TY 2024 Form 990

(A) Name and title	(B) Average hours per week (list any hours for related organizations below dotted line)	(C) Position (do not check more than one box, unless person is both an officer and a director/trustee)	(E) Reportable compensation from related organizations (W-2/1099-MISC/1099-NEC)
(1) Jakub Tolar MD...................................................................... First Vice Chair	0.0 ................. 2.0	X	X	0	0
(2) James Hereford...................................................................... President & CEO	2.0 ................. 40.0	X	X	4,854,478	805,007
(3) Karen Grabow...................................................................... 2nd Vice Chair-end 12-2024	0.0 ................. 2.0	X	X	25,000	0
(4) RIch Ostlund...................................................................... Chair, END 12-2024	0.0 ................. 4.0	X	X	35,000	0
(5) Timothy Marx...................................................................... Secretary	0.0 ................. 2.0	X	X	25,000	0
(6) Ann Williamson...................................................................... Director	0.0 ................. 2.0	X		20,000	0
(7) Barclay Berdan...................................................................... Director	0.0 ................. 4.0	X		20,000	0
(8) David Levy...................................................................... Director	0.0 ................. 2.0	X		20,000	0
(9) Jodi Richard...................................................................... Director	0.0 ................. 4.0	X		25,000	0
(10) John Heinmiller...................................................................... Director	0.0 ................. 4.0	X		25,000	0
(11) Julie Causey...................................................................... Director	0.0 ................. 4.0	X		25,000	0
(12) Kenneth Roering...................................................................... Director	0.0 ................. 2.0	X		20,000	0
(13) Melissa Geller MD...................................................................... Director	0.0 ................. 2.0	X		0	0
(14) Michael Connly...................................................................... Director	0.0 ................. 4.0	X		25,000	0
(15) Myron Frans...................................................................... Director	0.0 ................. 4.0	X		0	0
(16) PJ Hill...................................................................... Director	0.0 ................. 2.0	X		20,000	0
(17) Shawntera Hardy...................................................................... Director	0.0 ................. 2.0	X		20,000	0

(A) Name and title	(B) Average hours per week (list any hours for related organizations below dotted line)	(C) Position (do not check more than one box, unless person is both an officer and a director/trustee)	(E) Reportable compensation from related organizations (W-2/1099-MISC/1099-NEC)
(18) Srijoy Mahapatra........................................................................ Director - New 10-2024	40.0 .......................4.0	X				5,000	0
(19) Stephen Swensen MD........................................................................ Director	0.0 .......................2.0	X				25,000	0
(20) Tami Reller........................................................................ Director, new 5-2024	0.0 .......................4.0	X				10,000	0
(21) Andrea Mokros........................................................................ Chf Public Affairs Officer	2.0 .......................40.0		X			875,398	55,690
(22) Euthemy Lebrew........................................................................ EVP & Chf Transformation Officer	2.0 .......................40.0		X			804,293	128,330
(23) Jaya Kumar........................................................................ CMO	2.0 .......................40.0		X			618,925	58,408
(24) Jeoff Will........................................................................ EVP, COO	2.0 .......................40.0		X			1,422,135	227,999
(25) Joseph Gaylord........................................................................ CFO	2.0 .......................40.0		X			1,862,040	225,326
(26) Laura Reed........................................................................ COO, end 1-2024	2.0 .......................40.0		X			2,902,634	71,065
(27) Mark Welton........................................................................ CMO, end 7-2024	2.0 .......................40.0		X			2,029,863	173,836
(28) Mary Nease........................................................................ Chf People Officer, end 1-2024	2.0 .......................40.0		X			1,548,472	28,042
(29) Robert Beacher........................................................................ EVP & Chf Shared Clinical Svcs	2.0 .......................40.0		X			1,470,518	214,054
(30) Sameer Badlani........................................................................ Chf Digital Officer	2.0 .......................40.0		X			1,368,455	93,218
(31) Tanja Oquendo........................................................................ Chief People Officer	2.0 .......................40.0		X			384,181	8,250
(32) Trudi Trysla........................................................................ Chf Legal Counsel	2.0 .......................40.0		X			1,254,513	316,014
(33) Admatha Winfred MD........................................................................ Physician	40.0 .......................0.0			X		413,564	39,862
(34) Amber Servatius MD........................................................................ Physician	40.0 .......................0.0			X		393,159	33,496
(35) Jared Nyabuti MD........................................................................ Physician	40.0 .......................0.0			X		347,664	38,964
(36) Ryan Etchison MD........................................................................ Physician	40.0 .......................0.0			X		375,745	38,024
(37) Tyson Burningham MD........................................................................ Physician	40.0 .......................0.0			X		398,100	37,920
(38) Brian Amdahl........................................................................ Former	0.0 .......................40.0				X	543,864	31,810
(39) John Kvasnicka MD........................................................................ Former	0.0 .......................40.0				X	786,009	67,398
(40) Kara Tomlinson........................................................................ Former VP/Chief Clinical Quality	0.0 .......................40.0				X	536,727	29,907
(41) Nathan Frink MD........................................................................ Former	0.0 .......................40.0				X	436,344	40,612
(42) Nikola Vuljaj........................................................................ Former Director	0.0 .......................40.0				X	538,364	41,140

- TIN:

SCHEDULE A
(Form 990)

Department of the Treasury
Internal Revenue Service

Public Charity Status and Public Support

Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.
right arrow

Attach to Form 990 or Form 990-EZ.
right arrow

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

2024

Open to Public
Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I

Reason for Public Charity Status (All organizations must complete this part.) See instructions.

The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.)

A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i).

A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990).)

A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii).

A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital's name, city, and state:

An organization operated for the benefit of a college or university owned or operated by a governmental unit described in section 170(b)(1)(A)(iv). (Complete Part II.)

A federal, state, or local government or governmental unit described in section 170(b)(1)(A)(v).

An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.)

A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.)

An agricultural research organization described in 170(b)(1)(A)(ix) operated in conjunction with a land-grant college or university or a non-land grant college of agriculture. See instructions. Enter the name, city, and state of the college or university:

An organization that normally receives: (1) more than 33 1/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions—subject to certain exceptions, and (2) no more than 33 1/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.)

An organization organized and operated exclusively to test for public safety. See section 509(a)(4).

An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2). See section 509(a)(3). Check the box on lines 12a through 12d that describes the type of supporting organization and complete lines 12e, 12f, and 12g.

Type I. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. You must complete Part IV, Sections A and B.

Type II. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). You must complete Part IV, Sections A and C.

Type III functionally integrated. A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). You must complete Part IV, Sections A, D, and E.

Type III non-functionally integrated. A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization generally must satisfy a distribution requirement and an attentiveness requirement (see instructions). You must complete Part IV, Sections A and D, and Part V.

Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization.

Enter the number of supported organizations ...............................

Provide the following information about the supported organization(s).

(i) Name of supported organization	(ii) EIN	(iv) Is the organization listed in your governing document?		(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)
(i) Name of supported organization	(ii) EIN	Yes	No	(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)


Total

For Paperwork Reduction Act Notice, see the Instructions for
Form 990 or 990-EZ.

Cat. No. 11285F

Schedule A (Form 990) 2024

Page 2

Part II

Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi)
(Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization failed to qualify under the tests listed below, please complete Part III.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2020	(b) 2021	(c) 2022	(d) 2023	(e) 2024	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") ..
2	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf ....
3	The value of services or facilities furnished by a governmental unit to the organization without charge..
4	Total. Add lines 1 through 3
5	The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) ..
6	Public support. Subtract line 5 from line 4.

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2020	(b) 2021	(c) 2022	(d) 2023	(e) 2024	(f) Total
7	Amounts from line 4..
8	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources...
9	Net income from unrelated business activities, whether or not the business is regularly carried on..
10	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.)..
11	Total support. Add lines 7 through 10

Gross receipts from related activities, etc. (see instructions) ..................

First 5 years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here ........................................ right arrow

Section C. Computation of Public Support Percentage

Public support percentage for 2024 (line 6, column (f) divided by line 11, column (f)) .........

Public support percentage for 2023 Schedule A, Part II, line 14 ...............

16a

33 1/3% support test—2024. If the organization did not check the box on line 13, and line 14 is 33 1/3% or more, check this box
and stop here. The organization qualifies as a publicly supported organization ....................... right arrow

33 1/3% support test—2023. If the organization did not check a box on line 13 or 16a, and line 15 is 33 1/3% or more, check this
box and stop here. The organization qualifies as a publicly supported organization ..................... right arrow

17a

10%-facts-and-circumstances test—2024. If the organization did not check a box on line 13, 16a, or 16b, and line 14 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ............ right arrow

10%-facts-and-circumstances test—2023. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line 15 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here. Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported organization ............ right arrow

Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see
instructions ..................................................... right arrow

Schedule A (Form 990) 2024

Page 3

Part III

Support Schedule for Organizations Described in Section 509(a)(2)
(Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2020	(b) 2021	(c) 2022	(d) 2023	(e) 2024	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .
2	Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose
3	Gross receipts from activities that are not an unrelated trade or business under section 513 .....
4	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...
5	The value of services or facilities furnished by a governmental unit to the organization without charge
6	Total. Add lines 1 through 5
7a	Amounts included on lines 1, 2, and 3 received from disqualified persons
b	Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.
c	Add lines 7a and 7b..
8	Public support. (Subtract line 7c from line 6.)

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2020	(b) 2021	(c) 2022	(d) 2023	(e) 2024	(f) Total
9	Amounts from line 6...
10a	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..
b	Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975.
c	Add lines 10a and 10b.
11	Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on.
12	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) ..
13	Total support. (Add lines 9, 10c, 11, and 12.)..

First 5 years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here................................................. right arrow

Section C. Computation of Public Support Percentage

Public support percentage for 2024 (line 8, column (f) divided by line 13, column (f)) .........

Public support percentage from 2023 Schedule A, Part III, line 15 ...............

Section D. Computation of Investment Income Percentage

Investment income percentage for 2024 (line 10c, column (f) divided by line 13, column (f)) ......

Investment income percentage from 2023 Schedule A, Part III, line 17 .............

19a

33 1/3% support tests-2024. If the organization did not check the box on line 14, and line 15 is more than 33 1/3%, and line 17 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization ....... right arrow

33 1/3 % support tests—2023. If the organization did not check a box on line 14 or line 19a, and line 16 is more than 33 1/3% and line 18 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization ..... right arrow

Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions .... right arrow

Schedule A (Form 990) 2024

Page 4

Part IV

Supporting Organizations

(Complete only if you checked a box on line 12 of Part I. If you checked box 12a, of Part I, complete Sections A and B. If you checked box 12b, of Part I, complete Sections A and C. If you checked box 12c, of Part I, complete Sections A, D, and E. If you checked box12d, of Part I, complete Sections A and D, and complete Part V.)

Section A. All Supporting Organizations

Yes

Are all of the organization’s supported organizations listed by name in the organization’s governing documents?
If "No," describe in Part VI how the supported organizations are designated. If designated by class or purpose,
describe the designation. If historic and continuing relationship, explain.

Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If "Yes," explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2).

Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If "Yes," answer lines 3b and 3c below.

Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If "Yes," describe in Part VI when and how the organization made the determination.

Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If "Yes," explain in Part VI what controls the organization put in place to ensure such use.

Was any supported organization not organized in the United States ("foreign supported organization")? If “Yes” and if you checked box 12a or 12b in Part I, answer lines 4b and 4c below.

Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations.

Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes.

Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer lines 5b and 5c below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document).

Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization's organizing document?

Substitutions only. Was the substitution the result of an event beyond the organization's control?

Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI.

Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990) .

Did the organization make a loan to a disqualified person (as defined in section 4958) not described on line 7? If “Yes,” complete Part I of Schedule L (Form 990).

Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons, as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI.

Did one or more disqualified persons (as defined on line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI.

Did a disqualified person (as defined on line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI.

10a

Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below.

10a

Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings).

10b

Schedule A (Form 990) 2024

Page 5

Part IV

Supporting Organizations (continued)

Yes

Has the organization accepted a gift or contribution from any of the following persons?

A person who directly or indirectly controls, either alone or together with persons described on lines 11b and 11c below, the governing body of a supported organization?

11a

A family member of a person described on 11a above?

11b

A 35% controlled entity of a person described on line 11a or 11b above? If “Yes” to 11a, 11b, or 11c, provide detail in Part VI.

11c

Section B. Type I Supporting Organizations

Yes

Did the officers, directors, trustees, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s directors or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove directors or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year.

Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised or controlled the supporting organization.

Section C. Type II Supporting Organizations

Yes

Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s).

Section D. All Type III Supporting Organizations

Yes

Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided?

Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? If "No," explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s).

By reason of the relationship described in line 2 above, did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If "Yes," describe in Part VI the role the organization’s supported organizations played in this regard.

Section E. Type III Functionally-Integrated Supporting Organizations

Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions):

The organization satisfied the Activities Test. Complete line 2 below.

The organization is the parent of each of its supported organizations. Complete line 3 below.

The organization supported a governmental entity. Describe in Part VI how you supported a government entity (see instructions)

Activities Test. Answer lines 2a and 2b below.

Yes

Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If "Yes," then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities.

Did the activities described on line 2a, above constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If "Yes," explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement.

Parent of Supported Organizations. Answer lines 3a and 3b below.

Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations?If "Yes" or "No", provide details in Part VI.

Did the organization exercise a substantial degree of direction over the policies, programs and activities of each of its supported organizations? If "Yes," describe in Part VI. the role played by the organization in this regard.

Schedule A (Form 990) 2024

Page 6

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations

Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970 (explain in Part VI). See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E.

	Section A - Adjusted Net Income		(A) Prior Year	(B) Current Year (optional)
1	Net short-term capital gain	1
2	Recoveries of prior-year distributions	2
3	Other gross income (see instructions)	3
4	Add lines 1 through 3	4
5	Depreciation and depletion	5
6	Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions)	6
7	Other expenses (see instructions)	7
8	Adjusted Net Income (subtract lines 5, 6 and 7 from line 4)	8

	Section B - Minimum Asset Amount		(A) Prior Year	(B) Current Year (optional)
1	Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year):	1
a	Average monthly value of securities	1a
b	Average monthly cash balances	1b
c	Fair market value of other non-exempt-use assets	1c
d	Total (add lines 1a, 1b, and 1c)	1d
e	Discount claimed for blockage or other factors (explain in detail in Part VI):
2	Acquisition indebtedness applicable to non-exempt use assets	2
3	Subtract line 2 from line 1d	3
4	Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions).	4
5	Net value of non-exempt-use assets (subtract line 4 from line 3)	5
6	Multiply line 5 by 0.035	6
7	Recoveries of prior-year distributions	7
8	Minimum Asset Amount (add line 7 to line 6)	8

	Section C - Distributable Amount		Current Year
1	Adjusted net income for prior year (from Section A, line 8, Column A)	1
2	Enter 85% of line 1	2
3	Minimum asset amount for prior year (from Section B, line 8, Column A)	3
4	Enter greater of line 2 or line 3	4
5	Income tax imposed in prior year	5
6	Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions)	6

Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions)

Schedule A (Form 990) 2024

Page 7

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations(continued)

Section D - Distributions		Current Year
1 Amounts paid to supported organizations to accomplish exempt purposes	1
2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity	2
3 Administrative expenses paid to accomplish exempt purposes of supported organizations	3
4 Amounts paid to acquire exempt-use assets	4
5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI)	5
6 Other distributions (describe in Part VI). See instructions	6
7Total annual distributions. Add lines 1 through 6.	7
8 Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions	8
9 Distributable amount for 2024 from Section C, line 6	9
10 Line 8 amount divided by Line 9 amount	10

Section E - Distribution Allocations (see instructions)		(i) Excess Distributions	(ii) Underdistributions Pre-2024	(iii) Distributable Amount for 2024
1 Distributable amount for 2024 from Section C, line 6
2 Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI). See instructions.
3 Excess distributions carryover, if any, to 2024:
a From 2019.......
b From 2020.......
c From 2021.......
d From 2022.......
e From 2023.......
fTotal of lines 3a through e
g Applied to underdistributions of prior years
h Applied to 2024 distributable amount
i Carryover from 2019 not applied (see instructions)
j Remainder. Subtract lines 3g, 3h, and 3i from line 3f.
4Distributions for 2024 from Section D, line 7:
$
a Applied to underdistributions of prior years
b Applied to 2024 distributable amount
c Remainder. Subtract lines 4a and 4b from line 4.
5 Remaining underdistributions for years prior to 2024, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions.
6 Remaining underdistributions for 2024. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions.
7 Excess distributions carryover to 2025. Add lines 3j and 4c.
8 Breakdown of line 7:
a Excess from 2020.....
b Excess from 2021.....
c Excess from 2022.....
d Excess from 2023.....
e Excess from 2024.....

Schedule A (Form 990) (2024)

Schedule A (Form 990) 2024

Page 8

Part VI

Supplemental Information. Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a and 3b; Part V, line 1; Part V, Section B, line 1e; Part V Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions).

Facts And Circumstances Test

Return Reference	Explanation

Schedule A (Form 990) 2024

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

SCHEDULE C
(Form 990)

Department of the Treasury
Internal Revenue Service

Political Campaign and Lobbying Activities

For Organizations Exempt From Income Tax Under section 501(c) and section 527

right arrow

Complete if the organization is described below. right arrow

Attach to Form 990 or Form 990-EZ.
right arrow

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

2024

Open to Public
Inspection

If the organization answered "Yes" on Form 990, Part IV, Line 3, or Form 990-EZ, Part V, line 46 (Political Campaign Activities), then
Round Bullet

Section 501(c)(3) organizations: Complete Parts I-A and B. Do not complete Part I-C.
Round Bullet

Section 501(c) (other than section 501(c)(3)) organizations: Complete Parts I-A and C below. Do not complete Part I-B.
Round Bullet

Section 527 organizations: Complete Part I-A only.
If the organization answered "Yes" on Form 990, Part IV, Line 4, or Form 990-EZ, Part VI, line 47 (Lobbying Activities), then
Round Bullet

Section 501(c)(3) organizations that have filed Form 5768 (election under section 501(h)): Complete Part II-A. Do not complete Part II-B.
Round Bullet

Section 501(c)(3) organizations that have NOT filed Form 5768 (election under section 501(h)): Complete Part II-B. Do not complete Part II-A.
If the organization answered "Yes" on Form 990, Part IV, Line 5 (Proxy Tax) (see separate instructions) or Form 990-EZ, Part V, line 35c (Proxy Tax) (see separate instructions), then
Round Bullet

Section 501(c)(4), (5), or (6) organizations: Complete Part III.

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I-A

Complete if the organization is exempt under section 501(c) or is a section 527 organization.

Provide a description of the organization’s direct and indirect political campaign activities in Part IV. See instructions for definition of “political campaign activities."

Political campaign activity expenditures. See instructions .................................................................... right arrow

Volunteer hours for political campaign activities. See instructions ..................................................................

