2025-11-17T15:22:09-06:00 2024-12-31 135565207 KPMG LLP 350 N 5TH STREET SUITE 600 MINNEAPOLIS MN 55401 990 2024-01-01 390804125 HUDSON HOSPITAL INC HUDS 7155316000 405 STAGELINE ROAD HUDSON WI 54016 ALITA R RISINGER CFO 7155316000 2025-11-17 1 0 HOLLY MOEN P01800653 6123055000 2024 2025-03-06 01:10:19Z ALITA R RISINGER 405 STAGELINE ROAD HUDSON WI 54016 77868000 0 X WWW.HUDSONHOSPITAL.ORG X 1950 WI TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS AND COMMUNITY. 12 7 512 27 0 0 837990 172219 77898736 74095515 1675143 3348668 200734 0 80612603 77616402 21014 22134 0 0 42953495 44922190 0 0 0 29291122 26083200 72265631 71027524 8346972 6588878 119493555 125411672 11226953 9324150 108266602 116087522 X TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS AND COMMUNITY 0 0 60575407 22134 74095515 SEE SCHEDULE O - EXEMPT PURPOSE AND ACHIEVEMENTS FOR A DESCRIPTION OF PROGRAM SERVICE ACCOMPLISHMENTS 60575407 1 1 0 1 0 0 0 0 0 1 1 0 1 0 0 1 0 1 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 1 0 0 512 1 0 0 0 0 0 0 0 0 0 0 0 0 X 12 7 0 0 1 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 1 1 WI X SCOTT C PALMQUIST 9528837556 8170 33RD AVE S BLOOMINGTON MN 55440 X AARON MOEN DIRECTOR 1.00 0.00 X 0 0 0 CHAD FETT DIRECTOR 1.00 0.00 X 0 0 0 MARK GHERTY DIRECTOR & CHAIR 1.00 0.00 X X 0 0 0 JEROME SIY MD DIRECTOR 0.50 49.50 X 0 563521 113026 APRIL NELSON DIRECTOR & VICE CHAIR (MAY-DEC) 1.00 0.00 X X 0 0 0 KRISTIN TJORNEHOJ DIRECTOR 1.00 0.00 X 0 0 0 MEGAN M REMARK DIRECTOR & SECRETARY (JAN - MAR) 0.50 54.50 X X 0 1058974 368676 MARK E HANSBERRY DIRECTOR & SECRETARY (APR - DEC) 0.25 54.75 X X 0 785907 159576 LEVON T O'HAODHA MD DIRECTOR 0.25 39.75 X 0 428792 71627 MELISSA KOLB DIRECTOR 1.00 0.00 X 0 0 0 JERRY FOSSUM DIRECTOR 1.00 0.00 X 0 0 0 BRIAN J PETERSON DO DIRECTOR 44.00 1.00 X 0 477825 40049 ANNETTE COOK DIRECTOR & VICE CHAIR (JAN-APR) 0.00 0.00 X X 0 0 0 ALITA RISINGER TREASURER & SVP CFO (JUL - DEC) 1.00 49.00 X 0 725287 155052 THOMAS J BOROWSKI PRESIDENT 48.00 2.00 X 0 413947 67660 KRISTY J YAEGER VP, PATIENT CARE SERVICES 40.00 0.00 X 245819 0 35787 DOUGLAS E JOHNSON TREASURER, VP, & CFO (JAN - JUN) 0.00 0.00 X 0 511654 29214 DARLA R KLEMENTZ DIRECTOR OF PHARMACY 40.00 0.00 X 211777 0 40441 PETER J VANDUSARTZ DIRECTOR BEHAVIORAL HEALTH 50.00 0.00 X 190592 0 25010 STEPHANIE J RIPPIE PHARMACY MANAGER 45.00 0.00 X 193353 0 42895 KRISTEN NOVAK DIRECTOR HUMAN RESOURCES 55.00 0.00 X 180968 0 49109 JILL L BARTH MANAGER SURGICAL PROCEDURES 40.00 0.00 X 172842 0 48045 KAREN MOELLER MD FORMER VPMA 0.00 0.00 X 0 376581 131551 1195351 5342488 1377718 60 1 1 0 RIVER VALLEY ANESTHESIA INC PO BOX 118 NEW RICHMOND WI 540170118 MEDICAL SERVICES 1850368 KRAUS ANDERSON CONSTRUCTION COMPANY 501 S 8TH ST MINNEAPOLIS MN 55404 BUILDING CONTRUCTION 1243744 FAVORITE HEALTHCARE STAFFING PO BOX 26225 OVERLAND PARK KS 66225 STAFFING 1238268 GREINER CONSTRUCTION INC 121 S 8TH ST STE 1200 MINNEAPOLIS WI 55402 BUILDING CONTRUCTION 1197591 CANCER CENTER OF WESTERN WISCONSIN 501 HOSPITAL RD NEW RICHMOND WI 54017 MEDICAL SERVICES 762952 8 62053 110166 172219 PATIENT SERVICE 623990 68922636 68922636 MEDICAL RETAIL 623990 4655376 4655376 CONTRACT REVENUE 623990 323940 323940 CAFETERIA 445200 193563 193563 74095515 3348668 3348668 251598 251598 0 0 77616402 74095515 0 3348668 22134 22134 281606 281606 35590667 30563786 5026881 867071 681655 185416 6083299 4941418 1141881 2099547 1786051 313496 25347 25347 78976 78976 1055044 637967 417077 325341 47064 278277 241095 119829 121266 1251115 224987 1026128 867640 576144 291496 146029 131412 14617 57642 52361 5281 45643 45643 3752278 3356260 396018 102271 1744 100527 MEDICAL & OTHER SUPPLY 16517793 16273464 244329 EQUIPMENT & MAINTENANCE 1001284 940087 61197 OTHER EXPENSE 615702 219044 396658 71027524 60575407 10452117 0 27249820 27684759 8450419 10181434 895836 1015541 86119 74028 93103468 57076347 33607790 36027121 42743722 43907702 6459849 6521087 119493555 125411672 10902300 8999497 324653 324653 11226953 9324150 X 107818602 116087522 448000 0 108266602 116087522 119493555 125411672 X 6588878 815913 416129 X 0 1 X 1 0 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 0 PART II-B, LINE 1: HUDSON HOSPITAL PAYS FOR CERTAIN CORPORATE AND EMPLOYEE PROFESSIONAL ASSOCIATION MEMBERSHIPS. A PORTION OF SUCH MEMBERSHIP DUES POTENTIALLY COULD BE USED BY THE PROFESSIONAL ASSOCIATIONS FOR LOBBYING ACTIVITIES. 81690 81690 81690 81690 81690 81690 81690 81690 81690 81690 1.00000 0 1 1 11298942 11298942 52518942 36137220 16381722 5436367 3865383 1570984 23550158 17073744 6476414 299059 299059 36027121 INVESTMENT IN MYRTLE DIALYSIS 30477 C BENEFICIAL INTEREST 6490610 C 6521087 X PART V, LINE 4: THE HOSPITAL HOLDS $81,690 OF PERMANENTLY RESTRICTED ASSETS RELATED TO THE HOSPITAL'S BENEFICIAL INTEREST IN THE NET ASSETS OF HUDSON HOSPITAL FOUNDATION, INC., A RELATED ORGANIZATION OF THE HOSPITAL. PART X, LINE 2: THE HOSPITAL IS INCLUDED IN THE HEALTHPARTNERS, INC. (HP) CONSOLIDATED AUDITED FINANCIAL STATEMENT. JUDGMENT IS REQUIRED IN DETERMINING HP'S EFFECTIVE TAX RATE AND IN EVALUATING ITS TAX POSITION. HP ESTABLISHES ACCRUALS FOR UNCERTAIN TAX POSITIONS WHEN, DESPITE THE BELIEF THAT HP'S TAX RETURN POSITIONS ARE FULLY SUPPORTABLE, HP BELIEVES THAT ITS POSITION MAY NOT BE FULLY SUSTAINED, PRIMARILY GIVEN THE RISKS ASSOCIATED WITH TAX LITIGATION OR DISPUTES. THE UNCERTAIN TAX POSITION ACCRUALS ARE ADJUSTED IN LIGHT OF CHANGING FACTS AND CIRCUMSTANCES, SUCH AS THE PROGRESS OF TAX AUDITS, CASE LAW, AND EMERGING LEGISLATION. HP'S EFFECTIVE TAX RATE INCLUDES THE IMPACT OF CHANGES TO THE ACCRUALS FOR UNCERTAIN TAX POSITIONS. HP CLASSIFIES INTEREST AND PENALTIES ON TAX-RELATED MATTERS AS INCOME AND OTHER TAX EXPENSE IN THE CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGES IN NET ASSETS. HP RECORDED NO LIABILITIES AT DECEMBER 31, 2024 OR 2023 FOR UNRECOGNIZED TAX BENEFITS. 1 1 1 X 1 X 1 1 1 0 0 875241 875241 0.01230 7936640 5787844 2148796 0.03030 8811881 5787844 3024037 0.04260 8 245408 245408 0.00350 10 1 181423 181423 0.00260 5 1010540 1010540 0.01420 2 39504 39504 0.00060 25 1 1476875 1476875 0.02090 25 1 10288756 5787844 4500912 0.06350 1 848 848 0.00000 1 823 823 0.00000 1 4787 4787 0.00010 1 12011 12011 0.00020 1 343 343 0.00000 5 18812 18812 0.00030 1 1848309 0 16575044 16575044 X 1 1 1 1 HUDSON HOSPITAL INC 405 STAGELINE ROAD HUDSON WI 54016 WWW.HUDSONHOSPITAL.ORG STATE OF WI CRITICAL ACCESS # 1039 X X X X HUDSON HOSPITAL INC 1 0 0 1 X X X X X X X X X 24 1 1 1 1 X WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/ABOUT/COMMUNITY-HEALTH-NEEDS/ X 1 22 1 WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/ABOUT/COMMUNITY-HEALTH-NEEDS/ 0 1 X 200.000000000000 300.000000000000 X X X 1 1 X X X X 1 X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/ X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/ X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/ X X X X X X 1 X 0 X X X X 1 X 0 0 HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 5: AS PART OF THE 2024 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA), HEALTHPARTNERS SOUGHT BROAD COMMUNITY INPUT TO ENSURE THE PERSPECTIVES OF THOSE MOST IMPACTED BY HEALTH NEEDS WERE INCLUDED. THESE CONVERSATIONS WERE DESIGNED TO ELEVATE THE VOICES OF COMMUNITY MEMBERS, PARTICULARLY THOSE FROM UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AND TO ENSURE THAT INPUT FROM A WIDE RANGE OF STAKEHOLDERS HELPED INFORM THE CHNA FINDINGS. COMMUNITY CONVERSATIONS WERE FACILITATED WITH LOCAL PARTNERS AND STAKEHOLDERS INCLUDING:HEALTHPARTNERS SYSTEMWIDE STAKEHOLDER GROUPS: COMMUNITY ADVISORY COUNCIL, ADVISORY COUNCIL ON SOCIAL DRIVERS OF HEALTH, COMMUNITY AND ADVOCACY CORNERSTONE, SOCIAL DRIVERS OF HEALTH INTERNAL STAKEHOLDERS, HEALTHPARTNERS DISABILITY COLLEAGUE RESOURCE GROUP, MAKE IT OK STEERING COMMITTEE, MENTAL HEALTH & WELL-BEING STAKEHOLDERS, ACCESS TO CARE STAKEHOLDERS, BLACK AND AFRICAN AMERICAN COLLEAGUE RESOURCE GROUP, TEEN LEADERSHIP COUNCIL, AND LEADERS OF COLOR COLLEAGUE RESOURCE GROUP.AMERY REGIONAL MEDICAL CENTER - SPECIFIC PARTNERS AND GROUPS: PARTNERS FOR RECOVERY, TRANSITION OF CARE COALITION, POLK COUNTY COMMUNITY SERVICES DIVISION, AMERY HOSPITAL PATIENT AND FAMILY ADVISORY COUNCIL, ST. CROIX HEALTH LEADERS AND STAFF, OSCEOLA MEDICAL CENTER PATIENT AND FAMILY ADVISORY COUNCIL, AMERY FAITH LEADERS, PARTICIPANTS AT THE POLK COUNTY FAIR, AND PARTICIPANTS AT THE ST. CROIX TRIBAL HEALTH SHOWCASE.HUDSON HOSPITAL - SPECIFIC PARTNERS AND GROUPS: HUDSON AND WESTFIELDS HOSPITAL PATIENT & FAMILY ADVISORY COUNCIL AND NEW RICHMOND MINISTERIUM.HUTCHINSON HEALTH - SPECIFIC PARTNERS AND GROUPS: MCLEOD COUNTY STAKEHOLDER