4A (Expenses $ 115871593 including grants of $ 0) (Revenue $ 48419164)
"St. Joseph's Hospital was founded by the Sisters of St. Joseph of Carondelet in 1853 and holds the growing need for mental health care locally and throughout greater Minnesota. It had the distinction of being Minnesota's first hospital. For years, St. Joseph's operated as the smallest of four acute care hospitals located within a few blocks from each other downtown. More than half of all St. Joseph's patients came from outside the city of Saint Paul and 72 percent of the hospital's total emergency department visits were considered potentially preventable with proper primary care - which was one of the highest rates in the state. Acute services and traditional emergency room care can be expensive and may only address short-term healthcare needs without providing a long-term solution for patients. Based on more than 300 community conversations over two years, it became clear that the current care model at St. Joseph's was not meeting the health needs of the surrounding communities. Nor was that model financially sustainable for our healthcare system. As part of our commitment and vision to provide affordable, accessible, and equitable care - the hospital will be reimagined as a Community Health and Wellness Hub with several new and expanding partnerships and programs, beginning in summer 2022 and continuing into 2023. These plans represent Fairview's intentional, holistic approach to health and well-being and commitment to serving all in its community, especially those who have been traditionally underserved. Services in the Wellness Hub will include no-to-low cost primary care, other supportive services and education (provided by Minnesota Community Care, a federally qualified health center), expanded outpatient mental health and addition services, an enhanced adult day program, a food distribution partnership with Second Harvest Heartland and long-term acute care services. A newly established Fairview Center for Community Health Equity will serve as an incubator for the next generation of community-based health and wellness programs focused on prevention and addressing the Social Determinants of Health. The Hub will also have a new community education space featuring conference and meeting facilities for community convenings, outreach programs, and wellness services, such as mobile vaccination and food access programs. St. Joseph's will continue providing inpatient mental health services, through June 2022. The emergency department at St. Joseph's discontinued services in December 2020. St. Joseph's is part of Fairview Health Services. Fairview Health Services is an industry-leading, award-winning, nonprofit, integrated health system providing exceptional health care across the full spectrum of health care services. Founded in 1906, Fairview serves the twelve-county Minneapolis/St. Paul Metro Area, as well as communities throughout greater Minnesota and portions of Northern Iowa and Western Wisconsin and is one of the most comprehensive and geographically accessible systems in Minnesota. Fairview, the University of Minnesota and the University of Minnesota Physicians approved an agreement which became effective in late 2018 (the ""M Health Fairview Agreement""). While the parties maintain their separate governance, the M Health Fairview Agreement further integrated operations across the clinical delivery system and enhances research and education by creating a joint clinical enterprise among the parties. The M Health Fairview Agreement brings together not only UMMC and its related service lines, but also Fairview's other hospitals, primary care clinics, and other services. All are part of a shared care delivery system that is led by a single structure that includes academic physician leadership. The goal of the joint clinical enterprise is to create a nationally-renowned academic health system. This care system was united under a single brand, M Health Fairview, which is inclusive of the Fairview Hospitals and Clinics In March 2020, the World Health Organization declared the COVID-19 outbreak a pandemic. The pandemic has had a significant negative effect on the healthcare industry. Fairview continues to follow guidance from the Center for Disease Control and Prevention and the Minnesota Department of Health and is coordinating its activities with state and local governments as well as other health systems in the state and region. First and foremost, Fairview's focus is on caring for its patients during this ongoing pandemic. Fairview continues to provide COVID-19 vaccines to all individuals ages 5 and older. Fairview is committed to educating the community and distributing vaccines. Fairview has administered the most vaccines in the State of Minnesota. As of December 31, 2021, Fairview has administered more than 540,000 doses to patients in the system. A remarkable program called the Minnesota Immunization Network Initiative (MINI), a collaboration led by Fairview and supported by over 120 community partners, works to reduce barriers to influenza vaccinations for communities experiencing disparities. MINI provides flu immunizations free of charge to community members six months and older. Since inception, more than 100,000 immunizations have been given to prevent influenza. MINI clinics are hosted at non-traditional locations such as churches, mosques, temples, schools, community centers, libraries, food pantries, and homeless shelters. The clinics are hosted by a local partner who provides the space, promotion, and serves as a trusted messenger for community members. Fairview provides the vaccine and clinical team, including interpreters, support staff and information about other local community resources. Influenza vaccinations are provided at no charge to participants, six months and older. MINI clinics have expanded their reach to include other vaccinations such as Hepatitis A, blood pressure screening and cardiovascular health education, free dental varnish treatments and oral health education. These services are often provided in conjunction with MINI flu shots clinics or on their own. During the COVID-19 pandemic, the MINI program leveraged over 15 years of experience providing mobile clinical services in diverse settings to respond to the urgent public health crisis. MINI launched a large scale, low barrier testing initiative in partnership with Saint Paul Ramsey County Public Health and the Minnesota Department of Health. This collaboration enabled thousands of community members to receive a free COVID-19 test in convenient, trusted community spaces. In total, MINI supported 47 testing events and administered almost 20,000 tests. To date, MINI has provided 800 community based COVID vaccination clinics and given over 49,800 vaccinations. MINI continued to provide influenza vaccinations throughout the pandemic and administered over 4,000 free flu shots in 2021. The Fairview system consists of 11 hospitals, it controls and operates University of Minnesota Medical Center, the adult and pediatric teaching hospital of the University of Minnesota Medical School, has 10 community based general acute care hospitals and 1 long-term acute care hospital; over 80 primary and specialty care clinics; offers over 100 specialty care services; urgent care clinics; occupational health clinics; 36 retail and specialty pharmacies; pharmacy benefit management services; rehabilitation centers; counseling; hospice services; 90+ owned and managed senior care facilities and long-term care housing facilities (through Ebenezer Society, a Fairview subsidiary); and emergency medical transportation. Fairview's 34,000+ employees and network of 5,000+ system providers embrace innovation and new thinking to drive a healthier future through healing, discovery and education. The health care and medical services which Fairview provides to the community include, but are not limited to: primary, specialty, tertiary, and quaternary care; hospital and physician services; senior services; assisted living; long-term care; urgent care and emergency services; pharmacy; care of mothers and children; physical therapy/sports medicine; rehabilitation services; and inpatient and outpatient behavioral health care and chemical dependency services. Fairview provides specialized care for the treatment of cancer, heart disease, diabetes, wound care, chronic conditions, solid organ transplant, blood and marrow transplant, and many other specialties. Fairview also offers social work services, health education and support groups and services for various health issues."