Part I-B

Complete if the organization is exempt under section 501(c)(3).

Enter the amount of any excise tax incurred by the organization under section 4955 ................................ right arrow

Enter the amount of any excise tax incurred by organization managers under section 4955 ....................... right arrow

If the organization incurred a section 4955 tax, did it file Form 4720 for this year? .........................................

Yes No

Was a correction made? ......................................................................................................................

Yes No

If "Yes," describe in Part IV.

Part I-C

Complete if the organization is exempt under section 501(c), except section 501(c)(3).

Enter the amount directly expended by the filing organization for section 527 exempt function activities ..... right arrow

Enter the amount of the filing organization's funds contributed to other organizations for section 527 exempt function activities ............................................................................................................................ right arrow

Total exempt function expenditures. Add lines 1 and 2. Enter here and on Form 1120-POL, line 17b........... right arrow

Did the filing organization file Form 1120-POL for this year? ...................................................................

Yes No

Enter the names, addresses and employer identification number (EIN) of all section 527 political organizations to which the filing
organization made payments. For each organization listed, enter the amount paid from the filing organization’s funds. Also enter the amount of political contributions received that were promptly and directly delivered to a separate political organization, such as a separate segregated fund or a political action committee (PAC). If additional space is needed, provide information in Part IV.

(a) Name	(b) Address	(c) EIN	(d) Amount paid from filing organization's funds. If none, enter -0-.	(e) Amount of political contributions received and promptly and directly delivered to a separate political organization. If none, enter -0-.
1
2
3
4
5
6

For Paperwork Reduction Act Notice, see the instructions for Form 990.

Cat. No. 50084S

Schedule C (Form 990) 2024

Page 2

Part II-A

Complete if the organization is exempt under section 501(c)(3) and filed Form 5768 (election under section 501(h)).

A Check right arrow

if the filing organization belongs to an affiliated group (and list in Part IV each affiliated group member's name, address, EIN, expenses, and share of excess lobbying expenditures).
B Check right arrow

if the filing organization checked box A and "limited control" provisions apply.

Limits on Lobbying Expenditures (The term "expenditures" means amounts paid or incurred.)		(b) Affiliated group totals
1a	Total lobbying expenditures to influence public opinion (grass roots lobbying) ......................
b	Total lobbying expenditures to influence a legislative body (direct lobbying) ........................
c	Total lobbying expenditures (add lines 1a and 1b) ............................................................
d	Other exempt purpose expenditures ...............................................................................
e	Total exempt purpose expenditures (add lines 1c and 1d) ..................................................
f	Lobbying nontaxable amount. Enter the amount from the following table in both columns.
	If the amount on line 1e, column (a) or (b) is:The lobbying nontaxable amount is:
	Not over $500,00020% of the amount on line 1e.
	Over $500,000 but not over $1,000,000$100,000 plus 15% of the excess over $500,000.
	Over $1,000,000 but not over $1,500,000$175,000 plus 10% of the excess over $1,000,000.
	Over $1,500,000 but not over $17,000,000$225,000 plus 5% of the excess over $1,500,000.
	Over $17,000,000$1,000,000.

g	Grassroots nontaxable amount (enter 25% of line 1f) .................................................
h	Subtract line 1g from line 1a. If zero or less, enter -0-. ................................................
i	Subtract line 1f from line 1c. If zero or less, enter -0-. ................................................
j	If there is an amount other than zero on either line 1h or line 1i, did the organization file Form 4720 reporting section 4911 tax for this year? ...................................................................................................................	Yes No

4-Year Averaging Period Under Section 501(h) (Some organizations that made a section 501(h) election do not have to complete all of the five columns below. See the separate instructions for lines 2a through 2f.)
Lobbying Expenditures During 4-Year Averaging Period
	Calendar year (or fiscal year beginning in)	(a) 2021	(b) 2022	(c) 2023	(d) 2024	(e) Total

2a	Lobbying nontaxable amount

b	Lobbying ceiling amount (150% of line 2a, column(e))

c	Total lobbying expenditures

d	Grassroots nontaxable amount

e	Grassroots ceiling amount (150% of line 2d, column (e))

f	Grassroots lobbying expenditures

Schedule C (Form 990) 2024

Page 3

Part II-B

Complete if the organization is exempt under section 501(c)(3) and has NOT filed Form 5768 (election under section 501(h)).

For each "Yes" response on lines 1a through 1i below, provide in Part IV a detailed description of the lobbying activity.

(a)

Yes

(b)

Amount

During the year, did the filing organization attempt to influence foreign, national, state or local legislation, including any attempt to influence public opinion on a legislative matter or referendum, through the use of:

Volunteers? ...........................................................................................................

Paid staff or management (include compensation in expenses reported on lines 1c through 1i)? ........

Media advertisements? ...................................................................................................

Mailings to members, legislators, or the public? .............................................................................

Publications, or published or broadcast statements? ...........................................................

Grants to other organizations for lobbying purposes? ..........................................................

Direct contact with legislators, their staffs, government officials, or a legislative body? .......................

Rallies, demonstrations, seminars, conventions, speeches, lectures, or any similar means? ..................

Other activities? ...................................................................................................................

Yes

1,258

Total. Add lines 1c through 1i ....................................................................................................

1,258

Did the activities in line 1 cause the organization to be not described in section 501(c)(3)? .....

If "Yes," enter the amount of any tax incurred under section 4912 ...........................................

If "Yes," enter the amount of any tax incurred by organization managers under section 4912 ...................

If the filing organization incurred a section 4912 tax, did it file Form 4720 for this year? ........................

Part III-A

Complete if the organization is exempt under section 501(c)(4), section 501(c)(5), or section 501(c)(6).

Yes

Were substantially all (90% or more) dues received nondeductible by members? ...............................................

Did the organization make only in-house lobbying expenditures of $2,000 or less? ............................................

Did the organization agree to carry over lobbying and political expenditures from the prior year? .................................

Part III-B

Complete if the organization is exempt under section 501(c)(4), section 501(c)(5), or section 501(c)(6) and if either (a) BOTH Part III-A, lines 1 and 2, are answered "No" OR (b) Part III-A, line 3, is answered “Yes."

Dues, assessments and similar amounts from members ......................................................................

Section 162(e) nondeductible lobbying and political expenditures (do not include amounts of political expenses for which the section 527(f) tax was paid).

Current year .............................................................................................................................

Carryover from last year ............................................................................................................

Total ...........................................................................................................................................

Aggregate amount reported in section 6033(e)(1)(A) notices of nondeductible section 162(e) dues .

If notices were sent and the amount on line 2c exceeds the amount on line 3, what portion of the excess does the organization agree to carryover to the reasonable estimate of nondeductible lobbying and political expenditure next year? ......................................................................................................................

Taxable amount of lobbying and political expenditures. See Instructions .........................................

Part IV

Supplemental Information

Provide the descriptions required for Part l-A, line 1; Part l-B, line 4; Part l-C, line 5; Part II-A (affiliated group list); Part II-A, lines 1 and 2 (see instructions), and Part ll-B, line 1. Also, complete this part for any additional information.

Return Reference	Explanation
Schedule C, Part I-A, Line 1	THE ORGANIZATION IS PART OF FAIRVIEW HEAL TH SERVICES, WHO CONTRACTS WITH CONSULTANTS TO EXPRESS THEIR CONCERNS REGARDING HEALTH CARE ISSUES TO STATE AND FEDERAL LEGISLATORS. RELATED ORGANIZATIONS PAY ANNUAL MEMBERSHIP DUES TO THE AMERICAN HOSPITAL ASSOCIATION, THE MINNESOTA HOSPITAL ASSOCIATION. A PORTION OF THESE ANNUAL DUES ARE ARE DETERMINED TO BE USED FOR LOBBYING PURPOSES. THIS FILING ORGANIZATION DID NOT INCUR ANY LOBBYING EXPENSES.
Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY	The organization pays dues to American Hospital Association (AHA) and Minnesota Hospital Association (MHA). A portion of these annual dues are determined to be used for lobbying purposes.

Return Reference

Explanation

Schedule C, Part I-A, Line 1

THE ORGANIZATION IS PART OF FAIRVIEW HEAL TH SERVICES, WHO CONTRACTS WITH CONSULTANTS TO EXPRESS THEIR CONCERNS REGARDING HEALTH CARE ISSUES TO STATE AND FEDERAL LEGISLATORS. RELATED ORGANIZATIONS PAY ANNUAL MEMBERSHIP DUES TO THE AMERICAN HOSPITAL ASSOCIATION, THE MINNESOTA HOSPITAL ASSOCIATION. A PORTION OF THESE ANNUAL DUES ARE ARE DETERMINED TO BE USED FOR LOBBYING PURPOSES. THIS FILING ORGANIZATION DID NOT INCUR ANY LOBBYING EXPENSES.

Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY

The organization pays dues to American Hospital Association (AHA) and Minnesota Hospital Association (MHA). A portion of these annual dues are determined to be used for lobbying purposes.

Schedule C (Form 990) 2024

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

SCHEDULE D
(Form 990)

Department of the Treasury
Internal Revenue Service

Supplemental Financial Statements

Complete if the organization answered "Yes," on Form 990,
Part IV, line 6, 7, 8, 9, 10, 11a, 11b, 11c, 11d, 11e, 11f, 12a, or 12b.
right arrow

Attach to Form 990.
right arrow

Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

Open to Public Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I

Organizations Maintaining Donor Advised Funds or Other Similar Funds or Accounts. Complete if the organization answered "Yes" on Form 990, Part IV, line 6.

		(a) Donor advised funds	(b) Funds and other accounts
1	Total number at end of year .........
2	Aggregate value of contributions to (during year)
3	Aggregate value of grants from (during year)
4	Aggregate value at end of year ........

Did the organization inform all donors and donor advisors in writing that the assets held in donor advised funds are the organization’s property, subject to the organization’s exclusive legal control? ............

Yes No

Did the organization inform all grantees, donors, and donor advisors in writing that grant funds can be used only for charitable purposes and not for the benefit of the donor or donor advisor, or for any other purpose conferring impermissible private benefit? ...................................

Yes No

Part II

Conservation Easements.
Complete if the organization answered "Yes" on Form 990, Part IV, line 7.

Purpose(s) of conservation easements held by the organization (check all that apply).

Preservation of land for public use (e.g., recreation or education) Preservation of an historically important land area

Protection of natural habitat Preservation of a certified historic structure

Preservation of open space

Complete lines 2a through 2d if the organization held a qualified conservation contribution in the form of a conservation easement on the last day of the tax year.


a	Total number of conservation easements ......................	2a
b	Total acreage restricted by conservation easements ....................	2b
c	Number of conservation easements on a certified historic structure included in (a) .....	2c
d	Number of conservation easements included in (c) acquired after July 25, 2006, and not on a historic structure listed in the National Register ...	2d

Number of conservation easements modified, transferred, released, extinguished, or terminated by the organization during the
tax year right arrow

Number of states where property subject to conservation easement is located right arrow

Does the organization have a written policy regarding the periodic monitoring, inspection, handling of violations, and enforcement of the conservation easements it holds? ............

Yes No

Staff and volunteer hours devoted to monitoring, inspecting, handling of violations, and enforcing conservation easements during the year
right arrow

Amount of expenses incurred in monitoring, inspecting, handling of violations, and enforcing conservation easements during the year
right arrow

Does each conservation easement reported on line 2(d) above satisfy the requirements of section 170(h)(4)(B)(i) and section 170(h)(4)(B)(ii)? .............................

Yes No

In Part XIII, describe how the organization reports conservation easements in its revenue and expense statement, and
balance sheet, and include, if applicable, the text of the footnote to the organization’s financial statements that describes
the organization’s accounting for conservation easements.

Part III

Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets.
Complete if the organization answered "Yes" on Form 990, Part IV, line 8.

If the organization elected, as permitted under FASB ASC 958, not to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide, in Part XIII, the text of the footnote to its financial statements that describes these items.

If the organization elected, as permitted under FASB ASC 958, to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide the following amounts relating to these items:

(i)

Revenue included on Form 990, Part VIII, line 1 ......................... right arrow

(ii)

Assets included in Form 990, Part X ............................... right arrow

If the organization received or held works of art, historical treasures, or other similar assets for financial gain, provide the
following amounts required to be reported under FASB ASC 958 relating to these items:

Revenue included on Form 990, Part VIII, line 1 .......................... right arrow

Assets included in Form 990, Part X ............................... right arrow

For Paperwork Reduction Act Notice, see the Instructions for Form 990.

Cat. No. 52283D

Schedule D (Form 990) (Rev. 1-2025)

Page 2

Part III

Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets (continued)

Using the organization’s acquisition, accession, and other records, check any of the following that are a significant use of its collection items (check all that apply):

Public exhibition

Loan or exchange programs

Scholarly research

Other

Preservation for future generations

Provide a description of the organization’s collections and explain how they further the organization’s exempt purpose in
Part XIII.

During the year, did the organization solicit or receive donations of art, historical treasures or other similar
assets to be sold to raise funds rather than to be maintained as part of the organization’s collection?...

Yes No

Part IV

Escrow and Custodial Arrangements. Complete if the organization answered "Yes" on Form 990, Part IV, line 9, or reported an amount on Form 990, Part X, line 21.

Is the organization an agent, trustee, custodian or other intermediary for contributions or other assets not
included on Form 990, Part X? ....................................

Yes No


b	If "Yes," explain the arrangement in Part XIII and complete the following table:		Amount
c	Beginning balance .............................	1c
d	Additions during the year ............................	1d
e	Distributions during the year ..........................	1e
f	Ending balance ................................	1f

Did the organization include an amount on Form 990, Part X, line 21, for escrow or custodial account liability? ...

Yes No

If "Yes," explain the arrangement in Part XIII. Check here if the explanation has been provided in Part XIII ....

Part V

Endowment Funds.
Complete if the organization answered "Yes" on Form 990, Part IV, line 10.

		(a) Current year	(b) Prior year	(c) Two years back	(d) Three years back	(e) Four years back

1a	Beginning of year balance ....
b	Contributions ...
c	Net investment earnings, gains, and losses
d	Grants or scholarships ...
e	Other expenditures for facilities and programs ...
f	Administrative expenses ....
g	End of year balance ......

Provide the estimated percentage of the current year end balance (line 1g, column (a)) held as:

Board designated or quasi-endowment right arrow

Permanent endowment right arrow

Term endowment right arrow

The percentages on lines 2a, 2b, and 2c should equal 100%.

Are there endowment funds not in the possession of the organization that are held and administered for the
organization by:

Yes

(i) Unrelated organizations .................

3a(i)

(ii) Related organizations .................

3a(ii)

If "Yes" on 3a(ii), are the related organizations listed as required on Schedule R? .........

Describe in Part XIII the intended uses of the organization's endowment funds.

Part VI

Land, Buildings, and Equipment.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11a. See Form 990, Part X, line 10.

Description of property		(a) Cost or other basis (investment)	(b) Cost or other basis (other)	(c) Accumulated depreciation	(d) Book value

1a	Land .....
b	Buildings ....	43,735	5,264	38,471
c	Leasehold improvements
d	Equipment ....	766,615	246,132	520,483
e	Other .....	259,312		259,312
Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10(c).)..				818,266

Schedule D (Form 990) (Rev. 1-2025)

Page 3

Part VII

Investments - Other Securities.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11b. See Form 990, Part X, line 12.

(a) Description of security or category (including name of security)	(b) Book value	(c) Method of valuation: Cost or end-of-year market value
(1) Financial derivatives.........
(2) Closely-held equity interests........
(3)Other
(A)
(B)
(C)
(D)
(E)
(F)
(G)
(H)
Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.)

Part VIII

Investments - Program Related. Complete if the organization answered 'Yes' on Form 990, Part IV, line 11c. See Form 990, Part X, line 13.

(a) Description of investment	(b) Book value	(c) Method of valuation: Cost or end-of-year market value
(1)Program Related Party Investments	11,917,629
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 13.)	11,917,629

Part IX

Other Assets.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11d. See Form 990, Part X, line 15.

(a) Description				(b) Book value

(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 15.)...........

Part X

Other Liabilities.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25.

1.(a) Description of liability	(b) Book value
(1) Federal income taxes
Federal Income Taxes
Naming Rights	670,273
Asset Retirement Obligations	1,230,116
Post Retirement Obligation - MNA	162,349
Accrued Health Insurance Liability	110,696
Other Liabilities
Operating Leases


Total. (Column (b) must equal Form 990, Part X, col.(B) line 25.)	2,173,434
2. Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII

Schedule D (Form 990) (Rev. 1-2025)

Page 4

Part XI Reconciliation of Revenue per Audited Financial Statements With Revenue per Return. Complete if the organization answered 'Yes' on Form 990, Part IV, line 12a.
1	Total revenue, gains, and other support per audited financial statements .......			1
2	Amounts included on line 1 but not on Form 990, Part VIII, line 12:
a	Net unrealized gains (losses) on investments ....	2a
b	Donated services and use of facilities .........	2b
c	Recoveries of prior year grants ...........	2c
d	Other (Describe in Part XIII.) ...........	2d	0
e	Add lines 2a through 2d .....................			2e	0
3	Subtract line 2e from line 1..................			3	0
4	Amounts included on Form 990, Part VIII, line 12, but not on line 1:
a	Investment expenses not included on Form 990, Part VIII, line 7b .	4a
b	Other (Describe in Part XIII.) ...........	4b	0
c	Add lines 4a and 4b....................			4c	0
5	Total revenue. Add lines 3 and 4c. (This must equal Form 990, Part I, line 12.) ......			5	0

Part XII Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Complete if the organization answered 'Yes' on Form 990, Part IV, line 12a.
1	Total expenses and losses per audited financial statements ...........			1
2	Amounts included on line 1 but not on Form 990, Part IX, line 25:
a	Donated services and use of facilities .........	2a
b	Prior year adjustments ............	2b
c	Other losses ................	2c
d	Other (Describe in Part XIII.) ...........	2d	0
e	Add lines 2a through 2d....................			2e	0
3	Subtract line 2e from line 1...................			3	0
4	Amounts included on Form 990, Part IX, line 25, but not on line 1:
a	Investment expenses not included on Form 990, Part VIII, line 7b ..	4a
b	Other (Describe in Part XIII.) ...........	4b	0
c	Add lines 4a and 4b.....................			4c	0
5	Total expenses. Add lines 3 and 4c. (This must equal Form 990, Part I, line 18.) ......			5	0

Part XIII

Supplemental Information

Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part lV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information.

