2020-07-02T18:52:43-05:00 2019-06-30 BKD LLP 111 South Tejon Suite 800 Colorado Springs CO 809039848 990 2018-07-01 840255530 LUTHERAN HOSPITAL ASSOC OF THE SAN Luis VAlley % THE ORGANIZATION LUTH 7195892511 106 BLANCA AVENUE ALAMOSA CO 81101 KONNIE MARTIN CEO 7195892511 2020-05-15 true Adam R Smith CPA P00958966 7194714290 167.68.126.162 84022720201845000015 2020-07-02 P 19466AA61A357D31F4873695DF4DFE6460C1305A 19466AA61A357D31F4873695DF4DFE6460C1305A 2018 2020-09-23 17:36:50Z SAN LUIS VALLEY HEALTH KONNIE MARTIN 106 BLANCA AVENUE ALAMOSA CO 81101 109183083 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 10 937 14 0 2374616 691645 101536528 107589031 -234833 389507 525190 480029 104201501 109150212 89352 42619 0 0 51454230 56149758 0 0 287906 46797574 46674343 98341156 102866720 5860345 6283492 95190560 104788043 33582836 36563623 61607724 68224420 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 79616631 42619 107645507 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. COUNSELING, BEHAVIORAL HEALTH, CARDIOLOGY, CHIROPRACTIC, ONCOLOGY/INFUSION THERAPY, UROLOGY AND MORE. 79616631 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 false true 93 0 937 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 Karla Hardesty President 2.0 0.0 X X 2800 0 0 Jim Ehrlich Vice President 2.0 0.0 X X 800 0 0 Kendal Knaus Secretary/Treasurer 30.0 0.0 X X 7821 0 0 Jan Gay Trustee 2.0 0.0 X 1100 0 0 Patrick Crowder Trustee 2.0 0.0 X 800 0 0 Kathy Lorenz Trustee 2.0 0.0 X 900 0 0 Cheri Crowder Trustee 2.0 0.0 X 1100 0 0 Rosalie Martinez Trustee 2.0 2.0 X 700 0 0 Donald Shawcroft Trustee 2.0 0.0 X 0 0 0 Kasey Russell Trustee 2.0 0.0 X 1100 0 0 Carmelo Hernandez Trustee, Physician/CMO 40.0 0.0 X X 349601 0 27823 Susan Geiger Trustee, Physician 20.0 0.0 X 109640 0 5432 Dennard Ellison Trustee, Physician 40.0 0.0 X 413922 0 26703 Nuwan Pilapitiya Trustee, Physician 40.0 0.0 X 232595 0 25531 Konnie Martin CEO 40.0 2.0 X 450402 0 27885 Shane Mortensen CFO 40.0 2.0 X 221732 0 24868 Patti Thompson COO - Through January 2019 40.0 0.0 X 230199 0 18735 Kelly Gallegos CCH Administrator 40.0 0.0 X 186116 0 20558 Antonio Gurule Clinic Administrator 40.0 0.0 X 190787 0 16704 Christine Hettinger-Hunt COO - Beginning April 2019 40.0 0.0 X 128846 0 19847 Jason Defee Physician 40.0 0.0 X 552310 0 21592 Carissa Tripi Physician 40.0 0.0 X 547010 0 27938 Maureen Cooper Physician 40.0 0.0 X 454902 0 14497 James Grigsby Physician 40.0 0.0 X 449124 0 27938 Olivier De Raet Physician 0.0 0.0 X 411468 0 27780 David Geiger Physician - Former CMO 38.0 0.0 X 496500 0 27822 5442275 0 361653 70 true true false VITALANT PO Box 53022 PHOENIX AZ 850723022 Medical Supplier 454356 WEATHERBY LOCUMS PO Box 972633 DALLAS TX 75397 Locum Physicians 242609 INNOVA EMERGENCY MEDICAL ASSOCIATES PO Box 912601 DENVER CO 802912601 Locum Physcians 2527150 All Star Recruiting Locums LLC PO Box 823424 PHILADELPHIA PA 191823424 Locum Physicians 337387 Medical Solutions INc 1010 N 102nd Street Suite 300 OMAHA NE 68114 Locum NUrses 392484 13 133089 399 558157 691645 Patient Service Revenue 561110 43579810 43579810 Medicare Medicaid 561110 60770905 60770905 Electronic Health Record Payments 900099 325906 325906 Ambulance District Revenue 621910 417480 417480 340B Payments 900099 2191985 2191985 302945 302945 107589031 374803 374803 0 0 19686 19876 -190 0 -190 -190 27699 12995 14704 14704 14704 0 0 0 0 0 0 0 0 0 Cafeteria Sales 722514 339168 339168 Abstract Revenue 900099 28291 794 27497 Miscellaneous Revenue 900099 55682 55682 57078 57078 480219 109150212 107645507 813060 42619 42619 0 0 0 2545722 1152191 1379071 14460 452012 204580 244865 2567 44622692 35937180 8506316 179196 1533717 1221188 304933 7596 3984170 3119405 844919 19846 3011445 2331160 665228 15057 0 108637 108637 127734 127734 7536 7536 0 0 8869639 5882069 2987570 167666 167666 1627930 320238 1303197 4495 2273532 2273532 0 916197 575262 340935 414022 246215 167807 0 44824 44824 708810 708810 0 3032854 2127110 905744 974213 485787 487922 504 Medical Supplies 13702547 13702547 Provider Fees 4618973 4618973 Bad Debt Expense 5552907 5552907 Repairs & Maintenance 1734824 1468907 265917 1791498 628293 1119020 44185 102866720 79616631 22962183 287906 1379188 1620662 14128047 11485909 7245 36285 11510059 11669799 0 0 0 0 0 0 1949447 2030690 2486884 2214947 95736067 46126069 37533890 49609998 22031034 23887093 12100 12100 359913 377355 0 0 3792753 1843205 95190560 104788043 13055923 11570563 0 0 244538 855563 0 0 0 0 0 0 20011550 23866966 0 0 270825 270531 33582836 36563623 X 61247809 67847065 359915 377355 0 0 61607724 68224420 95190560 104788043 X 6283492 315764 17440 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 7536 7536 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. 