2025-11-10T11:38:56+00:00 2024-12-31 990 2024-01-01 411592761 Healtheast Woodwinds Hospital HEAL 6126724976 2450 Riverside Avenue Minneapolis MN 55454 JAMES HEREFORD PRESIDENT/CEO 2025-11-10 true 2024 2025-03-06 01:10:19Z JAMES HEREFORD 2450 Riverside Avenue Minneapolis MN 55454 228556920 false X www.fairview.org X 1987 MN HealthEast Woodwinds Hospital is an acute care hospital. 20 19 0 159 78411 0 63900 878159 241739087 227610636 6000 -11405 66123 68125 241875110 228545515 0 0 113458529 113162695 0 0 128686110 117961536 242144639 231124231 -269529 -2578716 116139236 124080320 11288648 11790878 104850588 112289442 Fairview is driven to heal, discover, and educate for longer, healthier lives. false false 191653347 226697110 Woodwinds Health Campus opened its 86-bed hospital in August of 2000 and is located on 30 acres of pristine wetlands in Woodbury, MN. It's the only hospital in the southeast metro area. Woodwinds provides convenient and quality health care for the community. The campus includes a full-service hospital and emergency care department, doctors' offices, outpatient services, and auditorium. All the services you need in one convenient location, known for attention to detail - and attention to patients. The calming ambiance is enhanced by the surrounding woods and wetlands. At Woodwinds, patients find traditional medicine and state-of-the-art technology working in partnership with natural approaches to wellness and health. Woodwinds Hospital serves the patient regardless of the person's ability to pay. During the calendar year, the hospital provided $2,685,791 of charity care, $8,2015,767 of discounts to the uninsured and absorbed $21,825,972 of unpaid Medicare and Medicaid costs. The hospital also paid $4,063,827 in payments for Minnesota Care Tax and Medicaid Surcharges, which were used to fund care for the indigent and underinsured. HealthEast Woodwinds Hospital is part of Fairview Health Services. Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $8 billion in operating revenue for 2024. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. The most recent community health needs assessment (CHNA) identified 3 key areas as the greatest needs in our community - navigating and accessing care and resources; healing, connectedness, and mental health; structural racism and barriers to equity. Fairview Health Services is meeting the needs of the community by focusing on racial and ethnic populations experiencing health disparities and people experiencing poverty through partnering with the community to build solutions, removing barriers to create and expand relevant programs and focused services. Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Fairview Health Services provides to the community. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin, and the Dakotas. It is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC along with seven of Fairview's other hospitals in the Metro Area. Fairview also has two hospitals located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, 37 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, a physician network, senior care housing and long- term care facilities, medical transportation and has ownership interest in six ambulatory care centers. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview Health Services is an integrated academic health system located in Minneapolis, Minnesota, and, along with its affiliates and subsidiaries, is one of the leading health care providers in Minnesota with $8 billion in operating revenue for 2024. Fairview offers a broad continuum of health care services through its hospitals, clinics, and other health care related operations and is a Minnesota nonprofit corporation that is exempt from federal income taxation under Section 501(c)(3) of the Internal Revenue Code. The most recent community health needs assessment (CHNA) identified 3 key areas as the greatest needs in our community - navigating and accessing care and resources; healing, connectedness, and mental health; structural racism and barriers to equity. Fairview Health Services is meeting the needs of the community by focusing on racial and ethnic populations experiencing health disparities and people experiencing poverty through partnering with the community to build solutions, removing barriers to create and expand relevant programs and focused services. Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Fairview Health Services provides to the community. Fairview serves the entire twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin, and the Dakotas. It is one of the most comprehensive and geographically accessible systems in Minnesota. The Fairview System consists of ten hospitals, including M Health Fairview University of Minnesota Medical Center and M Health Fairview Masonic Children's Hospital (collectively, "UMMC"), which is the adult and pediatric teaching hospital of the University of Minnesota. UMMC along with seven of Fairview's other hospitals in the Metro Area. Fairview also has two hospitals located in northern Minnesota. Fairview operates over 80 primary and specialty care clinics, 37 retail and specialty pharmacies, pharmacy benefit management services, rehabilitation centers, a physician network, senior care housing and long- term care facilities, medical transportation and has ownership interest in six ambulatory care centers. Fairview, through its integrated care model, aims to deliver the benefits of academic medicine to more patients and families by expanding care, research, and education by offering access to a greater pool of physicians and patients, while seeking to reduce the total cost of care for patients. Fairview, the University of Minnesota and the University of Minnesota Physicians approved an agreement which became effective in late 2018 (the "M Health Fairview Agreement"). While the parties maintain their separate governance, the M Health Fairview Agreement further aligned operations across the clinical delivery system and enhances research and education by creating a joint clinical enterprise among the parties. The M Health Fairview Agreement brings together UMMC, Fairview's community hospitals and primary care clinics, and other services. All are part of a shared care delivery system that is led by a single structure that includes academic physician leadership. The goal of the joint clinical enterprise is to create a nationally-renowned academic health system. This care system operates under a single brand, M Health Fairview, which is inclusive of Fairview's ten hospitals and its clinics. Fairview owns and operates the following hospitals: UMMC, M Health Fairview Southdale Hospital, M Health Fairview Ridges Hospital, M Health Fairview Lakes Medical Center, M Health Fairview Northland Medical Center, Fairview University Medical Center - Mesabi ("Range"), Grand Itasca Clinic and Hospital, M Health Fairview St. John's Hospital, M Health Fairview Woodwinds Hospital and M Health Fairview Bethesda Long Term Acute Hospital. As of December 31, 2024, the Fairview System Hospitals had a total of 3,529 licensed beds, 1,814 available beds and 1,597 staffed beds. Fairview operates their more than 80 primary and specialty care clinics throughout the Metro Area, greater Minnesota and western Wisconsin. These clinics offer services in over 70 medical specialties, including family medicine, pediatrics, obstetrics, gynecology, heart care, cancer care, otolaryngology, transplant care, and orthopedics. As of December 31, 2024, Fairview owned all or a portion of six ambulatory surgery centers located in the Metro Area. 191653347 true true false true false false false false false false true false false false false true false true false false false false false false false false true true false false true false false false false false false false false false false false false false false false true true true false false true X 0 0 0 true true false false false false false false false false false false false X 20 19 false false false false true true true true true false false false true true true true true true true true false false MN X DAWN KSEPKA 6126724986 1700 UNIVERSITY AVE W ST PAUL MN 55104 Jakub Tolar MD First Vice Chair 0.0 2.0 X X 0 0 0 James Hereford President & CEO 2.0 40.0 X X 0 4854478 805007 Karen Grabow 2nd Vice Chair-end 12-2024 0.0 2.0 X X 0 25000 0 RIch Ostlund Chair, END 12-2024 0.0 4.0 X X 0 35000 0 Timothy Marx Secretary 0.0 2.0 X X 0 25000 0 Ann Williamson Director 0.0 2.0 X 0 20000 0 Barclay Berdan Director 0.0 4.0 X 0 20000 0 David Levy Director 0.0 2.0 X 0 20000 0 Jodi Richard Director 0.0 4.0 X 0 25000 0 John Heinmiller Director 0.0 4.0 X 0 25000 0 Julie Causey Director 0.0 4.0 X 0 25000 0 Kenneth Roering Director 0.0 2.0 X 0 20000 0 Melissa Geller MD Director 0.0 2.0 X 0 0 0 Michael Connly Director 0.0 4.0 X 0 25000 0 Myron Frans Director 0.0 4.0 X 0 0 0 PJ Hill Director 0.0 2.0 X 0 20000 0 Shawntera Hardy Director 0.0 2.0 X 0 20000 0 Srijoy Mahapatra Director - New 10-2024 0.0 4.0 X 0 5000 0 Stephen Swensen MD Director 0.0 2.0 X 0 25000 0 Tami Reller Director, new 5-2024 0.0 4.0 X 0 10000 0 Andrea Mokros Chf Public Affairs Officer 2.0 40.0 X 0 875398 55690 Euthemy Lebrew EVP & Chf Transformation Officer 2.0 40.0 X 0 804293 128330 Jaya Kumar CMO 2.0 40.0 X 0 618925 58408 Jeoff Will EVP, COO 2.0 40.0 X 0 1422135 227999 Joseph Gaylord CFO 2.0 40.0 X 0 1862040 225326 Laura Reed COO, end 1-2024 2.0 40.0 X 0 2902634 71065 Mark Welton CMO, end 7-2024 2.0 40.0 X 0 2029863 173836 Mary Nease Chf People Officer, end 1-2024 2.0 40.0 X 0 1548472 28042 Robert Beacher EVP & Chf Shared Clinical Svcs 2.0 40.0 X 0 1470518 214054 Sameer Badlani Chf Digital Officer 2.0 40.0 X 0 1368455 93218 Tanja Oquendo Chief People Officer 2.0 40.0 X 0 384181 8250 Trudi Trysla Chf Legal Counsel 2.0 40.0 X 0 1254513 316014 Aziza Shireen MD Physician 40.0 0.0 X 0 417070 40156 Erica Kuhlman MD Physician 40.0 0.0 X 0 468665 34714 Jawali Jaranilla MD Physician 40.0 0.0 X 0 699686 27037 Juan Zeballos Chavez MD Physician 40.0 0.0 X 0 501337 32696 Kenan Raddawi MD Physician 40.0 0.0 X 0 414195 27001 Sunn Sunn Thaw MD Former Physician 0.0 40.0 X 0 1069723 41077 0 25311581 2607920 0 true true false 0 15592 834996 27571 878159 Patient Revenue 621110 226697110 226697110 Cafeteria 722514 835115 835115 Lab Services Revenue 621500 78411 78411 0 0 0 0 227610636 68125 68125 0 68125 68125 11405 0 -11405 -11405 -11405 0 0 0 0 0 0 228545515 226697110 78411 891835 90515783 84826139 5689644 3155654 2955957 199697 13092082 12351479 740603 6399176 5894031 505145 29661620 572173 29089447 18667 18667 12986 12986 15099849 13115684 1984165 0 44 44 4096030 3755520 340510 4075837 3634141 441696 55169 40347 14822 119598 104612 14986 3147554 3147554 3259319 2953259 306060 598702 598702 Medical Supplies 35359370 35269361 90009 Management Fee - D&T 10017575 10017575 Bad Debt Expense 7184808 7184808 Taxes - Medical 4063827 4063827 1190581 1149511 41070 0 231124231 191653347 39470884 0 0 0 42830519 45900640 0 0 0 0 2986549 4378613 0 97069818 23268751 70322168 73801067 0 0 0 0 116139236 124080320 11288648 11691922 98956 0 0 0 0 11288648 11790878 X 104850588 112289442 104850588 112289442 116139236 124080320 X -2578716 10017570 X false true true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 12986 12986 false Schedule C, Part I-A, Line 1 Additional Information THE ORGANIZATION IS PART OF FAIRVIEW HEAL TH SERVICES, WHO CONTRACTS WITH CONSULTANTS TO EXPRESS THEIR CONCERNS REGARDING HEALTH CARE ISSUES TO STATE AND FEDERAL LEGISLATORS. RELATED ORGANIZATIONS PAY ANNUAL MEMBERSHIP DUES TO THE AMERICAN HOSPITAL ASSOCIATION, THE MINNESOTA HOSPITAL ASSOCIATION. A PORTION OF THESE ANNUAL DUES ARE DETERMINED TO BE USED FOR LOBBYING PURPOSES. THIS FILING ORGANIZATION DID NOT INCUR ANY LOBBYING EXPENSES. Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY The organization pays annual membership dues to the American Hospital Association and the Minnesota Hospital Association. A portion of these annual dues are determined to be used for lobbying purposes. 6133296 6133296 66065573 13183006 52882567 79111 73024 6087 17775704 8584999 9190705 7016134 1427722 5588412 73801067 Federal Income Taxes Other 0 X 0 0 0 0 0 0 0 0 0 0 0 0 Schedule D, Part X, Line 2 FIN 48 (ASC 740) footnote HealthEast Woodwinds Hospital is part of Fairview Health Services. Fairview recognizes all tax positions, including those positions in a previously filed tax return or a position expected to be taken in a future tax filing that is reflected in measuring current or deferred income tax assets and liabilities, when it is more likely than not (likelihood of greater than 50%) that, based on technical merits, the position will be sustained upon examination. $8,300,000 and $6,800,000 uncertain tax positions recorded on the consolidated balance sheets as of December 31, 2024 and 2023, respectively. Fairview has made reasonable estimates of the provision for income taxes and on existing deferred tax balances based on accounting guidance included in ASC 740, Income Taxes. Fairview does not expect that there will be a significant change in the total amount of unrecognized tax benefits within the next 12 months. true true X true X true X 2685791 2685791 0.01199 30039308 18767255 11272053 0.05034 0 0.0 0 0 32725099 18767255 13957844 0.06233 351865 351865 0.00157 8413496 1850010 6563486 0.02931 3172204 2827894 344310 0.00154 59 59 0 0.0 12976 12976 0.00006 0 0 11950600 4677963 7272637 0.03248 0 0 44675699 23445218 21230481 0.09480 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0 0 0 0 0.0 true 7184808 143696 85461195 100078941 -14617746 X true true 1 1 HealthEast Woodwinds Hospital 1925 Woodwinds Drive Woodbury MN 55125 https://mhealthfairview.org/locations/m-health-fairview-woodwinds-hospital---woodbury 406105 X X X HealthEast Woodwinds Hospital 1 false false true X X X X X X X X X 24 true false false true X https://www.fairview.org/our-community-commitment/local-health-needs X X true 25 true https://www.fairview.org/our-community-commitment/local-health-needs false true X 200.0 400.0 X X X X X X true true X X X X true X mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy X https://www.fvfiles.com/2266.pdf X mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary X X X X X X X true X false X X X true X false false Schedule H, Part V, Section B, Line 3E We continue to believe that to have the greatest impact on our communities, we need to take a targeted approach. By focusing on specific issues and communities, we can understand and begin to address the root causes of health inequity in a more meaningful way. Our 2024 CHNA resulted in a reaffirmation, and better understanding, of the significant barriers that make our three priority need areas so difficult to address. We used these barriers to refine and better define the priority needs. Based on our improved understanding of the needs and conversations with advisory groups, we have adjusted the title of one of our priority needs from 2021. Healing, connectedness, and mental health is now Cultivating trust, belonging and healing. Although this change removed Mental Health from the title of this priority, we will lean into accessing mental health services as a part of the priority need "Navigating and accessing care and resources". We recently completed our 2024-2026 Community Health Needs Assessment (CHNA). Three key areas have been identified as the greatest needs in our community - and the greatest opportunities to make a real difference through collaboration and connection: * Accessing and navigating care and resources * Addressing structural racism and barriers to equity * Cultivating trust, belonging and healing Importantly, one thing we heard from the community and saw in the data is that the social determinants of health impact some populations more than others. Based on what we learned during our assessment process, we are prioritizing two populations: racial and ethnic populations experiencing health disparities and people experiencing poverty. The people in these groups are all ages, and