2025-11-14T14:36:01-06:00 2024-12-31 135565207 KPMG LLP 350 N 5TH STREET SUITE 600 MINNEAPOLIS MN 55401 990 2024-01-01 844261122 HEALTHPARTNERS RC HEAL 9529935603 8170 33RD AVE SOUTH BLOOMINGTON MN 55425 NATHAN PULSCHER CFO 9529935603 2025-11-14 0 HOLLY K MOEN P01800653 6123055000 2024 2025-03-06 01:10:19Z OLIVIA HOSPITAL & CLINIC JENNIFER MACIK INTERIM P 8170 33RD AVE SOUTH BLOOMINGTON MN 55425 47691099 0 X WWW.HEALTHPARTNERS.COM X 2020 MN TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS AND COMMUNITY. 8 5 178 8 0 0 699740 4711754 38826385 39495866 477120 3387253 180206 96226 40183451 47691099 66272 38610 0 0 19597335 21024113 0 0 0 11339148 12730639 31002755 33793362 9180696 13897737 96302346 104901431 29525523 22700627 66776823 82200804 X TO IMPROVE HEALTH AND WELL-BEING IN PARTNERSHIP WITH OUR MEMBERS, PATIENTS AND COMMUNITY. 0 0 29563697 38610 39495866 SEE SCHEDULE O - EXEMPT PURPOSE AND ACHIEVEMENTS FOR A DESCRIPTION OF PROGRAM SERVICE ACCOMPLISHMENTS 29563697 1 1 0 1 0 0 0 0 0 0 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 0 1 0 0 178 1 0 0 0 0 0 0 0 0 0 0 0 0 X 8 5 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 MN X SCOTT C PALMQUIST 9528837556 8170 33RD AVE S BLOOMINGTON MN 55440 SHERRI BRODERIUS DIRECTOR & CHAIR 0.50 0.00 X X 0 0 0 JEREMY FRANK DIRECTOR, SEC. & TREASURER 0.50 0.00 X X 0 0 0 LISA HERGES DIRECTOR 0.50 0.00 X 0 0 0 BRENDA HOLM DIRECTOR 0.50 0.00 X 0 0 0 CARIN MARTINSON MD DIRECTOR & VPMA 44.50 0.50 X X 341031 0 56443 JENNIFER MYSTER DIRECTOR 0.50 54.50 X 0 674000 145186 GREG SNOW DIRECTOR & VICE CHAIR 0.50 0.00 X X 0 0 0 MATT WESTERLUND DIRECTOR 0.50 49.50 X 0 365229 62401 JAMES LYONS DIRECTOR (JAN - NOV) 0.00 40.00 X 0 373772 50663 JENNIFER MACIK INTERIM PRESIDENT (DEC) 60.00 0.00 X 201609 0 47682 PAM LARSON CFO, VP FINANCE (NOV-DEC) 0.00 55.00 X 0 279426 48156 NANCY ANDERSON CFO, VP FINANCE (JAN-OCT) 40.00 0.00 X 220276 0 44956 NATHAN S PULSCHER PRESIDENT (JAN - NOV) 0.00 50.00 X 0 359790 72106 JASON C MABEE NURSE ANESTHETIST 40.00 0.00 X 390236 0 57033 JON R KEMP PHYSICIAN 45.00 0.00 X 328575 0 55765 OLIVER YEUNG LAI WAH PHYSICIAN 40.00 0.00 X 277932 0 38154 MELISSA A MARVIN PHYSICIAN 40.00 0.00 X 273845 0 41331 JASON D RASMUSSEN NURSE PRACTICIONER 36.00 0.00 X 244224 0 41878 NATHAN BLAD FORMER PRESIDENT 0.00 0.00 X 0 220734 48449 2277728 2272951 810203 31 1 1 0 BIG STONE THERAPIES INC 500 CROSS ST BIG STONE CITY SD 57216 MEDICAL SERVICES 1728747 TIMOTHY A KLASSEN 41130 620TH AVE BUTTERFIELD MN 56120 MEDICAL SERVICES 208391 TRANSMED INC 7001 S LYNCREST PL SUITE 101 SIOUX FALLS SD 57108 MEDICAL SERVICES 158393 CENTRAL MINNESOTA DIAGNOSTIC INC 525 10TH ST NE MILACA MN 56353 MEDICAL SERVICES 146467 BUFFALO LAKE HEALTHCARE CENTER INC 703 W YELLOWSTONE TR BUFFALO LAKE MN 55314 MEDICAL SERVICES 140531 7 76678 4629964 5112 4711754 PATIENT SERVICES 623990 37502819 37502819 MEDICAL RETAIL 623990 1911406 1911406 CAFATERIA 445200 75641 75641 CMDI REVENUE 623990 6000 6000 39495866 3387253 3387253 96226 0 96226 96226 96226 47691099 39495866 0 3483479 X 38610 38610 911997 911997 15895678 14912215 983463 527967 442876 85091 2787133 2289104 498029 901338 773618 127720 15047 3646 11401 69965 69965 3686976 3342006 344970 132409 351 132058 120833 76567 44266 625278 119964 505314 598649 586497 12152 51675 49509 2166 58993 54932 4061 504494 482539 21955 1504312 1250325 253987 87611 81399 6212 SUPPLIES 4081776 4052087 29689 EQUIPMENT EXPENSES 585073 544642 40431 TAXES AND ASSESSMENTS 357432 357432 OTHER/MISC FEES 250116 105378 144738 33793362 29563697 4229665 0 