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.”

“The net revenue of ($720,382) reflected in line 19 on page 1 includes non-operating board designated expenses that are not funded from any of stratis health's existing business. Removing these board designated expenses results in a net revenue from operations of ($348,819) for the fiscal year.”

“Our agile staff delivers data-driven insights, evidence-based interventions, and leading-edge improvement methodologies that inspire organizations and communities to achieve solutions to their most complex and diverse health improvement challenges. We are funded by federal and state government agencies, foundations, and private customers such as health plans, health systems, and employers and other purchasers, providing technical assistance and support across all types of health care organizations. Examples include hospitals, clinics, nursing homes, and home health agencies where we support clinicians in delivering health care in safe, high-quality, and evidence-based ways. To meet its mission, stratis health developed a transformation framework that defines the foundations necessary to organizations to improve and sustain change in health care and the actions needed and desired between health care and communities. We help customers build relationships, manage populations, and add value in a rapidly changing environment. Core to the framework is addressing health equity and social determinants to achieve better care, better health, and lower costs. The following summarizes our work during the fiscal year august 1, 2019, through july 31, 2020. Stratis health is celebrating 50 years as an independent 501(c)3 nonprofit organization whose mission is to collaborate and innovate to improve health. We are trusted experts in leading health care transformation to make lives better nationwide. We develop and guide health improvement initiatives across the continuum of care that result in better health and care for people and communities. During fy20, stratis health worked with 4,867 individuals at 1,591 organizations to advance health care quality and safety. Stratis health's improvement work pivoted starting in march 2020 to address the extraordinary challenges presented by covid-19 and a heightened awareness about health disparities and structural racism. We have worked closely with funders to use our programs, resources, and relationships in redirected ways to support health care organizations in addressing the pandemic and health inequities. Non-crisis quality improvement work has also been maintained with health care professionals not engaged on the health care frontlines. Stratis health's largest body of work during fy20 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). We completed a five-year program cycle in november of 2019 as lake superior quality innovation network with stratis health in the lead, and launched a new five-year program cycle through the joint venture we formed, superior health quality alliance. This program is focused on improving the quality of care for seniors and other medicare beneficiaries. In addition to the qin-qio program efforts, stratis health 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; race, health and equity; 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. Stratis health tools and resources are available through our website (www.stratishealth.org). Medicare qin-qio program stratis health continued to build on a long history of improving care for medicare beneficiaries leading lake superior quality innovation network (2014-2019), and as part of superior health quality alliance (2019-2024) as a federally designated medicare quality improvement organization (qio). Lake superior quality innovation network. The first three months of fy20, stratis health wrapped up the prior qin-qio scope of work, for which stratis health was the prime contractor, serving michigan, minnesota, and wisconsin as lake”

“Improving health equity and reducing disparities stratis health is building bridges between the community and health care by addressing social determinants of health (sdoh). Based on a community health needs assessment in duluth, mn, essentia health, st. Luke's health, and generations health care initiatives formed a collaborative and engaged stratis health's assistance for this work. Stratis health helped them identify a technology vendor working with the duluth team to automate referral processes and workflows to assure holistic patient needs are met. Sdoh work is continuing to expand using the pathways community hub model as a key tool in helping communities work together to support vulnerable populations. Stratis health is assisting multiple communities in minnesota accelerate implementation of the model and partner with the pathways community hub institute to achieve certification and avoid pitfalls of hubs throughout the country that are on the same path. The cms partnership to advance tribal health (path) project wrapped up in fy20 a four-year engagement. Stratis health focused on supporting 24 indian health services (ihs) hospitals across the country. The aim of this program is to continuously improve quality of care by implementing best health care practices and identifying other operational improvement needs. Stratis health serves as a subject matter expert to the national team and works with two ihs hospitals in minnesota to develop leaders, build strong hospital systems, and promote adoption and spread of clinical best practices and quality improvement. Stratis health also assisted the path team in producing environmental scans and a summary of publicly reported data for 22 tribally managed (638) hospitals across the country. Funded through mid-july of 2020, examples of stratis health's work include serving: o cass lake indian health service unit (hospital, ed, clinic, dental, pt), with a recent focus on teamstepps training and the collaborative to better understand and support the journey to wellness for past, present, and future generations of native americans living on or near the leech lake reservation. O red lake indian health service unit (hospital, ed, clinic, dental), focusing support and resources to assist in the transition to becoming a critical access hospital and retaining hospital accreditation and obtaining patient centered medical home (pcmh) certification through the joint commission. 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 action-oriented resources for health care providers, staff, and administrators on population-specific data on health and social determinant disparities, implicit bias in health care, and organizational culture change. During fy20, the site had nearly 43,000 total visits. Nearly 1,000 took the implicit bias in health care quiz, with the top 10 diversity pages visited being hmong, somali, american indian, karen, european, russian, african american, poverty, hispanic/latino, and asian indian. Through the collaborative health plan performance improvement projects (pips), stratis health works with minnesota health plans that offer state public health care programs (e.g., for medicaid, dual-eligible) to implement pips. The goal is to help improve the health of public program members and to reduce disparities for low-income minnesotans. During fy20, we supported project planning and proposal development of two new pips: improving comprehensive diabetes care and healthy start for minnesota children. Learn more at stratishealth.org/initiative/collaborative-health-plan-performance-impro vement-projects-pips. Improving rural health demonstrating value through reporting and improving on quality measures is increasingly important for small rural hospitals and clinics. But understanding quality reporting systems and using data for improvement can be particula”