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 to the finance committee for review and recommendation of its acceptance to the board. The board is provided a copy to review prior to approval for filing.”

“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 2019 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.”

“During this period, stratis health worked with 5,486 individuals at 1,694 organizations to advance health care quality and safety. Stratis health's largest body of work was leading the medicare quality innovation network-quality improvement organization (qin-qio) serving michigan, minnesota, and wisconsin on behalf of the centers for medicare & medicaid services (cms) through the lake superior quality innovation network. This program is focused on improving the quality of care for seniors and other medicare beneficiaries. Other stratis health work facilitated health care quality improvement and safety for people and communities in minnesota and across the nation, primarily in e-health, rural health, long-term care, cultural competence, and patient safety. We leveraged our skills in infrastructure building, care delivery redesign, and community capacity building to drive and support health care quality improvement. Supporting quality improvement, we developed tools and resources that are available through our website (www.stratishealth.org). Medicare qin-qio - lake superior quality innovation network leading the federally designated lake superior quality innovation network from 2014 to 2019, stratis health drove local quality improvement initiatives and innovations to achieve the national quality goals, on behalf of cms and more than four million medicare consumers in michigan, minnesota and wisconsin. We mobilized clinicians, 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. Stratis health brought together communities in regional learning and action networks to share and build knowledge, spread best practices, and achieve rapid, wide-scale improvements. Our program-specific website (www.lsqin.org) actively supported dissemination of quality improvement tools and resources. In minnesota, stratis health directly supported health care organizations and clinicians with evidence-based clinical interventions and objective expertise that let them can focus on putting patients first. And, we facilitated community-based quality improvement planning. We subcontracted with nonprofit organizations in michigan and wisconsin to support local implementation in those states. Across the lake superior qin region, we leveraged strong and longstanding collaborative working relationships with partners and stakeholders-including the american heart association, midwest kidney network, state health departments, area agencies on aging, community-based organizations, and professional and trade associations-to align and accelerate achievement of cms quality goals. We worked with nearly 2,500 health care organizations-including hospitals, primary care clinics, nursing homes, and home health agencies-across michigan, minnesota and wisconsin to improve care delivery for medicare beneficiaries. Our educational activities included hosting more than 400 learning and action events, with nearly 15,000 attendees. Examples of our impact results to date from the three-state region of lake superior qin include: across the care continuum lake superior qin mobilized more than 2,450 people from 1,182 organizations to improve care coordination and transitions in 27 community collaboratives that serve 1.5 million medicare ffs beneficiaries-63 percent of the total across our region. Through focused attention, medicare beneficiaries were able to spend more nights at home rather than in the hospital. Our communities: -avoided 58,047 hospital admissions, at a cost savings of $669.4 million. -avoided 15,499 hospital readmissions, at a cost savings of $199.4 million. Lake superior qin held 61 educational sessions on a variety of topics related to reducing hospital stays, with congest”

“Additional featured work ahrq antibiotic safety initiative stratis health provided technical assistance to approximately 100 hospitals and 100 nursing homes in the central and southern united states, to support their adoption of appropriate antibiotic prescribing practices. The agency for healthcare research and quality (ahrq) is funding a nationwide initiative to optimize use of antibiotics across health care settings. Stratis health is a partner with norc, supporting researchers at johns hopkins armstrong institute for patient safety and quality who aim to identify which approaches are most helpful and operationalize efforts to optimize antibiotic prescribing. Health equity - reducing disparities as a partner in the medicare qin-qio partnership to advance tribal health (path) project, stratis health assists two federal indian health service hospitals in minnesota-cass lake indian health service unit and red lake indian health service unit-to build their capacity for quality improvement, patient safety, and leadership. Stratis health's culture care connection (www.culturecareconnection.org) is an online learning and resource center to advance culturally-competent care in minnesota. It offers resources on population-specific data on health and social determinant disparities, implicit bias in health care, and organizational culture change. Rural health value stratis health partners with the rural policy research institute (rupri) center for rural health policy analysis at the university of iowa to assist rural communities and providers transition to a high-performance rural health system. Since this work funded by the federal office of rural health policy (forhp) launched in 2012, we have developed and disseminated 25 innovation profiles, as well as tools to help rural organizations and leaders move toward value-based care and payment (found on www.ruralhealthvalue.org), and provided technical assistance to 19 rural health care organizations across the country to help them to improve care coordination, enhance patient outcomes, and lower health care costs. We convened three national groups to inform approaches for innovation, care delivery, and payment in rural health care delivery. Rural palliative care stratis health is building the capacity of rural health leaders in north dakota, washington, and wisconsin to expand access to rural community-based palliative care services in 20 communities in total across the three states, and to continue to advance rural palliative care in minnesota. Funded by a private foundation grant, this three-year project aims to build local capacity to offer palliative care services, frame palliative care within emerging payment models, and explore how technology can enhance the quality and efficiency of services. Stratis health's rural palliative care resource center is at: www.stratishealth.org/palcare. Rural quality improvement technical assistance through this forhp program, stratis health works with 45 state rural flex programs to increase quality data reporting and improve care quality at the nation's 1,350 critical access hospitals (cah) and across forhp funded networks. We provide technical assistance and develop quality reporting and improvement resources to support cah success in the medicare beneficiary quality improvement project (mbqip). Our resources are posted on the national rural resources center website at www.ruralcenter.org/tasc/mbqip. Stratis health mips estimator our stratis health mips estimator (www.mipsestimator.org) is a comprehensive, accurate, easy-to-use, online tool available at no cost that supports clinicians and health care organizations with the merit-based incentive payment system (mips). Nearly 900 organizations, representing approximately 86,000 clinicians, have used the online tool to prepare for success in the cms quality payment program. Grants to other organizations during the fiscal year august 1, 2018, through july 31, 2019, stratis health provided five fina”