MEETING, HUTCHINSON FARMER'S MARKET, COMMUNITY NEEDS ASSESSMENT MEETING. LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION, INC - SPECIFIC PARTNERS AND GROUPS: STILLWATER COMMUNITY HEALTH ACTION TEAM, COMMUNITY THREAD, AND LAKEVIEW PATIENT AND FAMILY ADVISORY COUNCIL.HEALTHPARTNERS RC (DBA OLIVIA HOSPITAL & CLINIC) - SPECIFIC PARTNERS AND GROUPS: OLIVIA HOSPITAL AND CLINIC FOUNDATION, RENVILLE COUNTY HOUSING COMMITTEE, RENVILLE - KANDIYOHI COUNTY COMMUNITY HEALTH ASSESSMENT MEETING.PARK NICOLLET METHODIST HOSPITAL - SPECIFIC PARTNERS AND GROUPS: SENIOR COMMUNITY SERVICES, ST. LOUIS PARK MENTAL HEALTH COLLABORATIVE, CRG COMMUNITY LEADERS, PARK NICOLLET YOUTH VOLUNTEERS, PARK NICOLLET FOUNDATION BOARDREGIONS HOSPITAL - SPECIFIC PARTNERS AND GROUPS: REGIONS COMMUNITY MEETING, RAMSEY COUNTY ADULT MENTAL HEALTH COMMUNITY ADVISORY COUNCIL, REGIONS HEALTH EQUITY COMMITTEE, REGIONS PATIENT AND FAMILY ADVISORY COUNCIL.WESTFIELDS HOSPITAL - SPECIFIC PARTNERS AND GROUPS: WESTFIELDS AND HUDSON PATIENT & FAMILY ADVISORY COUNCIL AND NEW RICHMOND MINISTERIUM.HTTPS://WWW.HEALTHPARTNERS.COM/CONTENT/DAM/BRAND-IDENTITY/PDFS/CARE/2024-HUDSON-COMMUNITY-HEALTH-NEEDS-ASSESSMENT.PDF HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 6A: HEALTHPARTNERS COLLABORATED ACROSS EIGHT HOSPITALS WITHIN ITS FAMILY OF CARE FOR THE 2024 CHNA:HUDSON HOSPITALWESTFIELDS HOSPITALLAKEVIEW HOSPITALREGIONS HOSPITALHUTCHINSON HEALTHHEALTHPARTNERS RC D/B/A OLIVIA HOSPITAL & CLINICPARK NICOLLET METHODIST HOSPITALAMERY REGIONAL MEDICAL CENTER HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 6B: HEALTHPARTNERS INSTITUTE HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 11: THE 2024 COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IDENTIFIED THREE PRIORITY COMMUNITY HEALTH NEEDS:MENTAL HEALTH AND WELL-BEING SUPPORTING EMOTIONAL, PSYCHOLOGICAL, AND SOCIAL WELL-BEING; REDUCING STIGMA; AND IMPROVING ACCESS TO MENTAL HEALTH SERVICES AND RESOURCES.SOCIAL DRIVERS OF HEALTH ADDRESSING COMMUNITY AND ENVIRONMENTAL CONDITIONS THAT AFFECT HEALTH, SUCH AS INCOME, HOUSING, FOOD ACCESS, EDUCATION, TRANSPORTATION, CHILDCARE, BELONGING, SAFETY, AND CLIMATE IMPACTS.ACCESS TO CARE ENSURING EQUITABLE ACCESS TO CONVENIENT, AFFORDABLE, SAFE, CULTURALLY RESPONSIVE, AND HIGH-QUALITY HEALTH CARE.THE 2025 - 2027 IMPLEMENTATION STRATEGY, WHICH RESPONDS TO THESE NEWLY IDENTIFIED NEEDS, WILL BE ADOPTED AND REPORTED ON BEGINNING IN 2025.DURING FISCAL YEAR 2024, HEALTHPARTNERS HOSPITALS CONTINUED TO IMPLEMENT STRATEGIES ALIGNED WITH THE 2021 CHNA PRIORITIES, WHICH INCLUDED ACCESS TO CARE, ACCESS TO HEALTH, MENTAL HEALTH AND WELL-BEING, NUTRITION AND PHYSICAL ACTIVITY, AND SUBSTANCE USE. PROGRESS ON THESE STRATEGIES ACROSS THE HEALTHPARTNERS HOSPITALS IS DESCRIBED BELOW.NEED: ACCESS TO CAREGOAL: IMPROVE ACCESS TO CARE THAT IS APPROPRIATE, AFFORDABLE, AND CONVENIENT. STRATEGIES:LEVERAGE TECHNOLOGY:CONTINUED THE USE OF TECHNOLOGY TO ENGAGE PATIENTS AND SUPPORT PREVENTIVE AND CHRONIC CARE. EFFORTS INCLUDED ENHANCING MOBILE CHECK-IN AND TEXT COMMUNICATIONS, INCREASING MYCHART ACCOUNT CREATION AND ONLINE SCHEDULING AND IMPROVING PATIENT ARRIVAL EFFICIENCY. VIRTUAL CARE SERVICES IN PRIMARY CARE CONTINUED TO ADVANCE, INCLUDING THE REFINEMENT AND SPREAD OF VIRTUALIST AND ADVANCED PRACTICE CLINICIAN (APC) CARE MODELS. MYCHART WAS ALSO USED TO DELIVER PROACTIVE OUTREACH, HELPING PATIENTS STAY UP TO DATE ON PREVENTIVE SCREENINGS AND CHRONIC CONDITION MANAGEMENT.CARE COORDINATION:CARE COORDINATION STRATEGIES CONTINUED TO FOCUS ON TRANSITION CARE MANAGEMENT AND SUPPORTING HIGH-RISK PATIENTS TO PREVENT HOSPITAL AND EMERGENCY DEPARTMENT READMISSIONS. REGISTERED NURSES CONDUCTED OUTREACH TO COORDINATE CARE, AND DEDICATED HOSPITAL FOLLOW-UP VISIT TYPES REMAINED IN PLACE TO HELP PATIENTS SEE THEIR PRIMARY CARE CLINICIANS WITHIN ONE TO TWO WEEKS POST-DISCHARGE.ADVISORY COUNCILS:HEALTHPARTNERS CONTINUED TO HOLD QUARTERLY PATIENT ADVISORY COUNCIL MEETINGS TO GATHER INSIGHTS AND IMPROVE THE CARE EXPERIENCE. FEEDBACK FROM THESE COUNCILS INFORMED EFFORTS TO ENHANCE PATIENT SATISFACTION AND GUIDE SERVICE IMPROVEMENTS.COMMUNITY SENIOR CARE:CONTINUED THE COMMUNITY SENIOR CARE PROGRAM, WHICH SUPPORTS OLDER ADULTS DURING CARE TRANSITIONS BY BRINGING CLINICIANS INTO THE HOME. THE PROGRAM EMPHASIZES NURSING EDUCATION ALONGSIDE CLINICAL CARE TO ADDRESS PATIENTS' MEDICAL NEEDS, SOCIAL DRIVERS OF HEALTH AND PERSONAL GOALS OF CARE. TEAMS WORKED CLOSELY WITH CARE COORDINATION AND SOCIAL WORK STAFF TO ENSURE SMOOTH TRANSITIONS AFTER DISCHARGE, REDUCE READMISSIONS, AND IMPROVE OVERALL QUALITY OF LIFE FOR PATIENTS WITH COMPLEX NEEDS.COMMUNITY PARAMEDICINE: THE COMMUNITY PARAMEDICINE PROGRAM PROVIDES FOLLOW-UP HOME VISITS FOR PATIENTS RECENTLY DISCHARGED FROM THE HOSPITAL, WITH A FOCUS ON THOSE MANAGING CHRONIC CONDITIONS SUCH AS CONGESTIVE HEART FAILURE. THESE VISITS HELP SUPPORT RECOVERY, REDUCE READMISSIONS AND CONNECT PATIENTS WITH ADDITIONAL RESOURCES.HOMECARE:CONTINUED TO PROVIDE COMPASSIONATE, IN-HOME CARE FOR PATIENTS WITH SERIOUS ILLNESSES WHILE SUPPORTING THEIR CAREGIVERS. ONGOING QUALITY IMPROVEMENT EFFORTS FOCUSED ON REDUCING AVOIDABLE HOSPITALIZATIONS THROUGH EARLY FOLLOW-UP VISITS, USE OF AN AUDIT TOOL TO ASSESS PREVENTABILITY, AND ENHANCED MEDICATION EDUCATION. THESE EFFORTS HELP ENSURE PATIENTS RECEIVE TIMELY, COORDINATED CARE IN THE COMFORT OF THEIR OWN HOMES.TO SUPPORT MEDICATION SAFETY, A COMMITTEE WAS FORMED, A PATIENT HANDBOOK WAS INTRODUCED, AND MONTHLY AUDITS WERE CONDUCTED. PATIENTS RECEIVED A MEDICATION BIN TO USE DURING VISITS, AND NOTEBOOKS TO TRACK QUESTIONS, HELPING IMPROVE COMMUNICATION AND SATISFACTION.HOSPTIAL@HOME:PROVIDES HOSPITAL-LEVEL CARE FOR ACUTELY ILL PATIENTS IN THEIR HOMES INSTEAD OF EMERGENCY ROOM TRANSFER OR HOSPITALIZATION. IN 2024, HOSPITAL@HOME PREVENTED 169 ADMISSIONS AND SAVED 760 BED DAYS.WORKFORCE RECRUITMENT AND RETENTION:CONTINUED EFFORTS TO STRENGTHEN THE FUTURE HEALTH CARE WORKFORCE THROUGH RECRUITMENT, TRAINING AND MENTORSHIP OPPORTUNITIES. PROGRAMS FOCUSED ON CAREER EXPLORATION FOR HIGH SCHOOL STUDENTS, APPLIED LEARNING PARTNERSHIPS WITH LOCAL EDUCATORS, AND PROFESSIONAL MENTORSHIP FOR INDIVIDUALS PURSUING HEALTH CARE CAREERS. INTERNSHIP OPPORTUNITIES IN PATIENT CARE AND ANCILLARY SERVICES ALSO PROVIDED VALUABLE HANDS-ON EXPERIENCE FOR STUDENTS. THESE EFFORTS ARE DESIGNED TO INCREASE AWARENESS AND ENGAGEMENT IN HEALTH CARE CAREERS, PARTICULARLY IN ENTRY-LEVEL AND TECHNICAL ROLES.ADDRESS DISPARITIES IN CARE:EFFORTS CONTINUED TO FOCUS ON REDUCING AND ELIMINATING DISPARITIES IN CHRONIC CONDITIONS, PREVENTIVE SCREENINGS, MATERNAL AND INFANT CARE AND CHILDHOOD IMMUNIZATIONS. WITH AN EMPHASIS ON HEALTH EQUITY, HEALTHPARTNERS WORKS TO IDENTIFY DISPARITIES RELATED TO RACE, SOCIOECONOMIC STATUS, LANGUAGE AND OTHER FACTORS. HIGHLIGHTS OF THIS WORK IN 2024 INCLUDE:- INCLUSIVE LEADER WORKSHOP: THIS FOUR-PART MODULE FOR LEADERS BUILDS SKILLS TO FOSTER INCLUSIVE WORKPLACES AND BETTER SERVE DIVERSE COMMUNITIES. LEADERS LEARN TO USE THE EQUITY LENS TOOLKIT, LEAD EQUITY-FOCUSED COACHING CONVERSATIONS, AND BUILD INCLUSIVE STRATEGIES. BY THE END OF 2024, OVER 50 PERCENT OF LEADERS COMPLETED THE WORKSHOP.- UNCONSCIOUS BIAS TRAINING: THIS VOLUNTARY FOUR-PART ELEARNING MODULE DEEPENS UNDERSTANDING OF HOW UNCONSCIOUS BIAS IMPACTS COLLEAGUES AND THE COMMUNITY. IN 2024, OVER 500 COLLEAGUES COMPLETED THE FULL TRAINING.IN ADDITION, OVER 330 COLLEAGUES ACROSS THE ORGANIZATION HAVE BEEN TRAINED AS HEALTH EQUITY CHAMPIONS. THESE CHAMPIONS SERVE AS INTERNAL LEADERS IN ADVANCING EQUITY BY PROMOTING CULTURALLY RESPONSIVE CARE AND HELPING TEAMS APPLY AN EQUITY LENS TO THEIR WORK. TO STRENGTHEN CONNECTION AND LEARNING AMONG THIS GROUP, A CULTURE ROOTS NEWSLETTER AND COLLABORATION PLATFORM WERE LAUNCHED, OFFERING REAL-TIME UPDATES AND TOOLS FOR EMBEDDING EQUITY IN DAILY PRACTICE.-BREAST CANCER PREVENTATIVE SCREENING: HEALTHPARTNERS CONTINUES TO PARTICIPATE IN THE BREAST CANCER GAPS PROJECT, A COMMUNITY-DRIVEN INITIATIVE FOCUSED ON IMPROVING SCREENING RATES AND REDUCING MORTALITY AMONG BLACK WOMEN. IN 2024, CULTURALLY RELEVANT EDUCATION AND COMMUNITY PARTNERSHIPS SUPPORTED MAMMOGRAM ACCESS. A "PINK PASS" INITIATIVE AT CLINICS WITH ON-SITE MAMMOGRAPHY HELPED INCREASE SAME-DAY ACCESS TO OVERDUE SCREENINGS. -CHILDHOOD IMMUNIZATIONS & WELL-CHILD OUTREACH: DIRECT OUTREACH WAS PROVIDED IN FIVE LANGUAGES TO IMPROVE WELL-CHILD VISIT AND IMMUNIZATION COMPLETION RATES, WITH FOCUSED EFFORTS ON MEDICAID MEMBERS. A TEXT-BASED OUTREACH IN PARTNERSHIP WITH THE MINNESOTA DEPARTMENT OF HEALTH RESULTED IN CONVERSION RATES OF 4043%. COMMUNITY-SPECIFIC EVENTS, SUCH AS A SOMALI CHILDREN'S HEALTH FAIR, HELPED ADDRESS GAPS.