2023-11-07T21:06:17+00:00 2022-12-31 990 2022-01-01 363517697 Fairview Bethesda Hospital FAIR 6126724986 2450 Riverside Avenue MINNEAPOLIS MN 55454 James Hereford President/CEO 2023-11-07 James Hereford 999009999 2022 2023-04-26 12:10:37Z James Hereford 2450 Riverside Avenue MINNEAPOLIS MN 55454 59765023 false X www.fairview.org X 1983 MN Fairview is driven to heal, discover, and educate for longer, healthier lives. 20 19 0 0 1726808 1556679 229872 0 47987090 59437272 51324 -54637 767170 319649 49035456 59702284 0 0 28829287 37457677 0 0 18841530 21350289 47670817 58807966 1364639 894318 49125402 53152478 194049464 198899562 -144924062 -145747084 Fairview is driven to heal, discover, and educate for longer, healthier lives. false false 28516252 34377530 Fairview Bethesda Hospital provides emergency medical services through HealthEast Medical Transportation (HEMT) which offers emergency medical services and scheduled transportation across the Metro Area and supports the community by responding to more than 50,000 calls annually. HealthEast Medical Transportation continues to be a Twin Cities leader in emergency and scheduled transportation services. Services provided to meet the needs of the community are: * Ground Ambulance Services (Advanced and Basic Life Support and Critical Care) * Emergency Communications Services * Fleet Maintenance Services * Emergency Vehicle Conversion Services * Training and Education through EMS Academy * Special Event Medical Standbys * Programs including Community Paramedicine, Community CPR and Care Seat Checks. * Wheelchair Transportation Services (MedKab) * HealthEast Care System Inter-facility Courier Services * Tactical Emergency Medical Services (TEMS) for High-Risk Situations HealthEast Medical Transportation has been serving the Twin Cities for more than 100 years under different company names. Our service began in 1910 as Olsen Ambulance. In 1986, we became HealthEast Medical Transportation when Fairview Bethesda Hospital was formed. Today we provide wheelchair transport, and basic, advanced, and critical care life support transportation throughout the Twin Cities. We are also proud to provide 9-1-1 advanced life support for northern Dakota County. Revenues include payments from the Medicare and Medicaid programs. All of these services relate directly to the exempt purpose of caring for sick, infirm, aged and injured persons regardless of their race, color, creed, religion, national origin, sex, marital status, status with regard to public assistance, membership or activity in a local commission, disability, sexual orientation, gender identity or expression, age or genetic information. HealthEast seeks to be a welcoming and inclusive provider of care providing optimal health and well-being for our patients, our communities and ourselves. This organization provides emergency and medically necessary non-emergency services regardless of ability to pay. Fairview Bethesda Hospital and HealthEast Medical Transportation is part of Fairview Health Services. Fairview Health Services is an industry-leading, award-winning, nonprofit, integrated health system providing exceptional health care across the full spectrum of health care services. Founded in 1906, Fairview serves the twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin and is one of the most comprehensive and geographically accessible systems in Minnesota. 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 integrated 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 not only UMMC and its related service lines, but also Fairview's other hospitals, 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 was united under a single brand, M Health Fairview, which is inclusive of the Fairview Hospitals and 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 Hospital. As of December 31, 2022, the Fairview System Hospitals had a total of 3,529 licensed beds and 1,824 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. Through its mission and its role as an anchor institution, Fairview is in a unique position to be a catalyst for progress and change. Fairview continues to invest heavily in the health and wellness of its communities in which it operates. This commitment includes education, training, community programs and research, as well as significant investments in care delivery. 18677781 25059742 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. Fairview Bethesda Hospital is part of Fairview Health Services. Fairview Health Services is an industry-leading, award-winning, nonprofit, integrated health system providing exceptional health care across the full spectrum of health care services. Founded in 1906, Fairview serves the twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin and is one of the most comprehensive and geographically accessible systems in Minnesota. 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 integrated 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 not only UMMC and its related service lines, but also Fairview's other hospitals, 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 was united under a single brand, M Health Fairview, which is inclusive of the Fairview Hospitals and 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 Hospital. As of December 31, 2022, the Fairview System Hospitals had a total of 3,529 licensed beds and 1,824 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 30, 2022, Fairview owned all or a portion of seven ambulatory surgery centers located in the Metro Area. Through its mission and its role as an anchor institution, Fairview is in a unique position to be a catalyst for progress and change. Fairview continues to invest heavily in the health and wellness of its communities in which it operates. This commitment includes education, training, community programs and research, as well as significant investments in care delivery. The COVID-19 pandemic exposed persistent health inequities for communities of color and has exacerbated racial disparities. Communities of color experienced statistically higher rates of COVID-19, including higher rates of hospitalization and death. To reduce the impact on Black, Indigenous, or people of color ("BIPOC"), vaccinations must be accessible, free and provided within a trusted space with appropriate language and cultural considerations. Fairview has led a multi-cultural mobile vaccination program for the past 15 years, which excels at reaching BIPOC communities facing barriers to immunization. Based on this established and successful model, Fairview was able to quickly adapt and partner with public health agencies for its COVID-19 response, including testing and vaccination clinics. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for a remarkable program called the Minnesota Immunization Network Initiative (MINI). MINI is a collaboration led by Fairview and supported by over 150 community partners, works to reduce barriers to vaccinations for communities experiencing health disparities. MINI provides flu, COVID, Mpox and other immunizations free of charge to community members age six months and older. More than 110,000 influenza and almost 60,000 COVID vaccines have been administered. The MINI clinics are hosted in community-based locations such as local churches, mosques, temples, schools, community centers, public high rises, libraries, food pantries, and homeless shelters. The clinics are hosted by the local partner who provides the space, promotion, and serves as a trusted messenger for community members. Fairview provides the vaccine and clinical team - including interpreters and support staff - and information about other local community resources. Vaccinations are provided at no charge to participants, ages six months and older. The past several years, MINI clinics have expanded their reach to include other services such as blood pressure screening and cardiovascular health education, free dental varnish treatments, oral health education and opioid overdose prevention education. Services are often provided in conjunction with MINI vaccination clinics or on their own. During the COVID-19 pandemic, the MINI program leveraged over 15 years of experience providing mobile clinical services in diverse settings to respond to the urgent public health crisis. MINI launched a large scale, low barrier testing initiative in partnership with Saint Paul Ramsey County Public Health and the Minnesota Department of Health. This collaboration enabled thousands of community members to receive a free COVID-19 test in convenient, trusted community spaces. In total, MINI supported 47 testing events and administered almost 20,000 tests. Once the COVID-19 vaccine became available, MINI immediately pivoted to providing COVID-19 vaccinations. To date, MINI has provided 1,250 community based COVID vaccination clinics and given over 59,000 vaccinations. MINI is also supporting Mpox outreach response efforts and launched a Mpox vaccination effort in October of 2022. 47194033 true false false false false false false false false true false true true true true false true false false false false false false false false true true false false true false false false false false false false false false false false false false true true false false false true X 0 0 0 true true false false false false false false false false false false false X 20 19 false false false false true true true true true false false true true true true true true true true false MN X Dawn Ksepka 6126724986 1700 University Ave W St Paul MN 55104 Ann Lowry MD Vice Chair 0.0 2.0 X X 0 25000 0 Jakub Tolar MD Vice Chair 0.0 2.0 X X 0 0 0 James Hereford President & CEO 2.0 40.0 X X 0 3370758 116860 Karen Grabow Secretary 0.0 2.0 X X 0 25000 0 RIch Ostlund Chair 0.0 2.0 X X 0 35000 0 Ann Williamson Director 0.0 2.0 X 0 0 0 Barclay Berdan Director 0.0 4.0 X 0 20000 0 Brad Wallin Director 0.0 4.0 X 0 20000 0 David Levy Director 0.0 2.0 X 0 20000 0 Jodi RIchard Director 0.0 4.0 X 0 25000 0 John Heinmiller Director 0.0 2.0 X 0 25000 0 Julie Causey Director 0.0 4.0 X 0 25000 0 Kenneth Roering Director 0.0 2.0 X 0 20000 0 Melissa Geller MD Director 0.0 2.0 X 0 0 0 Michael Connly Director 0.0 4.0 X 0 25000 0 Myron Frans Director 0.0 4.0 X 0 0 0 PJ Hill Director 0.0 2.0 X 0 20000 0 Shawntera Hardy Director 0.0 2.0 X 0 20000 0 Stephen Swensen MD Director 0.0 2.0 X 0 20000 0 Timothy Marx Director 0.0 2.0 X 0 25000 0 Andrea Mokros Chf Public Affairs Officer 2.0 40.0 X 0 561164 85859 John Batson Term 8312022 CFO 2.0 40.0 X 0 1077616 10301 Joseph Gaylord CFO 2.0 40.0 X 0 714491 39425 Laura Reed COO 2.0 40.0 X 0 1544185 191815 Mark Welton CMO 2.0 40.0 X 0 1326543 34438 Mary Nease Chf People Officer 2.0 40.0 X 0 835496 123243 Robert Beacher EVP & Chf Shared Clinical Svcs 2.0 40.0 X 0 1044422 39551 Sameer Badlani Chf Digital Officer 2.0 40.0 X 0 1043054 150277 Scott Weber Term 132022 Chf Marketing Officer 2.0 40.0 X 0 715234 3689 Trudi Trysla Chf Legal Counsel 2.0 40.0 X 0 931521 117476 Admatha Winfred MD Physician 40.0 0.0 X 0 210817 7083 Jared Nyabuti MD Physician 40.0 0.0 X 0 341304 19216 Madhavi Pasupuleti Registered Nurse 40.0 0.0 X 0 210581 12517 Nikola Vuljaj Med Director - HET 40.0 0.0 X 0 551224 22831 Seema Maddali MD Physician 40.0 0.0 X 0 357849 9150 Abijah Muthyala Physician 0.0 40.0 X 0 625246 30674 John Scanlon Physician 0.0 40.0 X 0 533945 32288 Nathan Frink Physician 0.0 40.0 X 0 464699 41753 Srijoy Mahapatra Former Chf Strategy Officer 0.0 0.0 X 0 113742 0 0 16923891 1088446 0 true true false 0 0 Patient Revenue 621110 54674638 54674638 Senior Care Revenue 623000 3030594 3030594 Joint Venture Revenue 621400 1726808 1726808 Parking Revenue 812930 5232 5232 0 0 0 0 59437272 319649 319649 0 319649 319649 8102 62739 0 -54637 -54637 -54637 0 0 0 0 0 59702284 57710464 1726808 265012 30752946 29231870 1521076 1011001 943797 67204 3702650 3529830 172820 1991080 1900827 90253 226873 209569 17304 3088 3088 3469791 3278763 191028 0 388348 364653 23695 2899945 1846739 1053206 48923 44879 4044 287162 287162 1352933 1331577 21356 32949 32949 Management Fees 8066049 8066049 Medical Supplies 1367148 1367148 Utilities & Repair 667505 368046 299459 Taxes 1106084 1106084 1433491 1347052 86439 0 58807966 47194033 11613933 0 6491371 12940876 0 0 0 0 190117 612357 97178 103028 10648980 4739007 6526028 5909973 0 22482111 23797030 13338597 9789214 49125402 53152478 3319268 3776511 0 0 186809540 192891386 3920656 2231665 194049464 198899562 -144924062 -145747084 -144924062 -145747084 49125402 53152478 X 894318 -1717340 X false true X true false X 2000000 2000000 16399 1458 14941 83957 36059 47898 8201325 4701490 3499835 347299 347299 5909973 Program Related Party Investments 23797030 C 23797030 Intangible Assets - Goodwill 9789214 Other Long Term Assets 9789214 Naming Rights 854773 Accretion Expense 1094849 Accrued Pension Retirement Obligation 135543 Accrued Health Insurance Liability 131639 Other Liabilities 8861 Operating Leases 6000 2231665 X 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. There are $8,400,000 and $14,540,000 uncertain tax positions recorded on the consolidated balance sheets as of December 31, 2022 and 2021, 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. true true X true X true X true true true false true true 236620 92869 143751 0.0024 4036810 1644103 2392707 0.0407 0 0.0 0 0 4273430 1736972 2536458 0.0431 100441 100441 0.0017 2699 2699 0.0000 551189 504875 46314 0.0008 0 0.0 0 0.0 0 0 654329 504875 149454 0.0025 0 0 4927759 2241847 2685912 0.0457 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 true 1235755 24715 4459686 7257498 -2797812 X true true 1 1 HealthEast Bethesda Hospital 