they live everywhere from the countryside to the city. We will intentionally seek out the needs and perspectives of these populations that experience greater health inequities, in order to partner with them on building solutions and removing barriers. Many specific concerns fall under each of these areas of need. We used barriers identified in the local communities to help guide us in creating and expanding relevant programs and focused services. Schedule H, Part V, Section B, Line 5 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. As Fairview conducts our required CHNA process, led by Fairview's Community Advancement department, we are guided by the approaches and principles developed by the Center for Community Health Equity, which was launched in August 2022. As part of the center, we are building on our existing community engagement by creating an infrastructure that builds trusting partnerships and enables community voice to inform and influence our organization. For example: Fairview developed a Center for Community Health Equity Model of Community Engagement. The model articulates our approach to community engagement, community voice, and community partnerships as we work to advance community health equity. The center is developing a set of standard practices for collecting community voice to influence our social determinants of health initiatives without adding undue burden to the communities we seek to serve. The center's role as a convener and developer of community-informed best practices helps us keep equity at the center of our thinking as we study and evaluate our processes and engagement approaches. The M Health Fairview Center for Community Health Equity is an extension of the work being done in community by of our Community Advancement team. The center creates space for M Health Fairview and community partners to work alongside one another toward a shared goal of improving the health of the communities we serve and to which we belong. Together, we can apply equity-centered, culturally responsive approaches as we identify challenges and opportunities, create or expand programs and partnerships, and then scale or deepen learnings and successes across our system and the communities we serve. Located within the Fairview Community Health and Wellness Hub, the center formalizes the system's efforts to innovate and work with the community in reducing racial and other disparities in community health outcomes. The following strategies are helping us achieve this vision: 1. Addressing the social determinants of health (health behaviors and economic and social conditions that impact overall health) as well as individual social risks and social needs through the creation and expansion of programs; initiatives; collaborations; research; and policy, system, and environmental work. 2. Strengthening a community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence both inside and outside of our health system walls. 3. Transforming internal structures to create an antiracist and inclusive environment and to build community health by building wealth, knowledge, and capacity. This work would not be possible without the support of trusted community partners and our neighbors. The M Health Fairview Center for Community Health Equity's work is grounded in key principles that guide the ways in which we work with community, including: * Focus on community voice and trust - lifting up especially those who have historically been underrepresented and marginalized. * Commitment to collaboration - bringing community insights and priorities into our health system to address social determinants of health and advance health equity. * Transformation through action - transforming communities, health systems, and the broader ecosystem through innovation and continuous improvement. * Thank you to the experts from across our health system who give of their time and talents on the Center for Community Health Equity Work Group. This leadership group is helping shape and guide our work. * Michele Allen, MD, MS Associate Professor, Department of Family Medicine and Community Health Endowed Chair of Health Equity Research Director, Program in Health Disparities Research MPI, Center for Chronic Disease Reduction and Equity Promotion Across Minnesota (C2DREAM) Director, Community Engagement to Advance Research and Community Health (CEARCH), CTSI * Damien Fair, PA-C, PhD Co-Director, Masonic Institute for the Developing Brain Professor, Division of Clinical Behavioral Neuroscience, University of Minnesota Medical School Faculty, Department of Pediatrics Professor, Institute of Child Development * David Haynes, PhD Assistant Professor, Institute for Health Informatics at the University of Minnesota * Abe Jacob, MD Chief Quality Officer, M Health Fairview Associate Professor, Division of Pediatric Hospital Medicine, University of Minnesota Medical School Faculty, Department of Pediatrics Pediatrician, Internal Medicine, and Pediatric Hospitalist * Jim Letts, MD Family Medicine Provider, M Health Fairview Clinic - Roselawn * Katie Lingras, PhD, LP Director for Inclusive Excellence and Well-Being, Associate Professor, University of Minnesota Medical School * Will Nicholson, MD Vice President of Medical Affairs, M Health Fairview * Ana Nunez, MD, FACP Vice Dean, Diversity, Equity and Inclusion, University of Minnesota Medical School Professor of Medicine, Division of General Internal Medicine Integration Strategist, Clinical and Translational Science Institute * Chris Warlick, MD, PhD Department Head for the Department of Urology, University of Minnesota Medical School The programs and partnerships we have built and co-developed to respond to these needs are deeply embedded in our local communities. Our current assessment and implementation cycle gives us the opportunity to: Continue to build momentum, expanding our networks and collaborations to better understand one another's needs and assets. More deeply integrate the voices of those who are disproportionately impacted by the social determinants of health and the voices of historically marginalized communities in articulating barriers and building solutions. Lean into our unique culturally and linguistically relevant programs and initiatives. As we conduct our 2024 CHNA, we are taking a series of steps to improve our assessment process, keeping in mind the impact of the data collection process itself on the communities we serve. As we engage in bidirectional conversation and partnerships with community organizations that represent our priority populations and others, we are sensitive to the burden that incorporating the community's perspectives places on members of those communities and the organizations that serve them. In response, we are implementing several practices: We are offering grants to community-based organizations that are representing a priority population in our system community advisory council and stipends to the community-based organizations that are cohosting the health systemwide virtual community conversations with us. We are reviewing our outreach strategies, carefully planning, and partnering with others to avoid over surveying, over relying on the same voices or representatives, and asking the same questions assessment cycle after assessment cycle. Fairview has invested in subscriptions to tools, such as Spark Maps, which enable our health system to utilize and respond more effectively to requests for community data. Fairview has taken a leadership role in the Center for Community Health (CCH), a collaborative with health plans, hospitals, and public health agencies in Minnesota's seven-county metropolitan area. The CCH's member organizations will share data and processes to identify health needs and implement innovative approaches to advance community health, wellbeing, and equity. We are among the community partners supporting the Minnesota Homeless Study, a point-in-time study by Wilder Research that collects single-night counts of people experiencing homelessness across the state. Fairview also works with Wilder on the triennial Minnesota Reservation Homelessness Study. The study is conducted in partnership with six American Indian reservations in Minnesota. Fairview has had representation on the planning team and provided financial sponsorship for the Bridge to Health Survey. The survey has been an important source of data on the health status of adults in northeastern Minnesota and Douglas County, Wisconsin, for more than two decades. We have been involved in and supported collaborations particularly related to data and assessment in the medical center and children's hospital community. For example, Fairview staff participate on the Highrise Health Alliance housing team convened by the Minneapolis Health Department and the Minneapolis Public Housing Authority (MPHA). Staff are also a part of the Hennepin County Community Health Improvement Partnership (CHIP) is a coalition of partners from across the community using a collaborative approach to improving people's health. CHIP is committed to equity and informed by data and is focused on community mental well-being and housing stability. Schedule H, Part V, Section B, Line 5 Facility , 2 Facility , 2 - HealthEast Woodwinds Hospital. Our overall engagement approach is guided by four key considerations: 1. Fairview is focusing on building and deepening our engagement infrastructure, putting structures in place that will guide our long-term community engagement efforts. 2. We must implement tactics that gather both breadth and depth of engagement, bringing as many community members as possible into the conversation and yet also seeking to develop a deep understanding of nuances within each need. 3. Our priority needs are systemwide, and we approach our assessment process from a system level. However, each local community Fairview serves is unique, and we recognize, honor, and prioritize local nuances - in context, in populations, and in our understanding of both - so we can respond most appropriately within each locality. This dual system/local approach enables us to maximize our efforts' impact across the region we serve. 4. As we look to our local communities and seek to meet them where they are, we benefit from engaging with multiple perspectives: those of our community members, our patients, and our employees. To do this, we must take into consideration a variety of approaches, modes, and preferences to best fit the needs of these three groups. As we build our multiyear assessment engagement approach, having a single guiding model of community engagement helps us maintain alignment across the organization as we plan and conduct our work. The Center for Community Health Equity engagement spectrum, based on the International Association for Public Participation's Spectrum of Public Participation, was collaboratively developed through interviews with local organizations, community members, Fairview employees, and other stakeholders. Our engagement spectrum depicts five progressively more intensive levels of community engagement: inform, consult, involve, collaborate, and community led. The model includes examples of each level of community engagement, to clarify what each level could look like in practice. It is important to recognize that no level is inherently better than another level - a more intensive engagement is not appropriate in all situations. Rather, each level is equally valid and appropriate for certain activities and at certain times. During our current assessment process, we used the Center for Community Health Equity engagement spectrum to help ensure that we are using strategies and tactics across the spectrum. Our intent is to build the capacity of stakeholders, community organizations, and other influencers to partner with our health system most effectively, enabling them to promote their community's interests to improve the broader community's health and wellbeing. Using the engagement spectrum as a model goes beyond merely incorporating community voice into Fairview's priority need areas. Its goal is to guide and frame co-development of community engagement activities and guide our implementation planning. The phrase "engagement infrastructure" refers to the mechanisms through which we are sharing and receiving bidirectional feedback on an ongoing basis. Like our hospital's physical infrastructure, our engagement infrastructure is composed of enduring, permanent parts of our health system. We are continuing to build a community engagement infrastructure that supports trusting partnerships and enables community voice to inform and influence the organization. Each hospital community has a Local Community Advisory Committee. We have been committed to and honored with a bidirectional, long-term commitment from our local community advisory committees, which have existed in various iterations for over 30 years. The local community advisory committee's role is to: Advise and inform health improvement plans and collaborative programs. Guide local insight and voice for CHNAs and action plans. Monitor progress toward the goals outlined in the CHNA implementation strategy. Review the local CHNA report. Each committee comprises members from, or representatives of, groups such as public health departments, medically underserved communities. communities experiencing poverty, populations experiencing health and/or racial disparities, community-based organizations, and schools. The System Community Advisory Council spans the entire health system and incorporates the need for internal representation, local representation, and representation from organizations that represent our priority populations. Its role is to: Advise the health system on the CHNA process and prioritization model from a systemwide perspective. Guide health system insight and ensure the voice of priority populations remains at the center of all discussions. Provide guidance and expertise in development of implementation strategy plans. Employee Resource Groups (ERGs), are voluntary, employee-led groups that aim to foster a diverse, inclusive workplace. They focus on impacting four important areas: community connection, organizational impact, meaningful change, and people development. ERGs supported the CHNA process by providing feedback and suggestions and supporting dissemination and recruitment of the data and engagement approaches. There are currently nine ERGs representing different affinities. Patient Family Advisory Councils bring together patient and family advisors along with staff to share insights and experiences to help Fairview improve. These committees help validate the current state, understand existing obstacles, and test ideas to overcome those barriers. During this CHNA cycle, our Patient Family Advisory Committees consulted on ways to approach community conversations, specifically our Town Halls. The process of centering community voice enables us to use the CHNA process to bring the perspectives of the communities we serve back to the organization in an actionable format. By using various data gathering methodologies, we gain a better understanding of the top barriers and concerns among the people we serve. This process is also a crucial avenue for adding nuance, understanding how our communities' needs shift among different geographical areas, generations, and cultural communities. Listening and learning sessions: Fairview has held community listening and learning sessions through the HOPE Commission since 2020. These sessions hold a mirror to Fairview, assessing where we are today and helping us understand how we can make lasting change. Sessions were held in 2020 to hear from employees, in 2021 and 2022 to hear from patients, and in 2023 and 2024 to hear from community members. In June 2022, after identifying a gap in participants from previous listening and learning sessions, we expanded these listening and learning sessions to include patients with limited English proficiency. Sessions were held in Somali, Spanish, Hmong, Karen, and American