COBRE VALLEY REGIONAL MEDICAL CENTER: Form 990, tax year 2017
View the entire original 990 at ProPublica ↗
- Organization
- COBRE VALLEY REGIONAL MEDICAL CENTER (EIN 86-0732836)
- Tax period
- 2017-01-01 to 2017-12-31
- Filed
- 2018-11-01
- IRS object ID
- 201843169349300144
- Schema version
- 2017v2.0
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2018-11-01T15:06:34-07:00 | ReturnTs |
| Tax Period End | 2017-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Firm EIN | 472251777 | PreparerFirmEIN |
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | JWT and Associates | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1111 E Herndon Avenue | AddressLine1Txt |
| City | Fresno | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 93720 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2017-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 860732836 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Cobre Valley Regional Medical Center | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Control | COBR | BusinessNameControlTxt |
| Phone | 9284253261 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 5880 S Hospital Drive | AddressLine1Txt |
| City | Globe | CityNm |
| State Abbreviation | AZ | StateAbbreviationCd |
| ZIP | 85501 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Neal Jensen | PersonNm |
| Person Title | CEO | PersonTitleTxt |
| Phone | 9284253261 | PhoneNum |
| Signature | 2018-10-04 | SignatureDt |
| Discuss With Paid Preparer | Yes (1) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Jeremy Ware | PreparerPersonNm |
| PTIN | P00642659 | PTIN |
| Phone | 5594317708 | PhoneNum |
| Preparation | 2018-10-01 | PreparationDt |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 108.240.247.227 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2017 | TaxYr |
| Build TS | 2019-02-21 02:37:17Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | CVRMC | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 5880 South Hospital Drive | AddressLine1Txt |
| City | Globe | CityNm |
| State Abbreviation | AZ | StateAbbreviationCd |
| ZIP | 85501 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $50,960,912 | GrossReceiptsAmt |
| Group Return For Affiliates | 0 | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.cvrmc.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1988 | FormationYr |
| Legal Domicile State | AZ | LegalDomicileStateCd |
| Activity Or Mission | The Organization will provide medical services which will be competitive with those charged for similar services by comparable facilities. The Organization will also allow a portion of its services and facilities to be used for charity patients. | ActivityOrMissionDesc |
| Voting Members Governing Body | 9 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 9 | VotingMembersIndependentCnt |
| Total Employee | 422 | TotalEmployeeCnt |
| Total Volunteers | 49 | TotalVolunteersCnt |
| Total Gross UBI | $0 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $45,370 | PYContributionsGrantsAmt |
| CY Contributions Grants | $90,491 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $45,415,650 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $49,778,464 | CYProgramServiceRevenueAmt |
| PY Investment Income | $104,065 | PYInvestmentIncomeAmt |
| CY Investment Income | $189,743 | CYInvestmentIncomeAmt |
| PY Other Revenue | $488,637 | PYOtherRevenueAmt |
| CY Other Revenue | $902,214 | CYOtherRevenueAmt |
| PY Total Revenue | $46,053,722 | PYTotalRevenueAmt |
| CY Total Revenue | $50,960,912 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $0 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $0 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $22,588,216 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $23,522,700 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $22,353,618 | PYOtherExpensesAmt |
| CY Other Expenses | $27,108,600 | CYOtherExpensesAmt |
| PY Total Expenses | $44,941,834 | PYTotalExpensesAmt |
| CY Total Expenses | $50,631,300 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $1,111,888 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $329,612 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $77,563,562 | TotalAssetsBOYAmt |
| Total Assets EOY | $78,186,749 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $41,006,343 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $40,326,048 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $36,557,219 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $37,860,701 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | 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. Our mission is your health. | MissionDesc |
| Significant New Program Srvc | 0 | SignificantNewProgramSrvcInd |
| Significant Change | 0 | SignificantChangeInd |
| Expense | $37,981,853 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $48,778,464 | RevenueAmt |