-PRIMARY CARE ACCESS & CARE COORDINATION: APPOINTMENT ACCESS WAS SUPPORTED THROUGH EXPANDED CLINICIAN RECRUITMENT AND COLLABORATION WITH ADVANCED PRACTICE NURSES AND RN CARE COORDINATORS. THESE EFFORTS FOCUS ON CHRONIC CONDITION MANAGEMENT AND CLOSING GAPS FOR PATIENTS WITH THE HIGHEST NEEDS.-OUTPATIENT LACTATION PROGRAMS: ALL VALLEY BIRTHING CENTERS CONTINUED TO OFFER INPATIENT AND OUTPATIENT LACTATION SERVICES, HELPING SUPPORT BREASTFEEDING SUCCESS THROUGH EDUCATION, CONNECTIONS AND CULTURALLY SENSITIVE CARE.-FOUNDATIONAL TO THESE EFFORTS IS THE COLLECTION AND USE OF DEMOGRAPHIC DATA, NOW DOCUMENTED FOR MORE THAN 94 PERCENT OF HOSPITAL PATIENTS. THIS DATA HELPS IDENTIFY DISPARITIES, GUIDE OUTREACH, AND INFORM SYSTEMWIDE EQUITY DASHBOARDS AND IMPROVEMENT EFFORTS. HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 13B: HUDSON HOSPITAL OFFERS A STANDARDIZED AND UNIFORM APPROACH TO OFFERING A DISCOUNT FOR THE UNINSURED. THE DISCOUNT IS 50% FOR ALL ELIGIBLE PATIENTS, REGARDLESS OF INCOME. HUDSON USES FPG FAMILY INCOME LIMIT OF 300% TO DETERMINE ELIGIBILITY FOR ADDITIONAL DISCOUNTED CARE ABOVE AND BEYOND THE 50%. HUDSON HOSPITAL, INC. PART V, SECTION B, LINE 15E: HUDSON DEFINES FINANCIAL ASSISTANCE AS THE COST OF CARE DELIVERED TO PATIENTS WHO ARE WILLING, BUT UNABLE TO PAY FOR THE SERVICES THEY RECEIVE. THIS INCLUDES PATIENTS WHOSE CHARGES ARE FORGIVEN OR REDUCED BECAUSE OF INABILITY TO PAY, PATIENTS WHO ARE UNABLE TO PAY THE BALANCE LEFT BY ANY PAYER, AND PATIENTS FOR WHOM UNUSUAL CIRCUMSTANCES OR SPECIAL FINANCIAL HARDSHIP WARRANT SPECIAL CONSIDERATION. TO INFORM AND EDUCATE PATIENTS ON ITS FINANCIAL ASSISTANCE PROGRAM, FINANCIAL ASSISTANCE POLICY, AND GOVERNMENT PROGRAMS, HUDSON HAS DEVELOPED AN EXTENSIVE FINANCIAL COUNSELING PROGRAM. WHEN A PATIENT VISITS HUDSON 'S EMERGENCY DEPARTMENT OR IS ADMITTED TO HUDSON, BASIC INFORMATION ABOUT INSURANCE STATUS IS REQUESTED. IF A PATIENT DOES NOT HAVE HEALTH INSURANCE, PATIENT FINANCIAL SERVICES IS CONTACTED TO MEET OR FOLLOW-UP WITH THE PATIENT. ALL PATIENTS WITHOUT INSURANCE AUTOMATICALLY QUALIFY FOR A DISCOUNT OF 50%, REGARDLESS OF INCOME. IF THE PATIENT IS INTERESTED IN DETERMINING IF THEY ARE ELIGIBLE FOR FURTHER DISCOUNTS, THEY WILL BE REQUESTED TO PROVIDE ADDITIONAL INFORMATION. ENROLLMENT ASSISTANCE, INFORMATION, AND REFERRAL SERVICES ARE AVAILABLE TO HELP SECURE A PAYMENT SOURCE FOR UNINSURED AND UNDER INSURED PATIENTS. PATIENT FINANCIAL SERVICES REPRESENTATIVES OVERSEE THE FINANCIAL ASSISTANCE PROGRAM AND, ALONG WITH SUPPORT FROM DEPARTMENT STAFF, HELPS PATIENTS ENROLL IN GOVERNMENT PROGRAMS, FIND OTHER SOURCES OF PAYMENT, OR ACCESS SERVICES BEYOND MEDICAL CARE. IN ADDITION TO FINANCIAL COUNSELING, HUDSON HAS STAFF SOCIAL WORKERS AND CASE MANAGERS TO HANDLE CRISIS INTERVENTIONS, EMERGENCY ROOM NEEDS, AND PATIENT AFTERCARE. PART V, SECTION B, LINE 3E HUDSON ADDRESSES THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY THROUGH THE CHNA WHICH IS DESCRIBED IN MORE DETAIL UNDER PART V, SECTION B, LINE 11. SCHEDULE H, PART V LINE 7, 10, 16 COMAPNY WEBSITE:WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSONLINK TO CHNA:HTTPS://WWW.HEALTHPARTNERS.COM/CONTENT/DAM/BRAND-IDENTITY/PDFS/CARE/2024-HUDSON-COMMUNITY-HEALTH-NEEDS-ASSESSMENT.PDFFINANCIAL SUPPORT:HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/HUDSON/PATIENT-GUEST/PATIENT-INFORMATION/FINANCIAL-SUPPORT/ PART V, SECTION B LINE 11 NEED: ACCESS TO HEALTHGOAL: STRENGTHEN EXISTING AND EXPLORE NEW COMMUNITY PARTNERSHIPS TO ADDRESS SOCIAL DETERMINANTS OF HEALTH.STRATEGIES:SOCIAL DRIVERS OF HEALTH: HEALTHPARTNERS CONTINUED 'ADVISORY COUNCIL FOR SOCIAL DRIVERS OF HEALTH' TO ACCELERATE AND ALIGN EFFORTS TO IDENTIFY AND SUPPORT PATIENTS AND MEMBERS WITH SOCIAL NEEDS.UNITE US: OUR HEALTH PLAN AND CARE DELIVERY SYSTEM CONTINUED TO ADDRESS SOCIAL DRIVERS OF HEALTH BY COLLECTING DATA AND CONNECTING INDIVIDUALS TO COMMUNITY RESOURCES. KEY FOCUS AREAS INCLUDE FOOD, TRANSPORTATION AND HOUSING. IN 2024, UNITE US WAS USED TO SUPPORT THESE EFFORTS, INCLUDING THE ABILITY FOR COLLEAGUES TO CREATE AND SHARE CUSTOMIZED COMMUNITY RESOURCE LISTS WITH MEMBERS OR PATIENTS, AS WELL AS INTEGRATING COMMUNITY RESOURCE LISTS DIRECTLY INTO EPIC FOR SEAMLESS SHARING DURING CLINICAL ENCOUNTERS.FOOD SECURITY: -IN 2024, FOOD INSECURITY SCREENING AND REFERRAL EFFORTS CONTINUED DURING WELL-CHILD AND MEDICARE WELLNESS VISITS TO HELP IDENTIFY AND SUPPORT PATIENTS WITH UNMET FOOD NEEDS.-PARTNERSHIPS WITH LOCAL FOOD SHELVES WERE MAINTAINED TO SUPPORT THE SUPERSHELF MODEL, WHICH OFFERS A DIGNIFIED AND WELCOMING EXPERIENCE FOR ACCESSING HEALTHY FOOD. CURRENTLY, 89 FOOD SHELVES IN MINNESOTA AND TWO IN WESTERN WISCONSIN USE THE SUPERSHELF MODEL. -A CLOSED-LOOP REFERRAL PILOT WITH THE FOOD GROUP WAS ALSO LAUNCHED IN 2024 TO STRENGTHEN CONNECTIONS BETWEEN CLINICAL CARE AND FOOD ACCESS. THIS EFFORT ENSURED THAT 100 PERCENT OF REFERRED PATIENTS WERE SUCCESSFULLY CONNECTED TO FOOD RESOURCES, WITH A FOCUS ON MEDICAID MEMBERS AND CULTURALLY RELEVANT OPTIONS. INSIGHTS FROM THE PILOT ARE INFORMING BROADER STRATEGIES FOR LINKING PATIENTS TO COMMUNITY-BASED SUPPORT.TRANSPORTATION: IN 2024, HEALTHPARTNERS CONTINUED EXPLORING WAYS TO IMPROVE TRANSPORTATION OPTIONS FOR OLDER ADULTS, PEOPLE WITH DISABILITIES AND INDIVIDUALS WITHOUT RELIABLE TRANSPORTATION. ONE KEY STRATEGY WAS PROMOTING ACCESS TO RIDECARE, A NO-COST, STATE-FUNDED MEDICAL TRANSPORTATION SERVICE AVAILABLE TO ELIGIBLE HEALTHPARTNERS MEMBERS. BY HELPING CONNECT PATIENTS TO THIS SERVICE, HEALTHPARTNERS AIMS TO REDUCE MISSED APPOINTMENTS AND IMPROVE ACCESS TO CARE.COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED CROSS-SECTOR COLLABORATION TO ADVANCE COMMUNITY HEALTH AND RESPOND TO SOCIAL DRIVERS OF HEALTH. GOAL: PROMOTE EARLY CHILDHOOD BRAIN DEVELOPMENT. STRATEGIES: REACH OUT AND READ: HEALTHPARTNERS CONTINUED THE REACH OUT AND READ PROGRAM, DISTRIBUTING OVER 4,000 BOOKS TO CHILDREN IN CLINICS. THIS INITIATIVE FOSTERS EARLY LITERACY AND ENCOURAGES FAMILIES TO READ TOGETHER.LITTLE MOMENTS COUNT (LMC): IN 2024, LMC CONTINUED TO GROW AS A STATEWIDE INITIATIVE FOCUSED ON EARLY BRAIN DEVELOPMENT IN THE FIRST 1,000 DAYS OF LIFE. THROUGH PARTNERSHIPS IN HEALTH CARE, EARLY CHILDHOOD, MEDIA AND COMMUNITY SECTORS, LMC INSPIRED SIMPLE, EVERYDAY INTERACTIONS THAT SUPPORT HEALTHY CHILD DEVELOPMENT.2024 HIGHLIGHTS INCLUDE:-115+ CROSS-SECTOR PARTNERS ENGAGED STATEWIDE-8,000+ FAMILIES REACHED THROUGH BIRTH CENTER AND NEW PARENT RESOURCES-175,000+ FAMILIES SUPPORTED THROUGH HEALTH CARE COLLABORATIONS WITH 12 SYSTEMS AND MULTIPLE PUBLIC HEALTH DEPARTMENTS-14M+ IMPRESSIONS THROUGH MEDIA CAMPAIGNS ON MPR AND DIGITAL PLATFORMS-100+ LMC RADIO PODCAST EPISODES PRODUCED-100,000 DOWNLOADS OF THE EARLY RISERS PODCAST-REGIONAL EXPANSION LAUNCHED IN THE ST. CROIX VALLEYCHILDREN'S HEALTH COUNCILCONTINUED TO PARTICIPATE IN THE CHILDREN'S HEALTH COUNCIL, A REGIONAL COLLABORATIVE FOCUSED ON IMPROVING HEALTH OUTCOMES FOR CHILDREN AND FAMILIES. IN 2024, THE COUNCIL SUPPORTED SHARED LEARNING AND COORDINATED ACTION ACROSS HEALTH SYSTEMS, NONPROFITS AND EARLY CHILDHOOD ORGANIZATIONS TO ADDRESS ISSUES SUCH AS MENTAL HEALTH, FOOD SECURITY AND EARLY DEVELOPMENT. THIS WORK INFORMS SYSTEM-LEVEL STRATEGIES THAT BENEFIT FAMILIES WITH YOUNG CHILDREN.GOAL: PROMOTE SUSTAINABLE OPERATIONS TO POSITIVELY IMPACT THE COMMUNITY. STRATEGIES: SUSTAINABILITY: ENTERPRISE-WIDE SUSTAINABILITY SUCCESSES: IN 2024, HEALTHPARTNERS CONTINUED TO ADVANCE SYSTEM-WIDE SUSTAINABILITY EFFORTS. HEALTHPARTNERS ALSO RECEIVED THE PRACTICE GREENHEALTH SYSTEM FOR CHANGE AWARD FOR THE 11TH CONSECUTIVE YEAR, IN RECOGNITION OF ONGOING ENTERPRISE-WIDE LEADERSHIP IN ENVIRONMENTAL STEWARDSHIP.NEED: MENTAL HEALTH AND WELL-BEING GOAL: REDUCE THE STIGMA SURROUNDING MENTAL ILLNESS. STRATEGIES: MAKE IT OK:IN 2024, MAKE IT OK CONTINUED TO REDUCE STIGMA AND PROMOTE MENTAL HEALTH AWARENESS THROUGH COMMUNITY OUTREACH, EDUCATION AND ENGAGEMENT. A REDESIGNED WEBSITE LAUNCHED IN MARCH, PROVIDING A MORE INCLUSIVE EXPERIENCE AND UPDATED RESOURCES TO SUPPORT MENTAL HEALTH CONVERSATIONS, INCLUDING THOSE RELATED TO SUBSTANCE USE DISORDER.2024 HIGHLIGHTS INCLUDE:-73,000+ WEBSITE VISITORS-18,000+ REACHED THROUGH RADIO AND PODCAST INTERVIEWS-6,000+ ENGAGED AT 30 IN-PERSON COMMUNITY EVENTS-995 AMBASSADOR E-NEWS SUBSCRIBERS (140 NEW IN 2024)-495 COMMUNITY E-NEWS SUBSCRIBERS (SINCE MAY LAUNCH)-632 ATTENDEES ACROSS 15 PRESENTATIONS (497 ATTENDED THE SUBSTANCE USE DISORDER SESSION)-162 NEW AMBASSADORS TRAINED THROUGH 7 VIRTUAL SESSIONSGOAL: INCREASE ACCESS TO EDUCATION AND RESOURCES AROUND MENTAL HEALTH AND WELL-BEING.STRATEGIES: BE WELL: THE BE WELL PROGRAM CONTINUED