Schedule H, Part V, Section B, Line 3E
Fairview is committed to transparency and accountability in all we do, including our efforts to assess - and respond to - our community's most pressing health needs. The community benefit work that we do across Fairview must reflect our community's actual needs, not our assumptions about what those needs might or should be. Because we understand that change cannot happen when we work in silos, and it cannot happen in a single year, we grounded our 2021 CHNA process in alignment with our 2018 CHNA needs, existing data, and the voices of community members and community partners. Once we had collected, analyzed, and synthesized the information we received from both primary and secondary data sources, we established a prioritization process through which we could identify the community health needs that, if effectively addressed, would have the greatest positive impact on our communities and particularly on our priority populations. Having a consistent, defined process helps reduce the skewing effect of conscious and unconscious biases and enables us to define priority need areas that reflect our community's top health needs rather than our perception of those needs. We evaluated areas of need based on four broad criteria: -Has this need been voiced by the community? Has this need been vetted by the community? -Does this need align with Fairview's strategies and priorities? -Does this need align with existing public health strategies and community health assessments? -Does this need build upon Fairview's 2018 CHNA priority needs? Our process resulted in the identification of three priority need areas. They are: -Navigating and accessing care and resources -Healing, connectedness, and mental health -Addressing structural racism and barriers to achieving health equity.

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - HealthEast St. Joseph's Hospital. The assessment process and data collection methods we used during this CHNA cycle were different than ever before due to the COVID-19 pandemic. COVID- 19 caused delays in data collection among local, state, and national organizations. As a result of these delays, the U.S. Census Bureau had not yet released finalized data from the 2020 U.S. Census by the time we began the CHNA process. As a result, we used 2015-2019 American Community Survey data. Local public health agencies also were not able to provide updated data as they have in the past. We acknowledge that, due to these setbacks, the data we used is less recent than desired. Additionally, COVID-19 required us to add new safety precautions to our method of gathering community voice data. For example, all conversations and interviews, which had previously been in-person meetings, took place in a virtual format instead. We collected additional community voice data by convening a broad array of stakeholders, with special focus on the priority populations. The process included discussions with community benefit and assessment committees, our community advisory council, the HOPE Commission listening and learning sessions, and key stakeholder interviews. Throughout this process, community members, local business leaders, government representatives, nonprofit and community organizations, and content experts shared their voices and perspectives about their community's health needs. A series of conversations were had over an 18 month period from May 2020 to October 2021 with leaders from across sectors that represent or work with community members. During these meetings the results from the St. Paul survey were shared as were the proposed priority needs. A discussion was had to vet the results of the St. Paul survey and the priority needs. Discussions covered if the priorities rang true, if any emerging needs were missing, and what within each priority need might be important to emphasize in this community. The Fairview Community Advisory Council, composed of key community leaders and staffed by Community Advancement, reviews the CHNA report and written implementation strategy and recommends it to the Patient Care and Experience Committee of the Fairview Board of Directors for review and adoption. Each member represents the member's respective community, and members represent a broad range of sectors, among them community organizations serving cultural communities, higher education organizations, banks, and a nonprofit electric company. The Community Advisory Council met from May through November 2021 to participate in the CHNA process, give feedback, and ultimately recommend the CHNA and implementation strategy for adoption. The HOPE Commission is a multi-year transformational change effort of M Health Fairview to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. The Commission conducted a series of listening and learning sessions in 2020 and 2021. The objective was to hold a mirror to Fairview to assess where we are now and how we can make lasting change. Part of being an anti-racist health system is developing a candid understanding of our shortcomings. We particularly sought to hear perspectives and ideas from the most impacted populations: BIPOC employees and patients, front-line workers who care for underserved and marginalized patients, and those patients themselves. A survey was also made available each year to gather insights and suggestions from employees and patients who could not directly participate in a listening and learning session. In 2020, the commission convened 32 virtual listening and learning sessions and two town halls involving more than 1,500 participants across Fairview sites. The sessions focused on employees but included patients and community members as well. In September 2021, the HOPE Commission continued the listening and learning sessions following the same model. In this iteration, however, the focus was primarily on gathering input from patients (and employees as patients). In both 2020 and 2021's listening and learning sessions, the facilitators and note takers reflected the community represented by the session's group to the greatest degree possible. In August and September 2021, Fairview's Community Advancement team conducted a series of interviews with staff members who work with communities. Each conversation followed a consistent interview protocol developed for this purpose, and each interview was captured by means of detailed notes. The goal of these interviews was to draw on staff expertise to gain a deeper understanding of our priority needs and to determine whether there are any emerging needs that we should be considering. Between Aug. 31 and Sept.17, 2021, we conducted 17 interviews. In August 2021, we held two focus groups in partnership with other organizations. We convened the first focus group in partnership with HealthPartners and Allina Health, and the participants were faith community nurses. We convened the second focus group in partnership with the organizations that are a part of the East Side Health and Well-being Collaborative. This meeting's focus was on accessing care and resources for different cultural communities. Fairview also participated in two large surveys. KRC Research conducted a survey around health and health care needs in St. Paul between June 8 and July 7, 2021, and administered it to community members, Fairview employees, patients, and community partners. Responses were received from 294 residents, more than 1,000 employees, 221 patients, and 20 partners. The survey was offered online and by phone and in five languages: English, Spanish, Hmong, Somali, and Karen. As a foundational part of program planning and evaluation, Community Advancement staff are continuously soliciting feedback from community partners and program participants. We capture this information on an ongoing basis and use it to provide valuable context and drive insights into the needs of the communities we serve. Fairview staff developed standardized tools, processes, instructions, and facilitator, interviewer, and note-taker protocols and training. All primary data was compiled, cleaned, and analyzed. Community conversations lasted various lengths from 30-120 minutes. All community input was captured by a note-taker. The Fairview team contracted with the following groups to support our assessment process: -Loren Blinde, PhD of Writing Power, a copywriter and content strategist, on the writing of the report. -Kristi Fordyce, an independent contractor, for analysis support. -Weber Shandwick, for data collection and analysis of focus groups and stakeholder interviews focused on St. Paul. -KRC Research for the administration and analysis of the St. Paul Community Survey