19256667 24700945 5010207 5234950 471285 450486 189066 226989 14639163 11273006 20797469 3366157 50199465 53876791 378187 377085 0 16668028 96302346 104901431 7777892 5396703 4443708 17303923 17303924 29525523 22700627 X 66776823 82200804 66776823 82200804 96302346 104901431 X 13897737 1455891 70353 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 LOBBYING ACTIVITIES HPRC PAYS CERTAIN CORPORATE AND EMPLOYEE PROFESSIONAL ASSOCIATION MEMBERSHIPS. A PORTION OF SUCH MEMBERSHIP DUES POTENTIALLY COULD BE USED BY THE PROFESSIONAL ASSOCIATIONS FOR LOBBYING ACTIVITIES. 37742 9790 27952 14438221 11263216 3175005 163200 163200 3366157 ROU ASSETS 16668028 16668028 LEASE OBLIGATIONS 17303924 17303924 X PART X, LINE 2: HEALTHPARTNERS RC DBA OLIVIA HOSPITAL AND CLINIC (OHC) 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 302836 28044 274792 0.00810 4934451 4550130 384321 0.01140 5237287 4578174 659113 0.01950 445998 445998 0.01320 38668 38668 0.00110 484666 484666 0.01430 5721953 4578174 1143779 0.03380 0 1 339155 19658487 18774117 884370 X 1 1 1 1 HEALTHPARTNERS RC DBA OLIVIA HOSPITAL & CLINIC (OHC) 100 HEALTHY WAY OLIVIA MN 56277 HTTPS://OLIVIAHOSPITAL.COM. 396652 X X X HEALTHPARTNERS RC - OLIVIA HOSPITAL & CL 1 0 0 1 X X X X X X X X X 24 1 1 1 1 X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/ABOUT/COMMUNITY-HEALTH X 1 22 1 HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/ABOUT/COMMUNITY-HEALTH 0 1 X 100.000000000000 300.000000000000 X X X X X 1 1 X X X X 1 X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/PATIENT-GUEST/PATIENT- X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/PATIENT-GUEST/PATIENT- X HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/PATIENT-GUEST/PATIENT- X X X X X 1 X 0 X X X X 1 X 0 0 HEALTHPARTNERS RC - OLIVIA HOSPITAL & CLINIC (OHC) 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. HEALTHPARTNERS RC - OLIVIA HOSPITAL & CLINIC (OHC) 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 HEALTHPARTNERS RC - OLIVIA HOSPITAL & CLINIC (OHC) PART V, SECTION B, LINE 6B: HEALTHPARTNERS INSTITUTE HEALTHPARTNERS RC - OLIVIA HOSPITAL & CLINIC (OHC) 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. 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. 2 1 - RURAL HEALTH CLINICS RENVILLE CLINIC 420 MAIN STREET N RENVILLE MN 562840606 HEALTH CLINIC 2 - HECTOR CLINIC 131 BIRCH AVENUE HECTOR MN 553420117 HEALTH CLINIC PART I, LINE 3C: OLIVIA PARTICIPATES IN A MINNESOTA ATTORNEY GENERAL'S (MN AG) AGREEMENT THAT GIVES ALL PATIENTS AT LEAST THE SAME DISCOUNT AS OUR HIGHEST VOLUME COMMERCIAL PAYER. HPRC APPLIES THE MN AG OR THE 501R DISCOUNT, WHICHEVER IS GREATER. PART I, LINE 7: OLIVIA 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. 16A, B, C HTTPS://WWW.HEALTHPARTNERS.COM/CARE/HOSPITALS/OLIVIA/PATIENT-GUEST/PATIENT-INFORMATION/FINANCIAL-SUPPORT/ PART II, COMMUNITY BUILDING ACTIVITIES: AS A NOT-FOR-PROFIT COMMUNITY HOSPITAL SERVING THE RENVILLE COUNTY RESIDENTS SINCE 1951, OLIVIA CONTINUES TO PLAY AN IMPORTANT ROLE AND IS POSITIONED WELL TO MEET THE HEALTH CARE NEEDS OF THE AREA. OLIVIA IS A FULL-SERVICE MEDICAL CAMPUS OFFERING EMERGENCY SERVICES, SPECIALTY CLINICS AND RURAL HEALTH CLINIC, AS WELL AS INPATIENT, OUTPATIENT, AND MATERNITY SERVICES. OLIVIA IS GOVERNED BY A BOARD OF DIRECTORS WITH REPRESENTATION FROM COMMUNITY MEMBERS AND RENVILLE COUNTY COMMISSIONERS.WORKING IN PARTNERSHIP WITH EACH OTHER, OLIVIA, THE HEALTHPARTNERS FAMILY OF ORGANIZATIONS, AND THE COMMUNITY 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. DEDICATED STAFF