| Desc | Question PART III Statement of Program Services and Accomplishments 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 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. Several stakeholders from across Gila County and the CVRMC service region are currently working through a community-driven Community Health Improvement Plan (CHIP) which is addressing the most pressing health issues facing our residents. Led by the Gila County Division of Health and Emergency Management (GCDHEM) and CVRMC, community members and organizations have come together to work through actions to affect change for the health needs of our communities. The process of the Community Health Needs Assessment took place from September 2015 through December of 2015. The Community Health Improvement Plan (CHIP) was produced from the data collected from the needs of our population and GCDHEM and CVRMC are working with community organizations to formulate concrete actions to address the four health priorities identified in the CHIP: Obesity, Substance Abuse, Access to Quality Healthcare - Including Mental Health Services, and Sexual Health. The first CHNA and CHIP was completed by CVRMC in 2013 with many action plans driving the success of our identified community health issues. Together, with the collaboration of GCDHEM and many healthcare organizations and professionals of our service area, we will respond to the identified needs of all our diverse communities with the continuing CHIP. The Expansion Project of CVRMC began in February of 2015 and the first phase completed in October of 2016. The new construction included all new, family-centered, single-patient rooms - Med/Surg, ICU, and Family Birth Center - which has brought much comfort to the patients and their families we serve. The expansion also included a new pharmacy, cath lab, wound center, infusion center, café and kitchen, gift shop, and conference rooms. The 11,000 square feet of new physician offices and exam rooms provide for growth and have centralized services for the convenience of our patients. The Emergency Department, Outpatient Surgery, and Wound Center areas completed in 2017. CVRMC sponsors an annual health fair, working with other local and state social and charitable agencies to distribute health, wellness, safety and other valuable information to our communities. Many vendors engage children and adults with "hands-on" activities to improve health and wellness. Without any charge to our communities, CVRMC sponsors cancer support groups, workshops, birthing and new baby care classes, customer service training, and grief support meetings. 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 for Pregnancy Services, Rotary Club, Little League, EMS Training, Gila Community College meetings, drug awareness meetings and many more. Meeting places are difficult to find in our rural community and CVRMC is pleased to accommodate our neighboring associations. CVRMC is continually upgrading and improving equipment. Much of the equipment that is replaced is still viable and is passed on to education facilities, fire departments, or other local agencies that will continue to get useful years for their programs and services. Supplies are also donated regularly to EMS, schools, senior citizen groups, and other organizations in need of medical and or other types of supplies. The PACT 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 hospital's presence and to build public support and trust. A summary of services CVRMC provides to its service area are: Wound Center, OB/GYN, Cath Lab, Specialty Clinic, Sleep Center, Family Practice, Pediatrics, Laboratory, Outlying Clinics - Young/Kearny/ Superior, Orthopedics, Imaging, Laser Vein Center, Surgical Services, Pharmacy, Case Management/Social Services, Physical Therapy (5-star rating). As we celebrate 105 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 which is focused on one mission - the mission of health with quality, efficiency, and compassion. With the development of our next 3-year strategic plan, we are focused on these areas: The Patient Experience (Quality and Customer Service) People Growth Community Financial Stewardship Today, the healthcare arena is facing some monumental changes and challenges. This strategic plan encompasses our accountability and compassion to patients and families; our respect and collaboration to all who surround us; our earnest responsibility to grow with the needs of our population; and our social and public responsibility as healthcare leaders of our communities. Yesterday, today, and tomorrow, CVRMC is committed to our communities with an unwavering dedicated spirit. | Desc |
| Total Other Prog Srvc Expense | $0 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $0 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $0 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $37,981,853 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (1) | DescribedInSection501c3Ind |
| Schedule B Required | 0 | ScheduleBRequiredInd |
| Political Campaign Acty | 0 | PoliticalCampaignActyInd |
| Lobbying Activities | 0 | LobbyingActivitiesInd |
| Subject To Proxy Tax | 0 | SubjectToProxyTaxInd |
| Donor Advised Fund | 0 | DonorAdvisedFundInd |
| Conservation Easements | 0 | ConservationEasementsInd |
| Collections Of Art | 0 | CollectionsOfArtInd |
| Credit Counseling | 0 | CreditCounselingInd |
