2021-11-12T06:22:43-08:00 2020-12-31 472718509 JWT & Associates LLP 1111 East Herndon Avenue Suite 211 Fresno CA 93720 990 2020-01-01 860732836 Cobre Valley Regional Medical Center COBR 9284253261 5880 S Hospital Drive Globe AZ 85501 Neal Jensen CEO 2021-11-12 true Neal Jensen 999009999 Inger Sullenger CPA P01464277 5594317708 X 0 AAL1 IAL1 FAL1 2020 2022-09-23 18:48:47Z Neal Jensen CEO 70072854 false X www.cvrmc.org X 1988 AZ The mission of our Hospital is to develop and maintain a local health care delivery system that serves the region with quality, efficiency, and compassion. 9 9 510 9 0 15977 53124 63220329 68973737 307662 322250 364528 723743 63908496 70072854 0 0 29331148 31446266 0 0 30312625 34266198 59643773 65712464 4264723 4360390 89057166 106774506 43331030 54602576 45726136 52171930 X The mission of our Hospital is to develop and maintain a local health care delivery system that serves the region with quality, efficiency and compassion. true false 42039917 69633263 Along with providing acute healthcare services to the community as a non-profit entity, Cobre Valley Regional Medical Center (CVRMC) is committed to the many communities we serve. Several members of our administration, directors, managers, and staff serve on various community associations including: Chambers of Commerce, Rotary, Work Force Development, Economic Development, Cancer Awareness Committees, Diabetes Education, Grief Support Teams, Scholarship Committees, Aquatic Center, Housing Committees, Community Development, and Youth Athletic Programs, to name just a few. CVRMC has its finger on the pulse of the community, provides charitable care with purpose, and offers educational services and programs for the good of our public. The Community Health Need Assessment (CHNA) was completed in late 2019. As we evaluate the recently completed CHNA and work our Community Health Implementation Plan (CHIP), CVRMC will continue to actively work with other healthcare organizations, be involved with state and federal legislation initiatives, and continue to connect to the communities we serve to address health priorities. CVRMC staff and our surrounding communities continue to flourish in the expansion of the hospital that completed in October of 2016. CVRMC continued its growth through 2019 with the purchase of two buildings. The first was the purchase of a clinic located on the CVRMC campus. The Red Rock Clinic was designated a Rural Health Clinic in early 2020. The second purchase in 2019 was the Radiation Oncology building located on campus. This building underwent major renovations in order to house the purchase of the latest radiation technology, the Halcyon LINAC linear accelerator made by Varian. It was installed in March 2020.The Medical Oncologist, continued to grow the Medical Oncology side of cancer treatment with the expectation that CVRMC would find a replacement. A Radiation Oncologist was hired in 2020 and began developing the radiation program at CVRMC. The first patient was treated on July 8. Future plans are also to hire a full-time, CVRMC employed physician for Radiation Oncology. In 2020, the CV Cancer Center was providing radiation and chemotherapy treatments for cancer patients who were, or would have been, traveling great distances for these services. CVRMC is now a full-service cancer treatment hospital.Early 2020 statistics showed a 17% growth in surgery volumes in 2019 with the addition of a General Surgeon and an Orthopedic Surgeon, as compared to 2018. The dialysis program continued to grow through 2020 to nearly double the expected rate.CVRMCs contract with Medical Diagnostic Imaging Group was purchased by Radiology Partners in February and CVRMCs Radiologist was successful in negotiating a new employment contract with Radiology Partners.A partnership with a local skilled nursing facility was finalized in March of 2020 and two CVRMC Family Practice physicians began seeing patients in this facility. A second Podiatrist and a second OB/GYN and a Pediatrician (to replace a retiring physician) were also hired in 2020 to serve the needs of our communities. Cardiovascular Associates of Arizona brought on another interventional cardiologist to help with the full-time needs of the Globe-Miami communities.In January 2020, CVRMC began meeting daily to review and update the COVID-19 response plan based on the latest COVID-19 information and resources. In early February, COVID-19 Incident Command was activated. PPE supply chains were secured wherever they could be found. In March 2020, after many months of monitoring and preparing for the spread of COVID-19, based on current guidelines put forth by the Center for Disease Control and Prevention (CDC) and the Arizona State Department of Health Services, Gila County and CVRMC saw the first COVID-19 patient. CVRMC electively limited services and moved quickly to telemedicine in areas that were feasible. By an executive order of the Arizona Governor, all elective surgeries were stopped and CVRMC saw the greatest financial impact with this order. Other strategies included eliminating overtime where possible, re-distributing resources to fill vacancies, eliminating non-essential training, etc. The hospital as well as all the clinics experienced a significant reduction in patient volumes in all areas. COVID-19 Polymerase Chain Reaction (PCR) test kits became a supply challenge.In March, all community meetings were placed on hold or were moved to a web based medium. Much communication was continually pushed to the community via Facebook, webpage, videos, newspaper, radio, and stakeholder e-mails. A zero visitor restriction was implemented. Access to the hospital was limited to two entries, the ER and the front entrance. Screening took place at designated entrances at the clinics and hospital. A full-time greeter along with a screener, to take temperatures and other assessments, were added at the front doors (and ER) at all facilities. The CVRMC PACT Committee continued to provide many employee engagement activities to celebrate the work our employees were doing. Auxiliary and Foundation activities were placed on hiatus.In early June, COVID-19 testing was open to the public with a temporary clinic set up in the old lobby of the hospital. Elective surgeries resumed in June but volumes in all areas of the hospital and clinics continued to stay far below average. June 23 marked the 100th day of COVID-19 Incident Command.The American Hospital Association and the Arizona Hospital and Healthcare Association began work with congressional leaders to provide additional payments to hospitals to care for COVID-19 patients. In 2020, hospitals began to struggle financially with the low patient volumes and reduction in elective procedures, which are a hospitals most profitable services. In April of 2020, congress passed the Coronavirus Aid, Relief, and Economic Security Act (CARES) which provided $2 Trillion in Coronavirus aid while the Department of Health and Human Services distributed a total of $100 billion to assist hospitals.Many community members mobilized to help with the PPE shortage and made close to 1,000 cloth masks for employees and visitors to the hospital. CVRMC purchased a commercial washer and dryer and moved to washable PPE gowns, staff was asked to reuse N-95s and surgical masks. CVRMC was able to secure enough other PPE until the crisis was over.By September 2020, Gila Countys positive rate for COVID-19 had seen a significant decrease and walk-in COVID-19 testing at the hospital and clinics were discontinued. There was a spike in October due to an outbreak at a local skilled nursing facility. COVID-19 testing included all admitted patients, both inpatient and observation. Screening included antibodies (serology) for recovered patients.By December, 2020, CVRMC was at its 275th day of COVID-19 Incident Command and the community was seeing a significant spike in our inpatient COVID-19 patients. The county was providing adequate testing kits, including the Abbott BINAX test. This allowed CVRMC and the County to open testing up to schools, employers and anybody referred by the County Health Department but staffing nurses became a struggle due to burn-out. December was also the time when the Pfizer and Moderna vaccines were going to be available to frontline workers and other vulnerable groups.On August 1, 2020, CVRMC went live on a new electronic medical record, Meditech Expanse. After a year of preparation, CVRMC transitioned from Meditech 6.0 to Meditech Expanse which will bring all CVRMC facilities into one medical record system.In October, 2020, CVRMC began the transition to a new webpage. Word Press is the content management system which drives the HTML code and was constructed by JetMarketing. The new webpage will give a cleaner, more professional look to the brand of CVRMC. The new webpage is expected to be complete in January of 2021.In mid-2020, the community of Kearny requested that CVRMC assume the responsibility for their EMS/Ambulance service but was put on hold due to COVID-19. Also, an expansion of tele-pharmacy services in Kearny allowed all prescriptions to be filled by a pharmacy technician under the virtual supervision of a pharmacist in Globe. This service opened in September of 2020. Plans for a new Kearny Clinic are part of the strategic planning but were delayed for a time due to COVID-19. Resumption of these plans occurred in September with an environmental study of the old hospital for hazardous materials.The Red Rock Clinic became CVRMCs 7th Rural Health Clinic in February 2020.In 2020, CVRMC Conference rooms were closed to public meetings. Many of these meetings took place via electronic mediums. In non-COVID times, many community organizations have taken advantage of the conference rooms CVRMC has to offer, free of charge, for meetings and educational training. Some examples of these groups are Teenage Outreach Pregnancy Services, Rotary Club, Little 42039917 true true false false false false false false false false true false false false false true true false false false false false false false false false true true false false true true false false false false false false false false false false false false false false false false false false false true 104 0 true 510 true false false false false false false false 0 false false false false false false false X 9 9 false true false false false false false true true false false true true true true true true true true false X Accounting 9284253261 5880 S Hospital Drive Globe AZ 85501 X X Scott Croft Physician 40.00 0.00 599784 0 1900 Peter Seipel Physician 40.00 0.00 548708 0 1050 Steven Sawyer Physician 40.00 0.00 544691 0 659 Michael Bryan Physician 40.00 0.00 457958 0 1498 Pierre Gilles Physician 40.00 0.00 421596 0 942 Robert Hollis Chair 1.00 0.00 X 0 0 0 Jendean Sartain Vice Chair 1.00 0.00 X 0 0 0 Ed Carpenter Treasurer 1.00 0.00 X 0 0 0 Janice Cook Secretary 1.00 0.00 X 0 0 0 Fernando Shipley Trustee 1.00 0.00 X 0 0 0 Judy Bessee Trustee 1.00 0.00 X 0 0 0 James B Rasmussen Trustee 1.00 0.00 X 0 0 0 Carolyn Mawson