Stratis Health

“The executive committee shall consist of the chair, the vice chair, the immediate past chair, the secretary and at least one other director designated by the board. The chair of the board shall be chair of the executive committee. The executive committee shall at all times be subject to the control and direction of the board of directors. During such intervals and subject to such control and direction, the executive committee shall have and may exercise all of the authority and powers of the board of directors in the management of the business of the corporation, subject to such limitations as the board of directors may impose from time to time.”

“The form 990 is reviewed by the cfo and controller, and copies of the return are provided electronically to all board members prior to filing with the irs.”

“Stratis health has an organizational conflict of interest policy which is incorporated into its compliance plan initially upon election to the stratis health board of directors and hire to the organization and on an annual basis, all stratis health board members, senior management and other key stratis health personnel are required to review the policy and complete the conflict of interest questionnaire so that stratis health is aware and able to develop mitigation plans to manage any potential, perceived or real conflicts. The process is managed by stratis health's senior vice president administration/compliance officer. Each responsible person shall be required to review a copy of the conflict of interest policy and to acknowledge in writing that he or she has done so. This shall be done annually by each responsible person. A director, officer or key personnel who has a conflict of interest shall report all facts material to the conflict to the chair of the board. The chair shall report the disclosure to stratis health's compliance officer and at the meeting, the disclosure shall be reflected in the meeting minutes. A person who has a conflict of interest shall not participate in or be permitted to hear the board or committee discussion of the matter except to disclose material facts and to respond to questions. The person having the conflict of interest may not vote on the contract or transaction and shall not be present in the meeting room when the vote is taken, unless the vote is done by secret ballot.”

“In accordance with internal revenue code (irc section 4958) stratis health implemented an executive compensation intermediate sanctions compliance plan (iscp) in 2005. The compensation setting committee is comprised of members of stratis health's executive/finance board committee. The committee serves as the decision-making body in determining reasonable levels of compensation and benefits for the chief executive officer, senior vice president and chief financial officer positions. The committee is responsible for gathering salary and benefit comparability data, which is done on a bi-annual basis based on review and approval of the data. The committee is responsible for approving and finalizing the salary range for each of the reviewed positions. The committee also has the responsibility to approve the chief executive officer's salary increase on an annual basis. The committee engages a consultant to conduct an independent survey and review of the salary data collected. This process was last conducted in october 2014 for officers of stratis health.”

“The organization provides the following upon request: an annual report that includes a description of the organization's purpose, a description of its program activities and accomplishments and geographic area served, a summary of the total cost of each major program (to the extent required in the irs form 990) and a list of the organization's board of directors. The organization does not make its governing documents, conflict of interest policy or financial statements available to the public.”

“Stratis health's largest bodies of work included: -leading the medicare quality innovation network-quality improvement organization (qin-qio) for michigan, minnesota and wisconsin on behalf of the centers for medicare & medicaid services (cms). -leading the federal regional extension center for health information technology (hit) for minnesota and north dakota on behalf of the office of the national coordinator for hit other stratis health work facilitated health care quality improvement and safety for people and communities in minnesota and across the nation. This work was primarily in health information technology to advance e-health, rural health quality improvement to build and strengthen infrastructure, long-term care promoting quality assurance performance improvement (qapi), cultural competence, and patient safety. Medicare qin-qio - lake superior quality innovation network stratis health leads lake superior quality innovation network, which serves cms in michigan, minnesota and wisconsin as one of 14 qin-qios across the country working to implement national health care quality priorities on the local level. Stratis health worked locally in minnesota to convene providers, practitioners and patients to build and share knowledge, spread best practices, and achieve rapid, wide-scale improvements in patient care, improve population health, and decrease health care cost. Stratis health brought together communities in statewide learning and action networks to achieve national quality goals. We supported providers and practitioners with evidence-based clinical interventions and objective expertise, and provided quality improvement technical assistance to 244 nursing homes, 60 clinics, 62 hospitals, 39 home health agencies, nine hospice/palliative care programs, as well as with other care delivery organizations. Across the care continuum stratis health used a community-based approach to support seven minnesota communities (cuyuna/riverwoord area, mora area, north central mn, north east mn, north west mn, ridgeview area and the west metro) to improve patient transitions between care facilities and reduce hospital readmissions. Collectively more than 14 hospitals, seven clinics, 28 nursing homes, 19 home health agencies, nine hospice/palliative care programs, plus additional stakeholders came together to develop solutions that work locally. Adult primary care clinics stratis health worked with 29 medical clinics to track quality improvements in cardiac care and meet clinical care goals for the use of aspirin, blood pressure control, cholesterol management, and smoking screening and cessation. We worked with nine clinics, primarily in rural, underserved areas to improve clinical outcomes related to key diabetes measures. This initiative aims to increase the number of diabetes trainers and peer educators in the community and increase the number of diabetes self-management education (dsme) classes. Fifteen clinics began work with stratis health to enhance their ability to use technology to either improve prevention coordination or facilitate quality reporting, which will prepare them to better participate in value-based purchasing programs and improve health for populations through quality improvement efforts. Hospitals to enhance patient safety, stratis health recruited 19 hospitals to prevent and reduce the hospital-acquired infections of cauti, cdi, and clabsi, as well as ventilator-associated events. Statewide, stratis health co-leads infection reduction efforts as part of the collaborative healthcare associated infection network (chain) with the association for professionals in infection control and epidemiology (minnesota chapter), the minnesota department of health, and the minnesota hospital association. We assisted hospitals with quality reporting and improvement initiatives by creating a bridge between state and national efforts, including understanding value-based purchasing-a rewards system with incentive payments for qu”