SANFORD: Form 990, tax year 2014
View the entire original 990 at ProPublica ↗
- Organization
- SANFORD (EIN 45-3791176)
- Tax period
- 2014-07-01 to 2015-06-30
- Filed
- 2016-05-13
- IRS object ID
- 201631349349302143
- Schema version
- 2014v6.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule C
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2016-05-13T10:05:11-05:00 | ReturnTs |
| Tax Period End | 2015-06-30 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 861065772 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Deloitte Tax LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 50 South Sixth Street Suite 2800 | AddressLine1Txt |
| City | Minneapolis | CityNm |
| State Abbreviation | MN | StateAbbreviationCd |
| ZIP | 55402 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2014-07-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 453791176 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Sanford Group Return | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | SANF | BusinessNameControlTxt |
| Phone | 6053331000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 801 Broadway N | AddressLine1Txt |
| City | Fargo | CityNm |
| State Abbreviation | ND | StateAbbreviationCd |
| ZIP | 58122 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | JoAnn Kunkel | PersonNm |
| Person Title | Chief Financial Officer | PersonTitleTxt |
| Phone | 6053331000 | PhoneNum |
| Signature | 2016-05-13 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Anne Fulton | PreparerPersonNm |
| PTIN | P00941863 | PTIN |
| Phone | 6123974000 | PhoneNum |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2014 | TaxYr |
| Build TS | 2016-08-17 19:52:53Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Kelby Krabbenhoft | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2301 East 60th St | AddressLine1Txt |
| City | Sioux Falls | CityNm |
| State Abbreviation | SD | StateAbbreviationCd |
| ZIP | 57104 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $3,417,568,507 | GrossReceiptsAmt |
| Group Return For Affiliates | Yes (1) | GroupReturnForAffiliatesInd |
| All Affiliates Included | Yes (1) | AllAffiliatesIncludedInd |
| Group Exemption | 5851 | GroupExemptionNum |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.sanfordhealth.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Activity Or Mission | "Dedicated to the Work of Health and Healing" | ActivityOrMissionDesc |
| Voting Members Governing Body | 15 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 7 | VotingMembersIndependentCnt |
| Total Employee | 31041 | TotalEmployeeCnt |
| Total Volunteers | 2757 | TotalVolunteersCnt |
| Total Gross UBI | $29,233,379 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | -$1,272,558 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $55,758,028 | PYContributionsGrantsAmt |
| CY Contributions Grants | $59,401,173 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $3,589,720,396 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $3,338,667,965 | CYProgramServiceRevenueAmt |
| PY Investment Income | $2,764,588 | PYInvestmentIncomeAmt |
| CY Investment Income | $8,788,377 | CYInvestmentIncomeAmt |
| PY Other Revenue | $4,453,547 | PYOtherRevenueAmt |
| CY Other Revenue | $4,159,380 | CYOtherRevenueAmt |
| PY Total Revenue | $3,652,696,559 | PYTotalRevenueAmt |
| CY Total Revenue | $3,411,016,895 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $10,658,800 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $11,403,756 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $1,888,740,884 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $1,981,169,107 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $53,951 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $1,650,843,359 | PYOtherExpensesAmt |
| CY Other Expenses | $1,214,937,187 | CYOtherExpensesAmt |
| PY Total Expenses | $3,550,243,043 | PYTotalExpensesAmt |
| CY Total Expenses | $3,207,510,050 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $102,453,516 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $203,506,845 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $2,335,827,341 | TotalAssetsBOYAmt |
| Total Assets EOY | $2,518,921,978 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $1,222,181,413 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $1,456,837,768 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $1,113,645,928 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $1,062,084,210 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | Part of the Sanford Health System, Sanford is committed to the healthcare needs of communities throughout South Dakota, North Dakota, Minnesota and Iowa. Sanford provides a full range of primary and specialty health care services. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $2,760,546,120 | ExpenseAmt |
| Grant | $11,403,756 | GrantAmt |
| Revenue | $3,336,037,044 | RevenueAmt |
| Desc | Sanford is the nation's largest not-for-profit integrated rural health system providing medical services at every level from critical access hospitals to tertiary and quaternary care. The Sanford footprint includes over 220,000 square miles with a nine state service area including a network of children's primary care clinic locations across the country and the world. Sanford operates full-time emergency centers and provides emergency care to everyone regardless of their ability to pay. Sanford facilities and clinics provide services to remote and medically underserved areas that would otherwise not have access to even primary care services. Sanford financially supports health and wellness, education and community development activities to improve the quality of life and strengthen communities throughout the region. Each of Sanford's facilities promotes health and healing that responds to the unique needs of the patients in the communities that Sanford serves, ensuring access to comprehensive and specialized services. A recently completed and published community health needs assessment indicated the important need for behavioral health services for our community members. Sanford is meeting this need through an integrated delivery system providing behavioral health within the medical home structure.Please see Schedule H for a description of additional services, community benefit activities, and the full spectrum of charity care that Sanford provides within the community. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $7,517,291 | ExpenseAmt |
| Desc | Medical education is an important service for Sanford. Sanford provides the medical community with high quality educational and professional development that is evidence and research based; accredited for physicians, nurses, pharmacists, and Allied Health Professionals and scientists; inclusive of cultural diversity and addresses the need for specialty training.Sanford is dedicated to preparing health care professionals for the future. The Sanford PROMISE program connects students, educators and communities with science and research in health care at a secondary education age. Sanford works in partnership with the University of South Dakota - Sanford School of Medicine, and the University of North Dakota - School of Medicine to provide rotations for medical students, residencies and fellowships. Sanford works in partnership with an extensive group of higher learning organizations to provide student training and learning opportunities in many venues across our region. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $28,620,452 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $2,630,921 | RevenueAmt |
| Desc | Sanford Research is a non-profit health research organization with more than 200 scientists and staff as well as centers, including: Children's Health, focused on pediatric rare diseases and cancer; The Sanford Project, seeking a cure for type 1 diabetes through the body's natural ability to regenerate cells; Health Outcomes and Prevention focusing on sudden infant death syndrome and birth-related disorders at study sites including United States Native American Reservations and South Africa; Genomic and Molecular Medicine with an emphasis on genomics, molecular biology, biobanking and immunotherapy; Edith Sanford Breast Cancer focusing on advanced molecular research and personalized treatment; and Clinical Research including participation in drug and device studies, the National Cancer Institute Community Clinical Oncology Program and the National Community Cancer Center Pilot Project.Sanford Research offers exciting challenges for researchers both in well-established projects and ever expanding research opportunities. Sanford offers opportunities to participate in clinical trials and to be a part of the changing face of medicine. | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Expenses | $2,796,683,863 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (1) | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (1) | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Temp Or Permanent Endowments | Yes (1) | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | 0 | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (1) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (1) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | 0 | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (1) | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | Yes (1) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (1) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (1) | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (1) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | 0 | InvestTaxExemptBondsInd |
| Escrow Account | 0 | EscrowAccountInd |
| On Behalf Of Issuer | 0 | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | Yes (1) | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (1) | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | Yes (1) | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | Yes (1) | DisregardedEntityInd |
| Related Entity | Yes (1) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (1) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (1) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | Yes (1) | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 2366 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 31041 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (1) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (1) | Form990TFiledInd |
| Foreign Financial Account | Yes (1) | ForeignFinancialAccountInd |
| Foreign Country | GH | ForeignCountryCd |
| Foreign Country | CH | ForeignCountryCd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 15 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 7 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (1) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | 0 | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (1) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (1) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (1) | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | Yes (1) | LocalChaptersInd |
| Policies Reference Chapters | Yes (1) | PoliciesReferenceChaptersInd |
| Form990 Provided To Gvrn Body | Yes (1) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (1) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (1) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | MN | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | OR | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | JoAnn Kunkel CFO | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Phone | 6053331000 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2301 East 60th Street | AddressLine1Txt |
| City | Sioux Falls | CityNm |
| State Abbreviation | SD | StateAbbreviationCd |
| ZIP | 57104 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (68 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Barb Everist | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| Brent Teiken | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Christopher Meeker MD | ||||||||||
| Trustee/Sanford Physician (thru Dec 14) | 59.00 | 1.00 | Yes (X) | $409,994 | $0 | $30,330 | ||||
| David Beito | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | Yes (X) | $0 | $0 | $0 | |||
| Don Jacobs | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Don Morton | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Jerome Feder | ||||||||||
| Trustee (thru Dec 14) | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Jim Entenman | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Lauris Molbert | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Maria Bell MD | ||||||||||
| Trustee/Sanford Physician | 59.00 | 1.00 | Yes (X) | $741,279 | $0 | $36,536 | ||||
| Mark Lundeen MD | ||||||||||
| Trustee/Sanford Physician | 59.00 | 1.00 | Yes (X) | $1,060,041 | $0 | $25,249 | ||||
| Mark Paulson MD | ||||||||||
| Trustee/Sanford Physician | 59.00 | 1.00 | Yes (X) | Yes (X) | $236,472 | $0 | $30,216 | |||
| Michael LeBeau MD | ||||||||||
| Trustee/Sanford Physician | 59.00 | 1.00 | Yes (X) | $1,159,924 | $0 | $27,411 | ||||
| Patrick Durick | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Richard Hardie MD | ||||||||||
| Trustee/Sanford Physician | 59.00 | 1.00 | Yes (X) | $730,721 | $0 | $33,295 | ||||
| Ronald Moquist | ||||||||||
| Trustee (thru Dec 14) | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Thomas Hruby | ||||||||||
| Trustee | 0.50 | 1.00 | Yes (X) | $0 | $0 | $0 | ||||
| Kelby K Krabbenhoft | ||||||||||
| Sanford President & CEO | 5.00 | 55.00 | Yes (X) | Yes (X) | $1,749,435 | $0 | $23,433 | |||
| Kelby K Krabbenhoft Deferred Comp | ||||||||||
| Sanford President & CEO | 5.00 | 55.00 | Yes (X) | Yes (X) | $0 | $0 | $727,751 | |||
| JoAnn L Kunkel | ||||||||||
| Chief Financial Officer | 23.00 | 37.00 | Yes (X) | $653,020 | $0 | $33,933 | ||||
| Nate White | ||||||||||
| Chief Operating Officer | 60.00 | 0.00 | Yes (X) | $831,887 | $0 | $41,063 | ||||
| Richard G Adcock | ||||||||||
| Executive VP | 60.00 | 0.00 | Yes (X) | $223,102 | $168,045 | $36,433 | ||||
| Kim Patrick | ||||||||||
| Chief Legal Officer | 60.00 | 0.00 | Yes (X) | $568,550 | $0 | $95,296 | ||||
| Bill Marlette | ||||||||||
| Treasurer | 60.00 | 0.00 | Yes (X) | $709,288 | $0 | $1,674 | ||||
| Bill Marlette Deferred Comp | ||||||||||
| Treasurer | 60.00 | 0.00 | Yes (X) | $0 | $0 | $184,967 | ||||
| David Link | ||||||||||
| Executive VP | 60.00 | 0.00 | Yes (X) | $859,499 | $0 | $23,326 | ||||
| David Link Deferred Comp | ||||||||||
| Executive VP | 60.00 | 0.00 | Yes (X) | $0 | $0 | $157,987 | ||||
| Al Hurley | ||||||||||
| COO - Bismarck Clinic | 60.00 | 0.00 | $303,998 | $0 | $21,413 | Yes (X) | ||||
| Allison Suttle MD | ||||||||||
| Chief Medical Officer - HSD | 60.00 | 0.00 | $392,822 | $0 | $36,640 | Yes (X) | ||||
| Bradley J Schipper | ||||||||||
| COO - SMC & Sanford Clinic Sioux Falls | 60.00 | 0.00 | $386,772 | $0 | $36,364 | Yes (X) | ||||
| Brenda Larsen | ||||||||||
| COO - Bismarck Medical Center | 60.00 | 0.00 | $296,247 | $0 | $32,380 | Yes (X) | ||||
| Bruce D Viessman | ||||||||||
| CFO - Sanford Health Network | 55.00 | 5.00 | $274,024 | $0 | $34,337 | Yes (X) | ||||
| Craig Boyer | ||||||||||
| CFO - Bemidji | 55.00 | 5.00 | $276,466 | $0 | $90,630 | Yes (X) | ||||
| Craig Lambrecht | ||||||||||
| President - Bismarck | 55.00 | 5.00 | $816,192 | $0 | $29,911 | Yes (X) | ||||
| Daniel Olson | ||||||||||
| President - Bemidji | 55.00 | 5.00 | $429,277 | $0 | $30,808 | Yes (X) | ||||
| Daniel W Blue | ||||||||||
| President - Sanford Clinic | 60.00 | 0.00 | $762,377 | $0 | $126,354 | Yes (X) | ||||
| Douglas Okland | ||||||||||
| CFO - Fargo & Bismarck Clinic | 60.00 | 0.00 | $269,142 | $0 | $15,984 | Yes (X) | ||||
| Ellen Cooke | ||||||||||
| COO - Sanford Clinic North | 60.00 | 0.00 | $318,726 | $0 | $22,293 | Yes (X) | ||||
| Eric Hilmoe | ||||||||||
| COO - Sanford Health Network | 60.00 | 0.00 | $197,056 | $0 | $9,246 | Yes (X) | ||||
| Jeff D Sandene | ||||||||||
| Chief Integration Officer - D&R | 60.00 | 0.00 | $497,936 | $0 | $32,218 | Yes (X) | ||||
| Jesse Tischer | ||||||||||
| President - Sanford Health Network | 55.00 | 5.00 | $278,249 | $0 | $29,777 | Yes (X) | ||||
| Joy Johnson | ||||||||||
| COO - Bemidji | 60.00 | 0.00 | $360,479 | $0 | $17,273 | Yes (X) | ||||
| Karen Tobin | ||||||||||
| COO - SMC Fargo | 55.00 | 5.00 | $325,509 | $0 | $21,017 | Yes (X) | ||||
| Kirk Cristy | ||||||||||
| CFO - Bismarck | 55.00 | 5.00 | $254,389 | $0 | $21,217 | Yes (X) | ||||
| Matthew Hocks | ||||||||||
| Executive VP - Sanford Clinic | 60.00 | 0.00 | $254,707 | $0 | $34,665 | Yes (X) | ||||
| Michael E Farritor | ||||||||||
| COO - Sanford Clinic | 60.00 | 0.00 | $432,772 | $0 | $36,643 | Yes (X) | ||||
| Michelle A Bruhn | ||||||||||
| CFO - HSD | 60.00 | 0.00 | $402,110 | $0 | $13,854 | Yes (X) | ||||
| Michelle M Micka | ||||||||||
| CFO - D&R | 60.00 | 0.00 | $291,047 | $0 | $36,644 | Yes (X) | ||||
| Paul Hanson | ||||||||||
| President - SMC Sioux Falls | 60.00 | 0.00 | $779,076 | $0 | $34,433 | Yes (X) | ||||
| Paul Richard | ||||||||||
| President - SMC Fargo | 55.00 | 5.00 | $602,117 | $0 | $32,862 | Yes (X) | ||||
| Randy Bury | ||||||||||
| Chief Admin Officer - HSD | 60.00 | 0.00 | $565,086 | $0 | $8,958 | Yes (X) | ||||
| Randy Bury Deferred Comp | ||||||||||
| Chief Admin Officer - HSD | 60.00 | 0.00 | $0 | $0 | $16,599 | Yes (X) | ||||
| Richard Giesel | ||||||||||
| President - SHN (thru April 15) | 55.00 | 5.00 | $522,077 | $0 | $25,973 | Yes (X) | ||||
| Richard Marsden MD | ||||||||||
| COO - Sanford Clinic North | 60.00 | 0.00 | $648,285 | $0 | $25,054 | Yes (X) | ||||
| Steve W Goetsch | ||||||||||
| CFO - SMC & Sanford Clinic Sioux Falls | 60.00 | 0.00 | $279,174 | $0 | $37,804 | Yes (X) | ||||
| Tiffany Lawrence | ||||||||||
| CFO - SMC Fargo | 55.00 | 5.00 | $285,609 | $0 | $35,018 | Yes (X) | ||||
| William C Brunner | ||||||||||
| Physician | 60.00 | 0.00 | $2,213,956 | $0 | $34,143 | Yes (X) | ||||
| Scott Pham | ||||||||||
| Physician | 60.00 | 0.00 | $3,384,756 | $0 | $36,143 | Yes (X) | ||||
| Adam T Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,273,447 | $0 | $34,143 | Yes (X) | ||||
| Tomasz P Stys | ||||||||||
| Physician | 60.00 | 0.00 | $2,461,970 | $0 | $34,143 | Yes (X) | ||||
| Corey L Teigen | ||||||||||
| Physician | 60.00 | 0.00 | $2,074,339 | $0 | $32,419 | Yes (X) | ||||
| Rebecca Nelson | ||||||||||
| Former Senior VP & COO - HSD | 0.00 | 0.00 | $450,000 | $0 | $0 | Yes (X) | ||||
| Edmond L Weiland | ||||||||||
| Former President - SHN | 0.00 | 0.00 | $462,371 | $0 | $0 | Yes (X) | ||||
| Dennis Millirons | ||||||||||
| Former President SMC Fargo | 0.00 | 0.00 | $1,344,466 | $0 | $23,452 | Yes (X) | ||||
| Cecily Tucker | ||||||||||
| Former CFO - D&R | 0.00 | 0.00 | $0 | $267,171 | $13,694 | Yes (X) | ||||
| Merrilee Schultz | ||||||||||
| Former CFO SMC | 0.00 | 0.00 | $195,582 | $0 | $13,209 | Yes (X) | ||||
| Bryan J Nermoe | ||||||||||
| Former COO - Sanford Clinic | 0.00 | 0.00 | $312,009 | $0 | $33,425 | Yes (X) | ||||
| Michael Schumacher | ||||||||||
| Former CFO - Bismarck | 0.00 | 0.00 | $152,352 | $0 | $0 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $36,760,181 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $435,216 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $2,710,040 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 2272 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (1) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Cardinal Health | |||||
| 7000 Cardinal Place | Dublin | OH | 43017 | Medical Services | $222,671,314 |
| MA Mortenson Company | |||||
| 700 Meadow Lane N | Minneapolis | MN | 55422 | Construction | $170,413,418 |
| Owens & Minor Inc | |||||
| 12199 Collection Ctr Dr | Chicago | IL | 60693 | Medical Services | $56,746,421 |
| Medtronic USA | |||||
| 4642 Collection Ctr Dr | Chicago | IL | 60693 | Medical Services | $30,224,905 |
| GE Healthcare | |||||
| 9900 W Innovation Dr | Milwaukee | WI | 53226 | Medical Services | $18,883,852 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 1005 | CntrctRcvdGreaterThan100KCnt |
| Related Organizations | $34,022,923 | RelatedOrganizationsAmt |
| Government Grants | $23,219,749 | GovernmentGrantsAmt |
| All Other Contributions | $2,158,501 | AllOtherContributionsAmt |
| Noncash Contributions | $22,179 | NoncashContributionsAmt |
| Total Contributions | $59,401,173 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| Patient Services | 621400 | $1,916,835,118 | $1,916,835,118 | |
| Medicare/Medicaid | 621400 | $1,133,277,577 | $1,133,277,577 | |
| Retail Sales | 446199 | $161,806,038 | $147,957,733 | $13,848,305 |
| Meaningful Use | 900099 | $21,881,156 | $21,881,156 | |
| Reference Lab Revenue | 900099 | $13,709,911 | $2,666,060 | $11,043,851 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $91,158,165 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $61,543,332 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $4,341,223 | UnrelatedBusinessRevenueAmt |
| Exclusion | $25,273,610 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $3,338,667,965 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $8,973,362 | TotalRevenueColumnAmt |
| Exclusion | $8,973,362 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,655,501 | TotalRevenueColumnAmt |
| Exclusion | $2,655,501 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,945,060 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $1,441,181 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $1,503,879 | RealAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,503,879 | TotalRevenueColumnAmt |