Sign Language. Prior to these sessions, there were limited mechanisms for patients with limited English proficiency to provide feedback about the care they were receiving. This series was an effort to bring more voices to the table and create inclusive opportunities for patients to express their needs and concerns. Schedule H, Part V, Section B, Line 5 Facility , 3 Facility , 3 - HealthEast Woodwinds Hospital. Systemwide virtual conversations: We held a series of systemwide virtual conversations focused on the priority need healing, connectedness, and mental health and what that specifically looks like for youth (April 2024), aging adults (March 2024), and Indigenous populations (June 2024). These conversations were open to all, and their goal was to collect and share learnings and resources with participants. The conversations included presentations from community partners about their work, followed by small group discussions that provided valuable perspectives informing our understanding of population-specific needs, strengths, and future state visioning tied to healing, connectedness, and mental health. CHNA surveys To gather input from a broad set of stakeholders on local strengths and the top needs of communities each of the respective stakeholders serves, we developed two aligned, but distinct, surveys. The surveys gathered feedback about: Patient and community members' top barriers to care, social determinants of health needs, and social needs. The unique barriers and assets for patients in one of our priority populations (racial or ethnic populations experiencing health disparities and people experiencing poverty). Barriers that providers and community partners face in responding to the social determinants of health-related needs of patients as well as existing assets and resources available. The surveys were distributed to care team members and partner organizations, including faith leaders. Surveys were administered from mid-February to the end of March. We heard from 472 individuals across our hospital communities and our health system, with 296 responses from care team members and 176 responses from community organizations. Community Health and Healing Summit: Celebrating Culture, Building Connections, Guiding Action - The Community Health and Healing Summit, held in July 2024, aimed to propel our 10-year vision for a healthier Minnesota forward. The summit was a collaborative event bringing stakeholders together to work collectively on prioritizing needs and barriers to health in our communities. It blended the power of community and cultural healing with activities designed to collect participants' insights to not only shape our priorities but to actively drive positive change in our communities. Stakeholder interviews: From May to July 2024, we conducted stakeholder interviews with various Fairview care team members in both acute sites and clinics, including nurses, physicians, schedulers, social workers, care coordinators, and clinic managers. The interviews were guided by the results of our CHNA survey and aimed to gather more in-depth information and stories about the top barriers that had showed up most frequently during the survey. Facilitated conversations: We conducted a variety of facilitated conversations across the health system, a few examples of which are summarized in this section. The goal of these activities is to gain a fuller, more nuanced picture of topic-specific or population-specific perspectives over time. By holding these conversations on an ongoing basis, we ensure that our assessment process and our aligned programmatic or initiative-related work is responding to and engaging with communities in real time. Food is Medicine community conversations: As a part of our Food is Medicine initiative, we partnered with community-based organizations to host a community conversation in each hospital's service area. The goal was to learn more about the community's needs and strengths related to access to healthy food and the role of Fairview as a healthcare provider. In the fall 2023, we held eight Food is Medicine community conversations across different hospital geographies that were attended by 75 organizations representing sectors across the food scape including food shelves, farmers, social services organizations, schools, and municipalities. Town halls: In November and December 2023, we hosted five town hall sessions that were open to the public and geared toward local government relations offices, the business community, community-based organizations, trade groups, civic groups, and rotaries. Each town hall provided an opportunity for community members to receive updates from Fairview, participate in a question-and-answer session with Fairview leaders, and engage in discussions regarding barriers to health and trust in healthcare organizations. East Side Health and Well-being Collaborative: In February 2024, we joined the East Side Health and Well-being Collaborative's meeting as well as the collaborative's mental health and stress resilience work group meeting. In both meetings, we held facilitated conversations about the CHNA process and priority need areas in the community. During the meeting with the mental health and stress resilience work group, we focused on the healing, connectedness, and mental health priority area. Through ongoing partnership and programmatic conversations, we are vetting and refining our understanding of the identified priorities and the responses that would best address them. As a foundational part of program planning and evaluation, Community Advancement staff members are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context, driving insights into the needs of the communities we serve. Primary data methods: Fairview staff developed standardized tools, processes, instructions, protocols, and training for facilitators, interviewers, and note takers. We compiled, cleaned, and analyzed all primary data. A note taker captured all community input, and when possible, conversations were also recorded. Secondary community data: Claritas is a widely used national demographic estimation tool. Estimates and projections are provided at a zip code level including, but not limited to, population based on age, sex, ethnicity, and income. Spark Maps is a paid subscription that provides mapping and assessment tools that include a large database of indicators, data cleaning, benchmarking, and contextual information. The Bridge to Health Survey has been an important source of data on the health status of adults in northeastern Minnesota and Douglas County, Wisconsin, for more than two decades. The survey is conducted every five years, with the last survey administered in 2020. The Minnesota Student Survey is one of the longest-running youth surveys in the nation. It is a triennial survey that began in 1989. The data used in this report is from 2019. The Area Deprivation Index (ADI) is based on a measure created by the Health Resources and Services Administration over three decades ago, and has since been refined, adapted, and validated to the census block group neighborhood level by Amy Kind, MD, PhD, and her research team at the University of Wisconsin - Madison. Health Trends Across Communities in Minnesota (HTAC) uses information from electronic health records to help fill gaps in the information available to health professionals, organizations, policymakers, and community members to promote health in Minnesota. HTAC is a collaboration among health systems, public health departments, health organizations, and health plans in Minnesota. HTAC uses summary reports from electronic health records on a range of chronic, behavioral, and mental health conditions. The information comes from 11 health systems that make up the Minnesota Electronic Health Record Consortium (MNEHRC). Information from the MNEHRC represents approximately 90% of healthcare for Minnesotans, which makes HTAC a powerful tool to describe the health of many communities. Minnesota Department of Health, County Health Tables were used to look at 2020 county-level top causes of death and premature death. Schedule H, Part V, Section B, Line 7 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. The Community Health Needs Assessment Report for HealthEast Woodwinds Hospital are located at: https://www.fairview.org/-/media/Files/Local-Health-Needs-Final/2024-CHNA-Report_Woodwinds-Hospital_Final.ashx The Community Health Needs Assessment and Implementation Strategy for HealthEast Woodwinds Hospital are located at: https://www.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Reports-2025/CHNA-Implementation-Strategy-Report-20252027Woodwinds.ashx Schedule H, Part V, Section B, Line 11 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. Our triennial Community Health Needs Assessment (CHNA) process provides an important opportunity to engage with and understand our community, analyze what has changed since the last assessment, and prioritize together with the community the issues we must urgently address to improve wellbeing and resilience. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. This work continued in 2024 as we conducted our triennial assessment, further exploring the barriers experienced by community that tie to priority needs. Our 2021 CHNA used social determinants of health (SDOH) as a lens through which we frame our understanding of our community's most significant health needs. A social determinants of health lens enables us to identify inequitable distribution of resources and access that negatively impacts health. Through this lens we looked at both qualitative and quantitative data. Quantitative data included data points related to demographics, physical environment, socioeconomic factors, healthcare, and health outcomes. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations - racial or ethnic populations experiencing health disparities and persons experiencing poverty. Woodwinds Hospital has a community advisory committee (CAC) that is involved in the CHNA process. The committee is comprised of local community and organizational leaders, such as local public health entities, social services organizations, higher education institutions, school districts, and local businesses. The assessment process also included discussions with our community advisory council, listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. By bringing together both the qualitative and quantitative data, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. We prioritized areas of need based on four broad criteria: 1) Has this need been voiced by the community? Has this need been vetted by the community? 2) Does this need align with Fairview's strategies and priorities? 3) Does this need align with existing public health strategies and community health assessments? 4) Does this need build upon Fairview's 2018 CHNA priority needs? Woodwinds hospital identified three system-wide priority need areas, and will collaborate with other Fairview hospitals, medical centers, and shared business and clinical services to address these priorities. Our specific response varies by hospital based on the ways the priority needs manifest across a given community, as well as the partnerships-both ongoing and new-that we have developed to address those needs. The three identified needs are: 1) Navigating and accessing care and resources, 2) Addressing structural racism and barriers to equity, and 3) Healing, connectedness, and mental health. Each priority has a set of anticipated impacts, described in more detail below, and can be found in the Woodwinds Hospital CHNA Implementation Strategy Report (2022-2024). We also identified two priority populations that reach across the lifespan and impact all geographies from rural to urban: 1) Racial or ethnic populations experiencing health disparities and 2) People experiencing poverty. For more details about our priority needs and the priority populations as they relate to Woodwinds Hospital, please see the Woodwinds Hospital 2021 Community Health Needs Assessment. https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Development of 2022-2024 CHNA Implementation Strategies As a healthcare organization that works closely with our community advisory committees and community partners, we have listened to community and learned valuable lessons over the past few decades. This has guided us in the development of the Fairview Health Services 2022-2024 implementation strategies. In particular, we learned that: 1) Despite best efforts, health needs and health inequities continue to grow and deepen, 2) Collective action is critical, and 3) Transformational change requires a sustained and focused commitment. In response to our 2021 Community Health Needs Assessment, Fairview hospitals and medical centers worked collaboratively with local and statewide organizations to address our communities' most pressing needs. In addition, Fairview put forth a 2032 vision of increased community health equity. This vision is supported by three strategies designed to address the priority need areas in distinct ways while collectively moving us closer to achieving our goals. The three strategies are: Strategy 1: Addressing Social Determinants of Health (SDOH) - Addressing the SDOH, individual social risks, and social needs through the creation and expansion of programs, initiatives, collaborations, and research, as well as policy, system, and environmental work. Strategy 2: Community engagement infrastructure - Creating a community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence our health system. Strategy 3: Inclusive institution - Transforming internal structures to create an antiracist and inclusive environment and to build community health by building community wealth. For this three-year cycle, we are implementing strategies to work toward distinct, anticipated impacts for each priority need and to build upon our 10-year vision of increased community health equity by 2032. For more information, the Woodwinds Hospital CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle as well as the ties between the Woodwinds Hospital CHNA implementation strategies, anticipated impacts, and key responses. Woodwinds Hospital Community Health Needs Assessments Implementation Strategy Reports (2022-2024): https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Fairview's mission and vision extend beyond traditional healthcare settings, driving a healthier future for the communities we serve. Significant efforts towards Strategy 1 (Addressing SDOH) occurred over the first three years of our 10-year vision. These efforts are demonstrated through three social determinants of health initiatives: 1) Food is Medicine: Using the healing power of food to nourish our patients, enrich our communities, and transform our systems, 2) Housing is Health: Using the protective power of housing to support patient health and build thriving communities, and 3) Connection is Cure: Strengthening the connection between patients and the healthcare system to address social isolation and improve community mental health and wellbeing. These initiatives are key responses that intersect all three priority needs and are also synergistic. Relationship with our partners. Fairview has a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. Policy, systems, and environmental change initiatives are implemented across the health system (hospitals, clinics, specialty care) and in some instances, across the M Health Fairview partners, to create sustainable and lasting change to advance health equity and community wellbeing. Where indicated, community responses as a part of Strategy 2 (Community engagement infrastructure) and Strategy 3 (Inclusive institution) represent the work of Fairview in collaboration with the other M Health Fairview partners. Schedule H, Part V, Section B, Line 11 Facility , 2 Facility , 2 - HealthEast Woodwinds Hospital - Continued. Community action plan. Woodwinds Hospital has an annual CHNA action plan that supports our vision of