Schedule H, Part V, Section B, Line 7 Facility , 1
Facility , 1 - HealthEast St. Joseph's Hospital. The Community Health Needs Assessment Report for St. Joseph's Hospital is located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/Read-full-reports/2021-CHNA-Report-St-Josephs-Hospital2125.pdf?_ga=2.XXX-XX-XXXX.XXX-XX-XXXX.1660918734-XXX-XX-XXXX.1594916074 The Community Health Needs Assessment Implementation Strategy Report for St. Joseph's Hospital is located at: https://stcr-prd-cd.fairview.org/-/media/Files/Local-Health-Needs/CHNA-Implementation-Strategy-Report-20222024-St-Josephs.pdf?_ga=2.XXX-XX-XXXX.XXX-XX-XXXX.1660918734-XXX-XX-XXXX.1594916074

Schedule H, Part V, Section B, Line 11 Facility , 1
"Facility , 1 - HealthEast St. Joseph's Hospital. Over the course of 2021, Fairview's hospitals and medical centers, including St. Joseph's Hospital, conducted our Community Health Needs Assessment (CHNA) process to determine our priority needs and our response. As part of this process, we listened and learned much about our community's most pressing needs. Through those conversations, and supported by community data, we prioritized the following needs: Navigating and accessing care and resources, Healing, connectedness, and mental health, and Addressing structural racism and barriers to equity. The CHNA Implementation Strategy Report outlines the major strategies and actions we will deploy throughout the 2022-2024 assessment cycle. The current generation will be the first generation in American history to experience shorter life expectancy than their parents did.1 Over the past decade, rates of poverty, food insecurity, isolation, mental illness, addiction, and other determinants of poor health have continued to rise and these do not impact everyone equally - Minnesota has some of the nation's largest racial, ethnic, and geographic health inequities. To impact these devastating trends, we must respond in ways that align with the factors that research has shown to have a significant effect on an individual's health and wellbeing. Studies estimate that eighty percent of a person's health outcomes are influenced by factors outside a healthcare setting,2 and a person's zip code matters more than their genetic code when it comes to long-term health.3 Given these realities, our response must reach outside the health system's walls and must focus on those experiencing health inequities to be most effective. Since the 2010 passage of the Affordable Care Act, our health system has engaged in four CHNA cycles. During each cycle, we have found the same or similar needs have existed for our communities. This means that our communities have largely faced the same challenges for more than a decade - and that despite our efforts to address these issues, these problems are not relenting. In fact, in many cases, these conditions have worsened over the past decade. Over the past 10 years of responding to our communities' biggest needs we have learned important lessons which have guided us in the development of our Fairview Health Services 2022-2024 implementation strategies. An essential part of the 2018 CHNA process was the identification of priority needs in the local community. The hospitals and/or medical centers identified the following priority needs for St. Joseph's Hospital: Mental health and well-being, Healthy lifestyles, Access to care and services. Each hospital and/or medical center developed a hospital specific implementation plan around its priority health issues along with a system focus on policy, system, and environmental (PSE) change to address the identified priority needs. Each program is evaluated on an annual basis against program specific anticipated impacts. As part of the evaluation process each program indicator is assigned a value of ""green"", ""yellow"" or ""red"" based upon the following criteria. A rating of ""green"" means that the program (a) met, or exceeded, 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to both goal/s and anticipated impact/s (c) there is an evaluation tool with measure tied to anticipated impact/s. A rating of ""yellow"" means that the program (a) had partial completion of 2021 hospital goal/s as written in hospital implementation plan (b) it has count data tied to either goal/s or anticipated impact/s but not both (c) there is an evaluation tool without measure tied to anticipated impact/s. A rating of ""red"" means that the program (a) did not complete the 2021 hospital goal/s written in hospital implementation plan (b) there was no count data (c) there was no evaluation tool/s. Policy, System, and Environmental (PSE) change initiatives often take multiple years to plan and implement. Using a CDC evaluation framework each PSE initiative is monitored and evaluated annually against anticipated activities and milestones linked to the six connected PSE evaluation steps. The six connected steps of PSE change we tracked for monitoring and evaluation purposes are (1) engage stakeholders, (2) describe the program, (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. In 2021 COVID-19 impacted many of our Community Health Improvement Plan (CHIP) programs and other offerings with impacts such as transitioning in person classes and services to virtual, adjusting participant surveys, and pivoting some programs to broaden their scope and more directly respond to COVID-19 related needs in the community. Priority: Mental health and wellbeing: M Health Fairview St. Joseph's Hospital offered Coming Home, a collaboration with community partners to secure permanent supportive housing for individuals with severe and persistent mental illness who are chronically homeless. The 2021 anticipated impact for the Coming Home program was a decrease in participants' mental health related hospital admissions. The anticipated impact was assigned a value of ""green"". 2021 Outcome: The program continued with existing clients, but no new clients were added. M Health Fairview St. Joseph's Hospital offered Cultural Brokers. East Side partners designed the position of Cultural Broker serving St. Paul's East Side of Saint Paul Community to build stress resilience and holistic wellbeing among community members. The Cultural Broker co-navigates mainstream systems with clients and helps bridge those systems within culture, as well as locates resources and advocates for residents' interests. This support results in improved access to culturally relevant mental health care and other resources that build stress resilience over the long term. The 2021 anticipated impact for the Cultural Brokers was an increase in participants' connectedness to others in the community. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 20% increase from pre- assessment (50%) to post-assessment (70%) in response to the following: I strongly agree or agree that I feel connected to others in the community. M Health Fairview St. Joseph's Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was an increase in participants' ability to recognize and correct misconceptions about mental health and mental illness. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 30% increase from pre-survey (70%) to post-survey (100%) in response to the following: I strongly agree or agree that I can recognize and correct misconceptions about mental health, substance use and mental illness as I encounter them. Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered the Mobile Substance Use Disorder Support Program, serving adult residents (18+) in Ramsey, Dakota and Washington Counties who have substance use issues through Mobile SUDs team who are professional peer recovery specialists and clinical staff who collaborate to develop individual recovery plans. The 2021 anticipated impact for the Mobile Substance Use Disorder Support Program was an increase in the number of active participants in the recovery program. The anticipated impact was assigned a value of ""red"". 2021 Outcome: This program was discontinued in 2021. A similar program will be developed within the Mental Health & Addiction Transition Clinic for short-term treatment of patients after an emergency room visit."