45 10th Street West Unit 4100 St Paul MN 55102 mhealthfairview.org/locations/m-health-fairview-bethesda-hospital 406123 X HealthEast Bethesda Hospital 1 false false true X X X X X X X X X 21 true false false true X https://www.fairview.org/our-community-commitment/local-health-needs X X true 22 true https://www.fairview.org/our-community-commitment/local-health-needs false true X 200.0 300.0 X X X X X X true true X X X X true X HTTPS://WWW.FAIRVIEW.ORG/BILLING/FINANCIAL-ASSISTANCE X HTTP://WWW.FVFILES.COM/2266.PDF X HTTPS://WWW.FAIRVIEW.ORG/BILLING/FINANCIAL-ASSISTANCE X X X X X X X true X false X X X X false X X false false Schedule H, Part V, Section B, Line 3E Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - Bethesda Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. A series of conversations were had over an 18-month period from May 2020 to October 2021 with leaders from across sectors that represent or work with community members. During these meetings the results from the St. Paul survey were shared and the proposed priority needs. A discussion was had to vet the results of the St. Paul survey and the priority needs. Discussions covered if the priorities rang true, if any emerging needs were missing, and what within each priority need might be important to emphasize in this community. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey 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-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. Our 2021 CHNA used social determinants of health as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enable us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, health care and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. Fairview Bethesda Hospital (Bethesda Hospital) has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health, social services organizations, higher education institutions, school districts, and local businesses. In 2022, the charter was reviewed and updated, and the membership is being evaluated to assure diverse representation and in particular membership from the two identified priority populations. The process also included discussions with our community advisory council, the listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. Bringing together both the qualitative and quantitative data we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? The Bethesda Hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared services to address these priorities. Our specific response varies by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. 1. Navigating and accessing care and resources. 2. Healing, connectedness, and mental health. 3. Addressing structural racism and barriers to equity. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Bethesda Hospital Implementation Strategy Report (2022-2024). We also identified two priority populations, across the lifespan, rural to urban, racial or ethnic populations experiencing health disparities and people experiencing poverty. In 2022, we created brief explainer video on our CHNA process in five : English, Spanish, Somali, Hmong, and Karen, to increase accessibility and awareness of our process. To view these videos, please visit the following link: https://www.fairview.org/our-community-commitment/local-health-needs For more details about our priority needs and the priority populations as they relate to Bethesda Hospital, please see the Bethesda Hospital 2021 Community Health Needs Assessments. https://www.fairview.org/our-community-commitment/local-health-needs Development of 2022-2024 CHNA Implementation Strategies. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. 1. Despite best efforts, health needs and health inequities continue to grow and deepen. 2. Collective action is critical. 3. Transformational change requires sustained and focused commitment. In response to our 2021 community health needs assessment and our lessons learned, all Fairview hospitals and medical centers work collaboratively amongst each other, as well as in partnership with local and statewide organizations to address communities' most pressing needs. To rise to the challenge, we put forth a 10-year vision of increased community health equity and a set of three strategies which will help to address the priority need areas in distinct ways while collectively moving us closer to our vision of increased community health equity. The three strategies are: Strategy 1: Addressing SDOH - Addressing the social determinants of health (SDOH) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. For this three-year cycle, we are implementing our strategies to work toward distinct anticipated impacts for each priority need and ultimately our 10-year vision of increased community health equity. For more information, the CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between Bethesda Hospital CHNA implementation strategies, anticipated impacts, objectives, and key responses. Bethesda Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/our-community-commitment/local-health-needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. We are currently in the process of standing up three Social Determinants of Health Initiatives. 1) "Food is Medicine" is a Health Initiative to address food insecurity and hunger, for all Fairview patients and community members. 2) " Housing is Health" supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. 3) "Connection is Cure" aims to address social isolation and improve community mental health and well-being by strengthening the connection between patients and the healthcare system. These initiatives are key responses that intersect all three priority needs and are also synergistic among themselves. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the system (hospitals, clinics, etc.) and in some instances across the M Health Fairview partners to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of strategy 2 (Community engagement infrastructure) and strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - Fairview Bethesda Hospital - Continued. Community action plan. Bethesda Hospital has an annual action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from the prior years. This report is shared with the Bethesda Hospital Community Advisory Committee, the Board of Directors, and is publicly available on the website: https://www.fairview.org/our-community-commitment/local-health-needs Evaluation of Impact. To best evaluate our impact and track progress towards our anticipated impacts, we used a multi-tiered and tailored evaluation approach. We ground our work in understanding core information about our communities. This includes identifying and understanding the community need being addressed, the population or community being impacted, and current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we