2021-05-11T16:01:16-05:00 2020-06-30 BKD LLP 111 South Tejon Suite 800 Colorado Springs CO 809039848 990 2019-07-01 840255530 LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS VALLEY % THE ORGANIZATION LUTH 7195892511 106 BLANCA AVENUE ALAMOSA CO 81101 KONNIE MARTIN CHIEF EXECUTIVE OFFI 7195892511 2020-11-15 true Adam R Smith CPA P00958966 7194714290 2019 2022-09-23 18:48:47Z SAN LUIS VALLEY HEALTH KONNIE MARTIN 106 BLANCA AVENUE ALAMOSA CO 81101 103327708 false X WWW.SANLUISVALLEYHEALTH.ORG X 1928 CO TO BE A PREMIER, FULLY INTEGRATED RURAL HEALTH CARE SYSTEM PROVIDING EXCEPTIONAL PATIENT-CENTERED SERVICES TO THE SAN LUIS VALLEY. 14 10 952 14 0 691645 2912865 107589031 99446348 389507 465754 480029 482848 109150212 103307815 42619 31204 0 0 56149758 60148587 0 0 230138 46674343 42150506 102866720 102330297 6283492 977518 104788043 124950273 36563623 55586601 68224420 69363672 X AN UNCONDITIONAL COMMITMENT TO EXCELLENCE BY PROVIDING QUALITY, COMPASSIONATE CARE GUIDED BY OUR VALUES. WE ACCEPT RESPONSIBILITY FOR PROVIDING SERVICES TO OUR COMMUNITY THAT ARE OF THE HIGHEST CALIBER OF SERVICE AND STANDARD PERFORMANCE, WHILE DEMONSTRATING OUR ADOPTED VALUES. false false 77672350 31204 99535451 SAN LUIS VALLEY HEALTH WAS FORMED JULY 1, 2013. PRIOR TO THE MERGER THAT CREATED SAN LUIS VALLEY HEALTH, THE HOSPITAL OPERATED AS AN INDEPENDENT, NOT FOR PROFIT HOSPITAL FOR OVER 83 YEARS. THE MERGER BROUGHT TOGETHER SAN LUIS VALLEY REGIONAL MEDICAL CENTER AND CONEJOS COUNTY HOSPITAL. PRIOR TO THE MERGER, CONEJOS COUNTY HOSPITAL HAD BEEN MANAGED BY SAN LUIS VALLEY REGIONAL MEDICAL CENTER SINCE 2003. SLV HEALTH SERVES THE SIX COUNTIES OF THE SAN LUIS VALLEY WITH A POPULATION OF JUST UNDER 50,000 AND AN AREA OF OVER 8,200 SQUARE MILES; LARGER THAN THE STATE OF NEW JERSEY. SLV HEALTH EMPLOYS OVER 650 EMPLOYEES AND IS THE LARGEST EMPLOYER IN THE SAN LUIS VALLEY. THE TRUSTEES, PROVIDERS AND STAFF OF SLV HEALTH ARE UNDERSTANDABLY PROUD OF THEIR TRADITION FOR PROVIDING CARE AND SERVICE TO OUR COMMUNITIES. SERVING OUR LOW-INCOME COMMUNITY MEANS THAT WE HAVE A CHALLENGING PAYER MIX WITH HIGH MEDICAID, UNINSURED AND RELATIVELY LOW COMMERCIAL PERCENTAGES. THIS HAS LED TO OUR ORGANIZATION BEING RESOURCEFUL, CREATIVE AND INNOVATIVE IN ORDER TO CONTINUE SERVICE WITH POSITIVE OPERATING MARGINS. OVER THE LAST TEN YEARS, OUR GROSS REVENUE HAS INCREASED FROM $20M TO IN EXCESS OF $100M AND THE NUMBER OF PATIENTS SERVED HAS EXPANDED SEVERAL FOLD. NEW SERVICES HAVE BEEN ADDED IN MEDICATION ONCOLOGY, INPATIENT REHABILITATION, SLEEP DISORDERS, WOMEN'S IMAGING CENTER, FIXED WING MEDICAL TRANSPORTATION, GENETIC COUNSELING, BEHAVIORAL HEALTH, CARDIOLOGY, CHIROPRACTIC, ONCOLOGY/INFUSION THERAPY, UROLOGY, AND MORE. 77672350 true true false true false false false false false true true false false false true false false true false false false false false false false false true true true false true false false false false false false true false false false false false false true true false false true 77 0 952 true false false false false false false false false false false false false X 14 10 true false false false false false false true true false false true true true true true true true true false X THE ORGANIZATION 7195892511 106 BLANCA AVENUE ALAMOSA CO 81101 X Jason Defee Physician 36.0 0.0 X 579060 0 28188 Carissa Tripi Physician 40.0 0.0 X 573603 0 27188 Konnie Martin CEO 40.0 2.0 X 482374 0 28188 Maureen Cooper Physician 40.0 0.0 X 477568 0 14747 Olivier De Raet Physician 44.0 0.0 X 453116 0 28098 Julian Maendel Physician 40.0 0.0 X 429344 0 27278 Dennard Ellison Trustee, Physician 40.0 0.0 X 413322 0 27988 Carmelo Hernandez CMO 40.0 0.0 X 345859 0 28095 Nuwan Pilapitiya Trustee, Physician 40.0 0.0 X 238370 0 25827 Shane Mortensen CFO 40.0 1.0 X 234081 0 25543 Antonio Gurule Clinic Adminstrator 40.0 0.0 X 200362 0 17195 Kelly Gallegos CCH Adminstrator 40.0 0.0 X 187467 0 22419 Christine Hettinger-Hunt COO 40.0 0.0 X 157674 0 21350 Susan Geiger Trustee, Physician 20.0 0.0 X 149584 0 7314 Roberta Bean CNO 40.0 0.0 X 51785 0 1713 Karla Hardesty President 2.0 0.0 X X 2800 0 0 Kendall Knaus Secretary/Treasurer 2.0 0.0 X X 1100 0 0 Patrick Crowder Trustee 2.0 0.0 X 1100 0 0 Cheri Crowder Trustee 2.0 0.0 X 1100 0 0 Rosalie Martinez Trustee 2.0 0.0 X 1100 0 0 Kasey Russell Trustee 2.0 0.0 X 1100 0 0 Jim Ehrlich Vice President 2.0 0.0 X X 1000 0 0 Jan Gay Trustee 2.0 0.0 X 800 0 0 Donald Shawcroft Trustee 2.0 0.0 X 700 0 0 Kathy Lorenz Trustee 2.0 0.0 X 