Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 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.") .. | 3,745,433 | 5,060,103 | 5,439,688 | 6,751,035 | 6,001,329 | 26,997,588 |
| 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 | 3,745,433 | 5,060,103 | 5,439,688 | 6,751,035 | 6,001,329 | 26,997,588 |
| 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. | 26,997,588 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 3,745,433 | 5,060,103 | 5,439,688 | 6,751,035 | 6,001,329 | 26,997,588 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 214 | 1 | 1 | 216 | ||
| 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 | 26,997,804 | |||||
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.) | ||||||
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.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 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 | ||||
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2
Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 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) |
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| 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. |
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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. |
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7 Excess distributions carryover to 2025. Add lines 3j and 4c. |
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| 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..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART I, LINE 19: | THE NET REVENUE OF ($743,177) REFLECTED IN LINE 19 ON PAGE 1 INCLUDES NON-OPERATING BOARD DESIGNATED EXPENSES THAT ARE NOT FUNDED FROM ANY OF STRATIS HEALTH'S EXISTING BUSINESS. REMOVING THESE BOARD DESIGNATED EXPENSES RESULTS IN A NET REVENUE FROM OPERATIONS OF ($424,402) FOR THE FISCAL YEAR ENDED JULY 31, 2025. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE: | STRATIS HEALTH IS A 501(C)3 NONPROFIT ORGANIZATION DEDICATED TO MAKING LIVES BETTER. OUR MISSION IS TO LEAD COLLABORATION AND INNOVATION IN HEALTH CARE QUALITY AND SAFETY AND SERVE AS A TRUSTED EXPERT IN FACILITATING IMPROVEMENT FOR PEOPLE AND COMMUNITIES. AS A COLLABORATIVE FORCE, OUR VISION IS TO BE THE ORGANIZATION THAT BUILDS CAPABILITY ACROSS SETTINGS AND SERVICES TO ACCELERATE IMPROVEMENT, DEMONSTRATE VALUE, AND FURTHER A HEALTH SYSTEM THAT IS SAFE, EFFECTIVE, TIMELY, PATIENT-CENTERED, EFFICIENT, AND EQUITABLE. OUR MISSION AND VISION ARE SUPPORTED BY VALUES THAT GUIDE OUR EVERYDAY INTERACTIONS. IN ALL INTERACTIONS AND DECISIONS, WE ARE COMMITTED TO QUALITY, DEFINED AS EXCELLENCE IN EXECUTION; RESPECT, DEFINED AS BEING FAIR AND INCLUSIVE; AND INTEGRITY, DEFINED AS BEING HONEST AND TRANSPARENT. OUR STAFF EMPHASIZES COLLABORATION TEAMWORK AND PARTNERSHIP IN ALL RELATIONSHIPS. WE ASPIRE TO BE AN ORGANIZATION WHERE STAFF MEMBERS ARE CONTINUALLY LEARNING, OPTIMISTIC, AND HAVING FUN WHILE DELIVERING HIGH QUALITY WORK. OUR STRATEGIES ALLOW US TO MOVE FROM VISION