Community Benefit Insight - Tax-exempt hospital

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North Memorial Health Care Dba North Memorial Health

North Memorial Health Care

3300 Oakdave Avenue North
Robbinsdale, MN 55422

Bed count	518	Medicare provider number	240001	Member of the Council of Teaching Hospitals	NO	Children's hospital	NO

EIN: 410729979

Display data for year:

Community Benefit Spending- 2021
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)

9.33%

Spending by Community Benefit Category- 2021
(as % of total functional expenses)

* = CBI denoted preventative categories

Community Benefit Spending Compared to Functional Expenses, 2010-2021

Additional data

Community Benefit Expenditures: 2021

All tax-exempt organizations file a Form 990 with the IRS for every tax year. If the tax-exempt organization operates one or more hospital facilities during the tax year, the organization must attach a Schedule H to Form 990. On Part I of Schedule H, the organization records the expenditures it made during the tax year for various types of community benefits; 9 types are shown on this web tool. By default, this web tool presents community benefit expenditures as a percentage of the organization’s functional expenses, which it reports on Form 990, Part IX, Line 25, Column A. (The more commonly heard term, ‘total operating expenses’, which organizations report to CMS, is generally about 90% of the ‘functional expenses’). The user may change the default to see the dollar expenditures.
Amount spent in the following IRS community benefit categories:

Financial Assistance at cost as % of operating expenses	$ 9,871,461 1.35 %
Medicaid as % of operating expenses	$ 48,549,520 6.63 %
Costs of other means-tested government programs as % of operating expenses	$ 0 0 %
Health professions education as % of operating expenses	$ 3,193,453 0.44 %
Subsidized health services as % of operating expenses	$ 4,693,653 0.64 %
Research as % of operating expenses	$ 0 0 %
Community health improvement services and community benefit operations* as % of operating expenses Note: these two community benefit categories are reported together on the Schedule H, part I, line 7e.	$ 1,409,430 0.19 %
Cash and in-kind contributions for community benefit* as % of operating expenses	$ 630,310 0.09 %
Community building* as % of operating expenses	$ 0 0 %

* = CBI denoted preventative categories

Community building activities details:

Did tax-exempt hospital report community building activities?	Not available
Number of activities or programs (optional)	0
Physical improvements and housing	0
Economic development	0
Community support	0
Environmental improvements	0
Leadership development and training for community members	0
Coalition building	0
Community health improvement advocacy	0
Workforce development	0
Other	0
Persons served (optional)	0
Physical improvements and housing	0
Economic development	0
Community support	0
Environmental improvements	0
Leadership development and training for community members	0
Coalition building	0
Community health improvement advocacy	0
Workforce development	0
Other	0
Community building expense as % of operating expenses	$ 0 0 %
Physical improvements and housing as % of community building expenses	$ 0
Economic development as % of community building expenses	$ 0
Community support as % of community building expenses	$ 0
Environmental improvements as % of community building expenses	$ 0
Leadership development and training for community members as % of community building expenses	$ 0
Coalition building as % of community building expenses	$ 0
Community health improvement advocacy as % of community building expenses	$ 0
Workforce development as % of community building expenses	$ 0
Other as % of community building expenses	$ 0
Direct offsetting revenue	$ 0
Physical improvements and housing	$ 0
Economic development	$ 0
Community support	$ 0
Environmental improvements	$ 0
Leadership development and training for community members	$ 0
Coalition building	$ 0
Community health improvement advocacy	$ 0
Workforce development	$ 0
Other	$ 0

Other Useful Tax-exempt Hospital Information: 2021

In addition to community benefit and community building expenditures, the Schedule H worksheet includes sections on what percentage of bad debt can be attributable to patients eligible for financial assistance, and questions on the tax-exempt hospital's debt collection policy. When searching a specific tax-exempt hospital in this web tool, Section II provides information about bad debt and the financial assistance policy, and whether the state in which the tax-exempt hospital resides has expanded Medicaid coverage under the federal ACA.

Of the tax-exempt hospital’s overall operating expenses, amount reported as bad debt as % of operating expenses	$ 17,276,676 2.36 %
Is the tax-exempt hospital considered a "sole community hospital" under the Medicare program?	NO

Information about the tax-exempt hospital's Financial Assistance Policy and Debt Collection Policy
The Financial Assistance Policy section of Schedule H has changed over the years. The questions listed below reflect the questions on the 2009-2011 Schedule H forms and the answers tax-exempt hospitals provided for those years. The Financial Assistance Policy requirements were changed under the ACA. In the future, as the Community Benefit Insight web site is populated with 2022 data and subsequent years, the web tool will also be updated to reflect the new wording and requirements. In the meantime, if you have any questions about this section, we encourage you to contact your tax-exempt hospital directly.

Does the organization have a written financial assistance (charity care) policy?	YES
Did the tax-exempt hospital rely upon Federal Poverty Guidelines (FPG) to determine when to provide free or discounted care for patients?	YES
Amount of the tax-exempt hospital’s bad debt (at cost) attributed to patients eligible under the organization’s financial assistance (charity care) policy as % of operating expenses	$ 0 0 %

Did the tax-exempt hospital, or an authorized third party, take any of the following collection activities before determining whether the patient was eligible for financial assistance:
Under the ACA, states have the choice to expand Medicaid eligibility for their residents up to 138% of the federal poverty guidelines. The Medicaid expansion provision of the ACA did not go into effect until January 2014, so data in this web tool will not reflect each state's current Medicaid eligibility threshold. For up to date information, please visit the Terms and Glossary under the Resources tab.
The federal poverty guidelines (FPG) are set by the government and used to determine eligibility for many federal financial assistance programs. Tax-exempt hospitals often use FPG guidelines in their Financial Assistance policies to determine which patients will qualify for free or discounted care.
In addition to the federal requirements, some states have laws stipulating community benefit requirements as a result of tax-exemption. The laws vary from state to state and may require the tax-exempt hospitals to submit community benefit reports. Data on this web tool captures whether or not a state had a mandatory community benefit reporting law as of 2011. For more information, please see Community Benefit State Law Profiles Comparison at The Hilltop Institute.

Community Health Needs Assessment Activities: 2021

The ACA requires all 501(c)(3) tax-exempt hospitals to conduct a Community Health Needs Assessment (CHNA) every three years, starting with the hospital's tax year beginning after March 23, 2012. The 2011 Schedule H included an optional section of questions on the CHNA process. This web tool includes responses for those hospitals voluntary reporting this information. The web tool will be updated to reflect changes in these questions on the 2012 and subsequent Schedule H forms.

Did the tax-exempt hospital report that they had conducted a CHNA?	YES
Did the CHNA define the community served by the tax-exempt hospital?	YES
Did the CHNA consider input from individuals that represent the broad interests of the community served by the tax-exempt hospital?	YES
Did the tax-exempt hospital make the CHNA widely available (i.e. post online)?	YES
Did the tax-exempt hospital adopt an implementation strategy to address the community needs identified by the CHNA?	YES

Supplemental Information: 2021

This section presents qualitative information submitted by the hospital, verbatim from the 990H record.

Statement of Program Service Accomplishments
Description of the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.

4A (Expenses $ 627233770 including grants of $ 634868) (Revenue $ 576970489)
NORTH MEMORIAL HEALTH CARE DBA NORTH MEMORIAL HEALTH IS A HEALTHCARE SYSTEM THAT INCLUDES A GENERAL ACUTE CARE HOSPITAL PROVIDING HIGHLY SPECIALIZED TRAUMA AND EMERGENCY SERVICES, CORONARY CARE, OPEN HEART SURGERY, ONCOLOGY, HIGH RISK MATERNITY AND NEONATAL CARE, AND GENERAL MEDICAL: SURGICAL, OBSTETRICAL, PEDIATRIC, REHABILITATION, BEHAVIORAL HEALTH, MEDICAL TRANSPORTATION AND SPECIALTY CARE CLINICS. NORTH MEMORIAL HEALTH'S MISSION IS EMPOWERING ITS CUSTOMERS TO ACHIEVE THEIR BEST HEALTH. IN ADDITION TO CHARITY AND UNCOMPENSATED CARE, NORTH MEMORIAL HEALTH ALSO PROVIDES NUMEROUS COMMUNITY BENEFITS (AT NO COST OR BELOW COST) IN FURTHERANCE OF ITS CHARITABLE PURPOSE. NORTH MEMORIAL HEALTH OFFERS VARIOUS COMMUNITY-BASED PROGRAMS INCLUDING HEALTH SCREENINGS, SUPPORT COUNSELING FOR PARENTS AND FAMILIES, PASTORAL CARE, CRISIS INTERVENTION, TRANSPORTATION TO AND FROM THE HOSPITAL CAMPUS, AND THE DONATION OF SPACE FOR USE BY COMMUNITY GROUPS. ADDITIONALLY, A LARGE NUMBER OF HEALTH-RELATED EDUCATIONAL PROGRAMS ARE PROVIDED FOR THE BENEFIT OF THE COMMUNITY, INCLUDING WELLNESS SEMINARS AND CLASSES ON SPECIFIC CONDITIONS. NORTH MEMORIAL HEALTH ALSO PROVIDES MEDICAL CARE WITHOUT CHARGE OR AT REDUCED COSTS TO RESIDENTS OF ITS COMMUNITY, PRIMARILY THROUGH (A) THE DIFFERENCES BETWEEN PUBLIC PROGRAM PAYMENTS (PRIMARILY MEDICARE AND MEDICAID) AND THE RELATED COSTS OF PROVIDING SUCH SERVICES, AND (B) SERVICES PROVIDED TO PATIENTS EXPRESSING A WILLINGNESS TO PAY BUT WHO ARE DETERMINED UNABLE TO PAY BECAUSE OF ECONOMIC FACTORS. IN ADDITION, NORTH MEMORIAL HEALTH CONTRIBUTES TO FUNDING MEDICAL CARE FOR THE UNINSURED THROUGH PAYMENT OF PATIENT SERVICE TAXES, WHICH INCLUDE THE MEDICAID SURCHARGE AND THE MINNESOTA CARE TAX ON CERTAIN NET REVENUE.