500 0 0 4984869 0 331131 94 false true false VITALANT PO BOX 29650 PHOENIX AZ 85038 MEDICAL SERVICES 359044 INNOVA EMERGENCY MEDICAL ASSOCIATES PO BOX 912601 DENVER CO 80291 LOCUM PHYSCIANS 2695457 JOHN W GONZALES 104 PRICE ALAMOSA CO 81101 SECURITY 306638 RAD IMAGE LLC PO BOX 63300 COLORADO SPRINGS CO 80962 LOCUM PHYSICIANS 213034 ARUP LABORATORIES PO BOX 27964 SALT LAKE CITY UT 84127 LAb Services 163248 10 280339 1782030 850496 2912865 Patient Service Revenue 561110 35119982 35119982 Medicare Medicaid 561110 60908728 60908728 Electronic Health Record Payments 900099 96856 96856 Ambulance District Revenue 621910 597908 597908 340B Payments 900099 2461602 2461602 261272 261272 99446348 474472 474472 0 0 9992 11175 -1183 0 -1183 -1183 8718 -8718 -8718 -8718 0 0 0 0 0 0 0 0 0 Cafeteria Sales 722514 319854 319854 Abstract Revenue 900099 20199 40 20159 Miscellaneous Revenue 900099 89063 89063 54915 54915 484031 103307815 99535451 859499 31204 31204 0 0 0 2576923 860770 1699078 17075 369637 123470 243718 2449 46700306 36951079 9625434 123793 1820202 1460244 352539 7419 5455020 4288625 1143682 22713 3226499 2506288 706612 13599 0 290712 290712 119640 119640 6161 6161 0 0 8341409 5639705 2701704 129327 129327 1531025 298582 1230548 1895 2097019 2097019 0 964108 597039 366724 345 359472 222647 136825 0 55627 55627 509736 509736 0 3638491 2549395 1089096 1044585 512136 532309 140 Medical Supplies 14623434 14623434 Provider Fees 4615741 4615741 Repairs & Maintenance 2079860 1793207 286653 BOOKS/DUES/SUBSCRIPTIONS 486575 466550 20025 1257584 132234 1084640 40710 102330297 77672350 24427809 230138 1620662 11410339 11485909 17529745 36285 0 11669799 11017523 0 0 0 0 0 0 2030690 2319930 2214947 2563035 100341259 45624087 49609998 54717172 23887093 24471314 12100 12000 377355 283214 0 0 1843205 626001 104788043 124950273 11570563 24780223 0 0 855563 9190385 0 0 0 0 0 0 23866966 21345462 0 0 270531 270531 36563623 55586601 X 67847065 69080458 377355 283214 68224420 69363672 104788043 124950273 X 977518 255875 -94141 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 6161 6161 false schedule c, Part II-B, Line 1i Description of lobbying activities: San Luis Valley Health received correspondence from the Colorado Health and Hospital Association and the American Hospital Association regarding their membership dues. A portion of their dues were attributable to lobbying and appear on line 1i. 15629 160259 3983 179871 15600 29 15629 46368 9194 38 40000 15600 35345 10980 43 46368 24766 10547 32 35345 1.00000 false true true 3432682 3432682 59160035 25768357 33391678 23685876 18322353 5363523 14062666 1533377 12529289 54717172 0 Asset retirement Obligation 270531 270531 103489442 255875 -74248 181627 103307815 103307815 102350190 19893 19893 102330297 102330297 SCHEDULE D, PART V, LINE 4 DESCRIBE THE INTENDED USES OF THE ORGANIZATION'S ENDOWMENT FUNDS: SAN LUIS VALLEY HEALTH FOUNDATION (THE FOUNDATION) AND THE MEDICAL CENTER ARE FINANCIALLY INTERRELATED ORGANIZATIONS. THE MISSION OF THE FOUNDATION IS TO SUPPORT THE HEALTH CARE SERVICES OF THE MEDICAL CENTER AND THE COMMUNITIES IT SERVES. THE MEDICAL CENTER ACCOUNTS FOR ITS INTEREST IN THE NET ASSETS OF THE FOUNDATION IN A MANNER SIMILAR TO THE EQUITY METHOD. THE TEMPORARILY RESTRICTED NET ASSETS REPRESENTS THE INTEREST IN THE NET ASSETS OF THE FOUNDATION. WHEN ASSETS ARE TRANSFERRED TO THE SLVH BY THE FOUNDATION, THE CONTRIBUTIONS ARE RESTRICTED TO THE PURCHASE OF EQUIPMENT AND FACILITY EXPANSION. Schedule D, Part X, Line 2 Uncertain Tax Positions: Management has evaluated their income tax positions under the guidance included in ASC 740. Based on their review, management has not identified any material uncertain tax positions to be recorded or disclosed in the financial statements. SCHEDULE D, PART XI, LINE 2D REVENUE ON BOOKS, NOT ON RETURN: (94,141) - change in investment in foundation 11,175 - Rental Expense reclassed from Expense to Revenue 8,718 - Reclass Loss on Disposal of Asset (74,248) - Total SCHEDULE D, PART XII, LINE 2d Expense on Books, Not on Return: 11,175 - Rental Expense Reclassed from Expense to Revenue 8,718 - Reclass Loss on Disposal of Asset 19,893 - Total true true X true X true X true true false true true 966746 838630 0.00820 38396269 30225707 8170562 0.07980 919701 452957 466744 0.00460 40282716 30678664 9475936 0.09260 88645 88645 0.00090 9538 9538 0.00010 2184744 1328593 856151 0.00840 3655 3655 2286582 1328593 957989 0.00940 42569298 32007257 10433925 