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 2015 for officers of stratis health.”

“The organization provides the following upon request: 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.”

“In fy16, we worked with 6,580 individuals at 1,748 organizations to advance health care quality and safety. 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). In this program, we improved the quality of care for medicare beneficiaries in behavioral health, cardiac health, care coordination, diabetes, health information technology, hospital acquired infections, immunizations, nursing home care, and quality reporting. -leading the federal regional extension center for hit for minnesota and north dakota on behalf of the office of the national coordinator for health information technology (hit). In this program, we supported rural, small, and underserved hospitals and clinics to adopt and implement electronic health records to achieve higher quality and safer care. Other stratis health work facilitated health care quality improvement and safety for people and communities in minnesota and across the nation. This work included health information technology to advance quality and safety, rural health quality improvement, long-term care promoting quality assurance performance improvement (qapi), cultural competence, and patient safety. Medicare qin-qio - lake superior quality innovation network serving as the qin-qio for michigan, minnesota and wisconsin, on behalf cms, stratis health convened health care providers, clinicians 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 and regional learning and action networks to achieve national quality goals. We supported providers and practitioners with evidence-based clinical interventions and objective expertise. Stratis health worked locally in minnesota to achieve national health care quality goals and provided quality improvement technical assistance to 284 nursing homes, over 100 clinics, 62 hospitals, 52 home health agencies, 14 hospice/palliative care programs, as well as with other care delivery organizations. We mobilize providers, partners, patients and families to drive quality improvement at the community level with the goals of making health care safer; supporting active engagement and self-management of chronic conditions; eliminating health disparities; promoting best practices for healthy living; delivering improved access to care; and making health care affordable. Our current qin-qio work runs august 2014 through july 2019. Project development, participant recruitment and intervention implementation are starting to show early results. Across the care continuum stratis health used a community-based approach to support nine minnesota communities (central mn, cuyuna/riverwoord area, east metro, mora area, north central mn, north east mn, north west mn, ridgeview area and the west metro), where close to 70% of the minnesota medicare ffs beneficiaries reside, to improve transitions between care facilities and reduce hospital readmissions. Collectively 681 participants are coming together representing more than 47 hospitals, 20 clinics, 102 nursing homes, 52 home health agencies, 14 hospice/palliative care programs, plus additional stakeholders to develop solutions that work locally. Adult primary care clinics stratis health worked with 33 medical clinics to track quality improvements in cardiac care and meet clinical care goals for use of aspirin, blood pressure control, cholesterol management, and smoking screening and cessation. We worked 20 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-managemen”

“Hit rec for minnesota and north as a partner in key health alliance, stratis health co-led the regional extension assistance center for hit (reach)-one of 62 nonprofit federally designated hit regional extension centers (rec) dedicated to helping providers improve care by implementing and using electronic health records (ehrs) systems. The program ran from june 2010 through february 2016. During its six years of service, reach worked across minnesota and north dakota with nearly 5,100 clinicians at 662 clinic locations, and assisted 121 critical access and rural hospitals. Providers and hospitals successfully attested to federal meaningful use (mu) requirements, and received access to incentive dollars or avoided penalties. Reach achieved its goal to bring 3,600 clinicians to stage 1 mu. The program supported an additional 1,489 clinicians in adopting and optimizing their ehrs. Reach ranked seventh in the nation among all recs for the number of clinicians it assisted to successfully achieve stage 1 mu. Reach contributed to minnesota and north dakota physicians' progress using health it. Nearly all reach client hospitals succeeded in achieving meaningful use (94%) and implementing certified ehrs, computerized physician order entry and quality reporting (98%)-critical stepping stones to using ehrs to improve care delivery. Nationally, reach had the greatest number of hospitals achieve stage 1 meaningful use. Grants to other organizations during the fiscal year august 1, 2015, through july 31, 2016, stratis health provided financial grants totaling $74,000 to five nonprofit organizations in minnesota that foster excellence in health care or provide educational messages and resources with the goal of improving the health of minnesotans. As a nonprofit organization guided by an independent community-based board of directors, stratis health is committed to being a responsible and engaged community member. The building healthier communities grants support initiatives that can help grow an appreciation for the culture of health care quality in minnesota.”