Haro Trustee 1.00 0.00 X 0 0 0 Alan Osumi MD Trustee 1.00 0.00 X 0 0 0 2572737 6049 47 false true false Rural Physicians Management Co LLC 10624 S Eastern Ave Ste A-436 Henderson NV 89052 Hospitalist Services 854123 Cardiovascular Associates of Arizona 2683 E Mead Place Chandler AZ 85249 Cardiology Services 689251 Snehal Thakkar RAM Oncology PLLC 11177 East Ironwood Drive Scottsdale AZ 85259 Oncology Services 641437 ARUP Laboratories PO Box 27964 Salt Lake City UT 84127 Laboratory Services 452782 Desert Kidney Associates PLC 612 W Baseline Rd Mesa AZ 85210 Nephrology Services 355300 17 53124 53124 Net Patient Svc Revenue 621400 68973737 68973737 68973737 322250 322250 0 0 64217 64217 64217 64217 0 0 0 0 Other Operating Revenue 621400 659526 659526 659526 70072854 69633263 386467 0 0 0 0 0 0 25444252 16278103 9166149 0 4418553 2826794 1591759 1583461 1013028 570433 813814 520642 293172 79722 51003 28719 27705 17724 9981 0 0 0 5532495 3539445 1993050 0 0 0 0 1041464 666282 375182 93035 59520 33515 0 0 1750378 1119814 630564 0 4847663 3101320 1746343 788923 504718 284205 Supplies 11487523 7349207 4138316 Purchased services & Other 6511150 4165545 2345605 Repairs & Maintenance 1145234 732670 412564 Dues & Subscriptions 147092 94102 52990 0 65712464 42039917 23672547 0 17170371 26151596 16739474 26704196 0 9318763 8279675 0 0 285070 507752 1930176 1972964 735917 700096 92353160 52510373 40557831 39842787 0 0 0 0 2319564 2615440 89057166 106774506 10601134 21851453 30627788 29861138 2102107 2889985 1 43331030 54602576 X 45034872 51314657 691264 857273 45726136 52171930 89057166 106774506 X 4360390 1919395 166009 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 890027 890027 52750940 24381061 28369879 4234986 2307853 1927133 33901007 25821459 8079548 576200 576200 39842787 X 71992249 1919395 1919395 70072854 70072854 65712464 65712464 65712464 Part X : FIN48 Footnote Schedule D, Part X, Line 2 - The Hospital is a not-for-profit organization formed under the laws of the State of Arizona. The Hospital has been determined to be exempt from income taxes under Section 501(c)(3) of the Internal Revenue Code by the United States of America's Internal Revenue Service (IRS) and under similar codes by the State of Arizona. Accordingly, no provision for income taxes is included in the accompanying financial statements. true true X true X true X true true true false true true 2587316 2587316 0.03940 28800832 28800832 0.43830 31388148 31388148 0.47770 31388148 31388148 0.47770 true 2587316 2587316 14410114 14354203 55911 X true true 1 1 Cobre Valley Regional Medical 5880 S Hospital Dr Globe AZ 85501 www.cvrmc.org RGH0126 X X X X 1 Cobre Valley Regional Medical 1 false false true X X X X X X X 19 false false true true X cvrmc.org true 20 true cvrmc.org true false true X 100.0000 400.0000 X true true X X X true X www.cvrmc.org X www.cvrmc.org X www.cvrmc.org X X X X X true X X X false X X X X true X false false Facility: Cobre Valley Regional Medical - Part V, Section B, Line 11 Please refer to the CHNA and Community Health Implementation Plan (CHIP), which are available for viewing and download at cvrmc.org. They have also been attached to the Form 990. Facility: Cobre Valley Regional Medical - Part V, Section B, Line 13h Explained the basis for calculating amounts charged to patients, which was based on FPG of 100%. Cobre Valley Surgical Svcs 5880 S Hospital Dr Globe AZ 85501 Outpatient Surgery Clinic Cobre Valley Family Practice 5994 S Hospital Dr Globe AZ 85501 Outpatient Clinic Kearny Clinic 100 Tilbury Ave Kearny AZ 85237 Outpatient Clinic Superior Clinic 1134 West US Hwy 60 Superior AZ 85173 Outpatient Clinic Cobre Valley Red Rock Clinic 5990 S Hospital Dr Globe AZ 85501 Outpatient Clinic Tonto Basin Clinic 186 East Stephens Way Tonto Basin AZ 85553 Outpatient Clinic Pleasant Valley Community Medical Ctr 124 N Tewksbury Blvd Young AZ 85554 Outpatient Clinic Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Amounts expected to be collected, later determined uncollectible, are recognized as bad debt. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit The Hospital determines the transaction price based on standard charges for goods and services provided, reduced by contractual adjustments provided to third-party payors, discounts provided to uninsured patients in accordance with the Hospitals discount policy, and implicit price concessions provided to uninsured patients.The Hospital determines its estimates of contractual adjustments and discounts based on contractual agreements, its discount policies, and historical experience. The Hospital determines its estimate of implicit price concessions based on its historical collection experience with this class of patients. Effective with the adoption of ASU 2014-09, for changes in credit issues not assessed at the date of service,such as a payor files for bankruptcy or a patient defaults on a payment plan, the Hospital recognizes these writeoffs as bad debt expense, which is presented on the accompanying statements of operations as a component of net patient service revenues.Bad debt represents amounts expected to be collected from a cost for medical services less patient-related revenue generated from Financial Assistance policies, thus it is a component of the overall cost of community benefits provided by the hospital. Part III, Line 4 - Bad Debt Expense The financial statement footnote describing bad debt expense is contained in Note B - Net Patient Service Revenues. The revenues are presented net of bad debts and other estimated contractual allowances calculated based on cost reporting and cost-to-charge methodologies. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients Actions that may be taken in event of non-payment or insufficient payment- Accounts for hosptial sercives for patients who are able, but unwilling to pay, are considered uncollectible bad debts and will be referred to outside agencies for collections. Please refer to the Patient Education of Eligibility for Assistance narrative for further information on collection practices. Part VI, Line 2 - Needs Assessment Currently, CVRMC utilizes several methods of assessing community healthcare needs. Evaluating the health needs of the CVRMC service area leads to identifying physicians needed in the area as well as recognizing those services that are required to address illnesses which can be targeted for community education and intervention.Community FeedbackCVRMC utilizes many methods of community feedback for needs determination. Our patients, their families, and the greater community enlighten our organization through patient surveys, direct comments, patient volumes for specific needs, and the Environmental Assessment tool provided by our management firm, HealthTechS3. CVRMC strives to give the very best care, and in order to accomplish that goal, it is vital that patient and community comments and concerns are addressed.Professional Research Consultants (PRC) conducts outpatient surveys for the Outpatient Surgery, Physical Therapy, Registration, Med/Surg/ICU, Obstetrics, Respiratory Therapy, Emergency, Laboratory, Clinics, and Radiology Departments on patient satisfaction. PRC also conducts the inpatient, Hospital Consumers Assessment of Healthcare Providers and Systems (HCAHPS) survey which measures patient satisfaction in multiple areas including promptness and efficiency of the admission and registration process, length of time waiting, nursing care, physician care, teamwork, discharge instructions, safety, cleanliness of the facility, food service, overall quality of care, and the likelihood of recommending the hospital to relatives and friends. Statistics regarding patient feedback are calculated on a weekly basis and distributed to all department directors with a hard copy, graphs are posted, and e-mails are dispersed to ensure all staff is informed of results. Management is then able to make necessary assessments of weak areas and strategically plan for improvements. Audio of the actual phone surveys are also available to all management. Many changes within CVRMC have been made as a direct result of feedback obtained in these surveys.Hospital Consumers Assessment of Healthcare Providers and Systems (HCAHPS) is a standardized survey method conducted nationally and is publicly reported regarding the patients opinions and observations regarding their hospital care. This survey is helpful in determining how CVRMC measures against other hospitals across the nation. The public reporting aspect of this survey is a motivation factor for the hospital as a whole to improve quality of care, focusing on the patients needs. These objective and meaningful comparisons of hospitals on topics that are important to the consumer and the public reporting aspect of HCAHPS serves as a transparency tool which drives accountability and improves quality of care.Direct feedback from patients and family members is also a tool utilized for needs assessment. One of the many advantages of a rural hospital is the personal relationships the staff and patients are able to build. Direct phone calls, e-mails, or letters received from patients after their care has been provided is a valuable source of information for determining need. Comment/Compliment cards are also available throughout the hospital for direct responses from patients and their families.SQSS Strategic Quality Support System - is a quality improvement initiative which tracks concerns and complaints of patients by networking and connecting all involved in one platform for resolution. This program builds trust through service recovery. Building trust is a fundamental characteristic necessary in any relationship and as issues are resolved in a constructive, inclusive approach, our customers are more willing to utilize more services and voice opinions about services that should be brought to the service area.Legislative Actions Legislative decisions will have a dramatic effect on the direction CVRMC will move regarding community benefit as well as how healthcare for the region will be financed and delivered. CVRMC will continue to offer community benefit programs within its budgetary means in response to the needs of the region served. CVRMC will continue to strive for growth, bringing new services and structures to the hospital while focusing on wellness and prevention.CVRMC has kept a close eye on any legislation that would affect the future of rural hospitals and any work that needs to be accomplished regarding legislative change. Some of these influences/legislative changes include the CAH Pool, opioid legislation, health insurance, etc.The Payer MixBy identifying customers, CVRMC is able to determine to whom services are provided. This information is invaluable for the strategic planning and management of the hospital in regards to new services and/or the addition of new providers. The payer mix also provides valuable information regarding the mix of services needed, education programs, new outreach programs, and future demands. The payer mix is also a very good indicator