PROMOTE COMMUNITY HEALTH IN THE FOLLOWING WAYS: COMMUNITY WELLNESS PROGRAMS, LACTATION CONSULTS, EXTENSIVE RECRUITMENT FOR PROVIDERS, NURSING STAFF AND OTHER SUPPORT STAFF, DIABETES, NUTRITION AND WEIGHT MANAGEMENT AND CAREGIVERS; ATHLETIC TRAINERS WERE PLACED IN SCHOOLS TO EDUCATE AND ASSIST ATHLETIC PROGRAMS; TRAININGS FOR HEALTH CARE PROFESSIONALS AND NURSING STUDENTS; FLU CLINICS WERE BROUGHT TO BUSINESSES AND COMMUNITY; AND COUNTY LEADER IN PANDEMIC AND DISASTER PREPAREDNESS.OLIVIA ENCOURAGES PATIENTS AND THEIR FAMILIES - THEIR PARTNERS IN HEALTH - TO BE ACTIVELY INVOLVED IN DECISIONS ABOUT THEIR OWN HEALTH CARE. RESEARCH SHOWS THAT PATIENTS AND THEIR FAMILIES WHO ARE MORE INVOLVED WITH THEIR CARE FEEL THEY GET BETTER RESULTS AND ARE MORE SATISFIED. SAFETY AND SATISFACTION ARE OUR PRIORITIES. BENEFITS TO PATIENTS AND THE COMMUNITY:BETTER RURAL HEALTH CARE STARTS FROM THE GROUND UP. WE'RE MAKING OUR COMMUNITIES HEALTHIER WHEREVER WE CAN WHETHER THAT'S INSIDE A DOCTOR'S OFFICE OR AT YOUR LOCAL FARMER'S MARKET.REVOLUTION WELLNESS EMBRACING A HEALTH AND ACTIVE LIFESTYLE TO HELP GROW A COMMUNITY OF WELLNESS. THROUGH MINDFUL DECISIONS, SUPPORT, AND GUIDANCE WE CAN HELP EACH OTHER IN MAKING BETTER CHOICES FOR OURSELVES, OUR FAMILIES, AND OUR COMMUNITIES. ADDITIONAL COMMUNITY BUILDING ACTIVITES ARE COVERED IN THE PART V, SECTION B, LINE 11 DETAILS. PART III, LINE 2: BAD DEBT IS ACCOUNTED FOR ON THE FINANCIAL STATEMENTS BY ESTIMATING PATIENT LIABILITY NET OF ANY CHARITY CARE AND THEN CALCULATING WHAT PORTION OF THAT WILL NOT BE COLLECTED BASED HISTORICAL UNCOLLECTABLE RATES. WHEN A PATIENT MEETS OUR FINANCIAL REQUIREMENTS IT IS CLASSIFIED AS CHARITY CARE; IF THEY DO NOT QUALIFY, THEIR SERVICES WILL BE WRITTEN OFF AS BAD DEBT. OHC DOES NOT INCLUDE ANY CHARITY CARE IN THEIR BAD DEBT EXPENSE CALCULATION. PART III, LINE 3: OLIVIA WORKS WITH THOSE QUALIFYING FOR CHARITY CARE ALONG EVERY STEP OF THE PROCESS, INCLUDING ACCEPTING APPLICATIONS FOR FINANCIAL ASSISTANCE AFTER PREVIOUS ATTEMPTS TO WORK WITH THE PATIENT FAIL. EVERY EFFORT IS MADE TO WORK WITH THE PATIENT TO PROVIDE FINANCIAL ASSISTANCE WHEN APPROPRIATE. WHILE THERE ARE PEOPLE WHO DO NOT COOPERATE WITH OLIVIA REGARDING PAYMENT PLANS, FINANCIAL ASSISTANCE OR WITH THOSE TRYING TO HELP THEM GET ON GOVERNMENT PROGRAMS, IT IS IMPOSSIBLE TO KNOW THEIR REASON FOR NOT COOPERATING AND THEREFORE KNOW WHETHER THEY MAY HAVE QUALIFIED FOR CHARITY CARE. OLIVIA DOESN'T HAVE PREDICTIVE SOFTWARE WHICH WOULD MAKE ASSUMPTIONS BASED ON HOUSING SITUATION, CREDIT REPORTS, ETC. AND RECOMMEND ASSISTANCE WITHOUT A PROCESS FOR GATHERING INCOME VERIFICATION. IN LIGHT OF THE FOREGOING FACTS, OLIVIA IS UNABLE TO REASONABLY DETERMINE WHETHER ANY AMOUNT OF BAD DEBT COULD HAVE BEEN CLASSIFIED AS CHARITY CARE. PART III, LINE 4: ALLOWANCE FOR DOUBTFUL ACCOUNTS AND CHARITY CARE: THE FINANCIAL STATEMENTS DO NOT HAVE A SEPARATE BAD DEBT FOOTNOTE. THE FOLLOWING IS PART OF OLIVIA'S PATIENT ACCOUNTS RECEIVABLE AND CREDIT POLICY:ACCOUNTS RECEIVABLE ARE REDUCED BY AN ANNUAL ALLOWANCE FOR DOUBTFUL ACCOUNTS OR CHARITY CARE, BASED ON ESTABLISHED GUIDELINES FOR IDENTIFYING UNCOLLECTIBLE PATIENT ACCOUNTS AND CLASSIFYING THESE ACCOUNTS AS EITHER DOUBTFUL ACCOUNTS OR CHARITY. IN EVALUATING THE COLLECTABILITY OF ACCOUNTS RECEIVABLE, OLIVIA'S MANAGEMENT PERIODICALLY ASSESSES THE ALLOWANCE FOR DOUBTFUL ACCOUNTS AND CHARITY CARE BY TAKING INTO CONSIDERATION BY PAYER CATEGORY, THE EXPECTED NET COLLECTIONS, ACCOUNTS RECEIVABLE AGING, HISTORICAL COLLECTIONS EXPERIENCE, ECONOMIC CONDITIONS, TRENDS