increased community health equity, rolls up to our system CHNA implementation strategies, and addresses priority needs. The Fairview Health Services Community Action Plan details the specific and measurable steps we will take during the year to drive change. Program lists by hospital can be found in the appendix. The System Community Action Plan is updated annually and includes impacts from previous years. This report is shared with the Woodwinds Hospital Community Advisory Committee, the Fairview Health Services Board of Directors, and is publicly available on the website: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Evaluation of impact. To best evaluate our impact and track progress towards our anticipated impacts, we use a multi-tiered and tailored evaluation approach. Our work is grounded in understanding core information about our communities. This includes identifying and understanding the community needs being addressed, the population or community being affected, current and/or potential partners to work with to address the need, and the impacts we anticipate. Community needs are determined in several ways. In addition to being determined through our formal CHNA process, we respond to emerging needs brought to us by community partners or public health, or those discovered through patient or community data showing significant health disparities. We have standardized several key measures to assess whether we are meeting the needs of the CHNA priority populations, focusing our efforts on equity and participant satisfaction. A subset of established programs and initiatives are set up and supported for deeper evaluation. We have found that one-size-fits-all, evidence-based approaches may not be a good fit for some of our diverse communities. In response to the unique and differing needs of our community members, our programs are co-developed with community, center on the needs of specific populations, and often incorporate unique local tactics. We approach evaluation from a similar perspective by building evaluation approaches informed by our partners and considering strategies that are culturally and linguistically appropriate, allowing us to determine if the programs reflect the values we set out to embody. Fairview is guided by the Centers for Disease Control and Prevention (CDC) model for program evaluation, establishing primary outcomes, process measures, and demographics. We evaluate program impact and success from a variety of approaches using both qualitative and quantitative data. For many of the programs described here, we are reporting our reach or outputs through counts on a variety of levels that meet the rigor required for grant and contract reporting. In addition, we offer a diverse set of programs that vary on the spectrum of "low touch and high count" to "high touch and lower count." More generally put, the effort and impacts of the programs are not the same. This is a purposeful approach as we want a variety of programs that are appropriate to address the community and population-specific needs. We provide outcomes for programs here when we are able, acknowledging not all programs run on a calendar year, and analysis may not be complete for some of the programs on which we do deeper evaluation. Fairview is currently in the process of building an evaluative approach and capacity for our 10-year vision, increasing community health equity, and our three social determinants of health initiatives: Housing is Health, Food is Medicine, and Connection is Cure. Part of this evaluative approach is a monthly social determinants of health dashboard. Woodwinds Hospital 2024 Implementation Strategy Progress Highlights. The following highlights our implementation strategy work for each of our three priority needs. For a more comprehensive view of what we are doing to impact community needs, please see our Fairview Health Services Community Action Plan. For a view of Woodwinds Hospital's list of programs, see the appendices. Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs In this first three-year CHNA cycle working towards our 10-year vision of increased community health equity, the primary way we are directly addressing the three priority needs is through Strategy 1 (Addressing SDOH). Through this strategy, we create programs and partner with community organizations to address social risk factors, social needs, and social determinants of health. Strategy 2 (Engagement infrastructure) and Strategy 3 (Inclusive institution) focus on building infrastructure and creating system changes so that we can more effectively respond to these priority needs in the future, as well as any emerging needs. Strategy 1 - Addressing Social Determinants of Health (SDOH) Priority Need: Navigating and accessing care and resources. Woodwinds Hospital has a variety of programs that work as a part of Strategy 1 (Addressing SDOH) to address barriers related to navigating and accessing care and resources. Through this strategy, the Woodwinds Hospital Action Plan programs work towards two anticipated impacts to address this priority need: 1) Remove barriers to care by providing community-placed care, co-located services, and navigation supports that address cultural and language barriers and 2) Increase awareness of, knowledge about, and access to healthcare and community-based resources that support opportunities for health and wellbeing. The following is more information on a selection of programs from the system community action plan that are working to meet the two anticipated impacts. Fairview System Key Initiative Highlights. The Community Clinical Care initiative involves multiple community-based clinical programs, including Fairview's Minnesota Immunization Networking Initiative (MINI), blood pressure checks, and oral health services. All services are multi-sector, community collaborations that provide care and education to the uninsured, under-served, and communities facing health disparities in the greater Twin Cities area. The Community Clinical Care team provides clinical care in trusted community settings at no cost and improves equitable access to vaccines and other services across various populations. The programs ensure a culturally and linguistically appropriate experience in a safe and trusted environment in partnership with over 250 faith-based and grassroots community partners, serving clients at local churches, mosques, temples, schools, community centers, food pantries, and homeless shelters. Across the system in 2024, the community clinical care team provided blood pressure and oral health services at 241 events, including 49 events in the Woodwinds Hospital community, providing 418 blood pressure checks, and 696 dental fluoride applications. The team also hosted 443 vaccination clinics across the system in 2024. There were 5,525 free COVID-19 vaccine doses and 6,190 free flu shots administered. Of those participants who shared their identity, 72% of people who received a COVID-19 vaccine identified as a person of color and 35% indicated a language other than English as their preferred language. In the Woodwinds Hospital community specifically, there were 24 MINI clinics at which 247 COVID-19 shots and 166flu shots were administered. In August 2024, MINI received an invitation to publish an article in the special Public Health issue of the New England Journal of Medicine discussing their cross-sectoral, equity-based approach to COVID-19 response. Later in the year, they published a similar article in the Journal of Public Health Management & Practice, this time focusing specifically on reducing vaccination barriers for refugee, immigrant, and migrant communities during the COVID-19 pandemic. MINI also presented at the 2024 North American Refugee Health Conference. Dementia Friendly Woodbury Advisory Group is an initiative that is aimed at making sure that we are creating pathways to access care and resources for aging populations, those experiencing memory loss, and those having issues accessing the system. A key component of the work is Increasing networking with other systems and community organizations actively working to support aging populations to increase synergies and opportunities for partnership. In 2024, Fairview supported the Dementia Friendly Woodbury Advisory group by providing leadership and technical assistance. Schedule H, Part V, Section B, Line 11 Facility , 3 Facility , 3 - HealthEast Woodwinds Hospital - Continued. Fairview partners with the leadership of Woodbury Thrives and The Woodbury Community Foundation to bring Fairview providers and community-based programs staff to the "Inside Health Care" talk show. This show has in-depth interviews with doctors, healthcare professionals, and the patients they care for. Some of the topics are disease prevention, chronic condition management, colon cancer, and emerging health needs and concerns. In 2024, Fairview providers and experts participated in one episode. The Fairview Community Health and Wellness Hub (The Hub) opened in 2022. The Hub is a first-of-its-kind center that addresses health disparities while providing a range of critical healthcare services and community resources alongside trusted local partners. The Hub provides a variety of services to the community, including primary care, mental healthcare, enrichment options for seniors, food access programs, and community gathering spaces. We bring our own services together with local organizations to make it easier for people to access what they need to thrive. Throughout the year, 7,090 individuals attended 176 events or meetings at the Hub. Eighty-three of the events were public and partner events, reaching 3,263 individuals. Ninety-three events were internal Fairview events. Additionally, we hosted nine Hub Partnership Coordination Meetings, as well as one-on-one check-ins with each of the partners. These meetings serve to deepen our understanding of the diverse missions, visions, and impacts of each Hub partner, fostering better alignment and collaboration. In 2025, we plan to transition to quarterly in-person partnership meetings. This strategic move aims to enhance our collaborative efforts and drive impactful initiatives. The Cultural broker program was co-developed in 2016 in partnership with Fairview's East Side Health and Well-being Collaborative. Cultural brokers help bridge cultural gaps through supporting individuals and families as they navigate schools, healthcare, and other mainstream systems to ultimately build self-sufficiency. The cultural brokers identify with the racial and/or ethnic communities they serve, so they can more easily build trust and have a greater impact on the communities' health. The program comprises six cultural brokers who are Fairview employees located at five respective partner organizations representing different cultural communities: African American, American Indian, Hispanic/Latino, Hmong, and Karen. Across the system, cultural brokers served 510 new clients total, resulting in 4,431 encounters. In the Woodwinds Hospital community, they served 79 new clients. Health Commons is a drop-in health and wellness center that began in 2011. It is dedicated to serving those in the Harrison/North Minneapolis neighborhood, Cedar-Riverside neighborhood, and the East Side of St. Paul (opened in 2023). All locations serve highly diverse communities with residents identifying as African American, Asian, Somali, Oromo, Korean, as well as older adults (65+). It is a Fairview-convened program managed in collaboration with other community organizations. The mission of Health Commons is to provide services based on respect, relationship building, hospitality, and collaboration. The program strives to connect health and hope for the community to live healthier lives. Services include drop-in hours where a nurse or doctor is available for a one-on-one consultation, massage, aromatherapy, and healthy living classes on topics such as nutrition, exercise, chronic disease, and emotional health. There are also physical activity classes such as Zumba and yoga, food distributions, and supply giveaways. The services are free of charge and open to the community. Based on a 2024 sample survey of the Health Commons East location, nearly half of the participants (43.5%) have been attending Health Commons for 1-3 years, half are publicly insured (50%) and over half of participants are aged 65+ (59.1%). Overall, participants have experienced a positive impact through Health Commons - 69.6% agree or strongly agree they are more connected to others in the community, 66.7% say they have more access to resources, and 86.4% say they are making positive changes toward a healthier lifestyle. In 2024, there were 14,716 visits to the three Health Commons locations combined, with 1,072 of those visits being to Health Commons East location in the Woodwinds hospital community. In 2024, we continued to expand our work relating to opioid overdose prevention in partnership with the Steve Rummler Hope Network. Fairview's Community Clinical Care team trained several staff members to become naloxone educators, who can then train others. Educators train community members on how to recognize an opioid overdose, what naloxone (Narcan) is and how it works, how to administer naloxone to someone experiencing an overdose, and information about Steve's Law/MN's Good Samaritan and Naloxone Law. In total, there were 39 naloxone trainings where 944 individuals were trained in 2024. In addition, Fairview opened a fourth naloxone access point (NAP) site that provides free kits, extending this important resource to Greater Minnesota. NAP sites are stocked with nasal Narcan and intramuscular naloxone kits, many of which are packed at Fairview volunteer events. In 2024, 12,995 such kits were packed and distributed across our hospital communities. The Community Clinical Care team plans on opening several additional NAP sites in 2025. Fairview hired two Food Resource Navigators in 2024, exemplifying the intersection of Strategy 1 (Addressing SDOH) and navigating and accessing care and resources. Food Resource Navigators serve as experts both in Fairview's Food is Medicine programs, as well as community food resources and government programs such as SNAP and Market Bucks. Rolled out in select clinics across the system, Food Resource Navigators receive clinical referrals when a patient screens positive for food insecurity and expresses interest in being connected with additional support or resources. In 2024, our Food Resource Navigators received 561 referrals across the system, including seven from the Woodwinds Hospital service area. Of those referrals, 84% of individuals were connected with internal and/or external resources. Over the next several years, this role will be expanded to additional clinics. In this way, we can support patients in navigating the complex landscape of healthcare and social services. For more information about these and other action plan programs that are addressing the priority need Navigating and Accessing Care and Resources, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Addressing Structural Racism and Barriers to Equity. Woodwinds Hospital, in alignment with Strategy 1 (Addressing SDOH), has a variety of programs, events, and community education as a part of the Community Action Plan that work toward the anticipated impact: Develop, grow, and sustain programs, educational offerings, partnerships, and initiatives to address structural racism and barriers to equity. Schedule H, Part V, Section B, Line 11 Facility , 4 Facility , 4 - HealthEast Woodwinds Hospital - Continued. Fairview System Key Initiative Highlights. One of the Fairview social determinants of health initiatives, Food is Medicine, utilizes the knowledge and resources of a large healthcare institution to work towards meeting the immediate needs of our patients, while also transforming the food system into something just, equitable, and sustainable. The initiative aims to 1) Nourish our patients: Advance food security to reduce health disparities and diet-related health conditions. 