of the social economic structure of the community, allowing CVRMC to tailor programs to better meet the communities needs.Medical Staff Development PlanThe approach used to project physician need for Cobre Valley Regional Medical Centers service area included the following:Defining the CVRMC service area and market share by service area and service lineProjecting the service areas population growth and characteristics for the next five yearsTaking into account competition and other local circumstances such as, in-migration, out-migrationDeveloping a profile of the current medical staff including number, FTE, specialty, age, activityIdentifying an appropriate demand model from among the available physician need estimation toolsUtilizing the above information, estimates are developed projecting the number of physicians by specialty required to serve the CVRMC service region. Methods used to project physician need include:Demographics-Population The source for the population is the Claritas Update Demographics (CUD) product. Estimates are data prepared for the current year and projections are prepared for dates five years in the future. The CUD is brought up to date each year for many geographic levels including national, state, county, city/town, census tract and block group. Data is also available for commonly used areas as metropolitan areas, ZIP Codes, and other media areas. Because it is produced for small areas, the update can be easily aggregated to custom geographic areas specified by the user. Provider Supply Provider supply is provided by CVRMC management. Much of the physician information is obtained by medical staff rosters and the survey responses. The information gathered for the provider supply is the provider name, specialty, town in which they practice, office days and times, birth date, and any information about their practice. The office days and times are used to calculate a provider full-time equivalent (FTE).Provider Demand The two models used to determine provider demand and community need are the:1.Population Based Model which is obtained by multiplying Thomson Reuters physician-to-population ratios by the population of the service area. 2.Productivity Based Model provides data on current and projected physician resources required within a defined market. Service Area Definition A service area definition takes into consideration multiple factors including patient origin, market share, population and geography. The service area is defined as the geographic area from which a healthcare facility draws at least 75% of its patients and in which it maintains a considerable share of the healthcare market. The first step in defining CVRMCs service area is identification of the communities from which the hospital draws 75% of patients, and to assess the hospitals market share in each of these communities. The service area was then divided into two service areas: Primary and Secondary. Three ZIP Codes have been identified as CVRMCs primary service area and seven Zip Codes comprise the secondary service area.Out-Migration DataCVRMC is located 85 miles southeast of the largest metropolitan area in Arizona. The cities of Phoenix, Mesa, and Tempe are the out-migration areas patients of the CVRMC service area sometimes choose for healthcare services. Out-migration data is provided by the HealthTechS3 Strategic Planning department in the Environmental Assessment and Market Share Report. Two data sources are used:Arizona hospital discharge database from the Arizona Department of Health Services Thomson Reuters Market Expert is the source of the Medicare market share, demographics, insurance estimates and market volume projectionsService areas are determined by analyzing the ZIP Codes from several perspectives including patient origin, market share, population, and geographic location of the ZIP Code. This information along with payer mix information can determine the inpatient market share by service area, discharges, inpatient Part VI, Line 3 - Patient Education of Eligibility for Assistance EDUCATION OF FINANCIAL ASSISTANCE (FA) TO PATIENTS- COBRE VALLEY REGIONAL MEDICAL CENTER (CVRMC) IS COMMITTED TO PROVIDING FA TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED. CONSISTENT WITH ITS MISSION TO DELIVER QUALITY HEALTHCARE IN A SAFE, RESPECTFUL, AND EFFICIENT MANNER, CVRMC STRIVES TO ENSURE THAT THE FINANCIAL CAPACITY OF PEOPLE WHO NEED HEALTH CARE SERVICES DOES NOT PREVENT THEM FROM SEEKING OR RECEIVING CARE. CVRMC HAS A COMPREHENSIVE SYSTEM OF PROVIDING CHARITY CARE SERVICE OR DISCOUNTED MEDICAL CARE TO UNINSURED PATIENTS WITHIN THE AVAILABLE RESOURCES OF CVRMC AND/OR RELATED CLINICS. CVRMC ADDRESSES WITH THE PATIENT: ELIGIBILITY CRITERIA FOR FA, THE EXTENT TO WHICH FA INCLUDES CHARITY CARE OR DISCOUNTED CARE, THE BASIS FOR CALCULATING AMOUNTS CHARGED TO INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY, THE METHOD FOR APPLYING FOR ASSISTANCE, ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE ARE INDIVIDUALLY AND PRIVATELY CONSULTED REGARDING A PAYMENT STRUCTURE. CVRMC ALSO WORKS WITH PATIENTS WITH HIGH DEDUCTIBLES AND/OR OUT-OF-POCKET COSTS. THIS IS ALSO DONE ON AN INDIVIDUAL BASIS THROUGH A PRIVATE CONVERSATION. MEASURES TO WIDELY PUBLICIZE THE POLICY- THE FA POLICY IS MADE AVAILABLE AT DIFFERENT TIMES OF A PATIENT'S CARE: AT REGISTRATION, ADMISSION, AND DISCHARGE. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA OR HAVE REQUESTED IT, SUBMIT AN APPLICATION. PERSONAL FINANCIAL INFORMATION IS REQUESTED ON THE APPLICATION, THE APPLICATION IS REVIEWED, AND THE APPLICANT IS INFORMED WITHIN 30 DAYS. A DISCOUNT SCHEDULE IS ALSO USED BASED ON THE PATIENT'S INDIVIDUAL CIRCUMSTANCES. FA INFORMATION IS PUBLISHED ON THE HOSPITAL WEBSITE, AVAILABLE UPON REQUEST FOR PICK-UP AT THE HOSPITAL OR CAN BE MAILED TO THE PATIENT. POLICY RESPONSIBILITY- IT IS THE RESPONSIBILITY OF THE HOSPITAL BOARD OF DIRECTORS TO ENSURE THAT THIS POLICY IS BEING ADMINISTERED AND CARRIED OUT IN A CONSISTENT MANNER AND WITHIN THE GUIDELINES SET FORTH IN CONTROLLING LAWS AND REGULATIONS. SCOPE- THIS POLICY APPLIES TO ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE IN ACCORDANCE WITH THE TERMS AND CONDITIONS HEREIN. IT ALSO APPLIES TO CVRMC EMPLOYED PHYSICIAN SERVICES, CLINIC SERVICES, OR OTHER SERVICES THAT MAY BE OFFERED BY THE HOSPITAL. ANY SERVICES DEEMED NON-MEDICALLY NECESSARY OR COSMETIC IN NATURE ARE NOT ELIGIBLE FOR FA. DEFINITIONS- THE FOLLOWING DEFINITIONS SHALL APPLY TO THIS POLICY: "AGB DISCOUNT PERCENTAGE" IS DETERMINED BY THE SUM OF ALL CLAIMS OF MEDICALLY NECESSARY SERVICES PROVIDED AT CVRMC PAID (INCLUDING PAYMENTS BY MEDICARE BENEFICIARIES OR INSURED INDIVIDUALS IN THE FORM OF CO-PAYS, CO-INSURANCE OR DEDUCTIBLES) DURING THE RELEVANT PERIOD DIVIDED BY THE SUM OF THE ASSOCIATED GROSS CHARGES FOR THOSE CLAIMS. "APPLICATION PERIOD:" THE PERIOD DURING WHICH THE HOSPITAL MUST ACCEPT AND PROCESS AN APPLICATION FOR ASSISTANCE UNDER THIS POLICY IN ORDER TO HAVE MADE 'REASONABLE EFFORTS' TO DETERMINE WHETER THE PATIENT IS AN INDIVIDUAL WHO IS ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY. THE APPLICATION PERIOD ENDS ON THE 240TH DAY THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST STATEMENT FOR CARE PROVIDED. "EXTRAORDINARY COLLECTION ACTION(ECA)": ACTIONS TAKEN BY THE HOSPITAL AGAINST A PATIENT OR ANY OTHER INDIVIDUAL WHO HAS ACCEPTED OR IS REQUIRED TO ACCEPT RESPONSIBILITY FOR THE PATIENT'S BILLS THAT INVOLVE (I)A LEGAL OR JUDICIAL PROCESS;(II) SELLING AN INDIVIDUAL'S DEBT TO A THIRD PARTY; OR (III)REPORTING ADVERSE INFORMATION ABOUT THE INDIVIDUAL TO A CONSUMER CREDIT AGENCY OR CREDIT BUREAU. "GROSS CHARGES": THE HOSPTIAL'S FULL, ESTABLISHED PRICE FOR MEDICAL CARE THAT IT CONSISTENTLY AND UNIFORMLY CHARGES ALL PATIENTS BEFORE APPLYING ANY CONTRACTUAL ALLOWANCES, DISCOUNTS, OR DEDUCTIONS. "HOUSEHOLD INCOME": MEANS THE TOTAL INCOME OF ALL MEMBERS LIVING IN THE INDIVIDUAL'S HOUSEHOLD. "INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY": AN INDIVIDUAL WHO IS UNINSURED AND IS ELIGIBLE FOR FA UNDER THIS POLICY. "INDIVIDUALS WHO QUALIFY FOR FINANCIAL ASSISTANCE": ELIGIBLE INDIVIDUALS WHO HAVE SUBMITTED A COMPLETED FA APPLICATION WITHIN REQUIRED TIME PERIODS AS SET FORTH HEREIN AND HAVE BEEN APPROVED FOR THE FA ACCORDING TO THE PROCESSES SET FORTH HEREIN. "MEDICALLY INDIGENT": INDIVIDUALS WHO DO NOT HAVE HEALTH INSURANCE AND WHO ARE NOT ELIGIBLE FOR OTHER HEALTH CARE COVERAGE, SUCH AS MEDICARE, MEDICAID, OR PRIVATE HEALTH INSURANCE. "NOTIFICATION PERIOD": BEGINS ON THE FIRST DATE CARE IS PROVIDED AND ENDS ON THE 120TH DAY AFTER THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST BILL FOR CARE. "UNINSURED": A PATIENT (OR HIS FINANCIALLY RESPONSIBLE INDIVIDUAL) WHO HAS NO INSURANCE OR MEDICAL COVERAGE UNDER GOVERNMENTAL PROGRAMS AND IS NOT ELIGIBLE FOR ANY OTHER THIRD-PARTY PAYMENT.DETERMINATION OF FA ELIGIBILITY- FA WILL BE DETERMINED THROUGH AN INDIVIDUAL ASSESSMENT OF FINANCIAL NEED, INCLUDING AN APPLICATION PROCESS IN WHICH THE PATIENT OR THE PATIENT'S GUARANTOR IS REQUIRED TO COOPERATE AND SUBMIT ALL DOCUMENTATION NECESSARY TO MAKE THE DETERMINATION OF FINANCIAL NEED; A REASONABLE EFFORT BY THE CVRMC TO EXPLORE AND ASSIST PATIENTS IN APPLYING FOR APPROPRIATE ALTERNATIVE SOURCES OF PAYMENT AND COVERAGE FROM PUBLIC AND PRIVATE PAYMENT PROGRAMS; AND WILL TAKE INTO ACCOUNT THE PATIENT'S ASSETS AND OTHER FINANCIAL RESOURCES. IT IS PREFERRED BUT NOT REQUIRED THAT A REQUEST FOR FA WILL TAKE INTO ACCOUNT THE PATIENT'S ASSETS AND OTHER FINANCIAL RESOURCES. IT IS PREFERRED BUT NOT REQUIRED THAT A REQUEST FOR FA AND A DETERMINATION OF FINANCIAL NEED OCCUR PRIOR TO RENDERING OF MEDICALLY NECESSARY SERVICES. THE NEED FOR FA SHALL BE RE-EVALUATED AT EACH SUBSEQUENT RENDERING OF MEDICALLY NECESSARY SERVICES, IF THE TEST FINANCIAL EVALUATION WAS COMPLETED MORE THAN 180 DAYS PRIOR, AND AT ANY TIME ADDITIONAL INFORMATION RELEVANT TO THE ELIGIBILITY OF THE PATIENT FOR FA BECOMES KNOWN. THE GRANTING OF FA SHALL BE BASED ON AN INDIVIDUALIZED DETERMINATION OF FINANCIAL NEED, AND SHALL NOT TAKE INTO ACCOUNT AGE, GENDER, RACE, SOCIO-ECONOMIC STATUS, SEXUAL ORIENTATION OR RELIGIOUS AFFILIATION. IN DETERMINING WHETHER EACH INDIVIDUAL QUALIFIES FOR FA, ONLY THOSE PATIENT BILLINGS NOT COVERED BY OTHER COUNTY OR GOVERNMENTAL ASSISTANCE PROGRAMS SHOULD BE CONSIDERED. MANY APPLICANTS ARE NOT AWARE THAT THEY MAY BE ELIGIBLE FOR ASSISTANCE, SUCH AS AHCCCS (MEDICAID) OR OTHER GOVERNMENT OR PRIVATELY FUNDED PROGRAMS. PERSONS ELIGIBLE FOR PROGRAMS SUCH AS AHCCCS BUT WHOSE ELIGIBILITY STATUS IS NOT ESTABLISHED FOR THE PERIOD DURING WHICH THE MEDICAL SERVICES WERE RENDERED MAY BE GRANTED FA FOR THOSE SERVICES. CVRMC MAY MAKE THE GRANTING OF FA CONTINGENT UPON APPLYING FOR GOVERNMENTAL PROGRAM ASSISTANCE. THIS MAY BE PRUDENT, ESPECIALLY IF THE PATIENT REQUIRES ONGOING SERVICES. EXCLUSIONS- THIS POLICY AND THE FA PROGRAM DO NOT APPLY TO THE PORTION OF CHARGES AN INSURED PATIENT IS PERSONALLY RESPONSIBLE FOR, I.E., CO-PAYS, CO-INSURANCE, AND DEDUCTIBLES, AND DOES NOT APPLY TO ELECTIVE PROCEDURES EXCEPT AS MAY BE DETERMINED AT THE SOLE DISCRETION OF CVRMC, ON A CASE-BY-CASE BASIS. METHOD FOR APPLYING FOR FA- A COPY OF THIS POLICY AND FA APPLICATIONS WILL BE MADE AVAILABLE AT THE HOSPITAL OR BY CONTACTING PATIENT ACCOUNTS/BILLING OFFICE AT (928)425-3261. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA UNDER THIS POLICY, OR HAVE REQUESTED THAT FA BE PROVIDED, ARE REQUIRED TO SUBMIT AN APPLICATION ON THE HOSPITAL FORM PROVIDED DURING THE APPLICATION PERIOD. IT IS THE APPLICANT'S RESPONSIBILITY TO PROVIDE PROOF OF HOUSEHOLD INCOME AND/OR ANY OTHER INFORMATION PROVIDED ON THE APPLICATION, AS REQUESTED BY THE HOSPITAL. THE APPLICANT IS REQUIRED TO SUBMIT ALL INFORMATION REQUIRED ON THE FA APPLICATION FORM INCLUDING, BUT NOT LIMITED TO THE FOLLOWING INFORMATION: COPY OF AHCCCS DENIAL LETTER (MAY BE WAIVED ON A CASE-BY-CASE BASIS), COPIES OF PAY STUBS FOR THE LAST 2 PAY PERIODS, NUMBER OF DEPENDENTS CLAIMED ON TAX RETURN, AND COPIES OF BILLS SHOWING EXPENSES. DISCOUNT- HOUSEHOLD INCOMES THAT EXCEED 400% OF THE FPG, WHERE THE PATIENT IS MEDICALLY INDIGENT, ARE EVALUATED BASED ON THEIR SPECIAL CIRCUMSTANCES: FAMILY SIZE, FEDERAL POVERTY GUIDELINES (FPG) 100%, 150%, 200%, 250%, 300%, OR 400% OF FPG. THIS POLICY, AN APPLICATION, A PLAIN LANGUAGE SUMMARY OF THE POLICY AND ANY NOTICES OR PUBLICATIONS REGARDING THE POLICY WILL BE MADE AVAILABLE ON THE HOSPITAL'S WEBSITE(WWW.CVRMC.ORG)IN PDF FORM. THE POLICY, APPLICATIONS, AND PLAIN LANGUAGE SUMMARIES ARE ALSO AVAILABLE UPON REQUEST AND WITHOUT CHARGE AT THE PATIENT ACCOUNTS AND BILLING DEPARTMENT AND BY MAIL. A PLAIN LANGUAGE SUMMARY SHALL BE CONSPICUOUSLY DISPLAYED IN HOSIPTAL PATIENT WAITING AREAS AND IN THE PATIENT ACCOUNTS/BILLING DEPARTMENT IN A MANNER THAT IS REASONABLY CALCULATED TO ATTRACT VISTITORS' ATTENTION. A PLAIN LANGUAGE SUMMARY OF Part VI, Line 4 - Community Information Cobre Valley Regional Medical Center (CVRMC) is located in Globe, Arizona and serves a population of 40,000 within a 65 mile radius in a full-service acute care facility. This population includes both the primary, secondary, and partner service areas. CVRMC is located in the heart of the copper belt of Arizona and serves many rural copper communities within the region including its neighboring towns of Miami and Superior to the west, Kearny, Hayden, and Winkelman to the south. The communities of Roosevelt, Tonto Basin, and Pleasant Valley/Young are located to the north. The San Carlos Apache Nation, our service area partner, borders Globe to the east. CVRMC serves as an acute medical/surgical, obstetric, orthopedic, oncology, pediatric, family practice provider, and a multitude of other services for all the residents of these communities. The CVRMC primary and secondary service area communities are located in two counties, Gila and Pinal. Based on the 2020 U. S. Census, approximately 29.4% of the total population in Gila County was over the age of 65, an increase of .4% from the 2010 Census. In neighboring Pinal County it was 20.9%, an increase of 5% compared to the 2010 Census. Arizonas population 65 and older is 18% while the U.S. is at 16.9%. The five leading causes of death among adults age 65 and older in Gila and Pinal Counties are heart disease, cancer, chronic lower respiratory diseases, cerebrovascular disease, and diabetes. Also, two leading causes of death in Gila County include death by suicide and drug induced death. People with a disability under the age of 65 years is 13% and 10.6% for Pinal County. Globe and Miami, Arizona Primary Service Area (63% Inpatient Patient Origin) Globe, Miami and the unincorporated areas nearby (including Claypool, Central Heights, and Midland City) are commonly called Globe-Miami. The towns are located on the northeastern slope of the Pinal Mountains, and are surrounded (except to the east) by the Tonto National Forest. Globe-Miami is located on U.S. Routes 60 and 70, and is served industrially by the Arizona Eastern Railway. Globe-Miami is located in Gila County with a total county population of 54,018, according to the 2020 census. Globes economy remains dependent on the mining industry, but as the county seat, county as well as city government employment are the highest numbers of jobs within the city. Tourism and retirees are also important in Globes economy. Globes current population, according to the 2020 Census, is 7,347.(Demographic Information below)Miami borders Globe to the west and the major copper mines are located in, or near Miami. Copper mines account for the largest employment in the Miami area but many of these employees commute to and from larger metropolitan areas to the east, such as Gold Canyon or Mesa. Miamis current population is 1,524.(Census 2020 data not available)Freeport McMoRan currently employs approximately 820 employees at its Miami operations; KGBM employs 63 at its Carlota facility as it anticipates to continue the SX-EW operations. Capstone Pinto Valley Mine employs approximately 592, while BHP Billiton has shut down, but employs several contracted employees to oversee the closed mine sites. Resolution Copper, the deepest underground mine in the world, is continuing to grow its employee base as the mine reaches production stages. Currently Resolution Copper employs 300 including contracted workers. As of 2020, Miami is home to one of the last 3 copper smelters in the United States. The following is from the U.S. Census Bureau: Demographic Information for Globe, AZ, Age and Sex: Persons under 5 years, percent 4.8%; Persons under 18 years, percent 18.8%;Persons 65 years and over, percent 21.3%; Female persons, percent 47.8%; Race and Hispanic Origin: White alone, percent 84.1%; Black or African American alone, percent 1.8%; American Indian and Alaska Native alone, percent 2.6%; Asian alone, percent 1.5%; Native Hawaiian and Other Pacific Islander alone, percent 0.0%; Two or More Races, percent 6.9%; Hispanic or Latino, percent 40.1%; White alone, not Hispanic or Latino, percent 50.4%.Population Characteristics: Veterans, 2015-2019 686;Foreign born persons, percent, 2015-2019 3.3%.Housing:Housing units, July 1, 2019, (V2019); Owner-occupied housing unit rate, 2015-2019 65.8%; Median value of owner-occupied housing units, 2015-2019 $125,800; Median selected monthly owner costs -with a mortgage, 2015-2019 $1,058; Median selected monthly owner costs-without a mortgage,2015-2019 $375; Median gross rent, 2015-2019$866; Building permits 2020. Families & Living Arrangements: Households, 2015-2019 2,962; Persons per household, 2015-2019 2.36; Living in same house 1 year ago, percent of persons age 1 year+, 2015-2019 77.4%; Language other than English spoken at home, percent of persons age 5 years+, 2015-2019 14.6%. Computer and Internet Use:Households with a computer, percent, 2015-2019 84.9%; Households with a broadband Internet subscription, percent, 2015-2019 65.4%. Education: High school graduate or higher, percent of persons age 25 years+, 2015-2019 89.8%. Bachelor's degree or higher, percent of persons age 25 years+, 2015-2019 20.1%. Health: With a disability, under age 65 years, percent, 2015-2019 12.8%; Persons without health insurance, under age 65 years, percent 13.4%. Economy: In civilian labor force, total, percent of population age 16 years+, 2015-2019 58.2%; In civilian labor force, female, percent of population age 16 years+, 2015-2019 52.0%; Total accommodation and food services sales, 2012 ($1,000); Total health care and social assistance receipts/revenue,2012($1,000)(c) 85,850; Total manufacturers shipments, 2012 ($1,000); Total retail sales, 2012($1,000) 130,066; Total retail sales per capita, 2012 $17,442.Transportation: Mean travel time to work (minutes), workers age 16 years+, 2015-2019 15.5. Income & Poverty: Median household income (in 2019 dollars), 2015-2019 $49,954; Per capita income in past 12 months (in 2019 dollars), 2015-2019 $25,321;Persons in Poverty, percent 15.8%. Roosevelt, Arizona Primary Service Area (1.2% Inpatient Patient Origin)Roosevelt is located 20 miles north of CVRMC and is a major center for fishing, boating, camping, water skiing, and other recreational water sports. The community of Roosevelt was developed after the construction of a masonry dam on the Salt River in 1911, Roosevelt Dam, making it the oldest artificial reservoir in Arizona and the largest within the boundaries of the state. The population of Roosevelt is estimated at 250, with many visitors moving in and out of the area depending on the season.(Census 2020 data not available)Tonto Basin, Arizona Secondary Service Area, Tonto Basin is located 55 miles north of CVRMC and the population fluctuates with the seasons. Tonto Basin is situated next to the Tonto Creek, a south flowing tributary of the Salt River. When the creek runs at high capacity, many residents living on the east side of the creek become stranded in their homes, having to wait for the water to recede. As of 2020, 1,685 people live in Tonto Basin, but the community experiences a population surge during the winter months to about 2800 people. People living in Tonto Basin work in office and administrative support, law enforcement and fire fighting, and management occupations. Many of these residents are employed in Payson or Globe, having to travel up to 55 miles one way for work.(Census 2020 data not available) San Carlos Apache Nation San Carlos, Ft. Apache, and Peridot, Arizona Partner Service Area (21.3% Inpatient Patient Origin)The San Carlos Apache Indian Reservation is located 4 miles east of Globe and is located in Gila, Graham, and Pinal Counties. The San Carlos Reservation is home to a number of Apache tribes relocated from traditional Apache homelands from Arizona and New Mexico in 1871. The San Carlos Reservation is one of the poorest Native American communities in the U.S., with the median annual household income being approximately $13,000. About 60% of the people live under the poverty level, and one-fourth of the active labor force is unemployed. With many families co-habitating,the poverty level, and other socio-economic factors,the population of the San Carlos Nation was hit severely by COVID-19.The population of the San Carlos Reservation is just under 10,000 residents with its largest communities being San Carlos, Ft. Thomas, and Peridot, Arizona. The Apache Gold Casino employs 300 people while hunting, fishing, boating, camping, and gaming are attractions to tourists visiting the area.The following demographic information is from the Bureau of Womens and Childrens Health, Arizona Department of Health Services:RESOURCES for the SAN CARLOS APACHE TRIBE-FACILITIES: General hospitals Yes; Hospital Beds/ 1000 Residents 0.0; Designated as Sole Community Provider? No; Specialty Beds 0; Skilled Nursing Facilities 0; Nursing Beds 0. SERVICES: Licensed Home Health Agencies0; A Part VI, Line 4 - Community Building Activities Cobre Valley Regional Medical Center (CVRMC) has a health commitment to our employees, physicians, health and wellness organizations, our board of directors, benefactors, volunteers, and most importantly, to our patients and families of the