| Temp Or Permanent Endowments | 0 | TempOrPermanentEndowmentsInd |
| Report Land Building Equipment | Yes (1) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | 0 | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | 0 | ReportProgramRelatedInvstInd |
| Report Other Assets | 0 | ReportOtherAssetsInd |
| Report Other Liabilities | 0 | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | 0 | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | Yes (1) | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | 0 | ConsolidatedAuditFinclStmtInd |
| School Operating | 0 | SchoolOperatingInd |
| Foreign Office | 0 | ForeignOfficeInd |
| Foreign Activities | 0 | ForeignActivitiesInd |
| More Than5000 K To Org | 0 | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | 0 | MoreThan5000KToIndividualsInd |
| Professional Fundraising | 0 | ProfessionalFundraisingInd |
| Fundraising Activities | 0 | FundraisingActivitiesInd |
| Gaming Activities | 0 | GamingActivitiesInd |
| Operate Hospital | Yes (1) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (1) | AuditedFinancialStmtAttInd |
| Grants To Organizations | 0 | GrantsToOrganizationsInd |
| Grants To Individuals | 0 | GrantsToIndividualsInd |
| Schedule J Required | Yes (1) | ScheduleJRequiredInd |
| Tax Exempt Bonds | 0 | TaxExemptBondsInd |
| Engaged In Excess Benefit Trans | 0 | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | 0 | PYExcessBenefitTransInd |
| Loan Outstanding | 0 | LoanOutstandingInd |
| Grant To Related Person | 0 | GrantToRelatedPersonInd |
| Business Rln With Org Mem | 0 | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | 0 | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | 0 | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | 0 | DeductibleNonCashContriInd |
| Deductible Art Contribution | 0 | DeductibleArtContributionInd |
| Terminate Operations | 0 | TerminateOperationsInd |
| Partial Liquidation | 0 | PartialLiquidationInd |
| Disregarded Entity | 0 | DisregardedEntityInd |
| Related Entity | 0 | RelatedEntityInd |
| Related Organization Ctrl Ent | 0 | RelatedOrganizationCtrlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | 0 | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | 0 | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (1) | ScheduleORequiredInd |
| IRP Document | 88 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (1) | BackupWthldComplianceInd |
| Employee | 422 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (1) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | 0 | UnrelatedBusIncmOverLimitInd |
| Foreign Financial Account | 0 | ForeignFinancialAccountInd |
| Prohibited Tax Shelter Trans | 0 | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | 0 | TaxablePartyNotificationInd |
| Nondeductible Contributions | 0 | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | 0 | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | 0 | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | 0 | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | 0 | PayPremiumsPrsnlBnftCntrctInd |
| Form8899 Filedind | 0 | Form8899Filedind |
| Form1098 C Filed | 0 | Form1098CFiledInd |
| DAF Excess Business Holdings | 0 | DAFExcessBusinessHoldingsInd |
| Taxable Distributions | 0 | TaxableDistributionsInd |
| Distribution To Donor | 0 | DistributionToDonorInd |
| Indoor Tanning Services | 0 | IndoorTanningServicesInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 9 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 9 | IndependentVotingMemberCnt |
| Family Or Business Rln | 0 | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | Yes (1) | DelegationOfMgmtDutiesInd |
| Change To Org Documents | 0 | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | 0 | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | 0 | MembersOrStockholdersInd |
| Election Of Board Members | 0 | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | 0 | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (1) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (1) | MinutesOfCommitteesInd |
| Officer Mailing Address | 0 | OfficerMailingAddressInd |
| Local Chapters | 0 | LocalChaptersInd |
| Form990 Provided To Gvrn Body | 0 | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (1) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (1) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (1) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (1) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (1) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (1) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (1) | CompensationProcessOtherInd |
| Investment In Joint Venture | 0 | InvestmentInJointVentureInd |
| States Where Copy Of Return Is Fld | AZ | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | Neal Jensen | PersonNm |
| Phone | 9284021123 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 5880 S Hospital Drive | AddressLine1Txt |
| City | Globe | CityNm |
| State Abbreviation | AZ | StateAbbreviationCd |
| ZIP | 85501 | ZIPCd |
Form990 Part VII Section A Form990PartVIISectionAGrp (12 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|
| Janice Cook | |||||||