2) Enrich our communities: Cultivate trusting and engaged partnerships to build and share resources, assets, and capacity. 3) Transform our systems: Nurture just and equitable food systems to ensure health equity. These approaches are framed to increase health equity through focused efforts to serve patients who have been historically marginalized by providing culturally appropriate food options and reducing food insecurity in a manner that upholds dignity and empowers the local food system. Clinically, it enables providers to serve patients experiencing food insecurity through a menu of distinct programs comprising an innovative wrap-around approach. One or more of the Food is Medicine programs-a selection of which are described below-are available to patients in 52+ clinics and 8 acute sites across the health system. One of the Food is Medicine initiative programmatic responses is the fresh food prescription program, which distributes fresh, locally grown produce from three farm partners (Hmong American Farmers Association, Naima's Farm, and Women's Environmental Institute) via a weekly food box. The boxes also contain proteins, whole grains, and pantry staples, as well as a newsletter with community resources and tips for healthy cooking and eating. Crucially, the program offers home delivery to address transportation barriers. In 2024, 31 clinics participated in the fresh food prescription program across Fairview hospital and medical center communities, three being in the Woodwinds Hospital community. Almost one third (31%) of program participants identified as Asian, 17% as Black, and 2% as Hispanic/Latino. While just 70% of participants speak English as a preferred language, 7% had a preferred language of Hmong, 14% Karen, and 1% Spanish. Most participants had public insurance (79%) or were uninsured (2%). Fairview's food voucher program provides patients with vouchers to redeem at either the Twin Cities Mobile Market or Fare for All program. The program runs year-round and offers rolling enrollment. Throughout the year, 443 patients redeemed vouchers for groceries, including 28 from the Woodwinds Hospital community. Additionally, we provide shelf-stable food resources for those with an immediate need. The shelf-stable food bags were incorporated into Woodwinds Hospital for the first time in 2024. The bags come in six different varieties tailored to meet the preferences of diverse cuisines and circumstances. In 2024 there were 6042 shelf-stable bags distributed at 37 sites across the system. There were also 258 food resource packets distributed that contained information about local food resources along with immediate food support. In November 2024, Fairview and local partners hosted the third annual Harvest at the Hub, welcoming 312 households to the Fairview Community Health and Wellness Hub. The event consisted of a food giveaway with turkeys, fresh produce, and other holiday staples, a community resource fair, a vaccine clinic, and other health and wellbeing services. Another of the Fairview social determinants of health initiatives, Housing is Health also responds to the priority need of structural racism and barriers to equity. The Housing is Health initiative aims to use the protective power of housing to support patient health and build thriving communities. We approach this initiative with clinically connected programs, supportive community partnerships, contribution of time and expertise to collaboratives, and efforts to impact policy. For example, Fairview partners with Our Savior's Community Services to provide critical follow-up care and temporary housing for people who are unsheltered after a hospital stay. Patients are referred by staff at a hospital or medical center and sheltered at Our Saviors. Additionally, a nurse provides care, and patients receive wrap-around services and social work support. In 2024, 50 patients were provided support through this program. As a part of Housing is Health, we are also proud to have helped launch Healthcare for Housing (HC4H). HC4H grew out of the Housing and Health Equity Fellowship and consists of seven health providers and payers. We also strengthened our housing advocacy activities in 2024; we chair the policy workgroup for HC4H, participated in Homeless Day on the Hill at the Minnesota State Capitol, and submitted letters of support for multiple housing initiatives. In September and October 2024, teams from across the system participated in two Twin Cities Habitat for Humanity builds. Volunteers contributed 300 hours for the Carter Work Project build. During our annual build week with Twin Cities Habitat for Humanity, staff contributed 560 volunteer hours. For more information about the action plan programs that are addressing the priority need of structural racism and barriers to equity, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Priority Need: Healing, Connectedness, and Mental Health. Woodwinds Hospital works toward the anticipated impact: develop, grow, and sustain programs, educational offerings, partnerships, and initiatives, address barriers to healing, connectedness and mental health through Strategy 1 (Addressing SDOH) and the Community Action Plan. Fairview System Key Initiative Highlights. In response to the priority need of healing, connectedness, and mental health, we have a body of work that makes up the Connection is Cure initiative. Connection is Cure aims to build trust through social connections, center linguistic and cultural diversity, and bridge silos across our hospital system and communities to transform medical practice. As a part of Connection is Cure, we hosted virtual conversations in 2024 around how we can improve mental health services for specific populations: Native patients, youth, and older adults. Three conversations were held-one for each respective population-reaching a total of 108 community members. Other gatherings fostering healing, connectedness, and mental health were held in 2024 as well, including a Heal the Healers event. Exemplifying the integration of traditional healthcare with ancestral and cultural practices, the Heal the Healers event united local healers and caregiving professionals for a transformative day of self-care, learning, and the revival of ancestral practices. Our goal was to empower practitioners and community workers with activities that foster self-care, ensuring they remain strong and resilient for the communities they serve. This and other healing events laid the groundwork for the Community Health and Healing Summit, convened as part of our innovative approach to the Community Health Needs Assessment. Over 100 participants gathered for a day of learning about the health conditions in their local communities, seeking to understand the efforts of the system and collective community in addressing these issues. For many attendees, the event also served as a welcoming introduction to cultural and non-traditional healing practices; individuals had the opportunity to experience these practices firsthand while learning about their application within the community and our health system. As part of our commitment to addressing barriers to healing, connectedness, and mental health, we also launched our Birth Justice Initiative, a cross-departmental effort to advance equity and inclusion in birthing experiences. Focused on eliminating racial bias in maternal healthcare and improving patient outcomes, the Birth Justice Initiative is making systemic changes to improve the quality of healthcare for all pregnant persons. Their research and advocacy led to the removal of race-based maternal health screening tools, which can accidentally introduce bias into medical decision-making. Schedule H, Part V, Section B, Line 11 Facility , 5 Facility , 5 - HealthEast Woodwinds Hospital - Continued. Additionally, part of the design of a new prenatal and postpartum clinical care map includes screening all pregnant patients for social determinants of health and lead exposure, empowering healthcare providers to act early to address these concerns. In 2024, departments participating in the Birth Justice Initiative interviewed 649 people who gave birth in the Fairview health system and gathered input from doulas. Based on their feedback, we plan to rewrite policies to enhance culturally congruent care, tailoring maternal healthcare to the specific cultural values of each patient. Additionally, we are responding to the need for healing, connectedness, and mental health with a variety of evidence-based programs, as well as trainings and education sessions. Feeding Hope is a series of virtual one-hour learning sessions focused on positive, hopeful topics that support wellbeing in the general community. This series is offered in partnership with all Fairview's hospitals and medical centers and is open to anyone across all of Fairview's communities. In 2024, across Fairview hospitals and medical centers there were two sessions held with 60 attendees total. The Faith Community Nursing program makes programs and services available to faith community nurses to hold in their congregation. Additionally, $750 mini grants are provided from Fairview Foundation to faith community nurses, as well as resources such as health education materials and resources, and networking opportunities. In 2024 across the system there were 20 mini grants awarded. In the Woodwinds Hospital community, 1 mini grant was awarded to faith community nurses. Psychological First Aid is an evidence-informed training for the broader community as well as professionals. Trainees learn how to support healthy recovery for individuals following a traumatic event, public health emergency, natural disaster, or personal crisis. The curriculum integrates public health, community health, and individual psychology by drawing upon skills the trainees probably already have. Psychological First Aid is a two-hour training. In 2024, in the Woodwinds Hospital community, there were three classes offered with 61 participants attending. A Creative Look at Self-Care (formerly Refresh and Reset your Resiliency) promotes resiliency skills, offers wellness-care tools for mind, body, and spirit, and encourages the development of a personal plan for self-care. In 2024, in the Woodwinds Hospital community, there was one class offered with 22 participants attending. For more information about the action plan programs that are addressing the priority need Healing, Connectedness, and Mental Health, please see our Fairview Health Services Community Action Plan: https://www.fairview.org/about/Our-Community-Commitment/Local-Health-Needs Together, Fairview's Strategy 1 (Addressing SDOH) initiatives and the programs outlined within our action plans comprise a strategic, innovative, and equity-minded approach to community health. We take great care to co-design programmatic responses with the communities impacted by them and collaborate with a broad range of community organizations and other multisectoral partners to address the social determinants of health. In recognition of our commitment to this work, Fairview advanced as a finalist for the American Hospital Association's Foster G. McGaw Prize. Five programs were profiled in Fairview's award submission: Minnesota Immunization Networking Initiative; East Side Health and Well-being Collaborative; Fair Table, Fairview's Food is Medicine initiative; Health Commons; and our Cultural Broker program. It is a great honor to be considered for this award; it serves as motivation to work harder than ever to advance health equity, and to intentionally do so in authentic partnership with the communities we serve. In addition to Strategy 1 (Addressing SDOH) and the programmatic work included on our Action Plans, we strive to reduce health disparities and increase community health equity through two additional system strategies. While Strategy 1 (Addressing SDOH) allows us to directly respond to the three prioritized needs from our community health needs assessment, Strategy 2 (Engagement infrastructure) and Strategy 3 (Inclusive institution) focus on building the structures and systems for us to do the work more capably. Strategy 2 - Engagement Infrastructure Addressing our three priority needs while also responding to emerging needs requires an infrastructure that supports building and sustaining strong community partnerships and allows for ongoing, trusting exchanges between Fairview and community members. The importance of this is manifest in Strategy 2 (Engagement infrastructure): Creating community engagement infrastructure that builds trusting partnerships and enables community voice to inform and influence the institution. The anticipated impacts for this strategy are: 1) Build and expand feedback systems for patients and community members; embed process improvement in the health system's response to community voice and 2) Create sustainable structures to convene and engage community voice around addressing social determinants of health. While Fairview boasts an extensive engagement infrastructure already, we continued to bolster the work we do to expand feedback systems and sustainable convening structures. Core to this is building and sustaining trusting partnerships. Our Woodwinds Hospital Community Advisory Committee (CAC) met through the year to offer input and provide local insight and expertise. Notably, 2024 marks the first year since the COVID-19 pandemic in which we convened our CACs in-person, celebrating the joy of being together in the same room and the spirit of collaboration that it fosters. To enhance the work of each hospital CAC, in 2024 we revitalized our System Community Advisory Council. Spanning the entire health system, the System CAC incorporates the need for internal representation, local representation, and representation from organizations that represent our priority populations. While it plays a large role in advising the CHNA process and implementation, it also ensures the voice of priority populations remain at the center of all discussions and decisions. The System CAC met five times in 2024, providing guidance and insights throughout the Community Health Needs Assessment process. A central part of our community voice work and philosophy, the M Health Fairview Center for Community Health Equity (the Center) was launched in August 2022. The Center guides our efforts to gather community voice and tie the learnings back into the organization. Throughout 2024, we hosted three Center Community Health Equity Work Group meetings to hold strategic discussions on issues of relevance to the center. The Center for Community Health Equity also presented a session at the 2024 American Hospital Association's annual conference. This session focused on the lessons we learned from conducting community input sessions for community members with limited English proficiency, giving us the opportunity to socialize best practices and learn from the experiences of other healthcare systems. Over the course of the year, the Center continued to build out its SDOH platform and community engagement framework, guiding the implementation of the 2024 Community Health Needs Assessment approach. For a detailed explanation of how we integrate community voice into our Community Health Needs Assessment process, please view our 2024 CHNA reports: Community Health Needs Assessments - 2024 Enabling community voice, particularly the voices of priority populations, to influence and inform the health system is integral to Strategy 2 (Engagement infrastructure). In 2024, the Center for Community Health Equity and Fairview's Quality Improvement team began a joint enterprise to incorporate community voice into the way in which we define, implement, and measure healthcare quality. Members of the East Side Health and Well-being Collaborative and the System Community Advisory Committee gave input regarding what "quality "quality care" means to them, informing the development of the system's ambulatory care composite (high priority quality