region we serve. CVRMC is inclusive, collaborative, and effective regarding community building activities and donations.The mission of CVRMC is:To develop and maintain a local healthcare delivery system that serves the region with high quality, efficient and compassionate care. Our mission is your health. This is a living statement within each of our employees who work to provide direct or indirect patient care and is the driving force when setting goals, purchasing equipment, hiring employees, and planning activities throughout the region. The CVRMC Standards of Performance are the required code of conduct which will ensure the mission of CVRMC is carried forth. These standards include personal behaviors regarding privacy, attitude, communication, teamwork, courtesy, accountability, appearance, responsiveness, and safety. Through our community benefit and building activities, utilizing the standards of performance as the driving force, CVRMC is demonstrating accountability, gaining community trust, and fulfilling our mission to all our constituents within our service region.CVRMC receives expert operational support services through HealthTechS3 Management Services. These areas of expertise include quality patient care, finance, revenue cycle, materials management, and strategic planning. The resources HealthTechS3 Management Services provide are invaluable in assisting the CVRMC Board of Directors, administration, physicians, directors, and clinical and non-clinical staff in fulfilling the hospitals mission of Quality, Efficiency, Compassion, and Health for all our communities.Through our strategic planning process, CVRMC identified The Patient Experience, People, Growth, Financial Stewardship, and Community as our key strategic goals for the next three years. These goals are not independent of each other, but rather interdependent, connected and overlapping, each individual function thriving on the success of the others. The Patient Experience is defined as the combination of customer service and the quality provided to patients and families receiving services at CVRMC and its surrounding clinics. CVRMC will foster an environment where the quality of care and customer service provided to our patients, physicians and employees is relentlessly pursued with a philosophy of continuous improvement in delivery and outcome. Compassion is the key driver and employing people with great character creates a culture where patients and families want to choose CVRMC for their healthcare.People make the difference in the delivery of care and in the lives of our patients, physicians, fellow workers, and associates. CVRMC is committed to cultivate a workforce and medical provider community that are highly engaged, accountable, collaborative and committed to fulfilling the mission of maintaining a local healthcare delivery system that serves the region with quality, efficiency, and compassion.Growth, in both services and facilities, will provide for the needs of all the communities that depend on the healthcare provided by CVRMC. It is a strategy of CVRMC to aggressively pursue an increased share of the market and reduce out-migration by improving, expanding, adding and promoting services and physical structures that meet service area needs and are clinically and financially feasible. Financial Stewardship, by effectively controlling costs, reducing turnover, strategic investments, and employee responsibility for financial management are all expectations to secure financial strength to move CVRMC into the future of service and property expansion.Community is the heart of our healthcare mission. Focused on promoting healthy living and prevention of chronic diseases, CVRMC realizes healthier communities are safer, have a stronger environment, are socially connected, and have people who truly care for one another. CVRMC has a commitment to care for its communities and the overall health of the people who make these communities great. Through strategic planning, relationship building, and collaboration, CVRMC will be able to address community health needs and move our population to a healthier state.Benefit to Community -One Call is a service implemented by CVRMC in late 2015. The phone service is to help reduce the number of calls a customer needs to make in order to obtain information on health needs and/or social service agencies within the service region. One Call is a free service open to the general public and is staffed by a registered nurse who can also act as a liaison between medical staff, medical health facilities, and social services on behalf of the user. -The CVRMC Health Fair, over the past 10 years, has seen a rapid increase in participation of health and wellness organizations as well as public attendance. In 2021, an estimated 500 members of our communities (down from previous years) attended the health fair, Get Out and Get Fit, with 85 organizations providing health and wellness information. Previous public attendance has reached about 1,000 for the past six years with participation of health and wellness organizations continuing to climb from 42 participants to an average of 90 participants in 2015, 2016, 2017, 2018, and 2021. The decline in numbers this year is attributed to COVID-19. Beginning in 2018, the Health Fair began to rotate yearly with another huge fundraising event the CV Foundation hosts, the Art and Wine Auction.-Our professional staff participates in Community Health Fairs and Education Events throughout our service region. These events include health and wellness checks for mining company employees, school children, and seniors. CVRMC has also been actively involved in the Science/Technology/Engineering/Math (STEM) project through the Gila County Superintendents Office, offering professional health personnel for guest speakers, science fair judging, health career counseling, and much more professional information.-The PACT Committee (Positive Attitudes Creates Teamwork) is comprised of CVRMC staff who dedicates their efforts to make a difference in employee and community relations. The PACT Committee ensures the hospitals presence in community events such as the Globe-Miami Light Parade, Relay for Life, March of Dimes, skilled nursing facility events, and other holiday community celebrations. -The CVRMC Foundation is an integral part of CVRMC. Through philanthropic income, driven by the CVRMC Foundation, CVRMC is supported in purchasing the latest technology and equipment which provides the highest level of care to the patients of our region. The foundation is guided by a governing council of community volunteers who serve without pay and are dedicated to providing the finest healthcare and services to our region. Many CVRMC employees are also part of the foundation, donating time on a volunteer basis. CVRMC also supports the foundation through donation of materials and hosts their monthly luncheon meetings.-Grief Support Meetings have brought the pastoral leadership from 2 different hospice groups to provide encouragement and assistance to those who have lost loved ones.-Clinical/Non-Clinical Internships-Teenage Outreach Pregnancy Support-The CVRMC Conference Rooms are used by many community organizations for education, hosts many educational programs available to the residents in the service area. -Community Involvement is an expectation of CVRMC employees. The strength of our communities is dependent on community involvement. Employees are Little League, soccer, football, and youth basketball coaches. Employees serve on the Chamber of Commerce for several communities, Rotary, Aquatic Center, Southern Gila County Network Team, Copper Basin Coalition, Elderly Quality of Life, Cobre Valley Transit, Labor Force Development, housing, and many other committees across the service region.-Cancer Awareness and Support Group-The CVRMC Angel Tree is supported solely by employees who provide gifts for the families in the local Safe Home and those pre-school children who are in need of gifts at Christmas. -Job Shadowing students from 6 area high schools enjoy a day at CVRMC learning from professionals in their chosen field. CVRMC realizes the importance of resourcing for the future of healthcare professionals.-Facebook and the Website provide valuable health information to all our communities and are platforms to inform our population about health events and community events which would benefit their health.-Donations to Community Organizations CVRMC recognizes the need to contribute to local organizations to help support their causes in regards to awareness, fundraising, promoting health/exercise/wellness, education, or finding a cure for cancer. Relay for Life and Little League pro Part VI, Line 5 - Promotion of Community Health Cobre Valley Regional Medical Center has kept its finger on the pulse of its service region throughout the COVID 19 year of 2020, reaching out to help the region in many different aspects, contributing millions of dollars in community benefit and charity care. The focus in 2020 was still on the patient experience, people, growth, and community and COVID 19 took the worlds health care systems to a new level. As we responded to the shortage of PPE, securing respirators, managed patient beds, shut down elective surgeries, moved to tele-health, set up check stations, reduced patient visitation, and more. Through the year of 2020 and the onslaught of COVID 19, we continued to respond to the service area needs to fulfill our mission: To develop and maintain a healthcare delivery system that serves the region with quality, efficiency, and compassion. Community Involvement (REDUCED IN 2020) Employees of CVRMC are encouraged to volunteer and be involved in charitable community organizations. These associations include Rotary, the Community Concert Association, Little League, United Fund, Elks, County Fairs, blood drives, CARE Fair, Relay for Life, Health Fair, Adopt a Highway, school boards, March of Dimes, youth soccer, youth basketball, the library, job shadowing programs, Meals on Wheels, economic development, Meth Coalition, AZ Youth Partnership, church charities, and the Globe-Miami and Superior Chambers of Commerce, to name a few. Employees who are involved beyond the hospital facility make a connection to the communities served.Health Fair (SCHEDULED FOR 2021) CVRMC hosts an annual health fair to promote good health awareness and to encourage participants to assume responsibility for their own health by providing free health screenings. Many community organizations are also encouraged to participate to bring their valuable health and safety information to one location, CVRMC campus, for the convenience of the people we serve. Immediate Care Services - The decision to include Immediate Care Services as a health priority was based on several findings in the CHNA. Every focus group identified the need for an urgent care facility and extended hours pharmacy services as a priority health need. Participants frequently stated that not having an urgent care was impacting access to care and a financial