TO SUPPORT EMPLOYEE WELL-BEING THROUGH A RANGE OF ACTIVITIES AND RESOURCES FOCUSED ON MENTAL HEALTH, RESILIENCE AND OVERALL WELLNESS. THE PROGRAM PROVIDES YEAR-ROUND OPPORTUNITIES FOR STAFF AND THEIR SPOUSES TO ENGAGE IN WELL-BEING INITIATIVES, INCLUDING GROUP COACHING, TEAM CHALLENGES, AND ON-DEMAND TRAINING SESSIONS. TOPICS OFTEN INCLUDE STRESS MANAGEMENT, PSYCHOLOGICAL SAFETY, AND HEALTHY LIFESTYLE PRACTICES. ON-SITE SUPPORT AND TAILORED ENGAGEMENT EFFORTS HELP PROMOTE A CULTURE OF WELL-BEING THROUGHOUT THE HOSPITAL.MENTAL HEALTH COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED PARTICIPATING IN REGIONAL MENTAL HEALTH COLLABORATIVES TO STRENGTHEN SUPPORT FOR MENTAL WELL-BEING. THIS INCLUDES ENGAGEMENT WITH COUNTY HUMAN SERVICES, OTHER HOSPITALS AND CLINICS, NAMI, MAKE IT OK AND ADDITIONAL PARTNERS THROUGH THE BEHAVIORAL HEALTH CO-OP.GOAL: IMPROVE ACCESS TO MENTAL HEALTH SERVICES. STRATEGIES: CLINIC MENTAL HEALTH INTEGRATION:CONTINUED BEHAVIORAL HEALTH SERVICES INTEGRATION INTO TOTAL HEALTH CARE AT ALL LOCATIONS.SCHOOL MENTAL HEALTH PARTNERSHIPS:CONTINUED PARTNERSHIP WITH SCHOOLS TO PROVIDE MENTAL HEALTH SERVICES TO SCHOOLS AND REDUCE STIGMA. NEED: NUTRITION AND PHYSICAL ACTIVITY GOAL: PROMOTE AND SUPPORT PHYSICAL ACTIVITY AND NUTRITION AND SUPPORT AND ENCOURAGE HEALTHY FOOD AND PHYSICAL ACTIVITY ENVIRONMENT CHANGE. STRATEGIES:DIABETES EDUCATION AND PREVENTION: IN 2024, HEALTHPARTNERS CONTINUED OFFERING DIABETES EDUCATION AND PREVENTION PROGRAMS FOCUSED ON HEALTHY EATING AND PHYSICAL ACTIVITY TO SUPPORT DIABETES MANAGEMENT AND PREVENTION. COMMUNITY NUTRITION EDUCATION CLASSES REMAINED A KEY STRATEGY, WITH THE ADDITION OF ON-DEMAND OPTIONS TO INCREASE ACCESSIBILITY FOR PARTICIPANTS. POWERUP: IN 2024, POWERUP CONTINUED TO INSPIRE KIDS AND FAMILIES TO EAT BETTER, MOVE MORE, AND FEEL GOOD. A GROWING EMPHASIS ON MENTAL WELL-BEING LED TO EXPANDED "FEEL GOOD" RESOURCES, PROMOTING COPING SKILLS, CONFIDENCE AND EMOTIONAL HEALTH THROUGH MINDFULNESS, UNPLUGGING AND KINDNESS. IN-PERSON OUTREACH REMAINED STRONG THROUGH EVENTS AND COMMUNITY PARTNERSHIPS.2024 HIGHLIGHTS INCLUDE:-13,000+ REACHED THROUGH POWERUP PRESS FAMILY NEWSLETTERS DISTRIBUTED VIA SCHOOLS AND COMMUNITY PARTNERS-2,189 LISTSERV SUBSCRIBERS (108 NEW IN 2024) ENGAGED THROUGH MONTHLY E-NEWSLETTERS-23,094 KIDS AND FAMILIES ENGAGED THROUGH 131 COMMUNITY EVENTSTEEN LEADERSHIP COUNCIL (TLC): IN 2024, THE TLC CONTINUED TO AMPLIFY YOUTH VOICES AND BUILD RESILIENT LEADERS THROUGH PUBLIC HEALTH LEARNING, VOLUNTEERISM, AND LEADERSHIP DEVELOPMENT. MEMBERS EXPLORED CAREER PATHS, ENGAGED WITH COMMUNITY PARTNERS AND LED PROJECTS TO ADDRESS HEALTH AND WELL-BEING. PART V, SECTION B LINE 11 2024 HIGHLIGHTS INCLUDE:-25 MEMBERS FROM 22 COMMUNITIES IN THE TWIN CITIES METRO AND WESTERN WISCONSIN-INCREASED DIVERSITY IN MEMBERSHIP-REACHED 200,000 TEENS THROUGH CONSULTATION ON TEEN PRIVACY WITH HEALTHPARTNERS INSTITUTE-REACHED 500,000+ TEENS THROUGH SCHOOL NUTRITION AND BODY IMAGE CONSULTATION WITH RAMSEY COUNTY AND BEREAL-REACHED 500,000+ TEENS THROUGH ACES EDUCATION CONSULTATION WITH MINNESOTA DEPARTMENT OF HEALTH-REACHED 11,400 STUDENTS THROUGH FOOD PRODUCT CONSULTATION WITH EVERY MEAL-PREPARED AND SERVED 400 MEALS FOR UNHOUSED INDIVIDUALS AT THE ST. PAUL OPPORTUNITY CENTER-PACKED 1,417 OPIOID PREVENTION KITS FOR STEVE RUMMLER HOPE NETWORK-COLLECTED 25 GROCERY BAGS OF FOOD THROUGH HIGH SCHOOL FOOD DRIVES-ADVOCATED FOR DIGITAL LITERACY AND FLAVORED TOBACCO PREVENTION AT THE CAPITOL-HOSTED ANNUAL MEETING WITH KEYNOTE BY DR. ANDREA SINGH AND YOUTH PANELISTSNEED: SUBSTANCE USE GOAL: REDUCED OPIOID PRESCRIPTIONS, DOSES, AND PATIENTS MEETING CHRONIC OPIOID USE CRITERIA. STRATEGIES:MEDICATION TAKE-BACK: CONTINUED MEDICATION TAKE-BACK, WHICH HELPS REDUCE ACCIDENTAL POISONING AND DRUG ABUSE BY OFFERING FREE AND ENVIRONMENTALLY FRIENDLY MEDICATION COLLECTION AT OUR HOSPITALS AND CLINICS FOR THE COMMUNITY. OPIOID PRESCRIPTION REDUCTION: SINCE INITIATING TARGETED OPIOID REDUCTION STRATEGIES IN 2018, OUR CARE SYSTEM HAS SEEN A SUSTAINED DECLINE IN OPIOID PRESCRIBING. AS OF 2024, PRESCRIBING RATES REMAIN LOW AND STABLE, REFLECTING THE LONG-TERM IMPACT OF COLLABORATIVE EFFORTS AMONG PHARMACY, PRESCRIBERS AND PAIN CLINICS. WHILE FORMAL TASK FORCES AND TRACKING EFFORTS HAVE SCALED BACK, HEALTHPARTNERS CONTINUES TO SUPPORT CHRONIC PAIN MANAGEMENT THROUGH COLLABORATIVE PRACTICE AGREEMENTS, REFERRALS TO PAIN CLINICS AND PARTNERSHIPS WITH MEDICATION THERAPY MANAGEMENT PHARMACISTS TO HELP PATIENTS SAFELY TAPER OFF ADDICTIVE PAIN MEDICATIONS.SUBSTANCE USE COMMUNITY COLLABORATIONS: IN 2024, HEALTHPARTNERS CONTINUED ACTIVE PARTICIPATION IN COMMUNITY COLLABORATIONS FOCUSED ON EQUITABLE PROGRESS IN THE PREVENTION AND TREATMENT OF SUBSTANCE USE. PART I, LINE 7: HUDSON USES THE COST-TO-CHARGE RATIO METHOD WHEN CALCULATING THE AMOUNTS REPORTED ON PART I. LINE 7. THE COST-TO-CHARGE RATIO WAS DERIVED USING WORKSHEET 2, RATIO OF PATIENT CARE-COST-TO-CHARGE, FROM THE SCHEDULE H INSTRUCTIONS.. PART I, LINE 7G: HUDSON IS COMMITTED TO PROVIDING NEEDED SERVICES EVEN AT A FINANCIAL LOSS. HUDSON EXPERIENCED LOSS ON SERVICES FOR HOSPITAL OUTPATIENT SERVICES INCLUDING LACTATION, CRISIS, PROGRAMS FOR CHANGE, CHEMOTHERAPY, BLOOD SERVICES, NUTRITION CONSULTATIONS, CARDIOPULMONARY REHABILITATION, AND OCCUPATIONAL THERAPY. PART II, COMMUNITY BUILDING ACTIVITIES: HUDSON IS AN ENERGETIC MEMBER OF THE LOCAL, STATE AND REGIONAL COMMUNITIES. AS HUDSON SUPPORTS INDIVIDUALS, ORGANIZATIONS, EVENTS AND PROGRAMS, IT LIVES OUT ITS COMMITMENT TO IMPROVE THE HEALTH OF THE COMMUNITY. KNOWING MUCH MORE CAN BE ACCOMPLISHED TOGETHER, HUDSON CONTINUED ITS LEADERSHIP AND CO-FACILITATION OF HEALTHIER TOGETHER PIERCE & ST. CROIX COUNTY WITH PIERCE AND ST. CROIX COUNTY DEPARTMENTS OF PUBLIC HEALTH, WESTFIELDS HOSPITAL, WESTERN WISCONSIN HEALTH AND ALLINA IN RIVER FALLS. THROUGH THIS TWO-COUNTY-WIDE, COMMUNITY HEALTH IMPROVEMENT INITIATIVE, HUDSON CONTINUED TO ALIGN ITS COMMUNITY BENEFIT PROGRAM WITH COMMUNITY HEALTH IMPROVEMENT EFFORTS AND CONTINUES TO BUILD VALUABLE CONNECTIONS WITH INDIVIDUALS AND ORGANIZATIONS FROM PUBLIC, PRIVATE AND NONPROFIT SECTORS TO SHARE SKILLS AND ASSETS. HUDSON PARTICIPATED IN COMMUNITY-BUILDING ACTIVITIES THAT SUPPORTED ECONOMIC DEVELOPMENT, COALITION ADVOCACY GROUPS TO IMPROVE HEALTH AND WORKFORCE DEVELOPMENT. FOR THESE ACTIVITIES, HUDSON PARTNERED WITH ST. CROIX ECONOMIC DEVELOPMENT, ST. CROIX EMS COMMISSION, WISCONSIN HOSPITAL ASSOCIATION, THE PHIPPS CENTER FOR THE ARTS, CANCER CENTER OF WESTERN WISCONSIN, HUDSON HIGH SCHOOL, WISCONSIN INDIANHEAD TECHNICAL COLLEGE (WITC), HUDSON ROTARY, AND HUDSON CHAMBER OF COMMERCE.HUDSON CONTINUED ON ITS ECO-FRIENDLY JOURNEY "HEALTH CARE WITHOUT HARM" (2008 COMMITMENT) USING SUSTAINABLE BUSINESS PRACTICES AND ESTABLISHING GREEN PURCHASING PROCESSES TO PROVIDE HEALTH CARE. GREEN INITIATIVES INCLUDED THE RECYCLING PROGRAM, REDUCTION OF PAPER COPIES, AND REDUCTION OF ENERGY AND WATER CONSUMPTION. IMPLEMENTING SUSTAINABLE BUSINESS PRACTICES HAS MADE HUDSON A MODEL WITHIN THE HEALTHPARTNERS ORGANIZATION. PART III, LINE 2: "BAD DEBT" REPRESENTS THE UNPAID OBLIGATION FOR CARE PROVIDED TO PATIENTS WHO HAVE BEEN DETERMINED TO BE ABLE TO PAY, BUT HAVE NOT DEMONSTRATED A WILLINGNESS TO DO SO. BAD DEBT INCLUDES ANY UNPAID PATIENT RESPONSIBILITY THAT MAY INCLUDE, BUT IS NOT LIMITED TO, DEDUCTIBLES, CO-INSURANCE, CO-PAYMENTS AND NON-COVERED SERVICES. PART III, LINE 8: HUDSON BASES ITS MEDICARE COSTING METHODOLOGY ON THE CMS MEDICARE COST REPORT METHODOLOGY TO GET THE COST TO CHARGE RATIO. SINCE HUDSON IS A CRITICAL ACCESS HOSPITAL, REIMBURSEMENT FROM MEDICARE IS EQUAL TO THE COST SO THERE IS NO SURPLUS (SHORTFALL). PART III, LINE 9B: HUDSON HOSPITAL DEBT COLLECTION POLICY CONTAINS PROVISIONS ON COLLECTION PRACTICES TO BE FOLLOWED FOR PATIENTS WHO ARE KNOWN TO BE ELIGIBLE FOR FINANCIAL ASSISTANCE. HUDSON BELIEVES THAT DEBT COLLECTION POLICIES, WHETHER IMPLEMENTED BY HUDSON STAFF OR AGENTS, SHOULD REFLECT HUDSON'S MISSION AND VALUES. HUDSON WILL NOT TOLERATE ABUSIVE, HARASSING, OPPRESSIVE, FALSE, DECEPTIVE, OR MISLEADING LANGUAGE OR COLLECTIONS CONDUCT BY ITS DEBT COLLECTION, ATTORNEY AND AGENCY, AND THEIR AGENTS AND EMPLOYEES, AND HUDSON EMPLOYEES RESPONSIBLE FOR COLLECTING MEDICAL DEBT FROM PATIENTS. HUDSON WILL NOT REFER ANY ACCOUNT TO A THIRD PARTY DEBT COLLECTION AGENCY UNLESS IT HAS CONFIRMED THAT:- THERE IS REASONABLE BASIS TO BELIEVE THAT THE PATIENT OWES THE DEBT.- ALL KNOWN THIRD-PARTY PAYERS HAVE BEEN PROPERLY BILLED, AND THE PATIENT IS RESPONSIBLE FOR THE REMAINING DEBT.