measures). The priorities yielded by their insights will drive organizational work for the next several years as we work to deliver the highest quality of care to our patients and community. Schedule H, Part V, Section B, Line 11 Facility , 6 Facility , 6 - HealthEast Woodwinds Hospital - Continued. Building our engagement infrastructure involves connecting broadly with community as well as building our capacity to engage with complex and intersectional groups. We are building a set of population health equity initiatives, one of which is the Native Health Equity Initiative (NHEI). As part of this body of work, in 2024 Fairview staff stood up the Indigenous Healing Circle Employee Resource Group to create sacred space for Native employees and patients and reconcile disparities unique to our Native relatives. Fairview also developed a system-wide land acknowledgement to raise awareness of how inequities have impacted the geographies and people we serve and guide us in our work to advance equity and inclusion. The land acknowledgement was published in our 2024 Community Health Needs Assessment report. Throughout our Native health equity efforts, we also hosted a Healing in Four Directions Powwow for more than 350 community members from across the state with partners including St. Paul Public Schools Indian Education, South St. Paul Public Schools Indian Education, Minnesota Indian Affairs Council, and the American Indian Family Center. Later in the year, we participated in the 2024 American Indian Day on the Hill and sponsored Indigenous Peoples Night with the Minnesota Aurora soccer team in collaboration with Northern Indigenous Games and Twin Cities Native Lacrosse. Community outreach in 2024 included providing mobile nursing services at four local powwows and events, including the Indigenous People's Health Fair. As part of the effort to incorporate Native health equity into systems and processes, Fairview reviewed its smudging policy and updated educational tools, providing training at acute care sites about the ritual and how it can be practiced in a clinical setting. Strategy 3 - Inclusive Institution To successfully address our three priority needs and improve the health and wellbeing of our priority populations, it is imperative that we are guided by Strategy 3 (Inclusive institution): Transforming internal structures to create an antiracist and inclusive environment and to build community health by building community wealth. The anticipated impacts tied to Strategy 3 (Inclusive institution) are: 1) Build internal and external processes and structures to provide spaces that are safe and welcoming to all, responsive to community needs, and based on a culture of inclusion, 2) Use an antiracist approach and work to identify and eliminate racism by changing systems, organizational structures, policies, practices, and attitudes, and 3) Leverage everyday business practices to build community wealth, promoting economic and racial equity and justice. Key achievements in alignment with Strategy 3 include the launch of standardized social determinants of health patient screenings (e.g., food security, housing stability) at all ambulatory care sites. In 2024, 414,359 primary care patients across the system completed social determinants of health screenings. We also implemented targeted interventions to improve healthcare disparities, resulting in marked improvement in breast cancer and colon cancer screening rates. In particular, breast cancer screening rates improved among Karen, Hmong, and Somali patients because of six mobile mammography events. Additionally, we are building capacity across the system for more individuals and teams to participate in the Intercultural Development Inventory. Operational improvements driven by the Equity Strategy Office identify and address experience and outcome gaps for employee sub-groups and within patient care and outcomes. Improvements include related dashboarding and reporting across all organizational performance dimensions. This reporting informs the creation of actions plans to mitigate and address identified gaps and create line of sight to progress being made. In 2024, pathways were created to collate and incorporate voices and insights from the patients, employees, and community members Fairview serves. These pathways are being piloted and operationalized in 2025. Robust and strategic efforts across Patient Safety, Human Resources, and Customer Experience to identify and address multiple forms of harm were also supported. In addition, during 2024, units across the organization operationalized systems to identify and prevent potential gaps in care and outcomes across patient populations. Our anchor strategy works to advance health equity by investing in the social and economic wellbeing of the communities we serve through our everyday business practices. The strategy focuses on local and diverse hiring, purchasing and investing, and serving and leading with trusted community partners. Fairview's Workforce Partnerships team addresses the social determinants of health by helping people secure employment with family-sustaining wages and benefits, achieve success in their jobs, and learn new skills. The team also focuses on inclusive, local hiring, resulting in a healthcare team that represents the communities we serve. Supply Chain leaders launched a Supplier Diversity program, including updating request for proposal language, creating a new webpage, and identifying potential diverse vendors. Fairview also has a robust social corporate responsibility program including employee volunteerism, memberships, affiliations, and sponsorships. In 2024, there were 13 systemwide employee volunteerism events hosted, including Habitat for Humanity and Twin Cities Pride. Additionally, Fairview staff sit on boards and are members of a diverse set of community organizations. Fairview's sponsorship program is aligned with our commitment to advancing health equity. Our organization provides sponsorships to support local community organizations aligned with our system's priorities. To increase diversity and trust in clinical trials, the Center for Community Health Equity partnered with Fairview Frontiers to develop a community engagement strategy and improve representation in clinical trials. Together, they presented "Integrating Cultural Considerations for Research Participants" to the University of Minnesota research managers, providing education on the importance of diverse participation in research and how to do so thoughtfully and equitably. Fairview Frontiers also appeared at four different community events for "Research 101," informing community members about the process, benefits, and challenges of participating in a research study. Together, Fairview Frontiers and the Center for Community Health Equity are working to engage the community more directly in clinical research with the aim of improving both the process and the outcome of such studies. Significant needs not addressed. Prioritizing needs identified by our communities allows us to develop upstream strategies that will have a large and lasting impact in our communities. The priority needs we have identified will ultimately be positively impacted by addressing their root causes. The following needs were not directly addressed because these issues are outside the scope at this time: cost of care, insurance and medications, childcare, and employment benefits. The following needs were not directly addressed because they fall outside of the scope of the Community Health Needs Assessment Implementation Strategy: clinic/hospital hours, limited time spent with provider, and limited specialty care. This feedback was shared with the appropriate teams to address as part of clinical care. Schedule H, Part V, Section B, Line 13 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. The Minnesota Attorney General agreement was used in the determination of the eligibility for financial assistance. Schedule H, Part V, Section B, Line 16 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. The organization attaches a summary of the policy to billing invoices and also communicates to patients during admission, financial counseling and collection calls that there is a financial assistance program and that an application can be provided to them. A summary of the Financial Assistance Policy is posted in various locations in the hospital. Schedule H, Part V, Section B, Line 20 Facility , 1 Facility , 1 - HealthEast Woodwinds Hospital. Pursuant to Treas. Reg. Section 1.501(r)-6(c), HealthEast Woodwinds Hospital made reasonable efforts to determine whether an individual was FAP-eligible for care by satisfying the requirements of Section 1.501(r)-6(c)(3). 0 Schedule H, Part I, Line 7f THE BAD DEBT EXPENSE INCLUDED ON FORM 990, PART IX, LINE 25 COLUMN (A), BUT SUBTRACTED FOR PURPOSES OF CALCULATING THE PERCENTAGE ON SCHEULDE H COLUMN (F) IS $7,184,808. Schedule H, Part I, Line 3c If a household has assets totaling more than $100,000, they are not eligible for Financial Assistance. Exceptions may be made for catastrophic situations, where the outstanding balances exceed the patient's household asset totals. These will be reviewed on a case-by-case basis. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 400% OF THE FEDERAL POVERTY LEVEL AND RECEIVE MEDICALLY NECESSARY HOSPITAL OR HOSPITAL BASED SERVICES ARE CHARGED A DISCOUNT RATE EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT. As of November 1, 2023, this policy applied to all United States residents. Schedule H, Part I, Line 7g Subsidized Health Services There are no costs associated with physician clinics included in line 7g. Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance THE AMOUNTS REPORTED ON FORM 990, SCHEDULE H, PART I, LINE 7A THROUGH 7C ARE DETERMINED USING THE COST TO CHARGE RATIO DERIVED FROM WORKSHEET 2 IN THE SCHEDULE H, FORM 990 INSTRUCTIONS. FORM 990, SCHEDULE H, PART I, LINES 7E THROUGH 7J ARE REPORTED AT CHARGES AS RECORDED BY THE ORGANIZATION. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount The bad debt expense reported on Part III, Line 2 is reported at charges as recorded by the organization. The provision for bad debts is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators. Schedule H, Part III, Line 3 Bad Debt Expense Methodology Bad Debt Expense, Patients Eligible for Assistance The bad debt expense attributable to patients that may be eligible for financial assistance is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators. Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote Subsequent changes that are determined to be the result of an adverse change in the patient's ability to pay (determined on aportfolio basis when applicable) are recorded as bad debt expense. Bad debt expense for the years ended December 31, 2024 and 2023, was not significant. See page 22 of the audited financial statements for additional information. Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs IT IS PART OF the organization's MISSION THAT COMMUNITY BENEFIT ACTIVITY IS CARRIED OUT BY STAFF/LEADERSHIP AT EACH FACILITY BASED ON THE HEALTH CARE NEEDS IN THAT SERVICE AREA. THE MEDICARE COST TO CHARGE RATIO REPORTING IS CALCULATED SERVICE LINE BY SERVICE LINE. OTHER EXPENSES ARE CALCULATED USING THE OVERALL COST TO CHARGE RATIO. UNCOMPENSATED COSTS RESULTING FROM MEDICARE, MEDICAID AND STATE AND LOCAL INDIGENT CARE PROGRAMS ARE CONSIDERED A COMMUNITY BENEFIT BECAUSE OF THE SIGNIFICANT DIFFERENCES BETWEEN ACTUAL COSTS AND REIMBURSEMENT. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance After our patients have received services, it is the policy of Fairview Health Services to bill patients and their applicable payors on a timely and accurate basis. During this billing and collection process, Fairview staff is committed to providing quality customer service and timely follow up on all outstanding accounts. Billing: It is the goal of Fairview to bill all claims accurately and on a timely basis. Although dependent on information and communications from patients and payors, Fairview will provide sufficient follow up service to ensure that patients receive accurate account and billing information and have the opportunity to make payment and/or apply for community care. Fairview has agreed to certain billing and collection practices by an agreement with the Minnesota Attorney General's office. There are financial counselors at every entity Monday through Friday who interact with the patients in person and over the phone to inform of programs available to them as well as assist them in applying for the programs. The information about needing assistance with paying the bill is posted on signs in the hospitals and materials are distributed to self-pay patients by registration staff. The statements sent out after the visit provide this information as well. If a patient/family member calls the Central Business Office customer service staff to ask for assistance with paying their bill, they are informed about options at that time. Fairview provides an interpreter service that interprets conversations over the phone. This service can be used either as a three way phone call or the Financial Counselor, in a room with the patient or family can place the call together to the interpreter phone service. The interpreter services line accommodates close to 200 languages. The billing process will be assisted by the following guidelines: 1) For all insured patients, Fairview will assist in processing insurance for all in-network and out-of-network payers when possible (as provided by or verified by the patient) on a timely and accurate basis. 2) For all uninsured patients with Minnesota or Wisconsin residency receiving hospital based services deemed medically necessary, Fairview will apply an uninsured discount equal to the discount provider to our largest contracted non-government payor, any remaining balance will be billed to the patient in a timely and manner. As of November 1, 2023, this policy applied to all United States residents. 3) All billed patients have the opportunity to contact Fairview regarding financial assistance for their accounts. Financial assistance may include Community Care, payment arrangements, medical assistance or other applicable programs. 4) If a patient contacts Fairview regarding Community Care before the account is referred to a collection agency or attorney, an application and required documentation is requested (income verification etc.), the account will then be processed based on the outcome of the Community Care determination. 