15600 29 15629 46368 9194 38 40000 15600 35345 10980 43 46368 24766 10547 32 35345 10388 14360 18 24766 1.00000 false true true 3432682 3432682 48250838 24055340 24195498 26512030 21000351 5511679 17540517 1070378 16470139 49609998 0 Asset retirement Obligation 270531 270531 103950385 315764 37316 353080 103597305 5552907 5552907 109150212 97333689 19876 19876 97313813 5552907 5552907 102866720 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: 17,440 - change in investment in foundation 19,876 - Rental Expense reclassed from Expense to Revenue 37,316 - Total SCHEDULE D, PART XI, LINE 4B REVENUE ON RETURN, NOT ON BOOKS: 5,552,907 - BAD DEBT EXPENSE RECLASSED FROM Revenue to expense SCHEDULE D, PART XII, LINE 2d Expense on Books, Not on Return: 19,876 - Rental Expense Reclassed from Expense to Revenue SCHEDULE D, PART XII, LINE 4B EXPENSE ON RETURN, NOT ON BOOKS: 5,552,907 - BAD DEBT EXPENSE RECLASSED FROM Revenue to expense true true X true X true X true true true false false 908762 156130 752632 0.00770 31558608 29844076 1714532 0.01760 862059 1156165 33329429 31156371 2467164 0.02530 72729 72729 0.00070 110343 110343 0.00110 690 690 0.00000 30232 30232 0.00030 213994 213994 0.00210 33543423 31156371 2681158 0.02740 21674 21674 0.00020 25437 25437 0.00020 2727 2727 4340 4340 0.00010 861 861 55039 55039 0.00050 true 5552907 23711546 22852916 858630 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 their Community Health Needs Assessment in the spring/summer of 2019. The following priorities were identified as pressing community health needs for the San Luis Valley region: 1. Access to Care a. As an integrated health care organization, SLVH aspires to achieve the quadruple aim in meeting the health care needs of patients. This includes: 1) enhancing access and patient satisfaction; 2) improving outcomes; 3) reducing cost, and 4) improving provider and staff satisfaction. SLVH monitors Patient Experiences of Care (PEC) through participation in innovative primary care transformation models focused on the whole person, in a patient-centered model. Clinic measures include 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. In addition, SLVH participates with Press Ganey throughout the organization and has included several measures as strategic priorities that are reviewed by SLVH departments, Leadership, Senior Team, and the Governing Board on a quarterly basis. Monitors that fall below organizational goals are identified for performance and process improvements to promote advancement toward organizational goals and objectives. 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. In response to the COVID-19 pandemic, SLVH telehealth and telemedicine services were implemented using a secure, Health Insurance Portability and Accountability Act (HIPAA) platform. Telehealth services provided an important method to stay connected to some of the organizations most vulnerable patient populations while accounting for social distancing for patients and staff. This group of patients includes those with serious health care conditions, including cancer, diabetes, cardiac, and prenatal conditions for example, as well as those who have significant social barriers including transportation, financial, and other social emotional issues that were best suited to accommodate through telehealth. The service quickly met or exceeded patients expectations of convenience and quality. Telehealth aims to provide an alternative visit option for patients, as part of best practices encouraged through Team Based Care and Alternative Payment Model best practices. By making visits more convenient and accessible, SLVH expects to better-address population health through enhancing care plan adherence. 