| Exclusion | $1,503,879 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $4,925,446 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | $5,110,431 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | -$184,985 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | -$184,985 | TotalRevenueColumnAmt |
| Exclusion | -$184,985 | ExclusionAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $3,411,016,895 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $3,284,160,976 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $29,233,379 | UnrelatedBusinessRevenueAmt |
| Exclusion | $38,221,367 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,396,256 | TotalAmt |
| Program Services | $11,396,256 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,500 | TotalAmt |
| Program Services | $7,500 | ProgramServicesAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $28,954,918 | TotalAmt |
| Management And General | $28,954,918 | ManagementAndGeneralAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,903,334 | TotalAmt |
| Management And General | $1,903,334 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,603,143,288 | TotalAmt |
| Program Services | $1,433,214,844 | ProgramServicesAmt |
| Management And General | $169,908,300 | ManagementAndGeneralAmt |
| Fundraising | $20,144 | FundraisingAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $65,692,144 | TotalAmt |
| Program Services | $57,520,856 | ProgramServicesAmt |
| Management And General | $8,170,004 | ManagementAndGeneralAmt |
| Fundraising | $1,284 | FundraisingAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $177,893,948 | TotalAmt |
| Program Services | $148,443,803 | ProgramServicesAmt |
| Management And General | $29,443,674 | ManagementAndGeneralAmt |
| Fundraising | $6,471 | FundraisingAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $103,581,475 | TotalAmt |
| Program Services | $90,135,537 | ProgramServicesAmt |
| Management And General | $13,443,280 | ManagementAndGeneralAmt |
| Fundraising | $2,658 | FundraisingAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,544,881 | TotalAmt |
| Management And General | $2,544,881 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,037,300 | TotalAmt |
| Management And General | $1,037,300 | ManagementAndGeneralAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $681,150 | TotalAmt |
| Management And General | $681,150 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $178,779,728 | TotalAmt |
| Program Services | $133,753,921 | ProgramServicesAmt |
| Management And General | $45,007,807 | ManagementAndGeneralAmt |
| Fundraising | $18,000 | FundraisingAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,846,009 | TotalAmt |
| Program Services | $11,841,522 | ProgramServicesAmt |
| Management And General | $8,003,402 | ManagementAndGeneralAmt |
| Fundraising | $1,085 | FundraisingAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $39,273,110 | TotalAmt |
| Program Services | $30,186,853 | ProgramServicesAmt |
| Management And General | $9,086,042 | ManagementAndGeneralAmt |
| Fundraising | $215 | FundraisingAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $26,313,491 | TotalAmt |
| Program Services | $19,478,259 | ProgramServicesAmt |
| Management And General | $6,835,232 | ManagementAndGeneralAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,327,750 | TotalAmt |
| Program Services | $1,327,750 | ProgramServicesAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $84,565,933 | TotalAmt |
| Program Services | $63,932,963 | ProgramServicesAmt |
| Management And General | $20,632,970 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $16,635,852 | TotalAmt |
| Program Services | $13,488,634 | ProgramServicesAmt |
| Management And General | $3,147,218 | ManagementAndGeneralAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,647,677 | TotalAmt |
| Program Services | $3,691,543 | ProgramServicesAmt |
| Management And General | $954,174 | ManagementAndGeneralAmt |
| Fundraising | $1,960 | FundraisingAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $29,758,841 | TotalAmt |
| Program Services | $29,244,760 | ProgramServicesAmt |
| Management And General | $514,081 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $152,673,593 | TotalAmt |
| Program Services | $117,580,291 | ProgramServicesAmt |
| Management And General | $35,093,302 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $16,130,813 | TotalAmt |
| Program Services | $11,430,036 | ProgramServicesAmt |
| Management And General | $4,700,777 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt | FundraisingFundraisingAmt |
|---|---|---|---|---|
| Medical Supplies | $602,300,633 | $596,107,339 | $6,193,223 | $71 |
| Intercompany Purchases | $9,776,737 | $0 | $9,775,671 | $1,066 |
| MinnesotaCare Tax | $5,174,070 | $5,174,070 | ||
| CME | $4,709,636 | $4,709,636 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,759,983 | TotalAmt |
| Program Services | $14,017,490 | ProgramServicesAmt |
| Management And General | $4,741,496 | ManagementAndGeneralAmt |
| Fundraising | $997 | FundraisingAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,207,510,050 | TotalAmt |
| Program Services | $2,796,683,863 | ProgramServicesAmt |
| Management And General | $410,772,236 | ManagementAndGeneralAmt |
| Fundraising | $53,951 | FundraisingAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Joint Costs | Yes (X) | JointCostsInd |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $47,573,438 | BOYAmt |
| EOY | $72,344,016 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $44,603,125 | BOYAmt |
| EOY | $74,321,362 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $569,347,046 | BOYAmt |
| EOY | $529,770,930 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $129,246 | BOYAmt |
| EOY | $112,475 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $36,599,629 | BOYAmt |
| EOY | $39,925,043 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $53,339,758 | BOYAmt |
| EOY | $59,944,756 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $35,392,498 | BOYAmt |
| EOY | $31,188,012 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $2,904,512,891 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $1,431,400,495 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,337,814,545 | BOYAmt |
| EOY | $1,473,112,396 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,772,888 | BOYAmt |
| EOY | $1,815,449 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $8,237,353 | BOYAmt |
| EOY | $27,763,559 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $44,314,393 | BOYAmt |
| EOY | $44,715,963 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $60,361,849 | BOYAmt |
| EOY | $60,477,684 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $96,341,573 | BOYAmt |
| EOY | $103,430,333 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,335,827,341 | BOYAmt |
| EOY | $2,518,921,978 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $371,305,801 | BOYAmt |
| EOY | $438,294,821 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $332,605 | BOYAmt |
| EOY | $2,518,919 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $787,965 | BOYAmt |
| EOY | $1,697,633 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $639,321,872 | BOYAmt |
| EOY | $806,230,299 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $202,458 | BOYAmt |
| EOY | $298,296 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $73,556,983 | BOYAmt |
| EOY | $53,827,620 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $136,673,729 | BOYAmt |
| EOY | $153,970,180 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,222,181,413 | BOYAmt |
| EOY | $1,456,837,768 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,113,144,473 | BOYAmt |
| EOY | $1,061,609,414 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $74,372 | BOYAmt |
| EOY | $46,988 | EOYAmt |
Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $427,083 | BOYAmt |
| EOY | $427,808 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,113,645,928 | BOYAmt |
| EOY | $1,062,084,210 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,335,827,341 | BOYAmt |
| EOY | $2,518,921,978 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $203,506,845 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $925,656 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$255,994,219 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (1) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (1) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
| Supported Organizations | 18 | SupportedOrganizationsCnt |
Form990 Schedule A Part VI Form990ScheduleAPartVIGrp (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| List of organizations and public charity status: | Sanford Health 509(a)(3) Sanford Medical Center 170(b)(1)(A)(iii) Sanford Clinic 170(b)(1)(A)(iii) Sanford Research 170(b)(1)(A)(iii) Sanford Home Health 509(a)(2) Sanford Health Network 170(b)(1)(A)(iii) Sanford World Clinics 170(b)(1)(A)(iii) Sanford North 509(a)(3) Sanford Medical Center Fargo 170(b)(1)(A)(iii) Sanford Clinic North 509(a)(2) Sanford Health Network North 509(a)(3) Sanford Medical Center Thief River Falls 170(b)(1)(A)(iii) Sanford Medical Center Mayville 170(b)(1)(A)(iii) Sanford Medical Center Wheaton 170(b)(1)(A)(iii) Sanford Hillsboro 170(b)(1)(A)(iii) Sanford Health of Northern Minnesota 170(b)(1)(A)(iii) Baker Park, Inc. 509(a)(2) Sanford West 509(a)(3) Sanford Bismarck 170(b)(1)(A)(iii) Sanford Living Centers 509(a)(2) |
| Schedule A, Part I | Detail for Schedule A, Part I Line 11, Column: (i) Sanford Medical Center; (ii) 46-0227855; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 34,890,763 Line 11, Column: (i) Sanford Clinic; (ii) 46-0447693; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 6,036,596 Line 11, Column: (i) Sanford Research; (ii) 46-0450378; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 838,323 Line 11, Column: (i) Sanford Home Health; (ii) 46-0282134; (iii) 509(a)(2); (iv) Yes; (v) 225,184 Line 11, Column: (i) Sanford Health Network; (ii) 46-0388596; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 10,867,599 Line 11, Column: (i) Sanford Clinic North; (ii) 91-1770748; (iii) 509(a)(2); (iv) Yes; (v) 6,948,049 Line 11, Column: (i) Sanford Medical Center Fargo; (ii) 45-0226909; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 38,358,821 Line 11, Column: (i) Sanford Medical Center Thief River Falls; (ii) 41-0709579; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 2,910,424 Line 11, Column: (i) Sanford Medical Center Mayville; (ii) 45-0228899; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 322,504 Line 11, Column: (i) Sanford Medical Center Wheaton; (ii) 27-2042143; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 284,813 Line 11, Column: (i) Sanford Hillsboro; (ii) 45-0230400; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 310,106 Line 11, Column: (i) Sanford World Clinics; (ii) 26-2707628; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 291,971 Line 11, Column: (i) Sanford Health of Northern Minnesota; (ii) 41-1266009; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 8,977,048 Line 11, Column: (i) Baker Park, Inc.; (ii) 41-1372480; (iii) 509(a)(2); (iv) Yes; (v) 24,247 Line 11, Column: (i) Sanford Health Foundation North; (ii) 45-0398104; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) 210,353 Line 11, Column: (i) Sanford Bismarck; (ii) 45-0226700; (iii) 170(b)(1)(A)(iii); (iv) Yes; (v) 16,230,067 Line 11, Column: (i) Sanford Living Centers; (ii) 45-0416454; (iii) 509(a)(2); (iv) Yes; (v) 1,206,753 Line 11, Column: (i) Sanford Health Foundation West; (ii) 45-0397196; (iii) 170(b)(1)(A)(vi); (iv) Yes; (v) 92,280 |
| Schedule A, Part III | Detail for Schedule A, Part III Line 1 - column: (a) 1,320,938; (b) 719,019 ; (c) 653,960; (d) 625,251; (e) 232,693; (f) 3,551,861 Line 2 - column: (a) 487,937,029; (b) 380,393,691; (c) 353,433,077; (d) 195,263,418; (e) 214,359,949; (f) 1,631,387,164 Line 6 - column: (a) 489,257,967; (b) 381,112,710; (c) 354,087,037; (d) 195,888,669; (e) 214,592,642; (f) 1,634,939,025 Line 8 - column: (f) 1,634,939,025 Line 9 - column: (a) 489,257,967; (b) 381,112,710; (c) 354,087,037; (d) 195,888,669; (e) 214,592,642; (f) 1,634,939,025 Line 10a - column: (a) 1,127,354; (b) 994,862; (c) 1,011,110; (d) 970,589; (e) 671,284; (f) 4,775,199 Line 10c - column: (a) 1,127,354; (b) 994,862; (c) 1,011,110; (d) 970,589; (e) 671,284; (f) 4,775,199 Line 11 - column: (a) 392,690; (b) 358,969; (c) 197,834; (d) 279,896; (e) 400,943; (f) 1,630,332 Line 13 - column: (a) 490,778,011; (b) 382,466,541; (c) 355,295,981; (d) 197,139,154; (e) 215,664,869; (f) 1,641,344,556 Line 15: 99.61% Line 16: 99.61% Line 17: 0.29% Line 18: 0.27% Line 19a: X Line 19b: X |
| Part IV, Section A | Line 1: Yes Line 2: No Line 3a: No Line 4a: No Line 5a: No Line 6: No Line 7: No Line 8: No Line 9a: No Line 9b: No Line 9c: No Line 10a: No Line 11a: No Line 11b: No Line 11c: No |
| Part IV, Section C | Line 1: Yes |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Volunteers | 0 | VolunteersInd |
| Paid Staff Or Management | Yes (1) | PaidStaffOrManagementInd |
| Media Advertisements | 0 | MediaAdvertisementsInd |
| Mailings Members | Yes (1) | MailingsMembersInd |
| Publications Or Broadcast | 0 | PublicationsOrBroadcastInd |
| Grants Other Organizations | 0 | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | Yes (1) | DirectContactLegislatorsInd |
| Direct Contact Legislators | $85,020 | DirectContactLegislatorsAmt |
| Rallies Demonstrations | 0 | RalliesDemonstrationsInd |
| Other Activities | Yes (1) | OtherActivitiesInd |
| Other Activities | $941,329 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $1,026,349 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | 0 | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part II-B, Line 1: | FormAndLineReferenceDesc |
| Explanation | The filing organization has memberships in the South Dakota Association of Healthcare Organizations, North Dakota Hospital Association, Minnesota Hospital Association, Iowa Hospital Association, American Hospital Association, North Dakota Long Term Care Association, North Dakota Medical Group Management Association, Iowa Alliance in Home Care and Health Policy Consortium. A percentage of membership dues paid to these organizations relate to lobbying expenses. In addition, the organization employs certain individuals, and contracts with various lobbyists, to monitor legislative acts important to all Sanford entities on both state and national levels. Occasionally, Sanford employees send mailings to legislators on issues that may affect healthcare. | ExplanationTxt |
Schedule D IRS990ScheduleD
| Field | Value | IRS element (for citing) |
|---|---|---|
| Agent Trustee Etc | 0 | AgentTrusteeEtcInd |
| Incl Escrow Custodial Acct Liab | Yes (1) | InclEscrowCustodialAcctLiabInd |
| Explanation Provided | Yes (X) | ExplanationProvidedInd |
CY Endwmt Fund CYEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $54,120,507 | BeginningYearBalanceAmt |
| Contributions | $4,007,618 | ContributionsAmt |
| Investment Earnings Or Losses | $25,086 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $0 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,372 | OtherExpendituresAmt |
| Administrative Expenses | $4,834 | AdministrativeExpensesAmt |
| End Year Balance | $58,142,005 | EndYearBalanceAmt |
CY Minus1 Yr Endwmt Fund CYMinus1YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $48,229,852 | BeginningYearBalanceAmt |
| Contributions | $5,316,297 | ContributionsAmt |
| Investment Earnings Or Losses | $654,694 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $54,813 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,949 | OtherExpendituresAmt |
| Administrative Expenses | $18,574 | AdministrativeExpensesAmt |
| End Year Balance | $54,120,507 | EndYearBalanceAmt |
CY Minus2 Yr Endwmt Fund CYMinus2YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $43,654,039 | BeginningYearBalanceAmt |
| Contributions | $4,275,810 | ContributionsAmt |
| Investment Earnings Or Losses | $312,076 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $0 | GrantsOrScholarshipsAmt |
| Other Expenditures | $7,305 | OtherExpendituresAmt |
| Administrative Expenses | $4,768 | AdministrativeExpensesAmt |
| End Year Balance | $48,229,852 | EndYearBalanceAmt |
CY Minus3 Yr Endwmt Fund CYMinus3YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $38,601,256 | BeginningYearBalanceAmt |
| Contributions | $5,033,151 | ContributionsAmt |
| Investment Earnings Or Losses | $33,855 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $3,144 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,341 | OtherExpendituresAmt |
| Administrative Expenses | $4,738 | AdministrativeExpensesAmt |
| End Year Balance | $43,654,039 | EndYearBalanceAmt |
CY Minus4 Yr Endwmt Fund CYMinus4YrEndwmtFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Beginning Year Balance | $30,148,159 | BeginningYearBalanceAmt |
| Contributions | $8,272,186 | ContributionsAmt |
| Investment Earnings Or Losses | $195,011 | InvestmentEarningsOrLossesAmt |
| Grants Or Scholarships | $3,066 | GrantsOrScholarshipsAmt |
| Other Expenditures | $6,269 | OtherExpendituresAmt |
| Administrative Expenses | $4,233 | AdministrativeExpensesAmt |
| End Year Balance | $38,601,256 | EndYearBalanceAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Prmnnt Endowment Balance EOY | 1.00000 | PrmnntEndowmentBalanceEOYPct |
| Endowments Held Unrelated Org | 0 | EndowmentsHeldUnrelatedOrgInd |
| Endowments Held Related Org | Yes (1) | EndowmentsHeldRelatedOrgInd |
| Related Org List Sch R | Yes (1) | RelatedOrgListSchRInd |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $111,027,070 | OtherCostOrOtherBasisAmt |
| Book Value | $111,027,070 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,154,986,499 | OtherCostOrOtherBasisAmt |
| Depreciation | $500,592,730 | DepreciationAmt |
| Book Value | $654,393,769 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $74,126,445 | OtherCostOrOtherBasisAmt |
| Depreciation | $34,704,431 | DepreciationAmt |
| Book Value | $39,422,014 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,527,209,031 | OtherCostOrOtherBasisAmt |
| Depreciation | $874,816,846 | DepreciationAmt |
| Book Value | $652,392,185 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $37,163,846 | OtherCostOrOtherBasisAmt |
| Depreciation | $21,286,488 | DepreciationAmt |
| Book Value | $15,877,358 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $1,473,112,396 | TotalBookValueLandBuildingsAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (3 entries)
| DescDesc | AmtAmt |
|---|---|
| Deferred compensation | $74,474,573 |
| Defined benefit pension liability | $68,561,375 |
| Other non-current liabilities | $10,934,232 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $153,970,180 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail (3 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part IV, Line 2b: | Long term care facilities hold security deposits for tenants. |
| Part V, Line 4: | Edith Sanford Breast Cancer Foundation, Sanford Health Foundation, Sanford Health Foundation North, Sanford Health Foundation Hillsboro, Sanford Health Foundation of Northern Minnesota and Sanford Health Foundation West hold endowment funds on behalf of the filing organization to be used for assistance in its activities and for providing health care, medical, or educational services. All prior year amounts have been restated to include endowments held on all Sanford foundations. |
| Part X, Line 2: | Certain controlled organizations are subject to income taxes. Deferred income tax assets and liabilities are recognized for the differences between the financial and income tax reporting basis of assets and liabilities based on enacted tax rates and laws. A tax benefit from an uncertain tax position may be recognized when it is more likely than not that the position will be sustained upon examination. The deferred income tax provision or benefit generally reflects the net change in deferred income tax assets and liabilities during the year. The current income tax provision reflects the tax consequences of revenues and expenses currently taxable or deductible on various income tax returns for the year reported. Sanford Group did not have a material income tax liability at June 30, 2015; some related organizations have established reserves. |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | 0 | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (11 entries)
| RegionRegionTxt | OfficesOfficesCnt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Specific Services ProvidedSpecificServicesProvidedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|---|---|---|
| East Asia and the Pacific | 0 | 0 | Program Services | Travel, conferences and purchased goods & services | $9,982 |
| Europe (Including Iceland & Greenland) | 0 | 0 | Program Services | Investigation of potential clinic sites, travel and purchased goods & services | $119,514 |
| Middle East and North Africa | 0 | 0 | Program Services | Purchased goods | $35 |
| North America | 0 | 0 | Program Services | Travel, conferences and purchased goods & services | $72,579 |
| South Asia | 0 | 0 | Program Services | Mission healthcare work, investigation of potential clinic sites and purchased services | $28,409 |
| Sub-Saharan Africa | 0 | 0 | Program Services | Legal services | $5,676 |
| Sub-Saharan Africa | 0 | 0 | Grantmaking | Grant | $7,500 |
| Sub-Saharan Africa | 0 | 0 | Investment | Investment in Ghana clinic operations | $3,765,946 |
| Central America and the Caribbean | 0 | 0 | Program Services | Legal services | $2,648 |
| East Asia and the Pacific | 0 | 0 | Investment | Investment in China clinic operations | $274,749 |