5) Fairview takes reasonable measures to avoid referring an account to collection unless there are no responses from the patient. If a patient contacts Fairview regarding Community Care after their account has been referred to a collection agency or attorney, Fairview will send an application to the patient. If the completed application along with required documentation (income verification, etc.) is submitted, all collection action will be suspended until the patient is notified of Fairview's determination. Schedule H, Part V, Section B, Line 16a FAP website - HealthEast Woodwinds Hospital: Line 16a URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Policy; Schedule H, Part V, Section B, Line 16b FAP Application website - HealthEast Woodwinds Hospital: Line 16b URL: https://www.fvfiles.com/2266.pdf; Schedule H, Part V, Section B, Line 16c FAP plain language summary website - HealthEast Woodwinds Hospital: Line 16c URL: mhealthfairview.org/resources/policies-and-documentation/Financial-Assistance-Plain-Language-Summary; Schedule H, Part VI, Line 2 Needs assessment Assessing and responding to community and patient needs is an important component of population health and an integral part of Fairview's community commitment, as Fairview has conducted triennial assessments to inform our community outreach since the mid-1990s. Fairview's 2024 CHNA builds upon previous assessments and was developed in partnership with community members and organizations, local public health agencies, and other hospitals and health systems. At Fairview, we are committed to those we serve - and as an anchor institution, our definition of those we serve stretches beyond our patients to embrace our entire community. As a result, this assessment process takes into consideration everyone our health system touches, including our community members, our patients, and our employees. The assessment serves as a tool for guiding policy, advocacy, and program planning. Through this process, Fairview aims to: -Intentionally engage with community members and organizations, public health agencies, and other hospitals and health systems to identify and understand significant health needs in the community. -Understand the needs of the community we serve by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform each hospital's CHNA implementation strategy and action plan development. Our 2024 CHNA process continues to be grounded in the key principles that guide the way we work with community: focus on community voice and trust, commit to collaboration, and transform through action. Guided by the last assessment's implementation strategies, our 2024 CHNA represents an increased focus on the processes by which we engage with community, examining the foundations on which we are building our community engagement infrastructure for the future. This corresponds naturally to a focus on narrative about the assessment process in the report. Nevertheless, we are continuing to collect and analyze information about our priority populations and priority need areas. As we have conducted multiple CHNAs, we have come to an inescapable conclusion: Our communities have faced the same challenges for more than a three-year CHNA cycle. Despite our efforts to address these issues, these problems are not relenting and can last a decade or more. Out of these intractable challenges, we have distilled three key lessons that have fundamentally shifted our approach: -Despite best efforts, health needs and health inequities continue to grow and deepen. -Collective action is critical. -Transformational change requires sustained and focused commitment. In 2021, in response to these lessons learned and guided by the key community outreach principles outlined above, we put forth a Fairview 10-year vision - increased community health equity. We developed the first in a series of consecutive CHNA implementation strategies and plans that we will build and execute over the decade to bring that vision to fruition. Getting stakeholder buy-in to execute a 10-year vision, and maintaining that interest and focus for a decade, takes vision and commitment: vision to imagine a better future and inspire others to work alongside us, and commitment to stay the course in pursuit of that vision. Although these two requirements are difficult to fulfill within the context of healthcare's dynamic landscape, we remain steadfast in our dedication and have developed processes to effectively support our work. These processes, and the progress they have enabled so far, are the subjects of this CHNA report. As part of our commitment to our 10-year vision and strategies, and in alignment with the Center for Community Health Equity, we are using consecutive CHNA cycles to build upon and deepen the work tied to the assessment. All the feedback, stakeholder input, and community voice we have gathered and heard since our last assessment confirms that the priority needs identified in our 2021 CHNA are still present, pressing issues in our communities. We remain committed to driving real, sustained change in those areas. We are using our 2024 CHNA cycle to gather further data and context about these priority needs to refine and deepen our understanding and to respond more impactfully. The three priority needs are: * Accessing and navigating care and resources. Individuals and communities struggle to access and navigate the resources they seek to support their unique health and well-being. System complexity, co-occurring health and mental health issues, and lack of coordination across entities make it difficult and cumbersome to access information and care. Provider shortages, lack of culturally responsive providers, and cost of care especially for under- or uninsured community members further exacerbate access challenges. Furthermore, many gaps in service exist, and services that are available are not always appropriate for or trusted by populations. * Addressing structural racism and barriers to equity. Individuals and communities are experiencing differential access and assets due to historical and ongoing structural racism, discriminatory policies, and bias. The social determinants of health as well as individual risk factors contribute to disparate outcomes with care, resources, and opportunity, undermining the ability of all groups to achieve optimal health and wellbeing. Communities are calling for conditions that strengthen their capacity and center their priorities; institutions have a responsibility to share power and recognize marginalized voices in decision-making processes. * Cultivating trust, belonging, and healing. Individuals and communities are experiencing an acute sense of polarization, breakdowns in trust of others as well as institutions, and increasing social isolation, especially post-pandemic and with distinct challenges across geographies. Historical trauma and discrimination further compounds these issues. This results in diminished social cohesion, increased anxiety or stressors, and lack of opportunities and spaces for connection and healing. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance The organization MAKES INFORMATION ABOUT ITS CHARITY CARE PROGRAMS AVAILABLE ON ITS WEBSITE (WWW.FAIRVIEW.ORG). AT THE TIME OF REGISTRATION FOR SERVICES AND THROUGH WRITTEN MATERIALS IN LOBBIES AND WAITING ROOMS. FOR PATIENTS IDENTIFIED AS SELF-PAY (WHETHER THAT OCCURS BEFORE SERVICES ARE DELIVERED OR DURING THE BILLING CYCLE), FAIRVIEW UTILIZES A STANDARD PROCESS TO ASSIST PATIENTS LEARN ABOUT AND ACCESS ASSISTANCE FROM GOVERNMENT PROGRAMS OR FAIRVIEW'S CHARITY CARE PROGRAM. FOR UNINSURED PATIENTS SEEN IN A FAIRVIEW HOSPITAL, FAIRVIEW PARTNERS WITH AN EXTERNAL VENDOR WHO MEETS WITH SELF-PAY PATIENTS TO ASSIST THEM DETERMINE ELIGIBILITY FOR GOVERNMENT PROGRAMS OF FAIRVIEW'S CHARITY CARE PROGRAM. THE VENDOR WILL ALSO ASSIST PATIENTS WITH COMPLETING THE NECESSARY PAPERWORK TO ACCESS THESE RESOURCES. STAFF IN FAIRVIEW'S CENTRAL BUSINESS OFFICE HAVE A SELF-PAY TEAM, WHICH DIRECTS PATIENTS TO THE APPROPRIATE RESOURCES. THERE IS ALSO A COMMUNITY CARE COORDINATOR WHO ASSISTS IN GETTING PATIENTS CONNECTED TO ADDITIONAL RESOURCES FOR WHICH THEY MAY QUALIFY. Schedule H, Part VI, Line 4 Community information Defining community: Woodwinds Hospital CHNA community In this definition of community, we include residents, patients, and employees. These categories are fluid: not only can individuals fall into more than one, but they can shift back and forth among these categories over time. For these reasons, the best definition of specific hospital communities considers all of these groups. For the purposes of the CHNA, the Woodwinds Hospital community includes 18 zip codes. The hospital is in Washington County, and the hospital community also overlaps with Washington, Dakota, and Ramsey counties. The geography encompasses 345 square miles. The total population of this geographic community is 337,654 people. This makes up 5.6% of Minnesota's total population (5,760,091). This definition aligns with the hospital's primary service area, where a majority of its patients come from, that resides in state of Minnesota. The Woodwinds Hospital community is more racially and ethnically diverse than the state, on average. Those who identify as members of racial or ethnic populations experiencing health disparities make up almost one-third (31.5%) of the Woodwinds Hospital community, compared to 24.2% of the state's total population. This community is about the same age as the rest of the state. The median age for the Woodwinds Hospital community is 40.4 years, and Minnesota's median age is 40.3 years. Schedule H, Part VI, Line 5 Promotion of community health AS A NONPROFIT HEALTH SYSTEM, the organization REINVESTS ANY EXCESS REVENUES INTO THE CORE OPERATIONS OF THE ORGANIZATION. RESEARCH AND EDUCATION ARE AT THE VERY HEART OF THE MISSION. IN PARTNERSHIP WITH THE UNIVERSITY OF MINNESOTA, FAIRVIEW INVESTS MILLIONS OF DOLLARS EACH YEAR INTO GROUND-BREAKING RESEARCH AND EDUCATION OF OUR NEXT GENERATION OF HEALTHCARE WORKFORCE. FAIRVIEW ALSO PARTNERS WITH A MYRIAD OF HIGHER EDUCATIONAL INSTITUTIONS TO PROVIDE CLINICAL HANDS-ON TRAINING FOR FUTURE NURSES, PHARMACISTS, LABORATORY PROFESSIONALS AND MORE. FAIRVIEW SERVES AS A TRAINING SITE FOR RESIDENTS IN VARIOUS SPECIALTIES AND IS THE CORE TEACHING SITE FOR THE UNIVERSITY OF MINNESOTA RESIDENTS. SENIOR RESIDENTS AND FELLOWS PROVIDE FAIRVIEW SOME DEGREE OF CLINICAL SERVICE THAT WE WOULD OTHERWISE NOT RECEIVE. Schedule H, Part VI, Line 6 Affiliated health care system Woodwinds Health Campus is a community-focused, non-profit hospital that is part of Fairview Health Services. Woodwinds Health Campus provides innovative technology, compassionate care, and a full spectrum of family health services. FAIRVIEW HEALTH SERVICES IS A MINNEAPOLIS-BASED NONPROFIT HEALTH SYSTEM DRIVEN TO HEAL, DISCOVER, AND EDUCATE FOR LONGER, HEALTHIER LIVES. FOUNDED IN 1906, FAIRVIEW PROVIDES EXCEPTIONAL CARE TO PATIENTS AND COMMUNITIES AS ONE OF THE MOST COMPREHENSIVE AND GEOGRAPHICALLY ACCESSIBLE SYSTEMS IN MINNESOTA. Fairview has enjoyed a long partnership with the University of Minnesota and University of Minnesota Physicians, now represented in the M Health Fairview brand. Together, we offer access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. OUR MISSION: FAIRVIEW IS DRIVEN TO HEAL, DISCOVER, AND EDUCATE FOR LONGER, HEALTHIER LIVES. OUR VISION: Fairview is driving a healthier future. OUR VALUES: Dignity - Integrity - Service - Compassion - Innovation THE FAIRVIEW SYSTEM CONSISTS OF 10 HOSPITALS (9 COMMUNITY BASED GENERAL ACUTE CARE HOSPITALS AND 1 LONG-TERM ACUTE CARE HOSPITAL); OVER 80 PRIMARY AND SPECIALTY CARE CLINICS; 37 RETAIL AND SPECIALTY PHARMACIES; PHARMACY BENEFIT MANAGEMENT SERVICES; REHABILITATION CENTERS; COUNSELING; HOSPICE SERVICES; 100+ OWNED AND MANAGED SENIOR CARE FACILITIES AND LONG-TERM CARE HOUSING FACILITIES (THROUGH EBENEZER SOCIETY, A FAIRVIEW SUBSIDIARY); AND EMERGENCY MEDICAL TRANSPORTATION. FAIRVIEW'S 34,000+ EMPLOYEES AND NETWORK OF 4,800+ SYSTEM PROVIDERS EMBRACE INNOVATION AND NEW THINKING TO DRIVE A HEALTHIER FUTURE THROUGH HEALING, DISCOVERY AND EDUCATION. FAIRVIEW HOSPITALS AND MEDICAL CENTERS INCLUDE: BETHESDA HOSPITAL (ST. PAUL) FAIRVIEW LAKES MEDICAL CENTER (WYOMING) FAIRVIEW NORTHLAND MEDICAL CENTER (PRINCETON) FAIRVIEW RANGE MEDICAL CENTER (HIBBING) FAIRVIEW RIDGES HOSPITAL (BURNSVILLE) FAIRVIEW SOUTHDALE HOSPITAL (EDINA) GRAND ITASCA CLINIC & HOSPITAL (GRAND RAPIDS) ST. JOHN'S HOSPITAL (MAPLEWOOD) UNIVERSITY OF MINNESOTA MEDICAL CENTER AND UNIVERSITY OF MINNESOTA MASONIC CHILDREN'S HOSPITAL (MINNEAPOLIS) WOODWINDS HEALTH CAMPUS (WOODBURY) Schedule H, Part VI, Line 7 State filing of community benefit report MN true true false false false false false true false James Hereford President & CEO 0 1948464 0 2156120 0 749894 0 786517 0 18490 0 5659485 0 731606 Trudi Trysla Chf Legal Counsel 0 727947 0 461608 0 64958 0 316014 0 0 0 1570527 0 61382 Robert Beacher EVP & Chf Shared Clinical Svcs 0 809592 0 528146 0 132780 0 189786 0 24268 0 1684572 0 120953 Laura Reed COO, end 1-2024 0 43717 0 872344 0 1986573 0 69760 0 1305 0 2973699 0 536871 Mark Welton CMO, end 7-2024 0 419441 0 599102 0 1011320 0 163378 0 10458 0 2203699 0 129086 Sameer Badlani Chf Digital Officer 0 816037 0 485350 0 67068 0 69097 0 24121 0 1461673 0 64850 Mary Nease Chf People Officer, end 1-2024 0 22948 0 412713 0 1112811 0 26300 0 1742 0 1576514 0 322172 Andrea Mokros Chf Public Affairs Officer 0 535452 0 339061 0 885 0 45544 0 10146 0 931088 0 0 Joseph Gaylord CFO 0 1039753 0 817091 0 5196 0 201036 0 24290 0 2087366 0 0 Jeoff Will EVP, COO 0 1045338 0 328858 0 47939 0 203643 0 24356 0 1650134 0 45110 Euthemy Lebrew EVP & Chf Transformation Officer 0 582324 0 217652 0 4317 0 105152 0 23178 0 932623 0 0 Jaya Kumar CMO 0 516621 0 100000 0 2304 0 57370 0 1038 0 677333 0 0 Tanja Oquendo Chief People Officer 0 247188 0 135900 0 1093 0 2672 0 5578 0 392431 0 0 Sunn Sunn Thaw MD Former Physician 0 436613 0 630138 0 2972 0 13800 0 27277 0 1110800 0 0 Erica Kuhlman MD Physician 0 452345 0 11951 0 4369 0 13800 0 20914 0 503379 0 0 Jawali Jaranilla MD Physician 0 412762 0 8982 0 277942 0 13800 0 13237 0 726723 0 0 Juan Zeballos Chavez MD Physician 0 482206 0 9732 0 9399 0 13800 0 18896 0 534033 0 0 Aziza Shireen MD Physician 0 350691 0 11982 0 54397 0 13800 0 26356 0 457226 0 0 Kenan Raddawi MD Physician 0 333011 0 4482 0 76702 0 13800 0 13201 0 441196 0 0 Schedule J, Part I, Line 4a Severance or change-of-control payment Severance Terms and Conditions: Severance benefit payments will commence on the first regularly scheduled pay date that occurs at least five (5) days after the expiration of the rescission period. Payment of severance benefits is contingent upon (i) having first signed and not rescinded the Service Agreement and Release Agreement and (ii) the return of Fairview's property. Severance payments made during the tax year: Laura Reed $1,441,830; Mark Welton $868,256; Mary Nease $728,808 Schedule J, Part I, Line 4b Supplemental nonqualified retirement plan THE FOLLOWING INDIVIDUALS PARTICIPATED IN A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD, SAMEER BADLANI, LAURA REED, MARK WELTON, ROBERT BEACHER, TRUDI TRYSLA, MARY NEASE, ANDREA MOKROS. JOSEPH GAYLORD, Jeoff Will, Eithemy Lebrew, Jaya Kumar, Tanja Oquendo DUE TO A VESTING EVENT, THE FOLLOWING INDIVIDUALS HAD INCOME IN PART VII AND SCHEDULE J RELATED TO A NONQUALIFIED RETIREMENT PLAN: JAMES HEREFORD $731,606 LAURA REED $536,871 MARK WELTON $129,086 ROBERT BEACHER $120,954 TRUDI TRYSLA $61,382 SAMEER BADLANI $64,850 JEOFF WILL $45,110 MARY NEASE $322,172 Schedule J, Part I, Line 7 Non-fixed payments Fairview Health Services provides lump sum financial awards based on system-wide, business unit and/or departments financial and quality measures. Annual goals, specifically tied to productivity and quality indicators, are set for the year and an incentive paid out annually if key goals and measures are achieved. The non-qualified plan (the plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualitied retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account, within 60 days after a participant becomes vested in a contribution. The plan shall pay to the participant an amount equal to the amount the participant is required to pay federal, state, local and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from services payment date. A participant's account shall be distributed in cash. The plan complies with Section 457(f) of the IRS code. Schedule J, Part I, Line 3 Related Org to establish compensation THE ORGANIZATION IS PART OF THE FAIRVIEW HEALTH SERVICES SYSTEM AND FAIRVIEW HEALTH SERVICES HUMAN RESOURCES USES COMPARABLES TO ESTABLISH COMPENSATION FOR THE CEO/EXECUTIVE DIRECTOR ACCORDING TO MARKET STANDARDS. Schedule J, Part I, Line 4b The nonqualified plan (the Plan) is only open to a select group of highly compensated employees. The plan contributes the difference of what 403(b) employer contributions were missed for participants who earn more than the IRS limit on eligible compensation for qualified retirement plans. Participants may not elect to defer compensation. Contributions will be made in the form of a credit to the participant's account. Within 60 days after a participant becomes vested in a contribution, the Plan shall pay to the participant an amount equal to the amount the Participant is required to pay Federal, state, local, and foreign income taxes and employment taxes due to the