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. 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. Emphasis has been placed on the use of care coordination to ensure that patients and their information follows them at all care levels. As SLVH works to transition their electronic health record system in October 2020, the new product will be comprehensive and integrated to support availability of information at every level of care within SLVH including all functions of health care services, billing, and data and analysis to support appropriate utilization, evaluation, and performance improvement processes. SLVH continues to work on the identification of identifying patients primary care providers (PCP) to help improve patient/provider relationships and experiences, patient access, continuity of care, transitions of care, and communication among providers. 3. Mental Health Prevention and Improvement a. In order to improve patient safety, advance integrated BH services and screenings in Emergency Departments (ED) to identify high-risk patients, SLVH has continued to develop its Behavioral Health (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. 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 intensive screening using the evidence-based Columbia Suicide Severity Rating scale. SLVH has also updated its policy and procedures for patients who are at risk for self-destructive behavior to provide, as best as possible, a safe environment, appropriate medical screening, and crisis behavioral health care services. c. SLVH continues efforts to improve transitions of care through safe discharge planning, coordinated access of BH services into primary care settings, connect patients to community-based services and resources, and ensure follow up at appropriate intervals. 4. Substance Abuse Prevention, Treatment and Recovery a. SLVH, along with other community partners, have demonstrated a long-standing commitment to serve patients with substance use disorders including region-wide standardized pain management agreements, implementation of evidence-based standards and best practices to limit opioid use and increase alternatives to opioids as a first line treatment in EDs and during hospitalizations, implement harm reduction strategies, and complete referrals for substance use treatment. SLVH has continued to participate in community-wide efforts to develop community-based resources and services to include patient advocates, public safety, and early diversion from the criminal justice system. 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 organizations mission. Special attention has been devoted to developing emerging staff and provider leaders through internal and external sources. 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 of the training/education program. These efforts have had positive results in recruiting and retaining staff positions including health care providers, nurses, paramedics, and ancillary staff positions. Positive staffing impacts are often more aligned to the community organizational objectives, and importantly mission and vision and support longer-term employment commitments. SLVH also offers a nursing residency program, hosting medical and nursing students and interns, and mentoring master-level candidate. Schedule H, Part V, Section B, Line 16a URL where FAP is made widely available on a website: http://www.sanluisvalleyhealth.org/sites/default/files/images/financial_as sistance_policy_0.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 assistancethere 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: http://www.sanluisvalleyhealth.org/sites/default/files/images/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 available on a website: http://www.sanluisvalleyhealth.org/sites/default/files/images/plain_langua ge_summary_3252016.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 & 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 I, LINE 7, COLUMN (F) TOTAL BAD DEBT EXPENSE REMOVED FROM THE DENOMINATOR PRIOR TO THE PERCENTAGE CALCULATION = 5,552,907. 