IN HEALTHCARE COVERAGE, AND OTHER COLLECTION INDICATORS. THE PRIMARY SOURCE OF THE ALLOWANCE FOR CHARITY CARE IS CHARGES FOR UNINSURED PATIENTS. PATIENTS WHO ARE INSURED ARE ASSESSED SEPARATELY FOR COLLECTABILITY FROM UNINSURED PATIENTS. THE RESULTS OF THESE ASSESSMENTS ARE USED TO ESTABLISH THE NET REALIZABLE VALUE OF PATIENT ACCOUNTS RECEIVABLE AND THE ALLOWANCE FOR DOUBTFUL ACCOUNTS AND CHARITY CARE. PART III, LINE 8: OLIVIA'S MEDICARE COST IS DERIVED BASED ON THE RATIO OF MEDICARE FFS CHARGES TO TOTAL CHARGES MULTIPLIED BY TOTAL EXPENSES (LESS CHARITY CARE & BAD DEBT). NONE OF THE MEDICARE FFS LOSS REPORTED ON SCHEDULE H, PART III, LINE 7 IS TREATED AS COMMUNITY BENEFIT ON SCHEDULE H, PART I, LINE 7A. PART III, LINE 9B: THE COLLECTION POLICY INCORPORATES THE REQUIREMENTS AS STATED BY THE MINNESOTA ATTORNEY GENERAL AND VIEWS ACCOUNT RESOLUTION THROUGH THE OLIVIA FINANCIAL ASSISTANCE PROGRAM AS AN OPTION FOR ACCOUNT RESOLUTION. THIS OPTION IS SHARED WITH PATIENTS VIA STATEMENTS, LETTERS AND AS PART OF COLLECTION CALLS TO AND FROM PATIENTS AND COLLECTION AGENCIES. OLIVIA'S FINANCIAL ASSISTANCE PROGRAM IS ALSO DESCRIBED IN PAMPHLETS AND ON OUR WEBSITE. THE WEBSITE INCLUDES OUR FINANCIAL ASSISTANCE POLICY. IF THE PATIENT QUALIFIES FOR FINANCIAL ASSISTANCE, COLLECTION EFFORTS CEASE AND CHARGES ARE CLEARED FROM THEIR ACCOUNT. 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: OLIVIA INFORMS OUR PATIENTS IN MULTIPLE WAYS ABOUT OUR FA PROGRAM AND OTHER FINANCIAL ASSISTANCE OPTIONS FOR SERVICES RECEIVED AT OLIVIA. A LIST OF COMMUNICATIONS FOR PATIENTS RELATING TO FINANCIAL ASSISTANCE FOLLOWS: WEB SITE HAS FA INFORMATION FOUND UNDER PATIENT ACCOUNTS AND BILLING. OUR FINANCIAL ASSISTANCE APPLICATION OUR FINANCIAL ASSISTANCE PLAIN LANGUAGE SUMMARY (PLS) OUR FINANCIAL ASSISTANCE POLICYALL STATEMENTS THAT ARE SENT TO PATIENTS INCLUDE A COVER PAGE THAT INCLUDES INFORMATION ON OUR FINANCIAL ASSISTANCE PROGRAM.IN ADDITION TO THE WRITTEN MATERIAL, CUSTOMER SERVICE, COLLECTIONS, FINANCIAL COUNSELORS, AND ACCOUNT SPECIALISTS INFORM PATIENTS ABOUT ASSISTANCE OPTIONS, INCLUDING GOVERNMENT PROGRAMS AND FA. MOST CUSTOMER SERVICE AND COLLECTION WORK IS DONE OVER THE PHONE, THOUGH THE HOSPITAL HAS STAFF ON SITE TO ASSIST IN APPLYING FOR FA AND GOVERNMENT PROGRAMS. PART VI, LINE 4: OLIVIA SERVES THE ENTIRE RENVILLE COUNTY AREA, AN AGRICULTURAL COMMUNITY LOCATED IN THE SOUTH CENTRAL MINNESOTA, APPROXIMATELY 100 MILES WEST OF MINNEAPOLIS, MINNESOTA. THERE ARE 14,548 RESIDENTS IN RENVILLE COUNTY, INCLUDING 3,390 CHILDREN UNDER THE AGE OF 18, AND 3,070 CITIZENS OVER 65, AS OF THE LAST CENSUS. ADDITIONALLY, THERE IS A LARGE POPULATION OF MIGRANT AND SEASONAL FARMWORKERS THAT SERVE THE AREA THROUGHOUT THE YEAR. THE THREE CLINICS THAT ARE ASSOCIATED WITH OLIVIA LOCATED IN RENVILLE, HECTOR AND OLIVIA ARE DEDICATED TO ENSURING ACCESSIBLE HEALTH SERVICES FOR THE ENTIRE COUNTY. OLIVIA PROVIDES PRIMARY CARE AND CARE COORDINATION TO 6,815 PATIENTS THROUGHOUT OUR THREE CLINICS IN RENVILLE COUNTY, MINNESOTA. OLIVIA HAS BEEN SERVING THE AREA RESIDENTS FOR OVER 70 YEARS AND PROVIDES ACCESS TO HIGH-VALUE PRIMARY CARE AND CARE COORDINATION REGARDLESS OF THEIR ABILITY TO PAY, HEALTH CONDITIONS, AGE, OR ETHNICITY. PART VI, LINE 6: PLEASE SEE OLIVIA'S SCHEDULE O: DISCUSSION OF EXEMPT PURPOSE AND ACHIEVEMENTS - "I: CORPORATE STRUCTURE, PURPOSE, GOVERNANCE." PART VI, LINE 7, REPORTS FILED WITH STATES MN 0 OLIVIA HOSPITAL & CLINIC FOUNDATION 8170 33RD AVE S BLOOMINGTON MN 55440 411839619 501(C)(3) 38610 0 PROGRAM SUPPORT 1 0 1 