Facility Information

Schedule H (Form 990) Section C. Supplemental Information for Part V, Section B.

NORTH MEMORIAL HEALTH
PART V, SECTION B, LINE 5: NORTH MEMORIAL HAS A COMMUNITY STEERING COMMITTEE WHICH IS COMPOSED OF COMMUNITY MEMBERS. THE STEERING COMMITTEE SUPERVISES THE ASSESSMENT PROCESS AND VOTED ON THE TOP HEALTH PRIORITIES. THE MEMBERS REPRESENT A VARIETY OF COMMUNITY ORGANIZATIONS. BOTH OF THESE COMMITTEES HAVE REPRESENTATIVES FROM PUBLIC HEALTH WHOSE MAIN FOCUS IS TO REPRESENT THE COMMUNITY'S INTERESTS RELATED TO HEALTH.

NORTH MEMORIAL HEALTH
"PART V, SECTION B, LINE 11: NORTH MEMORIAL HEALTH HOSPITAL CONDUCTED ITS MOST RECENT COMMUNITY HEALTH NEEDS ASSESSMENT IN 2019. THIS WAS OUR THIRD COMMUNITY HEALTH NEEDS ASSESSMENT, WHICH WAS GUIDED ONCE AGAIN BY OUR COMMUNITY ENGAGEMENT ADVISORY TEAM (CEAT). CEAT IS COMPOSED OF COMMUNITY MEMBERS, NORTH MEMORIAL HEALTH TEAM MEMBERS AND LEADERS, AND PUBLIC HEALTH REPRESENTATIVES.TO IDENTIFY THE TOP COMMUNITY NEEDS PRIORITIES, WE LEVERAGED PRIMARY AND SECONDARY RESEARCH. - WE CONDUCTED FOUR FOCUS GROUPS (WITH CEAT MEMBERS, HEALTHCARE AND SOCIAL SERVICES PROFESSIONALS AND COMMUNITY MEMBERS). WE ALSO CONDUCTED KEY STAKEHOLDER INTERVIEWS WITH COMMUNITY LEADERS, LOCAL GOVERNMENT, LAW ENFORCEMENT, EDUCATION, COMMUNITY-BASED ORGANIZATIONS, BUSINESS OWNERS AND COMMUNITY MEMBERS WITHIN OUR SERVICE AREA.- WE COLLECTED AND ANALYZED DATA FROM MULTIPLE RESOURCES INCLUDING: DEMOGRAPHIC DATA THROUGH CLARITAS; QUANTITATIVE DATA FROM THE MINNESOTA HOSPITAL ASSOCIATION, MINNESOTA DEPARTMENT OF HEALTH, HENNEPIN COUNTY SHAPE 2018 AND THE COMMUNITY NEEDS INDEX; ATTRIBUTED PATIENT DATA; COMMUNITY ASSET MAPPING; AND A MINNESOTA STUDENTS SURVEY CONDUCTED BY THE MINNESOTA DEPARTMENT OF EDUCATION (2016). PRIORITIES IDENTIFIED IN THE ASSESSMENT AND FINALIZED BASED ON CEAT DISCUSSIONBELOW IS AN OVERVIEW OF THE PRIORITIZED HEALTH NEEDS IDENTIFIED IN THE ASSESSMENT AND DISCUSSED WITH CEAT. AFTER DISCUSSION OF THE HEALTH NEEDS, CEAT VOTED TO IDENTIFY THE TOP PRIORITIES/FOCUS AREAS BASED ON THE FOLLOWING CRITERIA (TOTAL VOTES ARE INDICATED BELOW):- HOW WIDESPREAD IS THE HEALTH NEED?- HOW SERIOUS OR IMPORTANT IS THIS HEALTH NEED FOR INDIVIDUALS AND/OR THE COMMUNITY?- WHAT IS THE POTENTIAL FOR NORTH MEMORIAL HEALTH HOSPITAL AND COMMUNITY PARTNERS TO HAVE A POSITIVE IMPACT ON THIS HEALTH NEED WITHIN THREE TO FOUR YEARS?PRIORITIZED NEEDS:- MENTAL HEALTH AND SUBSTANCE ABUSE (253 VOTES)- CULTURALLY RESPONSIVE CARE - THIS INCLUDES THE RELATIONSHIP BETWEEN THE HOSPITAL AND THE COMMUNITY (247 VOTES)- RESOURCES/PARTNERSHIPS (233.5 VOTES) - HOUSING - ACCESS TO HEALTHCARE - FOOD - TRANSPORTATION - HEALTHY AGING (224 VOTES)- STRUCTURAL AND INSTITUTIONAL RACISM (219 VOTES)AS A RESULT OF THE WORK ABOVE, THE HEALTH NEEDS IDENTIFIED FOR FOCUS IN THE 2019 CHNA WERE: - MENTAL HEALTH- SUBSTANCE ABUSE- CULTURALLY RESPONSIVE CARENORTH MEMORIAL HEALTH DEVELOPED AN IMPLEMENTATION PLAN OUTLINING THE STRATEGIES WE WOULD IMPLEMENT TO ADDRESS THESE NEEDS OVER THE NEXT THREE YEARS. THE CONTENT IN THE FOLLOWING SECTIONS OUTLINES THE PRIORITIES, THE STRATEGIES WITHIN EACH PRIORITY AND WHAT WE ACCOMPLISHED IN 2021. PLEASE NOTE THAT IN 2021, WE WERE STILL EXPERIENCING THE COVID-19 PANDEMIC, SO IT PREVENTED US FROM DOING SOME OF THE THINGS THAT WERE INITIALLY OUTLINED IN OUR PLAN. WITH THAT IN MIND, WE NARROWED IN ON THE STRATEGIES THAT WERE MOST CRITICAL AND POSSIBLE TO ADDRESS IN A PANDEMIC. WE ALSO ADJUSTED SOME OF OUR OFFERINGS TO BE VIRTUAL CLASSES AND SUPPORT GROUPS INSTEAD OF THE TRADITIONAL IN-PERSON OPTIONS. THIS IS OUTLINED ACCORDINGLY BY PRIORITY.PRIORITY ONE: MENTAL HEALTHOUR GOAL IN ADDRESSING MENTAL HEALTH IS TO SUPPORT THE MENTAL HEALTH OF OUR COMMUNITY ALONG THE MENTAL HEALTH CONTINUUM. WE FIRST IDENTIFIED THIS PRIORITY IN THE 2016 COMMUNITY HEALTH NEEDS ASSESSMENT. WE CONTINUED STRATEGIES THAT WORKED WELL AND EXPLORED/ADDED NEW STRATEGIES. IT IS IMPORTANT TO NOTE THAT WE CONTINUED TO PIVOT IN 2021 TO ENSURE WE COULD ADDRESS THE MENTAL HEALTH NEEDS OF THE COMMUNITY AMIDST A PANDEMIC MODIFYING EXECUTION OF SOME STRATEGIES TO ACCOUNT FOR LIMITED RESOURCES, THE CONSTRAINTS OF THE PANDEMIC AND THE IMMEDIATE COMMUNITY NEEDS.OBJECTIVES:1. REDUCE THE STIGMA ASSOCIATED WITH MENTAL HEALTH CONDITIONS.2. INCREASE COMMUNITY EDUCATION AROUND MENTAL HEALTH AND HOW TO IDENTIFY, UNDERSTAND AND RESPOND TO SIGNS OF MENTAL ILLNESS AND SUBSTANCE DISORDERS AMONG COMMUNITY MEMBERS.3. INCREASE COMMUNITY EDUCATION ABOUT SUICIDE PREVENTION, WITH:- THE COMMUNITY- FIRST RESPONDERS4. SUPPORT COMMUNITY MEMBERS WHO ARE EXPERIENCING A HEALTH ISSUE BY OFFERING COMMUNITY SUPPORT GROUPS.5. REDUCE THE CYCLE OF VIOLENCE AMONG YOUTH WHO ENTER THE EMERGENCY ROOM.6. CONNECT PATIENTS WITH MENTAL ILLNESS TO COMMUNITY SOCIAL SERVICES.7. PROVIDE RESILIENCE SKILLS TO COMMUNITY MEMBERS.8. CONTINUE INVOLVEMENT WITH COMMUNITY ORGANIZATIONS THAT ARE ADDRESSING MENTAL HEALTH AND SOCIAL ISOLATIONSTRATEGIES AND ACTIONS (BY OBJECTIVE):1. OBJECTIVE: REDUCE THE STIGMA ASSOCIATED WITH MENTAL HEALTH CONDITIONS.