TO ACTION. CO-DESIGN SYSTEM CHANGES THAT CONNECT HEALTH CARE AND COMMUNITY ORGANIZATIONS TO IMPROVE HEALTH. ADVANCE A SAFE AND COMPASSIONATE HEALTH CARE ENVIRONMENT FOR THOSE RECEIVING AND THOSE PROVIDING CARE. ACCELERATE EVIDENCE-INFORMED AND CULTURALLY RESPONSIVE CARE AND SERVICES. WE WORK IN WAYS THAT ARE INCLUSIVE, SYSTEMS ORIENTED, AND CENTERED ON EQUITY. THE WORK WE DO IS BROAD AND INCLUSIVE, YET FOCUSES ON PEOPLE: AGE 65 AND OLDER LIVING IN RURAL PLACES EXPERIENCING SUBSTANCE USE DISORDERS EXPERIENCING HEALTH DISPARITIES OUR STRATEGIES AND PRIORITY POPULATIONS CROSS-OVER BETWEEN AND AMONG THEM, REFLECTING THE INTERSECTIONALITY OF OUR WORK. ANNUAL PROGRAM SUMMARY (AUGUST 2024 JULY 2025) FROM AUGUST 2024 THROUGH JULY 2025, STRATIS HEALTH ADVANCED ITS MISSION TO IMPROVE HEALTH AND HEALTH CARE BY DELIVERING A BROAD PORTFOLIO OF EDUCATION, TECHNICAL ASSISTANCE, AND QUALITY IMPROVEMENT SUPPORT TO HUNDREDS OF HEALTH CARE ORGANIZATIONS AND THOUSANDS OF PROFESSIONALS ACROSS OUR HOME STATE OF MINNESOTA AND THROUGHOUT THE NATION. EDUCATIONAL PROGRAMMING AND COMMUNITY ENGAGEMENT STRATIS HEALTH PROVIDED EXTENSIVE EDUCATIONAL PROGRAMMING THAT REACHED LARGE AND DIVERSE AUDIENCES, INCLUDING CLINICIANS, ADMINISTRATORS, PUBLIC HEALTH PROFESSIONALS, RURAL HEALTH CARE LEADERS, AND TRIBAL HEALTH PARTNERS. ACROSS THE YEAR, THE ORGANIZATION: HOSTED QUARTERLY COMMUNITY OUTREACH COMMITTEE MEETINGS AND DELIVERED DOZENS OF CONFERENCES, WEBINARS, AND PROJECT ECHO SERIES, SUCH AS THE HEALTHY START MATERNAL HEALTH AND CHRONIC DISEASE WEBINARS, DRAWING AUDIENCES OF UP TO 750 PARTICIPANTS. REACHED MORE THAN 400 PARTICIPANTS IN A FOUR-PART VIRTUAL SERIES FOCUSED ON E-HEALTH -- HEALTH INFORMATION TECHNOLOGY, DIGITAL HEALTH, AND ARTIFICIAL INTELLIGENCE. CONDUCTED 21 STRATIS HEALTH OPIOID ADDICTION IN RURAL (SOAR) ECHO SESSIONS FOR PEER-TO-PEER CLINICIAN AND CARE TEAM LEARNING AND SHARING, WITH PARTICIPATION AVERAGING MORE THAN 60 ATTENDEES PER SESSION. DELIVERED PRESENTATIONS AT NATIONAL EVENTS AND SPECIALTY CONFERENCES, INCLUDING RURAL HEALTH, HOME CARE, AGING, AND MEDICARE AND MEDICAID POLICY GATHERINGS, REACHING 25150 PARTICIPANTS PER EVENT. COLLECTIVELY, THESE ACTIVITIES ENGAGED THOUSANDS OF LEARNERS OVER THE COURSE OF THE YEAR AND SIGNIFICANTLY EXPANDED ACCESS TO UP TO DATE BEST PRACTICES IN RURAL HEALTH CARE, HEALTH EQUITY, PALLIATIVE CARE, SUBSTANCE USE DISORDER, AND CHRONIC DISEASE MANAGEMENT. TARGETED IMPROVEMENT WORK AND DIRECT TECHNICAL ASSISTANCE STRATIS HEALTH PROVIDED INTENSIVE TECHNICAL ASSISTANCE TO SUPPORT PERFORMANCE IMPROVEMENT, QUALITY REPORTING, AND VALUE BASED CARE READINESS FOR RURAL, TRIBAL, AND UNDERSERVED COMMUNITIES. OVER THE YEAR, STRATIS HEALTH: DELIVERED TECHNICAL ASSISTANCE TO HUNDREDS OF SITES, INCLUDING CRITICAL ACCESS HOSPITALS (CAHS), RURAL HEALTH CLINICS, TRIBAL HEALTH FACILITIES, NURSING HOMES, AND PUBLIC HEALTH DEPARTMENTS. SUPPORTED LARGE NATIONAL AND MULTI STATE INITIATIVES SUCH AS RURAL HEALTH VALUE (RHV), THE RURAL HEALTHCARE PROVIDER TRANSITION PROJECT, AND THE DELTA