0 0 0 0 1 0 0 JENNIFER MYSTER DIRECTOR 0 493790 0 138826 0 41384 0 95899 0 49287 0 819186 0 23367 JASON C MABEE NURSE ANESTHETIST 294304 0 0 0 95932 0 17250 0 39783 0 447269 0 0 0 NATHAN S PULSCHER PRESIDENT (JAN - NOV) 0 277395 0 73399 0 8996 0 31598 0 40508 0 431896 0 0 MATT WESTERLUND DIRECTOR 0 280606 0 75646 0 8977 0 31598 0 30803 0 427630 0 0 JAMES LYONS DIRECTOR (JAN - NOV) 0 280642 0 83725 0 9405 0 0 0 50663 0 424435 0 0 CARIN MARTINSON MD DIRECTOR & VPMA 341031 0 0 0 0 0 17374 0 39069 0 397474 0 0 0 JON R KEMP PHYSICIAN 317960 0 0 0 10615 0 16877 0 38888 0 384340 0 0 0 PAM LARSON CFO, VP FINANCE (NOV-DEC) 0 232981 0 45540 0 905 0 14517 0 33639 0 327582 0 0 OLIVER YEUNG LAI WAH PHYSICIAN 252925 0 25000 0 7 0 0 0 38154 0 316086 0 0 0 MELISSA A MARVIN PHYSICIAN 273845 0 0 0 0 0 13833 0 27498 0 315176 0 0 0 JASON D RASMUSSEN NURSE PRACTICIONER 193021 0 0 0 51203 0 12406 0 29472 0 286102 0 0 0 NATHAN BLAD FORMER PRESIDENT 0 219768 0 0 0 966 0 25859 0 22590 0 269183 0 0 NANCY ANDERSON CFO, VP FINANCE (JAN-OCT) 154035 0 35095 0 31146 0 10427 0 34529 0 265232 0 0 0 JENNIFER MACIK INTERIM PRESIDENT (DEC) 164722 0 32887 0 4000 0 10635 0 37047 0 249291 0 0 0 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 AND OFFICERS: JENNIFER L. MYSTER $ 46,296 PART I, LINE 6 OHC OFFICERS, DIRECTORS AND HIGHEST COMPENSATION EMPLOYEES ARE EMPLOYED BY GROUP HEALTH, INC. (GHI) OR PARK NICOLLET HEALTH SERVICES (PNHS), RELATED ORGANIZATIONS, OR BY OHC. THE PRESIDENT OF OHC IS EMPLOYED BY PARK NICOLLET HEALTH SERVICES (PNHS), A RELATED ORGANIZATION. COMPENSATION REPORTED IN FORM 990, PART VII INCLUDES ANY COMPENSATION DERIVED FROM OHC, GHI OR PNHS' MANAGEMENT LEADERSHIP INCENTIVE PROGRAMS, WHICH INCENTS AND REWARDS 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 MANAGEMENT LEADERSHIP INCENTIVE PROGRAMS' REWARDS ARE BASED ON POSITION IN THE ORGANIZATION (E.G., SENIOR VICE PRESIDENT, 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. FORM 990, SCHEDULE 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 DIRECTOR: JENNIFER L. MYSTER $ 23,367 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. FORM 990, PART III, LINE 4A - EXEMPT PURPOSE AND ACHIEVEMENTS INTRODUCTION - HP LEGAL HEALTHPARTNERS RC, DBA OLIVIA HOSPITAL AND CLINIC (OLIVIA), IS A MINNESOTA NONPROFIT 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 PARK NICOLLET HEALTH SERVICES (PNHS), WHICH IS A MINNESOTA NONPROFIT CORPORATION RECOGNIZED AS EXEMPT FROM FEDERAL INCOME TAX UNDER IRC SECTION 501(C)(3). PNHS IS THE SOLE CORPORATE MEMBER OF OLIVIA. OLIVIA IS A MEDICAL CENTER DEDICATED TO PROVIDING QUALITY PATIENT CARE WITH A PASSION FOR CLINICAL EXCELLENCE, PATIENT SAFETY, AND A COMMITMENT TO ASSURE QUALITY HEALTH CARE FOR THOSE WE SERVE. OLIVIA IS CHANGING THE FACE OF RURAL HEALTH CARE; STRIVING TO BUILD A HEALTHIER TODAY AND TOMORROW FOR THE COMMUNITY. OLIVIA'S FOCUS IS NOT ONLY ON GETTING PATIENTS HEALTHY BUT ALSO KEEPING OUR COMMUNITY WELL. IN 1951 THE RENVILLE COUNTY HOSPITAL WAS DEDICATED AND OPENED AS A NEW HEALTH OPPORTUNITY FOR RESIDENTS IN THE AREA. OVER THE YEARS, SERVICES HAVE EVOLVED, AND BUILDINGS HAVE BEEN RENOVATED TO MEET THE DYNAMIC NEEDS OF OUR COMMUNITY. IN 2007, RURAL HEALTH CLINICS LOCATED IN THE CITIES OF HECTOR, OLIVIA AND RENVILLE, MINNESOTA WERE INTEGRATED INTO THE HOSPITAL. IN 2015, A NEW MEDICAL CENTER IN OLIVIA OPENED. ON MAY 1, 2020, RENVILLE COUNTY TRANSFERRED THE HOSPITAL AND CLINIC OPERATIONS TO OLIVIA. OLIVIA, WHICH INCLUDES CLINICS IN HECTOR AND RENVILLE, HAS REMAINED A DISTINCT, LOCALLY GOVERNED