Westfields Hospital Inc.

“Rh wisconsin, inc. Is the class a member and group health plan, inc. Is the class b member of westfields.”

“The class a member (rh wisconsin, inc.) appoints three directors to represent the class a member. The class b member (group health plan, inc.) appoints two directors to represent the class b member. Two health care providers are nominated as directors by an unrelated medical group and appointed by majority vote of the full board. Eight community representatives are appointed as directors by the class a member upon recommendation by the executive committee of the board of directors.”

“The class a and class b members (rh wisconsin, inc. And group health plan, inc. Respectively) both must approve the decisions of the board of directors as follows: - amendment of articles or bylaws impacting membership - resignation of a member - dissolution - any change in the fundamental nature or purpose - merger or consolidation with another corporation - disposition of substantially all assets. Only the class a member must approve the decisions of the board of directors as follows: - amendment of articles or bylaws not impacting membership - annual operating and capital budgets and strategic plans - establishment of new entities or significant relationships with other entities - unbudgeted expenditures in excess of amounts established by the member - guaranteeing the debt of any other person or entity - a loan or other indebtedness in excess of amounts established by the member - transfer of assets to another entity - appointment of auditors - appointment of the president and the board chair.”

“Westfields hospital's 990 return has a comprehensive review process that is followed before it is presented to the governing body of westfields hospital. The review process includes a layered review by the tax department of group health plan, inc. (ghi), the management team of westfields hospital, ghi's internal legal department and westfields hospital's outside independent accountants. Each one of those areas has an opportunity to review, ask questions and make comments back to the tax department of ghi before the form 990 is completed and presented to the governing body of westfields hospital. Westfields hospital makes available to the governing body (board of directors) a copy of the 990 for review and comment prior to the filing of the 990 return. This copy is provided in a pre-meeting packet, and is an agenda item at a meeting of the full board of directors. This process is noted and documented in the written minutes of the meeting.”

“Westfields hospital board monitors potential conflicts of interest on the part of its board members, principal officers, members of committees with board delegated powers, and key employees ("covered persons") by maintaining a conflict of interest policy. Under the policy, covered persons annually are provided with a copy of the policy and asked to complete a questionnaire identifying any potential conflicts of interests. The legal department of healthpartners reviews the questionnaire responses and develops a report detailing any potentially material conflicts for the president and chair of the board. A verbal summary is also given to the full board or appropriate committee ending with a reminder to covered persons of the policy's mandate that each person is obligated to disclose any new potential conflicts as they may arise throughout the year. Board agendas and executive decisions are monitored in relation to this policy.”

“Westfields' hospital president and its officers are employed by regions hospital (regions), group health plan, inc., (ghi), or lakeview memorial hospital association (lakeview) all of which are related organizations, or by westfields hospita;. Ghi, and regions, lakeview and westfields hospital have an annual process to review the market comparability of the total compensation of westfields hospital president and other officers. Every three years, the independent compensation committee of the ghi board of directors (the "committee"), retains an external compensation expert to conduct an extensive market comparability review for all officers of the organization. The review includes all components of total compensation: base salary, annual incentives, benefits and perquisites. The market survey results are presented to, reviewed by and approved by the appropriate committee. Based on this data, either the executive committee of lakeview, the executive committee of regions, the compensation committee of ghi or westfields executive committee (the "committees") determine minimum and maximum total compensation ranges for each employed officer. In interim years, ghi's human resources staff, under the committees' direction, updates changes in the salary structure based on the same independent studies performed by the compensation consultant for the committee. For certain positions full independent reviews are performed to set salary ranges based on the competitive market data specific to those positions. The committees review and approve each year's compensation results. In all cases, the committees' members complete an annual conflict of interest survey to assure the committees members' independence and this is updated at any meeting at which decisions are being made. Staff (other than the secretary to the board) is not in the room during deliberations or vote including executive sessions, and contemporaneous minutes are kept. With westfields hospital board of directors input, the st croix valley executive leader conducts the annual performance review and, with westfields hospital board approval, determines the compensation of the westfields hospital president. The westfields hospital board has delegated to the president the accountability to conduct annual performance reviews and determine the compensation of all westfields hospitals-employed officers within the compensation ranges determined by the committee. Any exceptions to compensation in excess of the approved ranges are approved by westfields hospital executive committee. Total compensation is appropriately documented on the form 990 and on the employee's w-2.”

“Westfields' financial statements and 990 returns are made available to any person who requests the information from westfields or healthpartners.”