Schedule H, Part V, Section B, Line 11 Facility , 2
"Facility , 2 - HealthEast St. Joseph's Hospital. M Health Fairview St. Joseph's Hospital offered the Trauma Informed Congregations program, the implementation of the Risking Connection in Faith Communities curriculum across Faith Communities. Risking Connection helps clergy understand the nature of trauma, its impact on people and how faith leaders can support and bring healing to trauma survivors. The 2021 anticipated impact for the Trauma Informed Congregations program was an increase in clergy/leader understanding of the impact of trauma on trauma survivors. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 100% of participants reported they understand the impact trauma can have on their clients. Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered Youth Grief Services sessions and camps. Youth Grief Services (YGS) provides a safe and nurturing place where families can turn for help after a loved one dies. YGS assists in the healing process through a network of programs and services that support, educate, and connect grieving families. 2021 Outcome: Ownership of Youth Grief Services transferred from Fairview Health Services to Brighter Days Grief Center in December 2020, providing a seamless transition of the program for participants. M Health Fairview St. Joe's Hospital collaborated in policy, systems and environmental (PSE) change around responding to trauma in settings such as schools and faith communities. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. 2021 Impact: Opened Minnesota's first EmPATH unit- or Emergency Psychiatric Assessment, Treatment, and Healing- a pioneering approach to emergency mental health that offers rapid, comprehensive care in a calming environment at Fairview Southdale Hospital. Planning underway for opening a second unit at University of Minnesota Medical Center. Conducted HOPE Listening and Learning sessions and a survey, to assess the experiential needs of patients and caregivers when accessing care in our system. Planning for Virtual Health Hubs that will break down barriers and allow people to access mental health care despite physical location. Member partner of both the Mental Well Being Task Force for the Hennepin County Community Health Improvement Partnership (CHIP) and Ramsey County Mental Health and Wellness Action Team (MHWAT). In partnership with Ebenezer Senior Living, developed a new quarterly speaking series called HOPE, that address topics such as Adverse Childhood Experiences (ACEs), trauma, and pandemic fatigue. In the development/planning stage for a Wellness Hub that will include providing comprehensive mental health care in a calming, relaxing space. Priority: Healthy lifestyles M Health Fairview St. Joseph's Hospital offered the evidence-based Falls Prevention Suite which included two programs (1) Matter of Balance a program designed to reduce the fear of falling and increase activity levels among older adults. It includes 8 sessions for a small group of 8-12 participants led by two trained facilitators. Participants learn to view falls and fear of falling as controllable, set realistic goals to increase activity, change their environment to reduce fall risk factors, and exercise to increase strength and balance. (2) Tai Ji Quan a research-based 12-week program that is designed to keep older adults mobile and independent. The program meets twice a week for one hour. The classes will help participants improve balance, strengthen muscles, and reduce the risk of falling. The 2021 anticipated impact for the Falls Prevention Suite was a decrease participants' fear of falling. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 14% decrease from pre-survey (86%) to post-survey (73%) in participants that responded with a little, somewhat, or a lot to the following: How fearful are you of falling? Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered the evidence-based Living Well Suite which included three programs that were developed by Stanford University's Patient Education Research Center. (1) Chronic Disease Self- Management is a workshop given 2.5 hours once a week, for six weeks offered to individuals and their caregivers who are living with chronic conditions. Subjects addressed include medication use, communication with doctors and caregivers, nutrition, and fitness- with practical exercises and advice designed to meet participants' needs. (2) Chronic Pain Self-Management is a workshop given 2 hours once a week, for six weeks, in community settings. The workshop helps participants, and their support person, deal with the ongoing issues associated with chronic pain. (3) Diabetes Self-Management is a 6 week once a week program developed to helps those living with diabetes or pre-diabetes to improve their general health. The 2021 anticipated impact for the Living Well Suite was an increase participants' perception of positive lifestyle changes. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 89% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them manage chronic condition(s). Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered Veggie Rx a program intended to decrease food insecurity by distributing vegetables to populations of color and those experiencing poverty who are food insecure, have diet related chronic disease and would benefit from increased access to nutritious food. The Hmong American Farmers Association (HAFA) provides CSA (community shared agriculture) shares for this program. The 2021 anticipated impact for Veggie Rx was an increase vegetable consumption in food insecure patients. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 12% decrease from pre-survey (50%) to post-survey (38%) in response to the following question: I consume three or more servings of vegetable per day. While we don't know exactly why participants reported a decrease in the number of servings of vegetables, we know that this program serves food insecure patients who have been disproportionality impacted by the impacts of COVID-19. Over the course of 2022 we will explore the survey results with clinic leads and participants and improve our processes as needed. M Health Fairview St. Joe's Hospital collaborated in policy, systems and environmental (PSE) change around healthy food transformation addressing issues such as food insecurity, food access, and changes to cafeteria menus. This initiative includes activities and milestones linked to PSE evaluation steps (1) engage stakeholders, (2) describe the program, and (3) focus the evaluation design, (4) gather credible evidence, (5) justify conclusions, and (6) ensure use and share lessons learned. 2021 Impact: Green - Outcome: Strengthened partnerships with local food organizations such as Second Harvest Heartland and Sanneh Foundation. Includes planning for a Wellness Hub that will be a new distribution site for food and provide workforce development opportunities for youth in the food sector. Continue to serve as a backbone partner in the Food Justice Network. Expanded Community Supported Agriculture (CSA) program to new CSA farms to meet the differing needs of clinic participants and support new farmer partners. Planning to offer, in partnership with Keystone Community Services, a mobile food pantry at clinics. Signed contact for Now Pow which will screen patients for social determinants such as food security and provide resources and referrals. Priority: Access to care and resources M Health Fairview St. Joseph's Hospital offered Coming Home, a collaboration with community partners to secure permanent supportive housing for individuals with severe and persistent mental illness who are chronically homeless. The 2021 anticipated impact for the Coming Home program was an increase in the number of individuals who secure a permanent supportive housing within 120 days of discharge from St. Joseph's. The anticipated impact was assigned a value of ""green"". 2021 Outcome: The program continued in 2021 with existing clients, but no new clients were added. M Health Fairview St. Joseph's Hospital offered Cultural Brokers. East Side partners designed the position of Cultural Broker serving St. Paul's East Side of Saint Paul Community to build stress resilience and"