- STRATEGY 1.1: INCORPORATE THE MAKE IT OKAY MESSAGE INTO ANNUAL EMPLOYEE TRAINING. ACTION: NORTH MEMORIAL HEALTH HOSPITAL INCORPORATED THE MAKE IT OKAY MESSAGE INTO THE ANNUAL TEAM MEMBER TRAINING. MAKE IT OKAY IS DESIGNED TO REDUCE STIGMA SURROUNDING MENTAL HEALTH. THIS EDUCATION IS DESIGNED TO EMPOWER OUR TEAM MEMBERS TO FEEL COMFORTABLE ADDRESSING MENTAL HEALTH ISSUES WITH THEIR CUSTOMERS, FAMILY, FRIENDS, AND COMMUNITY MEMBERS. - STRATEGY 1.2: EXPLORE OFFERING MAKE IT OKAY PRESENTATIONS TO OUR TEAM AND COMMUNITY. - NOTE: BASED ON LIMITED RESOURCES AND THE CONTINUED CONSTRAINTS OF THE PANDEMIC, THIS WENT ON HOLD IN 2021 AND WAS NOT IMPLEMENTED; WE WILL BE REASSESSING FOR 2022.2. OBJECTIVE: INCREASE COMMUNITY EDUCATION ABOUT MENTAL HEALTH AND HOW TO IDENTIFY, UNDERSTAND AND RESPOND TO SIGNS OF MENTAL ILLNESS AND SUBSTANCE DISORDERS AMONG COMMUNITY MEMBERS- STRATEGY 2.1: OFFER EVIDENCE-BASED MENTAL HEALTH FIRST AID CLASSES TO THE COMMUNITY (INCLUDING YOUTH, ADULT, AND OLDER ADULT FIRST AID).- OVERVIEW: THE GOAL OF THESE CLASSES IS TO INCREASE PARTICIPANTS' CONFIDENCE IN ASSISTING A PERSON WITH MENTAL HEALTH ISSUES AND CONNECTING THEM TO PROFESSIONAL RESOURCES. AS WE NAVIGATED THROUGH YET ANOTHER COVID-19 SURGE, THIS EFFORT WENT ON HOLD FOR MOST OF THE CALENDAR YEAR. HOWEVER, WE DID THE FOLLOWING:- ACTION: PROMOTED NAMI'S ""NAVIGATING THE WINTER AND HOLIDAY BLUES"" CLASS THAT TOOK PLACE ON DECEMBER 3, 2021, TO OUR CEAT TEAM. - ACTION: BEGAN EXTENSIVE CONVERSATIONS WITH NAMI AND THE MAPLE GROVE HEALTHY AGING COMMITTEE ON HOW WE CAN OFFER THESE MENTAL HEALTH FIRST AID CLASSES IN 2022. THE AGE-FRIENDLY MAPLE GROVE COLLABORATIVE IS CONDUCTING A NEEDS ASSESSMENT IN 2022, AND THE RESULTS WILL DRIVE FUTURE STRATEGIES AND INITIATIVES. 3. OBJECTIVE: INCREASE COMMUNITY EDUCATION AROUND SUICIDE PREVENTION (IN THE COMMUNITY AND WITH FIRST RESPONDERS).- STRATEGY 3.1: OFFER SAFETALK SUICIDE PREVENTION CLASSES TO THE COMMUNITY.- ACTION: TO REDUCE THE STIGMA AROUND SUICIDE, NMH PLANNED TO OFFER FOUR SAFETALK SUICIDE PREVENTION CLASSES TO THE COMMUNITY IN 2021. FOR THE SECOND STRAIGHT YEAR, DUE TO COVID, WE WERE NOT ABLE TO OFFER SAFETALK CLASSES. THE LICENSING BODY BELIEVES THERE IS A DANGER IN OFFERING THESE CLASSES VIRTUALLY. - STRATEGY 3.3.2: CONDUCT A ZERO SUICIDE ASSESSMENT AND EXPLORE QPR TRAINING. - ACTION: DUE TO COVID, NMH WAS UNABLE TO CONDUCT A ZERO SUICIDE ASSESSMENT; HOWEVER, THIS HAS BEEN PRIORITIZED FOR 2022. - THAT SAID, NORTH MEMORIAL HEALTH'S LEAD SOCIAL WORKER FOR THE ZERO SUICIDE ASSESSMENT PARTICIPATED IN MONTHLY ICSI (INSTITUTE FOR CLINICAL SYSTEM IMPROVEMENT) MEETINGS AND TRAINING (2 HOURS PER MONTH) TO AID IN DEVELOPING OUR FRAMEWORK.- ACTION: NORTH MEMORIAL HEALTH HOSPITAL MAINTAINED THEIR SUICIDE SCREENING PROCESS IN ED TRIAGE IN 2021. IF A PATIENT SCREENS POSITIVE, THE BEHAVIORAL HEALTH TEAM IS PULLED IN AND THE PATIENT GETS THE SAFETALK ASSESSMENT. IN 2020, THIS WAS BUILT INTO THE HOSPITAL CLINICAL TEMPLATE. - ACTION: IF AT ANY TIME A PATIENT MENTIONS THOUGHTS OF SUICIDE, WHILE IN THE HOSPITAL, THE BEHAVIORAL HEALTH TEAM CONDUCTS ANOTHER ASSESSMENT AND DEVELOPS A COMPREHENSIVE SAFETY PLAN.- ACTION: WE HAVE EXPLORED TRAINING SOCIAL WORKERS FROM BOTH HOSPITALS IN QPR (QUESTION, PERSUADE, REFER). FURTHER ASSESSMENT WILL BE CONDUCTED IN 2022. IN THE PAST, THE MINNESOTA DEPARTMENT OF HEALTH OFFERED FUNDING TO TRAIN INTERESTED PEOPLE IN QPR, THIS FUNDING WAS NOT AVAILABLE IN 2022. - STRATEGY 3.3: EXPLORE OFFERING SAFETALK SUICIDE PREVENTION CLASSES TO FIRST RESPONDERS.- ACTION: SINCE THE SAFETALK WAS DISBANDED DUE TO COVID-19 WE MODIFIED OUR APPROACH FOR FIRST RESPONDERS TO INSTEAD FOCUS ON MENTAL HEALTH FIRST AID. IN 2022, THROUGH A GRANT WE RECEIVED, WE WILL PROVIDE MENTAL HEALTH TRAINING TO OUTSTATE AREA FIRST RESPONDERS."