also respond to emerging needs brought to us by a community partner, public health, or through patient or community data showing significant health disparities. We have standardized several key measures to assess that we are meeting the needs of the CHNA priority populations, focusing our efforts on equity, and satisfying participants. These measures are monitored and reviewed quarterly. A subset of established programs and initiatives are set up and supported for deeper evaluation. We are guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation to establish primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs we talk about here we are reporting out our reach or outputs through counts on a variety of levels. We offer a variety of programs that vary the spectrum of low touch and high count or high touch and lower count, or more generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs and to "right-size" programs to address the needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year and analysis may not be complete for some of the programs we do deeper evaluation on. We are currently in the process of building an evaluative approach and capacity for our ten-year vision, increased community health equity, and three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Bethesda Hospital, which is fully dedicated to long-term acute care, has continued to serve patients with long-term acute care needs, such as sudden trauma or serious illness. Bethesda Hospital is one of just two long-term acute care hospitals in Minnesota. These facilities help seriously ill but stable patients regain their health and ultimately transition home or to a transitional care facility. Priorities include respiratory care to help patients breathe independently wound management, physical and occupational therapy, and additional treatment of complex medical needs that require daily physician management and ongoing support. The average patient stays in a long-term acute care hospital for approximately one month. As Bethesda is one of a limited number of long-term acute care hospital in the nation, the CHNA implementation strategies and Action Plan responses are scoped to relevant prevention work and support responses. Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs The primary way we are directly addressing the three priority needs is through strategy 1 (Addressing SDOH). Through this strategy we create programs and partner with community organizations to address social risk factors, social needs and social determinants of health. Strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive Institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. 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, Bethesda Hospital Action Plan programs we work towards Increased awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. Following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. The Bike Helmet Program is offered as a partnership between Fairview Trauma and xx service line in partnership with Fairview community advancement. Fairview works with a variety of community partners and attends community events to provide free bike helmets to kids. During the events, children learn bike safety tips and receive a free bike helmet and fitting. In 2022, 10 bike helmet events were hosted where 746 bike helmets were distributed. Fairview System Key Initiative Highlight. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Initiative, Blood Pressure and Oral Health Services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 125 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Fairview's Minnesota Immunization Initiative (MINI), a multi-sector, community collaboration, provides free vaccinations, and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. In 2022, The team hosted 647 vaccination clinics. There were 17,260 free COVID-19 vaccine doses and 9,138 free flu shots administered. Of those participants who shared their identity, 91.2% of people who received a COVID-19 vaccine identified as a person of color and 55.5% indicated a language other than English as their preferred language. Additionally, in 2022, across the system, the community clinical care team provided blood pressure, and oral health services at 39 events. For more information about the action plan programs that are addressing the priority need Navigating and Accessing Care and Resources please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs Schedule H, Part V, Section B, Line 11 Facility , 3 Facility , 3 - Fairview Bethesda Hospital - Continued. Priority Need: Addressing Structural Racism and Barriers to Equity. Bethesda Hospital as a part of strategy 1, (Addressing the SDoH), works toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, to address structural racism and barriers to equity. Fairview System highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards transforming the food system into something just, equitable and sustainable. The initiative supports people at all stages of the food system. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized, by providing culturally appropriate food options and reducing food insecurity manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One, or more, of these programs are available to patients in 31+ clinics across M Health Fairview. One of the "Food is Medicine" initiative programmatic responses is VeggieRx, which distributes fresh, locally grown produce from four farm partners (Hmong American Farmers Association, Sin Fronteras, and Women's Environmental Institute) via a Community Support Agriculture (CSA) box. The program offers home delivery to address transportation barriers. In 2022, 12 clinics participated in VeggieRx across Fairview hospital and medical center communities. Almost half (42.3%) of program participants identified as Asian, 16.0% as Black and 3.8% as Hispanic/Latino. While just over half speak English as a preferred language, 14.7% speak primarily Hmong, 16.7% Karen and 2.6% Spanish. Most participants had public insurance (79.2%) or were uninsured (1.3%) and 44.2% received federal food benefits (Supplemental Nutrition Assistance Program - SNAP, WIC, EBT). Additionally, a shelf stable immediate need food resource option, MATTERBoxes, was available across the system. Another of the Fairview social determinants of health initiatives, Housing is Health initiative is also in response to the priority need Structural Racism and barriers to equity. The Housing is Health supports health and affordable housing for all as a foundation for healthy, vibrant communities and inclusive growth. We approach this initiative with clinically connected programs, supporting community partnerships, contributing time and expertise to collaboratives, and work to impact policy. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan. Priority Need: Healing, connectedness, and mental health. The Bethesda Hospital through strategy 1 (Addressing the SDoH) have programs as a part of the Community Action Plan that work toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health. Fairview System highlights. In response to the priority need, healing, connectedness and mental health, we are in the early stages of building a social determinants of health initiative, Connection is Cure, which aims to address social isolation, improve community mental health and wellbeing, and build trust, by strengthening the connection between Fairview, its patients, community members, and employees. In September 2022, an Indigenous Land Acknowledgment ceremony honored the past, present, and future while recognizing the work our health system must continue to do to address the health equity issues affecting local communities. This ceremony was the first with additional planned in each hospital and medical center across the system. Additionally, in October 2022, we hosted the Community Impact Summit. This event is an opportunity to connect across our system and highlight community health improvement programs across the state. Mental Health First Aid is an internationally recognized evidence-based program that was created and is managed by the National Council for Mental Wellbeing. It is an eight-hour class that introduces participants to risk factors and warning signs of mental illnesses, builds understanding of their impact, and overviews common supports. In 2022 in the Bethesda community there were 1 class offered with 17 participants attending. Psychological First Aid is an evidence-informed training for all community members and professionals. Trainees will learn how to support healthy recovery in individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health and individual psychology by drawing upon skills the trainees probably already have. PFA is a two-hour training. In 2022 in the Bethesda community there were one class offered with 32 participants attending. For more information about the action plan programs that are addressing the priority need Structural Racism and Barriers to Equity please see our Fairview Health Services Community Action Plan: https://www.fairview.org/our-community-commitment/local-health-needs In addition to strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we are striving to reduce health disparities and increase community health equity through two additional system strategies. Whiles strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, strategy 2 (Engagement Infrastructure) and strategy 3 (Inclusive institution) focus on building the structures and systems for us do the work better. In order to address our three priority needs and respond to emerging needs we need to have infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. Strategy 2 (Engagement Infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. Anticipated Impacts for this strategy are 1. Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice. 2. Create sustainable structures to convene and engage community voice around addressing social determinants of health. The M Health Fairview Center for Community Health Equity (the center), was launched in August 2022. As a part of the center, we are taking steps to build upon our existing community engagement to creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. We brought together representatives from across the Joint Clinical Enterprise to form an inaugural Center for Community Health Equity Work Group to advise on the approach and infrastructure for community engagement to achieve community health equity. Additionally, we laid the groundwork to develop a Center for Community Health Equity Model of Community Engagement. The model will share our approach to community engagement, community voice, and community partnerships to advance community health equity. The center is also building standard practices for community voice to influence our social determents of health initiatives. For example, as a part of Food is Medicine, in 2022 planning began to pilot hosting community meal conversations in all hospital and medical center communities to ensure that our Food is Medicine approach had a system approach, but also one that responds to local and unique community needs and assets. Enabling community voice, particularly the voices of priority populations, to influence and inform and influence the health system, is integral to strategy 2 (Engagement infrastructure). A few examples of how this was accomplished in 2022 are as follows. M Health Fairview HOPE Commission - healing, opportunity, people, and equity, is a multi-year transformational change effort to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. As a part of HOPE Commission, we hosted four Listening and Learning sessions for patients that speak primarily a language other than English. Sessions were hosted in Karen, Hmong, Spanish and Somali. Schedule H, Part V, Section B, Line 11 Facility , 4 Facility , 4 - Fairview Bethesda Hospital - Continued. These sessions were the first of their kind for Fairview, and results included lessons about how to best connect with, listen to and learn from our patents and community members that speak primarily a language other than English. Also in 2022, the Fairview Frontiers research team partnered with the Community Health Equity and Engagement team to identify these common barriers and create new materials and best practices for recruiting and engaging communities traditionally under-represented in research. Finally, core to this strategy is building and sustaining trusting partnerships. We continue to support and build on existing structures and support existing collaboratives. Our Bethesda Hospital Community Advisory Committee, has updated its charter, and expanded the focus. Additionally, work to intentionally recruit participants to expand representation on the committees started and continues. In Bethesda Hospital's community, we support and participate in collaboratives such as Metro Food Justice Network and the Interfaith Health Collaborative. These are spaces where we do ongoing listening and relationship building with community partners and community members. Strategy 3: Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth. Our anticipated impacts that are tied to strategy 3 (Inclusive Institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion. 2) Using an antiracist approach, work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes. 