Schedule H, Part V, Section B, Line 11 Facility , 3
"Facility , 3 - HealthEast St. Joseph's Hospital. 2021 Impact: Green - Outcome: 86% of participants that responded to the post program survey indicated that they strongly agree or agree with the following statement: The program has helped them work with healthcare professionals. Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered the evidence-based Mental Health First Aid program. The program introduces risk factors and warning signs of common mental health and substance use disorders, builds understanding of their impact, and reviews support options. The interactive course teaches participants how to offer initial help to an individual who may be experiencing a mental health concern or crisis and connect them to the appropriate resources. Youth Mental Health First Aid is the second core program which focuses on mental health concerns among youth ages 12-18. The 2021 anticipated impact for the Mental Health First Aid programs was increase participants' confidence in assisting someone to connect with professional resources. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 31% increase from pre-survey (67%) to post-survey (98%) in response to the following: I strongly agree or agree that I can assist someone who may be dealing with a mental health problem, substance use challenge or crisis in seeking professional help. Evaluation of survey results was done on a program level. M Health Fairview St. Joseph's Hospital offered Veggie Rx a program intended to decrease food insecurity by distributing vegetables to populations of color and those experiencing poverty who are food insecure, have diet related chronic disease and would benefit from increased access to nutritious food. The Hmong American Farmers Association (HAFA) provides CSA (community shared agriculture) shares for this program. The 2021 anticipated impact for Veggie Rx was an Increase participants' knowledge about where to buy locally grown produce. The anticipated impact was assigned a value of ""green"". 2021 Impact: Green - Outcome: 78% of participants reported they strongly agree or agree to the following: Where to buy locally grown produce in your area. area. Results did not reflect a percent change. Needs identified but not addressed: Prioritizing needs that are the root causes of almost all health disparities allows us to develop upstream strategies that will have a large and lasting impact in our communities. All of the significant needs we have identified will ultimately be positively impacted by addressing the root causes we have identified as our priority needs. Although the following health needs were not selected as priority needs, the organization will continue to support work aligned with addressing these needs as appropriate particularly when doing so would address the social determinants of health and/or the leading causes of premature death. Affordable, healthy, and safe housing: This issue is beyond what resources can support at this time. Chronic lower respiratory disease: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Cost associated with care: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Language barriers: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Patient advocacy: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Stroke: This issue will be addressed as part of patient care but falls outside the scope of the community-based CHNA Implementation Strategy. Transportation: This issue is beyond what resources can support at this time."