0.10200 2157 2157 7827 7827 0.00010 4543 4543 0.00010 306 306 2498 2498 17331 17331 0.00020 true 3621479 21972327 22463762 -491435 X true true 2 1 LUTHERAN HOSPITAL OF THE SLV 106 BLANCA AVENUE ALAMOSA CO 81101 WWW.SANLUISVALLEYHEALTH.ORG 011001 X X X X A 2 CONEJOS COUNTY HOSPITAL 19021 US HWY 285 LA JARA CO 81140 WWW.SANLUISVALLEYHEALTH.ORG 011020 X X X A A false false true X X X X X X X X X 19 true false false true X SEE PART V, SECTION C FOR URL X true 19 true SEE PART V, SECTION C FOR URL false true X 100 250. X X X true true X X X X true X part v, section c for url X part v, section c for url X part v, section c for url X X X X X X true X false X X X X true X false false SCHEDULE H, PART V, SECTION B, LINE 5 INPUT FROM REPRESENTATIVES OF THE COMMUNITY: SLVH LEADERSHIP REPRESENTATIVES, IN COLLABORATION WITH COLORADO RURAL HEALTH CENTER, CONDUCTED A SURVEY OF INTERESTED SAN LUIS VALLEY RESIDENTS. THE SURVEY INCLUDED 44 QUESTIONS ON A VARIETY OF HEALTH AND PROVIDER ISSUES. THE HEALTH QUESTIONNAIRE FOR SLVH WAS DISTRIBUTED BY THE HOSPITAL AND THE COMMUNITY GROUP MEMBERS USING PAPER AND WEB-BASED SURVEYS. THEY WERE GIVEN TO THE COMMUNITY GROUP FOLLOWING THE FIRST MEETING AND PARTICIPANTS WERE ENCOURAGED TO HAVE THEIR COLLEAGUES, FRIENDS, AND FAMILY COMPLETE THE SURVEY AS WELL. TO AID LEADERSHIP REPRESENTATIVES IN THE ASSESSMENT OF THE COMMUNITY'S HEALTH NEEDS, THE COMMUNITY GROUP WAS COMPRISED OF INTERESTED AGENCIES AND ORGANIZATIONS SERVING HEALTH, EDUCATION, COMMERCIAL AND GOVERNMENT INTERESTS IN THE SAN LUIS VALLEY. - ADAMS STATE UNIVERSITY - ADAMS STATE UNIVERSITY VETERANS PROGRAM - BLUE PEAKS DEVELOPMENTAL SERVICES - CITY OF ALAMOSA AND CITY COUNCIL - CITY OF MONTE VISTA AND CITY COUNCIL - RIO GRANDE COUNTY PUBLIC HEALTH - SAN LUIS VALLEY BEHAVIORAL HEALTH GROUP - SAN LUIS VALLEY DEVELOPMENT RESOURCE GROUP - SAN LUIS VALLEY PUBLIC HEALTH PARTNERSHIPS - SAN LUIS VALLEY SMALL BUSINESS DEVELOPMENT CENTER - VALLEY WIDE HEALTH SYSTEMS - VALLEY WIDE HEALTH SYSTEMS, NURSE - FAMILY PARTNERSHIPS SCHEDULE H, PART V, SECTION B, LINE 7a & 10a DIRECT URL TO CHNA AND IMPLEMENTATION STRATEGY: https://www.sanluisvalleyhealth.org/documents/about%20us/2019-CHNA-report- final.pdf SCHEDULE H, PART V, SECTION B, LINE 11 San Luis Valley Health (SLVH) completed its most recent full Community Health Needs Assessment (CHNA) in 2019. August 12, 2020 SLVH hosted an annual convening meeting with a goal to re-engage key stakeholders to review the 2019 CHNA priorities and implementation response plan. The meeting was open to the public and a notice was placed in the local news media, radio stations, and in SLVH's organizational newsletter. SLVH collaborated with Colorado Health Institute, an independent strategic advisor and skilled evaluator group, to plan and facilitate the overall CHNA strategy and convening, coordination of data collection, and summary report. SLVH's 2019 CHNA identified five health priority areas: access to care; chronic disease management; mental health; substance use prevention, treatment, and recovery; and poverty mitigation. During the 2020 convening, participants reviewed priority areas and SLVH's response. Current population health and community data were reviewed, and input on shifting priorities and challenges within the community were solicited, particularly in light of the COVID-19 pandemic. More than 20 community members attended the in-person and virtual convening, representing health and behavioral health care providers, veteran advocacy organizations, housing and financial services, local government, higher education, agriculture, human services, and community representatives. Though nuanced by the pandemic, community feedback and population health data validated the original five priority areas. SLVH uses the information gathered to help inform and develop its Strategy Map, so that it truly reflects community health. SLVH also uses the data to help determine the availability and direction to use its resources, build capacity of existing programs, or when it makes sense to support efforts of community partnerships where the priority is better suited. A response and implementation plan monitors progress of key organizational measures on an ongoing annual basis which is reported back to the organization and key stakeholders. CHNA Implementation Plan Update: The following priorities were identified as pressing community health needs for the San Luis Valley (SLV) region and SLVH implemented the following