NORTH MEMORIAL HEALTH
PART V, SECTION B, LINE 13B: CATASTROPHIC CHARITY CARE - PAY NO MORE THAN 25% OF ANNUAL FAMILY INCOME

SCHEDULE H, PART V, SECTION B, LINE 11 CONTINUATION:
4. OBJECTIVE: SUPPORT COMMUNITY MEMBERS WHO ARE EXPERIENCING A HEALTH ISSUE BY OFFERING COMMUNITY SUPPORT GROUPS. - STRATEGY 4.1: PROVIDE REGULAR SUPPORT GROUPS FOR PATIENTS, CAREGIVERS AND COMMUNITY MEMBERS WHO ARE EXPERIENCING SPECIFIC HEALTH ISSUES: LUNG CANCER AND PROSTATE CANCER; APHASIA; LEUKEMIA AND LYMPHOMA; STROKE; AND ADDITIONAL CANCER TYPES.- ACTION: NORTH MEMORIAL HEALTH OFFERED SUPPORT GROUPS FOR PEOPLE EXPERIENCING SPECIFIC HEALTH ISSUES. - DUE TO COVID-19, SUPPORT GROUPS FOR LUNG CANCER AND PROSTATE CANCER, LOSS SUPPORT GROUPS IN HOSPICE, AND PERINATAL LOSS WERE VIRTUAL. WE WERE NOT ABLE TO HOST BREASTFEEDING SUPPORT GROUPS.- WE OFFERED LEUKEMIA AND LYMPHOMA SUPPORT GROUPS THROUGH THE LEUKEMIA AND LYMPHOMA SOCIETY.- WE OFFERED AN APHASIA SUPPORT GROUP ON ZOOM CALLED 'COFFEE AND CONVERSATION.' IT USED TO BE IN PERSON WITH COFFEE AND DOUGHNUTS, BUT SINCE COVID, WE WENT TO ZOOM. PARTICIPANTS GET THE OPPORTUNITY TO SIMPLY PRACTICE SPEAKING WITH OTHER STROKE SURVIVORS SUFFERING FROM APHASIA, IN A GROUP WITH NO JUDGEMENT, AS THEY HAVE ALL BEEN THROUGH THE SAME STRUGGLES AND ARE ALL AT DIFFERENT STAGES OF RECOVERY.- WE REFER PATIENTS TO A BREATH OF HOPE LUNG FOUNDATION AND TO GILDA'S CLUB FOR ADDITIONAL CANCER SUPPORT GROUPS.- WE HAVE A PHONE SUPPORT GROUP FOR ANYONE WHOSE STROKE HAS IMPACTED THEIR LIVES. IT IS A CALL-IN SUPPORT GROUP, THE METHOD CHOSEN BY OUR PARTICIPANTS, AND WE PROVIDE TEACHING, SUPPORT, AND COMRADERY WITH OTHER STROKE SURVIVORS.5. OBJECTIVE: REDUCE THE CYCLE OF VIOLENCE AMONG YOUTH WHO ENTER THE EMERGENCY ROOM. - STRATEGY 5.1: PARTNER WITH THE CITY OF MINNEAPOLIS AND HENNEPIN HEALTHCARE TO ADMINISTER THE NEXT STEP PROGRAM AT NORTH MEMORIAL HEALTH HOSPITAL.- STRATEGY 5.2: CONNECT YOUTH WITH COMMUNITY ADVOCATES WHO HELP YOUTH BREAK THE CYCLE OF VIOLENCE.- ACTION (FOR ABOVE TWO STRATEGIES): CONTINUED TO ADMINISTER THE NEXT STEP, HOSPITAL-BASED VIOLENCE INTERVENTION PROGRAM, AT NORTH MEMORIAL HEALTH HOSPITAL THROUGHOUT 2021. THE PROGRAM HAS NOW EXPANDED TO A THIRD HOSPITAL IN THE MINNEAPOLIS AREA, ABBOTT NORTHWESTERN, ALLOWING THE PROGRAM TO REACH A LARGER PROPORTION OF VICTIMS OF VIOLENCE. A TOTAL OF 118 CUSTOMERS WERE ENROLLED IN 2021 AT THE THREE HOSPITALS.6. OBJECTIVE: CONNECT PATIENTS WITH MENTAL ILLNESS TO COMMUNITY SOCIAL SERVICES. - STRATEGY 6.1: PARTNER WITH VAIL PLACE TO PROVIDE SOCIAL SERVICES TO OUR NORTH MEMORIAL HEALTH HOSPITAL PATIENTS WITH MENTAL ILLNESS WHO NEED SOCIAL SERVICES.- ACTION: IN PARTNERSHIP WITH VAIL PLACE, WE CONNECTED PATIENTS TO A VARIETY OF SERVICES INCLUDING HOUSING, FINANCIAL BENEFITS, PSYCHIATRIC PROVIDERS, EMPLOYMENT, LEGAL ASSISTANCE, COMMUNITY SUPPORT SERVICES AND MORE. SERVICES WERE OFFERED VIRTUALLY AND IN PERSON. VAIL PLACE PROVIDED SMARTPHONES TO SOME INDIVIDUALS TO HELP THEM STAY CONNECTED TO PROVIDERS & SUPPORT DURING THE HEIGHT OF THE PANDEMIC. IN 2021:- 242 INDIVIDUALS WERE SERVED AND OF THOSE 102 RECEIVED RAPID ACCESS CONNECTION TO CASE MANAGEMENT AND BEHAVIORAL HEALTH HOME SERVICES.- MANY REFERRED PATIENTS EXPERIENCE INSECURE HOUSING. THE WEEKLY MUTUAL SUPPORT HOUSING GROUP WAS ON HOLD DURING THE PANDEMIC BUT RESTARTED IN-PERSON IN JUNE 2022.7. OBJECTIVE: PROVIDE RESILIENCE SKILLS TO COMMUNITY MEMBERS - STRATEGY 7.1: EXPLORE OFFERING COMMUNITY-BASED RESILIENCY TRAINING TO COMMUNITY MEMBERS.- NOTE: DUE TO RESTRICTIONS AND LIMITED RESOURCES DURING COVID-19, WE WERE NOT ABLE TO OFFER COMMUNITY-BASED RESILIENCY TRAINING. - ACTION: INSTEAD, WE EXECUTED A CONTENT STRATEGY THAT OFFERED RESILIENCY TOOLS AND RESOURCES TO HELP THE COMMUNITY MANAGE MENTAL HEALTH AND WELL-BEING DURING A PANDEMIC (WITH EXPERTISE FROM OUR PROVIDERS). THIS INCLUDED:- 3 SELF-CARE CONTENT PIECES THAT SERVED AS TOOLS FOR THE COMMUNITY- TWO BLOGS FROM NMH EXPERTS- AMPLIFICATION OF THESE TOOLS THROUGH OUR SOCIAL CHANNELS - ACTION: ADDITIONALLY, WE DEVELOPED A ROBUST RESILIENCE PROGRAM TO HELP OUR TEAM MEMBERS COPE FROM THE EFFECTS OF COVID-19 AND SYSTEMIC RACISM. THIS PROGRAM INCLUDES RESOURCES SUCH AS HEARTMATH, AN INTERACTIVE PROGRAM THAT PROVIDES PRACTICAL AND EFFECTIVE TOOLS FOR PREVENTING AND RELEASING STRESS, MAINTAINING EMOTIONAL BALANCE, MENTAL CLARITY AND SUSTAINING RESILIENCE. WE WILL LOOK FOR OPPORTUNITIES TO BRING HEARTMATH AND OTHER RESILIENCY RESOURCES TO THE COMMUNITY IN 2022. 8. OBJECTIVE: CONTINUE INVOLVEMENT WITH COMMUNITY ORGANIZATIONS THAT ARE ADDRESSING MENTAL HEALTH AND SOCIAL ISOLATION. - STRATEGY 8.1: STRENGTHEN COMMUNITY PARTNERSHIPS TO COLLECTIVELY ADDRESS MENTAL HEALTH ISSUES AND SOCIAL CONDITIONS THAT AFFECT MENTAL HEALTH CONDITIONS (CHIP, CCH, LOCAL PUBLIC HEALTH, GOVERNMENT, AND OTHERS).- ACTION: OUR NMH EMERGENCY BEHAVIOR HEALTH CLINICIAN MAINTAINED ACTIVE PARTICIPATION IN THE HENNEPIN COUNTY CHIP WHILE WE WORKED TO HIRE OUR NEW SR. COMMUNITY HEALTH SPECIALIST IN EARLY 2022. SHE WAS ALSO PART OF THE COMMUNITY MENTAL WELLBEING ACTION GROUP. - ACTION: WE ARE A MEMBER OF THE CENTER FOR COMMUNITY HEALTH COLLECTIVE ACTION GROUP. THIS GROUP HASN'T BEEN INCREDIBLY ACTIVE DURING COVID-19 BUT INITIATIVES ARE STARTING TO RAMP UP IN 2022 IN WHICH WE WILL PARTAKE WHERE APPLICABLE. - STRATEGY 8.2: CONTINUE TO LOOK FOR OTHER COMMUNITY PARTNERS WORKING IN THIS AREA.- ACTION: EXPLORED LOCAL ORGANIZATIONS THAT COULD HELP MEET THE MENTAL HEALTH NEEDS OF THE COMMUNITY INCLUDING PARTNERSHIPS WITH THREE RIVERS DISTRICT PARK WHERE WE SUPPORTED SENIORS WITHIN THE LATINA POPULATION TO GET ACTIVE AND CONNECTED WITH NATURE, THE LEE CARLSON CENTER FOR MENTAL HEALTH, AND BROOKLYN CENTER COMMUNITY SCHOOLS AS THIS COMMUNITY WAS AFFECTED BY POLICE VIOLENCE IN 2021 LEADING TO THE NEED FOR MENTAL HEALTH/COPING MECHANISMS. - ACTION: ACTIVE MEMBER OF THE NORTHWEST HENNEPIN FAMILY SERVICE COLLABORATIVE GOVERNANCE BOARD.PRIORITY TWO: SUBSTANCE ABUSEOUR GOAL IN ADDRESSING SUBSTANCE ABUSE IS TO CREATE AN ENVIRONMENT WHERE EDUCATION AROUND SUBSTANCE ABUSE IS PROVIDED, ENVIRONMENTAL SUPPORT TO REDUCE ACCESS TO MEDICATIONS ARE IN PLACE AND PARTNERSHIPS WITHIN THE HEALTHCARE SYSTEM SUPPORT BEST PRACTICES. WE FIRST IDENTIFIED THIS PRIORITY IN THE 2016 COMMUNITY HEALTH NEEDS ASSESSMENT. WE ARE CONTINUING THE STRATEGIES THAT WORKED WELL AND EXPLORING NEW STRATEGIES. THIS PRIORITY WAS IMPACTED THE MOST BY THE PANDEMIC AND DELAYED COMPLETION OF OBJECTIVES. OBJECTIVES:1. INCREASE AWARENESS AND EDUCATION AROUND THE DANGERS OF SUBSTANCE ABUSE AMONG YOUTH AND YOUNG ADULTS, AS WELL AS THE ACTIVITIES THAT ADDRESS THESE ISSUES INCLUDING ANTI-VAPING EDUCATION.2. USE COMMUNITY PARTNERSHIPS TO PROVIDE EDUCATION AROUND SUBSTANCE ABUSE AND ENVIRONMENTAL SUPPORTS TO REDUCE ACCESS TO MEDICATION.3. IMPROVE ACCESS TO ADDICTION SERVICES.4. ENSURE PROVIDERS CAN PRESCRIBE RESPONSIBLY AND COMPLIANTLY FOR PREVENTION AND MANAGING SUBSTANCE USE DISORDER.5. REDUCE THE NUMBER OF DEATHS FROM OPIOID OVERDOSE.STRATEGIES AND ACTIONS (BY OBJECTIVE):1. OBJECTIVE: INCREASE AWARENESS AND EDUCATION AROUND THE DANGERS OF SUBSTANCE ABUSE AMONG YOUTH AND YOUNG ADULTS, AS WELL AS THE ACTIVITIES THAT ADDRESS THESE ISSUES INCLUDING ANTI-VAPING EDUCATION - STRATEGY 1.1: PARTNER WITH PARTNERS IN PREVENTION TO INCREASE AWARENESS AND EDUCATION OF SUBSTANCE ABUSE- ACTION: NORTH MEMORIAL HEALTH COMMUNITY HEALTH MANAGER CONTINUED TO SIT ON THE PARTNER'S IN PREVENTION'S EXECUTIVE COMMITTEE. ACTION: RECRUITED DIRECTOR OF PARTNERS IN PREVENTION TO JOIN THE MGH CEAT TEAM STARTING IN 2021.- STRATEGY 1.2: PROVIDE FINANCIAL SUPPORT FOR APPLICABLE PARTNERS IN PREVENTION CAMPAIGNS- ACTION: MAPLE GROVE HOSPITAL PLANNED TO FINANCIALLY SUPPORT THE PARTNERS IN PREVENTION'S ANTI-VAPING AND POSITIVE COMMUNITY NORMS CAMPAIGNS WHICH USES MINNESOTA STUDENT SURVEY DATA TO EDUCATE YOUTH ON THEIR PEER'S VIEWS AROUND SUBSTANCE ABUSE.- ANTI-VAPING CAMPAIGN AND POSITIVE COMMUNITY NORMS CAMPAIGN WERE PUT ON HOLD DUE TO COVID-19.