Return Reference

Explanation

Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote

Fairview Bethesda Hospital is part of Fairview Health Services. Fairview recognizes all tax positions, including those positions in a previously filed tax return or a position expected to be taken in a future tax filing that is reflected in measuring current or deferred income tax assets and liabilities, when it is more likely than not (likelihood of greater than 50%) that, based on technical merits, the position will be sustained upon examination. $8,300,000 and $6,800,000 uncertain tax positions recorded on the consolidated balance sheets as of December 31, 2024 and 2023, respectively. Fairview has made reasonable estimates of the provision for income taxes and on existing deferred tax balances based on accounting guidance included in ASC 740, Income Taxes. Fairview does not expect that there will be a significant change in the total amount of unrecognized tax benefits within the next 12 months.

Schedule D (Form 990) (Rev. 1-2025)

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

SCHEDULE H
(Form 990)

Department of the Treasury
Internal Revenue Service

Hospitals

Complete if the organization answered "Yes" on Form 990, Part IV, question 20a.
Medium right arrow

Attach to Form 990.
Medium right arrow

Go to www.irs.gov/Form990EZ for instructions and the latest information.

OMB No. 1545-0047

2024

Open to Public Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I

Financial Assistance and Certain Other Community Benefits at Cost

Yes

Did the organization have a financial assistance policy during the tax year? If "No," skip to question 6a . . . .

Yes

If "Yes," was it a written policy? ......................

Yes

If the organization had multiple hospital facilities, indicate which of the following best describes application of the financial assistance policy to its various hospital facilities during the tax year.

Applied uniformly to all hospital facilities Applied uniformly to most hospital facilities Generally tailored to individual hospital facilities

Answer the following based on the financial assistance eligibility criteria that applied to the largest number of the organization's patients during the tax year.

Did the organization use Federal Poverty Guidelines (FPG) as a factor in determining eligibility for providing free care?

If "Yes," indicate which of the following was the FPG family income limit for eligibility for free care:

Yes

100% 150% 200% Other %

Did the organization use FPG as a factor in determining eligibility for providing discounted care? If "Yes," indicate

which of the following was the family income limit for eligibility for discounted care: . . . . . . . .

Yes

200% 250% 300% 350% 400% Other %

If the organization used factors other than FPG in determining eligibility, describe in Part VI the criteria used for determining eligibility for free or discounted care. Include in the description whether the organization used an asset test or other threshold, regardless of income, as a factor in determining eligibility for free or discounted care.

Did the organization's financial assistance policy that applied to the largest number of its patients during the tax year provide for free or discounted care to the "medically indigent"? . . . . . . . . . . . . .

Did the organization budget amounts for free or discounted care provided under its financial assistance policy during
the tax year? . . . . . . . . . . . . . . . . . . . . . . .

If "Yes," did the organization's financial assistance expenses exceed the budgeted amount? . . . . . .

If "Yes" to line 5b, as a result of budget considerations, was the organization unable to provide free or discountedcare to a patient who was eligibile for free or discounted care? . . . . . . . . . . . . .

Did the organization prepare a community benefit report during the tax year? . . . . . . . . .

If "Yes," did the organization make it available to the public? . . . . . . . . . . . . .

Complete the following table using the worksheets provided in the Schedule H instructions. Do not submit these worksheets with the Schedule H.

Financial Assistance and Certain Other Community Benefits at Cost

Financial Assistance and Means-Tested Government Programs		(a) Number of activities or programs (optional)	(b) Persons served (optional)	(c) Total community benefit expense	(d) Direct offsetting revenue	(e) Net community benefit expense	(f) Percent of total expense
a	Financial Assistance at cost (from Worksheet 1) . . .					0	0 %
b	Medicaid (from Worksheet 3, column a) . . . . .			5,995,607	5,230,001	765,606	2.126 %
c	Costs of other means-tested government programs (from Worksheet 3, column b) . .					0	0 %
d	Total Financial Assistance and Means-Tested Government Programs . . . . .	0	0	5,995,607	5,230,001	765,606	2.126 %
Other Benefits
e	Community health improvement services and community benefit operations (from Worksheet 4).			193,478		193,478	0.537 %
f	Health professions education (from Worksheet 5) . . .			274,622		274,622	0.762 %
g	Subsidized health services (from Worksheet 6) . . . .			419,627	191,446	228,181	0.634 %
h	Research (from Worksheet 7) .					0	0 %
i	Cash and in-kind contributions for community benefit (from Worksheet 8) . . . .			6,096		6,096	0.017 %
j	Total. Other Benefits . .	0	0	893,823	191,446	702,377	1.950 %
k	Total. Add lines 7d and 7j .	0	0	6,889,430	5,421,447	1,467,983	4.076 %

For Paperwork Reduction Act Notice, see the Instructions for Form 990. Cat. No. 50192T Schedule H (Form 990) 2024

Schedule H (Form 990) 2024

Page

Part II

Community Building Activities Complete this table if the organization conducted any community building activities during the tax year, and describe in Part VI how its community building activities promoted the health of the communities it serves.

		(a) Number of activities or programs (optional)	(b) Persons served (optional)	(c) Total community building expense	(d) Direct offsetting revenue	(e) Net community building expense	(f) Percent of total expense
1	Physical improvements and housing					0	0 %
2	Economic development					0	0 %
3	Community support					0	0 %
4	Environmental improvements					0	0 %
5	Leadership development and training for community members					0	0 %
6	Coalition building					0	0 %
7	Community health improvement advocacy					0	0 %
8	Workforce development					0	0 %
9	Other					0	0 %
10	Total	0	0	0	0	0	0 %

Part III

Bad Debt, Medicare, & Collection Practices

Section A. Bad Debt Expense

Yes

Did the organization report bad debt expense in accordance with Healthcare Financial Management Association Statement No. 15? ..........................

Yes

Enter the amount of the organization's bad debt expense. Explain in Part VI the methodology used by the organization to estimate this amount. ......

136,446

Enter the estimated amount of the organization's bad debt expense attributable to patients eligible under the organization's financial assistance policy. Explain in Part VI the methodology used by the organization to estimate this amount and the rationale, if any, for including this portion of bad debt as community benefit. ......

2,729

Provide in Part VI the text of the footnote to the organization’s financial statements that describes bad debt expense or the page number on which this footnote is contained in the attached financial statements.

Section B. Medicare

Enter total revenue received from Medicare (including DSH and IME).....

12,324,966

Enter Medicare allowable costs of care relating to payments on line 5.....

14,136,655

Subtract line 6 from line 5. This is the surplus (or shortfall)........

-1,811,689

Describe in Part VI the extent to which any shortfall reported in line 7 should be treated as community benefit.Also describe in Part VI the costing methodology or source used to determine the amount reported on line 6.Check the box that describes the method used:

Cost accounting system Cost to charge ratio Other

Section C. Collection Practices

Did the organization have a written debt collection policy during the tax year? ..........

Yes

If "Yes," did the organization’s collection policy that applied to the largest number of its patients during the tax year
contain provisions on the collection practices to be followed for patients who are known to qualify for financial assistance? Describe in Part VI .........................

Yes

Part IV

Management Companies and Joint Ventures(owned 10% or more by officers, directors, trustees, key employees, and physicians—see instructions)

(a) Name of entity	(b) Description of primary activity of entity	(c) Organization's profit % or stock ownership %	(d) Officers, directors, trustees, or key employees' profit % or stock ownership %	(e) Physicians' profit % or stock ownership %
1
2
3
4
5
6
7
8
9
10
11
12
13

Schedule H (Form 990) 2024

Page

Part VFacility Information

Section A. Hospital Facilities (list in order of size from largest to smallest—see instructions)How many hospital facilities did the organization operate during the tax year?1Name, address, primary website address, and state license number (and if a group return, the name and EIN of the subordinate hospital organization that operates the hospital facility)
1	HealthEast Bethesda Hospital 45 10th Street West Unit 4100 St Paul,MN55102 mhealthfairview.org/locations/m-health-fairview-bethesda-hospital 406123	X

Schedule H (Form 990) 2024

Page 4

Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)

	HealthEast Bethesda Hospital
Name of hospital facility or letter of facility reporting group

Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):

Yes

Community Health Needs Assessment

Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................

Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C...............

During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12......................

Yes

If "Yes," indicate what the CHNA report describes (check all that apply):

A definition of the community served by the hospital facility

Demographics of the community

Existing health care facilities and resources within the community that are available to respond to the health needs of the community

How data was obtained

The significant health needs of the community

Primary and chronic disease needs and other health issues of uninsured persons, low-income persons, and minority groups

The process for identifying and prioritizing community health needs and services to meet the community health needs

The process for consulting with persons representing the community’s interests

The impact of any actions taken to address the significant health needs identified in the hospital facility's prior CHNA(s)

Other (describe in Section C)

Indicate the tax year the hospital facility last conducted a CHNA: 20 24

In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted .................

Yes

6 a

Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C..................................

Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................

Did the hospital facility make its CHNA report widely available to the public?..............

Yes

If "Yes," indicate how the CHNA report was made widely available (check all that apply):

Hospital facility’s website (list url): https://www.fairview.org/our-community-commitment/local-health-needs

Other website (list url):

Made a paper copy available for public inspection without charge at the hospital facility

Other (describe in Section C)

Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............

Yes

Indicate the tax year the hospital facility last adopted an implementation strategy: 20 25

Is the hospital facility's most recently adopted implementation strategy posted on a website?.........

Yes

If "Yes" (list url): https://www.fairview.org/our-community-commitment/local-health-needs

If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ......

10b

Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.

12a

Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?...............................

12a

If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........

12b

If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $

Schedule H (Form 990) 2024

Page 5

Part VFacility Information (continued)

Financial Assistance Policy (FAP)

	HealthEast Bethesda Hospital
Name of hospital facility or letter of facility reporting group

Yes

Did the hospital facility have in place during the tax year a written financial assistance policy that:

Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care?

Yes

If “Yes,” indicate the eligibility criteria explained in the FAP:

Federal poverty guidelines (FPG), with FPG family income limit for eligibility for free care of 200.0%
and FPG family income limit for eligibility for discounted care of 400.0%

Income level other than FPG (describe in Section C)

Asset level

Medical indigency

Insurance status

Underinsurance discount

Residency

Other (describe in Section C)

Explained the basis for calculating amounts charged to patients?.................

Yes

Explained the method for applying for financial assistance?...................

Yes

If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):

Described the information the hospital facility may require an individual to provide as part of his or her application

Described the supporting documentation the hospital facility may require an individual to submit as part of his or
her application

Provided the contact information of hospital facility staff who can provide an individual with information about the
FAP and FAP application process

Provided the contact information of nonprofit organizations or government agencies that may be sources of
assistance with FAP applications

Other (describe in Section C)

Was widely publicized within the community served by the hospital facility?........

Yes

If "Yes," indicate how the hospital facility publicized the policy (check all that apply):

The FAP was widely available on a website (list url):

mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy

The FAP application form was widely available on a website (list url):

https://www.fvfiles.com/2266.pdf

A plain language summary of the FAP was widely available on a website (list url):
mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary

The FAP was available upon request and without charge (in public locations in the hospital facility and by mail)

The FAP application form was available upon request and without charge (in public locations in the hospital facility
and by mail)

A plain language summary of the FAP was available upon request and without charge (in public locations in the
hospital facility and by mail)

Individuals were notified about the FAP by being offered a paper copy of the plain language summary of the FAP, by
receiving a conspicuous written notice about the FAP on their billing statements, and via conspicuous public displays or
other measures reasonably calculated to attract patients' attention

Notified members of the community who are most likely to require financial assistance about availability of the FAP

The FAP, FAP application form, and plain language summary of the FAP were translated into the primary language(s)
spoken by LEP populations

Other (describe in Section C)

Schedule H (Form 990) 2024

Page 6

Part VFacility Information (continued)

Billing and Collections

	HealthEast Bethesda Hospital
Name of hospital facility or letter of facility reporting group

Yes

Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?..................................

Yes

Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:

Reporting to credit agency(ies)

Selling an individual’s debt to another party

Deferring, denying, or requiring a payment before providing medically necessary care due to nonpayment of a previous
bill for care covered under the hospital facility's FAP

Actions that require a legal or judicial process

Other similar actions (describe in Section C)

None of these actions or other similar actions were permitted

Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............

If "Yes," check all actions in which the hospital facility or a third party engaged:

Reporting to credit agency(ies)

Selling an individual’s debt to another party

Deferring , denying, or requiring a payment before providing medically necessary care due to nonpayment of a previous
bill for care covered under the hospital facility's FAP

Actions that require a legal or judicial process

Other similar actions (describe in Section C)

Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):

Provided a written notice about upcoming ECAs (Extraordinary Collection Action) and a plain language summary of the
FAP at least 30 days before initiating those ECAs (if not, describe in Section C)

Made a reasonable effort to orally notify individuals about the FAP and FAP application process (if not, describe in
Section C)

Processed incomplete and complete FAP applications (if not, describe in Section C)

Made presumptive eligibility determinations (if not, describe in Section C)

Other (describe in Section C)

None of these efforts were made

Policy Relating to Emergency Medical Care

Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?..................

If "No," indicate why:

The hospital facility did not provide care for any emergency medical conditions

The hospital facility’s policy was not in writing

The hospital facility limited who was eligible to receive care for emergency medical conditions (describe in Section C)

Other (describe in Section C)

Schedule H (Form 990) 2024

Page 7

Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)

	HealthEast Bethesda Hospital
Name of hospital facility or letter of facility reporting group

Yes

Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.

The hospital facility used a look-back method based on claims allowed by Medicare fee-for-service during a prior 12-month period

The hospital facility used a look-back method based on claims allowed by Medicare fee-for-service and all private health insurers that pay claims to the hospital facility during a prior 12-month period

The hospital facility used a look-back method based on claims allowed by Medicaid, either alone or in combination with
Medicare fee-for-service and all private health insurers that pay claims to the hospital facility during a prior 12-month
period

The hospital facility used a prospective Medicare or Medicaid method

During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ...............................

If "Yes," explain in Section C.

During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ...........................

If "Yes," explain in Section C.

Schedule H (Form 990) 2024

Page 8

Part V

Facility Information (continued)