- IF THE PATIENT HAS INDICATED AN INABILITY TO PAY THE FULL AMOUNT, THE PATIENT HAS BEEN OFFERED A REASONABLE PAYMENT PLAN. HUDSON WILL NOT REFER PATIENTS TO DEBT COLLECTION AGENCIES WHO ARE PERFORMING AS SPECIFIED IN THEIR PAYMENT PLANS.- THE PATIENT HAS BEEN GIVEN AN OPPORTUNITY TO SUBMIT A FINANCIAL ASSISTANCE APPLICATION. IF THE PATIENT HAS SUBMITTED AN APPLICATION FOR FINANCIAL ASSISTANCE, ALL COLLECTION ACTIVITY WILL BE SUSPENDED UNTIL THE APPLICATION HAS BEEN PROCESSED. PART VI, LINE 2: HEALTHPARTNERS HOSPITALS ASSESS THE HEALTH NEEDS OF THEIR COMMUNITIES THROUGH A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) CONDUCTED EVERY THREE YEARS, AS REQUIRED BY THE IRS. EACH CHNA DEFINES THE COMMUNITY SERVED TO INCLUDE ALL RESIDENTS WITHIN THE HOSPITAL'S PRIMARY SERVICE AREA, ENCOMPASSING MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AS WELL AS ALL PATIENTS REGARDLESS OF THEIR ABILITY TO PAY.FOR THE 2024 CHNA CYCLE, HEALTHPARTNERS CONTRACTED WITH THE CENTER FOR EVALUATION AND SURVEY RESEARCH (CESR), PART OF HEALTHPARTNERS INSTITUTE, TO LEAD THE ASSESSMENT PROCESS. THE CHNA DREW UPON MULTIPLE DATA SOURCES, INCLUDING HEALTHPARTNERS ADMINISTRATIVE AND MEMBER-REPORTED DATA, AND PUBLICLY AVAILABLE DEMOGRAPHIC, SOCIAL, AND HEALTH OUTCOME DATA AT THE COUNTY AND STATE LEVELS.A CROSS-HOSPITAL CHNA WORKGROUP REVIEWED AND SYNTHESIZED DATA, FACILITATED STAKEHOLDER CONVERSATIONS, AND ADMINISTERED A PRIORITIZATION SURVEY WITH INTERNAL AND EXTERNAL PARTNERS. USING STRUCTURED CRITERIA THAT CONSIDERED EQUITY, SERIOUSNESS, AND THE IMPACT ON UNDERSERVED POPULATIONS, THE WORKGROUP IDENTIFIED THE MOST SIGNIFICANT COMMUNITY HEALTH NEEDS. QUANTITATIVE FINDINGS WERE PAIRED WITH QUALITATIVE INSIGHTS FROM COMMUNITY CONVERSATIONS TO ENSURE THAT LOCAL PERSPECTIVES INFORMED THE RESULTS.THE PROCESS INFORMED THREE PRIORITY COMMUNITY HEALTH NEEDS THROUGH THE 2024 CHNA, WHICH WILL GUIDE THE 2025 - 2027 IMPLEMENTATION STRATEGY. THESE PRIORITIES ARE DESCRIBED IN PART V, SECTION B, LINE 11.DEFINED COMMUNITY AREAS:AMERY REGIONAL MEDICAL CENTER, INC POLK COUNTY, WISCONSINHUDSON HOSPITAL ST. CROIX COUNTY, WISCONSINWESTFIELDS HOSPITAL & CLINIC ST. CROIX COUNTY, WISCONSINLAKEVIEW MEMORIAL HOSPITAL INC WASHINGTON COUNTY, MINNESOTAREGIONS HOSPITAL RAMSEY COUNTY, MINNESOTAPARK NICOLLET METHODIST HOSPITAL HENNEPIN COUNTY, MINNESOTAHUTCHINSON HEALTH MCLEOD COUNTY, MINNESOTAHEALTHPARTNERS RC RENVILLE COUNTY, MINNESOTA PART VI, LINE 3: HUDSON DEFINES FINANCIAL ASSISTANCE AS THE COST OF CARE DELIVERED TO PATIENTS WHO ARE WILLING, BUT UNABLE, TO PAY FOR THE SERVICES THEY RECEIVE. THIS INCLUDES PATIENTS WHOSE CHARGES ARE FORGIVEN OR REDUCED BECAUSE OF INABILITY TO PAY, PATIENTS WHO ARE UNABLE TO PAY THE BALANCE LEFT BY ANY PAYER, AND PATIENTS FOR WHOM UNUSUAL CIRCUMSTANCES OR SPECIAL FINANCIAL HARDSHIP WARRANT SPECIAL CONSIDERATION. HUDSON IS COMPLIANT WITH THE 501R FEDERAL REGULATIONS, AND PROVIDES EASY ACCESS TO THE FINANCIAL ASSISTANCE PROGRAM INCLUDING THE FINANCIAL ASSISTANCE POLICY (FAP), APPLICATION, AND PLAIN LANGUAGE SUMMARY. THE FINANCIAL ASSISTANCE PROGRAM AND LISTS OF PROVIDERS COVERED BY THE PROGRAM IS ALSO WIDELY PUBLICIZED AND AVAILABLE ON HUDSON'S WEBSITE. TO INFORM AND EDUCATE PATIENTS ABOUT THE FINANCIAL ASSISTANCE PROGRAM, FINANCIAL ASSISTANCE POLICY, AND GOVERNMENT PROGRAMS, EACH PATIENT IS OFFERED AND PROVIDED WITH THE FINANCIAL ASSISTANCE PLAIN LANGUAGE SUMMARY AT INTAKE. THIS INFORMATION IS ALSO IS ALSO PROVIDED IN PUBLIC LOCATIONS SUCH AS ADMITTING AND REGISTRATION AND SENT OUT WITH PATIENT STATEMENTS.IN ADDITION TO FINANCIAL COUNSELING, HUDSON HAS STAFF SOCIAL WORKERS AND CASE MANAGERS TO HANDLE CRISIS INTERVENTIONS, EMERGENCY ROOM NEEDS, AND PATIENT AFTERCARE. PART VI, LINE 4: HUDSON SERVES RESIDENTS FROM ST. CROIX AND PIERCE COUNTIES IN WESTERN WISCONSIN AND AREAS OF NEIGHBORING MINNESOTA. THE PRIMARY SERVICE AREA IS HUDSON, WI 54016 (INCLUDES HUDSON, HUDSON TOWNSHIP, TROY, ST. JOSEPH'S AND NORTH HUDSON). THE SECONDARY SERVICE AREA INCLUDES WISCONSIN (CITIES OF BALDWIN, HAMMOND, HOULTON, NEW RICHMOND, PRESCOTT, RIVER FALLS, ROBERTS AND SOMERSET) AND MINNESOTA (CITIES OF BAYPORT, LAKELAND, AND STILLWATER). 2020 CENSUS LISTS THE POPULATION OF ST. CROIX COUNTY AT 93,536, A 10.9% GROWTH SINCE 2010. RAPID GROWTH CONTINUES WITHIN ST. CROIX COUNTY, MUCH IN PART DUE TO ITS CLOSE PROXIMITY TO THE TWIN CITIES, WHERE MANY RESIDENTS COMMUTE TO WORK. ST. CROIX COUNTY'S POPULATION IS COMPRISED OF: 6% UNDER 5 YEARS OLD, 24% UNDER 18, 15% 65 YEARS AND OVER, AND 50% FEMALE. THE POPULATION IS 93.2% WHITE, 0.8% BLACK, 0.5% AMERICAN INDIAN, 1.2% ASIAN, 2.8% HISPANIC OR LATINO AND 1.6% TWO OR MORE RACES. ST. CROIX COUNTY HAS A HIGH MEDIAN INCOME COMPARATIVELY WITHIN THE STATE - $84,985 - AND A POVERTY RATE APPROXIMATELY HALF THAT OF THE REST OF THE STATE: 4.9%. PART VI, LINE 5: HUDSON IS GOVERNED BY A COMMUNITY-BASED BOARD OF DIRECTORS AND THE MEDICAL STAFF IS ORGANIZED IN THE PUBLIC'S INTEREST. WORKING IN PARTNERSHIP WITH OTHER PROVIDERS IN THE HEALTHPARTNERS ORGANIZATION, PHYSICIANS IN HUDSON, AND THE COMMUNITY, HUDSON ACCOMPLISHED A GREAT DEAL IN 2024. ADVANCEMENTS WERE MADE IN SUPPORT OF THE TRIPLE AIM: TO ENSURE BETTER HEALTH FOR ALL, IMPROVED PATIENT EXPERIENCE AND AFFORDABLE HEALTH CARE. PART VI, LINE 6: AFFILIATED HEALTH CARE SYSTEMPLEASE SEE SCHEDULE O: DISCUSSION OF EXEMPT PURPOSE AND ACHIEVEMENT- "I. CORPORATE STRUCTURE, PURPOSE, GOVERNANCE." PART VI, LINE 7, REPORTS FILED WITH STATES WI X X X 0 1 0 0 0 1 1 0 0 MEGAN M REMARK DIRECTOR & SECRETARY (JAN - MAR) 0 713363 0 291457 0 54154 0 313500 0 55176 0 1427650 0 41922 MARK E HANSBERRY DIRECTOR & SECRETARY (APR - DEC) 0 509312 0 223543 0 53052 0 107955 0 51621 0 945483 0 48036 ALITA RISINGER TREASURER & SVP CFO (JUL - DEC) 0 483006 0 238898 0 3383 0 105485 0 49567 0 880339 0 0 JEROME SIY MD DIRECTOR 0 523423 0 36544 0 3554 0 81766 0 31260 0 676547 0 0 DOUGLAS E JOHNSON TREASURER, VP, & CFO (JAN - JUN) 0 198865 0 136445 0 176344 0 0 0 29214 0 540868 0 121739 BRIAN J PETERSON DO DIRECTOR 0 332549 0 9825 0 135451 0 0 0 40049 0 517874 0 0 KAREN MOELLER MD FORMER VPMA 0 331606 0 10963 0 34012 0 86641 0 44910 0 508132 0 0 LEVON T O'HAODHA MD DIRECTOR 0 352932 0 0 0 75860 0 25875 0 45752 0 500419 0 0 THOMAS J BOROWSKI PRESIDENT 0 315611 0 85787 0 12549 0 27756 0 39904 0 481607 0 0 KRISTY J YAEGER VP, PATIENT CARE SERVICES 208121 0 37428 0 270 0 9618 0 26169 0 281606 0 0 0 DARLA R KLEMENTZ DIRECTOR OF PHARMACY 193585 0 17778 0 414 0 14633 0 25808 0 252218 0 0 0 STEPHANIE J RIPPIE PHARMACY MANAGER 176889 0 12451 0 4013 0 9404 0 33491 0 236248 0 0 0 KRISTEN NOVAK DIRECTOR HUMAN RESOURCES 164190 0 15339 0 1439 0 7257 0 41852 0 230077 0 0 0 JILL L BARTH MANAGER SURGICAL PROCEDURES 157930 0 14498 0 414 0 6624 0 41421 0 220887 0 0 0 PETER J VANDUSARTZ DIRECTOR BEHAVIORAL HEALTH 171098 0 15600 0 3894 0 10743 0 14267 0 215602 0 0 0 PART I, LINE 3 THE HOSPITAL'S PRESIDENT AND ITS OFFICERS ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), LAKEVIEW HOSPITAL OR BY GROUP HEALTH, INC. (GHI), WHICH ARE ALL RELATED ORGANIZATIONS, OR BY HUDSON HOSPITAL (THE HOSPITAL). GHI, REGIONS, LAKEVIEW HOSPITAL AND THE HOSPITAL HAVE AN ANNUAL PROCESS TO REVIEW THE MARKET COMPARABILITY OF THE TOTAL COMPENSATION OF THE HOSPITAL'S CEO PRESIDENT AND OTHER OFFICERS. PART I, LINE 4B DEFERRED COMPENSATION IN COLUMN C OF SCHEDULE J, PART II INCLUDES AMOUNTS FROM A NONQUALIFIED 457(F) PLAN FOR THE FOLLOWING DIRECTORS: MEGAN M. REMARK $ 92,354 MARK E. HANSBERRY $ 52,116 ALITA R. RISINGER $ 50,924 PART I, LINE 6 THE HOSPITAL'S OFFICERS, DIRECTORS AND HIGHEST COMPENSATED EMPLOYEES ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), GROUP HEALTH, INC. (GHI), OR LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION, INC (LAKEVIEW), RELATED ORGANIZATIONS, OR BY THE HOSPITAL. COMPENSATION REPORTED IN FORM 990, PART VIII INCLUDES ANY COMPENSATION DERIVED FROM REGIONS, GHI, LAKEVIEW OR THE HOSPITAL LEADERSHIP INCENTIVE PROGRAMS, WHICH INCENT AND REWARD BUSINESS LEADERS WHO HELP THE ORGANIZATION ACHIEVE STATED BUSINESS AND/OR HEALTH IMPROVEMENT GOALS FOR A SPECIFIC FISCAL YEAR. THE PROGRAMS ARE A KEY ELEMENT OF THE PARTICIPANT'S TOTAL COMPENSATION PACKAGE. THE LEADERSHIP INCENTIVE PROGRAMS' REWARDS ARE BASED ON POSITION IN THE ORGANIZATION (E.G. VICE PRESIDENT, DIRECTOR, MANAGER, OTHER SPECIFICALLY IDENTIFIED LEADERS) AND THE ACHIEVEMENT OF BUSINESS AND HEALTH IMPROVEMENT GOALS ESTABLISHED IN A VARIETY OF AREAS. GOALS WILL BE RELATED TO THE ORGANIZATION'S STRATEGIC PLAN AND WILL BE BALANCED. THESE AREAS MAY INCLUDE, BUT ARE NOT LIMITED TO, PATIENT SATISFACTION, EMPLOYEE SATISFACTION, WORK ENVIRONMENT, HEALTH EQUITY, HEALTHCARE AFFORDABILITY MEASURES, HEALTH PLAN AND CARE DELIVERY MARKET SHARE, STRATEGIC CAPABILITIES, HOSPITAL AND CLINIC QUALITY MEASURES, FINANCIAL PERFORMANCE (OPERATING INCOME), ETC., AND WILL BE DEFINED ANNUALLY FOR EACH YEAR'S PROGRAM. AN OPERATING INCOME THRESHOLD MUST BE MET FOR ANY PAYMENT TO BE MADE FROM THE PROGRAM AND THERE IS A CAP ON THE MAXIMUM INCENTIVE POTENTIALLY AVAILABLE TO EACH PARTICIPANT. 