| Chairperson | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Fernando Shipley | |||||||
| Vice Chairman | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Ed Carpenter | |||||||
| Treasurer | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Jendean Sartain | |||||||
| Director | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| James Rasmussen | |||||||
| Director | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Robert Hollis | |||||||
| Director | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Alan Osumi | |||||||
| Director | 1 | 0 | Yes (X) | $0 | $0 | $0 | |
| Frederick Stack | |||||||
| Physician | 40 | 0 | $476,472 | $0 | $0 | Yes (X) | |
| Dana Miller | |||||||
| Physician | 40 | 0 | $414,155 | $0 | $0 | Yes (X) | |
| Michael Bryan | |||||||
| Physician | 40 | 0 | $386,494 | $0 | $0 | Yes (X) | |
| Binoy Chandra | |||||||
| Physician | 40 | 0 | $546,283 | $0 | $0 | Yes (X) | |
| Phoung Nguyen | |||||||
| Physician | 40 | 0 | $384,659 | $0 | $0 | Yes (X) | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $2,208,063 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $0 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 7 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | 0 | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (1) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | 0 | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| Cardiovascular Associates of AZ | |||||
| 2683 E Mead Place | Chandler | AZ | 85249 | Cardiologists | $530,502 |
| Trustaff | |||||
| PO Box 638231 | Cincinnati | OH | 45263 | Nursing services | $280,094 |
| Greater Anesthesia Solutions | |||||
| PO Box 1193 | Globe | AZ | 85502 | Anesthesiology | $253,307 |
| John Fierro | |||||
| 1852 E Huber Street | Mesa | AZ | 85203 | Pharmacy | $234,085 |
| ARUP Laboratories | |||||
| PO Box 27964 | Salt Lake City | UT | 84127 | Lab Testing | $238,082 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 10 | CntrctRcvdGreaterThan100KCnt |
| Federated Campaigns | $0 | FederatedCampaignsAmt |
| Membership Dues | $0 | MembershipDuesAmt |
| Fundraising | $0 | FundraisingAmt |
| Related Organizations | $0 | RelatedOrganizationsAmt |
| Government Grants | $0 | GovernmentGrantsAmt |
| All Other Contributions | $90,491 | AllOtherContributionsAmt |
| Noncash Contributions | $0 | NoncashContributionsAmt |
| Total Contributions | $90,491 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Desc | Net patient service revenue | Desc |
| Business | 622000 | BusinessCd |
| Total Revenue Column | $49,778,464 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $49,778,464 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $49,778,464 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $189,743 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $189,743 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $109,795 | RealAmt |
| Personal | $0 | PersonalAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $0 | RealAmt |
| Personal | $0 | PersonalAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $109,795 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $109,795 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $0 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $109,795 | ExclusionAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $0 | SecuritiesAmt |
| Other | $0 | OtherAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contri Rpt Fundraising Event | $0 | ContriRptFundraisingEventAmt |
Miscellaneous Revenue MiscellaneousRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $792,419 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $792,419 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $0 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $792,419 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $50,960,912 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $50,570,883 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $0 | UnrelatedBusinessRevenueAmt |
| Exclusion | $299,538 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part IX | Yes (X) | InfoInScheduleOPartIXInd |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $19,489,537 | TotalAmt |
| Program Services | $14,617,153 | ProgramServicesAmt |
| Management And General | $4,872,384 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,033,163 | TotalAmt |
| Program Services | $3,024,872 | ProgramServicesAmt |
| Management And General | $1,008,291 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $9,399,076 | TotalAmt |
| Program Services | $7,049,307 | ProgramServicesAmt |
| Management And General | $2,349,769 | ManagementAndGeneralAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $968,995 | TotalAmt |
| Program Services | $726,746 | ProgramServicesAmt |
| Management And General | $242,249 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,876,684 | TotalAmt |
| Program Services | $1,407,513 | ProgramServicesAmt |
| Management And General | $469,171 | ManagementAndGeneralAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,315,271 | TotalAmt |
| Program Services | $3,236,453 | ProgramServicesAmt |
| Management And General | $1,078,818 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $839,063 | TotalAmt |