burden. Participants discussed the time, expense, and stress of having to travel to urgent care facilities that were typically about an hour away in the middle of the night or on weekends to have their urgent healthcare needs met. Participants also discussed avoiding having their urgent health care needs addressed, such as ear infections with young children, for the reason of not having enough money to be able to afford a visit to the hospital Emergency Department and not having enough money to travel out of the community. The mention of pharmacy services often accompanied the discussion on urgent care needs. Participants often mentioned the importance of having medications filled after hours or on weekends and experiencing a lapse in medication management when prescriptions could not be filled right away. Participants that were aware of the CVRMC pharmacy services, including the mailing options, expressed appreciation for the ability to access medications through CVRMC. Some expressed challenges in delays in receiving CVRMC prescription mail orders or needing consistent pharmacy services available in the case of the CVRMC Kearny clinic. It was felt that an urgent care facility with pharmacy services that is available after hours and on weekends would meet these needs. CVRMC is currently moving forward with this health priority. (CHIP 2020-2024)Aquatic Center (ONGOING) With the closure of the Globe Community pool 7 years ago, a team of community members have been working on bringing a modern aquatic center with amenities that would provide water recreation for all. CVRMC is committed to see this project come to fruition and will continue to be around the table on this project. This project is in the CVRMC Strategic Plan to improve the health and wellness of our region.Walking Path (ONGOING- SCHEDULED TO COMPLETE IN 2021)- A Walking Path as a health priority is supported through the CHNA indicators, the community survey, and key informant interviews. Walkability scores reflect a communitys ability to offer safe places to walk and bike which also encourages frequent connections among community members to promote physical activity, but also reduces isolation. Walkability scores range between 1 and 20; the lower the score, the less walkable the area. The average walkability score for the CVRMC service region is 3. The average walkability score for the State of Arizona: 7.58; Source: US Census 2017. Participants also mentioned the lack of sidewalks and lack of safe places to walk and bike as a barrier to being physically active. When asked about a vision for a healthy community in the next three years, key informants described a healthy region as one that is a walkable and bikeable destination, efficient, and connected. The CHIP Administrative Team discussed where an initial walking path could be created. It was determined that a mile long stretch of path strategically placed along Hospital Drive in cooperation with BHP and possibly Cecil Trucking would be a great place to begin. (CHIP 2020-2024)Increase Access to Aging in Place Services - It was identified that community members age 65+ are some of the most vulnerable in the region. Many of the older adults in the region have a lack of family support as they get older. It was discussed by key informants the resulting increase in demands on the health-care system, requiring additional support for specialty providers, like neurologists, cardiologists and orthopedists. There was also discussion by key informants of having additional options to age in place. These additional options included in-home care, having a wellness center available at a free and reduced rate for seniors, transportation services, and Alzheimers care for both patients and their caregivers. (CHIP 2020-2024)Access to Preventative Services - Increase access to preventative services was identified as a priority through the community feedback in focus groups and key informant interviews. One of the key themes in the focus groups was a need for improved access to specialty health care services. This theme is repeated in the key informant interviews with an additional focus on mental and behavioral health services.Community Fund Raisers (LIMITED DURING 2020) CVRMC continues to help with community members in need whether it is a house fire, a child with an illness, or any other circumstance that creates extreme hardship for a family. Wellness Program (PUT ON HOLD IN 2020) CVRMC is currently looking into re-implementing a wellness program -- knowing healthier employees give better care. It is CVRMCs policy to engage employees as partners in assuring their best possible health and in reducing preventable healthcare costs for our employees; provide a supportive work environment that promotes the optimal health and well-being of our employees. Toy Box (VERY ACTIVE IN 2020) CVRMC is surrounded by mountains and many trails. Roosevelt Lake is 20 minutes away as well as the Salt River. CVRMC has purchased kayaks, paddle boards, mountain bikes, and many other types of outdoor equipment for employees to check-out free of charge. The thought is that they will explore the wonderful area in which we live and tell more people about it. This is great for our employees health but it also aids in recruitment and the economy. This program began in 2020.Internships (CONTINUED IN 2020, STUDENTS PROVIDED OWN PPE) For countless years CVRMC has provided internships for medical related fields such as RNs, CNAs, Physician Assistants, OR Techs, Radiology Techs, Phlebotomists, Respiratory Therapists, CRNAs, Medical Assistants, and Doctors of Osteopathy. These internships are provided free of charge and facilitate schools across Arizona A.T. Stills, Midwestern, Bryman, Central Arizona College, Apollo College, Pima, and Gila Community College. The advancement of medical professions is the responsibility of all medical facilities. CVRMC understands its role in resourcing the future of healthcare professionals and is committed to the interns we serve.Strategic Planning (ONGOING) By aligning the direction of the Strategic Plan with the mission, vision, and values of CVRMC, it becomes the cornerstone in implementing strategies in the areas of the patient experience, people, growth, and community. Community Health Needs Assessment and Implementation Plan (ONGOING) CVRMC conducted the next Community Health Needs Assessment. Data was collected through surveys, focus groups and face-to-face interviews. From this data and resource information a new Community Health Implementation Plan was developed and began addressing the identified health concerns of the region CVRMC se Part VI, Line 6 - Affilated Health Care System Please refer to: community building activities narrative. Part VI, Line 7 - States Filing of Community Benefit Report AZ Part VI - Additional Information Needs Assessment (continued) Demographic snapshots are also provided by the report for each of the service areas that reflect various characteristics, including the education, household income, and ethnicity. These are important factors to consider when establishing marketing and public relations messages. Those in CVRMCs primary and secondary service areas are primarily White and Hispanic; have a lower percentage than the U.S. with a high school degree, and a higher percentage than the U.S. with lower incomes. Diagnosis-Related GroupsGroups of patients tend to have common demographic, diagnostic, and therapeutic attributes that determine their healthcare needs. Diagnosis-Related Groups (DRG) form a manageable, clinically coherent set of patient classes relating CVRMCs case mix to the resource demands and the associated costs experienced by the hospital. Database of AdmissionsQueries of the CVRMC Admissions database are a quick analytical source for determining the major health issues of the region. From this information education, prevention, and intervention can be determined and implemented in community benefit programs or released to other regional health organizations for tracking and trending the impact of their programs within the region. Case Management, Discharge Planning, and Social WorkThrough case management, discharge planning, and social work provided by CVRMC, data is generated by specific diagnosis related groups. This diagnosis data by group could be used to identify key risks for change, i.e. tobacco cessation or weight management programs. Many of these groups move on to long-term care facilities, hospice services, or home care needs. Community Health Needs Assessment and Implementation Plan 2019The excerpt below is from the 2019 Needs Assessment conducted by Pinnacle Prevention. Research shows that economic conditions have a significant impact on population health. There is strong evidence that poverty in childhood has long-lasting effects and limits life expectancy, even if social conditions subsequently improve. In addition, the percentage of the population below the federal poverty level, the percentage of the population with no high school diploma, and the percentage of the population with no health insurance are key drivers that predict poor health outcomes. Only 19.0% of the individuals aged 25 and older in Gila County have a bachelors degree or higher (10% less than the state average). The median annual household income is $39,900 (lower than the state average by approximately $17,000 per year), and 21.9% of the Gila County population lives below the federal poverty level, 4% higher than the average for the state of Arizona. The major employment sectors in the region include mining, healthcare, government, education, arts, entertainment, services, and retail. There are several small businesses throughout the county, yet as of August 2019, the unemployment rate averaged 6.2%. Residents within the region frequently describe their communities as close-knit and demonstrate a willingness to help neighbors in need.Selected demographic characteristics of Gila County:Total population of Gila County=53,889Total population of Arizona=7,171,646Population in Gila County and in the state of Arizona is comprised of 20.1% below 18 years old, and 28.8% 65 years and older; and 23.3% below age 18, and 17.1% over 65, respectively. The median age in Gila County is 49.3, versus 37.7 in Arizona.Gila County is 50.6% female and 49.4% male, while Arizona is 50.3% female and 49.7% male.The race/ethnicity distribution in Gila County is: American Indian or Native Alaskan, non Hispanic 17.8%; Asian, non-Hispanic 0.9%; Black, non-Hispanic 0.8%; Hispanic 18.7%; Native Hawaiian/Other Pacific Islander 0.2%; White, non-Hispanic 62%; and two or more races, non-Hispanic 1.7%. The race/ethnicity distribution in Arizona a whole is: American Indian or Native Alaskan, non Hispanic 5.3%; Asian, non-Hispanic 3.5%; Black, non-Hispanic 4.3%; Hispanic 31.4%; Native Hawaiian/Other Pacific Islander 0.3%; White, non-Hispanic 54.9%; and two or more races, non-Hispanic 2.19%. The income inequality (Gini index) for Gila County is 0.468, and for Arizona is 0.47.The median household income for Gila County