Section C. Supplemental Information for Part V, Section B. Provide descriptions required for Part V, Section B, lines 2, 3j, 5, 6a, 6b, 7d, 11, 13b, 13h, 15e, 16j, 18e, 19e, 20a, 20b, 20c, 20d, 20e, 21c, 21d, 23, and 24. If applicable, provide separate descriptions for each hospital facility in a facility reporting group, designated by facility reporting group letter and hospital facility line number from Part V, Section A (“A, 1,” “A, 4,” “B, 2,” “B, 3,” etc.) and name of hospital facility.
Form and Line Reference	Explanation
Schedule H, Part V, Section B, Line 3E	We continue to believe that to have the greatest impact on our communities, we need to take a targeted approach. By focusing on specific issues and communities, we can understand and begin to address the root causes of health inequity in a more meaningful way. Our 2024 CHNA resulted in a reaffirmation, and better understanding, of the significant barriers that make our three priority need areas so difficult to address. We used these barriers to refine and better define the priority needs. Based on our improved understanding of the needs and conversations with advisory groups, we have adjusted the title of one of our priority needs from 2021. Healing, connectedness, and mental health is now Cultivating trust, belonging and healing. Although this change removed Mental Health from the title of this priority, we will lean into accessing mental health services as a part of the priority need "Navigating and accessing care and resources". We recently completed our 2024-2026 Community Health Needs Assessment (CHNA). Three key areas have been identified as the greatest needs in our community - and the greatest opportunities to make a real difference through collaboration and connection: * Accessing and navigating care and resources * Addressing structural racism and barriers to equity * Cultivating trust, belonging and healing Importantly, one thing we heard from the community and saw in the data is that the social determinants of health impact some populations more than others. Based on what we learned during our assessment process, we are prioritizing two populations: racial and ethnic populations experiencing health disparities and people experiencing poverty. The people in these groups are all ages, and they live everywhere from the countryside to the city. We will intentionally seek out the needs and perspectives of these populations that experience greater health inequities, in order to partner with them on building solutions and removing barriers. Many specific concerns fall under each of these areas of need. We used barriers identified in the local communities to help guide us in creating and expanding relevant programs and focused services.
Schedule H, Part V, Section B, Line 5 Facility , 1	Facility , 1 - Bethesda Hospital. As Fairview conducts our required CHNA process, led by Fairview's Community Advancement department, we are guided by the approaches and principles developed by the Center for Community Health Equity, which was launched in August 2022. As part of the center, we are building on our existing community engagement by creating an infrastructure that builds trusting partnerships and enables community voice to inform and influence our organization. For example: Fairview developed a Center for Community Health Equity Model of Community Engagement. The model articulates our approach to community engagement, community voice, and community partnerships as we work to advance community health equity. The center is developing a set of standard practices for collecting community voice to influence our social determinants of health initiatives without adding undue burden to the communities we seek to serve. The center's role as a convener and developer of community-informed best practices helps us keep equity at the center of our thinking as we study and evaluate our processes and engagement approaches. The M Health Fairview Center for Community Health Equity is an extension of the work being done in community by of our Community Advancement team. The center creates space for M Health Fairview and community partners to work alongside one another toward a shared goal of improving the health of the communities we serve and to which we belong. Together, we can apply equity-centered, culturally responsive approaches as we identify challenges and opportunities, create or expand programs and partnerships, and then scale or deepen learnings and successes across our system and the communities we serve. Located within the Fairview Community Health and Wellness Hub, the center formalizes the system's efforts to innovate and work with the community in reducing racial and other disparities in community health outcomes. The following strategies are helping us achieve this vision: 1. Addressing the social determinants of health (health behaviors and economic and social conditions that impact overall health) 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. 2. Strengthening a community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence both inside and outside of our health system walls. 3. Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth, knowledge, and capacity. This work would not be possible without the support of trusted community partners and our neighbors. The M Health Fairview Center for Community Health Equity's work is grounded in key principles that guide the ways in which we work with community, including: * Focus on community voice and trust - lifting up especially those who have historically been underrepresented and marginalized. * Commitment to collaboration - bringing community insights and priorities into our health system to address social determinants of health and advance health equity. * Transformation through action - transforming communities, health systems, and the broader ecosystem through innovation and continuous improvement. * Thank you to the experts from across our health system who give of their time and talents on the Center for Community Health Equity Work Group. This leadership group is helping shape and guide our work. * Michele Allen, MD, MS Associate Professor, Department of Family Medicine and Community Health Endowed Chair of Health Equity Research Director, Program in Health Disparities Research MPI, Center for Chronic Disease Reduction and Equity Promotion Across Minnesota (C2DREAM) Director, Community Engagement to Advance Research and Community Health (CEARCH), CTSI * Damien Fair, PA-C, PhD Co-Director, Masonic Institute for the Developing Brain Professor, Division of Clinical Behavioral Neuroscience, University of Minnesota Medical School Faculty, Department of Pediatrics Professor, Institute of Child Development * David Haynes, PhD Assistant Professor, Institute for Health Informatics at the University of Minnesota * Abe Jacob, MD Chief Quality Officer, M Health Fairview Associate Professor, Division of Pediatric Hospital Medicine, University of Minnesota Medical School Faculty, Department of Pediatrics Pediatrician, Internal Medicine, and Pediatric Hospitalist * Jim Letts, MD Family Medicine Provider, M Health Fairview Clinic - Roselawn * Katie Lingras, PhD, LP Director for Inclusive Excellence and Well-Being, Associate Professor, University of Minnesota Medical School * Will Nicholson, MD Vice President of Medical Affairs, M Health Fairview * Ana Nunez, MD, FACP Vice Dean, Diversity, Equity and Inclusion, University of Minnesota Medical School Professor of Medicine, Division of General Internal Medicine Integration Strategist, Clinical and Translational Science Institute * Chris Warlick, MD, PhD Department Head for the Department of Urology, University of Minnesota Medical School The programs and partnerships we have built and co-developed to respond to these needs are deeply embedded in our local communities. Our current assessment and implementation cycle gives us the opportunity to: Continue to build momentum, expanding our networks and collaborations to better understand one another's needs and assets. More deeply integrate the voices of those who are disproportionately impacted by the social determinants of health and the voices of historically marginalized communities in articulating barriers and building solutions. Lean into our unique culturally and linguistically relevant programs and initiatives. As we conduct our 2024 CHNA, we are taking a series of steps to improve our assessment process, keeping in mind the impact of the data collection process itself on the communities we serve. As we engage in bidirectional conversation and partnerships with community organizations that represent our priority populations and others, we are sensitive to the burden that incorporating the community's perspectives places on members of those communities and the organizations that serve them. In response, we are implementing several practices: We are offering grants to community-based organizations that are representing a priority population in our system community advisory council and stipends to the community-based organizations that are cohosting the health systemwide virtual community conversations with us. We are reviewing our outreach strategies, carefully planning, and partnering with others to avoid over surveying, over relying on the same voices or representatives, and asking the same questions assessment cycle after assessment cycle. Fairview has invested in subscriptions to tools, such as Spark Maps, which enable our health system to utilize and respond more effectively to requests for community data. Fairview has taken a leadership role in the Center for Community Health (CCH), a collaborative with health plans, hospitals, and public health agencies in Minnesota's seven-county metropolitan area. The CCH's member organizations will share data and processes to identify health needs and implement innovative approaches to advance community health, wellbeing, and equity. We are among the community partners supporting the Minnesota Homeless Study, a point-in-time study by Wilder Research that collects single-night counts of people experiencing homelessness across the state. Fairview also works with Wilder on the triennial Minnesota Reservation Homelessness Study. The study is conducted in partnership with six American Indian reservations in Minnesota. Fairview has had representation on the planning team and provided financial sponsorship for the Bridge to Health Survey. The survey has been an important source of data on the health status of adults in northeastern Minnesota and Douglas County, Wisconsin, for more than two decades. We have been involved in and supported collaborations particularly related to data and assessment in the medical center and children's hospital community. For example, Fairview staff participate on the Highrise Health Alliance housing team convened by the Minneapolis Health Department and the Minneapolis Public Housing Authority (MPHA). Staff are also a part of the Hennepin County Community Health Improvement Partnership (CHIP) is a coalition of partners from across the community using a collaborative approach to improving people's health. CHIP is committed to equity and informed by data and is focused on community mental well-being and housing stability.
Schedule H, Part V, Section B, Line 5 Facility , 2	Facility , 2 - Bethesda Hospital. Our overall engagement approach is guided by four key considerations: 1. Fairview is focusing on building and deepening our engagement infrastructure, putting structures in place that will guide our long-term community engagement efforts. 2. We must implement tactics that gather both breadth and depth of engagement, bringing as many community members as possible into the conversation and yet also seeking to develop a deep understanding of nuances within each need. 3. Our priority needs are systemwide, and we approach our assessment process from a system level. However, each local community Fairview serves is unique, and we recognize, honor, and prioritize local nuances - in context, in populations, and in our understanding of both - so we can respond most appropriately within each locality. This dual system/local approach enables us to maximize our efforts' impact across the region we serve. 4. As we look to our local communities and seek to meet them where they are, we benefit from engaging with multiple perspectives: those of our community members, our patients, and our employees. To do this, we must take into consideration a variety of approaches, modes, and preferences to best fit the needs of these three groups. As we build our multiyear assessment engagement approach, having a single guiding model of community engagement helps us maintain alignment across the organization as we plan and conduct our work. The Center for Community Health Equity engagement spectrum, based on the International Association for Public Participation's Spectrum of Public Participation, was collaboratively developed through interviews with local organizations, community members, Fairview employees, and other stakeholders. Our engagement spectrum depicts five progressively more intensive levels of community engagement: inform, consult, involve, collaborate, and community led. The model includes examples of each level of community engagement, to clarify what each level could look like in practice. It is important to recognize that no level is inherently better than another level - a more intensive engagement is not appropriate in all situations. Rather, each level is equally valid and appropriate for certain activities and at certain times. During our current assessment process, we used the Center for Community Health Equity engagement spectrum to help ensure that we are using strategies and tactics across the spectrum. Our intent is to build the capacity of stakeholders, community organizations, and other influencers to partner with our health system most effectively, enabling them to promote their community's interests to improve the broader community's health and wellbeing. Using the engagement spectrum as a model goes beyond merely incorporating community voice into Fairview's priority need areas. Its goal is to guide and frame co-development of community engagement activities and guide our implementation planning. The phrase "engagement infrastructure" refers to the mechanisms through which we are sharing and receiving bidirectional feedback on an ongoing basis. Like our hospital's physical infrastructure, our engagement infrastructure is composed of enduring, permanent parts of our health system. We are continuing to build a community engagement infrastructure that supports trusting partnerships and enables community voice to inform and influence the organization. Each hospital community has a Local Community Advisory Committee. We have been committed to and honored with a bidirectional, long-term commitment from our local community advisory committees, which have existed in various iterations for over 30 years. The local community advisory committee's role is to: Advise and inform health improvement plans and collaborative programs. Guide local insight and voice for CHNAs and action plans. Monitor progress toward the goals outlined in the CHNA implementation strategy. Review the local CHNA report. Each committee comprises members from, or representatives of, groups such as public health departments, medically underserved communities. communities experiencing poverty, populations experiencing health and/or racial disparities, community-based organizations, and schools. The System Community Advisory Council spans the entire health system and incorporates the need for internal representation, local representation, and representation from organizations that represent our priority populations. Its role is to: Advise the health system on the CHNA process and prioritization model from a systemwide perspective. Guide health system insight and ensure the voice of priority populations remains at the center of all discussions. Provide guidance and expertise in development of implementation strategy plans. Employee Resource Groups (ERGs), are voluntary, employee-led groups that aim to foster a diverse, inclusive workplace. They focus on impacting four important areas: community connection, organizational impact, meaningful change, and people development. ERGs supported the CHNA process by providing feedback and suggestions and supporting dissemination and recruitment of the data and engagement approaches. There are currently nine ERGs representing different affinities. Patient Family Advisory Councils bring together patient and family advisors along with staff to share insights and experiences to help Fairview improve. These committees help validate the current state, understand existing obstacles, and test ideas to overcome those barriers. During this CHNA cycle, our Patient Family Advisory Committees consulted on ways to approach community conversations, specifically our Town Halls. The process of centering community voice enables us to use the CHNA process to bring the perspectives of the communities we serve back to the organization in an actionable format. By using various data gathering methodologies, we gain a better understanding of the top barriers and concerns among the people we serve. This process is also a crucial avenue for adding nuance, understanding how our communities' needs shift among different geographical areas, generations, and cultural communities. Listening and learning sessions: Fairview has held community listening and learning sessions through the HOPE Commission since 2020. These sessions hold a mirror to Fairview, assessing where we are today and helping us understand how we can make lasting change. Sessions were held in 2020 to hear from employees, in 2021 and 2022 to hear from patients, and in 2023 and 2024 to hear from community members. In June 2022, after identifying a gap in participants from previous listening and learning sessions, we expanded these listening and learning sessions to include patients with limited English proficiency. Sessions were held in Somali, Spanish, Hmong, Karen, and American Sign Language. Prior to these sessions, there were limited mechanisms for patients with limited English proficiency to provide feedback about the care they were receiving. This series was an effort to bring more voices to the table and create inclusive opportunities for patients to express their needs and concerns.
Schedule H, Part V, Section B, Line 5 Facility , 3	Facility , 3 - Bethesda Hospital. Systemwide virtual conversations: We held a series of systemwide virtual conversations focused on the priority need healing, connectedness, and mental health and what that specifically looks like for youth (April 2024), aging adults (March 2024), and Indigenous populations (June 2024). These conversations were open to all, and their goal was to collect and share learnings and resources with participants. The conversations included presentations from community partners about their work, followed by small group discussions that provided valuable perspectives informing our understanding of population-specific needs, strengths, and future state visioning tied to healing, connectedness, and mental health. CHNA surveys To gather input from a broad set of stakeholders on local strengths and the top needs of communities each of the respective stakeholders serves, we developed two aligned, but distinct, surveys. The surveys gathered feedback about: Patient and community members' top barriers to care, social determinants of health needs, and social needs. The unique barriers and assets for patients in one of our priority populations (racial or ethnic populations experiencing health disparities and people experiencing poverty). Barriers that providers and community partners face in responding to the social determinants of health-related needs of patients as well as existing assets and resources available. The surveys were distributed to care team members and partner organizations, including faith leaders. Surveys were administered from mid-February to the end of March. We heard from 472 individuals across our hospital communities and our health system, with 296 responses from care team members and 176 responses from community organizations. Community Health and Healing Summit: Celebrating Culture, Building Connections, Guiding Action - The Community Health and Healing Summit, held in July 2024, aimed to propel our 10-year vision for a healthier Minnesota forward. The summit was a collaborative event bringing stakeholders together to work collectively on prioritizing needs and barriers to health in our communities. It blended the power of community and cultural healing with activities designed to collect participants' insights to not only shape our priorities but to actively drive positive change in our communities. Stakeholder interviews: From May to July 2024, we conducted stakeholder interviews with various Fairview care team members in both acute sites and clinics, including nurses, physicians, schedulers, social workers, care coordinators, and clinic managers. The interviews were guided by the results of our CHNA survey and aimed to gather more in-depth information and stories about the top barriers that had showed up most frequently during the survey. Facilitated conversations: We conducted a variety of facilitated conversations across the health system, a few examples of which are summarized in this section. The goal of these activities is to gain a fuller, more nuanced picture of topic-specific or population-specific perspectives over time. By holding these conversations on an ongoing basis, we ensure that our assessment process and our aligned programmatic or initiative-related work is responding to and engaging with communities in real time. Food is Medicine community conversations: As a part of our Food is Medicine initiative, we partnered with community-based organizations to host a community conversation in each hospital's service area. The goal was to learn more about the community's needs and strengths related to access to healthy food and the role of Fairview as a healthcare provider. In the fall 2023, we held eight Food is Medicine community conversations across different hospital geographies that were attended by 75 organizations representing sectors across the food scape including food shelves, farmers, social services organizations, schools, and municipalities. Town halls: In November and December 2023, we hosted five town hall sessions that were open to the public and geared toward local government relations offices, the business community, community-based organizations, trade groups, civic groups, and rotaries. Each town hall provided an opportunity for community members to receive updates from Fairview, participate in a question-and-answer session with Fairview leaders, and engage in discussions regarding barriers to health and trust in healthcare organizations. East Side Health and Well-being Collaborative: In February 2024, we joined the East Side Health and Well-being Collaborative's meeting as well as the collaborative's mental health and stress resilience work group meeting. In both meetings, we held facilitated conversations about the CHNA process and priority need areas in the community. During the meeting with the mental health and stress resilience work group, we focused on the healing, connectedness, and mental health priority area. Through ongoing partnership and programmatic conversations, we are vetting and refining our understanding of the identified priorities and the responses that would best address them. As a foundational part of program planning and evaluation, Community Advancement staff members 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, driving insights into the needs of the communities we serve. Primary data methods: Fairview staff developed standardized tools, processes, instructions, protocols, and training for facilitators, interviewers, and note takers. We compiled, cleaned, and analyzed all primary data. A note taker captured all community input, and when possible, conversations were also recorded. Secondary community data: Claritas is a widely used national demographic estimation tool. Estimates and projections are provided at a zip code level including, but not limited to, population based on age, sex, ethnicity, and income. Spark Maps is a paid subscription that provides mapping and assessment tools that include a large database of indicators, data cleaning, benchmarking, and contextual information. The Bridge to Health Survey has been an important source of data on the health status of adults in northeastern Minnesota and Douglas County, Wisconsin, for more than two decades. The survey is conducted every five years, with the last survey administered in 2020. The Minnesota Student Survey is one of the longest-running youth surveys in the nation. It is a triennial survey that began in 1989. The data used in this report is from 2019. The Area Deprivation Index (ADI) is based on a measure created by the Health Resources and Services Administration over three decades ago, and has since been refined, adapted, and validated to the census block group neighborhood level by Amy Kind, MD, PhD, and her research team at the University of Wisconsin - Madison. Health Trends Across Communities in Minnesota (HTAC) uses information from electronic health records to help fill gaps in the information available to health professionals, organizations, policymakers, and community members to promote health in Minnesota. HTAC is a collaboration among health systems, public health departments, health organizations, and health plans in Minnesota. HTAC uses summary reports from electronic health records on a range of chronic, behavioral, and mental health conditions. The information comes from 11 health systems that make up the Minnesota Electronic Health Record Consortium (MNEHRC). Information from the MNEHRC represents approximately 90% of healthcare for Minnesotans, which makes HTAC a powerful tool to describe the health of many communities. Minnesota Department of Health, County Health Tables were used to look at 2020 county-level top causes of death and premature death.
Schedule H, Part V, Section B, Line 7 Facility , 1	Facility , 1 - Fairview Bethesda Hospital. The Community Health Needs Assessment Report for Fairview Bethesda Hospital are located at: https://www.fairview.org/-/media/Files/Local-Health-Needs-Final/2024-CHNA-Report_Bethesda-Hosptial_Final.ashx The Community Health Needs Assessment and Implementation Strategy for Fairview Bethesda Hospital are located at: https://www.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Reports-2025/CHNA-Implementation-Strategy-Report-20252027Bethesda.ashx
Schedule H, Part V, Section B, Line 11 Facility , 1	Facility , 1 - Fairview Bethesda Hospital. Our triennial Community Health Needs Assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address 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. This work continued in 2024 as we conducted our triennial assessment, further exploring the barriers experienced by community that tie to priority needs. Our 2021 CHNA used social determinants of health (SDOH) as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables 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, healthcare, and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. 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 entities, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, 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. By 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 Bethesda Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways 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. The three identified needs are: 1) Navigating and accessing care and resources, 2) Addressing structural racism and barriers to equity, and 3) Healing, connectedness, and mental health. Development of 2022-2024 CHNA Implementation Strategies As a healthcare organization that works closely with our community advisory committees and community partners, we have listened to community and learned valuable lessons over the past few decades. This has guided us in the development of the Fairview Health Services 2022-2024 implementation strategies. In particular, we learned that: 1) Despite best efforts, health needs and health inequities continue to grow and deepen, 2) Collective action is critical, and 3) Transformational change requires a sustained and focused commitment. In response to our 2021 Community Health Needs Assessment, Fairview hospitals and medical centers worked collaboratively with local and statewide organizations to address our communities' most pressing needs. In addition, Fairview put forth a 2032 vision of increased community health equity. This vision is supported by three strategies designed to address the priority need areas in distinct ways while collectively moving us closer to achieving our goals. The three strategies are: Strategy 1: Addressing Social Determinants of Health (SDOH) - Addressing the SDOH, individual social risks, and social needs through the creation and expansion of programs, initiatives, collaborations, and research, as well as policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating a community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence our health system. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building community wealth. For this three-year cycle, we are implementing strategies to work toward distinct, anticipated impacts for each priority need and to build upon our 10-year vision of increased community health equity by 2032. For more information, the Bethesda Hospital 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 Bethesda Hospital CHNA implementation strategies, anticipated impacts, and key responses. Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 (Addressing SDOH) occurred over the first three years of our 10-year vision. These efforts are demonstrated through three social determinants of health initiatives: 1) Food is Medicine: Using the healing power of food to nourish our patients, enrich our communities, and transform our systems, 2) Housing is Health: Using the protective power of housing to support patient health and build thriving communities, and 3) Connection is Cure: Strengthening the connection between patients and the healthcare system to address social isolation and improve community mental health and wellbeing. These initiatives are key responses that intersect all three priority needs and are also synergistic. 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 health system (hospitals, clinics, specialty care) 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. Bethesda Hospital has an annual CHNA 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. Evaluation of impact. To best evaluate our impact and track progress towards our anticipated impacts, we use a multi-tiered and tailored evaluation approach. Our work is grounded in understanding core information about our communities. This includes identifying and understanding the community needs being addressed, the population or community being affected, current and/or potential partners to work with to address the need, and the impacts we anticipate.
Schedule H, Part V, Section B, Line 11 Facility , 2	Facility , 2 - Fairview Bethesda Hospital - Continued. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we respond to emerging needs brought to us by community partners or public health, or those discovered through patient or community data showing significant health disparities. We have standardized several key measures to assess whether we are meeting the needs of the CHNA priority populations, focusing our efforts on equity and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found that one-size-fits-all, evidence-based approaches may not be a good fit for some of our diverse communities. In response to the unique and differing needs of our community members, our programs are co-developed with community, center on the needs of specific populations, and often incorporate unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners and considering strategies that are culturally and linguistically appropriate, allowing us to determine if the programs reflect the values we set out to embody. Fairview is guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation, establishing 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 described here, we are reporting our reach or outputs through counts on a variety of levels that meet the rigor required for grant and contract reporting. In addition, we offer a diverse set of programs that vary on the spectrum of "low touch and high count" to "high touch and lower count." 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 that are appropriate to address the community and population-specific 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 on which we do deeper evaluation. Fairview is currently in the process of building an evaluative approach and capacity for our 10-year vision, increasing community health equity, and our three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly social determinants of health dashboard. In this first three-year CHNA cycle working towards our 10-year vision of increased community health equity, 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. Strategy 1 - Addressing Social Determinants of Health (SDOH) Priority Need: Navigating and accessing care and resources. Bethesda Hospital is partnering with other hospitals across the system in work tied to Strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Bethesda Hospital Action Plan programs 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 and 2) Increase awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. The 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 Highlights. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative (MINI), blood pressure checks, 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 250 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Across the system in 2024, the community clinical care team provided blood pressure and oral health services at 241 events. The team also hosted 443 vaccination clinics across the system in 2024. There were 5,525 free COVID-19 vaccine doses and 6,190 free flu shots administered. Of those participants who shared their identity, 72% of people who received a COVID-19 vaccine identified as a person of color and 35% indicated a language other than English as their preferred language. In August 2024, MINI received an invitation to publish an article in the special Public Health issue of the New England Journal of Medicine discussing their cross-sectoral, equity-based approach to COVID-19 response. Later in the year, they published a similar article in the Journal of Public Health Management & Practice, this time focusing specifically on reducing vaccination barriers for refugee, immigrant, and migrant communities during the COVID-19 pandemic. MINI also presented at the 2024 North American Refugee Health Conference. Bike Helmet events are held in community and provide education on traumatic brain injury prevention as well as free bike helmets to kids. During the events, children learn bike safety tips and receive a free bike helmet and fitting. In 2024, there was 1 bike helmet event where 201 bike helmets were distributed. Priority Need: Addressing Structural Racism and Barriers to Equity. Bethesda Hospital, in alignment with Strategy 1 (Addressing the SDOH), is partnering with other hospitals across the system as a part of the Community Action Plan to 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 meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. 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 in a 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 the Food is Medicine programs-a selection of which are described below-are available to patients in 52+ clinics and 8 acute sites across the health system.
Schedule H, Part V, Section B, Line 11 Facility , 3	Facility , 3 - Fairview Bethesda Hospital - Continued. One of the Food is Medicine initiative programmatic responses is the fresh food prescription program, which distributes fresh, locally grown produce from three farm partners (Hmong American Farmers Association, Naima's Farm, and Women's Environmental Institute) via a weekly food box. The boxes also contain proteins, whole grains, and pantry staples, as well as a newsletter with community resources and tips for healthy cooking and eating. Crucially, the program offers home delivery to address transportation barriers. In 2024, 31 clinics participated in the fresh food prescription program across Fairview hospital and medical center communities. Almost one third (31%) of program participants identified as Asian, 17% as Black, and 2% as Hispanic/Latino. While just 70% of participants speak English as a preferred language, 7% had a preferred language of Hmong, 14% Karen, and 1% Spanish. Most participants had public insurance (79%) or were uninsured (2%). Fairview's food voucher program provides patients with vouchers to redeem at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Throughout the year, 443 patients redeemed vouchers for groceries. Additionally, we provide shelf-stable food resources for those with an immediate need. The shelf-stable food bags were incorporated into Ridges Hospital for the first time in 2024. The bags come in six different varieties tailored to meet the preferences of diverse cuisines and circumstances. In 2024, there were 6042 shelf-stable bags distributed at 37 sites across the system. There were also 258 food resource packets distributed that contained information about local food resources along with immediate food support. Another of the Fairview social determinants of health initiatives, Housing is Health also responds to the priority need of structural racism and barriers to equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supportive community partnerships, contribution of time and expertise to collaboratives, and efforts to impact policy. For example, 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 staff at a hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2024, 50 patients were provided support through this program. As a part of Housing is Health, we are also proud to have helped launch Healthcare for Housing (HC4H). HC4H grew out of the Housing and Health Equity Fellowship and consists of seven health providers and payers. We also strengthened our housing advocacy activities in 2024; we chair the policy workgroup for HC4H, participated in Homeless Day on the Hill at the Minnesota State Capitol, and submitted letters of support for multiple housing initiatives. In September and October 2024, teams from across the system participated in two Twin Cities Habitat for Humanity builds. Volunteers contributed 300 hours for the Carter Work Project build. During our annual build week with Twin Cities Habitat for Humanity, staff contributed 560 volunteer hours. Priority Need: Healing, connectedness, and mental health. Bethesda Hospital partners with other hospitals across the system to work towards the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through Strategy 1 (Addressing SDOH) and the Community Action Plan. Fairview System Key Initiative Highlights. In response to the priority need of healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, center linguistic and cultural diversity, and bridge silos across our hospital system and communities to transform medical practice. Additionally, we are responding to the need for healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Support groups and fitness classes are offered for those living with Parkinson's Disease, as well as their families. The support groups provide an opportunity to broaden knowledge of the disease and become more aware of resources available to assist persons living with Parkinson's. Nine support groups were held in 2024 with a total of 361 attendees. Parkinson's Disease fitness classes are therapeutic recreation class designed to help patients stay physically active and improve day-to-day life while living with Parkinson's Disease. In 2024, 67 fitness classes were held with 1457 attendees. Together, Fairview's Strategy 1 (Addressing SDOH) initiatives and the programs outlined within our action plans comprise a strategic, innovative, and equity-minded approach to community health. We take great care to co-design programmatic responses with the communities impacted by them and collaborate with a broad range of community organizations and other multisectoral partners to address the social determinants of health. In recognition of our commitment to this work, Fairview advanced as a finalist for the American Hospital Association's Foster G. McGaw Prize. Five programs were profiled in Fairview's award submission: Minnesota Immunization Networking Initiative; East Side Health and Well-being Collaborative; Fair Table, Fairview's Food is Medicine initiative; Health Commons; and our Cultural Broker program. It is a great honor to be considered for this award; it serves as motivation to work harder than ever to advance health equity, and to intentionally do so in authentic partnership with the communities we serve. In addition to Strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we strive to reduce health disparities and increase community health equity through two additional system strategies. While 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 to do the work more capably. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. The importance of this is manifest in Strategy 2 (Engagement infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The 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 and 2) Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster the work we do to expand feedback systems and sustainable convening structures. In 2024 we revitalized our System Community Advisory Council. Spanning the entire health system, the System CAC incorporates the need for internal representation, local representation, and representation from organizations that represent our priority populations. While it plays a large role in advising the CHNA process and implementation, it also ensures the voice of priority populations remain at the center of all discussions and decisions. The System CAC met five times in 2024, providing guidance and insights throughout the Community Health Needs Assessment process.
Schedule H, Part V, Section B, Line 11 Facility , 4	Facility , 4 - Fairview Bethesda Hospital - Continued. A central part of our community voice work and philosophy, the M Health Fairview Center for Community Health Equity (the Center) was launched in August 2022. The Center guides our efforts to gather community voice and tie the learnings back into the organization. Throughout 2024, we hosted three Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The Center for Community Health Equity also presented a session at the 2024 American Hospital Association's annual conference. This session focused on the lessons we learned from conducting community input sessions for community members with limited English proficiency, giving us the opportunity to socialize best practices and learn from the experiences of other healthcare systems. Over the course of the year, the Center continued to build out its SDOH platform and community engagement framework, guiding the implementation of the 2024 Community Health Needs Assessment approach. Enabling community voice, particularly the voices of priority populations, to influence and inform the health system is integral to Strategy 2 (Engagement infrastructure). In 2024, the Center for Community Health Equity and Fairview's Quality Improvement team began a joint enterprise to incorporate community voice into the way in which we define, implement, and measure healthcare quality. Members of the East Side Health and Well-being Collaborative and the System Community Advisory Committee gave input regarding what "quality "quality care" means to them, informing the development of the system's ambulatory care composite (high priority quality measures). The priorities yielded by their insights will drive organizational work for the next several years as we work to deliver the highest quality of care to our patients and community. Building our engagement infrastructure involves connecting broadly with community as well as building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative (NHEI). As part of this body of work, in 2024 Fairview staff stood up the Indigenous Healing Circle Employee Resource Group to create sacred space for Native employees and patients and reconcile disparities unique to our Native relatives. Fairview also developed a system-wide land acknowledgement to raise awareness of how inequities have impacted the geographies and people we serve and guide us in our work to advance equity and inclusion. The land acknowledgement was published in our 2024 Community Health Needs Assessment report. Throughout our Native health equity efforts, we also hosted a Healing in Four Directions Powwow for more than 350 community members from across the state with partners including St. Paul Public Schools Indian Education, South St. Paul Public Schools Indian Education, Minnesota Indian Affairs Council, and the American Indian Family Center. Later in the year, we participated in the 2024 American Indian Day on the Hill and sponsored Indigenous Peoples Night with the Minnesota Aurora soccer team in collaboration with Northern Indigenous Games and Twin Cities Native Lacrosse. Community outreach in 2024 included providing mobile nursing services at four local powwows and events, including the Indigenous People's Health Fair. As part of the effort to incorporate Native health equity into systems and processes, Fairview reviewed its smudging policy and updated educational tools, providing training at acute care sites about the ritual and how it can be practiced in a clinical setting. Strategy 3 - Inclusive Institution To successfully address our three priority needs and improve the health and wellbeing of our priority populations, it is imperative that we are guided by Strategy 3 (Inclusive institution): Transforming internal structures to create an antiracist and inclusive environment and to build community health by building community wealth. The anticipated impacts 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) Use an antiracist approach and work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes, and 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. Key achievements in alignment with Strategy 3 include the launch of standardized social determinants of health patient screenings (e.g., food security, housing stability) at all ambulatory care sites. In 2024, 414,359 primary care patients across the system completed social determinants of health screenings. We also implemented targeted interventions to improve healthcare disparities, resulting in marked improvement in breast cancer and colon cancer screening rates. In particular, breast cancer screening rates improved among Karen, Hmong, and Somali patients because of six mobile mammography events. Additionally, we are building capacity across the system for more individuals and teams to participate in the Intercultural Development Inventory. Operational improvements driven by the Equity Strategy Office identify and address experience and outcome gaps for employee sub-groups and within patient care and outcomes. Improvements include related dashboarding and reporting across all organizational performance dimensions. This reporting informs the creation of actions plans to mitigate and address identified gaps and create line of sight to progress being made. In 2024, pathways were created to collate and incorporate voices and insights from the patients, employees, and community members Fairview serves. These pathways are being piloted and operationalized in 2025. Robust and strategic efforts across Patient Safety, Human Resources, and Customer Experience to identify and address multiple forms of harm were also supported. In addition, during 2024, units across the organization operationalized systems to identify and prevent potential gaps in care and outcomes across patient populations. 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 addresses the social determinants of health by helping people secure employment with family-sustaining wages and benefits, achieve success in their jobs, and learn new skills. The team also focuses on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships, affiliations, and sponsorships. In 2024, there were 13 systemwide employee volunteerism events hosted, including Habitat for Humanity and Twin Cities Pride. Additionally, Fairview staff sit on boards and are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with our commitment to advancing health equity. Our organization provides sponsorships to support local community organizations aligned with our system's priorities.
Schedule H, Part V, Section B, Line 11 Facility , 5	Facility , 5 - Fairview Bethesda Hospital - Continued. To increase diversity and trust in clinical trials, the Center for Community Health Equity partnered with Fairview Frontiers to develop a community engagement strategy and improve representation in clinical trials. Together, they presented "Integrating Cultural Considerations for Research Participants" to the University of Minnesota research managers, providing education on the importance of diverse participation in research and how to do so thoughtfully and equitably. Fairview Frontiers also appeared at four different community events for "Research 101," informing community members about the process, benefits, and challenges of participating in a research study. Together, Fairview Frontiers and the Center for Community Health Equity are working to engage the community more directly in clinical research with the aim of improving both the process and the outcome of such studies. Significant needs not addressed. Prioritizing needs identified by our communities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The priority needs we have identified will ultimately be positively impacted by addressing their root causes. The following needs were not directly addressed because these issues are outside the scope at this time: cost of care, insurance and medications, childcare, and employment benefits. The following needs were not directly addressed because they fall outside of the scope of the Community Health Needs Assessment Implementation Strategy: clinic/hospital hours, limited time spent with provider, and limited specialty care. This feedback was shared with the appropriate teams to address as part of clinical care.
Schedule H, Part V, Section B, Line 13 Facility , 1	Facility , 1 - HealthEast Bethesda Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance.
Schedule H, Part V, Section B, Line 16 Facility , 1	Facility , 1 - HealthEast Bethesda Hospital. 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.
Schedule H, Part V, Section B, Line 20 Facility , 1	Facility , 1 - Fairview Bethesda Hospital. Pursuant to Treas. Reg. Section 1.501(r)-6(c), Fairview Bethesda Hospital made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3).