response plans: 1. Access to Care a. SLVH monitors Patient Experiences of Care (PEC) through participation in innovative primary care transformation models. Patient surveys measure Timely Appointments, Care, and Information; How Well Providers Communicate; Attention to Care From Other Providers; Providers Support Patient in Taking Care of Own Health; and Patient Rating of Provider and Care. b. SLVH has developed processes to increase access to patient care by optimizing clinic schedules and staffing patterns so that patients are scheduled with their primary care provider (PCP) as a first choice or another provider on their health care team as a second choice, or offered an acute care visit with the acute care provider. Primary care clinics have also extended hours of operation from 7:00 a.m. - 7:00 pm. four days a week, and additional weekend hours of operation are under consideration. c. SLVH continues to evaluate and assess potential service lines to benefit the health needs of our patient population. Nephrology service days have recently been increased, and Cardiology service expansions are under consideration. d. Monitor clinic access and measure 3rd next available appointments within 3 days of demand. (According to research, 3rd next available national average for hospital-owned clinics is 3 days per MGMA, but best practice/the ultimate goal is 0 days for primary care.) SLVH's goal is an average of 3 days among its primary care clinic sites (including women's health and pediatric clinics and has been able to meet the goal in the 3rd quarter of 2021. e. On March 10, 2020, in response to the global COVID-19 pandemic, SLVH leadership initiated their Hospital Emergency Incident Command System. Organizational objectives were: Caring for our community by providing essential health care services; and Ensuring the safety and wellbeing of our team. Overall community support included participation on the SLV Health Care Coalition, establishing a nurse telephone triage system to help direct and guide patients appropriately, and establishing telemed and virtual visits for patients to maintain access to medical services. SLVH has ramped all services back up as state guidelines have been modified. 2. Chronic Disease Management a. SLVH has worked to improve communication through appropriate exchange of information through the continuum of care to support overall health care management. The organization implemented MEDITECH Expanse October 1, 2020 that offers evidence-based tools and population health modules within the system to support ongoing chronic care management for patients with chronic conditions. b. SLVH has established a multi-discipline Transition of Care Team. Their charter focuses on improving discharge education, communication and information exchange, ensuring timely primary care follow-up after hospitalization and emergency department visits, use of patient registries and surveillance tools to ensure timely services and procedures for ongoing health care management, and develop community partnerships to assist with transportation or other barriers patients may experience. c. On an ongoing basis, SLVH organizes and participates in the assembly of food boxes for local food banks. 3. Mental Health Prevention and Improvement a. In order to improve patient safety and advance integrated behavioral health (BH) services, SLVH has continued to develop its BH department and has recently hired an additional Licensed Clinical Social Worker to provide direct therapy services. SLVH has also partnered with several health care agencies to expand Medication Assisted Therapy (MAT) in clinic settings, and continues to partner with external agencies to implement and/or support behavioral health resources within the organization as well as within the community. Screenings in Emergency Departments (ED) help identify high-risk patients and MAT can be initiated, followed by a referral in to clinic practices for ongoing management. Currently SLVH has eight waivered providers and 13 patients have been inducted in treatment. b. SLVH has standardized screenings in EDs to be more effective in addressing and providing protective factors during clinical visits. This begins with general screening during nurse triage to identify patients at risk, followed by more intense screening, following the evidence-based Columbia Suicide Severity Rating scale. September 2020, SLVH participated in National Suicide Prevention Month through SLV Voices, a