Ridges Hospital. Priority Need: Healing, connectedness, and mental health. The Ridges Hospital through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. The Faith Community Nursing program makes available programs and services to Faith Community Nurses to hold in their congregation. Additionally, $500 mini-grants and provided to Faith community Nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2022 across the system there were 17 mini grants awarded. In the Ridges Hospital Community, one mini grant was awarded to a Faith Community Nurse. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Ridges Hospital community there were two classes offered, one of which was held in Spanish, with 24 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Ridges Hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Ridges Hospital's community, we support and participate in collaboratives such as Metro Food Justice Network and the Interfaith Health Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members.
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Facility , 6 - Fairview Ridges Hospital. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Ridges Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
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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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Facility , 1 - Fairview Ridges Hospital. A summary of the Financial Assistance Policy is posted in various locations in the hospital.
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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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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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Facility , 1 - Fairview Lakes Regional Medical Ctr. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Lakes Medical Center (Lakes Medical Center) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the 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. Bringing together both the qualitative and quantitative data 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. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Lakes Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Lakes Medical Center Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following links: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Lakes Medical Center, please see the Lakes Medical Center 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. 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. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Lakes Medical Center CHNA implementation strategies, anticipated impacts, objectives, and key responses. Lakes Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
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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. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Lakes Medical Center has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Lakes Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Lakes Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Lakes Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
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Facility , 3 - Fairview Lakes Regional Medical Ctr. Priority Need: Navigating and accessing care and resources. Lakes Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Lakes Medical Center Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events including two in the Lakes Medical Center community. Health UP's mission is to promote a community where all citizens value, have access to, and engage in opportunities that support active and healthy living and a sense of wellbeing. In 2022, as a part of the Health Up collaboration, Fairview and partners hosted 4 Health Huddles, with three presentations from Fairview staff and providers. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 4 - Fairview Lakes Regional Medical Ctr. Priority Need: Addressing Structural Racism and Barriers to Equity. Lakes Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 in the Lakes Medical Center community there were 4 clinics that offered Food is Medicine programming. There were 20 participants enrolled in Veggie Rx, 14 CSAs distributed weekly to patients at one of the clinics and one participant enrolled in Food Rx, a meal box program. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the Lakes Medical Center community. In 2022 there were 15 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Lakes Medical Center has a community garden that are available for free to a community member. They are located near the East side of the hospital near the parking lot in locked fenced areas. In 2022 there were 14 garden plots, each taken care of by a community member. Gardeners are harvesting their produce for themselves, their families, and their neighbors. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 5 - Fairview Lakes Regional Medical Ctr. Priority Need: Healing, connectedness, and mental health. The Lakes Medical Center through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. SPEAC (Substance Prevention Education & Action Coalition) is an organized coalition created to assist Forest Lake and the surrounding community in increasing positive life choices as it relates to alcohol or substance use in the Forest Lake School District. The coalition is designed to highlight scientifically proven, positive narratives through campaigns, events, and community involvement. In 2022 SPEAC was an active coalition with 15 sectors represented & meeting monthly. There were events hosted such as the 2022 Lion Heart Assemblies at the community school. One on One conversations provided additional insights to the community and increased SPEAC awareness and finally a student group called RISE student group at FLSD Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2022 in the Lakes Medical Center Community there were 6 active school districts. Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022 in the Lakes Medical Center community there was 1 class offered with 19 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Lakes Medical Center community there were two classes offered with 56 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research.