Schedule H, Part V, Section B, Line 13 Facility , 1
Facility , 1 - HealthEast St. Joseph's 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 St. Joseph's 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 I, Line 7f
"Exclusions from Percent of Total Expense : The provision for bad debts is based upon management's assessment of historical and expected net collections considering historical business and economic conditions, trends in healthcare coverage, and other collection indicators. There is no bad debt expense included in Form 990 Part IX as an expense. Due to the adoption of new GAAP reporting, the bad debt expense has been included with ""discounts"" netted against patient service revenue on Part VIII of Form 990."

Schedule H, Part I, Line 3c
PATIENTS THAT ARE ELIGIBLE FOR THE FAIRVIEW COMMUNITY CARE PROGRAM OR OTHER CHARITY CARE PLANS MAY RECEIVE A REDUCTION ON AMOUNTS OWED OR UP TO 100% OF TOTAL CHARGES. FAIRVIEW INFORMS PATIENTS ABOUT THE COMMUNITY CARE PROGRAM PRIOR TO DELIVERY OF SERVICES IF FEASIBLE AND AS APPROPRIATE AND DURING THE BILLING PROCESS. PATIENTS WITH HOUSEHOLD INCOME UP TO 200% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A 100% DISCOUNT OF TOTAL CHARGES. PATIENTS WITH A HOUSEHOLD INCOME OF 201%-300% OF THE FEDERAL POVERTY LEVEL QUALIFY FOR A PARTIAL DISCOUNT OF TOTAL CHARGES BASED ON THE AMOUNT GENERALLY BILLED OR EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT, WHICHEVER IS HIGHER. UNINSURED PATIENTS WHO ARE RESIDENTS OF MINNESOTA OR WISCONSIN AND WITH A HOUSEHOLD INCOME GREATER THAN 300% OF THE FEDERAL POVERTY LEVEL AND RECEIVE MEDICALLY NECESSARY HOSPITAL OR HOSPITAL BASED SERVICES ARE CHARGED A DISCOUNT RATE EQUAL TO THE RATE FROM FAIRVIEW'S HIGHEST VOLUME PRIVATE PAYOR CONTRACT.

Schedule H, Part I, Line 6a Community benefit report prepared by related organization
Fairview Health Services 41-0991680

Schedule H, Part I, Line 7g Subsidized Health Services
There are no costs associated with physician clinics included in line 7g.

Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
The amounts reported on Form 990, Schedule H, Part I, Line 7a through 7c were determined using the cost to charge ratio derived from Worksheet 2 in the Schedule H, Form 990 Instructions. Form 990, Schedule H, Part I, Lines 7e through 7j are reported at charges as recorded by the organization.

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
The bad debt expense reported on Part III, Line 2 is reported at charges as recorded by the organization. The following describes the costing methodology used in determining bad debt and the rationale for including a portion of bad debt as community benefit: The bad debt allowance is calculated as a percentage of patient receivables after deductions for estimated provisions for contractual adjustments (discounts) on services provided to enrollees of Medicare, Medicaid, third-party payor programs, charity care, uninsured discounts, and other administrative adjustments. Certain patient accounts are written off to bad debt because the organization does not have sufficient information to determine if the patient would qualify for free care or financial aid. Therefore, it is possible that some bad debt is actually charity care. However, if a patient account is written off to bad debt and the collection agency later determines that the patient would have qualified for free care or financial aid, then the bad debt expense is reclassified to charity care.

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 a portfolio basis when applicable) are recorded as bad debt expense. Bad expense for the years ended December 31, 2021 and 2020, was not significant. See page 23 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 V, Section B, Line 16a FAP website
- HealthEast St. Joseph's Hospital: Line 16a URL: https://www.fairview.org/billing/financial-assistance;

Schedule H, Part V, Section B, Line 16b FAP Application website
- HealthEast St. Joseph's Hospital: Line 16b URL: http://www.fvfiles.com/2266.pdf;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
- HealthEast St. Joseph's Hospital: Line 16c URL: https://www.fairview.org/billing/financial-assistance;

Schedule H, Part VI, Line 4 Community information
The CHNA community of each hospital and medical center is defined as a subset of zip codes within the Fairview service area, where 90 percent of its patients live. Each of the hospitals and medical centers were attributed unique zip codes and geographies. The St. Joseph's Hospital community is comprised of 14 zip codes. Our definition of communities includes all community members, including those who are patients and employees who live, work, and play in our service areas.