Schedule H (Form 990) 2024

Page 9

Part VFacility Information (continued)

Section D. Other Health Care Facilities That Are Not Licensed, Registered, or Similarly Recognized as a Hospital Facility (list in order of size, from largest to smallest) How many non-hospital health care facilities did the organization operate during the tax year?0
Name and address		Type of Facility (describe)
1
2
3
4
5
6
7
8
9
10

Schedule H (Form 990) 2024

Page 10

Part VI

Supplemental Information

Provide the following information.

1	Required descriptions. Provide the descriptions required for Part I, lines 3c, 6a, and 7; Part II and Part III, lines 2, 3, 4, 8 and 9b.
2	Needs assessment. Describe how the organization assesses the health care needs of the communities it serves, in addition to any CHNAs reported in Part V, Section B.
3	Patient education of eligibility for assistance. Describe how the organization informs and educates patients and persons who may be billed for patient care about their eligibility for assistance under federal, state, or local government programs or under the organization’s financial assistance policy.
4	Community information. Describe the community the organization serves, taking into account the geographic area and demographic constituents it serves.
5	Promotion of community health. Provide any other information important to describing how the organization’s hospital facilities or other health care facilities further its exempt purpose by promoting the health of the community (e.g., open medical staff, community board, use of surplus funds, etc.).
6	Affiliated health care system. If the organization is part of an affiliated health care system, describe the respective roles of the organization and its affiliates in promoting the health of the communities served.
7	State filing of community benefit report. If applicable, identify all states with which the organization, or a related organization, files a community benefit report.