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. This strategy is partially operationalized through the HOPE Commission. The work of the HOPE Commission has been to identify foundational and transformational opportunities for our organizations to advance health equity (HE) and promote diversity, equity, and inclusion (DEI). To learn more about the goals, strategies and successes of the HOPE commission please see the 2022 HOPE Commission Report. The HOPE Commission website: https://mhealthfairview.org/About-Us/health-equity/hope-commission A few key achievements of the HOPE Commission in 2022 include 1. Creating new roles and offices to further imbed DEI into daily work 2. New and innovative reporting data infrastructure to better capture information equitably 3. Presented the HOPE Commission model at national conferences to educate and influence other healthcare organizational leaders. Additional successes from 2022 include continued expansion of the Employee Resource Groups (ERG). As of 2022, there are now eight ERGs with participation across our system. The newest ERG is Comunidades Latinas for Engagement, Advancement, and Development (LEAD). Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team is addressing the social determinants of health by helping people secure employment with family sustaining wages and benefits, become successful in their job, and learn new skills. The team is also focused on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. In 2022, Fairview signed on to the Healthcare Anchor Network's Impact Workforce Commitment as a further demonstration of our commitment. Supply Chain leaders are developing a comprehensive Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. We have engaged with a BIPOC-led firm to assist in understanding our current spending with minority-/women-owned businesses as well as to implement the program in 2023. In February 2022, the Fairview Board of Directors adopted a new policy to allocate a percentage of the investment portfolio for place-based investing projects. We are currently exploring investment opportunities to deploy these dollars over the next 5 years. Significant needs not addressed. Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. The following needs were not directly addressed because this issue is beyond what Bethesda Hospital resources can support at this time: Cost of care, insurance and medications, childcare and employment benefits. The following needs were directly not addressed because this issue will be addressed as part of patient care but falls outside of the scope of the CHNA Implementation Strategy: Clinic/hospital hours, limited time spent with provider, limited specialty care. 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. 0 Schedule H, Part I, Line 7f Exclusions from Percent of Total Expense 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. There is no bad debt expense included in Form 990 Part IX as an expense. Due to the adoption of new GAAP reporting, the bad debt expense has been included with "discounts" netted against patient service revenue on Part VIII of Form 990. Schedule H, Part I, Line 3c PATIENTS THAT ARE ELIGIBLE FOR THE FAIRVIEW COMMUNITY CARE PROGRAM OR OTHER CHARITY CARE PLANS MAY RECEIVE A REDUCTION ON AMOUNTS OWED OR UP TO 100% OF TOTAL CHARGES. FAIRVIEW INFORMS PATIENTS ABOUT THE COMMUNITY CARE PROGRAM PRIOR TO DELIVERY OF SERVICES IF FEASIBLE AND AS APPROPRIATE AND DURING THE BILLING PROCESS. PATIENTS WITH HOUSEHOLD INCOME UP TO 200% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A 100% DISCOUNT OF TOTAL CHARGES. PATIENTS WITH A HOUSEHOLD INCOME OF 201%-300% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A PARTIAL DISCOUNT OF TOTAL CHARGES BASED ON THE AMOUNT GENERALLY BILLED OR EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT, WHICHEVER IS HIGHER. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 300% 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. 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 WERE 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. There is no bad debt expense included in Form 990 Part IX as an expense. Due to the adoption of new GAAP reporting, the bad debt expense has been included with "discounts" netted against patient service revenue on Part VIII of Form 990. 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 to the estimate of the transaction price (determined on a portfolio basis when applicable) are generally recorded as adjustments to patient service revenue in the period of the change. For the years ended December 31, 2022 and 2021, changes in Fairview's estimates of implicit price concessions, discounts, contractual adjustment, or other reductions to expected payments for performance obligations satisfied in prior periods were not significant. Portfolio collection estimates are updated monthly based on collection trends. 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, 2022 and 2021, 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 BILL ALL THIRD PARTY PAYOR INFORMATION (AS PROVIDED BY OR VERIFIED BY THE PATIENT) ON A TIMELY AND ACCURATE BASIS. 2) FOR ALL UNINSURED PATIENTS WITH MINNESOTA 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. 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 PROVIDED THE ACCOUNT MEETS THE COMMUNITY CARE REQUIREMENTS. 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: HTTPS://WWW.FAIRVIEW.ORG/BILLING/FINANCIAL-ASSISTANCE; Schedule H, Part V, Section B, Line 16b FAP Application website - HealthEast Bethesda Hospital: Line 16b URL: HTTP://WWW.FVFILES.COM/2266.PDF; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - HealthEast Bethesda Hospital: Line 16c URL: HTTPS://WWW.FAIRVIEW.ORG/BILLING/FINANCIAL-ASSISTANCE; Schedule H, Part VI, Line 2 Needs assessment Our triennial community health needs assessment process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. Fairview's 2021 Community Health Needs Assessment (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. It serves as a tool for guiding policy, advocacy, and program planning. It also fulfills Internal Revenue Service (IRS) requirements for CHNA pursuant to the Affordable Care Act of 2010, which requires 501(c)(3) nonprofit hospitals to conduct an assessment at least every three years and provide an annual evaluation of the previous implementation strategy's impact. Through this process, we aim 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 it serves by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform the CHNA implementation strategy and action plan development. 