local podcast discussion, to help listeners learn more about tools and strategies to cope with stress and life challenges, and services available to help. c. SLVH is participating with a practice improvement initiative to improve Integrated Care for Women and Babies (June 2020). This practice improvement initiative provides the opportunity to expand the team-based model and structure in SLVH's Women's Health Clinic with the aim of integrating BH services at the point of care through a more holistic approach. SLVH has developed the structure and work supports necessary to integrate care and enhance patient outcomes. d. SLVH has increased staffing resources for discharge planning at its Conejos County Hospital. 4. Substance Abuse Prevention, Treatment and Recovery a. In 2018 SLVH began participating in Colorado Hospital Association's (CHA) Alternatives to Long Term Opioid (ALTO) Initiative. Practice principles encourage the use of alternative practices as a first line treatment for pain management. Following ALTO, SLVH participated in CHA's Clinicians United to Resolve the Epidemic (CURE) initiative. The structure of the initiative supports comprehensive, multispecialty medical guidelines for targeted clinical pathways. b. SLVH continues efforts to use a multispecialty medical approach to address opioid management, improve transitions of care through a safe discharge plan, improve access to integrated primary health care services, care coordination, and follow up in the local health care system. 5. Poverty Mitigation a. SLVH is committed to working with community partners on focus groups, workforce committees and activities developed and intended to strengthen both the local workforce pipeline and strengthen the local economy. b. SLVH realizes its staff is its most valuable asset in achieving its mission and vision. SLVH continues to invest in a cost-effective, sustainable education plan to address the needs of the workforce and support the organization's mission. SLVH has established an Education Committee that financially supports employees who advance their knowledge, skills, and competencies through formal training. Employees are asked for an employment commitment of up to five years following the completion o SCHEDULE H, PART V, SECTION B, LINE 16A URL where FAP is made widely available on a website: https://www.sanluisvalleyhealth.org/documents/char-0001_charity_care_progr am_policy_and_procedure.pdf The financial assistance policy can also be found by going to the home page of organization's website, under quick links click on get financial assistance and there will be a Financial Assistance policy hyperlink. SCHEDULE H, PART V, SECTION B, LINE 16B URL where FAP application form is made widely available on a website: https://www.sanluisvalleyhealth.org/documents/charity_care_application.pdf THE FAP APPLICATION FORM CAN ALSO BE FOUND BY GOING TO THE HOME PAGE OF ORGANIZATION'S WEBSITE, UNDER QUICK LINKS CLICK ON "GET FINANCIAL ASSISTANCETHERE WILL BE AN "APPLICATION" HYPERLINK. SCHEDULE H, PART V, SECTION B, LINE 16C URL WHERE THE PLAIN LANGUAGE SUMMARY OF THE FAP IS MADE WIDELY https://www.sanluisvalleyhealth.org/documents/plain_language_summary.pdf THE PLAIN LANGUAGE SUMMARY CAN ALSO BE FOUND BY GOING TO THE HOME PAGE OF ORGANIZATION'S WEBSITE, UNDER QUICK LINKS CLICK ON "GET FINANCIAL ASSISTANCETHERE WILL BE A "PLAIN LANGUAGE SUMMARY" HYPERLINK. 5 STUART AVENUE CLINIC 2115 STUART ST ALAMOSA CO 81101 PHYSICIAN CLINIC RURAL HEALTH CLINIC - ANTONITO 115 MAIN ST ANTONITO CO 81120 RURAL HEALTH CLINIC RURAL HEALTH CLINIC - LA JARA 509 MAIN ST LA JARA CO 81140 RURAL HEALTH CLINIC RURAL HEALTH CLINIC - MONTE VISTA 103 CHICO COURT MONTE VISTA CO 81144 RURAL HEALTH CLINIC MONTE VISTA PRO THERAPY 2360 SHERMAN AVENUE MONTE VISTA CO 81144 SPORTS MEDICINE physical therapy SCHEDULE H, PART I, LINE 3C DESCRIPTION OF FACTORS USED TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE: IN ADDITION TO THE FEDERAL POVERTY GUIDELINES THE FOLLOWING ELIGIBILITY CRITERIA ARE ALSO USED TO DETERMINE FINANCIAL ASSISTANCE ELIGIBILITY MEDICAL INDIGENCY, INSURANCE STATUS AND UNDERINSURANCE STATUS. SCHEDULE H, PART I, LINE 7 THE ORGANIZATION USED A COST-TO-CHARGE RATIO FOR LINES 7A,7B and 7C. THE COST-TO-CHARGE RATIO WAS DERIVED FROM WORKSHEET 2, RATIO OF PATIENT CARE COST-TO-CHARGES. THE INFORMATION FOR LINES 7E THROUGH 7I WAS DERIVED FROM INFORMATION IN THE GENERAL LEDGER AND OTHER FINANCIAL DATA RELATED SPECIFICALLY TO THE VARIOUS