REGION COMMUNITY HEALTH SYSTEMS DEVELOPMENT PROGRAM, SUPPORTING COHORTS OF 2080 HOSPITAL AND CLINIC LEADERS AND HEALTH PROFESSIONALS. CONDUCTED MORE THAN 20 CLINIC SITE VISITS IN NORTH DAKOTA AS PART OF THE PRACTICING PRIMARY CARE WISELY INITIATIVE AND LED LEARNING COLLABORATIVES INVOLVING COHORTS OF CAHS ACROSS MINNESOTA, MONTANA, OKLAHOMA, OREGON, IOWA, AND NORTH CAROLINA. IMPROVED ACCESS TO MEDICATION FOR OPIOID USE DISORDER ACROSS THE CONTINUUM OF CARE FOR SOME OF THE MOST VULNERABLE AND UNDERSERVED PATIENTS, PROVIDING TRAINING AND TECHNICAL ASSISTANCE FOR 20 COUNTY JAIL CORRECTION HEALTH TEAMS ACROSS THE COUNTRY, SIX TOWN (TACKLING OPIOIDS WITH NETWORK) SITES, AND TWO RURAL MINNESOTA COUNTIES IN OUR CIRCLE OF CARE PROJECT (COMMUNITY INTEGRATION RURAL COORDINATION LEARNING EMBRACE). FACILITATED HEALTH-RELATED SOCIAL NEEDS IMPROVEMENT COLLABORATIVES, TEAMSTEPPS, AND JUST CULTURE TRAININGS, PALLIATIVE CARE PLANNING SESSIONS, AND QUALITY INFRASTRUCTURE SERIES FOR DOZENS OF HOSPITALS, TRIBAL HEALTH, AND COMMUNITY ORGANIZATIONS NATIONALLY. CONTINUED OUR LONGSTANDING COMMITMENT TO PATIENT SAFETY THROUGH SUPPORT OF THE MINNESOTA ADVERSE HEALTH EVENTS PROGRAM, THROUGH WHICH WE REVIEWED AND ANALYZED ROOT CAUSE ANALYSES AND CORRECTIVE ACTION PLANS REPORTED TO THE MINNESOTA PATIENT SAFETY REGISTRY AND PROVIDED 139 CONSULTS TO MINNESOTA HOSPITALS AND AMBULATORY SURGERY CENTERS, AND ADVISED THE MINNESOTA DEPARTMENT OF HEALTH ON TRENDS IN REPORTED SAFETY EVENTS TO GUIDE THE DEVELOPMENT OF STATEWIDE PREVENTION PLANS. THESE ENGAGEMENTS BUILT CAPACITY AND SUPPORTED THE DEVELOPMENT OF QUALITY REPORTING CAPABILITIES, CARE COORDINATION IMPROVEMENTS, EMERGENCY DEPARTMENT FLOW REDESIGN, LEADERSHIP SKILL DEVELOPMENT, AND COMMUNITY BASED EQUITY AND POPULATION HEALTH STRATEGIES. SUPERIOR HEALTH QUALITY ALLIANCE (SHQA) MEDICARE QIN QIO PROGRAM AT THE CONCLUSION OF THE FIVE-YEAR MEDICARE QIN QIO PROGRAM IN NOVEMBER 2024, STRATIS HEALTH CONTRIBUTED TO FEDERAL QUALITY IMPROVEMENT EFFORTS AS A MEMBER OF SUPERIOR HEALTH QUALITY ALLIANCE: ACHIEVED 268,656 HARMS AVOIDED, MORE THAN $1.02 BILLION IN RETURN ON INVESTMENT, 58% RELATIVE IMPROVEMENT RATES IN DIABETES MANAGEMENT, AND 21% RELATIVE REDUCTION IN HOSPITAL READMISSIONS. SUPPORTED OVER 1,100 NURSING HOME REFERRALS FOR INFECTION PREVENTION AND CONTROL NEEDS IN MICHIGAN, MINNESOTA, AND WISCONSIN; AND CONDUCTED OVER 640 ONSITE INFECTION PREVENTION VISITS AND CONTINUED TO PROVIDE 1:1 ASSISTANCE WITH VACCINATION IMPROVEMENT, NHSN REPORTING, EMERGENCY PREPAREDNESS, AND OUTBREAK RESPONSE. REGISTERED 350 NEW USERS TO VACCINATION LEARNING MODULES, RESULTING IN ADMINISTRATION OF NEARLY 3,600 COVID 19, FLU, AND PNEUMOCOCCAL VACCINATIONS TO NURSING HOME RESIDENTS AND STAFF. SUPPORTED DEVELOPMENT OF MULTIPLE CHRONIC DISEASE MANAGEMENT PLAYBOOKS AND MICRO LEARNING SERIES ACCESSED AND VIEWED BY HUNDREDS OF PARTICIPANTS. THIS PROGRAM CONTRIBUTED SUBSTANTIAL POPULATION LEVEL IMPROVEMENTS IN INFECTION CONTROL, CHRONIC DISEASE CARE, AND CARE TRANSITIONS ACROSS A THREE-STATE