SCHEDULE H, PART V, SECTION B, LINE 11 CONTINUATION:
"2. OBJECTIVE: USE COMMUNITY PARTNERSHIPS TO PROVIDE EDUCATION AROUND SUBSTANCE ABUSE AND ENVIRONMENTAL SUPPORT TO REDUCE ACCESS TO MEDICATION. - STRATEGY 2.1: PROVIDE STAFF TO HELP COORDINATE THE WORK OF PARTNERSHIP FOR CHANGE.- ACTION: PARTNERSHIP FOR CHANGE WAS ON HOLD DURING COVID - WORK WILL BE REVISITED POST-COVID. - STRATEGY 2.2: CONTINUE TO ASSESS COMMUNITY NEED FOR MEDICINE DROP BOXES AND PLACE BOXES WHERE APPROPRIATE (MEDICINE ABUSE PREVENTION WORKGROUP). - ACTION: NORTH MEMORIAL HEALTH SYSTEM DIRECTOR OF DIVERSITY, EQUITY AND INCLUSION FURTHER EXPLORED AND ASSESSED POSSIBLE NEW LOCATIONS FOR MEDICINE DROP BOXES. SHE OUTREACHED TO THE MAYOR OF NEW HOPE AND THE PLYMOUTH POLICE CHIEF. - NEW HOPE EXPRESSED INTEREST IN MEDICINE DROPBOX IN 2020 WITH A PLAN TO INSTALL IN 2021; HOWEVER, THEY SWITCHED THEIR FOCUS TO DETERRA BAGS WHICH ARE WORKING VERY WELL SO A MEDICINE DROPBOX WAS NO LONGER NEEDED. INSTEAD, NMH REFOCUSED THESE EFFORTS AND UTILIZED FOUNDATION MONEY (THAT WAS SPECIFICALLY HELD FOR MEDICINE DROPBOXES) TO PURCHASE 4200 DETERRA BAGS FOR DISTRIBUTION THROUGH OUR (3) PHARMACIES AND AT ""PILOT SITE"" CLINICS TO ENCOURAGE A NEW WAY TO DISPOSE OF MEDICATIONS. - LIKE NEW HOPE, LAW ENFORCEMENT AGENCIES SUCH AS THE PLYMOUTH POLICE DEPARTMENT HAVE BEEN SHIFTING AWAY FROM MEDICINE DROPBOXES TO THE USE OF DETERRA BAGS. WE ARE ALSO LOOKING AT WAYS IN WHICH THESE DETERRA BAGS CAN BE DISTRIBUTED AT COMMUNITY EVENTS, WHERE APPLICABLE. - STRATEGY 2.3: ORGANIZE AN OPIOID CONFERENCE FOR PROVIDERS AND THE COMMUNITY.- ACTION: 2020 OPIOID IN-PERSON CONFERENCE POSTPONED DUE TO COVID-19. FOR 2021, WITH THE RISE IN COVID-19 CASES, NMH HELD A VIRTUAL CONFERENCE WHICH WAS RECORDED AND MADE AVAILABLE THROUGH THE CHIEF MEDICAL OFFICER'S NEWSLETTER WHICH IS SENT OUT APPROXIMATELY SIX (6) TIMES PER YEAR TO 1621 PEOPLE. FOR 2022, WE ARE LOOKING AT WAYS IN WHICH NMH CAN SPONSOR AN OPIOID CONFERENCE.3. OBJECTIVE: IMPROVE ACCESS TO ADDICTION SERVICES.- STRATEGY 3.1: INTEGRATE ADDICTION SERVICES WITH NORTH MEMORIAL HEALTH PRIMARY CARE- ACTION: MENTAL HEALTH CLINIC STAFF CONTINUE TO ADDRESS SUBSTANCE USE ISSUES (WHEN APPROPRIATE) IN INDIVIDUAL APPOINTMENTS AND PROGRAMMING. THAT SAID, THIS PROGRAMMING IS NOT SUBSTANCE USE DISORDER SPECIFIC. WE HAVE HOSPITAL AND CLINICAL STAFF THAT ARE LADC CERTIFIED AND HAVE EXPERIENCE IN SUBSTANCE USE TREATMENT. WE OFFER PROVIDERS WITH EXPERIENCE IN SUBSTANCE USE TREATMENT, AS WELL AS TWO CLINIC OUTPATIENT PROVIDERS THAT ARE LADC CERTIFIED.4. OBJECTIVE: ENSURE PROVIDERS CAN PRESCRIBE RESPONSIBLY AND COMPLIANTLY FOR PREVENTION AND MANAGING SUBSTANCE USE DISORDER.- STRATEGY 4.1: MAINTAIN THE PRESCRIPTION DRUG MONITORING PROGRAM (PDMP)- ACTION: IN 2019, NORTH MEMORIAL HEALTH MADE IT EASIER FOR PROVIDERS TO ACCESS EXTERNAL DRUG PROGRAM INFORMATION BY IMPLEMENTING EPIC (APPRISS) WHICH REMOVED STEPS IN THE PROCESS TO REVIEW PRESCRIBING HISTORY. IN 2021, WE CONTINUED TO USE THE PDMP INTEGRATION WITH EPIC WHILE MAKING IT AVAILABLE TO ALL NMH PROVIDERS (1,500+ USERS). PDMP IS USED FOR NEARLY ALL CONTROLLED SUBSTANCE PRESCRIPTIONS; WE ADHERE TO A PRESCRIPTION DRUG ALERT SYSTEM IN ACCORDANCE WITH STATE STATUTES.5. OBJECTIVE: REDUCE THE NUMBER OF DEATHS FROM OPIOID OVERDOSE - STRATEGY 5.1: MAINTAIN ED MEDICATION - ASSISTED THERAPY (MAT) PATHWAY- ACTION: IN 2020, COVID-19 AND CIVIL UNREST RESULTED IN DIFFICULTY IN TRACKING PROGRESS AND INCREASING UTILIZATION OF THE MAT PATHWAY. IN 2021, WE ARE STILL HAVING DIFFICULTY TRACKING THE NUMBER OF PATIENTS THAT STARTED ON BUPRENORPHINE OUT OF OUR EMERGENCY DEPARTMENT (ED). HOWEVER, WE CAN STATE THAT OUR MAT PROGRAM THROUGH OUR EMERGENCY DEPARTMENT AND BROADWAY FAMILY MEDICINE IS STILL 'LIVE."" ADDITIONALLY, ALL OUR ED PROVIDERS ARE NOW ABLE TO PRESCRIBE BUPRENORPHINE AND HAVE PATIENTS FOLLOW UP AT BROADWAY CLINIC.PRIORITY THREE: CULTURALLY RESPONSIVE CARE OUR GOALS IN ADDRESSING CULTURALLY RESPONSIVE CARE INCLUDE:- DELIVERING A WELCOMING AND INCLUSIVE EXPERIENCE FOR ALL PEOPLE REGARDLESS OF CULTURAL PRACTICES, PREFERRED LANGUAGE, OR RACE. - EXPECTING AND PREPARING NORTH MEMORIAL HEALTH HOSPITAL'S TEAM TO DELIVER CULTURALLY RESPONSIVE AND COMPETENT CARE.- INCLUDING AND LEARNING FROM OUR COMMUNITY PARTNERS ABOUT CULTURALLY RESPONSIVE CARE.THIS COMMUNITY HEALTH NEED PRIORITY WAS NEWLY IDENTIFIED IN THE 2019 NEEDS ASSESSMENT. IN 2020 WE FOCUSED ON WORKING WITH OUR LOCAL CEAT TEAM AND BUILDING THE FOUNDATION FOR THIS PRIORITY, AND IN 2021, WE CONTINUED TO EXPAND UPON THESE EFFORTS.OBJECTIVES:1. DEVELOP A STRUCTURE AND PROCESSES TO SUPPORT HEALTH EQUITY WORK WITHIN NORTH MEMORIAL HEALTH HOSPITAL.2. EXPLORE CONDUCTING A CULTURAL ASSESSMENT OF NORTH MEMORIAL HEALTH AND ITS ENVIRONMENT.3. INCREASE DIVERSITY AMONG TEAM MEMBERS, AT ALL LEVELS OF THE ORGANIZATION, TO MATCH CUSTOMER AND COMMUNITY POPULATIONS.4. WORK IN PARTNERSHIP WITH COMMUNITY ORGANIZATIONS AND COMMUNITY MEMBERS TO IMPROVE KNOWLEDGE ABOUT AND PRACTICES OF CULTURALLY RESPONSIVE CARE."