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 ORGANIZATION ANALYZES ITS PAST HISTORY AND IDENTIFIES TRENDS FOR EACH OF ITS MAJOR PAYER SOURCES OF REVENUE TO ESTIMATE THE APPROPRIATE ALLOWANCE FOR DOUBTFUL ACCOUNTS AND PROVISION FOR UNCOLLECTIBLE ACCOUNTS. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYER SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR DOUBTFUL ACCOUNTS. 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 A, LINE 4 THE FOOTNOTE TO THE ORGANIZATION'S FINANCIAL STATEMENTS THAT DESCRIBES BAD DEBT EXPENSES IS LOCATED IN FOOTNOTE 1 ON PAGE 9 OF THE ATTACHED FINANCIAL STATEMENTS. SCHEDULE H, PART III, SECTION B, LINE 8 THE COSTING METHODOLOGY TO DETERMINE LINE 6 WAS THE OVERALL FACILITY COST-TO-CHARGE RATIO. THE TIMING OF REVENUES FROM MEDICARE WILL NOT ALWAYS CORRESPOND TO THE TIMING OF THE EXPENSES. BASED ON MEDICARE COST REPORTS FILED. SUBSEQUENT TO YEAR END, THERE MAY BE ADDITIONAL REVENUES DUE THE HOSPITAL OR AMOUNTS DUE BACK TO MEDICARE. 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 COPAYMENT 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 COMMUICATION WITH PROVIDERS AND COMMUNITY NON-PROFITS, THIS NEED IS ADDRESSED AS REQURIRED. 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 ASSESMENT 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: FIVE OUT OF SIX COUNTIES SERVED BY SLVH ARE DESIGNATED AS A MEDICALLY UNDERSERVED AREA AND AS HEALTH PROFESSIONAL SHORTAGE AREAS, AND HAVE ONE OF THE HIGHEST MEDICAID POPULATIONS IN THE STATE. WITH AN AVERAGE HOUSEHOLD INCOME 1/2 THAT OF COLORADO?S AVERAGE, THE CHALLENGES ARE DAUNTING IN PROVIDING HEALTHCARE IN A LOW INCOME, MEDICALLY UNDERSERVED AREA. INDIVIDUALS BELOW POVERTY LEVEL IN THE SLV REGION AVERAGE 20.2% WHICH IS HIGHER THAN THE STATE AVERAGE (12.7%) AND RANK AMONG THE HIGHEST IN PERCENTAGE OF POVERTY IN THE STATE; MEDIAN HOUSEHOLD INCOMES ($36,926) ARE FAR SHORT OF COLORADO?S $60,629 [2011-2015 AMERICAN COMMUNITY SURVEY 5-YEAR ESTIMATES]. THE MAJORITY OF SLVH PATIENTS ARE REPRESENTATIVE OF LOW-INCOME POPULATIONS WITH NEARLY 71% OF PATIENTS ENROLLED IN MEDICARE AND/OR MEDICAID IN 2016. THE SLV ALSO HAS POCKETS OF DIVERSE POPULATIONS INCLUDING COLLEGE STUDENTS, GUATEMALAN, AMISH, SEASONAL AND MIGRANT FARMWORKERS, AND OTHER INTERNATIONAL RELIGIOUS SECTORS THAT ALL HAVE UNIQUE NEEDS. 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. true ADAmS STATE University FOUNDATION 208 EDGEMONT BLVD ALAMOSA CO 81101 846027518 501(C)(3) 7000 Education 1 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 Carmelo Hernandez Trustee, Physician/CMO 298329 0 48950 0 2322 0 13750 0 14073 0 377424 0 Dennard Ellison Trustee, Physician 401600 0 10000 0 2322 0 12515 0 14188 0 440625 0 Nuwan Pilapitiya Trustee, Physician 232100 0 0 495 0 11550 0 13981 0 258126 0 Konnie Martin CEO 348095 0 99895 0 2412 0 13750 0 14135 0 478287 0 Shane Mortensen CFO 185541 0 34482 0 1709 0 11001 0 13867 0 246600 0 Patti Thompson COO - Through January 2019 192564 0 35853 0 1782 0 11421 0 7314 0 248934 0 Kelly Gallegos CCH Administrator 156335 0 29295 0 486 0 6781 0 13777 0 206674 0 Antonio Gurule Clinic Administrator 160654 0 29363 0 770 0 9501 0 7203 0 207491 0 David Geiger Physician - Former CMO 426575 0 66224 0 3701 0 13750 0 14072 0 524322 0 Jason Defee Physician 550000 0 1500 0 810 0 7404 0 14188 0 573902 0 Carissa Tripi Physician 515000 0 31486 0 524 0 13750 0 14188 0 574948 0 Maureen Cooper Physician 448044 0 0 6858 0 13750 0 747 0 469399 0 James Grigsby Physician 429160 0 16400 0 3564 0 13750 0 14188 0 477062 0 Olivier De Raet Physician 388992 0 21800 0 676 0 13750 0 14030 0 439248 0 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 452013 Employment Wages false Susan Geiger See Part V 144257 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. BOARD MEMBER SUSAN GEIGER IS MARRIED TO DAVID GEIGER FORMER, INTERIM CHIEF MEDICAL OFFICER. 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 ACURRENT 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 17,440 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 133089 Interco Amount