990, SCH. J, PART II - PRIOR REPORTED COMPENSATION COLUMN (F) INCLUDES AMOUNTS PAID TO PARTICIPANTS IN THE CURRENT YEAR, WHICH WERE PREVIOUSLY REPORTED IN COLUMN (C) OF PRIOR YEARS' 990'S, AS RETIREMENT AND DEFERRED COMPENSATION, FOR THE FOLLOWING DIRECTORS AND FORMER DIRECTOR: MEGAN M. REMARK $ 41,922 MARK E. HANSBERRY $ 48,036 DOUGLAS JOHNSON $ 121,739 ANY ANALYSIS OF EARNINGS FOR THE CURRENT YEAR, FOR THESE PARTICIPANTS OF THE PLAN, SHOULD EXCLUDE THE AMOUNT IN COLUMN F AS PART OF THE ANALYSIS SINCE THOSE EARNINGS WERE ALREADY REPORTED IN COLUMN (C) OF PREVIOUS YEARS' 990'S. 990, PART III, LINE 4A: EXEMPT PURPOSE AND ACHIEVEMENTS CORPORATE STRUCTURE, PURPOSE, GOVERNANCE: HUDSON HOSPITAL, INC. (HOSPITAL), A STATE LICENSED 25-BED, LEVEL IV CRITICAL ACCESS HOSPITAL, IS A WISCONSIN NON-STOCK CORPORATION RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE ("IRC") SECTION 501(C)(3) AND IS PART OF THE FAMILY OF HEALTHPARTNERS ORGANIZATIONS (HEALTHPARTNERS). FOUNDED IN 1957, HEALTHPARTNERS IS AN INTEGRATED HEALTH CARE ORGANIZATION, PROVIDING HEALTH CARE SERVICES AND HEALTH PLAN FINANCING AND ADMINISTRATION. HEALTHPARTNERS' MISSION IS TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS, AND COMMUNITY. HEALTHPARTNERS SEEKS TO TRANSFORM HEALTH CARE THROUGH A RELENTLESS FOCUS ON THE TRIPLE AIM - PROVIDING EXCEPTIONAL EXPERIENCE FOR THE INDIVIDUAL, IMPROVING THE HEALTH OF THE POPULATION, AND MAINTAINING AFFORDABILITY. HEALTHPARTNERS, INC. (HPI) IS A MINNESOTA NONPROFIT CORPORATION AND LICENSED HEALTH MAINTENANCE ORGANIZATION (HMO) RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER INTERNAL REVENUE CODE (IRC) SECTION 501(C)(4) AND IS THE PARENT ENTITY OF HEALTHPARTNERS. HEALTHPARTNERS INCLUDES AN ARRAY OF TAX-EXEMPT AND TAXABLE ORGANIZATIONS. A COMPLETE LISTING OF ALL ORGANIZATIONS WITHIN HEALTHPARTNERS, AND THE RELATIONSHIP BETWEEN THEM, CAN BE FOUND ON SCHEDULE R WITHIN THIS 990 RETURN. DETAILED INFORMATION ABOUT THE COMMUNITY BENEFIT ACTIVITIES AND ACCOMPLISHMENTS OF EACH TAX-EXEMPT ORGANIZATION CAN BE FOUND IN THE INDIVIDUAL FORM 990 RETURN FOR THAT ORGANIZATION. HPI IS THE PARENT ENTITY OF GROUP HEALTH, INC. (GHI), WHICH IS A MINNESOTA NONPROFIT CORPORATION RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER IRC SECTION 501(C)(3) AND THE SOLE CORPORATE MEMBER OF THE HOSPITAL. CHARITY CARE: CHARITY CARE IS DEFINED AS THE COST OF CARE DELIVERED TO PATIENTS WHO ARE WILLING, BUT UNABLE TO PAY FOR THE SERVICES THEY RECEIVE. THIS INCLUDES PATIENTS WHOSE CHARGES ARE FORGIVEN OR REDUCED BECAUSE OF INABILITY TO PAY; PATIENTS WHO ARE UNABLE TO PAY THE BALANCE LEFT BY ANY PAYER; AND PATIENTS FOR WHOM UNUSUAL CIRCUMSTANCES, OR SPECIAL FINANCIAL HARDSHIP, WARRANT SPECIAL CONSIDERATION. THE HOSPITAL PROVIDED $2,043,523 IN FREE OR DISCOUNTED CARE TO LOW INCOME AND UNINSURED PATIENTS IN 2024. GOVERNMENT-SPONSORED MEANS-TESTED HEALTH CARE: THE HOSPITAL PROVIDED INPATIENT AND OUTPATIENT CARE, INCLUDING EMERGENCY DEPARTMENT SERVICES TO MEDICAID PATIENTS. PAYMENTS RECEIVED FOR THESE SERVICES WERE BELOW THE COST OF CARE PROVIDED. THE EXPENSE TO COVER UNREIMBURSED MEDICAID COSTS FOR PATIENTS TOTALED $60,431. COMMUNITY BENEFIT SERVICES: 1. COMMUNITY HEALTH IMPROVEMENT SERVICES: $229,859 THE HOSPITAL IS COMMITTED TO COMMUNITY HEALTH IMPROVEMENT SERVICES, WHICH INCLUDE A RANGE OF ACTIVITIES CARRIED OUT TO IMPROVE COMMUNITY HEALTH BEYOND PATIENT CARE. BELOW ARE HIGHLIGHTS OF SUCH ACTIVITIES THAT FALL WITHIN THE CATEGORIES OF COMMUNITY HEALTH EDUCATION, COMMUNITY-BASED CLINICAL SERVICES, HEALTH CARE SUPPORT SERVICES AND SOCIAL AND ENVIRONMENTAL IMPROVEMENT. IN 2024, THE MAKE IT OK COMMUNITY INITIATIVE CONTINUED TO RAISE AWARENESS, CHALLENGE STIGMA, CONNECT PEOPLE TO RESOURCES, AND ENCOURAGE OPEN CONVERSATIONS ABOUT MENTAL HEALTH, INCLUDING SUBSTANCE USE DISORDER. IN MARCH, THE HOSPITAL CELEBRATED THE LAUNCH OF A REDESIGNED WEBSITE FEATURING A NEW LOOK, NEW EXPERIENCE, UPDATED CONTENT, AND TAILORED RESOURCES DESIGNED TO HELP EVERYONE FEEL WELCOMED, SEEN, HEARD, AND INCLUDED. EXPLORE AT MAKEITOK.ORG. THE HOSPITAL OUTREACH REMAINED STRONG, WITH IN-PERSON AND VIRTUAL COMMUNITY CONNECTIONS THROUGH EVENTS, ACTIVITIES, PARTNERSHIPS, AND TRAINING NEW AMBASSADORS, LOCALLY AND NATIONALLY. IN MAY, DURING MENTAL HEALTH MONTH, THOUSANDS OF LISTENERS WERE REACHED THROUGH INTERVIEWS WITH THE RADIO STATION KS95 AND THE WELL WISCONSIN RADIO PODCAST. THE HOSPITAL ALSO DEBUTED OUR COMMUNITY E-NEWSLETTER, WHICH GOES OUT BI-MONTHLY. HIGHLIGHTS OF MAKE IT OK IN 2024: 73,000+ WEBSITE VISITORS 18,000+ REACHED THROUGH RADIO AND PODCAST INTERVIEWS 6,000+ ENGAGED AT 30 IN-PERSON COMMUNITY EVENTS 995 AMBASSADOR E-NEWS LISTSERV SUBSCRIBERS (140 NEW IN 2024) 632 ATTENDEES THROUGH 15 MAKE IT OK PRESENTATIONS (497 ATTENDED THE SUBSTANCE USE DISORDER PRESENTATION) 495 NEW COMMUNITY E-NEWS LISTSERV SUBSCRIBERS (SINCE MAY 2024) 162 NEW AMBASSADORS TRAINED THROUGH SEVEN VIRTUAL SESSIONS IN 2024, THE POWERUP COMMUNITY HEALTH INITIATIVE CONTINUED TO INSPIRE AND SUPPORT KIDS AND FAMILIES TO EAT BETTER, MOVE MORE, AND FEEL GOOD. THIS YEAR, THE HOSPITAL DEEPENED IT'S FOCUS ON "FEEL GOOD" RESOURCES, OFFERING SIMPLE AND APPROACHABLE WAYS FOR KIDS TO BUILD HEALTHY COPING SKILLS, CONFIDENCE, AND EMOTIONAL WELL-BEING. WHETHER IT WAS THROUGH PRACTICING MINDFULNESS, FINDING MOMENTS TO UNPLUG, OR SPREADING KINDNESS, POWERUP PROVIDED FUN AND PRACTICAL IDEAS TO SUPPORT KIDS IN FEELING THEIR BEST. IN-PERSON OUTREACH REMAINED STRONG, CONNECTING WITH FAMILIES IN MEANINGFUL WAYS THROUGH EVENTS, ACTIVITIES, AND COMMUNITY PARTNERSHIPS. AS MENTAL WELL-BEING CONTINUES TO BE A TOP PRIORITY IN OUR COMMUNITIES, POWERUP IS PROUD TO BE A TRUSTED SOURCE OF SUPPORTHELPING KIDS AND FAMILIES BUILD SELF-CARE HABITS, STRENGTHEN EMOTIONAL RESILIENCE, AND FIND EVERYDAY MOMENTS OF JOY AND CONNECTION. LEARN MORE AT POWERUP4KIDS.ORG. HIGHLIGHTS OF POWERUP IN 2024: 13,000+ REACHED WITH THE POWERUP PRESS FAMILY NEWSLETTERS, THROUGH SCHOOLS AND COMMUNITIES 2,189: POWERUP LISTSERV SUBSCRIBERS (108 NEW IN 2024) ENGAGED THROUGH MONTHLY E-NEWSLETTERS ENGAGED 23,094 KIDS AND FAMILIES THROUGH 131 EVENTS THAT POWERUP ATTENDED THE ST. CROIX VALLEY FAITH COMMUNITY NURSING PROGRAM IS A HEALTH CARE MINISTRY PROVIDING PHYSICAL, EMOTIONAL, AND SPIRITUAL CARE FOR INDIVIDUALS, FAMILIES AND COMMUNITIES THROUGH PARTNERSHIPS WITH LOCAL CONGREGATIONS AND COMMUNITIES. IN 2024, THE PROGRAM CONTINUED TO GROW ITS PRESENCE IN WESTERN WISCONSIN, INCLUDING HUDSON, NEW RICHMOND AND AMERY. THIS INCLUDED ACTIVE PARTICIPATION IN LOCAL MINISTERIUM GROUPS, COMMUNITY COLLABORATIONS, FOOT CARE CLINICS AND GRIEF SUPPORT EFFORTS THROUGH THE ST. CROIX VALLEY GRIEF COALITION. HIGHLIGHTS OF FAITH COMMUNITY NURSING IN 2024: HELD COMMUNITY FOOT CARE CLINICS AND A WELLNESS DAY SERVING 218 INDIVIDUALS, WITH 190 RECEIVING SCREENINGS; FREE FOOT CARE CLINICS AT GRACE PLACE SHELTER SERVED 34 CLIENTS; LAUNCHED TWO GROWING THROUGH LOSS GRIEF SUPPORT SERIES THROUGH THE ST. CROIX VALLEY GRIEF COALITION, REACHING 334 INDIVIDUALS AND LOGGING OVER 1,500 VOLUNTEER HOURS; CONTINUED PARTNERSHIP BUILDING AND OUTREACH IN HUDSON, NEW RICHMOND AND AMERY THROUGH PRESENTATIONS, MINISTERIUM MEETINGS, AND LOCAL COLLABORATIONS. IN 2024, LITTLE MOMENTS COUNT (LMC) OFFICIALLY EXPANDED INTO THE ST. CROIX VALLEY, LAUNCHING A NEW REGIONAL COUNCIL AND DEEPENING OUR COMMITMENT TO EARLY CHILDHOOD BRAIN DEVELOPMENT IN RURAL COMMUNITIES. WITH SUPPORT FROM THE ST. CROIX VALLEY FOUNDATION, THIS LOCAL EFFORT BEGAN IN MAY WITH A REGIONAL LAUNCH EVENT ATTENDED BY OVER 125 PEOPLE, FEATURING EXPERT SPEAKERS AND RICH COMMUNITY DIALOGUE. IN THIS FIRST YEAR, THE FOCUS HAS BEEN ON LAYING THE GROUNDWORK BRINGING PARTNERS TOGETHER, LISTENING TO COMMUNITY PRIORITIES, AND BETTER UNDERSTANDING THE UNIQUE STRENGTHS AND NEEDS OF RURAL FAMILIES. THIS FOUNDATION HAS HELPED SPREAD AWARENESS ABOUT WHAT LITTLE MOMENTS COUNT IS AND SPARKED EXCITEMENT ABOUT THE OPPORTUNITY TO WORK TOGETHER FOR COLLECTIVE IMPACT. IN 2024, LMC ATTENDED 16 OUTREACH EVENTS ACROSS THE ST. CROIX VALLEY, CONNECTING WITH OVER 1,500 PEOPLE AND INSPIRING EVERYDAY MOMENTS OF CONNECTION BETWEEN ADULTS AND CHILDREN THROUGH TALKING, READING, SINGING, PLAYING, AND STORYTELLING. THESE EVENTS AND PARTNERSHIPS HELPED SPREAD AWARENESS ABOUT EARLY BRAIN DEVELOPMENT AND THE SIMPLE BUT POWERFUL WAYS CAREGIVERS AND COMMUNITIES