| South America | 0 | 0 | Program Services | Travel and purchased goods & services | $10,630 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Offices | 0 | SubtotalOfficesCnt |
| Subtotal Employees | 0 | SubtotalEmployeesCnt |
| Continutation Total Office | 0 | ContinutationTotalOfficeCnt |
| Continutation Total Employee | 0 | ContinutationTotalEmployeeCnt |
| Total Office | 0 | TotalOfficeCnt |
| Total Employee | 0 | TotalEmployeeCnt |
| Subtotal Spent | $4,009,641 | SubtotalSpentAmt |
| Continuation Spent | $288,027 | ContinuationSpentAmt |
| Total Spent | $4,297,668 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Region | Sub-Saharan Africa | RegionTxt |
| Purpose Of Grant | General support | PurposeOfGrantTxt |
| Cash Grant | $7,500 | CashGrantAmt |
| Manner Of Cash Disbursement | Wire | MannerOfCashDisbursementTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1 | Total501c3OrgCnt |
| Total Other Org | 1 | TotalOtherOrgCnt |
| Transfer To Foreign Corp | Yes (1) | TransferToForeignCorpInd |
| Interest In Foreign Trust | 0 | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (1) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | 0 | PassiveForeignInvestmestCoInd |
| Foreign Partnership | 0 | ForeignPartnershipInd |
| Boycott Countries | 0 | BoycottCountriesInd |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 225.000000000000 | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 375.000000000000 | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (1) | ExpensesExceedBudgetInd |
| Unable To Provide Care | 0 | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $58,264,928 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $58,264,928 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01820 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $358,479,120 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $261,497,577 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $96,981,543 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03020 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $416,744,048 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $261,497,577 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $155,246,471 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04840 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,988,556 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $880,352 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $6,108,204 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00190 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $16,886,500 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $5,459,976 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $11,426,524 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00360 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $671,321,845 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $511,601,608 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $159,720,237 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04980 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $17,747,541 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $4,288,829 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $13,458,712 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00420 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $8,311,960 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $8,311,960 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00260 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $721,256,402 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $522,230,765 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $199,025,637 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06210 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,138,000,450 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $783,728,342 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $354,272,108 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11050 | TotalExpensePct |
Physical Imprv And Housing PhysicalImprvAndHousingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Economic Development EconomicDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $9,361 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $9,361 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Community Support CommunitySupportGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $81,347 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $81,347 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Environmental Improvements EnvironmentalImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Leadership Development LeadershipDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,770 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,770 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $611,412 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $611,412 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $28,291 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $28,291 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Workforce Development WorkforceDevelopmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $159,670 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $159,670 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Other Communtity Building Acty OtherCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $892,851 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $892,851 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $55,641,853 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $713,108,245 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $702,648,689 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | $10,459,556 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 24 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (24 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Business Name Line1SubordinateHospitalName/BusinessNameLine1Txt | Subordinate Hospital EINSubordinateHospitalEIN | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Childrens HospitalChildrensHospitalInd | Teaching HospitalTeachingHospitalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Facility Reporting GroupFacilityReportingGroupCd | Research FacilityResearchFacilityInd | Critical Access HospitalCriticalAccessHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford USD Medical Center | |||||||||||||||||
| 1 | 1305 W 18th Street | Sioux Falls | SD | 57117 | www.sanfordhealth.org | SD 10564 | Sanford Medical Center | 460227855 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Sanford Medical Center Fargo | |||||||||||||||||
| 2 | 801 Broadway North | Fargo | ND | 58122 | www.sanfordhealth.org | ND 5018A | Sanford Medical Center Fargo | 450226909 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |||
| Sanford Medical Center South University | |||||||||||||||||
| 3 | 1720 South University | Fargo | ND | 58103 | www.sanfordhealth.org | ND 5068A | Sanford Medical Center Fargo | 450226909 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Bismarck Medical Center | |||||||||||||||||
| 4 | 300 N 7th Street | Bismarck | ND | 58501 | www.sanfordhealth.org | ND 5003A | Sanford Bismarck | 450226700 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | |||
| Sanford Bemidji Medical Center | |||||||||||||||||
| 5 | 1300 Anne Street NW | Bemidji | MN | 56601 | www.sanfordhealth.org | MN 371073 | Sanford Health of Northern Minnesota | 411266009 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Medical Center Thief River Falls | |||||||||||||||||
| 6 | 3001 Sanford Parkway | Thief River Falls | MN | 56701 | www.sanfordhealth.org | MN 371500 | Sanford Medical Center Thief River Falls | 410709579 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Inpatient Mental Health | |||
| Sanford Aberdeen Medical Center | |||||||||||||||||
| 7 | 2905 3rd Avenue SE | Aberdeen | SD | 57401 | www.sanfordhealth.org | SD 65089 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Worthington Medical Center | |||||||||||||||||
| 8 | 1018 6th Avenue | Worthington | MN | 56187 | www.sanfordhealth.org | MN 371449 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | |||||
| Sanford Sheldon Medical Center | |||||||||||||||||
| 9 | 118 N 7th Avenue | Sheldon | IA | 51201 | www.sanfordhealth.org | IA 161381 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | |||
| Sanford Vermillion Medical Center | |||||||||||||||||
| 10 | 20 S Plum Street | Vermillion | SD | 57069 | www.sanfordhealth.org | SD 53082 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | |||
| Sanford Chamberlain Medical Center | |||||||||||||||||
| 11 | 300 S Byron Blvd | Chamberlain | SD | 57325 | www.sanfordhealth.org | SD 50302 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | |||
| Sanford Luverne Medical Center | |||||||||||||||||
| 12 | 1600 N Kniss Avenue | Luverne | MN | 56156 | www.sanfordhealth.org | MN 371352 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Canby Medical Center | |||||||||||||||||
| 13 | 112 St Olaf Avenue S | Canby | MN | 56220 | www.sanfordhealth.org | MN 371019 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | Nursing Facility | |||
| Sanford Jackson Medical Center | |||||||||||||||||
| 14 | 1430 N Highway | Jackson | MN | 56143 | www.sanfordhealth.org | MN 371002 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Tracy Medical Center | |||||||||||||||||
| 15 | 251 5th Street E | Tracy | MN | 56175 | www.sanfordhealth.org | MN 371440 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Rock Rapids Medical Center | |||||||||||||||||
| 16 | 801 S Greene Street | Rock Rapids | IA | 51246 | www.sanfordhealth.org | IA 161321 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Hillsboro Medical Center | |||||||||||||||||
| 17 | 12 3rd Street SE | Hillsboro | ND | 58045 | www.sanfordhealth.org | ND 5026A | Sanford Hillsboro | 450230400 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Medical Center Mayville | |||||||||||||||||
| 18 | 42 6th Avenue SE | Mayville | ND | 58257 | www.sanfordhealth.org | ND 5034A | Sanford Medical Center Mayville | 450228899 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Webster Medical Center | |||||||||||||||||
| 19 | 1401 W 1st Street | Webster | SD | 57274 | www.sanfordhealth.org | SD 10573 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Medical Center Wheaton | |||||||||||||||||
| 20 | 401 12th Street N | Wheaton | MN | 56296 | www.sanfordhealth.org | MN 371390 | Sanford Medical Center Wheaton | 272042143 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Bagley Medical Center | |||||||||||||||||
| 21 | 203 4th Street NW | Bagley | MN | 56621 | www.sanfordhealth.org | MN 371484 | Sanford Health of Northern Minnesota | 411266009 | Yes (X) | Yes (X) | A | Yes (X) | |||||
| Sanford Canton-Inwood Medical Center | |||||||||||||||||
| 22 | 440 N Hiawatha Drive | Canton | SD | 57013 | www.sanfordhealth.org | SD 51569 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Clear Lake Medical Center | |||||||||||||||||
| 23 | 701 3rd Avenue S | Clear Lake | SD | 57226 | www.sanfordhealth.org | SD 10533 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
| Sanford Westbrook Medical Center | |||||||||||||||||
| 24 | 920 Bell Avenue | Westbrook | MN | 56183 | www.sanfordhealth.org | MN 371439 | Sanford Health Network | 460388596 | Yes (X) | Yes (X) | Yes (X) | A | Yes (X) | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Facility Reporting Group - A | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Licensed CY Or PY | 0 | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | 0 | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (1) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Other Health Issues | Yes (X) | OtherHealthIssuesInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| Other | Yes (X) | OtherInd |
| CHNA Conducted | 12 | CHNAConductedYr |
| Take Into Account Others Input | Yes (1) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | Yes (1) | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | 0 | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (1) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | http://www.sanfordhealth.org/About/CHNA | OwnWebsiteURLTxt |
| Paper Copy Public Inspection | Yes (X) | PaperCopyPublicInspectionInd |
| Rpt Available Thru Other Method | Yes (X) | RptAvailableThruOtherMethodInd |
| Implementation Strategy Adopt | Yes (1) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 12 | ImplementationStrategyAdptYr |
| Strategy Posted Website | Yes (1) | StrategyPostedWebsiteInd |
| Strategy Website URL | http://www.sanfordhealth.org/About/CHNA | StrategyWebsiteURLTxt |
| Strategy Attached | 0 | StrategyAttachedInd |
| Organization Incur Excise Tax | 0 | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (1) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 225.000000000000 | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 375.000000000000 | FPGFamilyIncmLmtDscntCarePct |
| Asset Level Criteria | Yes (X) | AssetLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Residency Criteria | Yes (X) | ResidencyCriteriaInd |
| Other Criteria | Yes (X) | OtherCriteriaInd |
| Explained Basis | Yes (1) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (1) | AppFinancialAsstExplnInd |
| Described Info | Yes (X) | DescribedInfoInd |
| Described Suprt Doc | Yes (X) | DescribedSuprtDocInd |
| Provided Hospital Contact | Yes (X) | ProvidedHospitalContactInd |
| Includes Publicity Measures | Yes (1) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | See narrative for full url | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | See narrative for full url | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | See narrative for full url | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| FAP Notice Displayed | Yes (X) | FAPNoticeDisplayedInd |
| Communtity Notified FAP | Yes (X) | CommuntityNotifiedFAPInd |
| Other Publicity | Yes (X) | OtherPublicityInd |
| FAP Actions On Nonpayment | Yes (1) | FAPActionsOnNonpaymentInd |
| Permit No Actions | Yes (X) | PermitNoActionsInd |
| Collection Activities | 0 | CollectionActivitiesInd |
| FAP Notified Upon Admission | Yes (X) | FAPNotifiedUponAdmissionInd |
| FAP Notified Before Discharge | Yes (X) | FAPNotifiedBeforeDischargeInd |
| FAP Notified All Patients | Yes (X) | FAPNotifiedAllPatientsInd |
| Documented Elig Determination | Yes (X) | DocumentedEligDeterminationInd |
| Nondis Emergency Care Policy | Yes (1) | NondisEmergencyCarePolicyInd |
| Average Negotiated Rates | Yes (X) | AverageNegotiatedRatesInd |
| Amounts Generally Billed | 0 | AmountsGenerallyBilledInd |
| Gross Charges | 0 | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (173 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Section B | Facility Reporting Group A |
| Facility Reporting Group A consists of: | - Facility 1: Sanford USD Medical Center, - Facility 2: Sanford Medical Center Fargo, - Facility 3: Sanford Medical Center South University, - Facility 4: Sanford Bismarck Medical Center, - Facility 5: Sanford Bemidji Medical Center, - Facility 6: Sanford Medical Center Thief River Falls, - Facility 7: Sanford Aberdeen Medical Center, - Facility 8: Sanford Worthington Medical Center, - Facility 9: Sanford Sheldon Medical Center, - Facility 10: Sanford Vermillion Medical Center, - Facility 11: Sanford Chamberlain Medical Center, - Facility 12: Sanford Luverne Medical Center, - Facility 13: Sanford Canby Medical Center, - Facility 14: Sanford Jackson Medical Center, - Facility 15: Sanford Tracy Medical Center, - Facility 16: Sanford Rock Rapids Medical Center, - Facility 17: Sanford Hillsboro Medical Center, - Facility 18: Sanford Medical Center Mayville, - Facility 19: Sanford Webster Medical Center, - Facility 20: Sanford Medical Center Wheaton, - Facility 21: Sanford Bagley Medical Center, - Facility 22: Sanford Canton-Inwood Medical Center, - Facility 23: Sanford Clear Lake Medical Center, - Facility 24: Sanford Westbrook Medical Center |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model used was the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 6a: | Sanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Elderly ServicesSanford is exploring the recruitment of a full time geriatrician. The nurse-led clinics will consider expansion of CareSpan (walk-in nurse run elder care clinic) and foot care clinics to add additional days per week when the service is available. Sanford has expanded community based nurse led dialogues regarding advance directives and end of life care and is considering an older adult population advisory council comprised of community members, consumers and leaders. Support of the following initiatives continue: Moving Day, PD Support Group, Arthritis Support Group, High Noon education, Better Choices Better Health classes in Sioux Falls with two nurses trained as leaders through Sanford One Care and State programming, Sanford continues to provide support, education and resources for agencies serving older adults (i.e. Active Generations, Arthritis Foundation, Alzheimer's Association, National Parkinson's Foundation-S.D., etc.).Priority 2: Dental ServicesSanford is exploring opportunities to help promote either free or sliding scale fee dental services and programs already offered in the community (i.e. Falls Community Health Center and Ronald McDonald Mobile Care Unit) and continuing to support these services. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 1 -- Sanford USD Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Mental Health ServicesSanford is integrating behavioral health services in all primary care clinics in Fargo. A design team for Inpatient Psychiatric Unit, Partial Hospitalization and Clinic space is considering the best recommendations for current and new spaces. Sanford participates in a leadership role with the Fargo Moorhead Mental Health Strategic Planning Collaborative (ReThink Mental Health).Priority 2: ObesitySanford is developing CME curriculum and an annual symposium to address weight management and obesity for providers and interdisciplinary teams inclusive of medical, nutrition, nursing and behavioral health professionals. Over 400 register for this symposium each year. Sanford actively participates in community initiatives to address wellness, fitness and health living. Sanford has developed community education programming focusing on prevention and treatment of obesity. Sanford includes the following program options in the curriculum to create awareness of existing resources: - Family Wellness Center resources to leverage: - Kids fitness classes - Kids cooking classes (includes family) - Camp Fuel - TNT Fitness for Children - Honor Your Health Program - WebMD Fit Program - Bariatric Surgery - Eating Disorder Institute/Behavioral Health - Profile |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 2 -- Sanford Medical Center Fargo Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Applicable are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Mental Health ServicesSanford is integrating behavioral health services in all primary care clinics in Fargo. A design team for Inpatient Psychiatric Unit, Partial Hospitalization and Clinic space is considering the best recommendations for current and new spaces. Sanford participates in a leadership role with the Fargo Moorhead Mental Health Strategic Planning Collaborative (ReThink Mental Health).Priority 2: ObesitySanford is developing CME curriculum and an annual symposium to address weight management and obesity for providers and interdisciplinary teams inclusive of medical, nutrition, nursing and behavioral health professionals. Over 400 register for this symposium each year. Sanford actively participates in community initiatives to address wellness, fitness and health living. Sanford has developed community education programming focusing on prevention and treatment of obesity. Sanford includes the following program options in the curriculum to create awareness of existing resources: - Family Wellness Center resources to leverage: - Kids fitness classes - Kids cooking classes (includes family) - Camp Fuel - TNT Fitness for Children - Honor Your Health Program - WebMD Fit Program - Bariatric Surgery - Eating Disorder Institute/Behavioral Health - Profile |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 3 -- Sanford Medical Center South University Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Pediatric ObesitySanford actively participates with community wellness, fitness and healthy living entities to promote and support fitness and active living by sponsoring walking, screening and educational programs. Sanford has initiated a youth-specific running program and has established a Girls on the Run (GOTR) chapter for community members. GOTR seeks to inspire at-risk school-age girls to be joyful, healthy and confident via an experience-based curriculum which creatively integrates running.Sanford continues to partner with community efforts to address pediatric obesity including, but not limited to, YMCA Fit Kids, Bismarck/Mandan and Bismarck-Burleigh Public Health's Bodyworks and Healthy Kids/Healthy Weight programs. Sanford has also leveraged the Sanford WebMD Fit program to parents and children through our local school system and is offering healthy eating and active living classes via Sanford's Doc Talk education series.Priority 2: DiabetesSanford is increasing pre-diabetes education and outreach activities by partnering with the ND Diabetes Control Project to initiate comprehensive pre-diabetes behavior modification class, offering weekly "Diabetes 101" classes to improve diabetes education for newly diagnosed patients and increasing pre-diabetes awareness via health fairs, Doc Talk education series and newspaper articles. Sanford actively participates with community wellness, fitness and health