Schedule H, Part VI, Line 7 State filing of community benefit report
MN

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
AFTER OUR PATIENTS HAVE RECEIVED SERVICES, IT IS THE POLICY OF FAIRVIEW HEALTH SERVICES TO BILL PATIENTS AND THEIR APPLICABLE PAYORS ON A TIMELY AND ACCURATE BASIS. DURING THIS BILLING AND COLLECTION PROCESS, FAIRVIEW STAFF IS COMMITTED TO PROVIDING QUALITY CUSTOMER SERVICE AND TIMELY FOLLOW UP ON ALL OUTSTANDING ACCOUNTS. BILLING: IT IS THE GOAL OF FAIRVIEW TO BILL ALL CLAIMS ACCURATELY AND ON A TIMELY BASIS. ALTHOUGH DEPENDENT ON INFORMATION AND COMMUNICATIONS FROM PATIENTS AND PAYORS, FAIRVIEW WILL PROVIDE SUFFICIENT FOLLOW UP SERVICE TO ENSURE THAT PATIENTS RECEIVE ACCURATE ACCOUNT AND BILLING INFORMATION AND HAVE THE OPPORTUNITY TO MAKE PAYMENT AND/OR APPLY FOR COMMUNITY CARE. FAIRVIEW HAS AGREED TO CERTAIN BILLING AND COLLECTION PRACTICES BY AN AGREEMENT WITH THE MINNESOTA ATTORNEY GENERAL'S OFFICE. THERE ARE FINANCIAL COUNSELORS AT EVERY ENTITY MONDAY THROUGH FRIDAY WHO INTERACT WITH THE PATIENTS IN PERSON AND OVER THE PHONE TO INFORM OF PROGRAMS AVAILABLE TO THEM AS WELL AS ASSIST THEM IN APPLYING FOR THE PROGRAMS. THE INFORMATION ABOUT NEEDING ASSISTANCE WITH PAYING THE BILL IS POSTED ON SIGNS IN THE HOSPITALS AND MATERIALS ARE DISTRIBUTED TO SELF-PAY PATIENTS BY REGISTRATION STAFF. THE STATEMENTS SENT OUT AFTER THE VISIT PROVIDE THIS INFORMATION AS WELL. IF A PATIENT/FAMILY MEMBER CALLS THE CENTRAL BUSINESS OFFICE CUSTOMER SERVICE STAFF TO ASK FOR ASSISTANCE WITH PAYING THEIR BILL, THEY ARE INFORMED ABOUT OPTIONS AT THAT TIME. FAIRVIEW PROVIDES AN INTERPRETER SERVICE THAT INTERPRETS CONVERSATIONS OVER THE PHONE. THIS SERVICE CAN BE USED EITHER AS A THREE WAY PHONE CALL OR THE FINANCIAL COUNSELOR, IN A ROOM WITH THE PATIENT OR FAMILY CAN PLACE THE CALL TOGETHER TO THE INTERPRETER PHONE SERVICE. THE INTERPRETER SERVICES LINE ACCOMMODATES CLOSE TO 200 LANGUAGES. THE BILLING PROCESS WILL BE ASSISTED BY THE FOLLOWING GUIDELINES: 1) FOR ALL INSURED PATIENTS, FAIRVIEW WILL BILL ALL THIRD PARTY PAYOR INFORMATION (AS PROVIDED BY OR VERIFIED BY THE PATIENT) ON A TIMELY AND ACCURATE BASIS. 2) FOR ALL UNINSURED PATIENTS WITH MINNESOTA RESIDENCY RECEIVING HOSPITAL BASED SERVICES DEEMED MEDICALLY NECESSARY, FAIRVIEW WILL APPLY AN UNINSURED DISCOUNT EQUAL TO THE DISCOUNT PROVIDER TO OUR LARGEST CONTRACTED NON-GOVERNMENT PAYOR, ANY REMAINING BALANCE WILL BE BILLED TO THE PATIENT IN A TIMELY AND MANNER. 3) ALL BILLED PATIENTS HAVE THE OPPORTUNITY TO CONTACT FAIRVIEW REGARDING FINANCIAL ASSISTANCE FOR THEIR ACCOUNTS. FINANCIAL ASSISTANCE MAY INCLUDE COMMUNITY CARE, PAYMENT ARRANGEMENTS, MEDICAL ASSISTANCE OR OTHER APPLICABLE PROGRAMS. 4) IF A PATIENT CONTACTS FAIRVIEW REGARDING COMMUNITY CARE BEFORE THE ACCOUNT IS REFERRED TO A COLLECTION AGENCY OR ATTORNEY, AN APPLICATION AND REQUIRED DOCUMENTATION IS REQUESTED (INCOME VERIFICATION ETC.), THE ACCOUNT WILL THEN BE PROCESSED BASED ON THE OUTCOME OF THE COMMUNITY CARE DETERMINATION. 5) FAIRVIEW TAKES REASONABLE MEASURES TO AVOID REFERRING AN ACCOUNT TO COLLECTION UNLESS THERE ARE NO RESPONSES FROM THE PATIENT. IF A PATIENT CONTACTS FAIRVIEW REGARDING COMMUNITY CARE AFTER THEIR ACCOUNT HAS BEEN REFERRED TO A COLLECTION AGENCY OR ATTORNEY, FAIRVIEW WILL SEND AN APPLICATION TO THE PATIENT PROVIDED THE ACCOUNT MEETS THE COMMUNITY CARE REQUIREMENTS. IF THE COMPLETED APPLICATION ALONG WITH REQUIRED DOCUMENTATION (INCOME VERIFICATION, ETC.) IS SUBMITTED, ALL COLLECTION ACTION WILL BE SUSPENDED UNTIL THE PATIENT IS NOTIFIED OF FAIRVIEW'S DETERMINATION.