SCHEDULE H, PART V, SECTION B, LINE 11 CONTINUATION:
"STRATEGIES AND ACTIONS (BY OBJECTIVE):1. OBJECTIVE: DEVELOP A STRUCTURE AND PROCESSES TO SUPPORT HEALTH EQUITY WORK WITHIN NORTH MEMORIAL HEALTH.- STRATEGY 1.1: CREATE THE FOUNDATION FOR A DIVERSE, EQUITABLE AND INCLUSIVE CULTURE. - ACTION: DEVELOPED NEW COMMUNITY HEALTH SPECIALIST, SR. ROLE TO DEVELOP, LEAD AND PROJECT MANAGE STRATEGIC PROGRAMS TO IMPROVE THE HEALTH OF OUR MULTICULTURAL COMMUNITY USING A DEI LENS TO ACHIEVE HIGH-VALUE SOLUTIONS AND SUSTAINABLE RESULTS. POSITION TO BEGIN IN 2022.- ACTION: NORTH MEMORIAL HEALTH STRENGTHENED THE ROLE AND VISIBILITY OF THE DE&I COMMITTEE, ESTABLISHING SEVEN WORKGROUPS (INCLUSIVE HIRING, RETENTION AND PROMOTION; COMMUNITY PARTNERSHIPS; COMMUNICATIONS; EDUCATION; CUSTOMER EXPERIENCE AND IMPACT; DATA, METRICS AND MEASUREMENT; DIVERSITY CELEBRATIONS) LED BY CHAIRS THAT ARE FOCUSED ON CHAMPIONING THE WORK. THE DEI STRATEGIC PLAN CONTAINS 68 STRATEGIC PRIORITIES WHICH ARE ALIGNED WITH ONE OF THE FIFTEEN NATIONAL CLAS STANDARDS. AT LEAST ONE OF THE STRATEGIC PRIORITIES IS ASSIGNED TO ONE OF THE SEVEN DEI COMMITTEES ON THEIR COMMITTEE SPECIFIC PROJECT PLAN. AS THE PLAN AND WORK ROLLED OUT ACROSS THE SYSTEM, THE DEI WORK GROUP GREW FROM 39 MEMBERS TO OVER 90 MEMBERS IN UNDER A YEAR. EACH QUARTER, THE COMMITTEES REPORT ON THEIR PROGRESS IN ADVANCING DEI ACROSS THE SYSTEM. - ACTION: BUILD BRAND AWARENESS AND REPUTATION ABOUT THE IMPORTANCE OF DEI AND PROVIDING CULTURALLY RESPONSIVE CARE.- THE SYSTEM DIRECTOR DEVELOPED A ROADSHOW THAT LAID THE GROUNDWORK FOR OUTLINING WHY DEI IS ESSENTIAL TO OUR SYSTEM. IN Q1 2021, THE ROADSHOW WAS PRESENTED TO - HR LEADERSHIP TEAM, HR EMPLOYEE RELATIONS TEAM, DEI WORK GROUP, INSIGHT LEADER FORUM, NMHH MEC, NMHH ED, BLAZE DLT, PATIENT CARE AND OPERATIONS DIRECTORS (ROUNDTABLE DISCUSSION), PATIENT CARE CRITICAL CARE AND TRAUMA, AND NMH FOUNDATION BOARD. IT WAS ALSO PRESENTED IN Q2 2021 TO THE NMH BOARD OF TRUSTEES QUALITY COMMITTEE - DEI INTRANET REDESIGNED WITH NEW CONTENT AND WORKGROUP ACCOMPLISHMENT UPDATES - MAIN PAGE OVERVIEW, TAKE ACTION TO MAKE A DIFFERENCE (ACT), KEY DATES & MOMENTS IN HISTORY (CELEBRATE), AND BE A PART OF OUR DEI INITIATIVES (JOIN) - REDESIGNED THE NEW TEAM MEMBER ORIENTATION TRAINING - SHIFTED FOCUS FROM IMPLICIT BIAS TO A DETAILED OVERVIEW OF DEI AND WORK WE ARE DOING AT NMH- STRATEGY 1.2: PROVIDE TEAM MEMBERS WITH THE TOOLS THEY NEED TO TALK TO PATIENTS ABOUT THEIR SPECIFIC CULTURAL NEEDS. - ACTION: DEVELOPED AND DISTRIBUTED A DE&I LEADER GUIDEBOOK TO SUPPORT LEADERS IN HAVING COURAGEOUS CONVERSATIONS AND LEADING A DIVERSE, INCLUSIVE WORKFORCE. IN ADDITION TO CREATING A DEI LEADER GUIDEBOOK ON HAVING COURAGEOUS CONVERSATIONS, TWO POWER PACKS FOCUSED ON ""RECOGNIZING WHEN WE ARE TRIGGERED AND ""SO, YOU'RE TRIGGERED. NOW WHAT?"" WERE CREATED. THESE POWER PACKS PROVIDED A FRAMEWORK FOR TEAM MEMBERS ON HOW TO NAVIGATE DEI COURAGEOUS CONVERSATIONS EITHER BY STAYING ENGAGED, APPROPRIATELY END A CONVERSATION, OR DECLINING TO ENGAGE IN A CONVERSATION. ADDITIONALLY, A TRAINING ON ""EQUITABLE CARE FOR THE LGBTQIA+ COMMUNITY"" HAS BEEN DEVELOPED AND DELIVERED TO THE OR SURGICAL TEAM AND NMHH MEDICAL DIRECTORS.- STRATEGY 1.3: PARTNER WITH THE INFORMATICS TEAM TO UNDERSTAND DATA AROUND HEALTH EQUITY.- ACTION: NORTH MEMORIAL HEALTH HOSPITAL CREATED A WORKGROUP AS PART OF OUR DE&I COMMITTEE AND ASSIGNED TWO CHAIRS TO LEAD THESE EFFORTS. IN 2021, THE DEI METRICS AND MEASUREMENT COMMITTEE ESTABLISHED WORKPLANS AND MOVED THIS WORK FORWARD. THE COMMITTEE HAS DEVELOPED ITS INITIAL PRIORITIES FOR THE NEXT 3 YEARS: (I) ANALYZE AND DEVELOP STANDARD DEFINITIONS AND DEMOGRAPHIC CATEGORIES FOR ALL APPLICATIONS ACROSS THE SYSTEM AND DEVELOP MEANINGFUL REPORTS INCLUDING CUSTOMER/TEAM MEMBER/PROVIDER DEMOGRAPHICS AND CLINICAL OUTCOMES. INITIAL FOCUS ON CLINICAL OUTCOMES IS BREAST CANCER AS BLACK WOMEN IN MN ARE 24% MORE LIKELY TO DIE OF BREAST CANCER THAN WHITE WOMEN. 2. OBJECTIVE: EXPLORE CONDUCTING A CULTURAL ASSESSMENT OF NORTH MEMORIAL HEALTH AND ITS ENVIRONMENT. - STRATEGY 2.1 (THIS STRATEGY WAS COMPLETED IN 2021): EXPLORE ASSESSMENT TOOLS SUCH AS THE CULTURAL COMPETENCY ASSESSMENT TOOL FOR HOSPITALS (CCATH) TO ASSESS ADHERENCE TO THE NATIONAL STANDARDS FOR CLAS (CULTURALLY AND LINGUISTICALLY APPROPRIATE SERVICES) IN HEALTHCARE.- ACTION: RESEARCHED, EXPLORED, AND ADOPTED THE CLAS STANDARDS FRAMEWORK AS THE CRITICAL, FOUNDATIONAL ELEMENT OF OUR DE&I STRATEGIC PLAN. - ACTION: PRIORITIZED 30 CLAS STANDARD TASKS FOR EXECUTION BEGINNING IN 2021 AND CONTINUING OVER A THREE-YEAR PERIOD. - ACTION: THE 30 TASKS WERE ASSIGNED TO THE DE&I WORKGROUPS TO DEVELOP PLANS TO EXECUTE/IMPLEMENT. NOTE: THE ABOVE STRATEGY AND ACTIONS LAID THE FOUNDATION AND GROUNDWORK FOR OUR CULTURALLY RESPONSIVE CARE EFFORTS AS WELL AS THE OTHER TWO STRATEGIES IN THIS OBJECTIVE.- STRATEGY 2.2: ASSESS THE CUSTOMER JOURNEY INSIDE THE HOSPITAL INCLUDING ALL MAJOR TOUCHPOINTS.- ACTION: IN PARTNERSHIP WITH MARKETING, WE ARE BEGINNING TO TAKE A CLOSER LOOK AT THE CUSTOMER JOURNEY INSIDE OF THE HOSPITAL. FURTHER WORK WITHIN THIS STRATEGY WILL BEGIN TO TAKE PLACE IN 2022. - STRATEGY 2.3: EXPLORE ENHANCEMENTS TO THE PHYSICAL ENVIRONMENT AT THE HOSPITAL (SIGNAGE, TRANSLATED MATERIALS, GIFT SHOP OFFERINGS, ETC.) TO ENSURE CULTURAL INCLUSIVITY- ACTION: IN 2021, WE UPDATED SIGNAGE FOR THE HUMAN RIGHTS CAMPAIGN'S HEALTHCARE EQUALITY INDEX PATIENT (CUSTOMER) NONDISCRIMINATION POLICY @ NMHH & MGH.- ACTION: IN 2021, TRANSLATED MATERIAL FOR THE VACCINATION CLINIC IN BROOKLYN CENTER.- ACTION: IN 2021, MULTI-LINGUAL SIGNAGE WAS ADDED TO THE WELCOME CENTER DESK PER THE CEI DASHBOARD.- ACTION: FOR 2022, UPDATE AFTER CHIP FOCUS GROUPS FOR INPUT TO GIFT SHOP OFFERINGS, FACILITY UPDATE AND SPIRITUAL CARE CENTER. 3. OBJECTIVE: INCREASE DIVERSITY AMONG TEAM MEMBERS, AT ALL LEVELS OF THE ORGANIZATION, TO MATCH CUSTOMER AND COMMUNITY POPULATIONS. - STRATEGY 3.1: CONTINUE DEVELOPMENT OF RECRUITMENT AND RETENTION INITIATIVES THAT ENCOURAGE A DIVERSE WORKFORCE.- ACTION: THROUGH A PARTNERSHIP WITH MINNESOTADIVERSITY.COM, NORTH MEMORIAL HEALTH ELECTRONICALLY DISTRIBUTES JOB POSTINGS (DAILY) TO THE LOCAL EMPLOYMENT SERVICE DELIVERY SYSTEM AND NUMEROUS WORKFORCE CENTERS AND JOB SITES THAT TARGET UNDERREPRESENTED POPULATIONS, INCLUDING MINORITIES, INDIVIDUALS WITH DISABILITIES, AND COVERED VETERANS. THIS PARTNERSHIP ENSURES THAT DIVERSE LOCAL JOB NETWORKS RECEIVE ALL JOB POSTINGS IN REAL-TIME. - ACTION: WORKED WITH DEED AS PART OF THEIR GOOD JOBS NOW CAMPAIGN TO ATTRACT DIVERSE RECRUITS. - IN 2021, EXPANDED RECRUITMENT EFFORTSI. WE PARTNERED WITH MINNESOTA QUEERS DO WORK AND MINNESOTA WOMEN'S COLLECTIVE (WHO USES AN INCLUSIVE DEFINITION OF ""WOMAN AND ""FEMALE AND WELCOMES TRANS WOMEN, GENDERQUEER WOMEN, AND NON-BINARY PEOPLE WHO ARE SIGNIFICANTLY FEMALE-IDENTIFIED) IN ADDITION TO THE LGBTQ JOB BOARD. - STRATEGY 3.2: CONTINUE TO OFFER MOCK INTERVIEWS, RESUME PREP AND RECRUITING AT COMMUNITY EVENTS WITH DIVERSE COMMUNITY MEMBERS. - ACTION: ATTENDED CAREER FAIRS (LIKE HENNEPIN AND ANOKA COUNTY) AND PANELS FOCUSED ON HELPING MINORITIES OBTAIN EMPLOYMENT. NORTH MEMORIAL HEALTH SENDS SPECIALIZED RECRUITERS TO CONNECT WITH THE COMMUNITY, EDUCATE THEM ON GENERAL OPPORTUNITIES AND PATHWAYS INTO HEALTHCARE, AND DISCUSS CURRENT OPENINGS. - NORTH MEMORIAL HEALTH ALSO ATTENDED A CAREER & INDUSTRY INFORMATION EMPLOYER PANEL FOR MCTC.- MN CAREER SOLUTIONS INTRODUCTION SUPPORT JOB SEEKERS WITH DISABILITIES- ATTENDED VETERAN'S CAREER NETWORK EVENT- STRATEGY 3.3: CONTINUE TO PARTNER WITH COMMUNITY ORGANIZATIONS THAT REPRESENT OR ARE IN DIVERSE COMMUNITIES TO OFFER PREPARATION, TRAINING, MENTORSHIP, CAREER OPPORTUNITY CONSIDERATION. - ACTION: NORTH MEMORIAL HEALTH MAINTAINED CLOSE PARTNERSHIPS WITH COMMUNITY-BASED ORGANIZATIONS AND SUPPORT THE JOB SEARCH AND CAREER EXPLORATION OF UNDERSERVED INDIVIDUALS IN THE COMMUNITY. IN ADDITION TO RESUME REVIEWS AND MOCK INTERVIEWS, WE HELPED INDIVIDUALS NAVIGATE THE ONLINE APPLICATION PROCESS, AND HOSTED AND/OR ATTENDED CAREER FAIRS. THESE ORGANIZATIONS INCLUDE: - PROJECT FOR PRIDE IN LIVING- EASTSIDE NEIGHBORHOOD SERVICES (INCLUDING THREE INFO SESSIONS, ONE TOUR, FOUR MOCK INTERVIEWS)- CAPI USA (INCLUDING FIVE PRESENTATIONS AND SEVEN MOCK INTERVIEWS)- ACHIEVE MINNEAPOLIS - EMERGE"