living entities to promote and support fitness and active living by sponsoring walking, screening and educational programs. Sanford also partners with mental health services to offer depression screenings and support services to patients with diabetes and offers monthly diabetes education classes to community members diagnosed with diabetes.Sanford is working in partnership with the North Dakota Department of Health (NDDOH) in a new strategy to initiate a comprehensive pre-diabetes behavior modification class. The class is designed specifically for people who do not have diabetes but have been flagged to be at very high risk based upon screening results, family history and lifestyle. The class will be led via a partnership of Sanford diabetes educators and NDDOH staff and features education materials tailored to this target audience. |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 4 -- Sanford Bismarck Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Mental HealthSanford is fully integrating behavioral health services or access to behavioral health outreach in all regional clinic sites in the Bemidji region. Sanford is working collaboratively with Beltrami County, Upper Mississippi Mental Health Center and several other community agencies to develop a county-wide continuum of care to meet behavioral health needs of the county. Programming would encompass acute and crisis needs, detoxification, community based care options, as well as other support programs.Priority 2: ObesitySanford is developing a comprehensive weight management program within the Bemidji region using an interdisciplinary team inclusive of medical nutrition, behavioral health, fitness professionals and surgical services. Sanford has added Profile, a retail weight management program within the Bemidji region. Sanford actively participates with community wellness, fitness and healthy living entities to promote and support fitness and active living by sponsoring walking, screening and educational programs. |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 5 -- Sanford Bemidji Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of results. Community stakeholders and community councils were included. |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Sanford One MindSanford is participating in the Sanford enterprise One Care strategy to implement behavioral health screening into all primary care settings.Priority 2: Prescription MonitoringSanford is establishing a plan for prescription drug abuse cases, including behavioral health, primary care and the Medical Home department.Priority 3: Coordination of CareSanford is establishing a network for detoxification and inpatient chemical dependency treatment centers, coordination of care between chemical dependency and behavioral health providers, developing reliable chemical dependency outpatient services for adolescents and improving access to chemical dependency assessments for community members.Priority 4: ObesitySanford is participating in the Sanford enterprise implementation strategy for obesity and moving the wellness center to the clinic.Priority 5: Integrated ApproachSanford is integrating dietitian services with dialysis services, integrating behavioral health within primary care, implementing the integrated EMR platform across clinic and hospital-based services, implementing the hospitalist program with established connectivity to outpatient providers and connecting long-term care facilities to providers and inpatient services.Priority 6: Build DM ProgramsSanford is establishing a comprehensive pain management program and promoting Medical Home and practices through the Medical Home Team: Cardiac Rehab, dietitians, RN Health Coaches, tobacco cessation specialists, outpatient social workers, etc.Priority 7: Expand Services/CoverageSanford is expanding Urology services, creating a more complete Oncology outreach program, improving acess to primary care including Family Medicine, Internal Medicine, OB/GYN, Pediatrics, Psychology, Psychiatry, establishing outreach Dermatology services, establishing Neurology outreach services and establishing a comprehensive pain management clinic. |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 6 -- Sanford Medical Center Thief River Falls Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Mental HealthSanford is establishing adolescent and adult mental health Telehealth services from Sanford Aberdeen Medical Center to Sanford Medical Center in Sioux Falls.Priority 2: Bariatric ServicesSanford is establishing a Sanford Aberdeen-based Bariatric Services accredited program and has added Profile, a retail based weight management program. |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 7 -- Sanford Aberdeen Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical Center |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: ObesitySanford is establishing a youth program (K-4) with District 518, YMCA and local Sanford Worthington Clinic pediatricians and staff. The program includes physical activity for the kids as well as an educational component for parents.Priority 2: Elderly ServicesSanford is reviewing and defining the socio-economic-health status of the elderly in the community and developing an implementation strategy for the needs identified. Partner agencies are invited to participate in this work.Priority 3: New AmericansSanford is increasing provider and staff awareness to the various cultures and nationalities currently in the market area as they affect the delivery of healthcare to these groups of community members and creating periodic education and competencies for all staff on the various cultures within the area. |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 8 -- Sanford Worthington Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: AccessSanford is implementing a plan to create optimal coverage of the Emergency Department utilizing APPs, recruiting additional physicians to meet the needs of the patient base and growth, utilizing the RN Health Coach to manage/reduce repeat visits and establishing a physician assistant in the Sheldon clinic for acute care appointments daily access.Priority 2: RecruitmentSanford has an active recruiting plan to recruit, at a minimum, two additional physicians.Priority 3: Preventive ServicesSanford is continuing to offer the current preventive services and better educate the community on the importance and value of screenings. |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 9 -- Sanford Sheldon Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Mental HealthSanford is implementing Sanford One Care, exploring the expansion of Employee Assistance programs, collaborating with other mental health providers in the community to look at options for expansion of services including utilizing current clinic Health Coaches and a potential expansion of Telehealth psychiatry/psychologist services.Priority 2: Specialty Outreach ServicesSanford is continually determining the viability of additional outreach services and further development of Telehealth services and capabilities to provide outreach services to patients. |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 10 -- Sanford Vermillion Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Urgent Care/Access to ProvidersSanford is extending hours at the clinic two days per week, extending hours at the walk-in clinic two days per week and advertising to educate customers on the appropriate usage of the walk-in clinic.Priority 2: Mental Health/Substance AbuseSanford is fully implementing a mental health program including psychiatrist and behavioral health support and providing for psychiatry through Telehealth. |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 11 -- Sanford Chamberlain Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: After-Hours Access/Walk-in ClinicSanford is implementing an after-hours clinic.Priority 2: Communication PlanSanford is developing a Rock County Collaborative of key healthcare stakeholders, developing draft tools of available resources within the community with the county collaborative, designing/printing resource materials with Sanford Marketing and sharing resource tools with key community stakeholders/access points and at various events throughout community. |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 12 -- Sanford Luverne Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: ObesitySanford is appointing an overall planning committee to execute program goals. The committee consists of therapy, wellness, dietitian, administrative and clinic leadership. The main objectives of this strategy are to increase physical activity in various settings within the community and to achieve improvement in dietary behaviors of the community through the use of multiple resources. Sanford supports the work on community obesity issues through the use of social and behavioral approaches.Priority 2: Oncology ServicesSanford is adding Telehealth services as well as on-site oncology services. Chemotherapy services will be available locally by the end of 2016. |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 13 -- Sanford Canby Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Dental Services for YouthSanford is reaching out to Amos S. Deinard, MD, MPH, Department of Pediatrics, University of Minnesota, who is working with a project for education of providers of varnish application on teeth - Sanford is considering the feasibility of this service. Sanford is also visiting with Public Health on identified needs and determined opportunity for collaboration and visited with the local dentist to gain support of this service as part of Sanford's preventive, well child exams for patients. Additionally, Sanford is training Clinical Services staff so they are able to make referrals and create awareness of services to patients.Priority 2: Engage Youth in Health CareersSanford is addressing this priority through the following tactics: - Partnership with high school career counselors - Offering opportunities for site observation/job shadow to high school students - Collaboration with Sanford programs in Sioux Falls (Sanford Scrubs Club, school visits, education tours, etc.)Priority 3: Sexually Transmitted DiseaseSanford is addressing this priority through the following tactics: - Visit with Public Helath on the identified needs and opportunity for collaboration - Partner with Public Health and schools for education to youth regarding sexually transmitted disease and publishing articles in the local paper to advance education and awareness |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 14 -- Sanford Jackson Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Urgent CareSanford is securing a full medical staff to be able to coordinate expanded hours, provide nursing staff and receptionist staff coordination, announce new Urgent Care hours to the public and provide ancillary staff coordination (lab/x-ray, etc.).Priority 2: Mental HealthSanford is increasing the availability of mental health providers, obtaining a certification of Medical Home, implementing Health Coaches to help with resources and guidance for patients and working with community partners to create new recovery program options for community members. |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 15 -- Sanford Tracy Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Facility Upgrades to Enhance the Quality of CareSanford is addressing this priority through the renovation and construction of the facility.Priority 2: Community Services Resource Directory and Communication PlanSanford is analyzing the available resources for the identified community needs, reviewing the community resources list with Lyon County Collaborative group and designing and printing directories for the public. Sanford creates transparency by sharing the resource tool on the Sanford website and with key community stakeholders. |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 16 -- Sanford Rock Rapids Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Sanford One MindSanford is addressing this priority by participating in Sanford One Mind.Priority 2: Behavioral Health ResourcesSanford is developing a directory of Behavioral Health resources and the education process/communication plan for the public in partnership with public health leadership.Priority 3: Services for the Elderly ResourcesSanford is developing a directory of resources and the education process/communication plan for the public in partnership with public health leadership.Priority 4: Community CollaborationSanford is developing collaboration with community agencies and monitoring the needs of the community. Solutions are discussed and addressed through the community/county collaborative. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 17 -- Sanford Hillsboro Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Behavioral Health ResourcesSanford is developing a directory of resources and the education process/communication plan for the public in partnership with public health leadership.Priority 2: Services for the Elderly ResourcesSanford is developing a directory of resources and an education process/communication plan for the public in partnership with public health.Priority 3: Community CollaborationSanford is developing a collaboration with county agencies and AHEC and monitoring the needs of the community. Solutions are discussed and addressed through the community/county collaborative.Priority 4: Dental Services ResourcesSanford is developing a directory of resources and the education process/communication plan for the public. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 18 -- Sanford Medical Center Mayville Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Assisted Living for the ElderlySanford is studying the feasibility of converting part of Bethesda's Heritage Village Apartments into an assisted living facility.Priority 2: ObesitySanford is leveraging Sanford WebMD Fit Kids program to parents and children through the local school system, working with the medical center dietitian to develop services for obesity prevention/control and working with exercise specialists to develop exercise programs (walking clubs, biking clubs, fitness center programs, etc.) for community members.Priority 3: Medical Provider RecruitmentSanford is recruiting an additional provider. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 19 -- Sanford Webster Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model used was the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the varioius surveys and data sets. The process implemented was based on the McKnight Foundation model - Mapping Community Capacity by John L. McKnight and John P. Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all of the Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be our secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities include listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Worthington Medical Center |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: TransportationSanford is developing a directory of available resources and outsources information and distributing the information to community members and other various groups, increasing the volunteer driver program and working in partnership with law enforcement and social services to provide transportation for mental health patients.Priority 2: Mental Health ServicesSanford is developing a directory of available behavioral health resources and outsources information, utilizing information from Home Health/Medical Home and distributing the directory to the public. Sanford is also providing access to behavioral health outreach with the mobile crisis intervention team and has developed an integrated approach to behavioral health within the function of the Medical Home model.Priority 3: Recruitment of PhysicianSanford is actively recruiting one additional Family Practice physician. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 20 -- Sanford Medical Center Wheaton Part V, Section B, line 16i: | Other methods to publicize the financial assistance policy within the community served include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: ObesitySanford is partnering in the comprehensive weight management program development within the Bagley and Bemidji region using an interdisciplinary team inclusive of medical, nutrition, behavioral health and fitness professionals and surgical services. Sanford will also promote programs and engage community members in the Silver Sneakers program and incentivize Medicare-eligible customers. Sanford has added the Profile weight management program within the Bagley region. Sanford is actively participating with community wellness, fitness and healthy living entities to promote and support fitness and active living by sponsoring walking, screening and educational programs.Priority 2: YouthSanford is engaging community leaders in discussions about needed services for youth. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 21 -- Sanford Bagley Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Cost of Care - Preventing Individuals from Seeking Medical ServicesSanford is addressing this priority through an awareness campaign including newspaper stories about the importance of preventive care and by working with Sanford Patient Financial Services to educate patients on their financial assistance options. Sanford has a charity care and financial assistance program.Priority 2: Obesity in ChildrenSanford is working to address this priority through the following tactics: - Promoting Sanford WebMD FitKids website in local schools - Sponsoring an awareness day/week at the schools that promote exercise along with healthy eating habits - Sanford Canton-Inwood rehab therapist or health coach/athletic trainer giving presentations at schools - Offering classes on healthy eating by Sanford - Sponsoring classes on healthy eating in Canton and Inwood for the parents and/or children to provide awareness - Working on hosting a bike-a-thon for elementary grades where kids would ride their bikes up and down a specific one-mile road and at the end of the event prizes would be given for each age group (ex. new bike) and participation prizes for all participants - Addressing healthy eating habits at our annual health fair - Distributing recipes featuring healthy snacks |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 22 -- Sanford Canton-Inwood Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Westbrook Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: Youth/Athletic Cardiovascular ScreeningsSanford is addressing this priority through education presentations annually to Kiwanis, Sanford Board of Directors, Community Club, Auxiliary Board, Deuel School staff, and students and families. Sanford is also offering heart screenings for students in grades 6-12 annually.Priority 2: ObesitySanford is offering BMI measurement to all students in grades 6-12 at Deuel School and providing group setting education on BMI measurements along with ways to decrease BMI. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 23 -- Sanford Clear Lake Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 3j: | The community health needs assessment was conducted during FY 2013. The main model for Sanford's work is the Association for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.The following qualitative data sets were studied: - Community Health Needs Assessment of Community Leaders - In some communities additional surveys included: Community Health Needs Assessment of Residents (Generalizable)The following quantitative data sets were studied: - 2011 County Health Profiles for Counties - Aging Profiles for Counties - Diversity Profiles for CountiesAsset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. The Community Health Needs Assessment Collaborative performed the asset mapping and reviewed the findings. The group conducted an informal gap analysis to determine what needs remained after resources were thoroughly researched. Once gaps were determined the group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 5: | Sanford convened key health care leaders and other not-for-profit leaders in the Fargo Moorhead community to establish a Fargo Moorhead Community Health Needs Assessment Collaborative. The collaborative members included public health leaders, other community hospital organizations, and not-for-profit groups. A primary goal of this collaborative was to craft standardized tools, indicators and methodology that can be used by all group members when conducting assessments and also be used by all Sanford hospital facilities across the enterprise. After much discussion, it was determined that the Robert Wood Johnson Framework for county profiles would be the secondary data model.A subgroup of this collaborative met with researchers from the North Dakota State University Center for Social Research to develop a survey tool for our key stakeholder groups. The survey tool incorporated the University of North Dakota's Center for Rural Health community health needs assessment tool and the Fletcher Allen community health needs assessment tool. North Dakota State University and the University of North Dakota Center for Rural Health worked together to develop additional questions and to ensure that scientific methodology was incorporated in the design.The representatives of the communities assessed included city mayors, city council/commission members, physicians, nurses, school superintendents and school board members, parish nurses, representatives from the Native American community, Faith Community Leaders, as well as legal services, mentally and physically disabled, social services, non-profit organizations and financial services. The CHNA for all Sanford hospital facilities includes listings of the individuals who served on steering groups and those who provided input. The reports can be found at:http://www.sanfordhealth.org/About/CHNA |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 6a: | Sanford USD Medical Center Sioux FallsSanford Fargo Medical CenterSanford South University Medical CenterSanford Bismarck Medical CenterSanford Bemidji Medical CenterSanford Aberdeen Medical CenterSanford Bagley Medical CenterSanford Canby Medical CenterSanford Canton-Inwood Medical CenterSanford Chamberlain Medical CenterSanford Clear Lake Medical CenterSanford Hillsboro Medical CenterSanford Jackson Medical CenterSanford Luverne Medical CenterSanford Mayville Medical CenterSanford Rock Rapids Medical CenterSanford Sheldon Medical CenterSanford Thief River Falls Medical CenterSanford Tracy Medical CenterSanford Vermillion Medical CenterSanford Webster Medical CenterSanford Wheaton Medical CenterSanford Worthington Medical Center |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 7d: | Sanford invited community partners to attend presentations and discussions of the results. Community stakeholders and community councils were included. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 11: | The following information is a compilation of the identified priority needs for each community and what Sanford is doing to address the needs. Additional information about what Sanford is doing to address other assessed needs of the community can be found for each hospital facility at:http://www.sanfordhealth.org/About/CHNA.In some cases, there are needs that were identified in the most recently conducted CHNA that the hospital facility has chosen not to address directly, but may be addressed by the Sanford enterprise or by working with community leaders.Priority 1: AccessSanford is discussing a partnership with local dentists to offer some free or reduced cost clinics, recruiting a general Family Practice physician, increasing mental health providers availability, obtaining certification of Medical Home and implementing a Health Coach to help with resources and guidance for patients.Priority 2: Oncology ServicesSanford is having discussions with a Worthington oncologist to partner and expand services to Westbrook, increasing utilization of Tele-oncology from Sioux Falls and creating awareness of the services.Priority 3: ObesitySanford is increasing awareness and utilization of Medical Home and the Health Coach to reach obese patients, increasing referrals from providers to Medical Home and the health coaches, working with Sanford Fit Kits and with the community to bring this service more visibility, encouraging providers to distribute Sanford Fit Kits to providers and nursing staff for applicable patients, working with schools on Wellness Center opportunities (reduced rates, etc.), considering increasing dietitian hours and access for community and patients and exploring utilization of the Sanford Profile weight management program for the community. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 13h: | Other factors for calculating amounts charged to patients include balance owed, family size, debt to income ratio, savings and investments, other debt (both medical and non-medical), previous bankruptcies and liens, patient/guarantor involvement in other state and Federal assistance programs, individuals circumstances, current employment status, total monthly expenses and third party analytic score. |
| Group A-Facility 24 -- Sanford Westbrook Medical Center Part V, Section B, line 16i: | Other measures to publicize the policy within the community served by the hospital facility include publishing with local public health agencies, collection agencies and submission to law firms that serve the underprivileged population. The financial assistance program summary, complete policy and the Sanford Financial Assistance Application are all available at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Facility Reporting Group - A Part V, Section B, line 16a website: | See narrative for full url |
| Facility Reporting Group - A Part V, Section B, line 16b website: | See narrative for full url |
| Facility Reporting Group - A Part V, Section B, line 16c website: | See narrative for full url |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 96 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (96 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| Sanford USD Medical Center Dialysis | ||||
| 1305 W 18th Street | Sioux Falls | SD | 57117 | End Stage Renal Dialysis |
| Sanford Dialysis Detroit Lakes | ||||
| 114 East Frazee Street | Detroit Lakes | MN | 56501 | Dialysis |
| Sanford Clinic Sheldon | ||||
| 800 Oak Street | Sheldon | IA | 51201 | Rural Health Clinic |
| Sanford Health Neilson Place | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Skilled Nursing Facility |
| Sylvan Place | ||||
| 212 St Olaf Avenue S | Canby | MN | 56220 | Housing with Services |
| Sanford Dialysis Fargo | ||||
| 2801 S University Drive | Fargo | ND | 58122 | Dialysis |
| Sanford Home Care Fargo | ||||
| 1711 S University Drive | Fargo | ND | 58122 | Home Health Agency |
| Sanford Dialysis Thief River Falls | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Dialysis |
| Sanford Mid-Dakota Dialysis | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | End Stage Renal Dialysis |
| Sanford Care Center Vermillion | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Nursing Facility |
| Sanford Dialysis Red Lake | ||||
| 24760 Hospital Drive Box 249 | Red Lake | MN | 56671 | Dialysis |
| Sanford Tom & Frances Leach Bismarck Dia | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Kidney Dialysis |
| Sanford Dialysis Morris | ||||
| 400 East 1st Street | Morris | MN | 56267 | Dialysis |
| Sanford Senior Care Sheldon | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Hospital Based-Nursing Facilities |
| Sanford Clinic Rock Rapids | ||||
| 803 South Green Street | Rock Rapids | IA | 51246 | Rural Health Clinic |
| Sanford Hillsboro Care Center | ||||
| 12 3rd Street SE | Hillsboro | ND | 58045 | Hospital Based-Nursing Facilities |
| Sanford Clinic Watertown Surgical Center | ||||
| 901 4th Street NW | Watertown | SD | 57201 | Ambulatory Surgery Center |
| Sanford Chamberlain Care Center | ||||
| 300 S Byron Blvd | Chamberlain | SD | 57325 | Nursing Facility |
| Sanford Clinic Canby | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified Rural Health Clinic |
| Sanford Worthington Medical Center | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified End Stage Renal Dialysis |
| Sanford Clinic Tracy | ||||
| 251 Fifth Street East | Tracy | MN | 56175 | Medicare Certified Rural Health Clinic |
| Sanford Clinic Webster | ||||
| 101 Peabody Drive | Webster | SD | 57274 | Rural Health Clinic |
| Sanford Health Dickinson Ambulatory Surg | ||||
| 2615 Fairway Street | Dickinson | ND | 58601 | Ambulatory Surgery Center |
| Sanford Bemidji Home Care | ||||
| 3807 Greenleaf NW Avenue | Bemidji | MN | 56601 | Home Health Agency |
| Sanford Dialysis Bemidji | ||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | Dialysis |
| Sanford Health Dialysis Hospers | ||||
| 112 Sunrise Drive | Hospers | IA | 51239 | End Stage Renal Dialysis |
| Sanford Health Windsong | ||||
| 1010 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Wagner Dialysis | ||||
| 111 Washington Street | Wagner | SD | 57380 | End Stage Renal Dialysis |
| Sanford Clinic Jackson | ||||
| 1430 North Highway | Jackson | MN | 56143 | Medicare Certified Rural Health Clinic |
| Sanford Visiting Nurses Association | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Professional Home Care Agency (licensed in MN and SD) |
| Sanford Clinic Mt Lake | ||||
| 308 8th Street | Mountain Lake | MN | 56159 | Medicare Certified Rural Health Clinic |
| Sanford Bagley Clinic | ||||
| 123 4th Street NW | Bagley | MN | 56621 | Rural Health Clinic |
| Sanford Health Walker Clinic | ||||
| 614 Michigan Avenue | Walker | MN | 56484 | Rural Health Clinic |
| Sanford Health Hillsboro Clinic | ||||
| 315 East Caledonia | Hillsboro | ND | 58045 | Rural Health Clinic |
| Sanford Bemidji Hospice | ||||
| 3525 Pine Ridge Avenue NW | Bemidji | MN | 56601 | Hospice |
| Sanford Home Care Home Health | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Home Health Agency |
| Sanford Hospice | ||||
| 2710 West 12th Street | Sioux Falls | SD | 57104 | Hospice (licensed in MN and SD) |
| Sanford Health Detroit Lakes ASC | ||||
| 1245 Washington Avenue | Detroit Lakes | MN | 56501 | Ambulatory Surgery Center |
| Sanford Health Mahnomen Clinic | ||||
| 414 West Jefferson PO Box 396 | Mahnomen | MN | 56557 | Rural Health Clinic |
| Sanford Clinic Aberdeen Surgical Center | ||||
| 3015 3rd Avenue SE | Aberdeen | SD | 57401 | Ambulatory Surgery Center |
| Sanford Home Health and Hospice | ||||
| 118 North Seventh Avenue PO Box 250 | Sheldon | IA | 51201 | Home Health Agency |
| Sanford Health Pelican Rapids Clinic | ||||
| 211 East Mill Street | Pelican Rapids | MN | 56572 | Rural Health Clinic |
| Sanford Clinic Westbrook | ||||
| 920 Bell Avenue | Westbrook | MN | 56183 | Medicare Certified Rural Health Clinic |
| Sanford Hospice | ||||
| 1151 Ryans Road Suite 100 | Worthington | MN | 56187 | Hospice (licensed in SD) |
| Sanford Health Trillium | ||||
| 930 Anne Street N | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Clinic Windom | ||||
| 591 2nd Avenue N | Windom | MN | 56101 | Medicare Certified Rural Health Clinic |
| Sanford Behavioral Health Center | ||||
| 120 Labree Avenue S | Thief River Falls | MN | 56701 | Behavioral Health Treatment Center |
| Orchard Hills | ||||
| 200 W 10th Street | Dell Rapids | SD | 57022 | Assisted Living Center |
| Sanford Fort Yates Dialysis | ||||
| Box J | Fort Yates | ND | 58538 | Kidney Dialysis |
| Sanford Jamestown Dialysis | ||||
| 300 2nd Avenue NE | Jamestown | ND | 58401 | Kidney Dialysis |
| Sanford Clear Lake Clinic | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Rural Health Clinic |
| Sanford Clinic Ipswich | ||||
| 110 5th Avenue | Ipswich | SD | 57451 | Rural Health Clinic |
| Sanford Clinic Beresford | ||||
| 600 W Cedar Street | Beresford | SD | 57004 | Rural Health Clinic |
| Sanford Clinic Clark | ||||
| 117 W 1st Avenue | Clark | SD | 57225 | Rural Health Clinic |
| Sanford Transplant Center | ||||
| 736 Broadway | Fargo | ND | 58122 | Transplant Center |
| Sanford Madison Dialysis | ||||
| 323 SW 10th Street | Madison | SD | 57042 | End Stage Renal Dialysis |
| Sanford Home Care Hospice | ||||
| 910 18th Street NW | Mandan | ND | 58554 | Hospice |
| Sanford Worthington Home Care | ||||
| 1018 Sixth Avenue | Worthington | MN | 56187 | Medicare Certified Home Health Agency |
| Sanford Luverne Hospice | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Medicare Certified Hospice |
| Shetek Home Care | ||||
| 251 Fifth Street E | Tracy | MN | 56175 | Medicare Certified Home Health Agency |
| Baker Park Inc | ||||
| 803 Dewey Avenue | Bemidji | MN | 56601 | Assisted Living Center |
| Sanford Canby Dialysis Unit | ||||
| 112 St Olaf Avenue | Canby | MN | 56220 | Medicare Certified End Stage Renal Dialysis |
| Sanford Canby Med Center | ||||
| 213 St Olat Avenue N Ste B | Canby | MN | 56220 | Medicare Certified Home Health Agency |
| Sanford Clinic Lakefield | ||||
| 209 Main Street PO Box 546 | Lakefield | MN | 56150 | Medicare Certified Rural Health Clinic |
| Sanford Home Health and Hospice Sheldon | ||||
| 118 North Seventh Avenue | Sheldon | IA | 51201 | Hospice |
| Sanford Transplant Center | ||||
| 300 N 7th Street | Bismarck | ND | 58501 | Transplant Center |
| Sanford Rock Rapids George Clinic | ||||
| 101 N Main | George | IA | 51237 | Rural Health Clinic |
| Sanford Clinic Lennox | ||||
| 108 S Main | Lennox | SD | 57039 | Rural Health Clinic |
| Sanford Health LaMoure Clinic | ||||
| Omega City Plaza | Lamoure | ND | 58458 | Rural Health Clinic |
| Sanford Health Enderlin Clinic | ||||
| 201 4th Avenue Suite 1 | Enderlin | ND | 58027 | Rural Health Clinic |
| O'Brien Court | ||||
| 410 State Street | Tracy | MN | 56175 | Housing with Services |
| Sanford Visiting Nurses Assoc-Luverne | ||||
| 211 East Main Street Suite 101 | Luverne | MN | 56156 | Home Health Care |
| Dakota Gardens Senior Living | ||||
| 126 S Plum Street | Vermillion | SD | 57069 | Residential Living Center |
| Sanford Hiawatha Heights | ||||
| 398 N Hiawatha Drive | Canton | SD | 57013 | Assisted Living Center |
| Sanford Clinic Estelline | ||||
| 305 Hospital Drive | Estelline | SD | 57234 | Rural Health Clinic |
| Sanford Clinic Lake Norden | ||||
| Main Street | Lake Norden | SD | 57248 | Rural Health Clinic |
| Sanford Health Ellendale Clinic | ||||
| PO Box 306 | Ellendale | ND | 58436 | Rural Health Clinic |
| Peterson Estates | ||||
| 1012 9th Street | Westbrook | MN | 16183 | Housing with Services |
| Sanford Health Halstad Clinic | ||||
| 445 1st Street E | Halstad | MN | 56548 | Rural Health Clinic |
| Sanford Hospice | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Hospice |
| Sanford Visiting Nurses Assoc-Vermillion | ||||
| 20 S Plum Street | Vermillion | SD | 57069 | Home Health Care |
| Sanford Health Twin Valley Clinic | ||||
| 212 Main Avenue W | Twin Valley | MN | 56584 | Rural Health Clinic |
| Sanford Health Forman Clinic | ||||
| PO Box 184 | Forman | ND | 58032 | Rural Health Clinic |
| Sanford Hospice | ||||
| 510 E 8th Street | Freeman | SD | 57029 | Hospice |
| Sanford Health Ulen Clinic | ||||
| 108 Viking Avenue W | Ulen | MN | 56585 | Rural Health Clinic |
| Sanford Canby Medical Center | ||||
| 112 St Olaf Avenue S | Canby | MN | 56220 | Class F Home Care Provider |
| Sanford Clear Lake Medical Center | ||||
| 701 3rd Avenue S | Clear Lake | SD | 57226 | Home Health Care |
| Sanford Hospice Centennial Cottage | ||||
| 6301 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| Sanford Hospice Foundation Cottage | ||||
| 6309 W 43rd Street | Sioux Falls | SD | 57106 | Residential Hospice |
| Sanford Bagley Clearbrook Clinic | ||||
| 22 Elm Street | Clearbrook | MN | 56634 | Rural Health Clinic |
| Sanford Hospice | ||||
| 900 2nd Avenue | Madison | MN | 56256 | Hospice (licensed in SD) |
| Sanford Hospice | ||||
| 745 E 8th Street | Winner | SD | 57580 | Hospice |
| Sanford Clinic Balaton | ||||
| Highway 14E | Balaton | MN | 56115 | Medicare Certified Rural Health Clinic |
| Sanford Visiting Nurses Assoc-Chamberlai | ||||
| 110 W Beede Ste 1 | Chamberlain | SD | 57325 | Home Health Care |
| Sanford Tracy Walnut Grove Clinic | ||||
| 830 Eighth Street | Walnut Grove | MN | 56180 | Medicare Certified Rural Health Clinic |
| Sanford Hospice | ||||
| 300 S Byran Blvd | Chamberlain | SD | 57325 | Hospice |
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 3c: | Sanford Health does not deny care to anyone based on the ability to pay. Sanford's Financial Assistance (charity care) policy provides discounted and free services to patients who lack the resources to be fully responsible for the healthcare they receive. The Financial Assistance Policy is designed to ensure the entire community served by Sanford has access to needed healthcare services. Eligibility for discounted or free services under the Financial Assistance Policy is based on income levels and family size. Generally, individuals earning income of up to 375% of the Federal Poverty Income Guidelines are eligible for varying levels of discounts, including full discounts for certain income levels. Applications for coverage under the program may be obtained at any Sanford patient registration area.The primary scope of Sanford's financial assistance matrix considers family income and family size to objectively determine financial need. The family income range varies from 0-225% up to 375% of the Federal Poverty Level (FPL). An applicant over 375% may be eligible for some level of financial assistance based on a review of additional factors such as: the size of the account balance, debt-to-income ratio, current assets, current liabilities, IRS food expense allowances, monthly cash flow, etc.Additionally, it is possible for a family to qualify in one segment (based on income and family size alone) but be moved to a more generous (for the patient) segment based on the other financial variables mentioned above. An applicant may be denied if they have substantial assets and applicants are considered on a case by case basis.Part I, Line 5b: Sanford as a whole did exceed its financial assistance budget for FY15, however, exceeding that budget did not impact the ability to serve any patients and no patients were disallowed services. The organization provided free or discounted services to patients who were eligible for free or discounted care.Part I, Line 6: Sanford Health prepared a Community Benefit Annual Report for FY 2015. This report is posted annually on the Sanford website at:http://www.sanfordhealth.org/About/CommunityBenefit |
| Part I, Line 7: | Cost to Charge Ratios are used to calculate the amounts on Line 7a - 7c (Financial Assistance, Medicaid Shortfall, and Other Means-Tested Government Programs) and also Line 7g (Subsidized Health Services) for each of the subsidiaries included in the return. All other amounts for Lines 7e, 7f, 7h and 7i would come from the books and records of specific segments of the organization and would not be based on a Cost to Charge Ratio, or similar cost accounting methodology. |
| Part I, Line 7g: | Subsidized health services are clinical services provided to both inpatients and outpatients despite a financial loss to Sanford. Each loss has been calculated after removing losses associated with bad debts, financial assistance and Medicaid. Although these services generate overall losses to Sanford, they continue to meet the needs of the communities served. Various services that generate losses are provided by Sanford through physician practices. For FY 2015, subsidized health services provided through these physician practices generated losses of $110,811,200. |
| Part II, Community Building Activities: | Sanford Health is a not-for-profit organization dedicated to the work of health and healing for the public good. Sanford is committed to giving back to the communities in which its employees and patients live and work. Sanford invests resources in order to produce the best outcomes for patient care, education, research, and community enrichment, and partners with others to ensure that the community is a welcoming, healthy environment and one that attracts and sustains a diverse Sanford workforce to deliver the best patient care and much needed medical research. Sanford considers requests for funding and in kind support for new and ongoing programs with all areas supporting the above goals, such as basic human services, education and workforce development by recruiting physicians and other health professionals to medical shortage or underserved areas and collaborating with educational institutions to train and recruit health professionals, advocating community health improvement through efforts to support policies and programs that safeguard or improve public health and help to ensure access to health care services. |
| Part III, Line 2: | Bad debt expense at cost is determined using the same cost to charge ratios that are used to calculate Financial Assistance and Medicaid Shortfall. Discounts and allowances are accounted for separately from Bad Debt Expense. |
| Part III, Line 3: | It is Sanford's policy to make financial assistance available to patients who fit the financial assistance criteria. It is the organization's goal to make certain that Sanford is proactive in identification of the patients who need help with financial concerns. Financial counselors make every effort to ensure that financial assistance eligible patients do not progress to bad debt. For this reason, a dollar amount for bad debt is not included. |
| Part III, Line 4: | The audited financial statements of Sanford do not include a bad debt footnote. Sanford reports bad debt in accordance with generally accepted accounting principles (GAAP). |
| Part III, Line 8: | Per IRS instructions, Sanford has identified the cost associated with providing Medicare services from the Medicare cost report. The Medicare cost report calculations are total expense less expenses deemed "unallowable" per Medicare regulations. The net expense is then used to calculate the cost per day and cost to charge ratios which are multiplied by the Medicare days and ancillary charges to determine the cost of providing Medicare services. If all expenses that Sanford incurred were included on the Medicare cost report; this would show a shortfall of approximately $66,209,809. Sanford believes this shortfall should be considered community benefit because these services would need to be provided by either another charitable organization or the government if it was not provided by Sanford. |