is $41,179, versus $53,510 for Arizona.In Gila County 24.1% live below the poverty level, as opposed to Arizona, which is at 16.95%. Gila Couny's unemployment rate is 6.2%, while in Arizona as a whole, it is 5%.Travel time to work on average in Gila County is 18.7 minutes, while statewide, it is 25.1 minutes.The graduation rate is 75% in Gila County, and 78% statewide.High school degrees or higher are possessed by 85% in Gila County, and 86.51% statewide. Nineteen percent of Gila County residents have Bachelor's degrees or higher, while that rate is 28.45% for the state as a whole.CVRMC Board of DirectorsThe CVRMC Board of Directors is strategically designed to encompass a variety of professions from the region. Mining, county government, ranching, banking, insurance, business, and medical professionals make up the members of the board which bring a diversity of ideas and information regarding healthcare needs within the service region.Other Data from the National Health Association and the Arizona Health Association gives CVRMC comparisons to national and state averages for specific health issues. Connectivity to organizations such as the County Health Department, regional school districts, and other health, safety, and regional associations provides information regarding health issues and needs. Diagnosis reports Chronic disease data X false false false false false false false false false Michael Bryan Physician 457958 1498 459456 Peter Seipel Physician 548708 1050 549758 Pierre Gilles Physician 421596 942 422538 Scott Croft Physician 599784 1900 601684 Steven Sawyer Physician 544691 659 545350 A Cobre Valley Regional Med 860732836 2014-09-12 33000000 Refunding & Financing Construc false false false A 33000000 1214433 4807916 215000 33000000 5745000 2016 true false true true A false false false false true false true A false false false false false NA NA false true A true Form 990, Part III, Line 2: New Services During the year, the hospital added radiation/oncology services. Form 990, Part VI, Line 3: Description of Delegated Duties to Management Company The CEO and CFO duties are carried out by employees of HealthTech Management Services, Inc., an unrelated management company. Compensation is included in the management fee paid to HealthTech Management Services. The management fee for 2020 was $1,126,482. Form 990, Part VI, Line 11b: Form 990 Review Process A CPA firm prepared and reviews the form 990 from data gathered and provided by the CVRMC. The return is then provided to the CFO for review and approval. Any questions or concerns the CFO has are addressed and any correction or clarifications are made. The final Form 990, with all required schedules, is made available to the full board prior to filing. Form 990, Part VI, Line 12c: Explanation of Monitoring and Enforcement of Conflicts Board members and officers are covered by the organization's conflict of interest policy and are required to annually complete a questionnaire disclosing any and all possible conflicts of interest. Form 990, Part VI, Line 15a: Compensation Review & Approval Process - CEO, Top Management The Officers' compensation is determined by a review conducted by HealthTech Management Services, Inc. using data provided by a nationally recognized management consulting firm, along with Form 990 data from comparable organizations and other hospitals managed by HealthTech. Once this information has been compiled and reviewed, a meeting is held with the board and a decision is made on the Officer's compensation. Form 990, Part VI, Line 15b: Compensation Review and Approval Process for Officers and Key Employees The Officers' compensation is determined by a review conducted by HealthTech Management Services, Inc. using data provided by a nationally recognized management consulting firm, along with Form 990 data from comparable organizations and other hospitals managed by HealthTech. Once this information has been compiled and reviewed, a meeting is held with the board and a decision is made on the Officer's compensation. Form 990, Part VI, Line 19: Other Organization Documents Publicly Available Available upon request. Other Changes In Net Assets Or Fund Balances - Other Increases Net assets released from restriction = $166009 Continued, Form 990 Part III, Program Service Accomplishments The PACT (Positive Attitudes Create Teamwork) Committee, comprised of CVRMC staff, dedicates its efforts to making a difference in employee and community relations. The PACT Committee is instrumental in the activities of many hospital activities, promoting employee engagement and satisfaction. The PACT Committee also helps CVRMC employees through the HOPE (Helping Our People in Emergencies) Fund. Donations made to the HOPE fund are used in times of emergency for employees. The Community Fund is used to help people of our communities who have been faced with a tragedy fire, illness, disease. The PACT Committee holds fund raisers to build the Community Fund and the PACT Committee also participates in community events to ensure the hospitals presence and to build public support and trust.A summary of services CVRMC provides to its service area are: Case Management, Social Services, Cath Lab, Chronic Care Management, Emergency Services, Family Practice, Podiatry, General Surgery, Imaging, Infusion, Laboratory, Laser Vein Center, OB/GYN Womens Healthcare, Oncology/Hematology, Orthopedics, Outpatient Surgery, Pediatrics, Pharmacy, Physical Therapy, Primary Care, Skin Clinic, Sleep Center, Wound Center, Cardiology, Dialysis, Oncology, other visiting Specialty Services, and outlying Family Care Clinics in Pleasant Valley, Kearny, Tonto Basin, and Superior.As we celebrate 108 years of service to the Globe-Miami and surrounding communities, CVRMC continues to evolve with the changing needs of our population base. Healthcare is ever moving and advancing and CVRMC is progressing with the demands of our target markets. The continued accomplishments we have made are a direct result of a dedicated and compassionate workforce, a steadfast Board of Directors, and strong supporting management team which is focused on one mission the mission of health with high quality, efficient and compassionate care. With the development of our next 3-year strategic plan, we are focused on these areas:The Patient Experience (Quality and Customer Service)PeopleGrowthCommunityFinancial StewardshipOur communities deserve accountability and compassion. We strive to respect and collaborate with all who surround us. We have an earnest responsibility to recognize the needs of our population and to respond to the health priorities facing our population. CVRMC is committed to our communities with an unwavering dedicated spirit. Form 990, Part VII, Section A Please see note on Part VI, Section A, Line 3. Officers of the organization are provided by a management company. Form 990, Schedule H Part VI, Line 4 - Community Building Activities continued from Schedule H 2019 Community Health Needs AssessmentCVRMC completed the Community Health Needs Assessment in 2019. Stakeholders across the CVRMC service region engaged in a community-driven process to identify the most pressing health issues facing residents. Facilitated by Pinnacle Prevention and CVRMC, community members and organizations came together to provide valuable insights on experiences of health and sickness, as well as realistic ways to affect change. The CHNA generated the data through community surveys, focus groups, and key informant interviews. The 2019 CHNA provided in-depth data on the following health indicators:Mortality Rate Totals per 100,000 population in 2017, according to ADHS Population Health and Vital Statistics: Total, all causes Gila Co. 831.1, Arizona 679.3; Cardiovascular disease Gila Co. 223.9, Arizona 189.9; Diseases of the heart Gila Co. 181.0, Arizona 141.9; Coronary heart disease Gila Co. 133.0, Arizona 102.8. Malignant neoplasms Gila Co. 112.5, Arizona 136.6; Lung cancer Gila Co. 32.5, Arizona 30.8; Colorectal cancer Gila Co. 12.0, Arizona 13.0; Breast cancer Gila Co. 8.6, Arizona 9.8; Prostate cancer Gila Co. 3.6, Arizona 7.5; Malignant melanoma of skin Gila Co. 2.9, Arizona 2.2; Cervical cancer Gila Co. 0.7, Arizona 1.1. Accident (unintentional injury)Gila Co. 101.4, Arizona 55.3; Accidental poisoning Gila Co. 25.3, Arizona 20.4; Motor vehicle accident Gila Co. 52.9, Arizona 13.8; Accidental falls Gila Co. 14.6, Arizona 12.4; Accidental drowning Gila Co. 0.0, Arizona 1.5. Chronic lower respiratory diseases Gila Co. 62.1, Arizona 43.0. Alzheimer's disease Gila Co. 16.3, Arizona 35.2. Cerebrovascular disease Gila Co. 27.5, Arizona 30.7. Diabetes Gila Co. 31.6, Arizona 23.8. Intentional self-harm (suicide) Gila Co. 37.6, Arizona 18.0. Chronic liver disease and cirrhosis Gila Co. 34.1, Arizona 14.2. Essential (primary) hypertension and hypertensive renal disease Gila Co. 10.3, Arizona 11.8. Influenza and pneumonia Gila Co. 10.3, Arizona 9.9. Parkinson's disease Gila Co. 3.9, Arizona 8.7. Assault (homicide) Gila Co. 11.8, Arizona 6.4. Nephritis Gila Co. 16.6, Arizona 6.2. Septicemia Gila Co. 3.9, Arizona 5.5. HIV disease Gila Co. 0.0, Arizona 1.2. Injury by firearms Gila Co. 30.7, Arizona 15.8. Drug-induced deaths Gila Co. 49.2, Arizona 23.3. Opioid-induced deaths Gila Co. 20.0, Arizona 13.4. Alcohol-induced deaths Gila Co. 35.8, Arizona 16.1. Average age at death Gila Co. 71.8, Arizona 72.6. Median age at death Gila Co. 75.0, Arizona 76.0. The Implementation Plan (CHIP) has been developed and is being executed to respond to key factors that may be limiting our communities ability to lead full, happy and healthy lives.The 2019 Community Health Needs Assessment and Community Health Implementation Plan can be found on the CVRMC website, www.CVRMC.org. Culture-The CVRMC Mission and Vision statements set the stage for the culture of our hospital. The CVRMC Standards of Performance are the framework of behaviors that all employees will exhibit when interacting with patients, customers, and co-workers. The standards reflect our philosophy of service.-Customer service training reinforces the expectations of each employee, moving everyones behaviors, manners, and actions in the same positive direction.-Empathic Communication training for all employees reinforces our commitment to patients first and foremost.-Communication training for all employees develops the ability to resolve conflict and address patient and family concerns.