PART V, SECTION B, LINE 7A & 10A:
THE 2019 COMMUNITY HEALTH NEEDS ASSESSMENT HAS BEEN POSTED ONLINE AT:HTTPS://NORTHMEMORIAL.COM/COMMUNITYHEALTH/THE IMPLEMENTATION PLAN HAS BEEN POSTED ONLINE AT: HTTPS://NORTHMEMORIAL.COM/COMMUNITYHEALTH/

PART V, SECTION B, LINE 16:
FINANCIAL ASSISTANCE POLICY, APPLICATION, AND PLAIN LANGUAGE SUMMARY IS AVAILABLE AT:HTTPS://NORTHMEMORIAL.COM/FINANCIAL-ASSISTANCE/

SCHEDULE H, PART V, SECTION B, LINE 11 CONTINUATION:
4. OBJECTIVE: WORK IN PARTNERSHIP WITH COMMUNITY ORGANIZATIONS AND COMMUNITY MEMBERS TO IMPROVE KNOWLEDGE ABOUT AND PRACTICES OF CULTURALLY RESPONSIVE CARE.- STRATEGY 4.1 (THIS STRATEGY WAS FULLY COMPLETED IN 2021): MEET AND PARTNER WITH COMMUNITY ORGANIZATIONS THAT REPRESENT DIVERSE COMMUNITIES TO LEARN ABOUT THEIR VISON FOR CULTURALLY RESPONSIVE CARE AND DISCUSS POSSIBLE OPPORTUNITIES TO WORK TOGETHER - ACTION: IN 2021, THE NEW SYSTEM DIRECTOR OF DEI SHARED WITH THE NMHH CEAT MEMBERS THE MULTI-YEAR STRATEGY TO IMPLEMENT CULTURALLY RESPONSIVE CARE. THE NMHH CEAT MEMBERS GAVE POSITIVE FEEDBACK ON THE FRAMEWORK, WHICH WAS ALIGNED WITH THE NATIONAL CULTURALLY, LINGUISTICALLY, AND APPROPRIATE SERVICES (CLAS) STANDARDS. - ACTION: THROUGH NMH'S Q4 2021 CEAT MEETINGS, CEAT TEAM MEMBERS HELPED INFORM HOW DIVERSE COMMUNITIES WERE FEELING DURING THE PANDEMIC AND CIVIL UNREST. - ACTION: IN 2021, NORTH MEMORIAL HEALTH DE&I SYSTEM DIRECTOR MET WITH CEAT PARTNER NEIGHBORHOOD HEALTH SOURCE TO DISCUSS THEIR NEEDS FOR TRAINING THEIR TEAM ON CULTURALLY RESPONSIVE CARE - SHARING TOOLS AND RESOURCES. - ACTION: WE MET WITH THE YMCA OF THE NORTH TO ASSESS OFFERINGS AVAILABLE THROUGH THEIR EQUITY INNOVATION CENTER OF EXCELLENCE. A SUBGROUP OF THE EDUCATION COMMITTEE VISITED THE EQUITY INNOVATION CENTER OF EXCELLENCE AND DETERMINED ONSITE TRAININGS WOULDN'T BE FEASIBLE, DUE TO COVID-19. - STRATEGY 4.2: NORTH MEMORIAL HEALTH SPONSORSHIP COMMITTEE WILL INVITE COMMUNITY ORGANIZATIONS THAT ARE DOING WORK AROUND DE&I AND CULTURALLY RESPONSIVE CARE TO PRESENT AND LOOK AT PARTNERSHIP OPPORTUNITIES.- ACTION: NORTH MEMORIAL HEALTH RE-ENVISIONED THE SPONSORSHIP PROGRAM IN 2020 AND PRIORITIZED DOLLARS TO MEET COMMUNITY HEALTH BENEFIT NEEDS AND DE&I. DUE TO COVID, PROACTIVE COMMUNITY ORGANIZATION OUTREACH WAS REPRIORITIZED FOR 2021. - COMMUNITY HEALTH BENEFITS - DR. VAIL HOUR, SCHOOL DISTRICT 279, LEE CARLSON CENTER FOR MENTAL HEALTH, BROOKLYN CENTER SCHOOLS- DEI - PRIDE, MLK BREAKFAST, CAPRI THEATER, V3 SPORTS, NORTHSIDE ACHIEVEMENT ZONE- ACTION: FOR THE PAST SEVERAL YEARS, NORTH MEMORIAL HEALTH HAS BEEN A PROUD SUPPORTER OF TWIN CITIES PRIDE AS A WAY TO HELP CHAMPION LGBTQIA+ EQUALITY. MANY OF THE EVENTS LOOKED DIFFERENT IN 2021 DUE TO COVID-19, BUT WE WERE STILL EXCITED TO KEEP PEOPLE SAFE AND COOL BY SPONSORING THE HAND SANITIZER STATIONS AND MISTING FANS, AS WELL AS THE PRIDE GRAND MARSHAL MASKQUEERADE PARTY. WE ARE LOOKING FORWARD TO 2022 WHEN WE'RE ABLE TO BE BACK ONSITE FOR THE FESTIVITIES.- STRATEGY 4.3: EXPLORE DEVELOPING A PATIENT/FAMILY ADVISORY GROUP TO BE A RESOURCE FOR EQUITY AND INCLUSION WORK. - ACTION: NORTH MEMORIAL HEALTH EXPLORED OPPORTUNITIES TO BEST ENGAGE THE COMMUNITY IN AN ADVISORY BOARD. THIS WAS ONCE AGAIN PUT ON HOLD DURING COVID-19 - FOR FURTHER ASSESSMENT AND DISCUSSION IN 2022.HEALTH NEEDS NOT SELECTED AS FOCUS AREASTHE HEALTH PRIORITIES NOT BEING ADDRESSED DIRECTLY INCLUDE:- RESOURCES/PARTNERSHIPS - HOUSING - ACCESS TO HEALTHCARE - FOOD - TRANSPORTATION - HEALTHY AGING - STRUCTURAL AND INSTITUTIONAL RACISM THE COMMUNITY ENGAGEMENT ADVISORY TEAM FELT THAT WE NEEDED TO FOCUS OUR ATTENTION ON OUR TOP THREE PRIORITIES TO DRIVE MEANINGFUL CHANGE. WE CONTINUE TO ADDRESS FOOD AND NUTRITION THROUGH OUR NORTH MARKET PARTNERSHIP WITH PILLSBURY UNITED, AS WELL AS SOME OF OUR OTHER PARTNERSHIPS. HEALTHY AGING IS BEING ADDRESS BY MAPLE GROVE HOSPITAL AND THAT CEAT TEAM. AND ADDRESSING STRUCTURAL RACISM IS CONNECTED TO OUR WORK IN DE&I AND HEALTH EQUITY.