| Part III, Line 9b: | Sanford will provide services at no cost or reduced cost to patients who qualify for the program. Patients with incomes at or below 225% of the United States Department of Health and Human Services poverty guideline will receive a 100% reduction of their payment responsibility. Patients with income between 225% - 375% of the poverty guideline will be given a discount based on a sliding scale and assets are considered in the calculation of the income of the patient, with the exception of the patient's principal residence. Patients above 375% of the FPG will be reviewed for additional factors such as size of medical debt before a final determination. Patients must make their financial need known to appropriate personnel and be engaged in filing appropriate and complete applications. The program is available to those patients without health care benefits from any source as well as to those who have coverage for health care costs through a government program, commercial insurance, or other health benefit plan but continue to have a remaining balance after benefits have been applied to the charges. Sanford will not deny financial assistance based on race, creed, sex, national origin, handicap or age.Every effort is made to identify patients with financial need as early as possible in the revenue cycle.Sanford has zero tolerance for abusive, harassing, oppressive, false, deceptive, or misleading language of collections conduct. This zero tolerance applies to internal Sanford staff and third party collection vendors and attorneys.Neither Sanford nor any of its third party collection vendors will take any extraordinary collection efforts until Sanford and the third party collection vendor have made reasonable efforts to determine if a patient is eligible for financial assistance under the Financial Assistance Policy. |
| Part VI, Line 2: | Sanford conducted a community health needs assessment during FY 2013 in 24 communities throughout the enterprise. A CHNA toolkit was developed to facilitate a standardized approach to surveys, data collection, analysis and reporting. The main model used was the Assocation for Community Health Improvement's (ACHI) Community Health Needs Assessment toolkit.Primary research included a survey that was developed in partnership with Fargo Cass Public Health, Clay County Public Health, North Dakota State University Center for Social Research and the University of North Dakota Center for Rural Health. Additionally, the Department of Health in Sioux Falls conducted a survey and shared the survey tool and results of the survey. Key stakeholders were asked to complete the survey and are listed in the acknowledgement section of each CHNA. The survey tool was available electronically and a paper tool was available for those who did not have access to a computer. In some communities the paper survey was delivered through a focus group setting or through a community council.The County Health Profiles were used for secondary research. State and national data were researched to benchmark each indicator. The County Health Profiles are based largely on the County Health Rankings from the Mobilizing Action Toward Community Health (MATCH), a collaboration between the Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute. Additional secondary data included the aging and diversity profiles from the US Census Bureau and the American Community Survey.Asset mapping was conducted by reviewing the data and identifying the unmet needs from the various surveys and data sets. The process implemented in this work was based on the McKnight Foundation model - Mapping Community Capacity by John L McKnight and John P Kretzmann, Institute for Policy Research at Northwestern University.Each unmet need was researched to determine what resources were available in the community to address the needs. An informal gap analysis was conducted to determine what needs remained after resources were thoroughly researched through asset mapping. Once gaps were determined the CHNA collaborative group proceeded to the prioritization process. The multi-voting methodology was implemented to determine what top priorities would be further developed into implementation strategies. |
| Part VI, Line 3: | Sanford employs a variety of strategies to make certain that the organization is transparent in the communication of financial assistance guidelines. The staff at Sanford makes every effort to identify patients needing financial assistance as early in the revenue cycle as possible. All Sanford entities display signage in registration areas advising patients of their ability to request financial assistance. The signage is made available in English and Spanish. Financial Assistance applications are available in English or Spanish upon request.All healthcare workers who identify patients with financial need are encouraged to provide patients or their designees a financial application. This may include, but not be limited to the following areas: Administration, Admissions, Patient Financial Services, Financial Counselors, Social Services, Physicians, Nursing, Clinic Director, Reception staff and Human Resources.Financial Counselors are trained to work individually with patients to determine the financial need and recommend appropriate assistance in application for charity care, government programs or discounted services.Sanford's Financial Assistance Program is available to anyone who qualifies for assistance. This program ensures that all people receive the care they need, regardless of their financial situation. Sanford makes Financial Assistance information available to community agencies and referral organizations. Financial Assistance information is also available on the Sanford website at:http://www.sanfordhealth.org/PatientsVisitors/PatientInformation/FinancialAssistance |
| Part VI, Line 4: | Sanford Health is an integrated health system headquartered in the Dakotas. It is one of the largest health systems in the nation with 43 hospitals and nearly 250 clinics in nine states and three countries. Sanford Health's 27,000 employees, including 1,400 physicians, make it the largest employer in the Dakotas. Sanford USD Medical Center - Sioux Falls, South DakotaSioux Falls is the largest city in the state of South Dakota. Sioux Falls is the county seat of Minnehaha County, and also extends into Lincoln County to the south. As of the 2010 census, Sioux Falls had a population of 153,888. The metropolitan population of 228,261 accounts for 28% of South Dakota's population. The population of Sioux Falls is 86.8% white, 4.2% black, 2.7% American Indian, 1.8% Asian and 4.4% Hispanic. Sioux Falls is the home of a number of financial companies and is a significant regional health care center. The median household income in Sioux Falls is $51,882.Sanford Medical Center Fargo - Fargo, North DakotaFargo is a diverse, dynamic, family-oriented community on the eastern border of North Dakota. It is the largest city in North Dakota, accounting for nearly 16% of the state population and the county seat of Cass County. Fargo and its twin city of Moorhead, Minnesota and adjacent West Fargo, North Dakota and Dilworth, Minnesota form the core of the metro area, which in 2010 had a population of 209,000. The population of Fargo is 90.2% white, 2.7% black, 1.4% American Indian, 3% Asian and 2.2 Hispanic. The median household income is $44,304. Sanford Bemidji Medical Center - Bemidji, MinnesotaBemidji is located in Beltrami County, Minnesota and is the principal city in North Central Minnesota as the largest commercial center between Grand Forks, North Dakota and Duluth, Minnesota. Bemidji houses many Native American services, including the Indian Health Service. The city is the central hub of the Red Lake Indian Reservation, White Earth Indian Reservation and the Leech Lake Indian Reservation. Based on 2010 US Census data, Bemidji has a population of 13,431. The median age in the city was 27.1 years old. 19.4% of residents were under the age of 18; 26.7% were between the ages of 18 and 24; 21.6% were from 25 to 44; 17.5% were from 45 to 64; and 14.8% were 65 years of age or older. The average household income is $43,394.Sanford Bismarck Medical Center - Bismarck, North DakotaBismarck is a community located in central North Dakota experiencing fast-paced growth as a direct result of oil development throughout the western part of the state. Bismarck is the second largest city in North Dakota with 62,665 residents living within the city limits. The population of Bismarck is 92.4% white, 0.7% black, 4.5% American Indian, 0.6% Asian and 1.3% Hispanic. Bismarck is the state capital and also serves as home to Bismarck State College, the University of Mary and several of the state's top businesses. The median household income in Bismarck is $53,186.Sanford Network HospitalsSanford Health Network Hospitals is a network of rural hospitals located throughout South Dakota, North Dakota, Minnesota, and Iowa.Sanford ClinicsSanford Clinic is a multi-specialty clinic comprised of 1,400 physicians providing services in the US as well as internationally. |
| Part VI, Line 5: | Sanford maintains an open medical staff. Community Boards - The Sanford Board of Trustees was comprised of 15 members at the end of the fiscal year, including 9 volunteer community members, 5 physicians and the CEO. Surplus Funds - Surplus funds are invested back into the community, as well as to resource development and facility development to better serve patients and communities. |
| Part VI, Line 6: | Sanford Health is an integrated health system headquartered in the Dakotas. It is one of the largest health systems in the nation with 43 hospitals and nearly 250 clinics in nine states and three countries. Sanford Health's 27,000 employees, including 1,400 physicians, make it the largest employer in the Dakotas.Sanford Health provides services at every level from critical access hospitals to tertiary and quaternary care. The Sanford footprint includes over 220,000 square miles with a nine state service area and a network of children's primary care clinic locations across the country and world. Sanford Health operates full-time emergency centers and provides emergency care to everyone regardless of their ability to pay. Sanford facilities and clinics provide services to remote and medically underserved areas that would otherwise not have access to even primary care services. Sanford Health financially supports health and wellness, education and community development activities to improve the quality of life and strenghten communities throughout the region. Each facility promotes health and healing that responds to the unique needs of the patients in the community, ensuring access to comprehensive and specialized services. Part VI, Line 7: Community benefit reporting is not required and therefore not filed in North Dakota, South Dakota, Nebraska or Iowa. Filing in Minnesota is voluntary. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (1) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (100 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| 4H Foundation (Outdoor Adventure Center) | |||||||
| 2810 22nd Avenue South | Brookings | SD | 57006 | 466016086 | 501(c)(3) | $12,500 | General support |
| Aberdeen Catholic School System | |||||||
| 1400 N Dakota Street | Aberdeen | SD | 57401 | 460334005 | 501(c)(3) | $28,550 | Roncalli Revitalizing project |
| Aberdeen Development Corporation | |||||||
| 416 Production St N | Aberdeen | SD | 57401 | 466011831 | 501(c)(6) | $7,500 | General support |
| Aberdeen Family YMCA | |||||||
| 5 South State Street | Aberdeen | SD | 57401 | 460255779 | 501(c)(3) | $5,500 | General support |
| Aberdeen Public Schools Foundation | |||||||
| 1224 3rd Street South | Aberdeen | SD | 57401 | 460423109 | 501(c)(3) | $7,900 | General support |
| Active Generations | |||||||
| 2300 W 46th St | Sioux Falls | SD | 57105 | 460305500 | 501(c)(3) | $7,500 | General support |
| American Cancer Society | |||||||
| 4904 S Technopolis Dr | Sioux Falls | SD | 57106 | 410724036 | 501(c)(3) | $20,000 | General support |
| American Diabetes Association | |||||||
| 14216 Dayton Circle Ste 6 | Omaha | NE | 68137 | 131623888 | 501(c)(3) | $12,500 | General support |
| American Heart Association Inc | |||||||
| 7272 Greenville Ave | Dallas | TX | 75231 | 135613797 | 501(c)(3) | $110,271 | General support |
| American Red Cross | |||||||
| 2602 12th St N | Fargo | ND | 58102 | 530196605 | 501(c)(3) | $6,000 | General support |
| Arthritis Foundation - Upper Midwest Region | |||||||
| PO Box 1208 | Fargo | ND | 58107 | 390860526 | 501(c)(3) | $27,500 | General support |
| Augsburg College | |||||||
| 2211 Riverside Avenue | Minneapolis | MN | 55454 | 410694721 | 501(c)(3) | $7,500 | General support |
| Augustana College | |||||||
| 2001 S Summit Ave | Sioux Falls | SD | 57197 | 460224588 | 501(c)(3) | $1,179,250 | AD Leadership fund, Support athletic club |
| Big Brothers Big Sisters of the Sioux Empire | |||||||
| 1108 N West Ave Suite B | Sioux Falls | SD | 57104 | 050593016 | 501(c)(3) | $8,150 | General support |
| Boys and Girls Club of Sioux Empire | |||||||
| 824 E 14th St | Sioux Falls | SD | 57104 | 460399482 | 501(c)(3) | $11,000 | General support |
| Brandon Valley Booster Club | |||||||
| PO Box 572 | Brandon | SD | 57005 | 466002577 | 501(c)(6) | $6,500 | General support |
| Childrens Home Society Foundation | |||||||
| 801 N Sycamore Ave PO Box 1749 | Sioux Falls | SD | 571011749 | 460224542 | 501(c)(3) | $6,000 | General support |
| Children's World Care | |||||||
| 1221 E 6th Street PO Box 235 | Sheldon | IA | 51201 | 421036015 | 501(c)(3) | $6,000 | General support |
| City of Kimball | |||||||
| PO Box 16 | Kimball | SD | 57355 | 466000248 | 115 | $100,000 | Health Clinic project |
| Concordia College Corporation | |||||||
| 901 S 8th St | Moorhead | MN | 56562 | 410693977 | 501(c)(3) | $50,900 | General support |
| Cullen Children's Foundation | |||||||
| PO Box 594 | West Fargo | ND | 58078 | 770636521 | 501(c)(3) | $20,000 | General support |
| Cystic Fibrosis Foundation | |||||||
| 8011 34th Ave S Ste 116 | Bloomington | MN | 55425 | 131930701 | 501(c)(3) | $26,000 | General support |
| Dakota Alliance Soccer Club | |||||||
| 401 W 39th Street | Sioux Falls | SD | 57105 | 460359817 | 501(c)(3) | $60,000 | General support |
| Dakota Hospital Foundation | |||||||
| 20 S Plum Street | Vermillion | SD | 57069 | 460226067 | 501(c)(3) | $100,000 | Hospital facility improvements |
| Dakota Schoolers | |||||||
| 1809 W Oak Street | Sioux Falls | SD | 57105 | 203452350 | 501(c)(3) | $37,500 | Scholarships |
| Destiny Healthcare International Inc | |||||||
| 2701 S Minnesota Ave Suite 3 | Sioux Falls | SD | 57105 | 510529480 | 501(c)(3) | $10,000 | General support |
| Detroit Lakes Community & Cultural Center | |||||||
| 826 Summit Ave | Detroit Lakes | MN | 56501 | 411970351 | 501(c)(3) | $10,500 | General support |
| Downtown Community Partnership | |||||||
| 210 Broadway N Suite 202 | Fargo | ND | 58102 | 464472309 | 501(c)(6) | $30,000 | General support |
| Face It Together Inc | |||||||
| 231 S Phillips Avenue 201 | Sioux Falls | SD | 57104 | 272501220 | 501(c)(3) | $555,000 | Addiction recovery coaching, Community addiction services |
| Family Visitation Center | |||||||
| 311 E 14th St | Sioux Falls | SD | 57104 | 263654937 | 501(c)(3) | $12,500 | General support |
| Fellowship of Christian Athletes | |||||||
| 1101 W 22nd St | Sioux Falls | SD | 57105 | 440610626 | 501(c)(3) | $10,000 | General support |
| First Tee of SD | |||||||
| 2604 West Russell St | Sioux Falls | SD | 57104 | 460449824 | 501(c)(3) | $11,500 | General support |
| Forward Sioux Falls | |||||||
| PO Box 907 | Sioux Falls | SD | 571010907 | 460396647 | 501(c)(6) | $300,000 | General support |
| Global Health Corps Inc | |||||||
| One Penn Plaza Suite 6271 | New York | NY | 10119 | 800512336 | 501(c)(3) | $1,000,000 | Global health fellowships |
| Great Plains Zoo | |||||||
| 805 S Kiwanis Ave | Sioux Falls | SD | 571043798 | 466015015 | 501(c)(3) | $66,667 | General support |
| Greater Fargo Moorhead Economic Development Corporation | |||||||
| 51 Broadway Suite 500 | Fargo | ND | 58102 | 456011769 | 501(c)(3) | $40,000 | General support |
| Habitat for Humanity Greater Sioux Falls | |||||||
| 721 E Amidon St | Sioux Falls | SD | 571041015 | 460407140 | 501(c)(3) | $10,000 | General support |
| Ice Sports Association | |||||||
| 108 S Dakota Ave | Sioux Falls | SD | 57104 | 271234271 | 501(c)(3) | $150,000 | General support |
| Junior Achievement of South Dakota | |||||||
| 1000 N West Ave 110 | Sioux Falls | SD | 57104 | 460306352 | 501(c)(3) | $22,675 | General support |
| Juvenile Diabetes Research Foundation (JDRF) South Dakota | |||||||
| 1301 W 18th Street | Sioux Falls | SD | 57117 | 231907729 | 501(c)(3) | $25,000 | General support |
| Leadership South Dakota | |||||||
| PO Box 675 | Platte | SD | 57369 | 460398115 | 501(c)(3) | $11,500 | General support |
| Legends of Gold Inc | |||||||
| Box 287 | Beresford | SD | 57004 | 273794971 | 501(c)(3) | $10,000 | General support |
| Lifescape (SD Achieve & Children's Care Foundation) | |||||||
| 2501 W 26th St | Sioux Falls | SD | 571052498 | 460233030 | 501(c)(3) | $16,000 | General support |
| Lincoln High School | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $15,250 | General support |
| Luverne Hockey Club | |||||||
| 905 N Kniss Ave | Luverne | MN | 56156 | 411685848 | 501(c)(3) | $10,000 | General support |
| Make-A-Wish Foundation of North Dakota | |||||||
| 1102 43rd St SW Suite E | Fargo | ND | 58103 | 450393770 | 501(c)(3) | $6,000 | General support |
| Make-A-Wish Foundation of South Dakota | |||||||
| 1400 West 17th Street | Sioux Falls | SD | 57104 | 460375953 | 501(c)(3) | $15,000 | General support |
| Matson Halverson Christiansen Hamilton Foundation | |||||||
| 201 South Main Street | Kimball | SD | 57355 | 460461691 | 501(c)(3) | $15,000 | General support |
| Mayville State University Foundation | |||||||
| 330 3rd St NE | Mayville | ND | 58257 | 456013477 | 501(c)(3) | $7,500 | General support |
| McCrossan Boys Ranch | |||||||
| 47135 260th Street | Sioux Falls | SD | 57107 | 460311913 | 501(c)(3) | $7,500 | General support |
| Mike Miller Foundation | |||||||
| 2107 Quiett Lane | Mitchell | SD | 57301 | 300015773 | 501(c)(3) | $12,500 | General support |
| Minnesota State University Moorhead Alumni Foundation | |||||||
| 1104 7th Avenue S | Moorhead | MN | 56563 | 237106061 | 501(c)(3) | $202,168 | Scholarships |
| National Kidney Foundation | |||||||
| 1970 Oakcrest Ave Suite 208 | St Paul | MN | 55113 | 131673104 | 501(c)(3) | $18,000 | General support |
| National Multiple Sclerosis Society Upper Midwest Chapter | |||||||
| 200 12th Ave S | Minneapolis | MN | 55415 | 410790658 | 501(c)(3) | $25,000 | General support |
| National Parkinson Foundation Inc South Dakota | |||||||
| 1000 N West Ave Suite 220 | Sioux Falls | SD | 57104 | 911803180 | 501(c)(3) | $6,500 | General support |
| NDSCS Foundation | |||||||
| 800 6th Street North | Wahpeton | ND | 58067 | 450407617 | 501(c)(3) | $10,000 | Scholarships |
| Northern State University Foundation | |||||||
| 620 15th Ave SE | Aberdeen | SD | 57401 | 237002314 | 501(c)(3) | $13,500 | General support |
| Northern Sun Intercollegiate Conference | |||||||
| 2999 County Road 42 West Suite 136 | Burnsville | MN | 55306 | 411783486 | 501(c)(3) | $160,000 | Scholarships |
| Northland Community and Technical College Foundation | |||||||
| 1101 Highway One East | Thief River Falls | MN | 56701 | 411287038 | 501(c)(3) | $25,000 | General support |
| Philanthropy Promotions Inc | |||||||
| 2601 W 60th Street North | Sioux Falls | SD | 57107 | 870695596 | 501(c)(3) | $7,500 | General support |
| Ronald McDonald House | |||||||
| 825 S Lake Ave | Sioux Falls | SD | 571044635 | 460371152 | 501(c)(3) | $41,000 | General support |
| Roosevelt High School | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $16,750 | General support |
| Samaritan's Feet International | |||||||
| PO Box 78992 | Charlotte | NC | 282717045 | 141880905 | 501(c)(3) | $1,000,000 | Champions of Hope |
| Sanford Health Foundation Hillsboro | |||||||
| PO Box 609 | Hillsboro | ND | 58045 | 363542187 | 501(c)(3) | $50,000 | General support |
| Sanford Health Foundation North | |||||||
| PO Box 2010 | Fargo | ND | 58122 | 450398104 | 501(c)(3) | $99,005 | NICU, General support |
| SD Law Enforcement Charities | |||||||
| 5214 Sweetbriar Court | Sioux Falls | SD | 57108 | 460440378 | 501(c)(3) | $10,000 | General support |
| SD Parks and Wildlife Foundation | |||||||
| 523 E Capitol Ave | Pierre | SD | 57501 | 460387968 | 501(c)(3) | $10,000 | General support |
| SDSU Foundation | |||||||
| 815 Medary Ave PO Box 525 | Brookings | SD | 57007 | 460273801 | 501(c)(3) | $502,340 | Sanford/SDSU SEED grants, Sports Medicine, General support |
| SF Cyclones | |||||||
| 7605 Loganberry St | Sioux Falls | SD | 57106 | 274705069 | 501(c)(3) | $22,000 | General support |
| SF Diversity Council | |||||||
| 1000 N West Ave Suite 400 | Sioux Falls | SD | 57104 | 273111451 | 501(c)(3) | $6,000 | Youth initiative |
| SF Firefighers Benevolent Foundation | |||||||
| PO Box 340 | Sioux Falls | SD | 57101 | 680589701 | 501(c)(3) | $10,000 | General support |
| Shiloh Christian School | |||||||
| 1915 Shiloh Dr | Bismarck | ND | 58503 | 450348120 | 501(c)(3) | $72,000 | General support |
| Sioux Empire United Way | |||||||
| 1000 North West Ave 120 | Sioux Falls | SD | 571041314 | 460233701 | 501(c)(3) | $130,530 | General support |
| Sioux Falls Catholic Schools | |||||||
| 3100 W 41st St | Sioux Falls | SD | 57105 | 460413591 | 501(c)(3) | $253,900 | Teacher endowment, General support |
| Sioux Falls Christian | |||||||
| 6120 Charger Circle | Sioux Falls | SD | 571091110 | 460340024 | 501(c)(3) | $7,500 | General support |
| Sioux Falls Schools | |||||||
| 201 E 38th Street | Sioux Falls | SD | 57105 | 466002586 | 501(c)(3) | $80,680 | General support, Scoreboard |
| Sioux Falls Sports Authority Summit League | |||||||
| 200 N Phillips Ave Ste 304 | Sioux Falls | SD | 57104 | 205850491 | 501(c)(3) | $66,775 | General support |
| South Dakota Parent Connection | |||||||
| 3701 West 49th St No 102 | Sioux Falls | SD | 57106 | 460385808 | 501(c)(3) | $8,000 | General support |