Schedule H, Part 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 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 2 Needs assessment
"Our triennial community health needs assessment process provides an important opportunity to engage with and understand our community, analyze what has changed-for better or worse-since the last assessment, and prioritize together with the community the issues we must urgently address in order to improve wellbeing and resilience. Fairview's 2021 Community Health Needs Assessment (CHNA) builds upon previous assessments and was developed in partnership with community members and organizations, local public health agencies, and other hospitals and health systems. It serves as a tool for guiding policy, advocacy, and program planning. It also fulfills Internal Revenue Service (IRS) requirements for CHNA pursuant to the Affordable Care Act of 2010, which requires 501(c)(3) nonprofit hospitals to conduct an assessment at least every three years and provide an annual evaluation of the previous implementation strategy's impact. Through this process, we aim to: -Intentionally engage with community members and organizations, public health agencies, and other hospitals and health systems to identify and understand significant health needs in the community. -Understand the needs of the community it serves by analyzing current demographics and social determinants of health indicators, as well as by collecting direct input from community members and organizations. -Inform the CHNA implementation strategy and action plan development. As part of the 2021 CHNA process, we reexamined and built upon the extensive community insights shared during our 2018 CHNA, while also surveying the community for current and emerging needs. We have identified three system-wide priority need areas, and we will collaborate with our hospitals and shared services to address these priorities. Our specific response will vary by hospital based on the ways in which the priority needs manifest across a given community as well as the partnerships, both ongoing and new, that we have developed to address those needs. Our community commitment - creating a healthier future and Improving the health and wellbeing of our communities. The healthcare people receive in a hospital or clinic is only a small part of a person's overall health. That's why our commitment to advancing health equity goes beyond the walls of our facilities and reaches out into the community. We collaborate with community partners to improve health and wellbeing and advance health equity. Our priorities include: * Bringing clinical services into neighborhoods to expand access * Advancing our anchor mission initiatives - local hiring, local purchasing, local investing, and leading and serving locally * Addressing social risk factors through food access and housing programs and community education and outreach. Why is this a priority for our healthcare system? Nearly 80 percent of health is influenced by factors outside of clinical care. These factors, called the social determinants of health, are our health behaviors and the economic and social conditions in which we live. To help address the social determinants of health, we are creating a health and wellness hub in downtown St. Paul that will focus on health, housing, and supportive services for the community. All this work is closely tied to our HOPE Commission's health equity and anti-racism efforts. It's designed to be culturally appropriate and to meet the specific needs of the community. We seek to do ""with"" and not ""to"" the communities we belong to and are proud to contribute to our community in so many ways. Fairview Health Services is committed to the health and wellbeing of our communities. For generations we have served the people of Minnesota, cared for our patients, and invested in the people and partnerships that make us stronger, together. As a nonprofit health system and an anchor institution-an organization rooted in our communities-we have a commitment to intentionally apply our long-term, place-based economic power and human capital in partnership with community to mutually benefit the long-term wellbeing of both. We recognize that this commitment begins in and with our communities. This work cannot be done alone, we must collaborate with community-based organizations, local public health departments, and other health systems. Our efforts, resources, and commitments are investments in the health and wellbeing of our communities where we live, work, learn, play, and worship. Our community benefit programs and activities focus on our mission to heal, discover, and educate for longer, healthier lives and must meet at least one of these objectives: * Improve access to health care services. * Enhance the health of the community. * Advance medical or health care knowledge. * Relieve the burden of government to improve health. Fairview Health Services, is committed to providing exceptional care, delivering breakthrough research and innovation to healthcare, improving health and wellbeing, and promoting health equity. As anchor institutions rooted in the hearts of the communities we serve, this commitment goes beyond our walls and into the community. THERE ARE DIFFERENT WAYS OUR HEALTH SYSTEM FULFILLS THIS PROMISE INCLUDING: * Allocating resources to benefit the community. The process is guided by our community health needs assessments, developed collaboratively with the communities we serve, and implemented in partnership with local organizations and leaders. - The priority needs identified in our 2021 assessment are: healing, connectedness, and mental health; addressing structural racism and barriers to achieving health equity; and navigating and accessing care and resources. Our efforts will center on people experiencing poverty as well as racial or ethnic populations experiencing health disparities. * Bringing clinical services into neighborhoods to expand access. These free healthcare services are offered in diverse and/or under-resourced neighborhoods. * Addressing social risk factors, known as the social determinants of health, through food access and housing programs, and community education and outreach. The goal is to improve community health and wellbeing. * Advancing our HOPE (Healing, Opportunity, People, and Equity) Commission's - health equity and anti-racism efforts to drive more equitable outcomes and inclusive environments and experiences for our patients, employees, and communities. Success stories include: improving patient sociodemographic data to better understand the populations we serve and more accurately assess for disparities, and increasing the representation of diverse populations in clinical trials."

Schedule H, Part VI, Line 6 Affiliated health care system
St. Joseph's Hospital is a community-focused, non-profit hospital that is part of Fairview Health Services. St. Joseph's Hospital 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, serving the greater Twin Cities metro area and north-central Minnesota. Through a close relationship with the University of Minnesota, Fairview offers access to breakthrough medical research and specialty expertise as part of a continuum of care that reaches all ages and health needs. mission: Fairview is driven to heal, discover, and educate for longer, healthier lives. The Fairview system consists of 11 hospitals, it controls and operates University of Minnesota Medical Center, the adult and pediatric teaching hospital of the University of Minnesota Medical School, has 10 community based general acute care hospitals and 1 long-term acute care hospital; over 80 primary and specialty care clinics; offers over 100 specialty care services; urgent care clinics; occupational health clinics; 36 retail and specialty pharmacies; pharmacy benefit management services; rehabilitation centers; counseling; hospice services; 90+ owned and managed senior care facilities and long-term care housing facilities (through Ebenezer Society, a Fairview subsidiary); and emergency medical transportation. Fairview's 34,000+ employees and network of 5,000+ system providers embrace innovation and new thinking to drive a healthier future through healing, discovery and education. Fairview hospitals and medical centers included: Bethesda Hospital (St. Paul) Fairview Lakes Medical Center (Wyoming) Fairview Northland Medical Center (Princeton) Fairview Range Medical Center (Hibbing) Fairview Ridges Hospital (Burnsville) Fairview Southdale Hospital (Edina) Grand Itasca Clinic & Hospital (Grand Rapids) St. John's Hospital (Maplewood) St. Joseph's Hospital (St. Paul) University of Minnesota Medical Center and University of Minnesota Masonic Children's Hospital (Minneapolis) Woodwinds Health Campus (Woodbury)