Supplemental Information

Schedule H (Form 990) Part VI

PART III, LINE 2:
AMOUNT REPRESENTS THE HOSPITAL'S BAD DEBT PROVISION REDUCED BY THE HOSPITAL'S COST TO CHARGE RATIO WHICH REPRESENTS THE BEST ESTIMATE OF COST FOR THE BAD DEBT PROVISION.

PART III, LINE 4:
NORTH MEMORIAL HEALTH'S AUDITED FINANCIAL STATEMENTS DO NOT INCLUDE A FOOTNOTE DESCRIPTION ABOUT BAD DEBT EXPENSE. THE COST TO CHARGE RATIO WAS USED TO DETERMINE THE AMOUNT ON PART III, SECTION A, LINE 2. WE DO NOT HAVE THE INFORMATION NECESSARY TO DETERMINE WHICH PORTION OF THE AMOUNT REPORTED ON LINE 2 IS COMMUNITY BENEFIT.

PART III, LINE 8:
THE SHORTFALL REPORTED REPRESENTS THE AMOUNT MEDICARE REIMBURSEMENT IS LESS THAN THE ESTIMATED COST OF PROVIDING SERVICES TO THOSE PATIENTS. THE METHOD USED TO ESTIMATE THOSE COSTS IS THE COST TO CHARGE RATIO APPROACH WHICH CALCULATES THE RATIO OF TOTAL HOSPITAL COSTS / TOTAL HOSPITAL GROSS REVENUE AND THEN APPLIES THAT RATIO TO TOTAL MEDICARE GROSS REVENUE.

PART III, LINE 9B:
NORTH MEMORIAL HEALTH HAS POLICIES AND PROCEDURES IN PLACE FOR COLLECTION PRACTICES THAT INCLUDE IDENTIFICATION AND SCREENING FOR CHARITY CARE AND FINANCIAL ASSISTANCE. THE POLICIES ARE AVAILABLE ON THE ORGANIZATION'S INTRANET AND PERTAIN TO ALL ENTITIES UNDER THE NORTH MEMORIAL CORPORATE UMBRELLA.

PART VI, LINE 2:
NORTH MEMORIAL HEALTH WORKS CLOSELY WITH THE COMMUNITY ENGAGEMENT ADVISORY TEAM MEMBERS TO DETERMINE AREAS OF NEED AND COMMUNITY HEALTH CONCERNS. OUR COMMUNITY HEALTH OUTREACH MANAGER IS A MEMBER OF THE HENNEPIN COUNTY COMMUNITY HEALTH IMPROVEMENT PARTNERSHIP STEERING COMMITTEE WHICH ALLOWS NORTH MEMORIAL MEDICAL CENTER TO BE INVOLVED IN KEY COMMUNITY HEALTH ISSUES. THE LATEST CHNA WAS COMPLETED IN 2019, INCLUDING COMMUNITY FOCUS GROUPS, TO BETTER UNDERSTAND THE COMMUNITY'S HEALTH NEEDS. A NEW ONE WILL BE CONDUCTED IN 2022.

PART VI, LINE 3:
NORTH MEMORIAL HEALTH HAS A VERY PROACTIVE PROGRAM TO ASSIST UNINSURED AND UNDERINSURED PATIENTS WITH THEIR MEDICAL BILLS. WE COMPLY WITH THE ATTORNEY GENERAL'S REQUIREMENT TO PROVIDE A DISCOUNT TO UNINSURED MINNESOTA RESIDENTS AS WELL AS A FINANCIAL ASSISTANCE PROGRAM FOR FINANCIALLY QUALIFIED PATIENTS. WE HAVE PATIENT FINANCIAL ADVOCATES AS WELL AS A CONTRACTED VENDOR THAT MEETS WITH ALL OF OUR UNINSURED INPATIENTS AND SPECIFIC OUTPATIENTS TO ASSIST THEM IN MEDICAL ASSISTANCE ELIGIBILITY AND APPLICATIONS. THIS COULD INCLUDE A VISIT TO THEIR RESIDENCE IF THEY NEED HELP IN COMPLETING ASSISTANCE APPLICATIONS. SHOULD THEY NOT QUALIFY FOR STATE OR FEDERAL ASSISTANCE PROGRAMS, WE OFFER AND ASSIST THEM IN APPLYING FOR THE HOSPITAL'S FINANCIAL ASSISTANCE (CHARITY CARE) PROGRAM.IN ADDITION, OUR INTERNAL COLLECTIONS DEPARTMENT AND OUR COLLECTION AGENCIES ARE WELL VERSED IN OUR ASSISTANCE PROGRAMS AND WILL ASSESS DURING THEIR CONVERSATIONS WITH PATIENTS IF REFERRAL TO EITHER A STATE OR FEDERAL PROGRAM OR OUR CHARITY CARE PROGRAM WOULD BE APPROPRIATE.

PART VI, LINE 4:
NORTH MEMORIAL HEALTH SERVES A GEOGRAPHIC AREA THAT INCLUDES 58 ZIP CODES IN THE NORTHWEST QUADRANT OF THE TWIN CITIES METRO. THIS SERVICE AREA INCLUDES BOTH URBAN, SUBURBAN, EX-URBAN, AND RURAL AREAS. THIS SERVICE AREA INCLUDES A DIVERSE POPULATION OF 1,280,000 PEOPLE LIVING IN HENNEPIN, WRIGHT, SHERBURNE, ANOKA AND RAMSEY COUNTIES.

PART VI, LINE 5:
NORTH MEMORIAL HEALTH HOSPITAL IS A GENERAL ACUTE CARE HOSPITAL PROVIDING SPECIALIZED TRAUMA AND EMERGENCY SERVICES, CARDIOVASCULAR AND OPEN-HEART SERVICES, ONCOLOGY, HIGH RISK MATERNITY AND NEONATAL CARE, AND GENERAL MEDICAL-SURGICAL, OBSTETRICAL, PEDIATRIC, REHABILITATIVE AND BEHAVIORAL SERVICES. NORTH MEMORIAL HEALTH ALSO PROVIDES AN ARRAY OF HEALTH CARE SERVICES TO OUR COMMUNITY INCLUDING PRIMARY CARE, AMBULANCE TRANSPORTATION AND HOSPICE SERVICES. NORTH MEMORIAL HEALTH IS GOVERNED BY A BOARD OF 14 REPRESENTATIVES CONSISTING OF PHYSICIANS AND LEADERS FROM THROUGHOUT THE COMMUNITY. BOARD MEMBERS ARE ELECTED TO SERVE THREE-YEAR TERMS FOR A TOTAL OF FIVE TERMS. THE HOSPITAL ALSO SUPPORTS AN OPEN MEDICAL STAFF ORGANIZATION INCLUDING APPROXIMATELY 840 BOARD CERTIFIED PHYSICIANS AND 530 PROFESSIONAL AND ALLIED HEALTH PROVIDERS. THE NORTH MEMORIAL HEALTH BOARD OF TRUSTEES ESTABLISHES AN ANNUAL MARGIN TARGET FOR MANAGEMENT. PER BOARD POLICY 75% OF ANY EXCESS AVAILABLE CASH FLOW IS INVESTED IN CAPITAL IMPROVEMENTS. THE REMAINING 25% IS USED TO SUPPORT LONG TERM OPERATIONS. WE PROVIDE EDUCATION TO THE COMMUNITY ON CHILD SAFETY, STROKE RISK FACTORS, HEART DISEASE RISK FACTORS AND OTHER HEALTH PROMOTION INFORMATION.

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NORTH MEMORIAL HEALTH IS COMMITTED TO IMPROVING THE HEALTH OF THE COMMUNITIES WE SERVE. THROUGH TARGETED OUTREACH, EDUCATION AND PARTNERSHIPS, WE IMPROVE THE HEALTH OF OUR COMMUNITIES BY LISTENING TO THEIR NEEDS AND RESPONDING WITH APPROPRIATE PROGRAMS AND SERVICES. OUR PROGRAMS, MANY OF WHICH HAVE BEEN NATIONALLY RECOGNIZED, RANGE FROM HEALTH EDUCATION AND FREE SCREENINGS TO TRAINING HEALTH PROFESSIONALS.

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NORTH MEMORIAL HEALTH FILES THE COMMUNITY BENEFIT REPORT WITH THE STATE OF MINNESOTA WHENEVER A NEW REPORT IS PREPARED.

Operating expenses	$ 732,554,574
Total amount spent on community benefits as % of operating expenses	$ 68,347,827 9.33 %