| South Dakota Voices for Children | |||||||
| PO Box 2196 | Sioux Falls | SD | 57101 | 460425502 | 501(c)(3) | $15,000 | General support |
| Special Olympics North Dakota | |||||||
| 2616 S 26th St | Grand Forks | ND | 58201 | 450355704 | 501(c)(3) | $7,500 | General support |
| Special Olympics South Dakota | |||||||
| 305 W 39th St | Sioux Falls | SD | 57105 | 460359776 | 501(c)(3) | $10,000 | General support |
| Stem for Life Foundation | |||||||
| 420 Lexington Avenue No 350 | New York | NY | 10170 | 261150435 | 501(c)(3) | $1,000,000 | Medical research |
| Susan G Komen for the Cure | |||||||
| 101 N Main Ave | Sioux Falls | SD | 57104 | 331114233 | 501(c)(3) | $41,331 | General support |
| Tea Area School District Association | |||||||
| PO Box 488 | Tea | SD | 57064 | 500005151 | 501(c)(3) | $25,264 | General support |
| Teen Challenge of the Dakotas | |||||||
| 600 W 16th Ave S | Brookings | SD | 57006 | 460319355 | 501(c)(3) | $6,000 | General support |
| The Arts Partnership of the Red River Valley | |||||||
| 1104 2nd Avenue South Suite 315 | Fargo | ND | 58103 | 237108936 | 501(c)(3) | $20,000 | General support |
| The Duke of Edinburgh's International Award USA | |||||||
| 245 Park Ave FL24 | New York | NY | 10167 | 204909474 | 501(c)(3) | $25,735 | General support |
| United Way of Cass-Clay | |||||||
| PO Box 1609 | Fargo | ND | 58107 | 410810008 | 501(c)(3) | $82,700 | General support |
| United Way of Northeastern SD Inc | |||||||
| PO Box 1065 | Aberdeen | SD | 57401 | 237086355 | 501(c)(3) | $10,450 | General support |
| University of South Dakota Foundation | |||||||
| 1110 N Dakota Street PO Box 5555 | Vermillion | SD | 570695555 | 466018891 | 501(c)(3) | $2,050,000 | Research, Sports complex, Clinical skills & simulation center |
| University of Wisconsin Foundation | |||||||
| 600 Highland Ave | Madison | WI | 53792 | 390743975 | 501(c)(3) | $85,500 | Carbone Cancer Center |
| USD School of Medicine | |||||||
| 1400 W 22nd Street | Sioux Falls | SD | 571051581 | 460418678 | 501(c)(3) | $69,504 | Medical education |
| Valley City State University Foundation | |||||||
| 101 College St | Valley City | ND | 58072 | 237178785 | 501(c)(3) | $17,800 | General support |
| Volunteers of America | |||||||
| 1309 West 51st St PO Box 89306 | Sioux Falls | SD | 571099306 | 237353508 | 501(c)(3) | $20,500 | General support |
| Washington Pavilion | |||||||
| 301 S Main Ave PO Box 984 | Sioux Falls | SD | 571010984 | 460435791 | 501(c)(3) | $60,500 | General support |
| Webster WAVE | |||||||
| City of Webster 513 Main St | Webster | SD | 57274 | 201307620 | 501(c)(3) | $30,000 | General support |
| Worthington Public Schools | |||||||
| 1117 Marine Ave | Worthington | MN | 56187 | 416008522 | 115 | $10,000 | General support |
| YMCA of Cass and Clay Counties | |||||||
| 400 1st Avenue S | Fargo | ND | 58103 | 450232096 | 501(c)(3) | $7,500 | General support |
| YMCA Sioux Falls | |||||||
| 230 S Minnesota Ave | Sioux Falls | SD | 57104 | 460225021 | 501(c)(3) | $27,400 | Local support |
| YWCA Sioux Falls (EmBe) | |||||||
| 300 W 11th Street | Sioux Falls | SD | 571046306 | 460234998 | 501(c)(3) | $6,120 | Local support |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 96 | Total501c3OrgCnt |
| Total Other Org | 4 | TotalOtherOrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Part I, Line 2: | FormAndLineReferenceDesc |
| Explanation | All grants given are donations to individual organizations. The funds are to be used for the general support of the organization receiving the funds. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| First Class Or Charter Travel | Yes (X) | FirstClassOrCharterTravelInd |
| Travel For Companions | Yes (X) | TravelForCompanionsInd |
| Idemnification Gross Up Pmts | Yes (X) | IdemnificationGrossUpPmtsInd |
| Club Dues Or Fees | Yes (X) | ClubDuesOrFeesInd |
| Written Policy Ref T And E Expnss | Yes (1) | WrittenPolicyRefTAndEExpnssInd |
| Substantiation Required | Yes (1) | SubstantiationRequiredInd |
| Compensation Committee | Yes (X) | CompensationCommitteeInd |
| Independent Consultant | Yes (X) | IndependentConsultantInd |
| Written Employment Contract | Yes (X) | WrittenEmploymentContractInd |
| Compensation Survey | Yes (X) | CompensationSurveyInd |
| Board Or Committee Approval | Yes (X) | BoardOrCommitteeApprovalInd |
| Severance Payment | Yes (1) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (1) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | Yes (1) | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (1) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (57 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Christopher Meeker MD | ||||||||||||||
| Trustee/Sanford Physician (thru Dec | $409,994 | $0 | $0 | $0 | $0 | $0 | $10,400 | $0 | $19,930 | $0 | $440,324 | $0 | $0 | $0 |
| Maria Bell MD | ||||||||||||||
| Trustee/Sanford Physician | $685,129 | $0 | $0 | $0 | $56,150 | $0 | $13,000 | $0 | $23,536 | $0 | $777,815 | $0 | $0 | $0 |
| Mark Lundeen MD | ||||||||||||||
| Trustee/Sanford Physician | $600,031 | $0 | $344,768 | $0 | $115,242 | $0 | $13,000 | $0 | $12,249 | $0 | $1,085,290 | $0 | $0 | $0 |
| Mark Paulson MD | ||||||||||||||
| Trustee/Sanford Physician | $221,472 | $0 | $15,000 | $0 | $0 | $0 | $11,978 | $0 | $18,238 | $0 | $266,688 | $0 | $0 | $0 |
| Michael LeBeau MD | ||||||||||||||
| Trustee/Sanford Physician | $1,159,924 | $0 | $0 | $0 | $0 | $0 | $10,400 | $0 | $17,011 | $0 | $1,187,335 | $0 | $0 | $0 |
| Richard Hardie MD | ||||||||||||||
| Trustee/Sanford Physician | $724,403 | $0 | $0 | $0 | $6,318 | $0 | $13,000 | $0 | $20,295 | $0 | $764,016 | $0 | $0 | $0 |
| Kelby K Krabbenhoft | ||||||||||||||
| Sanford President & CEO | $1,182,854 | $0 | $363,300 | $0 | $203,281 | $0 | $0 | $0 | $23,433 | $0 | $1,772,868 | $0 | $0 | $0 |
| Kelby K Krabbenhoft Deferred Comp | ||||||||||||||
| Sanford President & CEO | $0 | $0 | $0 | $0 | $0 | $0 | $727,751 | $0 | $0 | $0 | $727,751 | $0 | $0 | $0 |
| JoAnn L Kunkel | ||||||||||||||
| Chief Financial Officer | $460,778 | $0 | $130,200 | $0 | $62,042 | $0 | $13,000 | $0 | $20,933 | $0 | $686,953 | $0 | $0 | $0 |
| Nate White | ||||||||||||||
| Chief Operating Officer | $588,470 | $0 | $172,000 | $0 | $71,417 | $0 | $13,000 | $0 | $28,063 | $0 | $872,950 | $0 | $0 | $0 |
| Richard G Adcock | ||||||||||||||
| Executive VP | $211,536 | $152,653 | $0 | $0 | $11,566 | $15,392 | $2,821 | $10,179 | $9,764 | $13,669 | $235,687 | $191,893 | $0 | $0 |
| Kim Patrick | ||||||||||||||
| Chief Legal Officer | $387,211 | $0 | $110,478 | $0 | $70,861 | $0 | $72,790 | $0 | $22,506 | $0 | $663,846 | $0 | $0 | $0 |
| Bill Marlette | ||||||||||||||
| Treasurer | $463,958 | $0 | $135,942 | $0 | $109,388 | $0 | $0 | $0 | $1,674 | $0 | $710,962 | $0 | $0 | $0 |
| Bill Marlette Deferred Comp | ||||||||||||||
| Treasurer | $0 | $0 | $0 | $0 | $0 | $0 | $184,967 | $0 | $0 | $0 | $184,967 | $0 | $0 | $0 |
| David Link | ||||||||||||||
| Executive VP | $567,645 | $0 | $167,382 | $0 | $124,472 | $0 | $0 | $0 | $23,326 | $0 | $882,825 | $0 | $0 | $0 |
| David Link Deferred Comp | ||||||||||||||
| Executive VP | $0 | $0 | $0 | $0 | $0 | $0 | $157,987 | $0 | $0 | $0 | $157,987 | $0 | $0 | $0 |
| Al Hurley | ||||||||||||||
| COO - Bismarck Clinic | $301,198 | $0 | $2,800 | $0 | $0 | $0 | $10,400 | $0 | $11,013 | $0 | $325,411 | $0 | $0 | $0 |
| Allison Suttle MD | ||||||||||||||
| Chief Medical Officer - HSD | $359,610 | $0 | $300 | $0 | $32,912 | $0 | $13,000 | $0 | $23,640 | $0 | $429,462 | $0 | $0 | $0 |
| Bradley J Schipper | ||||||||||||||
| COO - SMC & Sanford Clinic Sioux Fal | $348,995 | $0 | $2,800 | $0 | $34,977 | $0 | $13,000 | $0 | $23,364 | $0 | $423,136 | $0 | $0 | $0 |
| Brenda Larsen | ||||||||||||||
| COO - Bismarck Medical Center | $295,947 | $0 | $300 | $0 | $0 | $0 | $11,100 | $0 | $21,280 | $0 | $328,627 | $0 | $0 | $0 |
| Bruce D Viessman | ||||||||||||||
| CFO - Sanford Health Network | $249,400 | $0 | $300 | $0 | $24,324 | $0 | $12,485 | $0 | $21,852 | $0 | $308,361 | $0 | $0 | $0 |
| Craig Boyer | ||||||||||||||
| CFO - Bemidji | $218,654 | $0 | $34,924 | $0 | $22,888 | $0 | $72,611 | $0 | $18,019 | $0 | $367,096 | $0 | $0 | $0 |
| Craig Lambrecht | ||||||||||||||
| President - Bismarck | $708,195 | $0 | $102,813 | $0 | $5,184 | $0 | $10,400 | $0 | $19,511 | $0 | $846,103 | $0 | $0 | $0 |
| Daniel Olson | ||||||||||||||
| President - Bemidji | $311,538 | $0 | $75,000 | $0 | $42,739 | $0 | $13,000 | $0 | $17,808 | $0 | $460,085 | $0 | $0 | $0 |
| Daniel W Blue | ||||||||||||||
| President - Sanford Clinic | $531,718 | $0 | $125,935 | $0 | $104,724 | $0 | $102,818 | $0 | $23,536 | $0 | $888,731 | $0 | $0 | $0 |
| Douglas Okland | ||||||||||||||
| CFO - Fargo & Bismarck Clinic | $224,544 | $0 | $17,800 | $0 | $26,798 | $0 | $12,117 | $0 | $3,867 | $0 | $285,126 | $0 | $0 | $0 |
| Ellen Cooke | ||||||||||||||
| COO - Sanford Clinic North | $279,619 | $0 | $2,800 | $0 | $36,307 | $0 | $13,000 | $0 | $9,293 | $0 | $341,019 | $0 | $0 | $0 |
| Eric Hilmoe | ||||||||||||||
| COO - Sanford Health Network | $170,094 | $0 | $300 | $0 | $26,662 | $0 | $8,520 | $0 | $726 | $0 | $206,302 | $0 | $0 | $0 |
| Jeff D Sandene | ||||||||||||||
| Chief Integration Officer - D&R | $369,822 | $0 | $88,615 | $0 | $39,499 | $0 | $13,000 | $0 | $19,218 | $0 | $530,154 | $0 | $0 | $0 |
| Jesse Tischer | ||||||||||||||
| President - Sanford Health Network | $244,916 | $0 | $10,300 | $0 | $23,033 | $0 | $12,761 | $0 | $17,016 | $0 | $308,026 | $0 | $0 | $0 |
| Joy Johnson | ||||||||||||||
| COO - Bemidji | $280,075 | $0 | $43,750 | $0 | $36,654 | $0 | $13,000 | $0 | $4,273 | $0 | $377,752 | $0 | $0 | $0 |
| Karen Tobin | ||||||||||||||
| COO - SMC Fargo | $286,651 | $0 | $2,800 | $0 | $36,058 | $0 | $13,000 | $0 | $8,017 | $0 | $346,526 | $0 | $0 | $0 |
| Kirk Cristy | ||||||||||||||
| CFO - Bismarck | $254,389 | $0 | $0 | $0 | $0 | $0 | $4,625 | $0 | $16,592 | $0 | $275,606 | $0 | $0 | $0 |
| Matthew Hocks | ||||||||||||||
| Executive VP - Sanford Clinic | $234,610 | $0 | $2,800 | $0 | $17,297 | $0 | $11,870 | $0 | $22,795 | $0 | $289,372 | $0 | $0 | $0 |
| Michael E Farritor | ||||||||||||||
| COO - Sanford Clinic | $383,520 | $0 | $300 | $0 | $48,952 | $0 | $13,000 | $0 | $23,643 | $0 | $469,415 | $0 | $0 | $0 |
| Michelle A Bruhn | ||||||||||||||
| CFO - HSD | $293,037 | $0 | $72,815 | $0 | $36,258 | $0 | $13,000 | $0 | $854 | $0 | $415,964 | $0 | $0 | $0 |
| Michelle M Micka | ||||||||||||||
| CFO - D&R | $218,075 | $0 | $55,000 | $0 | $17,972 | $0 | $13,000 | $0 | $23,644 | $0 | $327,691 | $0 | $0 | $0 |
| Paul Hanson | ||||||||||||||
| President - SMC Sioux Falls | $477,318 | $0 | $117,625 | $0 | $184,133 | $0 | $13,000 | $0 | $21,433 | $0 | $813,509 | $0 | $113,322 | $0 |
| Paul Richard | ||||||||||||||
| President - SMC Fargo | $430,566 | $0 | $102,735 | $0 | $68,816 | $0 | $13,000 | $0 | $19,862 | $0 | $634,979 | $0 | $0 | $0 |
| Randy Bury | ||||||||||||||
| Chief Admin Officer - HSD | $422,314 | $0 | $96,000 | $0 | $46,772 | $0 | $0 | $0 | $8,958 | $0 | $574,044 | $0 | $0 | $0 |
| Randy Bury Deferred Comp | ||||||||||||||
| Chief Admin Officer - HSD | $0 | $0 | $0 | $0 | $0 | $0 | $16,599 | $0 | $0 | $0 | $16,599 | $0 | $0 | $0 |
| Richard Giesel | ||||||||||||||
| President - SHN (thru April 15) | $371,934 | $0 | $89,300 | $0 | $60,843 | $0 | $13,000 | $0 | $12,973 | $0 | $548,050 | $0 | $0 | $0 |
| Richard Marsden MD | ||||||||||||||
| COO - Sanford Clinic North | $517,504 | $0 | $50,300 | $0 | $80,481 | $0 | $13,000 | $0 | $12,054 | $0 | $673,339 | $0 | $0 | $0 |
| Steve W Goetsch | ||||||||||||||
| CFO - SMC & Sanford Clinic Sioux Fal | $254,915 | $0 | $2,800 | $0 | $21,459 | $0 | $12,886 | $0 | $24,918 | $0 | $316,978 | $0 | $0 | $0 |
| Tiffany Lawrence | ||||||||||||||
| CFO - SMC Fargo | $259,582 | $0 | $2,800 | $0 | $23,227 | $0 | $13,000 | $0 | $22,018 | $0 | $320,627 | $0 | $0 | $0 |
| William C Brunner | ||||||||||||||
| Physician | $2,213,956 | $0 | $0 | $0 | $0 | $0 | $13,000 | $0 | $21,143 | $0 | $2,248,099 | $0 | $0 | $0 |
| Scott Pham | ||||||||||||||
| Physician | $3,384,756 | $0 | $0 | $0 | $0 | $0 | $13,000 | $0 | $23,143 | $0 | $3,420,899 | $0 | $0 | $0 |
| Adam T Stys | ||||||||||||||
| Physician | $2,270,231 | $0 | $0 | $0 | $3,216 | $0 | $13,000 | $0 | $21,143 | $0 | $2,307,590 | $0 | $0 | $0 |
| Tomasz P Stys | ||||||||||||||
| Physician | $2,460,284 | $0 | $0 | $0 | $1,686 | $0 | $13,000 | $0 | $21,143 | $0 | $2,496,113 | $0 | $0 | $0 |
| Corey L Teigen | ||||||||||||||
| Physician | $2,074,339 | $0 | $0 | $0 | $0 | $0 | $13,000 | $0 | $19,419 | $0 | $2,106,758 | $0 | $0 | $0 |
| Rebecca Nelson | ||||||||||||||
| Former Senior VP & COO - HSD | $0 | $0 | $0 | $0 | $450,000 | $0 | $0 | $0 | $0 | $0 | $450,000 | $0 | $450,000 | $0 |
| Edmond L Weiland | ||||||||||||||
| Former President - SHN | $16,812 | $0 | $0 | $0 | $445,559 | $0 | $0 | $0 | $0 | $0 | $462,371 | $0 | $0 | $0 |
| Dennis Millirons | ||||||||||||||
| Former President SMC Fargo | $257,917 | $0 | $0 | $0 | $1,086,549 | $0 | $12,896 | $0 | $10,556 | $0 | $1,367,918 | $0 | $0 | $0 |
| Cecily Tucker | ||||||||||||||
| Former CFO - D&R | $0 | $234,650 | $0 | $5,300 | $0 | $27,221 | $0 | $11,997 | $0 | $1,697 | $0 | $280,865 | $0 | $0 |
| Merrilee Schultz | ||||||||||||||
| Former CFO SMC | $171,383 | $0 | $2,300 | $0 | $21,899 | $0 | $7,816 | $0 | $5,393 | $0 | $208,791 | $0 | $0 | $0 |
| Bryan J Nermoe | ||||||||||||||
| Former COO - Sanford Clinic | $274,454 | $0 | $2,800 | $0 | $34,755 | $0 | $13,000 | $0 | $20,425 | $0 | $345,434 | $0 | $0 | $0 |
| Michael Schumacher | ||||||||||||||
| Former CFO - Bismarck | $0 | $0 | $0 | $0 | $152,352 | $0 | $0 | $0 | $0 | $0 | $152,352 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part I, Line 1a | On Part I, Questions Regarding Compensation, Sanford checked several of the items as provided to listed persons: First Class or Charter Travel - Charter travel for business purposes is provided for individuals as needed and as cost appropriate, in accordance with written policies. These costs are not included in the W-2's of the individuals as they are incurred for business purposes of Sanford. Travel for Companions - Limited travel for companions is required for certain annual meetings. These costs are not included in the W-2's of the individuals as they are incurred for business purposes of Sanford. Tax Indemnification and gross-up payments - Certain compensation may be grossed up to include appropriate tax amounts. Health or social club dues or initiation fees - All Sanford employees are eligible for discounted wellness memberships, a portion of these discounts and other club dues are included as fringe benefits, and taxed as such. Part I, Line 3: The Executive Compensation Committee of the Sanford Board of Trustees directly engages a nationally recognized independent compensation consulting firm annually to review the total compensation arrangements of the officers and executives of the organization, including the CEO, and to report the findings to them for deliberation and action. The deliberations and actions are recorded in the minutes of the Sanford Board of Trustees. The most recent study was completed in 2015. |
| Part I, Lines 4a-b | Part I, Line 4a: The following individuals participated in a severance arrangement and received payments during the year: Dennis Millirons $1,045,018 Edmond Weiland $445,559 Michael Schumacher $152,352 Part I, Line 4b: Certain executives participate in a defined contribution SERP Plan. There were no individuals who received payments during the year. Certain executives participate in a defined benefit SERP Plan. The following individuals received payments during the year: Rebecca Nelson $450,000 Paul Hanson $113,322 |
| Part I, Line 6 | Sanford physicians are compensated based on the professional services they perform within the clinic in which they provide care. Generally, the model is based on production. |
| Part I, Line 7 | Certain employees are eligible for a discretionary incentive bonus, based on financial targets and other goals. |
| Form 990, Schedule J, Supplemental: | Compensation reported on Schedule J includes: (B)(i) Base compensation - salaries are based on the experience and performance of each executive and bench-marked using independent compensation survey information. (B)(ii) Bonus & incentive compensation - as part of executive compensation, individuals may be eligible for incentive performance compensation, however if the organization does not meet its financial targets, incentive payments are not paid, regardless of performance. (B)(iii) Other Reportable Compensation - generally includes taxable executive benefits. (C) Deferred Compensation - includes employer contributions to pension plans and the increase (or decrease) in the actuarial value (actuarial value factors include age, tenure and salary) of the defined benefit plans. (D) Nontaxable Benefits - generally includes health insurance premiums. A memo regarding executive compensation, written by the Chairman of the Sanford Board of Trustees, is on file and available upon request. Compensation paid to trustees is for full-time professional responsibilities as physicians, administrators or employees of the organization. The total compensation paid to Kelby Krabbenhoft of $1,749,435 is comprised of Base salary of $1,182,854, Incentive Compensation of $363,300 and Other Taxable Earnings of $203,281. In addition, an amount of $727,751 has been reported for the estimated amount of ratable increase in value of the defined benefit pension plan, defined benefit SERP and a Gift Agreement Management Continuity Retention plan. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 83755VHY3 | 2004-09-14 | $70,073,989 | New construction of healthcare facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 83755VME1 | 2007-04-19 | $75,002,140 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| C | 460315509 | 83755VNZ3 | 2009-09-29 | $71,015,042 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| City of Fargo | ||||||||
| D | 456002069 | 307479CK9 | 2011-02-09 | $134,069,821 | Refunding bonds issued 12/5/1996, 11/8/2000, and 6/18/2002 | 0 | 0 | 0 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $54,570,000 | $71,581,953 | $213,583 | $764,068 | $70,817,885 | 2006 | 0 | 0 | Yes (1) | Yes (1) | |
| B | $5,685,000 | $78,207,775 | $1 | $732,655 | $77,475,119 | 2009 | 0 | 0 | Yes (1) | Yes (1) | $1 |
| C | $2,450,000 | $71,393,241 | $1 | $997,167 | $70,396,074 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |
| D | $18,965,000 | $134,069,821 | $1 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $134,069,821 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| B | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | 0 | Yes (1) | Yes (1) | 0 | 0 | 0 | 0 |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| C | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| D | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Supplemental Information Detail SupplementalInformationDetail (5 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Date Rebate Computation Performed | Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 09/14/2006 Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 04/19/2010 Issuer Name: South Dakota Health and Educational Facilities Authority Date the Rebate Computation was Performed: 09/29/2012 Issuer Name: Traill County Date the Rebate Computation was Performed: 05/01/2012 |
| Part I, Column e and Part II, Line 3 | Differences between the issue price (Part I, column e) and total proceeds (Part II, line 3) are due to investment earnings. |
| Part II, Line 4 | The amounts shown here consist of debt service fund deposits, except for the Traill County 2007 bonds, for which the amount shown consists of $893,474 in a debt service reserve fund and $163,441 of debt service fund deposits and also the 10/28/14 South Dakota Health and Educational Facilities Authority bonds, for which the amount shown is a debt service reserve fund. |
| Part III | Part III has not been completed for the 2011 City of Fargo bonds or 3/29/2012 South Dakota Health and Educational Facilities Authority bonds. These bonds refunded pre-2003 debt that does not have to be reported. |
| Part IV, Line 6 | With respect to the 2011 City of Fargo bonds and the 3/29/2012 South Dakota Health and Educational Facilities Authority bonds, this question is being answered without regard to a yield-restricted advance refunding escrow financed with proceeds of bonds. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 83755VVM3 | 2012-11-01 | $128,733,641 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 |
| Traill County | ||||||||
| B | 456002246 | 892846AQ9 | 2007-05-22 | $13,341,133 | New construction of long-term care facilities and remodeling of facilities | 0 | 0 | 0 |
| City of Chamberlain | ||||||||
| C | 460000094 | 2010-12-30 | $4,000,000 | New construction of long-term care facilities | 0 | 0 | 0 | |
| South Dakota Health and Educational Facilities Authority | ||||||||
| D | 460315509 | 2012-03-29 | $66,185,000 | Refunding bonds issued 9/12/2001 and 10/15/2002 | 0 | 0 | 0 | |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | Total ProceedsTotalProceedsAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | RetiredRetiredAmt | In Reserve FundInReserveFundAmt | Capitalized InterestCapitalizedInterestAmt | Other Spent ProceedsOtherSpentProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $129,135,779 | $1,470,647 | $127,665,132 | 2013 | 0 | 0 | Yes (1) | Yes (1) | ||||
| B | $13,171,753 | $333,809 | $12,057,643 | 2009 | 0 | 0 | Yes (1) | Yes (1) | $1,275,000 | $1,056,915 | $780,301 | |
| C | $4,000,000 | $4,000,000 | 2010 | 0 | 0 | Yes (1) | Yes (1) | $924,302 | ||||