“Directors and officers of westfields hospital are employed and compensated by ghi, inc., regions hospital or westfields hospital. Reported average hours worked are based on their total compensation from all related organizations.”

“Corporate structure, purpose, governance westfields hospital, a state licensed 25-bed, level iv critical access hospital (cah), is a wisconsin non-profit corporation recognized as exempt from federal income tax under internal revenue code ("irc") section 501(c)(3) and is part of the family of healthpartners organizations ("healthpartners"). Founded in 1957, healthpartners is an integrated health care organization, providing health care services and health plan financing and administration, and is the largest consumer-governed nonprofit health care organization in the country. Healthpartners' mission is to improve health and well-being in partnership with our members, patients and community. Healthpartners seeks to transform health care through a relentless focus on the triple aim - providing exceptional experience for the individual, improving the health of the population, and maintaining affordability. Healthpartners, inc. (hpi) is a minnesota nonprofit corporation and licensed health maintenance organization (hmo) recognized as exempt from federal income tax under internal revenue code (irc) section 501(c)(4) and is the parent entity of healthpartners organizations referred to collectively as "healthpartners". Healthpartners includes an array of tax-exempt and taxable organizations. Healthpartners provides a full range of health care delivery and health plan services including insurance, patient care, administration and health and well-being programs. Healthpartners health plans serve more than 1.8 million medical and dental members nationwide. Healthpartners medical care system includes more than 1,800 employed physicians and dentists, eight owned hospitals with over 1,000 acute care beds, over 129 primary and specialty care medical facilities and dental facilities with practices in minnesota and western wisconsin serving more than 1.27 million patients. Healthpartners health plans contract with other primary and specialty medical facilities and dental facilities, physician groups, hospitals and related healthcare providers to serve plan members. Healthpartners also provides medical education and training to medical professionals and conducts research and fundraising activities that support the health care delivery system. Healthpartners collaborates with other plans, care providers and other community and business organizations in the region and throughout the nation to increase access, create and share quality measures and initiatives, participate in development of public policy, and collaborate in improvements that support the triple aim. Among healthpartners' signature initiatives continuing in 2020 are total cost of care measurements (a nationally recognized metric, endorsed by the national quality forum, enabling measurement and incentives based on coordination and evidence-based practices), mental health (reducing stigma, and assuring access to high quality care in the most appropriate settings), children's health (improving child health by promoting early brain development, providing family centered care, and strengthening communities), and sustainability (energy efficiency, waste reduction, and resource management). A complete listing of all organizations within healthpartners, and the relationship between them, can be found on schedule r within this 990 return. Detailed information about the community benefit activities and accomplishments of each tax-exempt organization can be found in the individual form 990 return for that organization. Healthpartners, inc. (hpi) is the parent entity of healthpartners and is a minnesota non-profit corporation and licensed health maintenance organization (hmo) recognized as exempt from federal income tax under irc section 501(c)(4). Hpi is the sole corporate member of hpi-ramsey, a minnesota non-profit corporation recognized as exempt from federal income tax under irc section 501(c)(3). In turn, hpi-ramsey is the sole corporate member of regions hospital (regions), regions hospi”