Form and Line Reference	Explanation
Schedule H, Part I, Line 7f Exclusions from Percent of Total Expense	THE BAD DEBT EXPENSE INCLUDED ON FORM 990, PART IX, LINE 25 COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE ON SCHEULDE H COLUMN (F) IS $136,446
Schedule H, Part I, Line 3c	If a household has assets totaling more than $100,000, they are not eligible for Financial Assistance. Exceptions may be made for catastrophic situations, where the outstanding balances exceed the patient's household asset totals. These will be reviewed on a case-by-case basis. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 400% OF THE FEDERAL POVERTY LEVEL AND RECEIVE MEDICALLY NECESSARY HOSPITAL OR HOSPITAL BASED SERVICES ARE CHARGED A DISCOUNT RATE EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT. As of November 1, 2023, this policy applied to all United States residents.
Schedule H, Part I, Line 7g Subsidized Health Services	There are no costs associated with physician clinics included in line 7g.
Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance	THE AMOUNTS REPORTED ON FORM 990, SCHEDULE H, PART I, LINE 7A THROUGH 7C ARE DETERMINED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2 IN THE SCHEDULE H, FORM 990 INSTRUCTIONS. FORM 990, SCHEDULE H, PART I, LINES 7E THROUGH 7J ARE REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION.
Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount	The bad debt expense reported on Part III, Line 2 is reported at charges as recorded by the organization. The provision for bad debts is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators.
Schedule H, Part III, Line 3 Bad Debt Expense Methodology	The bad debt expense attributable to patients that may be eligible for financial assistance is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators.
Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote	Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on a portfolio basis when applicable) are recorded as bad debt expense. Bad debt expense for the years ended December 31, 2024 and 2023, was not significant. See page 22 of the audited financial statements for additional information.
Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs	IT IS PART OF the organization's MISSION THAT COMMUNITY BENEFIT ACTIVITY IS CARRIED OUT BY STAFF/LEADERSHIP AT EACH FACILITY BASED ON THE HEALTH CARE NEEDS IN THAT SERVICE AREA. THE MEDICARE COST TO CHARGE RATIO REPORTING IS CALCULATED SERVICE LINE BY SERVICE LINE. OTHER EXPENSES ARE CALCULATED USING THE OVERALL COST TO CHARGE RATIO. UNCOMPENSATED COSTS RESULTING FROM MEDICARE, MEDICAID AND STATE AND LOCAL INDIGENT CARE PROGRAMS ARE CONSIDERED A COMMUNITY BENEFIT BECAUSE OF THE SIGNIFICANT DIFFERENCES BETWEEN ACTUAL COSTS AND REIMBURSEMENT.
Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance	After our patients have received services, it is the policy of Fairview Health Services to bill patients and their applicable payors on a timely and accurate basis. During this billing and collection process, Fairview staff is committed to providing quality customer service and timely follow up on all outstanding accounts. Billing: It is the goal of Fairview to bill all claims accurately and on a timely basis. Although dependent on information and communications from patients and payors, Fairview will provide sufficient follow up service to ensure that patients receive accurate account and billing information and have the opportunity to make payment and/or apply for community care. Fairview has agreed to certain billing and collection practices by an agreement with the Minnesota Attorney General's office. There are financial counselors at every entity Monday through Friday who interact with the patients in person and over the phone to inform of programs available to them as well as assist them in applying for the programs. The information about needing assistance with paying the bill is posted on signs in the hospitals and materials are distributed to self-pay patients by registration staff. The statements sent out after the visit provide this information as well. If a patient/family member calls the Central Business Office customer service staff to ask for assistance with paying their bill, they are informed about options at that time. Fairview provides an interpreter service that interprets conversations over the phone. This service can be used either as a three way phone call or the Financial Counselor, in a room with the patient or family can place the call together to the interpreter phone service. The interpreter services line accommodates close to 200 languages. The billing process will be assisted by the following guidelines: 1) For all insured patients, Fairview will assist in processing insurance for all in-network and out-of-network payers when possible (as provided by or verified by the patient) on a timely and accurate basis. 2) For all uninsured patients with Minnesota or Wisconsin residency receiving hospital based services deemed medically necessary, Fairview will apply an uninsured discount equal to the discount provider to our largest contracted non-government payor, any remaining balance will be billed to the patient in a timely and manner. As of November 1, 2023, this policy applied to all United States residents. 3) All billed patients have the opportunity to contact Fairview regarding financial assistance for their accounts. Financial assistance may include Community Care, payment arrangements, medical assistance or other applicable programs. 4) If a patient contacts Fairview regarding Community Care before the account is referred to a collection agency or attorney, an application and required documentation is requested (income verification etc.), the account will then be processed based on the outcome of the Community Care determination. 5) Fairview takes reasonable measures to avoid referring an account to collection unless there are no responses from the patient. If a patient contacts Fairview regarding Community Care after their account has been referred to a collection agency or attorney, Fairview will send an application to the patient. If the completed application along with required documentation (income verification, etc.) is submitted, all collection action will be suspended until the patient is notified of Fairview's determination.
Schedule H, Part V, Section B, Line 16a FAP website	- HealthEast Bethesda Hospital: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy;
Schedule H, Part V, Section B, Line 16b FAP Application website	- HealthEast Bethesda Hospital: Line 16b URL: https://www.fvfiles.com/2266.pdf;
Schedule H, Part V, Section B, Line 16c FAP plain language summary website	- HealthEast Bethesda Hospital: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary;
Schedule H, Part VI, Line 2 Needs assessment	Assessing and responding to community and patient needs is an important component of population health and an integral part of Fairview's community commitment, as Fairview has conducted triennial assessments to inform our community outreach since the mid-1990s. Fairview's 2024 CHNA builds upon previous assessments and was developed in partnership with community members and organizations, local public health agencies, and other hospitals and health systems. At Fairview, we are committed to those we serve - and as an anchor institution, our definition of those we serve stretches beyond our patients to embrace our entire community. As a result, this assessment process takes into consideration everyone our health system touches, including our community members, our patients, and our employees. The assessment serves as a tool for guiding policy, advocacy, and program planning. Through this process, Fairview aims to: -Intentionally engage with community members and organizations, public health agencies, and other hospitals and health systems to identify and understand significant health needs in the community. -Understand the needs of the community we serve by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform each hospital's CHNA implementation strategy and action plan development. Our 2024 CHNA process continues to be grounded in the key principles that guide the way we work with community: focus on community voice and trust, commit to collaboration, and transform through action. Guided by the last assessment's implementation strategies, our 2024 CHNA represents an increased focus on the processes by which we engage with community, examining the foundations on which we are building our community engagement infrastructure for the future. This corresponds naturally to a focus on narrative about the assessment process in the report. Nevertheless, we are continuing to collect and analyze information about our priority populations and priority need areas. As we have conducted multiple CHNAs, we have come to an inescapable conclusion: Our communities have faced the same challenges for more than a three-year CHNA cycle. Despite our efforts to address these issues, these problems are not relenting and can last a decade or more. Out of these intractable challenges, we have distilled three key lessons that have fundamentally shifted our approach: -Despite best efforts, health needs and health inequities continue to grow and deepen. -Collective action is critical. -Transformational change requires sustained and focused commitment. In 2021, in response to these lessons learned and guided by the key community outreach principles outlined above, we put forth a Fairview 10-year vision - increased community health equity. We developed the first in a series of consecutive CHNA implementation strategies and plans that we will build and execute over the decade to bring that vision to fruition. Getting stakeholder buy-in to execute a 10-year vision, and maintaining that interest and focus for a decade, takes vision and commitment: vision to imagine a better future and inspire others to work alongside us, and commitment to stay the course in pursuit of that vision. Although these two requirements are difficult to fulfill within the context of healthcare's dynamic landscape, we remain steadfast in our dedication and have developed processes to effectively support our work. These processes, and the progress they have enabled so far, are the subjects of this CHNA report. As part of our commitment to our 10-year vision and strategies, and in alignment with the Center for Community Health Equity, we are using consecutive CHNA cycles to build upon and deepen the work tied to the assessment. All the feedback, stakeholder input, and community voice we have gathered and heard since our last assessment confirms that the priority needs identified in our 2021 CHNA are still present, pressing issues in our communities. We remain committed to driving real, sustained change in those areas. We are using our 2024 CHNA cycle to gather further data and context about these priority needs to refine and deepen our understanding and to respond more impactfully. The three priority needs are: * Accessing and navigating care and resources. Individuals and communities struggle to access and navigate the resources they seek to support their unique health and well-being. System complexity, co-occurring health and mental health issues, and lack of coordination across entities make it difficult and cumbersome to access information and care. Provider shortages, lack of culturally responsive providers, and cost of care especially for under- or uninsured community members further exacerbate access challenges. Furthermore, many gaps in service exist, and services that are available are not always appropriate for or trusted by populations. * Addressing structural racism and barriers to equity. Individuals and communities are experiencing differential access and assets due to historical and ongoing structural racism, discriminatory policies, and bias. The social determinants of health as well as individual risk factors contribute to disparate outcomes with care, resources, and opportunity, undermining the ability of all groups to achieve optimal health and wellbeing. Communities are calling for conditions that strengthen their capacity and center their priorities; institutions have a responsibility to share power and recognize marginalized voices in decision-making processes. * Cultivating trust, belonging, and healing. Individuals and communities are experiencing an acute sense of polarization, breakdowns in trust of others as well as institutions, and increasing social isolation, especially post-pandemic and with distinct challenges across geographies. Historical trauma and discrimination further compounds these issues. This results in diminished social cohesion, increased anxiety or stressors, and lack of opportunities and spaces for connection and healing.
Schedule H, Part VI, Line 3 Patient education of eligibility for assistance	The organization MAKES INFORMATION ABOUT ITS CHARITY CARE PROGRAMS AVAILABLE ON ITS WEBSITE (WWW.FAIRVIEW.ORG). AT THE TIME OF REGISTRATION FOR SERVICES AND THROUGH WRITTEN MATERIALS IN LOBBIES AND WAITING ROOMS. FOR PATIENTS IDENTIFIED AS SELF-PAY (WHETHER THAT OCCURS BEFORE SERVICES ARE DELIVERED OR DURING THE BILLING CYCLE), FAIRVIEW UTILIZES A STANDARD PROCESS TO ASSIST PATIENTS LEARN ABOUT AND ACCESS ASSISTANCE FROM GOVERNMENT PROGRAMS OR FAIRVIEW'S CHARITY CARE PROGRAM. FOR UNINSURED PATIENTS SEEN IN A FAIRVIEW HOSPITAL, FAIRVIEW PARTNERS WITH AN EXTERNAL VENDOR WHO MEETS WITH SELF-PAY PATIENTS TO ASSIST THEM DETERMINE ELIGIBILITY FOR GOVERNMENT PROGRAMS OF FAIRVIEW'S CHARITY CARE PROGRAM. THE VENDOR WILL ALSO ASSIST PATIENTS WITH COMPLETING THE NECESSARY PAPERWORK TO ACCESS THESE RESOURCES. STAFF IN FAIRVIEW'S CENTRAL BUSINESS OFFICE HAVE A SELF-PAY TEAM, WHICH DIRECTS PATIENTS TO THE APPROPRIATE RESOURCES. THERE IS ALSO A COMMUNITY CARE COORDINATOR WHO ASSISTS IN GETTING PATIENTS CONNECTED TO ADDITIONAL RESOURCES FOR WHICH THEY MAY QUALIFY.
Schedule H, Part VI, Line 4 Community information	Bethesda Hospital, part of Fairview, opened in St. Paul in 1883. In 1989, it became a long-term acute care facility to serve patients with complex medical needs that required longer stays. When the pandemic hit in March 2020, Bethesda Hospital made history when it was converted almost overnight into one of the nation's first and only hospitals dedicated entirely to COVID-19 care. It treated some of Minnesota's most critically ill COVID-19 patients, with an intensive care unit patient survival rate that exceeded other hospitals around the world. Now located within the Fairview Community Health and Wellness Hub, Bethesda Hospital is a long-term acute care service that offers integrated programs for patients whose illnesses or injuries have long-term effects. In this definition of community, we include residents, patients, and employees. These categories are fluid: not only can individuals fall into more than one, but they can shift back and forth among these categories over time. For these reasons, the best definition of specific hospital communities considers all of these groups. Bethesda Hospital is one of only a few long-term acute care facilities in the state, because of this, for the purposes of the CHNA, the Bethesda Hospital CHNA community encompasses all of Minnesota as it draws in patients from across the state. This includes 875 zip codes, 87 counties, and 79,610 square miles. The total population of Minnesota is 5,760,091. Overall, the Bethesda Hospital community, like the state of Minnesota, is racially and ethnically diverse. Those who identify as members of racial or ethnic populations experiencing health disparities make up 24.2% of the state's population. Across the state, the percentage of the population who identifies as African American makes up 7.6% of the population, and those who identify as Asian make up 5.5% of the total population statewide. Minnesota's median age is 40.3 years. In terms of age, the largest percentage of the population is between 18 and 44 years old.
Schedule H, Part VI, Line 5 Promotion of community health	AS A NONPROFIT HEALTH SYSTEM, the organization REINVESTS ANY EXCESS REVENUES INTO THE CORE OPERATIONS OF THE ORGANIZATION. RESEARCH AND EDUCATION ARE AT THE VERY HEART OF THE MISSION. IN PARTNERSHIP WITH THE UNIVERSITY OF MINNESOTA, FAIRVIEW INVESTS MILLIONS OF DOLLARS EACH YEAR INTO GROUND-BREAKING RESEARCH AND EDUCATION OF OUR NEXT GENERATION OF HEALTHCARE WORKFORCE. FAIRVIEW ALSO PARTNERS WITH A MYRIAD OF HIGHER EDUCATIONAL INSTITUTIONS TO PROVIDE CLINICAL HANDS-ON TRAINING FOR FUTURE NURSES, PHARMACISTS, LABORATORY PROFESSIONALS AND MORE. FAIRVIEW SERVES AS A TRAINING SITE FOR RESIDENTS IN VARIOUS SPECIALTIES AND IS THE CORE TEACHING SITE FOR THE UNIVERSITY OF MINNESOTA RESIDENTS. SENIOR RESIDENTS AND FELLOWS PROVIDE FAIRVIEW SOME DEGREE OF CLINICAL SERVICE THAT WE WOULD OTHERWISE NOT RECEIVE.
Schedule H, Part VI, Line 6 Affiliated health care system	BETHESDA HOSPITAL PROVIDES INNOVATIVE TECHNOLOGY, AND COMPASSIONATE CARE. Bethesda Hospital is part of Fairview Health Services. FAIRVIEW HEALTH SERVICES IS A MINNEAPOLIS-BASED NONPROFIT HEALTH SYSTEM DRIVEN TO HEAL, DISCOVER, AND EDUCATE FOR LONGER, HEALTHIER LIVES. FOUNDED IN 1906, FAIRVIEW PROVIDES EXCEPTIONAL CARE TO PATIENTS AND COMMUNITIES AS ONE OF THE MOST COMPREHENSIVE AND GEOGRAPHICALLY ACCESSIBLE SYSTEMS IN MINNESOTA. Fairview has enjoyed 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. OUR MISSION: FAIRVIEW IS DRIVEN TO HEAL, DISCOVER, AND EDUCATE FOR LONGER, HEALTHIER LIVES. OUR VISION: Fairview is driving a healthier future. OUR VALUES: Dignity - Integrity - Service - Compassion - Innovation THE FAIRVIEW SYSTEM CONSISTS OF 10 HOSPITALS (9 COMMUNITY BASED GENERAL ACUTE CARE HOSPITALS AND 1 LONG-TERM ACUTE CARE HOSPITAL); OVER 80 PRIMARY AND SPECIALTY CARE CLINICS; 37 RETAIL AND SPECIALTY PHARMACIES; PHARMACY BENEFIT MANAGEMENT SERVICES; REHABILITATION CENTERS; COUNSELING; HOSPICE SERVICES; 100+ OWNED AND MANAGED SENIOR CARE FACILITIES AND LONG-TERM CARE HOUSING FACILITIES (THROUGH EBENEZER SOCIETY, A FAIRVIEW SUBSIDIARY); AND EMERGENCY MEDICAL TRANSPORTATION. FAIRVIEW'S 34,000+ EMPLOYEES AND NETWORK OF 4,800+ SYSTEM PROVIDERS EMBRACE INNOVATION AND NEW THINKING TO DRIVE A HEALTHIER FUTURE THROUGH HEALING, DISCOVERY AND EDUCATION. FAIRVIEW HOSPITALS AND MEDICAL CENTERS INCLUDE: BETHESDA HOSPITAL (ST. PAUL) FAIRVIEW LAKES MEDICAL CENTER (WYOMING) FAIRVIEW NORTHLAND MEDICAL CENTER (PRINCETON) FAIRVIEW RANGE MEDICAL CENTER (HIBBING) FAIRVIEW RIDGES HOSPITAL (BURNSVILLE) FAIRVIEW SOUTHDALE HOSPITAL (EDINA) GRAND ITASCA CLINIC & HOSPITAL (GRAND RAPIDS) ST. JOHN'S HOSPITAL (MAPLEWOOD) UNIVERSITY OF MINNESOTA MEDICAL CENTER AND UNIVERSITY OF MINNESOTA MASONIC CHILDREN'S HOSPITAL (MINNEAPOLIS) WOODWINDS HEALTH CAMPUS (WOODBURY)
Schedule H, Part VI, Line 7 State filing of community benefit report	MN

Schedule H (Form 990) 2024

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

Schedule J
(Form 990)
(Rev. January 2025)

Department of the Treasury
Internal Revenue Service

Compensation Information

For certain Officers, Directors, Trustees, Key Employees, and Highest
Compensated Employees
medium right arrow graphic

Complete if the organization answered "Yes" on Form 990, Part IV, line 23.
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Attach to Form 990.
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Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

Open to Public Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I

Questions Regarding Compensation

Yes

Check the appropiate box(es) if the organization provided any of the following to or for a person listed on Form
990, Part VII, Section A, line 1a. Complete Part III to provide any relevant information regarding these items.

First-class or charter travel Housing allowance or residence for personal use

Travel for companions Payments for business use of personal residence

Tax idemnification and gross-up payments Health or social club dues or initiation fees

Discretionary spending account Personal services (e.g., maid, chauffeur, chef)

If any of the boxes on Line 1a are checked, did the organization follow a written policy regarding payment or reimbursement or provision of all of the expenses described above? If "No," complete Part III to explain .....

Did the organization require substantiation prior to reimbursing or allowing expenses incurred by all
directors, trustees, officers, including the CEO/Executive Director, regarding the items checked on Line 1a? ....

Indicate which, if any, of the following the filing organization used to establish the compensation of the
organization's CEO/Executive Director. Check all that apply. Do not check any boxes for methods
used by a related organization to establish compensation of the CEO/Executive Director, but explain in Part III.

Compensation committee Written employment contract

Independent compensation consultant Compensation survey or study

Form 990 of other organizations Approval by the board or compensation committee

During the year, did any person listed on Form 990, Part VII, Section A, line 1a, with respect to the filing organization or a related organization:

Receive a severance payment or change-of-control payment? .............

Yes

Participate in, or receive payment from, a supplemental nonqualified retirement plan? .........

Yes

Participate in, or receive payment from, an equity-based compensation arrangement? .........

If "Yes" to any of lines 4a-c, list the persons and provide the applicable amounts for each item in Part III.

Only 501(c)(3), 501(c)(4), and 501(c)(29) organizations must complete lines 5-9.

For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any
compensation contingent on the revenues of:

The organization? ....................

Any related organization? .......................

If "Yes," on line 5a or 5b, describe in Part III.

For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any
compensation contingent on the net earnings of:

The organization? ..................

Any related organization? ......................

If "Yes," on line 6a or 6b, describe in Part III.

For persons listed on Form 990, Part VII, Section A, line 1a, did the organization provide any nonfixed
payments not described in lines 5 and 6? If "Yes," describe in Part III ............

Yes

Were any amounts reported on Form 990, Part VII, paid or accured pursuant to a contract that was
subject to the initial contract exception described in Regulations section 53.4958-4(a)(3)? If "Yes," describe
in Part III ..........................

If "Yes" on line 8, did the organization also follow the rebuttable presumption procedure described in Regulations section 53.4958-6(c)? .........................

For Paperwork Reduction Act Notice, see the Instructions for Form 990.

Cat. No. 50053T

Schedule J (Form 990) (Rev. 1-2025)

Page 2

Part II

Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees. Use duplicate copies if additional space is needed.

For each individual whose compensation must be reported on Schedule J, report compensation from the organization on row (i) and from related organizations, described in the
instructions, on row (ii). Do not list any individuals that are not listed on Form 990, Part VII.
Note. The sum of columns (B)(i)-(iii) for each listed individual must equal the total amount of Form 990, Part VII, Section A, line 1a, applicable column (D) and (E) amounts for that individual.

(A) Name and Title		(B) Breakdown of W-2, 1099-MISC compensation, and/or 1099-NEC			(C) Retirement and other deferred compensation	(D) Nontaxable benefits	(E) Total of columns (B)(i)-(D)	(F) Compensation in column (B) reported as deferred on prior Form 990
(A) Name and Title		(i) Base compensation	(ii) Bonus & incentive compensation	(iii) Other reportable compensation	(C) Retirement and other deferred compensation	(D) Nontaxable benefits	(E) Total of columns (B)(i)-(D)
1James Hereford President & CEO	(i) (ii)	0 ------------- 1,948,464	0 ------------- 2,156,120	0 ------------- 749,894	0 ------------- 786,517	0 ------------- 18,490	0 ------------- 5,659,485	0 ------------- 731,606
2Trudi Trysla Chf Legal Counsel	(i) (ii)	0 ------------- 727,947	0 ------------- 461,608	0 ------------- 64,958	0 ------------- 316,014	0 ------------- 0	0 ------------- 1,570,527	0 ------------- 61,382
3Robert Beacher EVP & Chf Shared Clinical Svcs	(i) (ii)	0 ------------- 809,592	0 ------------- 528,146	0 ------------- 132,780	0 ------------- 189,786	0 ------------- 24,268	0 ------------- 1,684,572	0 ------------- 120,953
4Laura Reed COO, end 1-2024	(i) (ii)	0 ------------- 43,717	0 ------------- 872,344	0 ------------- 1,986,573	0 ------------- 69,760	0 ------------- 1,305	0 ------------- 2,973,699	0 ------------- 536,871
5Mark Welton CMO, end 7-2024	(i) (ii)	0 ------------- 419,441	0 ------------- 599,102	0 ------------- 1,011,320	0 ------------- 163,378	0 ------------- 10,458	0 ------------- 2,203,699	0 ------------- 129,086
6Sameer Badlani Chf Digital Officer	(i) (ii)	0 ------------- 816,037	0 ------------- 485,350	0 ------------- 67,068	0 ------------- 69,097	0 ------------- 24,121	0 ------------- 1,461,673	0 ------------- 64,850
7Mary Nease Chf People Officer, end 1-2024	(i) (ii)	0 ------------- 22,948	0 ------------- 412,713	0 ------------- 1,112,811	0 ------------- 26,300	0 ------------- 1,742	0 ------------- 1,576,514	0 ------------- 322,172
8Andrea Mokros Chf Public Affairs Officer	(i) (ii)	0 ------------- 535,452	0 ------------- 339,061	0 ------------- 885	0 ------------- 45,544	0 ------------- 10,146	0 ------------- 931,088	0 ------------- 0
9Joseph Gaylord CFO	(i) (ii)	0 ------------- 1,039,753	0 ------------- 817,091	0 ------------- 5,196	0 ------------- 201,036	0 ------------- 24,290	0 ------------- 2,087,366	0 ------------- 0
10Jeoff Will EVP, COO	(i) (ii)	0 ------------- 1,045,338	0 ------------- 328,858	0 ------------- 47,939	0 ------------- 203,643	0 ------------- 24,356	0 ------------- 1,650,134	0 ------------- 45,110
11Euthemy Lebrew EVP & Chf Transformation Officer	(i) (ii)	0 ------------- 582,324	0 ------------- 217,652	0 ------------- 4,317	0 ------------- 105,152	0 ------------- 23,178	0 ------------- 932,623	0 ------------- 0
12Jaya Kumar CMO	(i) (ii)	0 ------------- 516,621	0 ------------- 100,000	0 ------------- 2,304	0 ------------- 57,370	0 ------------- 1,038	0 ------------- 677,333	0 ------------- 0
13Tanja Oquendo Chief People Officer	(i) (ii)	0 ------------- 247,188	0 ------------- 135,900	0 ------------- 1,093	0 ------------- 2,672	0 ------------- 5,578	0 ------------- 392,431	0 ------------- 0
14John Kvasnicka MD Former	(i) (ii)	0 ------------- 512,868	0 ------------- 162,177	0 ------------- 110,964	0 ------------- 49,252	0 ------------- 18,146	0 ------------- 853,407	0 ------------- 105,807
15Nikola Vuljaj Former Director	(i) (ii)	0 ------------- 508,547	0 ------------- 27,496	0 ------------- 2,321	0 ------------- 13,800	0 ------------- 27,340	0 ------------- 579,504	0 ------------- 0
16Brian Amdahl Former	(i) (ii)	0 ------------- 471,549	0 ------------- 68,907	0 ------------- 3,408	0 ------------- 13,800	0 ------------- 18,010	0 ------------- 575,674	0 ------------- 0
17Nathan Frink MD Former	(i) (ii)	0 ------------- 394,319	0 ------------- 35,861	0 ------------- 6,164	0 ------------- 13,800	0 ------------- 26,812	0 ------------- 476,956	0 ------------- 0
18Kara Tomlinson Former VP/Chief Clinical Quality	(i) (ii)	0 ------------- 464,754	0 ------------- 68,824	0 ------------- 3,149	0 ------------- 13,800	0 ------------- 16,107	0 ------------- 566,634	0 ------------- 0
19Jared Nyabuti MD Physician	(i) (ii)	0 ------------- 337,614	0 ------------- 4,482	0 ------------- 5,568	0 ------------- 12,701	0 ------------- 26,263	0 ------------- 386,628	0 ------------- 0
20Admatha Winfred MD Physician	(i) (ii)	0 ------------- 338,132	0 ------------- 4,482	0 ------------- 70,950	0 ------------- 13,800	0 ------------- 26,062	0 ------------- 453,426	0 ------------- 0
21Ryan Etchison MD Physician	(i) (ii)	0 ------------- 315,050	0 ------------- 4,482	0 ------------- 56,213	0 ------------- 13,800	0 ------------- 24,224	0 ------------- 413,769	0 ------------- 0
22Amber Servatius MD Physician	(i) (ii)	0 ------------- 357,735	0 ------------- 4,482	0 ------------- 30,942	0 ------------- 13,800	0 ------------- 19,696	0 ------------- 426,655	0 ------------- 0
23Tyson Burningham MD Physician	(i) (ii)	0 ------------- 321,900	0 ------------- 1,867	0 ------------- 74,333	0 ------------- 11,750	0 ------------- 26,170	0 ------------- 436,020	0 ------------- 0