| D | $66,185,000 | $24,356 | 2012 | Yes (1) | Yes (1) | Yes (1) | Yes (1) | $6,220,000 | $66,160,644 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| B | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| B | 0 | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 |
| C | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| D | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
| D | 0 |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (3 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd | CUSIPCUSIPNum |
|---|---|---|---|---|---|---|---|---|
| South Dakota Health and Educational Facilities Authority | ||||||||
| A | 460315509 | 2012-06-14 | $45,000,000 | Refinance taxable indebtedness used to construct a healthcare facility | 0 | 0 | 0 | |
| South Dakota Health and Educational Facilities Authority | ||||||||
| B | 460315509 | 2014-08-05 | $52,083,720 | Current refund 2004A issued 9/14/2004 | 0 | 0 | 0 | 83755VWA8 |
| South Dakota Health and Educational Facilities Authority | ||||||||
| C | 460315509 | 2014-10-28 | $207,014,209 | New construction and remodeling of healthcare facilities | 0 | 0 | 0 | 83755VXE9 |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (3 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Total ProceedsTotalProceedsAmt | Capital ExpendituresCapitalExpendituresAmt | Substantial CompletionSubstantialCompletionYr | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | UnspentUnspentAmt | In Reserve FundInReserveFundAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $3,420,000 | $45,000,000 | $45,000,000 | 2012 | 0 | 0 | Yes (1) | Yes (1) | |||
| B | $52,083,720 | 2014 | Yes (1) | 0 | Yes (1) | Yes (1) | $52,083,720 | ||||
| C | $207,014,209 | $177,807,285 | 0 | 0 | 0 | Yes (1) | $27,300,797 | $27,367,625 | $1,906,127 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| B | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
| C | 0 | 0 | Yes (1) | Yes (1) | 0 | 0.00000 | 0.00000 | 0.00000 | 0 | 0 | 0 |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (3 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Rebate Not Due YetRebateNotDueYetInd | Exception To RebateExceptionToRebateInd | No Rebate DueNoRebateDueInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|---|
| A | 0 | Yes (1) | 0 | 0 | Yes (1) | 0 | 0 | 0 | 0 |
| B | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| C | 0 | Yes (1) | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Procedures Corrective Action ProceduresCorrectiveActionGrp (3 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | 0 |
| B | 0 |
| C | 0 |
Schedule L IRS990ScheduleL
Loans Btwn Org Interested Prsn LoansBtwnOrgInterestedPrsnGrp (3 entries)
| Relationship With OrgRelationshipWithOrgTxt | Loan PurposeLoanPurposeTxt | Loan From OrganizationLoanFromOrganizationInd | Original PrincipalOriginalPrincipalAmt | Balance DueBalanceDueAmt | DefaultDefaultInd | Board Or Committee ApprovalBoardOrCommitteeApprovalInd | Written AgreementWrittenAgreementInd |
|---|---|---|---|---|---|---|---|
| Maria Bell | |||||||
| Physician/Trustee | Retention Loan | Yes (X) | $100,000 | $33,952 | 0 | 0 | Yes (1) |
| Maria Bell | |||||||
| Physician/Trustee | Retention Loan | Yes (X) | $150,000 | $40,499 | 0 | 0 | Yes (1) |
| Mark Lundeen | |||||||
| Physician/Trustee | Retention Loan | Yes (X) | $529,450 | $38,024 | 0 | 0 | Yes (1) |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Balance Due | $112,475 | TotalBalanceDueAmt |
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (15 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| Amy Entenman | |||
| J Entenman - family relationship | $57,289 | Compensation | 0 |
| Jan Feder | |||
| J Feder - family relationship | $88,188 | Compensation | 0 |
| Kim Goetsch | |||
| S Goetsch - family relationship | $53,281 | Compensation | 0 |
| Jenny Marsden | |||
| R Marsden - family relationship | $61,927 | Compensation | 0 |
| Kathryn Nermoe | |||
| B Nermoe - family relationship | $77,525 | Compensation | 0 |
| Joshua Weiland | |||
| E Weiland - family relationship | $75,586 | Compensation | 0 |
| Corrie Weiland | |||
| E Weiland - family relationship | $117,090 | Compensation | 0 |
| Annette White | |||
| N White - family relationship | $177,106 | Compensation | 0 |
| Paige Richard | |||
| P Richard - family relationship | $48,194 | Compensation | 0 |
| Katie Lundeen | |||
| M Lundeen - family relationship | $19,141 | Compensation | 0 |
| Julie Paulson | |||
| M Paulson - family relationship | $48,985 | Compensation | 0 |
| Melinda Anderson | |||
| M Paulson - family relationship | $105,072 | Compensation | 0 |
| Donna Cristy | |||
| K Cristy - family relationship | $108,743 | Compensation | 0 |
| Michael Kunkel | |||
| J Kunkel - family relationship | $97,061 | Compensation | 0 |
| SunDog | |||
| B Teiken - Owner | $4,229,437 | Marketing | 0 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Part V, Line 3a: | Sanford Health, Sanford Medical Center, Sanford North, Sanford Medical Center Fargo, Sanford Clinic North, Sanford Bismarck and Sanford Living Centers have unrelated business gross income over $1,000. |
| Part V, Line 4a: | Sanford World Clinics has an interest in financial accounts in the foreign countries of Ghana and China. |
| Form 990, Part VI, Section A, line 2 | The following officers, board members, and key employees are employees of Sanford or its related organizations. Many of these employees also serve on other related Sanford boards, or have business relationships with each other that span the organization as a whole: Al Hurley, Allison Suttle, Bill Marlette, Bradley Schipper, Brenda Larsen, Bruce Viessman, Christopher Meeker, Craig Boyer, Craig Lambrecht, Daniel Olson, Daniel Blue, David Link, Douglas Okland, Ellen Cooke, Eric Hilmoe, Jeff Sandene, Jesse Tischer, JoAnn Kunkel, Joy Johnson, Karen Tobin, Kelby Krabbenhoft, Kim Patrick, Kirk Cristy, Maria Bell, Mark Lundeen, Mark Paulson, Matthew Hocks, Michael Farritor, Michael LeBeau, Michelle Bruhn, Michelle Micka, Nate White, Paul Hanson, Paul Richard, Randy Bury, Richard Giesel, Richard Hardie, Richard Marsden, Steve Goetsch, Tiffany Lawrence. |
| Form 990, Part VI, Section A, line 6 | Sanford is governed by a Board of Trustees (BOT) that has ultimate strategic and decision making authority. The BOT delegates certain activities and responsibilities to Boards of each of Sanford's primary operating subsidiaries. The unique nature and complexity of the subsidiaries requires each to have a delegated Board with a singular entity focus. Such bodies, referred to as Boards of Directors and Boards of Governors, address matters such as credentialing, accreditation standards, developing budgets, programs and facilities on an entity-specific basis, and generally consist of individuals distinct from the BOT. These Boards function much like committees in a traditional corporate structure. The BOT then acts as a holding company Board, synthesizing and reconciling each entity's programs and budgets into a system-wide strategic plan. This structure of governance produces a significant number of trustees, governors and directors. Subsidiaries included within this group tax return consist of Sanford Health, Sanford North, Sanford Medical Center, Sanford Medical Center Fargo, Sanford Clinic, Sanford Clinic North, Sanford Health Network, Sanford Health Network North, Sanford Medical Center Thief River Falls, Sanford Medical Center Mayville, Sanford Medical Center Wheaton, Sanford Home Health, Sanford Research, Sanford World Clinics, Sanford Hillsboro, Sanford Health of Northern Minnesota, Baker Park, Inc., Sanford West, Sanford Bismarck and Sanford Living Centers. The Board of Trustees of Sanford is also the Board of Trustees for Sanford Health, Sanford North and Sanford West, and Sanford is the sole corporate member of these entities. These entities, in turn, are the sole corporate members of the subsidiaries. The actions approved by a subsidiary's Board of Directors are then approved by the Sanford Board of Trustees. |
| Form 990, Part VI, Section A, line 7a | The Sanford Board of Trustees appoints the board members for the Boards of Directors and Boards of Governors of the subsidiary entities. |
| Form 990, Part VI, Section A, line 7b | The Sanford Board of Trustees approves the actions approved by the Boards of Directors and Boards of Governors of the subsidiary entities. Form 990, Part VI, Section B, line 10b: Sanford North, Sanford Clinic and Sanford Health Network have local chapters, branches or affiliates over which the organization has the legal authority to exercise direct or indirect supervision and control. |
| Form 990, Part VI, Section B, line 11 | The Form 990 is prepared internally by Finance and reviewed by executive management. An external accounting firm reviews the return and prepares return highlights and key disclosures for the Board of Trustees meeting prior to the return filing date. Before the return is filed, a complete copy is provided to the current Board of Trustees. |
| Form 990, Part VI, Section B, line 12c | The annual Conflict of Interest disclosure process is managed by the Chief Compliance Officer (CCO). The CCO is responsible for assuring that all completed forms are returned in a timely and complete manner. Conflict of Interest questionnaires are sent to System Trustees, members of the governing boards of subsidiary entities, officers, and key employees for all entities subject to the IRS Form 990 filings. The disclosures are summarized for review by the executive committee of the Board of Trustees, pursuant to policy. This review allows: 1) The Board to acquire an awareness of financial relationships of board members and key management employees and can invoke the recusal process on a case-by-case basis if potential conflicts are implicated in Board decisions and deliberations, and, 2) Gives the Board the opportunity to seek additional information and clarification about disclosures to determine potential conflicts of interest, and how to manage them. |
| Form 990, Part VI, Section B, line 15 | The Executive Compensation Committee of the Sanford Board of Trustees directly engages a nationally recognized independent compensation consulting firm annually to review the total compensation arrangements of the officers and executives of the organization, including the CEO, and to report the findings to them for deliberation and action. The deliberations and actions are recorded in the minutes of the Sanford Board of Trustees. The most recent study was completed in 2015. Part VI, Line 16a: Sanford Health, Sanford Medical Center, Sanford Clinic and Sanford Clinic North have participated in joint ventures with taxable entities. |
| Form 990, Part VI, Section C, line 19 | Although the organization does not maintain a website where the public can access these documents, it would respond individually to any requests or inquiries from the public for these documents. |
| Form 990, Part VII, Section B | Amounts listed as compensation for the five highest compensated independent contractors include payments for both materials and services. |
| Form 990, Part VII | The Sanford Board of Trustees has ultimate governance responsibilities for each major operating entity within Sanford. In addition, a Board of Directors is established for each major operating entity. This Board has specific responsibilities delegated from the Board of Trustees. Generally these responsibilities are related to the oversight of the day to day operations of that entity. |
| Form 990, Part XI, line 9: | Net payroll and other expenses paid on behalf of parent/affiliates -114,214,454. Net assets released from restriction 193,195. Pension FAS 158 22,027,040. Transfer reserve cash to Sanford the parent -164,000,000. |
| Form 990 Elections | Form 990, Page 1, Line H(a) - Listing of Subordinate Organizations: Names, Addresses, and EINs Sanford Health 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 31-1527032 Sanford USD Medical Center 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0227855 Sanford Home Health 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0282134 Sanford Health Network 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0388596 Sanford Clinic 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0447693 Sanford Research 1305 West 18th Street, PO Box 5039 Sioux Falls, SD 57117-5039 EIN: 46-0450378 Sanford World Clinics 1305 West 18th Street Sioux Falls, SD 57117 EIN: 26-2707628 Sanford North 801 Broadway Drive Fargo, ND 58122 EIN: 45-0385890 Sanford Clinic North 801 Broadway Drive Fargo, ND 58122 EIN: 91-1770748 Sanford Medical Center Fargo 801 Broadway Drive Fargo, ND 58122 EIN: 45-0226909 Sanford Health Network North 801 Broadway Drive Fargo, ND 58122 EIN: 45-0409348 Sanford Medical Center Thief River Falls 801 Broadway Drive Fargo, ND 58122 EIN: 41-0709579 Sanford Medical Center Mayville 801 Broadway Drive Fargo, ND 58122 EIN: 45-0228899 Sanford Medical Center Wheaton 401 12th Street N Wheaton, MN 56296 EIN: 27-2042143 Sanford Hillsboro 12 3rd Street SE, PO Box 609 Hillsboro, ND 58045 EIN: 45-0230400 Sanford Health of Northern Minnesota 1300 Anne St NW Bemidji, MN 56601 EIN: 41-1266009 Baker Park, Inc. 803 Dewey Ave NW Bemidji, MN 56601 EIN: 41-1372480 Sanford West 300 North 7th Street Bismarck, ND 58501 EIN: 45-0397195 Sanford Bismarck 300 North 7th Street Bismarck, ND 58501 EIN: 45-0226700 Sanford Living Centers 1000 18th Street NW, Suite 1 Mandan, ND 58554 EIN: 45-0416454 |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (12 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt |
|---|---|---|---|---|---|---|---|---|---|
| Lincoln County Real Estate Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 466126929 | Real Estate | SD | $0 | $586,467 | Sanford Health |
| PPK Family Trust | |||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 207317570 | Rental Real Estate | SD | $58,578 | $95 | Sanford Health |
| Lynx Trust | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 266167201 | Investment | SD | -$1 | $1 | Sanford Health |
| National Student Housing Trust-SD | |||||||||
| PO Box 5186 | Sioux Falls | SD | 57117 | 206831968 | Investment | SD | -$9 | $758 | Sanford Health |
| Sanford HealthCare Accessories LLC | |||||||||
| 3223 32nd Ave SW | Fargo | ND | 58103 | 202404179 | Sales of Durable Medical Equip | ND | $33,760,700 | $15,325,654 | Sanford North |
| Healthcare Environmental Services LLC | |||||||||
| PO Box 2010 | Fargo | ND | 58122 | 205236701 | Retail Enterprises | ND | $2,791,393 | $6,872,708 | Sanford North |
| North Country Senior Living LLC | |||||||||
| 1000 Anne St NW | Bemidji | MN | 56601 | 263862586 | Senior Housing | CO | $3,185,656 | $9,490,141 | Sanford Health of Northern Minnesota |
| 1527 Broadway LLC | |||||||||
| 1527 Broadway | Alexandria | MN | 56308 | 411336392 | Real Estate | MN | $742,016 | $7,165,483 | Sanford Clinic North |
| Medequip One LLC | |||||||||
| 626 N 6th Street | Bismarck | ND | 58501 | 450452639 | Durable medical equipment, products, and services | ND | $0 | $1,128,593 | Sanford West |
| Shetek Medical Services LLC | |||||||||
| 251 5th Street E | Tracy | MN | 56175 | 412004685 | Home Health Services | MN | $33,979,822 | $369,132 | Sanford Health Network |
| Sanford Health Mobile Med LLC | |||||||||
| 2603 E Broadway Avenue | Bismarck | ND | 58501 | 471209528 | Mobile Healthcare | ND | $112,166 | $1,391,137 | Sanford Health |
| Southwest MN Radiation Center LLC | |||||||||
| 1018 6th Avenue | Worthington | MN | 56187 | 460447693 | Radiation Services | MN | $1,645,196 | $1,179,351 | Sanford Health Network |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (11 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Controlled OrganizationControlledOrganizationInd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt |
|---|---|---|---|---|---|---|---|---|---|---|
| Sanford | ||||||||||
| 801 Broadway Drive | Fargo | ND | 58122 | 271218956 | Supporting Organization | ND | 501(c)(3) | 11-II | 0 | |
| Sanford Health Foundation | ||||||||||
| 101 S Reid Street | Sioux Falls | SD | 57103 | 363297853 | Foundation | SD | 501(c)(3) | 11-II | Yes (1) | Sanford Health |
| Edith Sanford Breast Cancer Foundation | ||||||||||
| 101 S Reid Street | Sioux Falls | SD | 57103 | 450404126 | Foundation | ND | 501(c)(3) | 11-II | Yes (1) | Sanford Health |
| F-M Ambulance Service Inc | ||||||||||
| 2215 18th Street S | Fargo | ND | 58103 | 450344371 | EMT | ND | 501(c)(4) | Yes (1) | Sanford North | |
| Sanford Health Foundation North | ||||||||||
| PO Box 2010 | Fargo | ND | 58122 | 450398104 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford North |
| Sanford Health Foundation Hillsboro | ||||||||||
| PO Box 609 | Hillsboro | ND | 58045 | 363542187 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford Hillsboro |
| Sanford Health Foundation of Northern Minnesota | ||||||||||
| 1300 Anne Street NW | Bemidji | MN | 56601 | 411389317 | Foundation | MN | 501(c)(3) | 11-II | Yes (1) | Sanford Health of Northern Minnesota |
| Sanford Health Foundation West | ||||||||||
| 300 North 7th Street | Bismarck | ND | 58501 | 450397196 | Foundation | ND | 501(c)(3) | 7 | Yes (1) | Sanford Bismarck |
| Medcenter One Inc Auxiliary | ||||||||||
| 300 North 7th Street | Bismarck | ND | 58501 | 237293043 | Supporting Organization | ND | 501(c)(3) | 11-I | Yes (1) | Sanford Bismarck |
| Sanford Heart of America Health Plan | ||||||||||
| 810 South Main | Rugby | ND | 58368 | 450346132 | Insurance | ND | 501(c)(4) | Yes (1) | Sanford Health Plan | |
| Sanford Health Foundation Thief River Falls | ||||||||||
| 120 LaBree Ave S | Thief River Falls | MN | 56701 | 411761135 | Foundation | MN | 501(c)(3) | 7 | Yes (1) | Sanford Medical Center Thief River Falls |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (2 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| National Student Housing-South Dakota LLC | |||||||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 202129839 | Investment | SD | Sanford Health | Related | -$85,021 | $4,131,601 | 0 | 0 | 0.99990 |
| RAC Rentals LLC | |||||||||||||
| 100 S Phillips Ave | Sioux Falls | SD | 57104 | 261961077 | Investment | SD | Sanford Health | Related | -$10,450 | $3,992,357 | 0 | 0 | 0.99990 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (8 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd | Direct Controlling NADirectControllingNACd | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Sanford Home Medical Equipment Inc | |||||||||||||||||
| 2710 W 12th Street | Sioux Falls | SD | 57105 | 460388597 | Healthcare Equipment | SD | Sanford Health | C | $3,729,172 | $11,351,985 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 911842494 | Insurance | SD | Sanford Health | C | -$42,967 | $78,138,863 | 1.00000 | Yes (1) | |||||
| Sanford Health Plan of MN | |||||||||||||||||
| 300 Cherapa Place | Sioux Falls | SD | 57103 | 460445852 | Insurance | MN | Sanford Health | C | -$86,839 | $1,751,005 | 1.00000 | Yes (1) | |||||
| Sanford Frontiers | |||||||||||||||||
| 1305 W 18th Street PO Box 5039 | Sioux Falls | SD | 571175039 | 455436599 | Weight Loss Management | SD | Sanford Health | C | -$9,239,513 | $42,826,471 | 1.00000 | Yes (1) | |||||
| SOB Inc | |||||||||||||||||
| 2701 S Minnesota Avenue Suite 2 | Sioux Falls | SD | 57105 | 460442628 | Air Transportation | SD | C | Yes (1) | N/A | ||||||||
| Sanford Affiliated Services Inc | |||||||||||||||||
| 300 N 7th Street | Bismarck | ND | 58501 | 450403146 | Investment Activity | ND | Sanford West | C | $52,764 | $1,484,741 | 1.00000 | Yes (1) | |||||
| Sanford World Clinics - Ghana | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | $684,683 | $3,765,946 | 1.00000 | Yes (1) | Sarbah Road Tantri Lorry Station | Cape Coast | GH | GH | |||||||
| Shanghai Sanford Healthcare Management Consulting Co Ltd | |||||||||||||||||
| Healthcare | Sanford World Clinics | C | $85,000 | $374,749 | 1.00000 | Yes (1) | 188 Yesheng Road Room A-862 Guoma | Shanghai | CH | CH | |||||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | 0 | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (1) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (1) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | 0 | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | 0 | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | 0 | DivRelatedOrganizationInd |
| Asset Sale To Other Org | 0 | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | 0 | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | 0 | AssetExchangeInd |
| Rental Of Facilities To Oth Org | 0 | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | 0 | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | 0 | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | 0 | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | 0 | SharingOfFacilitiesInd |
| Paid Employees Sharing | 0 | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | 0 | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | 0 | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (1) | TransferToOtherOrgInd |
| Transfer From Other Org | 0 | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (8 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| Sanford Health Foundation | ||
| C | $31,579,433 | Cost |
| Sanford Health Foundation North | ||
| C | $1,506,279 | Cost |
| Sanford Health Foundation West | ||
| C | $362,878 | Cost |
| Sanford Health Foundation North | ||
| R | $99,005 | Cost |
| Sanford Health Foundation Hillsboro | ||
| B | $50,000 | Cost |
| Sanford Health Foundation of Northern Minnesota | ||
| C | $198,241 | Cost |
| Edith Sanford Breast Cancer Foundation | ||
| C | $341,477 | Cost |
| Sanford | ||
| R | $164,000,000 | Cost |