CAN SUPPORT YOUNG CHILDREN. THE MOMENTUM BUILT THIS YEAR IS CREATING NEW OPPORTUNITIES TO GROW LOCAL ENGAGEMENT, STRENGTHEN PARTNERSHIPS, AND WORK TOGETHER IN SUPPORT OF CHILDREN AND FAMILIES ACROSS THE ST. CROIX VALLEY. HIGHLIGHTS OF LITTLE MOMENTS COUNT IN 2024: 125+ ATTENDEES AT MAY'S LAUNCH EVENT; 16 OUTREACH EVENTS ATTENDED ACROSS THE ST. CROIX VALLEY; 1,500+ CAREGIVERS, FAMILIES, AND COMMUNITY MEMBERS REACHED; ONE REGIONAL COUNCIL FORMED, REPRESENTING FIVE COUNTIES AND GROWING PARTNERSHIPS IN RURAL EARLY CHILDHOOD SPACES. THE HOSPITAL IS COMMITTED TO PROVIDING SEVERAL HEALTH CARE SUPPORT SERVICES INTENDED TO INCREASE ACCESS AND QUALITY OF CARE IN HEALTH SERVICES TO INDIVIDUALS, ESPECIALLY PERSONS LIVING IN POVERTY AND THOSE IN OTHER VULNERABLE POPULATIONS. THESE SUPPORT SERVICES INCLUDE: PRESCRIPTION ASSISTANCE/PATIENT EMERGENCY FUND, SOCIAL WORKERS PROVIDING SUPPORT ABOVE AND BEYOND STANDARD OF PRACTICE, ADVANCE CARE DIRECTIVES ASSISTANCE, AND TRANSPORTATION ASSISTANCE. THE HOSPITAL CONTINUES TO HOST, MAINTAIN AND SUPPORT THE COMMUNITY GARDEN ALONGSIDE LOCAL COMMUNITY PARTNERS. FORM 990, PART III, LINE 4A 2. HEALTH PROFESSIONS EDUCATION: $181,423 IN 2024, THE HOSPITAL CONTINUED ITS COMMITMENT TO TRAINING THE NEXT GENERATION OF HEALTH PROFESSIONALS BY SERVING AS A CLINICAL TRAINING SITE FOR STUDENTS ACROSS A VARIETY OF DISCIPLINES. STUDENTS GAINED HANDS-ON EXPERIENCE IN REAL-WORLD CARE SETTINGS UNDER THE SUPERVISION OF EXPERIENCED CLINICIANS. CLINICAL TRAINING WAS PROVIDED IN THE FIELDS OF NURSING, RADIOLOGY, PHLEBOTOMY, PHYSICAL THERAPY, MUSIC THERAPY, CARDIAC REHAB, SURGERY TECHNICIAN, OCCUPATIONAL THERAPY, BIRTH CENTER, RESIDENT PHYSICIANS, MEDICAL STUDENTS, PHYSICIAN ASSISTANTS. 3. SUBSIDIZED HEALTH SERVICES: $1,010,540 THE HOSPITAL IS COMMITTED TO PROVIDING NEEDED SERVICES, EVEN AT A FINANCIAL LOSS, BECAUSE THEY ARE NEEDED IN THE COMMUNITY AND WOULD OTHERWISE NOT BE AVAILABLE IN SUFFICIENT AMOUNTS. IN 2024 SUBSIDIZED HEALTH SERVICES INCLUDED: DELIVERY & LABOR ROOM, RESPIRATORY THERAPY, PHYSICAL THERAPY, OCCUPATIONAL THERAPY, LACTATION, PROGRAMS FOR CHANGE (SUBSTANCE USE DISORDER TREATMENT), BLOOD BANK, AND ONCOLOGY. 4. CASH AND IN-KIND CONTRIBUTIONS: $39,504 THE HOSPITAL SUPPORTED LOCAL NONPROFIT ORGANIZATIONS AND COMMUNITY GROUPS THROUGH CHARITABLE DONATIONS AND SPONSORSHIPS IN 2024. BENEFICIARIES INCLUDED FAMILY RESOURCE CENTER ST. CROIX VALLEY, OPERATION HELP, RIVER VALLEY CHARITIES, ST. CROIX VALLEY FOOD BANK, THE FREE CLINIC OF PIERCE AND ST. CROIX COUNTIES, AND COURT APPOINTED SPECIAL ADVOCATES (CASA). THESE CONTRIBUTIONS STRENGTHEN LOCAL RESOURCES AND PROMOTE HEALTH AND WELL-BEING IN THE HUDSON AREA. IN-KIND DONATIONS INCLUDE STAFF HOURS SPENT IN SUPPORT OF LOCAL COMMUNITY BOARDS OR COMMITTEE WORK SUCH AS: COURT APPOINTED SPECIAL ADVOCATES FOR CHILDREN, YMCA HUDSON COMMUNITY BOARD, REGIONAL TRAUMA ADVISORY COUNCIL, AND WISCONSIN HOSPITAL & NURSING ASSOCIATION. 5. COMMUNITY BUILDING ACTIVITIES: $18,812 THE HOSPITAL PROVIDES LEADERSHIP AND PARTICIPATES IN SEVERAL STRATEGIC COMMUNITY COLLABORATIONS AND INITIATIVES, INCLUDING: BEHAVIORAL HEALTH COOP TASK FORCE, HEALTHIER TOGETHER, REGIONAL SUBSTANCE USE DISORDER SERVICES COALITION, AND NORTHWEST WISCONSIN HEALTHCARE EMERGENCY READINESS. THE HOSPITAL ALSO CONTINUES TO PRIORITIZE SUSTAINABILITY AND ENVIRONMENTAL STEWARDSHIP THROUGH A VARIETY OF INITIATIVES: 80 TONS OF MATERIALS WERE REUSED OR RECYCLED, KEEPING THEM OUT OF THE LANDFILL; MORE THAN $124,000 WAS SAVED THROUGH THE GREENING THE OR PROGRAM; 1.65 TONS OF EQUIPMENT WERE DONATED FOR REUSE; 78 TONS OF RECYCLABLE MATERIALS WERE PROCESSED, RESULTING IN MORE THAN $10,000 IN COST SAVINGS. THE MEDICATION TAKE BACK PROGRAM COLLECTED 677 POUNDS OF UNUSED MEDICATIONS, HELPING PREVENT ACCIDENTAL POISONING OR MISUSE AND PROTECTING LOCAL WATER SUPPLIES. 6. COMMUNITY BENEFIT OPERATIONS: $15,549 STAFF TIME IS ALLOCATED TO THE TRAINING, MANAGEMENT AND REPORTING OF COMMUNITY BENEFITS TO BEST CAPTURE THE HOSPITAL'S COMMITMENT TO COMMUNITY HEALTH IMPROVEMENT. IN 2024, THE HOSPITAL ALSO ALLOCATED FUNDING TO SUPPORT PLANNING EFFORTS FOR THE NEXT COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA). THIS INCLUDED FEES PAID TO HEALTHPARTNERS CENTER FOR EVALUATION AND SURVEY RESEARCH (CESR), WHO PROVIDES TECHNICAL SUPPORT, DATA COLLECTION AND FACILITATION FOR CHNA-RELATED ACTIVITIES. 7. ORGANIZATION AWARDS AND ACHIEVEMENTS THE HOSPITAL IS PROUD OF ITS CONTINUED STATE AND NATIONAL AWARD-WINNING TRADITIONS OF EXCEPTIONAL CARE AND PERFORMANCE. HERE ARE HIGHLIGHTS FROM 2024: TOP 25 ENVIRONMENTAL EXCELLENCE AWARD AND GREENING THE OPERATING ROOM RECOGNITION AWARD FROM PRACTICE GREENHEALTH; PRACTICE GREENHEALTH - TOP 25, GREENING THE OR; NAMED A PERFORMER BY THE WISCONSIN HOSPITAL ASSOCIATION IN THE FOLLOWING CATEGORIES: MORTALITY CONDITIONS, PATIENT SAFETY ALL PATIENTS & PATIENTS WITH SURGERY, AND READMISSIONS; THE HOSPITAL'S CEO WAS NAMED ONE OF 90 CRITICAL ACCESS HOSPITAL CEOS TO KNOW BY BECKER'S HOSPITAL REVIEW. FORM 990, PART VI, SECTION A, LINE 4 THE CORPORATIONS ARTICLES OF INCORPORATION AND BYLAWS WERE AMENDED TO REMOVE REFERENCES TO RH-WISCONSIN, INC. AS A CORPORATE MEMBER AND MAKE OTHER CHANGES TO IDENTIFY GROUP HEALTH, INC. AS THE SOLE CORPORATE MEMBER. FORM 990, PART VI, SECTION A, LINE 6 THE CORPORATE MEMBER OF THE HOSPITAL IS GROUP HEALTH, INC. FORM 990, PART VI, SECTION A, LINE 7A THE HOSPITAL'S BOARD OF DIRECTORS IS COMPRISED OF NOT MORE THAN THIRTEEN (13) PERSONS APPOINTED AS FOLLOWS (AMENDED BYLAWS, ART. II, SECT. 2): - SEVEN (7) COMMUNITY DIRECTORS NOMINATED BY THE BOARD'S NOMINATING COMMITTEE AND APPOINTED BY GROUP HEALTH, INC. - THREE (3) DIRECTORS APPOINTED BY GROUP HEALTH, INC., ONE OF WHOM MAY BE A PHYSICIAN AND ONE OF WHOM MAY BE THE CHIEF EXECUTIVE OFFICER OF REGIONS HOSPITAL - ONE (1) DIRECTOR SHALL BE THE HOSPITAL'S CHIEF OF STAFF - ONE (1) DIRECTOR SHALL BE A PHYSICIAN NOMINATED BY THE BOARD'S NOMINATING COMMITTEE AND APPOINTED BY GROUP HEALTH, INC. FORM 990, PART VI, SECTION A, LINE 7B THE HOSPITAL'S CORPORATE MEMBER - GROUP HEALTH, INC. - APPROVE THE FOLLOWING ACTIONS OF THE BOARD OF DIRECTORS OR INITIATE THESE ACTIONS DIRECTLY (AMENDED BYLAWS, ART. III, SECT. 1): - AMENDMENT OF THE ARTICLES, BYLAWS OR OTHER GOVERNING DOCUMENTS - APPROVAL OF THE ADDITION OR DELETION OF MAJOR SERVICE LINES - SALE, LEASE, MORTGAGE OR PLEDGE OF ANY REAL ESTATE OR INTEREST THEREIN, OR OF ALL OR SUBSTANTIALLY ALL OF THE ASSETS - ADOPTION OF AMENDMENT OF A STRATEGIC PLAN, AND CAPITAL AND OPERATING BUDGETS - APPROVAL OF UNBUDGETED CAPITAL EXPENDITURES - APPROVAL OF BORROWING OR LENDING OF FUNDS IN EXCESS OF ONE MILLION DOLLARS - MERGER, CONSOLIDATION, AFFILIATION OR JOINT VENTURE WITH ANY OTHER ENTITY AND TRANSFER OR CONTRIBUTION OF ASSETS AND FUNDS TO SEPARATE ENTITIES - ESTABLISHMENT OR DIVESTITURE OF ENTITIES OF WHICH THE HOSPITAL HAS AN EQUITY OR MANAGEMENT INTEREST, OR ESTABLISHMENT OF ANY SIGNIFICANT AND CONTINUING RELATIONSHIP WITH ANY ENTITY - APPOINTMENT AND REMOVAL OF THE HOSPITAL'S PRESIDENT AND CHAIR OF THE BOARD OF DIRECTORS - DISSOLUTION AND DISTRIBUTION OF ASSETS FORM 990, PART VI, SECTION B, LINE 11B THE HOSPITAL'S 990 RETURN HAS A COMPREHENSIVE REVIEW PROCESS THAT IS FOLLOWED BEFORE IT IS PRESENTED TO THE GOVERNING BODY OF HUDSON HOSPITAL. THE REVIEW PROCESS INCLUDES A LAYERED REVIEW BY THE TAX DEPARTMENT OF GROUP HEALTH, INC. (GHI), THE MANAGEMENT TEAM OF THE HOSPITAL, GHI'S INTERNAL LEGAL DEPARTMENT AND HEALTHPARTNERS, INC.'S OUTSIDE INDEPENDENT ACCOUNTANTS. EACH ONE OF THOSE AREAS HAS AN OPPORTUNITY TO REVIEW, ASK QUESTIONS AND MAKE COMMENTS BACK TO THE TAX DEPARTMENT OF GHI BEFORE THE FORM 990 IS COMPLETED AND PRESENTED TO THE GOVERNING BODY OF THE HOSPITAL. ONCE THAT REVIEW PROCESS HAS BEEN COMPLETED, IT IS THE POLICY OF THE HOSPITAL TO MAKE AVAILABLE TO THE FINANCE AND AUDIT COMMITTEE OF ITS BOARD OF DIRECTORS, AND TO ITS BOARD OF DIRECTORS, A COPY OF THE 990 PRIOR TO THE FILING OF THE 990 RETURN. FORM 990, PART VI, SECTION B, LINE 12C THE HOSPITAL BOARD MONITORS POTENTIAL CONFLICTS OF INTEREST ON THE PART OF ITS BOARD MEMBERS, PRINCIPAL OFFICERS, MEMBERS OF COMMITTEES WITH BOARD DELEGATED POWERS, AND KEY EMPLOYEES ("COVERED PERSONS") BY MAINTAINING A CONFLICT OF INTEREST POLICY. UNDER THE POLICY, COVERED PERSONS ANNUALLY ARE PROVIDED WITH A COPY OF THE POLICY AND ASKED TO COMPLETE A QUESTIONNAIRE IDENTIFYING ANY POTENTIAL CONFLICTS OF INTERESTS. THE GENERAL COUNSEL OF HEALTHPARTNERS REVIEWS THE QUESTIONNAIRE RESPONSES AND DEVELOPS A REPORT DETAILING ANY POTENTIALLY MATERIAL CONFLICTS FOR THE PRESIDENT AND CHAIR OF THE BOARD. A VERBAL SUMMARY IS ALSO GIVEN TO THE FULL BOARD OR