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. We have identified three system-wide priority need areas, and we will collaborate with our hospitals and shared services to address these priorities. Our specific response will vary by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. Our community commitment - creating a healthier future and Improving the health and wellbeing of our communities. The healthcare people receive in a hospital or clinic is only a small part of a person's overall health. That's why our commitment to advancing health equity goes beyond the walls of our facilities and reaches out into the community. We collaborate with community partners to improve health and wellbeing and advance health equity. Our priorities include: * Bringing clinical services into neighborhoods to expand access * Advancing our anchor mission initiatives - local hiring, local purchasing, local investing, and leading and serving locally * Addressing social risk factors through food access and housing programs and community education and outreach. Why is this a priority for our healthcare system? Nearly 80 percent of health is influenced by factors outside of clinical care. These factors, called the social determinants of health, are our health behaviors and the economic and social conditions in which we live. To help address the social determinants of health, we are creating a health and wellness hub in downtown St. Paul that will focus on health, housing, and supportive services for the community. All this work is closely tied to our HOPE Commission's health equity and anti-racism efforts. It's designed to be culturally appropriate and to meet the specific needs of the community. We seek to do "with not "to" the communities we belong to and are proud to contribute to our community in so many ways. Fairview Health Services is committed to the health and wellbeing of our communities. For generations we have served the people of Minnesota, cared for our patients, and invested in the people and partnerships that make us stronger, together. As a nonprofit health system and an anchor institution-an organization rooted in our communities-we have a commitment to intentionally apply our long-term, place-based economic power and human capital in partnership with community to mutually benefit the long-term wellbeing of both. We recognize that this commitment begins in and with our communities. This work cannot be done alone, we must collaborate with community-based organizations, local public health departments, and other health systems. Our efforts, resources, and commitments are investments in the health and wellbeing of our communities where we live, work, learn, play, and worship. Our community benefit programs and activities focus on our mission to heal, discover, and educate for longer, healthier lives and must meet at least one of these objectives: * Improve access to health care services. * Enhance the health of the community. * Advance medical or health care knowledge. * Relieve the burden of government to improve health. Fairview Health Services, is committed to providing exceptional care, delivering breakthrough research and innovation to healthcare, improving health and wellbeing, and promoting health equity. As anchor institutions rooted in the hearts of the communities we serve, this commitment goes beyond our walls and into the community. THERE ARE DIFFERENT WAYS OUR HEALTH SYSTEM FULFILLS THIS PROMISE INCLUDING: * Allocating resources to benefit the community. The process is guided by our community health needs assessments, developed collaboratively with the communities we serve, and implemented in partnership with local organizations and leaders. - The priority needs identified in our 2021 assessment are: healing, connectedness, and mental health; addressing structural racism and barriers to achieving health equity; and navigating and accessing care and resources. Our efforts will center on people experiencing poverty as well as racial or ethnic populations experiencing health disparities. * Bringing clinical services into neighborhoods to expand access. These free healthcare services are offered in diverse and/or under-resourced neighborhoods. * Addressing social risk factors, known as the social determinants of health, through food access and housing programs, and community education and outreach. The goal is to improve community health and wellbeing. * Advancing our HOPE (Healing, Opportunity, People, and Equity) Commission's - health equity and anti-racism efforts to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. Success stories include: improving patient sociodemographic data to better understand the populations we serve and more accurately assess for disparities, and increasing the representation of diverse populations in clinical trials. 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 The CHNA community of each hospital and medical center is defined as a subset of zip codes within the Fairview service area, where 90 percent of its patients live. Each of the hospitals and medical centers were attributed unique zip codes and geographies. The Bethesda Hospital community is comprised of 14 zip codes. Our definition of communities includes all community members, including those who are patients and employees who live, work, and play in our service areas. 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. 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, SERVING THE GREATER TWIN CITIES METRO AREA AND NORTH-CENTRAL MINNESOTA. THROUGH A CLOSE RELATIONSHIP WITH THE UNIVERSITY OF MINNESOTA, FAIRVIEW OFFERS 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. THE FAIRVIEW SYSTEM CONSISTS OF 11 HOSPITALS, IT CONTROLS AND OPERATES UNIVERSITY OF MINNESOTA MEDICAL CENTER, THE ADULT AND PEDIATRIC TEACHING HOSPITAL OF THE UNIVERSITY OF MINNESOTA MEDICAL SCHOOL, HAS 10 COMMUNITY BASED GENERAL ACUTE CARE HOSPITALS AND 1 LONG-TERM ACUTE CARE HOSPITAL; OVER 80 PRIMARY AND SPECIALTY CARE CLINICS; OFFERS OVER 100 SPECIALTY CARE SERVICES; URGENT CARE CLINICS; OCCUPATIONAL HEALTH CLINICS; 36 RETAIL AND SPECIALTY PHARMACIES; PHARMACY BENEFIT MANAGEMENT SERVICES; REHABILITATION CENTERS; COUNSELING; HOSPICE SERVICES; 90+ 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 5,000+ SYSTEM PROVIDERS EMBRACE INNOVATION AND NEW THINKING TO DRIVE A HEALTHIER FUTURE THROUGH HEALING, DISCOVERY AND EDUCATION. FAIRVIEW HOSPITALS AND MEDICAL CENTERS INCLUDED: 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) ST. JOSEPH'S HOSPITAL (ST. PAUL) 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 true true false false false false false true false James Hereford President & CEO 0 1753793 0 1399311 0 217654 0 100535 0 16325 0 3487618 0 208150 Srijoy Mahapatra Former Chf Strategy Officer 0 0 0 0 0 113742 0 0 0 0 0 113742 0 11441 Trudi Trysla Chf Legal Counsel 0 598239 0 233318 0 99964 0 102593 0 14883 0 1048997 0 97069 Robert Beacher EVP & Chf Shared Clinical Svcs 0 699780 0 257612 0 87030 0 18300 0 21251 0 1083973 0 76880 Laura Reed COO 0 989718 0 469914 0 84553 0 175641 0 16174 0 1736000 0 76997 Mark Welton CMO 0 748058 0 370594 0 207891 0 18300 0 16138 0 1360981 0 194062 John Batson Term 8312022 CFO 0 646045 0 431486 0 85 0 9150 0 1151 0 1087917 0 0 Sameer Badlani Chf Digital Officer 0 