vesting. The remaining amount in the participant's account shall not be paid until the separation from service payment date. A participant's account shall be distributed in cash. The plan complies with section 457(f) of the Code. Form 990, Part III, Line 4a Continued Fairview and Fairview Pharmacy Services own and operate pharmacies at 37 locations, including a network of retail pharmacies, oncology pharmacies, two home infusion pharmacies (Minneapolis and Duluth, Minnesota), and a specialty pharmacy. M Health Fairview Rehabilitation Services ("MHFRS") provides a full continuum of inpatient and outpatient rehabilitation services for pediatric and adult patients as well as an inpatient rehabilitation facility, a hospital based skilled nursing facility and an adult day program. In addition to providing inpatient services in eight hospitals, MHFRS has 54 outpatient hospital based and free-standing clinics that serve pediatric and adult patients. Specialty services include rehabilitation in the following areas: Cardiac and Pulmonary rehabilitation, Audiology, Orthopedic, Sports related injuries, Neurological, Vestibular, and Cancer Rehab. Hand therapy services are also provided in seven locations. MHFRS serves about 750,000 patient visits/year. M Health Fairview Emergency Medical Services offers emergency medical services and scheduled transportation across the Metro Area and supports the community by responding to more than 60,000 calls annually. Ebenezer, a non-profit subsidiary of Fairview, provides long-term senior care facilities, senior housing, and adult care services. Ebenezer's goal is to provide a supportive environment where older adults can pursue longer, healthier, and more meaningful lives. COMMUNITY COMMITMENT Fairview, an anchor institution rooted in our communities, is in a unique position to be a catalyst for progress and change. A member of the Healthcare Anchor Network ("HAN") - a group of like-minded healthcare organizations committed to building more inclusive and sustainable local economies across the country - Fairview continues to invest heavily in the health and wellness of its local communities. This commitment includes education, training, community programs, and research, as well as significant investments in care delivery. Fairview is reducing the impact racial or ethnic populations experiencing health disparities face through its multi-cultural mobile vaccination program, founded in 2006. Trust, cost, and transportation are three of the most significant barriers to healthcare access. Fairview partners with nearly 200 community partners to offer free, accessible vaccinations in trusted spaces with appropriate language and cultural considerations. Further, Fairview's longstanding relationship with local public health agencies and community partners has allowed Fairview to provide staffing, coordination, and outreach for mobile vaccination clinics at schools, public high rises, community centers, churches, and other locations, increasing vaccine access to those in the area. From January 2021 (when Fairview initiated its free community COVID vaccination clinics) through December 31, 2024, the team hosted 2,323 total vaccination events and distributed 67,941 COVID vaccines, 30,088 flu shots, and 2,259 mpox vaccines. Access to nutritious food is an important part of an individual's health. Another example of Fairview's community investment is its Food is Medicine programs. Fairview is driving innovative strategies to advance food security to reduce health disparities and diet-related health conditions, cultivate trusting and engaged partnerships to build and share resources, and nurture just and equitable food systems. Our fresh food prescription programs support the consumption of meals at home for improved health outcomes by providing culturally appropriate, locally grown produce, protein, and pantry staples to patients and community members experiencing food insecurity. Fairview is committed to contracting with local Black, Indigenous, and People of Color ("BIPOC")- and/or women-owned growers and producers in support of our local food economy. Our health system is also partnering with local nonprofits to expand food access and distribution. On average, 100,000 pounds of food are packaged weekly at the Fairview Community Health and Wellness Hub food hub. Fairview also leads and coordinates East Side Table, a collaborative of community organizations working together to empower individuals to improve overall health and wellbeing. The goal is to increase access to healthy food in diverse, priority neighborhoods in the Twin Cities by distributing fresh food prescription boxes and monthly groceries to seniors and engaging community through cooking demonstrations and meals. The Fairview Community Health and Wellness Hub ("Hub") opened in July 2022. The Hub represents Fairview's intentional, holistic approach to health and wellbeing and commitment to serving all in its communities, especially those who have been traditionally underserved. Services at the Hub include no- to low-cost primary care provided by Minnesota Community Care, a federally qualified health center; expanded outpatient mental health and addiction services; an enhanced adult day program and integrated care and rehab offering transitional, complex medical, and memory care operated by Ebenezer; a food distribution partnership with Second Harvest Heartland and The Sanneh Foundation; and long-term acute care services. The Hub also includes the M Health Fairview Center for Community Health Equity, which serves as an incubator for the next generation of community-based health and wellness programs focused on prevention and addressing the social determinants of health. In 2020, Fairview established the Healing, Opportunity, People, and Equity ("HOPE") Commission to help create a health system where all members of its community are treated with dignity and respect and all patients receive the highest levels and quality of care. To drive more equitable healthcare outcomes and inclusive environments, as part of its HOPE Commission work, Fairview implemented a multi-year journey to become an anti-racist organization. In fall 2024, Fairview was named by the American Hospital Association as one of four finalists for the Foster G. McGaw Prize, recognizing hospitals for their remarkable efforts to improve health and wellbeing for all. We are humbled to be nominated for this prestigious award and believe it underscores the important work we are doing in the community. PHYSICIAN NETWORK AND OTHER STRATEGIC ALLIANCES Fairview has a large physician network which includes both employed and affiliated physicians. As of December 31, 2024, Fairview employed over 1,400 clinicians. Since 1997, Fairview has partnered with the University and UMPhysicians to provide patient care services to the Metro Area. UMPhysicians is a nonprofit organization of more than 1,200 physicians that operates as the clinical practice of the Medical School. Physicians affiliated with UMPhysicians primarily practice within UMMC and other System facilities. Fairview Partners is an integrated health care network providing care coordination to seniors through risk-sharing insurance products. As of December 31, 2024, Fairview Partners had 4,500 members enrolled in two different health plans, including 3,500 members with UCare and 1,000 members with Medica. Fairview Partners' members are enrolled in Medicare Advantage and Special Needs Plans and live in partner nursing homes and assisted livings as well as in their own homes in the community. As of December 31, 2024, there were 30 nursing homes and 41 assisted living facilities (including 22 Ebenezer owned or managed facilities) participating in the Fairview Partners program. Fairview Physician Associates Network ("FPAN") is a Minnesota nonprofit tax-exempt corporation, of which Fairview is the sole corporate owner. FPAN is a clinically integrated, multi-specialty network of more than 4,800 providers serving the Twin Cities metropolitan area. Members include independent primary and specialty care, Fairview Medical Group and University of Minnesota Physicians practitioners. As a physician led nonprofit organization, FPAN works to advance community health by improving the quality, patient experience, and total cost of care of services delivered to patients. . Through coordination and support of its member practices, FPAN manages clinical risk for patient populations to enhance excellence of care, patient safety, and clinical integration. Form 990, Part V, Line 1a All cash disbursements are centralized through a related organization, Fairview Health Services a 501(c)3 non-profit tax-exempt organization. Therefore, the related organization, Fairview Health Services, makes the payment and files the related Form 1099's and Form 1096 instead of this organization. Form 990, Part V, Line 2a Additional Information HealthEast Woodwinds Hospital leases employees from a related organization, Fairview Health Services, a 501(c)(3) tax-exempt, non-profit organization. Therefore, Fairview Health Services files the appropriate W-3 and related W-2 tax forms for these individuals instead of HealthEast Woodwinds Hospital. The leased employee compensation on the HealthEast Woodwinds Hospital, Form 990 Part VII and Schedule J is reported as compensation paid by related organization, Fairview Health Services. Form 990, Part V, Line 15 Section 4960 Tax Fairview Health Services, a related 501(c)3 tax-exempt organization, files and remits all related Section 4960 excise tax on Form 4720 for the system. Form 990, Part VI, Line 6 Classes of members or stockholders The members of the corporation are the individuals who constitute the Directors of this corporation. Form 990, Part VI, Line 7a Members or stockholders electing members of governing body The Board has three categories of directors: 1) 3 ex officio who are Fairview's CEO and the University's Vice President of Medical School and a senior leader of the University Medical School or of the University appointed, from time to time, by the Vice President 2) 10 elected directors who are 1 director elected by the Regents of the University of Minnesota and 9 elected by the Board after nomination from certain components of the Fairview system; and 3) between 3 to 8 at-large directors elected by the Board. Form 990, Part VI, Line 7b Decisions requiring approval by members or stockholders The Regents of the University of Minnesota have the right to approve proposed amendments to the Articles of Incorporation and Bylaws of the corporation if the amendment would adversely affect their rights and certain sales of substantially all of Fairview's assets. An association of approximately 70 Lutheran churches elects most of the Fairview Southdale Hospital, Fairview Ridges Hospital and part of the UMMC Boards of Trustees, as well as the FPA community directors and the Ebenezer Society Board of Directors and has the right to approve certain Fairview Bylaw amendments. Form 990, Part VI, Line 11b Review of form 990 by governing body THE TAX DEPARTMENT CONDUCTS A DETAILED REVIEW OF THE COMPLETED RETURN. THE RETURN IS ALSO REVIEWED BY THE CFO AND CLO/CAO. THE FORM 990 IS THEN PRESENTED TOTHE EXECUTIVE COMMITTEE OF THE BOARD FOR THEIR REVIEW AND APPROVAL ON BEHALF OF THE BOARD OF DIRECTORS. UPON APPROVAL FROM THE BOARD OF DIRECTORS, THE FORM 990 IS FILED. Form 990, Part VI, Line 12c Conflict of interest policy MANAGERS, DIRECTORS AND SENIOR MANAGEMENT ARE REQUIRED TO ANNUALLY COMPLETE A DUTY OF LOYALTY AND CONFLICT OF INTEREST STATEMENT IN COMPLIANCE WITH FAIRVIEW'S SYSTEM CONFLICT OF INTEREST POLICY. DISCLOSURES ARE REVIEWED BY THE COMPLIANCE DEPARTMENT. ANY CONFLICTS OF INTEREST BY BOARD MEMBERS ARE BROUGHT TO THE BOARD FOR REVIEW. Form 990, Part VI, Line 15a Process to establish compensation of top management official The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2024. Form 990, Part VI, Line 15b Process to establish compensation of other employees The determination of executive compensation of the organization is processed by the Human Resources Committee and includes a review of comparability data, review by independent experts and contemporaneous substantiation of the deliberation and decision process. This process is performed annually and was last completed in December 2024. Form 990, Part VI, Line 19 Required documents available to the public This organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request. Inspection of the documents is available at the corporate finance department. Form 990, Part VII, Section B, Line 1 Form 1099's were filed by a related organization Fairview Health Services, a 501(c)(3) non-profit, tax-exempt organizations. Fairview Health Services reports the five highest compensated independent contractors for the system. Form 990, Part XI, Line 9 Other changes in net assets or fund balances Transfers from D&T Facility Management Company - 10017570; Total - 10017570; D&T Facility Management Company 2450 Riverside Avenue Minneapolis MN 55454 411928275 Management MN 501(c)(3) Type I HealthEast Woodwinds Hospital true Ebenezer Society 7505 Metro Blvd Suite 100 Edina MN 55439 410706141 Nursing MN 501(c)(3) 10 Fairview Health Services false Fairview Foundation 2450 Riverside Avenue South Minneapolis MN 55454 411573810 Fundraising MN 501(c)(3) Type I Fairview Health Services false Fairview Health Services 2450 Riverside Avenue Minneapolis MN 55454 410991680 Hospital MN 501(c)(3) 3 NA false Fairview Home Care and Hospice 2450 Riverside Avenue South Minneapolis MN 55454 411434246 Home Health MN 501(c)(3) 10 Fairview Health Services false Fairview Physician Associates Netwo 7505 Metro Blvd Suite 315 Edina MN 55439 411753325 Clinical MN 501(c)(3) 10 Fairview Health Services false Grand Itasca Clinic and Hosptial 1601 Golf Course Road Grand Rapids MN 55744 411865874 Hospital MN 501(c)(3) 3 Fairview Health Services false Fairview Bethesda Hospital 2450 Riverside Avenue South Minneapolis MN 55454 363517697 Hospital MN 501(c)(3) 3 Fairview Health Services false HealthEast Medical Research Institute 2450 Riverside Avenue South Minneapolis MN 55454 411765832 Med Resear MN 501(c)(3) 4 Fairview Health Services false HealthEast St John's Hospital 2450 Riverside Avenue South Minneapolis MN 55454 411456897 Hospital MN 501(c)(3) 3 Fairview Health Services false Range Regional Health Services 750 East 34th Street Hibbing MN 55746 411293970 Hospital MN 501(c)(3) 3 Fairview Health Services false Ridges Surgery Center LLC 14101 Fairview Drive Ste 400 Burnsville MN 55337 462441825 Surgery Center MN Fairview Health Services N/A SouthHealth ASC LLC 4200 Dahlberg Drive Suite 300 Golden Valley MN 55422 822364607 Surgery Center MN Fairview Health Services N/A North Memorial Health Care Home Infusion 719 Kasota Ave SE Minneapolis MN 55414 814469761 Home Infusion MN Fairview Pharmacy Services LLC N/A Fairview Clinics 2450 Riverside Avenue South Minneapolis MN 55454 411761760 Physician MN Fairview Health Services C Corporation false Fairview Physician and Clinic Services 2450 Riverside Avenue South Minneapolis MN 55454 411544996 Physician MN Fairview Health Services C Corporation false Fairview Development Company 2450 Riverside Avenue South Minneapolis MN 55454 411568579 Leasehold MN Fairview Health Services C Corporation false Fairview Express Care 2450 Riverside Avenue South Minneapolis MN 55454 205996177 Physician MN Fairview Health Services C Corporation false FHS Assurance Limited 2450 Riverside Avenue South Minneapolis MN 55454 980417513 Self insur MN Fairview Health Services C Corporation false HealthEast Diversified Services Inc 2450 Riverside Avenue South Minneapolis MN 55454 411388583 Lab & Real MN Fairview Health Services C Corporation false Fairview Pharmacy Solutions LLC 711 Kasota Ave W St Paul MN 55414 994792745 Pharmacy Consulting Services DE Fairview Pharmacy LLC C Corporation false false false true false false false false false false true true true true true true true true true true D&T Facility Management Company M 10017575 Cost