REGION. NATIONAL LEADERSHIP AND EQUITY-CENTERED IMPROVEMENT STRATIS HEALTH WORKED EXTENSIVELY TO ADVANCE HEALTH EQUITY, CULTURALLY RESPONSIVE CARE, AND COMMUNITY-ENGAGED IMPROVEMENT. EFFORTS INCLUDED: LAUNCHING STATEWIDE CULTURALLY AND LINGUISTICALLY APPROPRIATE SERVICES (CLAS) ASSESSMENTS, TECHNICAL ASSISTANCE, AND A NEWLY DEVELOPED CLAS TOOLKIT TO SUPPORT MINNESOTA ORGANIZATIONS THROUGH OUR LONGSTANDING CULTURE CARE CONNECTION ONLINE LEARNING AND RESOURCE CENTER. CO-LEADING THE NEW CMS AMERICAN INDIAN/ALASKA NATIVE QUALITY IMPROVEMENT ORGANIZATION, A FIVE YEAR NATIONAL INITIATIVE SUPPORTING OVER 180 TRIBAL AND FEDERALLY OPERATED FACILITIES. HOSTING EQUITY LEARNING COLLABORATIVES FOR OREGON CAHS, NORTH CAROLINA FLEX PROGRAM, AND NATIONAL MATCH (DIABETES) INITIATIVES, EACH INVOLVING 1530 ORGANIZATIONS PER SERIES. PARTICIPATING AS SUBJECT MATTER EXPERTS ON NATIONAL MEASUREMENT AND POLICY COMMITTEES, ADVISING CMS ON QUALITY MEASURE SELECTION, CONTINUATION, AND DEVELOPMENT. THROUGH THESE ACTIVITIES, STRATIS HEALTH STRENGTHENED EQUITY-FOCUSED QUALITY IMPROVEMENT CAPACITY ACROSS RURAL AND UNDERSERVED COMMUNITIES NATIONWIDE. MISSION ADVANCEMENT AND BROADER IMPACT BEYOND PROGRAM-SPECIFIC INITIATIVES, STRATIS HEALTH: INTERACTED WITH 1,400+ INDIVIDUALS ACROSS MORE THAN 1,000 ORGANIZATIONS NATIONWIDE OVER ROLLING REPORTING PERIODS, REFLECTING BROAD REACH AND SUSTAINED ENGAGEMENT. PUBLISHED PODCASTS, LEARNING SERIES, AND RESOURCES ON RURAL AGING, LEADERSHIP, CHRONIC DISEASE, AND HEALTH EQUITY. SERVED AS FACULTY, ADVISORS, AND THOUGHT LEADERS FOR NATIONAL NETWORKS, ADVANCING POLICY AND PRACTICE IN RURAL HEALTH, QUALITY MEASUREMENT, AND EQUITY. |
| FORM 990, PART III, LINE 4A, DESCRIPTION OF PROGRAM SERVICE (CONTINUED): | WAS RECOGNIZED THROUGH EXTERNAL PLATFORMS, INCLUDING LEADERSHIP ACKNOWLEDGMENTS IN MINNESOTA PHYSICIAN AND NATIONAL QUALITY IMPROVEMENT PODCASTS. |
| FORM 990, PART VI, SECTION A, LINE 1A | THE EXECUTIVE COMMITTEE SHALL CONSIST OF THE CHAIR, THE VICE CHAIR, THE IMMEDIATE PAST CHAIR, THE SECRETARY AND AT LEAST ONE OTHER DIRECTOR DESIGNATED BY THE BOARD. THE CHAIR OF THE BOARD SHALL BE THE CHAIR OF THE EXECUTIVE COMMITTEE. THE EXECUTIVE COMMITTEE SHALL AT ALL TIMES BE SUBJECT TO THE CONTROL AND DIRECTION OF THE BOARD OF DIRECTORS. DURING SUCH INTERVALS AND SUBJECT TO SUCH CONTROL AND DIRECTION, THE EXECUTIVE COMMITTEE SHALL HAVE AND MAY EXERCISE ALL OF THE AUTHORITY AND POWERS OF THE BOARD OF DIRECTORS IN THE MANAGEMENT OF THE BUSINESS OF THE CORPORATION, SUBJECT TO SUCH LIMITATIONS AS THE BOARD OF DIRECTORS MAY IMPOSE FROM TIME TO TIME. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE FORM 990 IS REVIEWED BY THE CFO AND CONTROLLER, AND COPIES OF THE RETURN ARE PROVIDED TO THE FINANCE COMMITTEE FOR REVIEW AND RECOMMENDATION OF ITS ACCEPTANCE TO THE BOARD. THE BOARD IS PROVIDED A COPY TO REVIEW PRIOR TO APPROVAL FOR FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | STRATIS HEALTH HAS AN ORGANIZATIONAL CONFLICT OF INTEREST POLICY WHICH IS INCORPORATED INTO ITS COMPLIANCE PLAN INITIALLY UPON ELECTION TO THE STRATIS HEALTH BOARD OF DIRECTORS AND HIRE TO THE ORGANIZATON AND ON AN ANNUAL BASIS, ALL STRATIS BOARD MEMBERS, SENIOR MANAGEMENT AND OTHER KEY STRATIS HEALTH PERSONNEL ARE REQUIRED TO REVIEW THE POLICY AND COMPLETE THE CONFLICT OF INTEREST QUESTIONNAIRE SO THAT STRATIS HEALTH IS AWARE AND ABLE TO DEVELOP MITIGATION PLANS TO MANAGE ANY POTENTIAL, PERCEIVED OR REAL CONFLICTS. THE PROCESS IS MANAGED BY STRATIS HEALTH'S SENIOR VICE PRESIDENT ADMINISTRATION/COMPLIANCE OFFICER. EACH RESPONSIBLE PERSON SHALL BE REQUIRED TO REVIEW A COPY OF THE CONFLICT OF INTEREST POLICY AND TO ACKNOWLEDGE IN WRITING THAT HE OR SHE HAS DONE SO. THIS SHALL BE DONE ANNUALLY BE EACH RESPONSIBLE PERSON. A DIRECTOR, OFFICER OR KEY PERSONNEL WHO HAS A CONFLICT OF INTEREST SHALL REPORT ALL FACTS MATERIAL TO THE CONFLICT TO THE CHAIR OF THE BOARD. THE CHAIR SHALL REPORT DISCLOSURE TO STRATIS HEALTH'S COMPLIANCE OFFICER AND AT THE MEETING, THE DISCLOSURE SHALL BE REFLECTED IN THE MEETING MINUTES. A PERSON WHO HAS A CONFLICT OF INTEREST SHALL NOT PARTICIPATE IN OR BE PERMITTED TO HEAR THE BOARD OR COMMITTEE DISCUSSION OF THE MATTER EXCEPT TO DISCLOSE MATERIAL FACTS AND TO RESPOND TO QUESTIONS. THE PERSON HAVING A CONFLICT OF INTEREST MAY NOT VOTE ON THE CONTRACT OR TRANSACTION AND SHALL NOT BE PRESENT IN THE MEETING ROOM WHEN THE VOTE IS TAKEN, UNLESS THE VOTE IS DONE BY SECRET BALLOT |
| FORM 990, PART VI, SECTION B, LINE 15 | IN ACCORDANCE WITH INTERNAL REVENUE CODE (IRC SECTION 4958) STRATIS HEALTH IMPLEMENTED AN EXECUTIVE COMPENSATON INTERMEDIATE SANCTIONS COMPLIANCE PLAN (ISCP) IN 2005. THE COMPENSATON SETTING COMMITTEE IS COMPRISED OF MEMBERS OF STRATIS HEALTH'S EXECUTIVE/FINANCE BOARD COMMITTEE. THE COMMITTEE SERVES AS THE DECISION-MAKING BODY IN DETERMINING REASONABLE LEVELS OF COMPENSATION AND BENEFITS FOR THE CHIEF EXECUTIVE OFFICER, SENIOR VICE PRESIDENT AND CHIEF FINANCIAL OFFICERS POSITIONS. THE COMMITTEE IS RESPONSIBLE FOR GATHERING SALARY AND BENEFIT COMPARABILITY DATA, WHICH IS DONE ON A BI-ANNUAL BASIS BASED ON REVIEW AND APPROVAL OF THE DATA. THE COMMITTEE IS RESPONSIBLE FOR APPROVING AND FINALIZING THE SALARY RANGE FOR EACH OF THE REVIEWED POSITIONS. THE COMMITTEE ALSO HAS THE RESPONSIBILITY TO APPROVE THE CHIEF EXECUTIVE OFFICER'S SALARY INCREASE ON AN ANNUAL BASIS. THE COMMITTEE ENGAGES A CONSULTANT TO CONDUCT AN INDEPENDENT SURVEY AND REVIEW OF THE SALARY DATA COLLECTED. THIS PROCESS WAS LAST CONDUCTED IN 2019 FOR OFFICERS OF STRATIS HEALTH. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION PROVIDES THE FOLLOWING UPON REQUEST: A DESCRIPTION OF ITS PROGRAM ACTIVITIES AND ACCOMPLISHMENTS AND GEOGRAPHIC AREA SERVED, A SUMMARY OF THE TOTAL COST OF EACH MAJOR PROGRAM (THE THE EXTENT REQUIRED IN THE IRS FORM 990) AND A LIST OF THE ORGANIZATON'S BOARD OF DIRECTORS. THE ORGANIZATION DOES NOT MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY OR FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC. |
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