TYPES OF COMMUNITY BENEFITS. SCHEDULE H, PART II, LINES 1 - 10 EACH ACTIVITY AND EXPENSE IN THIS CATEGORY IS RELATED TO THE LOCAL COMMUNITY BY PROMOTING OR SUPPORTING HABITAT FOR HUMANITY, PLAYGROUND CONSTRUCTION, SERVING AT THE LOCAL HOMELESS SHELTER, VOLUNTEERING AT THE LOCAL FOOD BANK, RAISING FUNDS FOR SCHOOL SUPPLIES, TRAUMA PREPARATION, WORKFORCE DEVELOPMENT, AND SAFETY OF FAMILIES AND CHILDREN THROUGH A BIKE/HELMET SAFETY EVENT. SCHEDULE H, PART III, SECTION A, LINE 2 THE HOSPITAL HAS ADOPTED THE NEW REVENUE RECOGNITION STANDARD ASU 2014-09. UNDER ASU 2014-09, THE ESTIMATED AMOUNTS DUE FROM PATIENTS FOR WHICH THE HOSPITAL DOES NOT EXPECT TO BE ENTITLED OR COLLECT FROM THE PATIENTS ARE CONSIDERED IMPLICIT PRICE CONCESSIONS AND EXCLUDED FROM THE HOSPITAL'S ESTIMATION OF THE TRANSACTION PRICE OR REVENUE RECORDED. BAD DEBT EXPENSE WAS NOT SIGNIFICANT TO THE AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED June 30, 2020. HOWEVER, THE HOSPITAL INTERNALLY TRACKS BAD DEBT EXPENSE CONSISTENT WITH HISTORICAL PRACTICES AND THAT AMOUNT HAS BEEN REPORTED ON SCHEDULE H, PART III, SECTION A, LINE 2. SCHEDULE H, PART III, SECTION A, LINE 3 THE ORGANIZATION DOES NOT CONSIDER ANY OF ITS BAD DEBT EXPENSE TO BE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY. SCHEDULE H, PART III, SECTION B, LINE 8 All of the Medicare shortfall should be treated as community benefit because hospitals are required to treat patients regardless of their ability to pay. As a rural hospital in southern Colorado, San Luis Valley Health, is critical to providing healthcare in an area that has limited access to specialty care. Accessible, high-quality healthcare is needed for the overall health of the residents of the San Luis Valley even if Medicare reimbursement does not meet the cost of providing that care. Rural healthcare is often more costly as patients tend to have a higher than average acuity and length of stay due to limited specialty care in the treatment and patient care follow process. The Medicare shortfall reflects the excess of costs consistently driven up by regulatory requirements, skilled labor shortages and evolving medical and information technology, above non-negotiable payments based on updates that have fallen behind actual healthcare cost inflation. The Medicare cost report was used to determine the cost of care reported. SCHEDULE H, PART III, SECTION C, LINE 9B FOR PATIENTS WHO ARE KNOWN TO QUALIFY FOR FINANCIAL ASSISTANCE, THE COLLECTION PROCESS FOLLOWS THESE STEPS: A. PATIENTS ARE CONTACTED BY BROCHURE, MAIL AND PHONE CALLS FROM A FINANCIAL COUNSELOR, OR THE PATIENT ACCESS MANAGER. LETTERS SENT, BROCHURES GIVEN AND OUTBOUND PHONE CALLS AND RESPONSES ARE NOTED IN PATIENT NOTES IN THE PATIENT'S PROFILE. B. PATIENTS WHO QUALIFY FOR ASSISTANCE WILL PRESENT INFORMATION TO THE FINANCIAL COUNSELORS WHO WILL UPDATE THE REGISTRATION SECTION OF THE PATIENT PROFILE. BILINGUAL COUNSELORS OR INTERPRETERS ARE AVAILABLE. C. PATIENTS WILL BE INFORMED OF THEIR RESPONSIBILITY TO PAY CO-PAYMENTS OR OTHER SLIDING FEE PATIENT RESPONSIBILITY AMOUNTS. THEY WILL BE INFORMED IN PERSON AND BY PHONE WHENEVER POSSIBLE. PAYMENT PLANS ARE ALWAYS OFFERED FOR PATIENTS WHO CANNOT AFFORD THEIR PORTION. D. PATIENTS WHO DO NOT PAY THEIR PORTION OR CO-PAYMENT WILL RECEIVE AN INVOICE, PRINTED IN ENGLISH AND SPANISH, DIRECTING THEM TO PAY OR TO CALL. IF THE PATIENT CALLS AND REQUESTS ASSISTANCE FROM THE FINANCIAL COUNSELOR, THEY WILL BE DIRECTED TO THE CUSTOMER SERVICE PHONE NUMBER. E. PATIENTS WILL RECEIVE UP TO 3 LETTERS AND 2 PHONE CALLS FROM A CONTRACTED, 3RD PARTY VENDOR WHO HAVE BILINGUAL SPECIALISTS. WHEN 90 DAYS HAVE PASSED WITHOUT ANY RESPONSE FROM THE PATIENT, THE ACCOUNT WILL BE REVIEWED BY THE PATIENT ACCESS MANAGER AS WELL AS THE PATIENT ACCOUNT MANAGER-CASH POSTING, BOTH MEMBERS OF THE BUSINESS REVENUE CYCLE TEAM. F. UPON REVIEW, IF THE PORTION IS DEEMED TO BE THE RESPONSIBILITY OF THE PATIENT, THE PROCESS TOWARD COLLECTIONS WILL BEGIN. A LETTER IS SENT TO THE PATIENT FROM THE THIRD PARTY COMPANY. THE THIRD PARTY COLLECTION COMPANY FOLLOWS LEGAL PROCEEDINGS AT THIS POINT. SCHEDULE H, PART VI, LINE 2 NEEDS ASSESSMENT: SLV HEALTH SUBMITS MANY GRANTS EVERY YEAR TO IMPROVE COMMUNITY HEALTH. EACH GRANT INCLUDES A SUMMARY OF KNOWN HEALTH DATA TO JUSTIFY THE NEED FOR THE FUNDS. AS A CONSEQUENCE WE ARE VERY ATTUNED TO OUR COMMUNITY HEALTH NEEDS. THROUGH COMMUNICATION WITH PROVIDERS AND COMMUNITY NON-PROFITS, THIS NEED IS ADDRESSED AS