“With care models being forced to change, the hospital convened and participated in several communitybased collaborative efforts to improve access to community and mental health services, including: increased valley-wide use of behavioral health telehealth program for patient accessing emergency department care during a mental health crisis. Behavioral health team served our community in new and different ways, include some digital/virtual formats including podcasts. Six podcasts were recorded in 2020, primarily with a mental health focus on topics such as depression, anxiety, and stress relief. Criminal justice community collaboration to coordinate with county human services, the courts, and law enforcement jurisdictions to improve behavioral health care and services in st. Croix county. Continued partnership with schools to provide mental health services to schools and reduce stigma. Improved geographic access of care for patients through coordination of appointment scheduling between five sites in the st. Croix valley area. Virtual appointments for patient care in our clinics. Provided vaccination clinics. Additionally, the hospital was able to make the most of the covid-19 response and resilience funds it received, using those dollars to: purchased additional airvo2 units for high flow nasal oxygen to help in care for hospital admitted covid patients. Procured additional papr hoods to help ensure staff caring for covid positive patients had adequate ppe. Added plexiglass shields at check in desks to provide added protection for staff. Support door screening positions. Support ppe needs. Support clinic temporary structure changes to allow separated respiratory versus non-respiratory patients to reduce potential exposure risks to staff and patients. Assist with payment for covid-19 positive employees who contracted the illness at work. Assist with payment for staff whose fte was reduced because of lower volumes due to covid-19 restrictions restricting non-emergent cases. Support staffing and resources for covid testing collection. Support additional staffing costs required to care for covid-19 patients. Community health improvement services nearly 650 people benefited from the following programs or activities that were carried out and supported by westfields hospital in 2020 for the express purpose of improving community health, totaling a cost of $148,870. Make it ok: westfields hospital is a partner in make it ok, a program focused on reducing the stigma of mental illness. Westfields hospital has expanded the reach of this healthpartners campaign into our community through training local make it ok ambassadors, local promotion, and partnerships with local agencies and public health. There were 81,349 website visits with 62,780 unique visitors to makeitok.org in 2020. In 2020 the reach of the make it ok campaign expanded through training local ambassadors, promotion, and partnerships with local agencies and public health. Despite the challenge of covid 19, make it ok made progress in reducing the stigma of mental illness with the following impact in 2020: make it ok held 11 ambassador trainings both in person and virtually, mobilizing an additional 200 ambassadors. Make it ok reached more than 2,000 people through community presentations, events and tabling. More than 90 percent of participants reported increased knowledge about mental illness and greater confidence in talking about mental illness as a result of the presentations. Make it ok has been a key partner in a comprehensive approach to mental health for students in the local schools. There were more than 70,000 website visits to makeitok.org in 2019. The make it ok tools and resources were downloaded more than 500 times by people in 250 us cities and 25 minnesota counties. In a survey of make it ok ambassadors in october 2020, 88% said that make it ok was more important than ever in a time of social isolation and emotional stress for many in our communities. More th”

“Key strategies and resources include: new powerup4kids.org web platform with improved navigation, new resources for at-home family activities and school resources for virtual and in-person learning environments. Powerup online recipe gallery, with more than 300 kidapproved recipes. Powerup video gallery for schools and families with physical activity and food ideas for kids, classrooms and families. Powerup school challenge program was completed revised to provide schools and youth serving organizations to complete the challenge in a flexible way, online or in person. The program inspires students to eat better and move more, and in 2020 reached elementary age students in 476 classrooms in 23 st. Croix valley area schools. The total program reached students in 54 schools and more than 900 classrooms throughout minnesota and wisconsin. The three-week winter warmup challenge inspired kids to stay active during the cold months and was implemented in local schools in a virtual format reaching 70 elementary classrooms in four valley school districts. Powerup worked with partners to help inspire and influence their communities, including 19 open gyms in january and february 2020 prior to restrictions. Powerup collaborates with other partners to disseminate best practices for creating community change. Powerup conceived and piloted methods to transform food shelves and is a founding partner of the supershelf project, transforming food shelves to make healthy food appealing and accessible for all. Starting as a pilot in one community, supershelf is now a robust nih research study with 30 food shelves transformed in the region and demonstrating national influence to improve the quality of food for those who are food insecure. Results have been published in peer reviewed journals (supershelfmn.org). Powerup has a long-term evaluation plan to monitor results. Key results include: community-wide surveys of resident families with children have shown statistically significant increases in physical activity levels among youth over time in targeted communities. A review of bmi data for children 6-10 years old showed a statistically significant positive downward trend in the bmis of children in specific powerup communities compared to other patients in the broader care system. These are exciting results, since past initiatives nationwide have shown that it is difficult to demonstrate community-level change in behaviors or health outcomes. To deepen the powerup strategy with older students, in 2020 powerup continued with year two of the powerup teen leadership council, which encourages middle and high school students to become champions for healthier lifestyles among their peers and communities. These young role models design and implement projects that make it easier for their fellow students to enjoy better eating and physical activity. In 2020, 24 local youth from diverse backgrounds were recruited and are highly engaged in developing programs for their peers. The teens also provide consultation to other youth programs and projects, local public health and healthpartners department of pediatrics. Their insights are improving teen services and programs throughout the region. Community health education almost 200 people attended educational programs, classes, special events, or support groups taught or hosted by medical and clinics staff and campus partners. Total community health education expenses totaled $75,813. Classes included family/parenting/sibling education, school-based health education, worksite health education, and senior care. In addition, almost 250 people attended support groups held for the broader community on diabetes, nutrition and weight management, concussions in sports, and high blood pressure. Community based clinical services westfields hospital hosted a blood drive in support of the american red cross, offered a free diabetes screening, and blood pressure screening at a cost of $1,336 health care support services in”