-Recruitment has become one of attitude as well as aptitude. Those potential employees are sought out not only for their ability and skills to perform a work assignment but the strength of their character as it aligns with the mission, vision, and standards expected of a CVRMC employee. Community Partnerships-Collaboration has become a corner stone for CVRMC. We do not function as a separate entity apart from our community but rather as a fundamental link in the chain. CVRMC has created many partnerships throughout its service region and beyond creating interdependence between organizations.As CVRMC moves forward to promote health and wellness within our service communities, our response to the needs of special populations will be essential for the reporting standards for "Community Health Needs. Together, with the assistance of healthcare organizations and professionals of our area, a well-constructed Community Health Needs Assessment and Implementation Plan will be the guiding documents to respond to the identified health needs of our diverse communities, providing charitable care with purpose, and supporting educational services and programs for the good of our public. Form 990, Schedule H Part VI, Line 4 - Community Information Continued from Schedule HPleasant Valley-Young, Arizona Secondary Service Area Surrounded by the Tonto National Forest, Pleasant Valley-Young is a community in Gila County situated in the beautiful pines of the Sierra Anches mountains. There are two main dirt roads in and out of Young, one from the north and one from the south, but no fully paved road to a connecting highway. Globe is 65 miles to the south of Young. The following demographic information was taken from the 2020 World Population Review: Pleasant Valley-Young has a population of 482. The average household income in Young is $43,299 with a poverty rate of 11.41%. The median rental costs in recent years comes to $499 per month, and the median house value is $190,700. The median age in Young is 56.1 years, 62.7 years for males, and 50 years for females. The female population is 210 or 43.7% and the male population is 272 or 56.43%. The racial makeup is 92.12% White, 6.22% other, and 1.66% Native American. Several small businesses exist in Pleasant Valley-Young. A gas station, convenience store, auto parts store, motel, thrift shore, library, and refuse service are among the businesses. Cobre Valley Regional Medical Center services the primary medical needs of the area with a medical clinic which is open one day per week.The median income for a household in the Pleasant Valley-Young area is $26,250, and the median income for a family was $24,886. Males had a median income of $21,000 versus $26,458 for females. The per capita income for the area was $16,943. (Census 2020 data not available) Kearny, Arizona Secondary Service Area (1.7% Inpatient Patient Origin)Kearny is located in Pinal County and was built by the Kennecott Mining Company in 1958 as a planned community to accommodate the populations of nearby Ray, Sonora and Barcelona, which were eventually swallowed by Kennecotts expanding open-pit copper mine. The town sits near the Gila River in the Copper Basin area along with its sister cities of Hayden and Winkelman. The economic base of Kearny is the Ray mine and the Hayden Smelter, both owned and operated by ASARCO. These operations have recently experienced a strike by the unions and have not fully gone back into operation.Hayden, Arizona Secondary Service AreaThe following demographic information was taken from the 2020 World Population Review: Hayden is a city located in Gila County Arizona. With a 2020 population of 629, Hayden is currently declining at a rate of -0.16% annually and its population has decreased by -4.98% since the 2010 census information which recorded a population of 662. Spanning over 1 miles, Hayden has a population density of 497 people per square mile.The average household income in Hayden is $41,408 with a poverty rate of 25.52%. The median rental costs in recent years comes to $632 per month, and the median house value is $34,500. The median age in Hayden is 47.1 years, 42.5 years for males, and 51.9 years for females.The racial population of Hayden:White: 93.52%Other race: 3.05%Two or more races: 2.67%Hayden is located in Gila County with the economic base being the Hayden Smelter, one of three smelters in the United States.(Census 2020 data not available) Winkelman, Arizona Secondary Service Area (1.3% Inpatient Patient Origin)The following demographic information was taken from the 2020 World Population Review: Winkelman is a city located in Gila County Arizona. With a 2020 population of 351, Winkelman is currently been steady in population compared to the recorded population in 2010 of 353. The average household income in Winkelman is $41,507 with a poverty rate of 8.53%. The median rental costs in recent years comes to - per month, and the median house value is $55,300. The median age in Winkelman is 52.9 years, 47.1 years for males, and 55.6 years for females.The racial population of Winkelman:White: 80.55%Two or more races: 12.63%Other race: 5.12%Native American: 1.71%Winkelman is located in Gila County with over 95% of the population living within Gila County. The major employment is the copper industry of the ASARCO Mine.(Census 2020 data not available) Superior, Arizona Secondary Service Area (2.1% Inpatient Patient Origin)Superior is located in Pinal County, 25 miles west of Globe. The town has survived many ups and downs of the copper mining industry throughout the years, but during the most recent years is capitalizing on its unique and picturesque location. The town is in a rebuilding phase in its economy and is looking to the areas of tourism and the opportunity for a new underground mine, Resolution Copper, to open in the next few years. The following demographic information was taken from the 2020 World Population Review: With a current population of 3,272, Superior is currently growing at a rate of 1.46% annually and its population has increased by 15.33% since the most recent census, which recorded a population of 2,837 in 2010 and has a population density of 1,668 people per square mile.The average household income in Superior is $46,986 with a poverty rate of 18.92%. The median rental costs in recent years comes to $814 per month, and the median house value is $90,500. The median age in Superior is 54.1 years, 49.6 years for males, and 56.3 years for females.The racial population of Superior:White: 84.34%Other race: 7.13%Asian: 4.46%Two or more races: 2.64%Native American: 1.43% Form 990, Schedule H Part VI, Line 5-Promotion of Community Health Continued from Schedule H.Community Awareness, Education (Facebook/News Articles/Webpage, etc.) (INCREASED IN 2020)Sponsorships for Education/Athletic/Teams (REDUCED IN 2020)Community Events (REDUCED IN 2020) Downtown Halloween, Homecoming parades, job fairs, etc.Other (CANCELLED MOST OF 2020) - CVRMC is involved in many other community activities which help promote and support the mission of the hospital. These activities include the Annual Leadership Retreat, CV Auxiliary, CV Foundation Career Day, Certifications and Training, Childbirth Classes, Smoke Free/Tobacco Free Campaign, Easter Egg Hunt, County Fair, Grief Support, Downtown Halloween Trick or Treat, Horseshoe Tournament, STEM activities, job shadowing, and workforce development, to name a few.Kearny Clinic - Plans to build a new clinic for the residents of the Town of Kearny began to take shape in 2020. Initial architect designs were proposed in late 2020 with the anticipation of the new Kearny Clinic being complete by 2022.Community Programs and Improvements to Services Information Systems and the Region - Cobre Valley Regional Medical Center has had a long history of technological innovation within the facility with many departments integrated electronically so that current information is readily available to staff and practitioners within the facility. 2019 saw the upgrade to Meditech Enhance from Meditech 6.0. This change, made in August 2020, will be beneficial to the patient as well as all departments and clinics. Enhance has put the entire CVRMC healthcare system under one EMR. By improving patient-provider communication and empowering patients a more active role in their health, the patient portal, the result should be improved patient outcomes. Community Health Partnerships (INCREASE WITH HEALTH DEPT.) - Through 2020, CVRMC along with the Gila County Health Department created a strong alliance through the pandemic. Disseminating knowledge and information throughout the county (especially Southern Gila County for CVRMC) was crucial during this time. Communication was happening on a daily basis and the securing of necessary resources was a top priority for both organizations. 2020 ended with the first COVID 19 vaccines administered both at the county as well as the hospital. This partnership will continue as CVRMC moves into vaccinating the population of Gila County into 2021. (DECREASED IN 2020) -Cobre Valley Regional Medical Center continues to be the leader of healthcare in the service area, accountable for the health of the population served. Partnerships with the Gila County Health Department, the Tobacco Cessation Program, the Meth Coalition, Haven of Globe, Heritage Healthcare Center, Gila County Community College, etc., and the local media have been established and can provide a forum for information dissemination and actual intervention services. Employee Education (CONTINUED THROUGH 2020) Cobre Valley Regional Medical Centers commitment to higher education for employees is evident in the continuation of tuition assistance. Employees are encouraged to further their education which in turn provides better care for patients. The tuition assistance program is a benefit provided to assist employees in improving their job capabilities within their work environment. New Standards of Performance and Customer Service Training (CONTINUED THROUGH 2020) The CVRMC Standards of Performance were re-designed and created by a team of hospital staff whose goal was to develop a set of performance expectations for every employee to follow at all times. At CVRMC our position descriptions outline the duties and responsibilities every individual is accountable for in the commission of their respective jobs. The CVRMC Standards of Performance offers a definition and framework of behaviors that every employee will exhibit when interacting with patients, customers, and co-workers. These standards also provide the criteria by which an employee is evaluated. In our Standards of Performance we identify patients, customers, and co-workers as our target service populations. At CVRMC we consider customers to include Physicians, Families, Vendors, Suppliers, and anyone else that we have contact with and the behavior expectations include privacy, attitude, communication, teamwork, courtesy, accountability, appearance, responsiveness, and safety.Every employee of CVRMC is required to attend customer service training to help drive our mission statement and to guide them in the standards of performance at every level of the organization. This customer training is also offered to every physician, their office staff, and organizations within the region, free of charge, in order to create a regional culture of courtesy and respect.San Carlos, Partner Service Area (CONTINUED THROUGH 2020) - Adjacent to the San Carlos Apache Reservation, CVRMC serves as a partner in acute obstetric, podiatry, orthopedic, oncology and surgical services for reservation residents referred by their hospital or our visiting physicians.