ENTITY AS PART OF HEALTHPARTNERS. THROUGH THE AFFILIATION, OLIVIA PATIENTS AND COMMUNITIES HAVE BETTER ACCESS TO MORE CARE OPTIONS AND SERVICES. TODAY OLIVIA IS MADE UP OF: OLIVIA HEALTH CARE SYSTEM INCLUDES A 16-BED CRITICAL ACCESS HOSPITAL ON THE OLIVIA CAMPUS, DESIGNATED AS A LEVEL 4 TRAUMA CENTER AND ACUTE STROKE READY FACILITY. OLIVIA OPERATES THREE AMBULATORY CLINICS, LOCATED IN OLIVIA, HECTOR, AND RENVILLE, MINNESOTA PROVIDING ACCESSIBLE CARE ACROSS THE REGION. OLIVIA'S DIVERSE MEDICAL STAFF OFFERS A WIDE RANGE OF SPECIALTIES, INCLUDING FAMILY MEDICINE, PEDIATRICS, OB/GYN, GENERAL SURGERY, ORTHOPEDICS, EMERGENCY AND HOSPITAL MEDICINE, ONCOLOGY, CARDIOLOGY, RADIOLOGY, INFECTIOUS DISEASE, PULMONOLOGY, PODIATRY, NEPHROLOGY, AND PATHOLOGY, AS WELL AS OSTEOPATHIC CARE. THIS INTEGRATED STRUCTURE ENABLES OLIVIA TO DELIVER COMPREHENSIVE, HIGH-QUALITY CARE TO OUR COMMUNITY. 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. OLIVIA PROVIDED $472,000 IN FREE OR DISCOUNTED CARE TO LOW INCOME AND UNINSURED PATIENTS IN 2024. GOVERNMENT-SPONSORED MEANS TESTED HEALTH CARE: OLIVIA PROVIDES ESSENTIAL SERVICES TO MEDICAID BENEFICIARIES. IN 2024, THE SHORTFALL-CALCULATED AS THE DIFFERENCE BETWEEN COST OF SERVICES PROVIDED AND PAYMENTS RECEIVEDAMOUNTED TO $410,000. COMMUNITY BENEFIT TO THE COMMUNITY: BETTER RURAL HEALTH CARE STARTS FROM THE GROUND UP. OLIVIA IS MAKING THE COMMUNITIES HEALTHIER WHEREVER IT CAN WHETHER THAT IS INSIDE A DOCTOR'S OFFICE OR AT A LOCAL FARMER'S MARKET. OLIVIA IS PROUD TO PARTNER WITH HOMETOWN COMMUNITY AND SERVICE ORGANIZATIONS, PUBLIC HEALTH EXPERTS, FRIENDS, NEIGHBORS AND MORE. HEALTH PROFESSIONS EDUCATION OLIVIA IS COMMITTED TO TRAINING THE NEXT GENERATION OF HEALTH CARE PROFESSIONALS. IN 2024, OLIVIA'S STAFF DEDICATED 9,218 HOURS MENTORING 125 STUDENTS PURSUING A VARIETY OF MEDICAL DEGREES THROUGH OBSERVATIONAL (20 OBSERVATIONAL STUDENTS WITH 350 HOURS) AND CLINICAL ROTATIONS (105 ROTATIONAL STUDENTS WITH 8,868 HOURS). FINANCIAL CONTRIBUTIONS IN 2024, OLIVIA MADE CHARITABLE CONTRIBUTIONS TOTALING $10,591 TO SUPPORT A VARIETY OF LOCAL ORGANIZATIONS, INCLUDING: AREA SCHOOLS, AREA COMMUNITY EVENTS/TOWN DAYS, RENVILLE COUNTY AGRICULTURAL SOCIETY, TIM ORTH MEMORIAL FOUNDATION, RENVILLE COUNTY WALK IN THE PARK AND OTHERS. COMMUNITY BUILDING ACTIVITIES COMMUNITY ENGAGEMENT AND EDUCATION: OLIVIA IS DEEPLY COMMITTED TO COMMUNITY ENGAGEMENT, EDUCATION, AND OVERALL WELLNESS. OLIVIA ACTIVELY SUPPORTS STUDENT DEVELOPMENT THROUGH MENTORSHIP AND HANDS-ON LEARNING OPPORTUNITIES. CAREER EXPLORATION AND WORKFORCE DEVELOPMENT: STAFF PARTICIPATE IN AREA CAREER FAIRS IN PARTNERSHIP WITH HUMAN RESOURCES TO INSPIRE THE NEXT GENERATION OF HEALTH CARE PROFESSIONALS. COMMUNITY BLOOD DRIVES: HOSTED TWICE ANNUALLY AT THE OLIVIA CAMPUS, THESE EVENTS ARE OPEN TO BOTH STAFF AND COMMUNITY MEMBERS AND ENCOURAGE REGULAR BLOOD DONATION TO SUPPORT REGIONAL BLOOD BANKS. GRIEF SUPPORT GROUP: ADULT GRIEF SUPPORT CLASSES ARE OFFERED THROUGHOUT THE YEAR AT OLIVIA. THESE IN-PERSON SESSIONS PROVIDE A SPACE FOR INDIVIDUALS TO PROCESS FEELINGS, SHARE EXPERIENCES, AND FIND COMFORT AND CONNECTION DURING TIMES OF LOSS. COMMUNITY FOUNDATION EVENT: THE HEALTHY WAY CAF TEAM PREPARED AND SERVED FOOD DURING A COMMUNITY FOUNDATION EVENT THAT RAISED FUNDS IN SUPPORT OF THE CANCER CARE FUND, DEMONSTRATING OUR COMMITMENT TO COMMUNITY-DRIVEN PHILANTHROPY. ATHLETIC AND EDUCATIONAL SUPPORT: OLIVIA PROVIDES ATHLETIC TRAINING SERVICES TO RENVILLE COUNTY WEST, BOLD, AND BUFFALO LAKE-HECTOR-STEWART HIGH SCHOOLS. SEVERAL OLIVIA STAFF