REQUIRED. SAMPLE CURRENT AND PAST PROGRAMMING HAVE INCLUDED FREE COLONOSCOPIES, BREAST HEALTH RELATED TESTING, PSA TESTING AND MUCH MORE. SCHEDULE H, PART VI, LINE 3 PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE: SLV HEALTH PROVIDES A PATIENT FINANCIAL COUNSELOR WHO IDENTIFIES RESOURCES AND ELIGIBILITY ASSESSMENT FOR PROGRAMS THROUGH FEDERAL AND STATE GOVERNMENT PROGRAMS, AS WELL AS GRANT FUNDED PROGRAM. WE ALSO PROVIDE A SLIDING FEE SCALE FOR SERVICE FOR THOSE SELF PAY PATIENTS NOT FITTING WITHIN ANY OF THESE PROGRAMS. PAY PLANS ARE ALSO SET UP FOR SELF PAY PATIENTS. SCHEDULE H, PART VI, LINE 4 COMMUNITY INFORMATION: Located in south-central Colorado, the San Luis Valley (SLV) is the largest and highest Valley in North America, surrounded by three mountain ranges that effectively isolate the Valley from other medical resources. The SLV consists of three rural and three frontier counties covering 8194 square miles (2,000,000 acres), larger than the state of Connecticut. Frontier areas, defined as counties having a population density of six or fewer people per square mile, face challenges in providing access to health and human services which are even greater than the challenges faced by other rural communities. Five of the six counties are federally designated as a Medically Underserved Area (areas/populations that lack access to primary care services) and all six counties are federally designated as Health Professional Shortage Areas (shortages of primary medical care, dental or mental health providers). The SLV has a diverse population of 47,049, with 45% who identify with a Hispanic, Latino, or Spanish origin [State Demography Office]. Additionally, there is a large population of indigent and migrant farm workers. Predominantly agricultural in nature, the SLV is one of the poorest areas in Colorado (CO) with 19% living in poverty, compared to 9.6% for the entire state, and the median household income is $39,773, compared to $68,811 for CO [US Census 2014-2018]. Census data also states five of the six SLV counties have the highest percent of residents that speak a language other than English (over 33%), compared to CO at 17%. The SLV's uninsured rate is 13% compared to 8% for CO, and 43% of SLV residents are on Medicaid, compared to 24% of Coloradans [Colorado Health Institute]. SCHEDULE H, PART VI, LINE 5 PROMOTION OF COMMUNITY HEALTH: SLVH IS ACTIVE IN THE COMMUNITY AND SUPPORTS STAFF WHO PROVIDE COMMUNITY RESOURCES IN AREAS THAT INCLUDE HEALTH EDUCATION AND INFORMATION, PROMOTING SAFETY AND WELLNESS TO THE GENERAL POPULATION, AND SPONSORS BEHAVIORAL HEALTH SUPPORT GROUPS. HOSPITAL LEADERSHIP AND CLINICAL PROVIDERS CONDUCT HEALTH EDUCATION INFORMATION IN THE AREAS OF ADOLESCENT HEALTH, CARE FOR PATIENTS WITH DEMENTIA, SKIN CARE, AND WOMEN?S HEALTH. SLVH STAFF ALSO PARTICIPATE IN COMMUNITY HEALTH INITIATIVES SUCH AS ADOLESCENT PREVENTION COALITIONS, OPIOID USE/ABUSE TASK FORCE, A NEONATAL TASK FORCE, COORDINATION OF HEALTH CARE SERVICES ACROSS THE CONTINUUM, AND WORKFORCE DEVELOPMENT ISSUES. PATIENT AND FAMILY ADVISORY COUNCILS HAVE ALSO BEEN ESTABLISHED TO BRING THE VOICE OF PATIENTS AND THEIR FAMILIES INTO PROGRAM DESIGN AND IMPROVEMENT PROCESSES. SCHEDULE H, PART VI, LINE 6 AFFILIATED HEALTH CARE SYSTEM: SLV HEALTH HAS A PROFESSIONAL AFFILIATION WITH CENTURA HEALTH SYSTEMS TO COORDINATE CARE FOR OUR SHARED PATIENTS. SCHEDULE H, PART VI, LINE 7 DESCRIPTION OF STATE FILINGS: SLV HEALTH FILES A COMMUNTIY BENEFIT REPORT ANNUALLY WITH COLORADO. true ADAmS STATE University FOUNDATION 208 EDGEMONT BLVD ALAMOSA CO 81101 846027518 501(C)(3) 9000 Education SCHEDULE I, PART I, LINE 2 ORGANIZATION'S PROCEDURES FOR MONITORING THE USE OF GRANT FUNDS: FUNDS ARE PROVIDED TO BE USED FOR DESIGNATED PURPOSES ONLY. ALL GRANTEES ARE SELECTED AND STRICTLY SCREENED BY THE MEDICAL CENTER. MULTI-YEAR AGREEMENTS ARE MADE WITH THE RECIPIENT ORGANIZATIONS AND ARE EVALUATED ON AN ANNUAL BASIS BEFORE FUNDING IS CONTINUED. X X false false false false false false false true false Susan Geiger Trustee, Physician 124973 0 24611 0 0 0 7314 0 0 0 156898 0 Dennard Ellison Trustee, Physician 401000 0 10000 0 2322 0 14000 0 13988 0 441310 0 Nuwan Pilapitiya Trustee, Physician 232100 0 5775 0 495 0 11839 0 13988 0 264197 0 Carmelo Hernandez CMO 303462 0 40075 0 2322 0 14000 0 14095 0 373954 0 Konnie Martin CEO 371013 0 109039 0 2322 0 14000 0 14188 0 510562 0 Shane Mortensen CFO 193728 0 38611 0 1742 0 11617 0 13926 0 259624 0 Kelly Gallegos