695927 0 267164 0 79963 0 129294 0 20983 0 1193331 0 0 Mary Nease Chf People Officer 0 599106 0 233484 0 2906 0 102355 0 20888 0 958739 0 0 Andrea Mokros Chf Public Affairs Officer 0 414176 0 146324 0 664 0 74789 0 11070 0 647023 0 0 Joseph Gaylord CFO 0 587842 0 124500 0 2149 0 18300 0 21125 0 753916 0 0 Scott Weber Term 132022 Chf Marketing Officer 0 8462 0 183210 0 523562 0 3689 0 0 0 718923 0 146616 Nathan Frink Physician 0 355529 0 85879 0 23291 0 18300 0 23453 0 506452 0 0 John Scanlon Physician 0 423111 0 51579 0 59255 0 18300 0 13988 0 566233 0 0 Abijah Muthyala Physician 0 375493 0 73549 0 176204 0 18300 0 12374 0 655920 0 0 Seema Maddali MD Physician 0 302807 0 0 0 55042 0 9150 0 0 0 366999 0 0 Jared Nyabuti MD Physician 0 270035 0 52270 0 18999 0 9150 0 10066 0 360520 0 0 Madhavi Pasupuleti Registered Nurse 0 171783 0 38775 0 23 0 409 0 12108 0 223098 0 0 Admatha Winfred MD Physician 0 148029 0 37281 0 25507 0 5706 0 1377 0 217900 0 0 Nikola Vuljaj Med Director - HET 0 529154 0 20961 0 1109 0 18300 0 4531 0 574055 0 0 Schedule J, Part I, Line 4a Severance or change-of-control payment Severance payments made to individuals: Srijoy Mahapatra $102,141 Scott Weber $376,946 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, SCOTT WEBER DUE TO A VESTING EVENT, THE FOLLOWING INDIVIDUALS HAD INCOME IN PART VII AND SCHEDULE J RELATED TO A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD $208,150 SCOTT WEBER $146,616 LAURA REED $76,998 MARK WELTON $194,062 ROBERT BEACHER $76,880 TRUDI TRYSLA $97,069 SRIJOY MAHAPATRA $11,441 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. 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 4a 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) my having first signed and not rescinded my Service Agreement and Release Agreement and (ii) the return of Fairview's property. 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. Form 990, Part V, Line 1a and Line 2a - Section B: Independent Contractors All Form 1099's and 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 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. An association of approximately 70 Lutheran churches elects most of the Fairview Southdale Hospital, Fairview Ridges Hospital and part of the UMMC Boards of Trustees, as well as the FPA community directors and the Ebenezer Society Board of Directors and has the right to approve certain Fairview Bylaw amendments. 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 of Fairview are required to annually complete Fairview's Duty of Loyalty and Conflict of Interest Statement in compliance with Fairview's Conflict of Interest policy. Disclosures are reviewed by the compliance department. Conflicts of interests by Board members and senior management are brought to the Audit and Compliance Committee of the Board, along with additional detailed information, for review. In addition, the Compliance Officer compiles a schedule showing reported conflicts of interest by managers and key employees is also presented to the Conflict of Interest Review Committee for review and discussion. Any problematic issues arising from these disclosures are discussed and resolved by the committee. Board members and management employees are expected to update their conflicts, as necessary, during the year. 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 2022. 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 2022. 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 Additional Information Section B: Independent Contractors Form 1099's were filed by a related organization Fairview Health Services, a 501(c)(3) non-profit, tax-exempt organizations. Form 990, Part XI, Line 9 Other changes in net assets or fund balances Pension Plan - 9468; Joint Venture K-1 Activity - -1726808; Ebenezer Society 7505 Metro Blvd Suite 100 Edina MN 55439 410706141 Nursing MN 501(c)(3) 10 Fairview Health Services false Fairview Foundation 2450 Riverside Avenue South Minneapolis MN 55454 411573810 Fundraising MN 501(c)(3) 1 Fairview Health Services false Fairview Health Services 2450 Riverside Avenue Minneapolis MN 55454 410991680 Hospital MN 501(c)(3) 3 NA false Fairview Home Care and Hospice 2450 26th Avenue South Minneapolis MN 55454 411434246 Home Health MN 501(c)(3) 10 Fairview Health Services false Fairview Physician Associates Netwo 3400 West 66th Street Minneapolis MN 55435 411753325 Clinical MN 501(c)(3) 10 Fairview Health Services false Grand Itasca Clinic and Hosptial 1601 Golf Course Road Grand Rapids MN 55744 411865874 Hospital MN 501(c)(3) 3 Fairview Health Services false HealthEast Medical Research Institute 2450 Riverside Avenue South Minneapolis MN 55454 411765832 Med Resear MN 501(c)(3) 4 Fairview Health Services false HealthEast Professional Services 2450 Riverside Avenue South Minneapolis MN 55454 261226617 Physician MN 501(c)(3) 11 Fairview Health Services false HealthEast St John's Hospital 2450 Riverside Avenue South Minneapolis MN 55454 411456897 Hospital MN 501(c)(3) 3 Fairview Health Services false HealthEast St Joseph's Hospital 2450 Riverside Avenue South Minneapolis MN 55454 410693880 Hospital MN 501(c)(3) 3 Fairview Health Services false HealthEast Woodwinds Hospital 2450 Riverside Avenue South Minneapolis MN 55454 411592761 Hospital MN 501(c)(3) 3 Fairview Health Services false PreferredOne Community Health Plan 6105 Golden Hills Drive Golden Valley MN 55416 411796007 Insurance MN 501(c)(4) Fairview Health Services false Range Regional Health Services 750 East 34th Street Hibbing MN 55746 411293970 Hospital MN 501(c)(3) 3 Fairview Health Services false Ridges Surgery Center LLC 14101 Fairview Drive Ste 400 Burnsville MN 55337 462441825 Surgery Center MN Fairview Health Services N/A SouthHealth ASC LLC 4200 Dahlberg Drive Suite 300 Golden Valley MN 55422 822364607 Surgery Center MN Fairview Health Services N/A Fairview Clinics 2450 Riverside Avenue South Minneapolis MN 55454 411761760 Physician MN Fairview Health Services C Corporation false Fairview Physician and Clinic Services 2450 Riverside Avenue South Minneapolis MN 55454 411544996 Physician MN Fairview Health Services C Corporation false Fairview Development Company 2450 Riverside Avenue South Minneapolis MN 55454 411568579 Leasehold MN Fairview Health Services C Corporation false Fairview Express Care 2450 Riverside Avenue South Minneapolis MN 55454 205996177 Physician MN Fairview Health Services C Corporation false FHS Assurance Limited 2450 Riverside Avenue South Minneapolis MN 55454 980417513 Self insur MN Fairview Health Services C Corporation false HealthEast Diversified Services Inc 2450 Riverside Avenue South Minneapolis MN 55454 411388583 Lab & Real MN Fairview Health Services C Corporation false false false false false false false false false false true false false false false false true true true false