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Schedule H, Part V, Section B, Line 11 Facility , 6
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Facility , 6 - Fairview Lakes Regional Medical Ctr. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Lakes Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Lakes Medical Center's community, we support and participate in collaboratives such as Washington County Mental Health Coalition, CONNECT Washington County, Chisago Age Well Coalition, Chisago County MAPP (Mobilizing for Action through Planning and Partnerships) Committee, Wellspring project, Washington County, Health Up and Substance Prevention Education and Action (SPEAC). These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strFinally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Lakes Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Lakes Medical Center's community, we support and participate in collaboratives such as Washington County Mental Health Coalition, CONNECT Washington County, Chisago Age Well Coalition, Chisago County MAPP (Mobilizing for Action through Planning and Partnerships) Committee, Wellspring project, Washington County, Health Up and Substance Prevention Education and Action (SPEAC). These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Lakes Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
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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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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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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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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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Facility , 1 - Fairview Northland Regional Hospital. Our triennial community health needs assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Northland Medical Center (Northland Medical Center) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the 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. Bringing together both the qualitative and quantitative data 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. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Northland Medical Center identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Northland Medical Center Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five languages: English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Northland Medical Center, please see the Northland Medical Center 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies 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. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the medical center and Northland Medical Center CHNA implementation strategies, anticipated impacts, objectives, and key responses. Northland Medical Center Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves.
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Facility , 2 - Fairview Northland Regional Hospital. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Community action plan. Northland Medical Center has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Northland Medical Center Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Northland Medical Center 2022 Implementation Strategy Progress Highlights. The following highlights of our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs please see our Fairview Health Services Community Action Plan and for a view of the Northland Medical Center's list of programs see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs.
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Facility , 3 - Fairview Northland Regional Hospital. Priority Need: Navigating and accessing care and resources. Northland Medical Center has a variety of programs that work as a part of strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, Northland Medical Center Action Plan programs we work towards two anticipated impacts to address this priority need 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers. 2) Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. In the Northland Medical Center community specifically, there were 3 MINI clinics at which 170 flu shots were administered. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events. The Youth Education Partnerships Programs collaborates with local high schools to host events where students are exposed to healthcare career opportunities including learning new skills, hands-on experiences, and hearing from health care providers. In 2022 Northland Medical center hosted 6 events reaching 92 students. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 4 - Fairview Northland Regional Hospital. Priority Need: Addressing Structural Racism and Barriers to Equity. Northland Medical Center as a part of strategy 1, (Addressing the SDoH), has a variety of programs, events and education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). In 2022 in the Northland Medical Center community there were 2 clinics offered Veggie Rx with 4 participants enrolled and 20 CSAs offered in a distribution model weekly. Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available in the Northland Medical Center Community. In 2022 there were 10 MATTERBoxes distributed, with each box containing enough food to feed a family of four for three days. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health initiative supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. In coordination with seven local churches, Fairview Northland Medical Center nutrition services prepares healthy meals in the kitchen at Northland, and volunteers deliver those meals to the City of Princeton recipients, targeting senior citizens. The person-to person delivery model provides a social connection to people who might otherwise be isolated, as well as an opportunity for the delivery driver to do a welfare check. In 2022 there were 1,757 meals provided to seniors. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. https://www.fairview.org/our-community-commitment/local-health-needs
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Facility , 5 - Fairview Northland Regional Hospital. Priority Need: Healing, connectedness, and mental health. Northland Medical Center through strategy 1 (Addressing the SDoH) as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. Lifelines is a comprehensive suicide prevention program that targets the entire school community, providing suicide awareness material for administrators, faculty, staff, parents, and students. Basic information about youth suicide is provided and is primarily directed at helping everyone in the school community recognize when a student is at potential risk of suicide and understand how and where to access help. This research-based program is included in the Substance Abuse and Mental Health Services Administration's (SAMHSA) National Registry of Evidence-Based Programs and Practices. The curriculum is provided by Hazelden-Betty Ford Publishing. In 2022 in the Northland Medical Center Community, there were two active school districts. Mental Health First Aid is an internationally recognized evidence-based program implemented by Fairview that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. Program participants were from diverse backgrounds. In 2022 in the Northland Medical Center community there was one class offered with 15 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Northland Medical Center community, there were two classes offered with 52 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research.
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Schedule H, Part V, Section B, Line 11 Facility , 6
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Facility , 6 - Fairview Northland Regional Hospital. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Northland Medical Center Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In the Northland Medical Center, we participate and are active members on collaborations such as Age Friendly Princeton, Princeton Chamber of Commerce, Tiger Community Connections, East Central Regional Transportation Coordinating Council and "This is Princeton" . These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Northland Medical Center resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care.
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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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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.