MEMBERS ARE FURTHER INVOLVED IN YOUTH DEVELOPMENT, WITH TWO SERVING AS ATHLETIC COACHES AND OTHERS VOLUNTEERING AS CERTIFIED EMTS IN THEIR HOME COMMUNITIES. THREE STAFF MEMBERS CONTRIBUTE TO LOCAL EDUCATION THROUGH ADVISORY BOARD SERVICE AT AREA HIGH SCHOOLS. TRAINING AND OUTREACH: COMMUNITY PREPAREDNESS AND HEALTH EDUCATION ARE CENTRAL TO OLIVIA'S MISSION. OLIVIA OFFERS STOP THE BLEED TRAINING FOR THE PUBLIC AND PROVIDES EMS EDUCATION AND CASE REVIEWS FOR LOCAL EMERGENCY PERSONNEL. STAFF ALSO ENGAGE WITH LOCAL SCHOOLS BY PARTICIPATING IN PRESCHOOL SCREENINGS, HEALTH EDUCATION SESSIONS, AND THE 2B CONTINUED MENTAL HEALTH AWARENESS PROGRAM ACROSS THREE SCHOOL DISTRICTS. COLLABORATIVE INITIATIVES: IN PARTNERSHIP WITH THE OLIVIA HOSPITAL & CLINIC FOUNDATION, OLIVIA ACTIVELY LEADS AND SUPPORTS STRATEGIC INITIATIVES THAT ADDRESS KEY COMMUNITY HEALTH CHALLENGES. THESE INCLUDE THE MINNESOTA RURAL POPULATION HEALTH COLLABORATIVE, MN CARES (HEALTH CARE HOMES), RENVILLE COUNTY CHA/CHIP, THE RENVILLE COUNTY HOUSING COMMITTEE, RENVILLE COUNTY DAYCARE INITIATIVES, AND LOCAL SHIP (STATEWIDE HEALTH IMPROVEMENT PARTNERSHIP) EFFORTS SUCH AS THE SUPER FOOD SHELF AND COMMUNITY WELLNESS CAMPAIGNS. OLIVIA ALSO CONTRIBUTES TO BROADER COMMUNITY-BUILDING EFFORTS THROUGH ECONOMIC DEVELOPMENT, EMERGENCY PREPAREDNESS, LEADERSHIP DEVELOPMENT, COALITION BUILDING, HEALTH ADVOCACY, AND WORKFORCE DEVELOPMENT, ALL OF WHICH AIMED AT CREATING A STRONGER, HEALTHIER FUTURE FOR THE COMMUNITIES OLIVIA PROUDLY SERVES. COMMUNITY BENEFIT OPERATIONS: OLIVIA STAFF'S TIME TO COLLECT, ANALYZE AND REPORT COMMUNITY BENEFITS FOR 2024 WAS APPROXIMATELY 32 HOURS. FORM 990, PART VI, SECTION A, LINE 6 PARK NICOLLET HEALTH SERVICE (PNHS) IS THE SOLE CORPORATE MEMBER OF OLIVIA HOSPITAL & CLINIC. FORM 990, PART VI, SECTION A, LINE 7A OLIVIA HOSPITAL AND CLINIC'S BOARD OF DIRECTORS IS COMPRISED OF 10 VOTING DIRECTORS AS FOLLOWS: FIVE COMMUNITY DIRECTORS NOMINATED BY THE BOARD AND APPOINTED BY THE CORPORATE MEMBER, TWO PHYSICIAN DIRECTORS NOMINATED BY THE BOARD AND APPOINTED BY THE CORPORATE MEMBER, AND THREE MEMBER DIRECTORS DESIGNATED BY THE CORPORATE MEMBER. FORM 990, PART VI, SECTION A, LINE 7B PNHS THE SOLE CORPORATE MEMBER, MUST APPROVE THE DECISIONS OF OLIVIA HOSPITAL & CLINIC'S BOARD OF DIRECTORS AS FOLLOWS: - AMENDMENT OF ARTICLES OR BYLAWS -APPOINTMENT AND REMOVAL OF THE CORPORATION'S PRESIDENT - MERGER, CONSOLIDATION, LIQUIDATION OR DISSOLUTION OR THE CORPORATION. -BORROWING , MORTGAGE, PLDEGE, ENCUMBERING OR TRANSFER OF CORPORATE ASSETS -AFFILIATIONS OR JOINT VENTURES WITH ANY OTHER ORGANIZATION - ADDITIONS, EXPANSIONS, ELIMINATIONS OR REDUCTIONS OF MAJOR SERVICES LINES - UNBUDGETED CAPITAL EXPENDITURES OR OTHER FINANCIAL COMMITMENTS IN EXCESS OF $1,000,000 FORM 990, PART VI, SECTION B, LINE 11B OLIVIA HOSPITAL AND CLINIC'S (OHC) 990 RETURN HAS A COMPREHENSIVE REVIEW PROCESS THAT IS FOLLOWED BEFORE IT IS PRESENTED TO THE GOVERNING BODY OF OHC. THE REVIEW PROCESS INCLUDES A LAYERED REVIEW BY THE TAX DEPARTMENT OF GROUP HEALTH, INC. (GHI), THE MANAGEMENT TEAM OF OHC, GHI'S INTERNAL LEGAL DEPARTMENT AND OHC'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 OHC. OHC MAKES AVAILABLE TO THE GOVERNING BODY (BOARD OF DIRECTORS) A COPY OF THE 990 FOR REVIEW AND COMMENT PRIOR TO THE FILING OF THE 990 RETURN. FORM 990, PART VI, SECTION B, LINE 12C THE OHC 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 OHC OFFICERS, DIRECTORS AND HIGHEST COMPENSATION EMPLOYEES ARE EMPLOYED BY GROUP HEALTH, INC. (GHI) OR PARK NICOLLET HEALTH SERVICES (PNHS), RELATED ORGANIZATIONS, OR BY OHC. GHI, PNHS AND OHC HAVE AN ANNUAL PROCESS TO REVIEW THE MARKET COMPARABILITY OF THE TOTAL COMPENSATION OF THE OHC 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 COMPENSATION COMMITTEE OF GHI OR THE OHC FINANCE COMMITTEE (THE "COMMITTEES") DETERMINE MINIMUM AND MAXIMUM SALARY AND TOTAL COMPENSATION RANGES EACH EMPLOYED OFFICER. IN INTERIM YEARS, GHI'S HUMAN RESOURCES STAFF, UNDER 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, OHC BOARD OF DIRECTOR MEMBERS COMPLETE AN ANNUAL CONFLICT OF INTEREST SURVEY TO ASSURE THE FINANCE 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 OHC BOARD OF DIRECTORS INPUT, THE PRESIDENT OF PNHS CONDUCTS THE ANNUAL PERFORMANCE REVIEW AND, WITH OHC'S BOARD APPROVAL, DETERMINES THE COMPENSATION OF THE OHC PRESIDENT. THE PRESIDENT OF OHC ALSO DETERMINES THE COMPENSATION OF OTHER EMPLOYED OHC'S OFFICERS WITHIN THE COMPENSATION RANGES DETERMINED BY THE PRESIDENT, OHC HR DIRECTOR AND THE PNHS SENIOR DIRECTOR OF COMPENSATION & BENEFITS. THE OHC BOARD HAS DELEGATED TO OHC'S PRESIDENT THE ACCOUNTABILITY TO CONDUCT ANNUAL PERFORMANCE REVIEWS AND DETERMINE THE COMPENSATION OF ALL OHC-EMPLOYED OFFICERS WITHIN THE COMPENSATION RANGES DETERMINED BY THE SURVEY, THE OHC PRESIDENT, OHC HR DIRECTOR AND PNHS SENIOR DIRECTOR OF COMPENSATION & BENEFITS. FORM 990, PART VI, SECTION C, LINE 19 OHC'S FINANCIAL STATEMENTS AND 990 RETURNS ARE MADE AVAILABLE TO ANY PERSON WHO REQUESTS THE INFORMATION FROM OHC OR HEALTHPARTNERS. OHC'S ARTICLES OF INCORPORATION ARE AVAILABLE TO ANY PERSON WHO REQUESTS THE INFORMATION THROUGH THE MINNESOTA SECRETARY OF STATE'S OFFICE. OHC'S CONFLICT OF INTEREST POLICY THROUGH ITS RELATED ORGANIZATION, HEALTHPARTNERS, INC. CAN BE VIEWED THROUGH THE HEALTHPARTNERS.COM WEBSITE. FORM 990, PART IX, LINE 11G MEDICAL SUPPORT SERVICES: PROGRAM SERVICE EXPENSES 3,334,156. MANAGEMENT AND GENERAL EXPENSES 215,370. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 3,549,526. OTHER CONSULTANTS: PROGRAM SERVICE EXPENSES 7,850. MANAGEMENT AND GENERAL EXPENSES 129,600. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 137,450. FORM 990, PART XI, LINE 9: CAPITAL TRANSFER FROM OLIVIA HOSPITAL & CLINIC FOUNDATION 70,353. LAKEVIEW HEALTH FOUNDATION 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411386635 PROVIDE SUPPORT TO HOSPITAL AND COMMUNITY HEALTH MN 501(C)(3) 170(B)(1) (A)(VI) LAKEVIEW HEALTH 0 LAKEVIEW MEMORIAL HOSPITAL ASSOCIATION INC 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 410811697 HOSPITAL MN 501(C)(3) 170(B)(1) (A)(III) LAKEVIEW HEALTH 0 STILLWATER MEDICAL GROUP 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 830379473 CLINIC STAFF AND FACILITIES MN 501(C)(3) 509(A)(3) TYPE I LAKEVIEW HEALTH 0 LAKEVIEW HEALTH 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 300221189 CORPORATE PLANNING AND OVERSIGHT MN 501(C)(3) 509(A)(3) TYPE II GROUP HEALTH INC 0 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 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 1 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 8170 33RD AVE S PO BOX 1309 MPLS MN 554401309 411891928 HEALTHCARE STAFFING AND INTENSE REHAB SERVICES MN 501(C)(3) 509(A)(3) TYPE II 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SPECIALTIES INC 8170 33RD AVE S PO BOX1309 MPLS MN 554401309 451297583 DENTAL CLINIC STAFFING MN HEALTHPARTNERS ADMINISTRATORS INC C 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 OLIVIA HOSPITAL & CLINIC FOUNDATION C 76678 CASH OLIVIA HOSPITAL & CLINIC FOUNDATION S 70353 CASH