APPROPRIATE COMMITTEE ENDING WITH A REMINDER TO COVERED PERSONS OF THE POLICY'S MANDATE THAT EACH PERSON IS OBLIGATED TO DISCLOSE ANY NEW POTENTIAL CONFLICTS AS THEY MAY ARISE THROUGHOUT THE YEAR. BOARD AGENDAS AND EXECUTIVE DECISIONS ARE MONITORED IN RELATION TO THIS POLICY. IF A DISCLOSED CONFLICT OF INTEREST IMPACTS AN AGENDA ITEM OR DECISION, THE COVERED PERSON WOULD BE EXCLUDED FROM VOTING AND MAY BE EXCLUDED FROM RECEIVING INFORMATION AND/OR PARTICIPATING IN DELIBERATIONS, DEPENDING ON THE CIRCUMSTANCES. FORM 990, PART VI, SECTION B, LINE 15 THE HOSPITAL'S PRESIDENT AND ITS OFFICERS ARE EMPLOYED BY REGIONS HOSPITAL (REGIONS), LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION (LAKEVIEW) OR BY GROUP HEALTH, INC. (GHI), WHICH ARE ALL RELATED ORGANIZATIONS, OR BY THE HOSPITAL. GHI, REGIONS, LAKEVIEW HOSPITAL AND HUDSON HOSPITAL HAVE AN ANNUAL PROCESS TO REVIEW THE MARKET COMPARABILITY OF THE TOTAL COMPENSATION OF THE HOSPITAL'S PRESIDENT AND OTHER OFFICERS. EVERY THREE YEARS, THE INDEPENDENT COMPENSATION COMMITTEE OF THE GHI BOARD OF DIRECTORS (THE "COMMITTEE"), RETAINS AN EXTERNAL COMPENSATION EXPERT TO CONDUCT AN EXTENSIVE MARKET COMPARABILITY REVIEW FOR ALL OFFICERS OF THE ORGANIZATION. THE REVIEW INCLUDES ALL COMPONENTS OF TOTAL COMPENSATION: BASE SALARY, ANNUAL INCENTIVES, BENEFITS AND PERQUISITES. THE MARKET SURVEY RESULTS ARE PRESENTED TO, REVIEWED BY AND APPROVED BY THE APPROPRIATE COMMITTEE. BASED ON THIS DATA, EITHER THE EXECUTIVE COMMITTEE OF LAKEVIEW HEALTH, THE EXECUTIVE COMMITTEE OF REGIONS, THE COMPENSATION COMMITTEE OF GHI OR THE HOSPITAL EXECUTIVE COMMITTEE (THE "COMMITTEES") DETERMINE MINIMUM AND MAXIMUM TOTAL COMPENSATION RANGES FOR EACH EMPLOYED OFFICER. IN INTERIM YEARS, GHI'S HUMAN RESOURCES STAFF, UNDER THE COMMITTEES' DIRECTION, UPDATES CHANGES IN THE SALARY STRUCTURE BASED ON THE SAME INDEPENDENT STUDIES PERFORMED BY THE COMPENSATION CONSULTANT FOR THE COMMITTEE. FOR CERTAIN POSITIONS FULL INDEPENDENT REVIEWS ARE PERFORMED TO SET SALARY RANGES BASED ON THE COMPETITIVE MARKET DATA SPECIFIC TO THOSE POSITIONS. THE COMMITTEES REVIEW AND APPROVE EACH YEAR'S COMPENSATION RESULTS. IN ALL CASES, THE COMMITTEES' MEMBERS COMPLETE AN ANNUAL CONFLICT OF INTEREST SURVEY TO ASSURE THE COMMITTEE MEMBERS' INDEPENDENCE AND THIS IS UPDATED AT ANY MEETING AT WHICH DECISIONS ARE BEING MADE. STAFF (OTHER THAN THE SECRETARY TO THE BOARD) IS NOT IN THE ROOM DURING DELIBERATIONS OR VOTE INCLUDING EXECUTIVE SESSIONS, AND CONTEMPORANEOUS MINUTES ARE KEPT. WITH THE HOSPITAL'S BOARD OF DIRECTORS INPUT, THE ST CROIX VALLEY EXECUTIVE LEADER CONDUCTS THE ANNUAL PERFORMANCE REVIEW AND, WITH THE HOSPITAL'S BOARD APPROVAL, DETERMINES THE COMPENSATION OF THE HOSPITAL PRESIDENT. THE HOSPITAL BOARD HAS DELEGATED TO THE PRESIDENT THE ACCOUNTABILITY TO CONDUCT ANNUAL PERFORMANCE REVIEWS AND DETERMINE THE COMPENSATION OF ALL THE HOSPITAL-EMPLOYED OFFICERS WITHIN THE COMPENSATION RANGES DETERMINED BY THE COMMITTEE. ANY EXCEPTIONS TO COMPENSATION IN EXCESS OF THE APPROVED RANGES ARE APPROVED BY THE HOSPITAL EXECUTIVE COMMITTEE. TOTAL COMPENSATION IS APPROPRIATELY DOCUMENTED ON THE FORM 990 AND ON THE EMPLOYEE'S W-2. FORM 990, PART VI, SECTION C, LINE 19 THE HOSPITAL FINANCIAL STATEMENTS AND 990 RETURNS ARE MADE AVAILABLE TO ANY PERSON WHO REQUESTS THE INFORMATION FROM THE HOSPITAL. THE HOSPITAL'S ARTICLES OF INCORPORATION ARE AVAILABLE TO ANY PERSON WHO REQUESTS THE INFORMATION THROUGH THE WISCONSIN SECRETARY OF STATE'S OFFICE. 990, PART VII, SEC. A, LINE 1A, COL. B: AVERAGE HOURS-RELATED ORGANIZATIONS DIRECTORS AND OFFICERS OF THE HOSPITAL ARE EMPLOYED AND COMPENSATED BY GROUP HEALTH, INC., REGIONS HOSPITAL, LAKEVIEW OR THE HOSPITAL. REPORTED AVERAGE HOURS WORKED ARE BASED ON THEIR TOTAL COMPENSATION FROM ALL RELATED ORGANIZATIONS. FORM 990, PART XI, LINE 9: BENEFICAL INTEREST IN THE NET ASSETS OF HUDSON HOSPITAL FOUNDATION 553,270. NET ASSET TRANSFER TO HUDSON HOSPITAL FOUNDATION -333,734. CONTRIBUTED CAPITAL FROM HUDSON HOSPITAL FOUNDATION 196,593. HEALTHPARTNERS INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411693838 HYBRID STAFF MODEL/NETWORK MODEL HEALTH MAINTENANCE ORGANIZATION MN 501(C)(4) N/A 0 GROUP HEALTH INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 410797853 CLINIC SERVICES MN 501(C)(3) 170(B)(1) (A)(III) HEALTHPARTNERS INC 0 HEALTHPARTNERS INSTITUTE 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411670163 HEALTHCARE EDUCATION AND RESEARCH MN 501(C)(3) 509(A)(3) TYPE I HEALTHPARTNERS INC 0 CAPITOL VIEW TRANSITIONAL CARE CENTER 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 412011453 TRANSITIONAL CARE SERVICES, STEP DOWN FROM INPATIENT HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 REGIONS HOSPITAL 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 410956618 HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 REGIONS HOSPITAL FOUNDATION 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411888902 PROVIDE SUPPORT TO HOSPITAL AND COMMUNITY HEALTH MN 501(C)(3) 170(B)(1) (A)(VI) GROUP HEALTH INC 0 RHSC INC 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WESTFIELDS HOSPITAL INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 390808442 HOSPITAL WI 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 WESTFIELDS HOSPITAL FOUNDATION INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 391770913 PROVIDE SUPPORT TO HOSPITAL AND COMMUNITY HEALTH WI 501(C)(3) 170(B)(1) (A)(VI) WESTFIELDS HOSPITAL INC 0 PARK NICOLLET HEALTH SERVICES 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 363465840 CORPORATE PLANNING AND OVERSIGHT MN 501(C)(3) 509(A)(2) HEALTHPARTNERS INC 0 PARK NICOLLET FOUNDATION 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 237346465 SUPPORT TO RELATED ENTITIES AND COMMUNITY HEALTH MN 501(C)(3) 170(B)(1) (A)(VI) PARK NICOLLET HEALTH SERVICES 0 PARK NICOLLET METHODIST HOSPITAL 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 410132080 HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) PARK NICOLLET HEALTH SERVICES 0 PARK NICOLLET HEALTH CARE PRODUCTS 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 010638901 DURABLE MEDICAL EQUIPMENT, AND OTHER HEALTH CARE RETAIL SALES MN 501(C)(3) 509(A)(3) TYPE I PARK NICOLLET HEALTH SERVICES 0 PARK NICOLLET CLINIC 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 410834920 CLINIC SERVICES MN 501(C)(3) 170(B)(1) (A)(III) PARK NICOLLET HEALTH SERVICES 0 PNMC HOLDINGS 6500 EXCELSIOR BLVD ST LOUIS PARK MN 55426 411741792 HEALTHCARE REAL ESTATE MN 501(C)(3) 509(A)(3) TYPE I PARK NICOLLET HEALTH SERVICES 0 AMERY REGIONAL MEDICAL CENTER INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 390908320 HOSPITAL WI 501(C)(3) 170(B)(1) (A)(III) GROUP HEALTH INC 0 AMERY REGIONAL MEDICAL CENTER FOUNDATION INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 391726539 PROVIDE SUPPORT TO HOSPITAL AND COMMUNITY HEALTH WI 501(C)(3) 170(B)(1) (A)(VI) AMERY REGIONAL MEDICAL CENTER INC 0 HUTCHINSON HEALTH 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 841715908 HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) PARK NICOLLET HEALTH SERVICES 0 HUTCHINSON HEALTH FOUNDATION 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 363317820 PROVIDE SUPPORT TO HOSPITAL MN 501(C)(3) 170(B)(1) (A)(VI) HUTCHINSON HEALTH 0 HEALTHPARTNERS RC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 844261122 HOSPITAL MN 501(C)(3) 170(B)(1)(A)(III) PARK NICOLLET HEALTH SERVICES 0 OLIVIA HOSPITAL & CLINIC FOUNDATION 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411839619 PROVIDE SUPPORT TO HOSPITAL MN 501(C)(3) 509(A)(3) TYPE I HEALTHPARTNERS RC 0 HEALTHPARTNERS ADMINISTRATORS INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411629390 THIRD PARTY ADMINISTRATOR MN HEALTHPARTNERS INC C 0 HEALTHPARTNERS ASSOCIATES INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 522365151 MEDICAL CLINIC STAFFING AND ASSET MANAGEMENT MN HEALTHPARTNERS ADMINISTRATORS INC C 0 HEALTHPARTNERS SERVICES INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411683568 MEDICAL CLINIC STAFFING AND ASSET MANAGEMENT MN HEALTHPARTNERS ADMINISTRATORS INC C 0 HEALTHPARTNERS INSURANCE COMPANY 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411683523 MEDICAL AND DENTAL INSURANCE MN HEALTHPARTNERS ADMINISTRATORS INC C 0 DENTAL SPECIALTIES INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 451297583 PROFESSIONAL DENTAL SERVICES MN HEALTHPARTNERS ADMINISTRATORS INC C 0 0 1 1 0 0 0 0 0 0 0 0 1 1 1 1 1 0 1 1 HEALTHPARTNERS INC - CLAIMSHEALTHCARE SERVICES L 2202441 CASH AMOUNT HUDSON HOSPITAL FOUNDATION C 62053 CASH AMOUNT HUDSON HOSPITAL FOUNDATION S 196593 CASH AMOUNT HUDSON HOSPITAL FOUNDATON R 333734 CASH AMOUNT