Schedule J (Form 990) (Rev. 1-2025)

Page 3

Part III

Supplemental Information

Provide the information, explanation, or descriptions required for Part I, lines 1a, 1b, 3, 4a, 4b, 4c, 5a, 5b, 6a, 6b, 7, and 8, and for Part II. Also complete this part for any additional information.

Return Reference	Explanation
Schedule J, Part I, Line 4a Severance or change-of-control payment	Severance benefit payments will commence on the first regularly scheduled pay date that occurs at least five (5) days after the expiration of the rescission period. Payment of severance benefits is contingent upon (I) having first signed and not rescinded the service agreement and release agreement and (II) the return of Fairview's property. Severance payments made during the tax year: Laura Reed $1,441,830; Mark Welton $868,256; Mary Nease $728,808
Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan	THE FOLLOWING INDIVIDUALS PARTICIPATED IN A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD, SAMEER BADLANI, LAURA REED, MARK WELTON, ROBERT BEACHER, TRUDI TRYSLA, MARY NEASE, ANDREA MOKROS. JOSEPH GAYLORD, Jeoff Will, Eithemy Lebrew, Jaya Kumar, Tanja Oquendo, John Kvasnicka MD DUE TO A VESTING EVENT, THE FOLLOWING INDIVIDUALS HAD INCOME IN PART VII AND SCHEDULE J RELATED TO A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD $731,606 LAURA REED $536,871 MARK WELTON $129,086 ROBERT BEACHER $120,954 TRUDI TRYSLA $61,382 SAMEER BADLANI $64,850 JEOFF WILL $45,110 MARY NEASE $322,172 John Kvasnicka MD $105,807
Schedule J, Part I, Line 7 Non-fixed payments	Fairview Health Services provides lump sum financial awards based on system-wide, business unit and/or departments financial and quality measures. Annual goals, specifically tied to productivity and quality indicators, are set for the year and an incentive paid out annually if key goals and measures are achieved. The non-qualified plan (the plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualitied retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account, within 60 days after a participant becomes vested in a contribution. The plan shall pay to the participant an amount equal to the amount the participant is required to pay federal, state, local and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from services payment date. A participant's account shall be distributed in cash. The plan complies with Section 457(f) of the IRS code.
Schedule J, Part I, Line 3 Related Org to establish compensation	THE ORGANIZATION IS PART OF THE FAIRVIEW HEALTH SERVICES SYSTEM AND FAIRVIEW HEALTH SERVICES HUMAN RESOURCES USES COMPARABLES TO ESTABLISH COMPENSATION FOR THE CEO/EXECUTIVE DIRECTOR ACCORDING TO MARKET STANDARDS.
Schedule J, Part I, Line 4b	The nonqualified plan (the Plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualified retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account. Within 60 days after a participant becomes vested in a contribution, the Plan shall pay to the participant an amount equal to the amount the Participant is required to pay Federal, state, local, and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from service payment date. A participant's account shall be distributed in cash. The plan complies with section 457(f) of the Code.

Schedule J (Form 990) (Rev. 1-2025)

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

SCHEDULE O
(Form 990)
(Rev. January 2025)
Department of the Treasury
Internal Revenue Service

Supplemental Information to Form 990 or 990-EZ

Complete to provide information for responses to specific questions on
Form 990 or 990-EZ or to provide any additional information.
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

Open to Public
Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Return Reference	Explanation
Form 990, Part III, Line 4a	M Health Fairview Emergency Medical Services offers emergency medical services and scheduled transportation across the Metro Area and supports the community by responding to more than 60,000 calls annually. Ebenezer, a non-profit subsidiary of Fairview, provides long-term senior care facilities, senior housing, and adult care services. Ebenezer's goal is to provide a supportive environment where older adults can pursue longer, healthier, and more meaningful lives. COMMUNITY COMMITMENT Fairview, an anchor institution rooted in our communities, is in a unique position to be a catalyst for progress and change. A member of the Healthcare Anchor Network ("HAN") - a group of like-minded healthcare organizations committed to building more inclusive and sustainable local economies across the country - Fairview continues to invest heavily in the health and wellness of its local communities. This commitment includes education, training, community programs, and research, as well as significant investments in care delivery. Fairview is reducing the impact racial or ethnic populations experiencing health disparities face through its multi-cultural mobile vaccination program, founded in 2006. Trust, cost, and transportation are three of the most significant barriers to healthcare access. Fairview partners with nearly 200 community partners to offer free, accessible vaccinations in trusted spaces with appropriate language and cultural considerations. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for mobile vaccination clinics at schools, public high rises, community centers, churches, and other locations, increasing vaccine access to those in the area. From January 2021 (when Fairview initiated its free community COVID vaccination clinics) through December 31, 2024, the team hosted 2,323 total vaccination events and distributed 67,941 COVID vaccines, 30,088 flu shots, and 2,259 mpox vaccines. Access to nutritious food is an important part of an individual's health. Another example of Fairview's community investment is its Food is Medicine programs. Fairview is driving innovative strategies to advance food security to reduce health disparities and diet-related health conditions, cultivate trusting and engaged partnerships to build and share resources, and nurture just and equitable food systems. Our fresh food prescription programs support the consumption of meals at home for improved health outcomes by providing culturally appropriate, locally grown produce, protein, and pantry staples to patients and community members experiencing food insecurity. Fairview is committed to contracting with local Black, Indigenous, and People of Color ("BIPOC")- and/or women-owned growers and producers in support of our local food economy. Our health system is also partnering with local nonprofits to expand food access and distribution. On average, 100,000 pounds of food are packaged weekly at the Fairview Community Health and Wellness Hub food hub. Fairview also leads and coordinates East Side Table, a collaborative of community organizations working together to empower individuals to improve overall health and wellbeing. The goal is to increase access to healthy food in diverse, priority neighborhoods in the Twin Cities by distributing fresh food prescription boxes and monthly groceries to seniors and engaging community through cooking demonstrations and meals. The Fairview Community Health and Wellness Hub ("Hub") opened in July 2022. The Hub represents Fairview's intentional, holistic approach to health and wellbeing and commitment to serving all in its communities, especially those who have been traditionally underserved. Services at the Hub include no- to low-cost primary care provided by Minnesota Community Care, a federally qualified health center; expanded outpatient mental health and addiction services; an enhanced adult day program and integrated care and rehab offering transitional, complex medical, and memory care operated by Ebenezer; a food distribution partnership with Second Harvest Heartland and The Sanneh Foundation; and long-term acute care services. The Hub also includes the M Health Fairview Center for Community Health Equity, which serves as an incubator for the next generation of community-based health and wellness programs focused on prevention and addressing the social determinants of health. In 2020, Fairview established the Healing, Opportunity, People, and Equity ("HOPE") Commission to help create a health system where all members of its community are treated with dignity and respect and all patients receive the highest levels and quality of care. To drive more equitable healthcare outcomes and inclusive environments, as part of its HOPE Commission work, Fairview implemented a multi-year journey to become an anti-racist organization. In fall 2024, Fairview was named by the American Hospital Association as one of four finalists for the Foster G. McGaw Prize, recognizing hospitals for their remarkable efforts to improve health and wellbeing for all. We are humbled to be nominated for this prestigious award and believe it underscores the important work we are doing in the community. PHYSICIAN NETWORK AND OTHER STRATEGIC ALLIANCES Fairview has a large physician network which includes both employed and affiliated physicians. As of December 31, 2024, Fairview employed over 1,400 clinicians. Since 1997, Fairview has partnered with the University and UMPhysicians to provide patient care services to the Metro Area. UMPhysicians is a nonprofit organization of more than 1,200 physicians that operates as the clinical practice of the Medical School. Physicians affiliated with UMPhysicians primarily practice within UMMC and other System facilities. Fairview Partners is an integrated health care network providing care coordination to seniors through risk-sharing insurance products. As of December 31, 2024, Fairview Partners had 4,500 members enrolled in two different health plans, including 3,500 members with UCare and 1,000 members with Medica. Fairview Partners' members are enrolled in Medicare Advantage and Special Needs Plans and live in partner nursing homes and assisted livings as well as in their own homes in the community. As of December 31, 2024, there were 30 nursing homes and 41 assisted living facilities (including 22 Ebenezer owned or managed facilities) participating in the Fairview Partners program. Fairview Physician Associates Network ("FPAN") is a Minnesota nonprofit tax-exempt corporation, of which Fairview is the sole corporate owner. FPAN is a clinically integrated, multi-specialty network of more than 4,800 providers serving the Twin Cities metropolitan area. Members include independent primary and specialty care, Fairview Medical Group and University of Minnesota Physicians practitioners. As a physician led nonprofit organization, FPAN works to advance community health by improving the quality, patient experience, and total cost of care of services delivered to patients. . Through coordination and support of its member practices, FPAN manages clinical risk for patient populations to enhance excellence of care, patient safety, and clinical integration.
Form 990, Part V, Line 1a	All Form W-2's were filed by a related organization Fairview Health Services, a 501(c)(3) non-profit, tax-exempt organizations.
Form 990, Part V, Line 1a	All cash disbursements are centralized through a related organization, Fairview Health Services a 501(c)3 non-profit tax-exempt organization. Therefore, the related organization, Fairview Health Services, makes the payment and files the related Form 1099's and Form 1096 instead of this organization.
Form 990, Part V, Line 2a Additional Information	Fairview Bethesda Hospital leases employees from a related organization, Fairview Health Services, a 501(c)(3) tax-exempt, non-profit organization. Therefore, Fairview Health Services files the appropriate W-3 and related W-2 tax forms for these individuals instead of Fairview Bethesda Hospital. The leased employee compensation on the Fairview Bethesda Hospital; Form 990 Part VII and Schedule J is reported as compensation paid by related organization, Fairview Health Services.
Form 990, Part V, Line 15 Section 4960 Tax	Fairview Health Services, a related 501(c)3 tax-exempt organization, files and remits all related Section 4960 excise tax on Form 4720 for the system.
Form 990, Part VI, Line 6 Classes of members or stockholders	The members of the corporation are the individuals who constitute the Directors of this corporation.
Form 990, Part VI, Line 7a Members or stockholders electing members of governing body	The Board has three categories of directors: 1) 3 ex officio who are Fairview's CEO and the University's Vice President of Medical School and a senior leader of the University Medical School or of the University appointed, from time to time, by the Vice President 2) 10 elected directors who are 1 director elected by the Regents of the University of Minnesota and 9 elected by the Board after nomination from certain components of the Fairview system; and 3) between 3 to 8 at-large directors elected by the Board.
Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders	The Regents of the University of Minnesota have the right to approve proposed amendments to the Articles of Incorporation and Bylaws of the corporation if the amendment would adversely affect their rights and certain sales of substantially all of Fairview's assets.
Form 990, Part VI, Line 11b Review of form 990 by governing body	The Tax Department conducts a detailed review of the completed return. The Form 990 is then presented to the Executive Committee of the Board for their review and approval on behalf of the Board of Directors. Upon approval from the Board of Directors, the Form 990 is filed.
Form 990, Part VI, Line 12c Conflict of interest policy	Managers, Directors and senior management are required to annually complete a Duty of Loyalty and Conflict of Interest Statement in compliance with Fairview's system Conflict of Interest Policy. Disclosures are reviewed by the compliance department. Any conflicts of interest by board members are brought to the board for review.
Form 990, Part VI, Line 15a Process to establish compensation of top management official	The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2024 .
Form 990, Part VI, Line 15b Process to establish compensation of other employees	The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2024.
Form 990, Part VI, Line 19 Required documents available to the public	This organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request. Inspection of the documents is available at the corporate finance department.
Form 990, Part VII, Section B, Line 1	Form 1099's were filed by a related organization Fairview Health Services, a 501(c)(3) non-profit, tax-exempt organizations. Fairview Health Services reports the five highest compensated independent contractors for the system.
Form 990, Part XI, Line 9 Other changes in net assets or fund balances	Pension Plan - 25370; Joint Venture K-1 Activity - -2035368; Total - -2009998;

For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.

Cat. No. 51056K

Schedule O (Form 990) (Rev. 1-2025)

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

- TIN:

SCHEDULE R
(Form 990)
(Rev. January 2025)

Department of the Treasury
Internal Revenue Service

Related Organizations and Unrelated Partnerships

Complete if the organization answered "Yes" on Form 990, Part IV, line 33, 34, 35b, 36, or 37.
Attach to Form 990.
Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047

Open to Public Inspection

Name of the organization

Fairview Bethesda Hospital

Employer identification number

36-3517697

Part I

Identification of Disregarded Entities. Complete if the organization answered "Yes" on Form 990, Part IV, line 33.

(a) Name, address, and EIN (if applicable) of disregarded entity	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Total income	(e) End-of-year assets	(f) Direct controlling entity

Part II

Identification of Related Tax-Exempt Organizations. Complete if the organization answered "Yes" on Form 990, Part IV, line 34 because it had one or more related tax-exempt organizations during the tax year.

(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Exempt Code section	(e) Public charity status (if section 501(c)(3))	(f) Direct controlling entity	(g) Section 512(b)(13) controlled entity?
(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Exempt Code section	(e) Public charity status (if section 501(c)(3))	(f) Direct controlling entity	Yes	No
(1)Ebenezer Society 7505 Metro Blvd Suite 100 Edina,MN55439 41-0706141	Nursing	MN	501(c)(3)	10	Fairview Health Services		No
(2)Fairview Foundation 2450 Riverside Avenue South Minneapolis,MN55454 41-1573810	Fundraising	MN	501(c)(3)	Type I	Fairview Health Services		No
(3)Fairview Health Services 2450 Riverside Avenue Minneapolis,MN55454 41-0991680	Hospital	MN	501(c)(3)	3	NA		No
(4)Fairview Home Care and Hospice 2450 Riverside Avenue South Minneapolis,MN55454 41-1434246	Home Health	MN	501(c)(3)	10	Fairview Health Services		No
(5)Fairview Physician Associates Netwo 7505 Metro Blvd Suite 315 Edina,MN55439 41-1753325	Clinical	MN	501(c)(3)	10	Fairview Health Services		No
(6)Grand Itasca Clinic and Hosptial 1601 Golf Course Road Grand Rapids,MN55744 41-1865874	Hospital	MN	501(c)(3)	3	Fairview Health Services		No
(7)HealthEast Medical Research Institute 2450 Riverside Avenue South Minneapolis,MN55454 41-1765832	Med Resear	MN	501(c)(3)	4	Fairview Health Services		No
(8)HealthEast St John's Hospital 2450 Riverside Avenue South Minneapolis,MN55454 41-1456897	Hospital	MN	501(c)(3)	3	Fairview Health Services		No
(9)HealthEast Woodwinds Hospital 2450 Riverside Avenue South Minneapolis,MN55454 41-1592761	Hospital	MN	501(c)(3)	3	Fairview Health Services		No
(10)Range Regional Health Services 750 East 34th Street Hibbing,MN55746 41-1293970	Hospital	MN	501(c)(3)	3	Fairview Health Services		No

For Paperwork Reduction Act Notice, see the Instructions for Form 990.

Cat. No. 50135Y

Schedule R (Form 990) (Rev. 1-2025)

Page 2

Part III

Identification of Related Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more related organizations treated as a partnership during the tax year.

(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Direct controlling entity	(e) Predominant income(related, unrelated, excluded from tax under sections 512-514)	(f) Share of total income	(g) Share of end-of-year assets	(h) Disproprtionate allocations?		(i) Code V-UBI amount in box 20 of Schedule K-1 (Form 1065)	(j) General or managing partner?		(k) Percentage ownership
(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Direct controlling entity		(f) Share of total income	(g) Share of end-of-year assets	Yes	No	(i) Code V-UBI amount in box 20 of Schedule K-1 (Form 1065)	Yes	No	(k) Percentage ownership
(1) Ridges Surgery Center LLC 14101 Fairview Drive Ste 400 Burnsville,MN55337 46-2441825	Surgery Center	MN	Fairview Health Services	N/A
(2) SouthHealth ASC LLC 4200 Dahlberg Drive Suite 300 Golden Valley,MN55422 82-2364607	Surgery Center	MN	Fairview Health Services	N/A
(3) North Memorial Health Care Home Infusion 719 Kasota Ave SE Minneapolis,MN55414 81-4469761	Home Infusion	MN	Fairview Pharmacy Services LLC	N/A

Part IV

Identification of Related Organizations Taxable as a Corporation or Trust. Complete if the organization answered "Yes" on Form 990, Part IV, line 34 because it had one or more related organizations treated as a corporation or trust during the tax year.