CCH Adminstrator 159148 0 27836 0 483 0 8846 0 13573 0 209886 0 Antonio Gurule Clinic Adminstrator 166628 0 32273 0 1461 0 9945 0 7250 0 217557 0 Christine Hettinger-Hunt COO 142575 0 13887 0 1212 0 7572 0 13778 0 179024 0 Jason Defee Physician 550000 0 28250 0 810 0 14000 0 14188 0 607248 0 Carissa Tripi Physician 515000 0 58063 0 540 0 14000 0 13188 0 600791 0 Maureen Cooper Physician 448044 0 22402 0 7122 0 14000 0 747 0 492315 0 Julian Maendel Physician 360000 0 68983 0 361 0 14000 0 13278 0 456622 0 Olivier De Raet Physician 429307 0 23000 0 809 0 14000 0 14098 0 481214 0 SCHEDULE J, PART I, LINE 6A ALL ORGANIZATIONAL OFFICERS, AS WELL AS DIRECTORS, ARE ELIGIBLE FOR AN ANNUAL VARIABLE PAY BONUS BASED UPON A NUMBER OF MEASURES, ONE OF THEM BEING THAT THE ORGANIZATION AS A WHOLE MEETS BUDGETED PROFITABILITY. SCHEDULE J, PART I, LINE 7 NON-FIXED PAYMENTS: PHYSICIANS MAY EARN A PRODUCTIVITY BONUS. SENIOR MANAGEMENT IS ELIGIBLE FOR ANNUAL VARIABLE PAY UP TO 35% FOR CEO AND 20% FOR ALL OTHER SENIOR MANAGEMENT BASED UPON CRITERIA INCLUDING HOSPITAL WIDE MEASURES AND POSITION SPECIFIC GOALS. VARIABLE PAY IS AWARDED AT THE DISCRETION OF THE BOARD FOR THE CEO AND THE CEO FOR ALL OTHER SENIOR MANAGEMENT. DAVID GEIGER See Part V 369637 Employment Wages false SUSAN GEIGER SEE PART V 156100 EMPLOYMENT WAGES false SCHEDULE L, PART IV, COLUMN B Relationship between interested person and the organization: BOARD MEMBER SUSAN GEIGER HAS A FAMILY RELATIONSHIP WITH Former Interim Chief Medical Officer DAVID GEIGER, WHO RECEIVED EMPLOYMENT WAGES FROM THE ORGANIZATION DURING THE YEAR. Former Interim Chief Medical Officer David Geiger has a family relationship with Board Member Susan Geiger, Who Received Employment Wages from the Organization during the year. FORM 990, PART VI, SECTION A, LINE 2 FAMILY/BUSINESS RELATIONSHIPS: BOARD OF DIRECTOR MEMBERS CHERI CROWDER AND PATRICK CROWDER HAVE A FAMILY RELATIONSHIP. FORM 990, PART VI, SECTION B, LINE 11B PROCESS TO REVIEW THE FORM 990: THE 990 IS PREPARED BY A THIRD PARTY ORGANIZATION, REVIEWED BY THE CFO AND CEO, AND APPROVED BY THE FINANCE COMMITTEE. THE BOARD OF DIRECTORS IS ALSO PROVIDED A COPY OF THE 990 FOR REVIEW PRIOR TO FILING WITH THE IRS. FORM 990, PART VI, SECTION B, LINE 12C PROCESS FOR MONITORING COMPLIANCE WITH CONFLICT OF INTEREST POLICY: SAN LUIS VALLEY HEALTH HAS A CURRENT CONFLICT OF INTEREST POLICY THAT IS REVIEWED ANNUALLY BY THE BOARD OF TRUSTEES AND THE CEO. THE REVIEW PROCESS IS CONDUCTED FIRST WITH THE CEO AND THEN THE BOARD OF TRUSTEES. WHEN NECESSARY, THE POLICY HAS BEEN REVIEWED BY LEGAL COUNSEL. EACH YEAR, TRUSTEES ARE ASKED TO REVIEW THE POLICY AND CONFIRM AND AMEND ANY POTENTIAL CONFLICT. THESE CONFLICTS ARE REVIEWED BY THE CEO AND THE ENTIRE BOARD. CONFLICTS ARE ROUTINELY DISCUSSED AND ARE THE RESPONSIBILITY OF ALL BOARD MEMBERS TO DISCLOSE; EITHER FOR THEMSELVES OR OTHERS. THE BOARD CHAIRMAN WILL MAKE A DECISION AS TO THE NATURE OF THE CONFLICT AND THE APPROPRIATE ACTION ACCORDING TO THE POLICY. FORM 990, PART VI, SECTION B, LINE 15A REVIEW OF CEO OR TOP MANAGEMENT OFFICIAL COMPENSATION: HUMAN RESOURCES PROVIDES THE EXECUTIVE COMMITTEE OF THE BOARD WITH SALARY SURVEY DATA FROM CHA, AHA, AND HFMA. AFTER STUDYING THE DATA, THE EXECUTIVE COMMITTEE MAKES RECOMMENDATIONS TO THE FULL BOARD IN EXECUTIVE SESSION. THE FULL BOARD APPROVES THE CEO'S COMPENSATION. SLVH CONDUCTS AN ANNUAL EVALUATION AND QUARTERLY REVIEWS OF THE CEO'S PERFORMANCE, WHICH IS DOCUMENTED. COMPENSATION FOR THE CEO IS DETERMINED ANNUALLY. FORM 990, PART VI, SECTION B, LINE 15B REVIEW OF OTHER OFFICER OR KEY EMPLOYEES COMPENSATION: HUMAN RESOURCES GATHERS COMPENSATION SURVEY DATA FROM CHA, AHA, AND HFMA. HUMAN RESOURCES MAKES RECOMMENDATIONS FOR OTHER OFFICERS' COMPENSATION AND PROVIDES SURVEY DATA TO THE CEO. THE CEO PERFORMS EVALUATIONS AND DETERMINES ALL OF THE WAGE CHANGES FOR THE OTHER OFFICERS ON AN ANNUAL BASIS. ALL CHANGES ARE DOCUMENTED. FORM 990, PART VI, SECTION C, LINE 19 DESCRIBE HOW GOVERNING DOCUMENTS ARE MADE AVAILABLE TO THE PUBLIC: THE GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. Form 990, Part XI, Line 9 Other Changes in Net Assets Change in investment in foundation (94,141) SAN LUIS VALLEY HEALTH FOUNDATION 106 BLANCA AVENUE ALAMOSA CO 81101 203799814 FUNDRAISING CO 501(C)(3) LINE 7 SLVH true false false true false false false false false false false false true true true true true true false false SAN LUIS Valley Health FOUNDATION C 280339 Interco Amount