(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Direct controlling entity	(e) Type of entity (C corp, S corp, or trust)	(f) Share of total income	(g) Share of end-of-year assets	(h) Percentage ownership	(i) Section 512(b)(13) controlled entity?
(a) Name, address, and EIN of related organization	(b) Primary activity	(c) Legal domicile (state or foreign country)	(d) Direct controlling entity	(e) Type of entity (C corp, S corp, or trust)	(f) Share of total income	(g) Share of end-of-year assets	(h) Percentage ownership	Yes	No
(1) Fairview Clinics 2450 Riverside Avenue South Minneapolis,MN55454 41-1761760	Physician	MN	Fairview Health Services	C Corporation					No
(2) Fairview Physician and Clinic Services 2450 Riverside Avenue South Minneapolis,MN55454 41-1544996	Physician	MN	Fairview Health Services	C Corporation					No
(3) Fairview Development Company 2450 Riverside Avenue South Minneapolis,MN55454 41-1568579	Leasehold	MN	Fairview Health Services	C Corporation					No
(4) Fairview Express Care 2450 Riverside Avenue South Minneapolis,MN55454 20-5996177	Physician	MN	Fairview Health Services	C Corporation					No
(5) FHS Assurance Limited 2450 Riverside Avenue South Minneapolis,MN55454 98-0417513	Self insur	MN	Fairview Health Services	C Corporation					No
(6) HealthEast Diversified Services Inc 2450 Riverside Avenue South Minneapolis,MN55454 41-1388583	Lab & Real	MN	Fairview Bethesda Hospital	C Corporation			100 %	Yes
(7) Fairview Pharmacy Solutions LLC 711 Kasota Ave W Minneapolis,MN55414 99-4792745	Pharmacy Consulting Services	DE	Fairview Pharmacy Services LLC	C Corporation					No

Schedule R (Form 990) (Rev. 1-2025)

Page 3

Part V

Transactions With Related Organizations. Complete if the organization answered "Yes" on Form 990, Part IV, line 34, 35b, or 36.

Note. Complete line 1 if any entity is listed in Parts II, III, or IV of this schedule.

Yes

1 During the tax year, did the orgranization engage in any of the following transactions with one or more related organizations listed in Parts II-IV?

a Receipt of (i) interest, (ii) annuities, (iii) royalties, or (iv) rent from a controlled entity .....................

b Gift, grant, or capital contribution to related organization(s) ............................

c Gift, grant, or capital contribution from related organization(s) ............................

d Loans or loan guarantees to or for related organization(s) ............................

e Loans or loan guarantees by related organization(s) ............................

f Dividends from related organization(s) ............................

g Sale of assets to related organization(s) ............................

h Purchase of assets from related organization(s) ............................

i Exchange of assets with related organization(s) ............................

j Lease of facilities, equipment, or other assets to related organization(s) .......................

Yes

k Lease of facilities, equipment, or other assets from related organization(s) ......................

l Performance of services or membership or fundraising solicitations for related organization(s) .....................

Yes

m Performance of services or membership or fundraising solicitations by related organization(s) .................

Yes

n Sharing of facilities, equipment, mailing lists, or other assets with related organization(s) ...................

o Sharing of paid employees with related organization(s) ............................

Yes

p Reimbursement paid to related organization(s) for expenses ............................

Yes

q Reimbursement paid by related organization(s) for expenses ............................

Yes

r Other transfer of cash or property to related organization(s) ............................

Yes

s Other transfer of cash or property from related organization(s) ............................

If the answer to any of the above is "Yes," see the instructions for information on who must complete this line, including covered relationships and transaction thresholds.

(a) Name of related organization	(b) Transaction type (a-s)	(c) Amount involved	(d) Method of determining amount involved

Schedule R (Form 990) (Rev. 1-2025)

Page 4

Part VI

Unrelated Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 37.

Provide the following information for each entity taxed as a partnership through which the organization conducted more than five percent of its activities (measured by total assets or gross revenue) that was not a related organization. See instructions regarding exclusion for certain investment partnerships.

(a) Name, address, and EIN of entity	(b) Primary activity	(c) Legal domicile (state or foreign country)	(e) Are all partners section 501(c)(3) organizations?		(f) Share of total income	(g) Share of end-of-year assets	(h) Disproprtionate allocations?		(i) Code V-UBI amount in box 20 of Schedule K-1 (Form 1065)	(j) General or managing partner?		(k) Percentage ownership
(a) Name, address, and EIN of entity	(b) Primary activity	(c) Legal domicile (state or foreign country)	Yes	No	(f) Share of total income	(g) Share of end-of-year assets	Yes	No	(i) Code V-UBI amount in box 20 of Schedule K-1 (Form 1065)	Yes	No	(k) Percentage ownership

Schedule R (Form 990) (Rev. 1-2025)

Page 5

Part VII

Supplemental Information

Provide additional information for responses to questions on Schedule R. See instructions.

Return Reference	Explanation

Schedule R (Form 990) (Rev. 1-2025)

Additional Data

Software ID:	24020961
Software Version:	2024v5.1

1	Briefly describe the organization’s mission or most significant activities: Fairview is driven to heal, discover, and educate for longer, healthier lives.
2	Check this box
3	Number of voting members of the governing body (Part VI, line 1a) ........	3	20
4	Number of independent voting members of the governing body (Part VI, line 1b) .....	4	19
5	Total number of individuals employed in calendar year 2024 (Part V, line 2a) ......	5	0
6	Total number of volunteers (estimate if necessary) .............	6	0
7a	Total unrelated business revenue from Part VIII, column (C), line 12 ........	7a	2,035,368
b	Net unrelated business taxable income from Form 990-T, Part I, line 11 .........	7b	1,835,000

		Prior Year	Current Year
8	Contributions and grants (Part VIII, line 1h) .........	36,000	6,445,920
9	Program service revenue (Part VIII, line 2g) .........	45,647,776	34,975,946
10	Investment income (Part VIII, column (A), lines 3, 4, and 7d ) ....	5,163,416	-4,294,188
11	Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e)		0
12	Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12)	50,847,192	37,127,678
13	Grants and similar amounts paid (Part IX, column (A), lines 1–3 )...		0
14	Benefits paid to or for members (Part IX, column (A), line 4).....		0
15	Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10)	30,190,423	24,568,104
16a	Professional fundraising fees (Part IX, column (A), line 11e) .....		0
b	Total fundraising expenses (Part IX, column (D), line 25) 0
17	Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e)....	18,470,226	11,586,832
18	Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25)	48,660,649	36,154,936
19	Revenue less expenses. Subtract line 18 from line 12.......	2,186,543	972,742
		Beginning of Current Year	End of Year
20	Total assets (Part X, line 16).............	42,171,240	29,523,240
21	Total liabilities (Part X, line 26).............	188,308,984	176,698,240
22	Net assets or fund balances. Subtract line 21 from line 20.....	-146,137,744	-147,175,000

Sign Here

	Signature of officer	Date

	Type or print name and title


4a	(Code: ) (Expenses $ 30,747,284 including grants of $ ) (Revenue $ 32,069,360 )
	Fairview Bethesda Hospital is part of the Fairview Health Services system and provides post-acute care to patients following a catastrophic illness or injury. These patients have clinical needs justifying a hospital stay beyond 20 days, require a daily physician visit, and need interdisciplinary support and multiple therapy disciplines. Bethesda Hospital serves the patient regardless of the person's ability to pay. During the calendar year, the system provided $14,401of discounts to the uninsured and absorbed $32,120,676 of unpaid Medicare and Medicaid costs. The system also paid $456,619 in payments for Minnesota Care Tax and Medicaid Surcharges, which were used to fund care for the indigent and underinsured. Fairview Bethesda Hospital is part of Fairview Health Services. Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $8 billion in operating revenue for 2024. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. The most recent community health needs assessment (CHNA) identified 3 key areas as the greatest needs in our community - navigating and accessing care and resources; healing, connectedness, and mental health; structural racism and barriers to equity. Fairview Health Services is meeting the needs of the community by focusing on racial and ethnic populations experiencing health disparities and people experiencing poverty through partnering with the community to build solutions, removing barriers to create and expand relevant programs and focused services. Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Fairview Health Services provides to the community. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin, and the Dakotas. It is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC along with seven of Fairview's other hospitals in the Metro Area. Fairview also has two hospitals located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, 37 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, a physician network, senior care housing and long- term care facilities, medical transportation and has ownership interest in six ambulatory care centers. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $8 billion in operating revenue for 2024. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. The most recent community health needs assessment (CHNA) identified 3 key areas as the greatest needs in our community - navigating and accessing care and resources; healing, connectedness, and mental health; structural racism and barriers to equity. Fairview Health Services is meeting the needs of the community by focusing on racial and ethnic populations experiencing health disparities and people experiencing poverty through partnering with the community to build solutions, removing barriers to create and expand relevant programs and focused services. Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Fairview Health Services provides to the community. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin, and the Dakotas. It is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC along with seven of Fairview's other hospitals in the Metro Area. Fairview also has two hospitals located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, 37 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, a physician network, senior care housing and long- term care facilities, medical transportation and has ownership interest in six ambulatory care centers. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview, the University of Minnesota and the University of Minnesota Physicians approved an agreement which became effective in late 2018 (the "M Health Fairview Agreement"). While the parties maintain their separate governance, the M Health Fairview Agreement further aligned operations across the clinical delivery system and enhances research and education by creating a joint clinical enterprise among the parties. The M Health Fairview Agreement brings together UMMC, Fairview's community hospitals and primary care clinics, and other services. All are part of a shared care delivery system that is led by a single structure that includes academic physician leadership. The goal of the joint clinical enterprise is to create a nationally-renowned academic health system. This care system operates under a single brand, M Health Fairview, which is inclusive of Fairview's ten hospitals and its clinics. Fairview owns and operates the following hospitals: UMMC, M Health Fairview Southdale Hospital, M Health Fairview Ridges Hospital, M Health Fairview Lakes Medical Center, M Health Fairview Northland Medical Center, Fairview University Medical Center - Mesabi ("Range"), Grand Itasca Clinic and Hospital, M Health Fairview St. John's Hospital, M Health Fairview Woodwinds Hospital and M Health Fairview Bethesda Long Term Acute Hospital. As of December 31, 2024, the Fairview System Hospitals had a total of 3,529 licensed beds, 1,814 available beds and 1,597 staffed beds. Fairview operates their more than 80 primary and specialty care clinics throughout the Metro Area, greater Minnesota and western Wisconsin. These clinics offer services in over 70 medical specialties, including family medicine, pediatrics, obstetrics, gynecology, heart care, cancer care, otolaryngology, transplant care, and orthopedics. As of December 31, 2024, Fairview owned all or a portion of six ambulatory surgery centers located in the Metro Area. Fairview and Fairview Pharmacy Services own and operate pharmacies at 37 locations, including a network of retail pharmacies, oncology pharmacies, two home infusion pharmacies (Minneapolis and Duluth, Minnesota), and a specialty pharmacy. M Health Fairview Rehabilitation Services ("MHFRS") provides a full continuum of inpatient and outpatient rehabilitation services for pediatric and adult patients as well as an inpatient rehabilitation facility, a hospital based skilled nursing facility and an adult day program. In addition to providing inpatient services in eight hospitals, MHFRS has 54 outpatient hospital based and free-standing clinics that serve pediatric and adult patients. Specialty services include rehabilitation in the following areas: Cardiac and Pulmonary rehabilitation, Audiology, Orthopedic, Sports related injuries, Neurological, Vestibular, and Cancer Rehab. Hand therapy services are also provided in seven locations. MHFRS serves about 750,000 patient visits/year.

4b	(Code: ) (Expenses $ including grants of $ ) (Revenue $ )












4c	(Code: ) (Expenses $ including grants of $ ) (Revenue $ )












4d	Other program services (Describe in Schedule O.)
	(Expenses $ including grants of $ ) (Revenue $ )
4e	Total program service expenses30,747,284

1b	Sub-Total..............
c	Total from continuation sheets to Part VII, Section A..
d	Total (add lines 1b and 1c).........	0	26,510,445	2,804,372

(A) Name and business address	(B) Description of services	(C) Compensation





2 Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization 0

1a	Federated campaigns..		1a
b	Membership dues..		1b
c	Fundraising events..		1c
d	Related organizations		1d	3,856
e	Government grants (contributions)		1e	6,442,064

f	All other contributions, gifts, grants, and similar amounts not included above		1f

g	Noncash contributions included in lines 1a - 1f:$		1g

h Total. Add lines 1a-1f.......		6,445,920

		Business Code
2a	Patient Revenue	621110	28,538,704	28,538,704
b	Senior Care Revenue	623000	3,530,656	3,530,656
c	Joint Venture Revenue	621400	2,035,368		2,035,368
d	Cafeteria	722514	870,602			870,602
e	Parking	812930	616			616
f	All other program service revenue.		0	0	0	0
g	Total. Add lines 2a–2f .....		34,975,946

3 Investment income (including dividends, interest, and othersimilar amounts) ......
4 Income from investment of tax-exempt bond proceeds
5 Royalties...........
			(i) Real	(ii) Personal
6a	Gross rents	6a
b	Less: rental expenses	6b
c	Rental income or (loss)	6c	0	0
d	Net rental income or (loss).......
			(i) Securities	(ii) Other
7a	Gross amount from sales of assets other than inventory	7a		10,000,000
b	Less: cost or other basis and sales expenses	7b		14,294,187
c	Gain or (loss)	7c	0	-4,294,187
d	Net gain or (loss).........			-4,294,188			-4,294,188
8a	Gross income from fundraising events (not including $ of contributions reported on line 1c). See Part IV, line 18 ....
			8a
b	Less: direct expenses ...		8b
c	Net income or (loss) from fundraising events..			0
9a	Gross income from gaming activities. See Part IV, line 19 ...
			9a
b	Less: direct expenses ...		9b
c	Net income or (loss) from gaming activities..
10a	Gross sales of inventory, less returns and allowances ..
			10a
b	Less: cost of goods sold ..		10b
c	Net income or (loss) from sales of inventory..

Business Code
11a
b
c
d	All other revenue ....			0	0	0	0
e	Total. Add lines 11a–11d ......			0
12	Total revenue. See instructions.....			37,127,678	32,069,360	2,035,368	-3,422,970

1	Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 ....
2	Grants and other assistance to domestic individuals. See Part IV, line 22 ...........
3	Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16. .............
4	Benefits paid to or for members .......
5	Compensation of current officers, directors, trustees, and key employees ...........
6	Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) .........
7	Other salaries and wages........	19,477,033	18,879,067	597,966
8	Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) ....	1,176,365	1,154,390	21,975
9	Other employee benefits .......	2,569,503	2,479,785	89,718
10	Payroll taxes ...........	1,345,203	1,301,452	43,751
11	Fees for services (non-employees):
a	Management ......	4,176,089	196,659	3,979,430
b	Legal .........
c	Accounting ...........
d	Lobbying ...........	1,258		1,258
e	Professional fundraising services. See Part IV, line 17
f	Investment management fees ......
g	Other (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Schedule O)	1,443,792	1,121,733	322,059	0
12	Advertising and promotion ....
13	Office expenses .......	923,468	690,705	232,763
14	Information technology ......
15	Royalties ..
16	Occupancy ...........	1,497,012	1,481,432	15,580
17	Travel ............	31,313	30,746	567
18	Payments of travel or entertainment expenses for any federal, state, or local public officials .
19	Conferences, conventions, and meetings ....	28,203	27,464	739
20	Interest ...........	83,800	83,800
21	Payments to affiliates .......
22	Depreciation, depletion, and amortization ..	48,876	43,227	5,649
23	Insurance ...
24	Other expenses. Itemize expenses not covered above (List miscellaneous expenses in line 24e. If line 24e amount exceeds 10% of line 25, column (A) amount, list line 24e expenses on Schedule O.)
a	Medical Supplies	1,559,437	1,489,329	70,108
b	Non-Medical Supplies	509,982	509,982
c	Taxes-Medical	456,619	456,619
d	Taxes-Other	405,760	405,760
e	All other expenses	421,223	395,134	26,089	0
25	Total functional expenses. Add lines 1 through 24e	36,154,936	30,747,284	5,407,652	0
26	Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here if following SOP 98-2 (ASC 958-720).

1	Cash–non-interest-bearing ........				1
2	Savings and temporary cash investments .........				2
3	Pledges and grants receivable, net ......				3
4	Accounts receivable, net .............			6,482,159	4	7,059,119
5	Loans and other receivables from any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .......
				0	5	0
6	Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), and persons described in section 4958(c)(3)(B) ...
				0	6	0
7	Notes and loans receivable, net ...........				7
8	Inventories for sale or use ............			427,381	8	368,424
9	Prepaid expenses and deferred charges ......			0	9
10a	Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D	10a	1,069,662
b	Less: accumulated depreciation	10b	251,396	908,410	10c	818,266
11	Investments—publicly traded securities .				11
12	Investments—other securities. See Part IV, line 11 .....			0	12
13	Investments—program-related. See Part IV, line 11 ..			24,778,782	13	11,917,629
14	Intangible assets ...............			9,574,508	14	9,359,802
15	Other assets. See Part IV, line 11 ...........			0	15	0
16	Total assets. Add lines 1 through 15 (must equal line 33)...			42,171,240	16	29,523,240

17	Accounts payable and accrued expenses .....	2,484,942	17	2,006,790
18	Grants payable ...		18
19	Deferred revenue .........		19
20	Tax-exempt bond liabilities .........		20
21	Escrow or custodial account liability. Complete Part IV of Schedule D		21
22	Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .........
		0	22	0
23	Secured mortgages and notes payable to unrelated third parties ..		23
24	Unsecured notes and loans payable to unrelated third parties ..	183,602,964	24	172,518,016
25	Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17 - 24). Complete Part X of Schedule D	2,221,078	25	2,173,434
26	Total liabilities. Add lines 17 through 25..	188,308,984	26	176,698,240

	Organizations that follow FASB ASC 958, check here and complete lines 27, 28, 32, and 33.
27	Net assets without donor restrictions ..........	-146,137,744	27	-147,175,000
28	Net assets with donor restrictions ...........		28
	Organizations that do not follow FASB ASC 958, check here and complete lines 29 through 33.
29	Capital stock or trust principal, or current funds .....		29
30	Paid-in or capital surplus, or land, building or equipment fund ...		30
31	Retained earnings, endowment, accumulated income, or other funds		31
32	Total net assets or fund balances ...........	-146,137,744	32	-147,175,000
33	Total liabilities and net assets/fund balances ........	42,171,240	33	29,523,240