| Program Services | $629,295 | ProgramServicesAmt |
| Management And General | $209,768 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Desc | Supplies | Desc |
| Total | $7,645,753 | TotalAmt |
| Program Services | $5,734,315 | ProgramServicesAmt |
| Management And General | $1,911,438 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $2,063,758 | TotalAmt |
| Program Services | $1,556,199 | ProgramServicesAmt |
| Management And General | $507,559 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $50,631,300 | TotalAmt |
| Program Services | $37,981,853 | ProgramServicesAmt |
| Management And General | $12,649,447 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,470,171 | BOYAmt |
| EOY | $3,386,805 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $13,742,434 | BOYAmt |
| EOY | $14,902,576 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $300,538 | BOYAmt |
| EOY | $0 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,623,229 | BOYAmt |
| EOY | $9,699,277 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,612,065 | BOYAmt |
| EOY | $775,562 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,421,360 | BOYAmt |
| EOY | $1,412,396 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $463,176 | BOYAmt |
| EOY | $428,428 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $84,320,809 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $38,810,997 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $44,204,791 | BOYAmt |
| EOY | $45,509,812 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,725,798 | BOYAmt |
| EOY | $2,071,893 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $77,563,562 | BOYAmt |
| EOY | $78,186,749 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $5,867,399 | BOYAmt |
| EOY | $5,495,826 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $32,692,536 | BOYAmt |
| EOY | $32,040,594 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,446,408 | BOYAmt |
| EOY | $2,789,628 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $41,006,343 | BOYAmt |
| EOY | $40,326,048 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $35,936,906 | BOYAmt |
| EOY | $37,187,305 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $620,313 | BOYAmt |
| EOY | $673,396 | EOYAmt |
Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $36,557,219 | BOYAmt |
| EOY | $37,860,701 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $77,563,562 | BOYAmt |
| EOY | $78,186,749 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Reconcilation Revenue Expnss | $329,612 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $973,870 | NetUnrlzdGainsLossesInvstAmt |
| Donated Services And Use Fclts | $0 | DonatedServicesAndUseFcltsAmt |
| Investment Expense | $0 | InvestmentExpenseAmt |
| Prior Period Adjustments | $0 | PriorPeriodAdjustmentsAmt |
| Other Changes In Net Assets | $0 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | 0 | AccountantCompileOrReviewInd |
| FS Audited | Yes (1) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Separate Basis Fincl Stmt | Yes (X) | SeparateBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (1) | AuditCommitteeInd |
| Federal Grant Audit Required | 0 | FederalGrantAuditRequiredInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule D IRS990ScheduleD
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Investment Cost Or Other Basis | $0 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $904,177 | OtherCostOrOtherBasisAmt |
| Book Value | $904,177 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Investment Cost Or Other Basis | $0 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $55,438,790 | OtherCostOrOtherBasisAmt |
| Depreciation | $18,810,997 | DepreciationAmt |
| Book Value | $36,627,793 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Investment Cost Or Other Basis | $0 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $0 | OtherCostOrOtherBasisAmt |
| Depreciation | $0 | DepreciationAmt |
| Book Value | $0 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Investment Cost Or Other Basis | $0 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $27,697,081 | OtherCostOrOtherBasisAmt |
| Depreciation | $20,000,000 | DepreciationAmt |
| Book Value | $7,697,081 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Investment Cost Or Other Basis | $0 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $280,761 | OtherCostOrOtherBasisAmt |
| Depreciation | $0 | DepreciationAmt |
| Book Value | $280,761 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $45,509,812 | TotalBookValueLandBuildingsAmt |
| Total Rev Etc Audited Fincl Stmt | $51,934,782 | TotalRevEtcAuditedFinclStmtAmt |
| Net Unrealized Gains Invst | $973,870 | NetUnrealizedGainsInvstAmt |
| Donated Services And Use Fclts | $0 | DonatedServicesAndUseFcltsAmt |
| Recoveries Prior Year Grants | $0 | RecoveriesPriorYearGrantsAmt |
| Other Revenue | $0 | OtherRevenueAmt |
| Revenue Not Reported | $973,870 | RevenueNotReportedAmt |
| Revenue Subtotal | $50,960,912 | RevenueSubtotalAmt |
| Investment Expenses Not Incld | $0 | InvestmentExpensesNotIncldAmt |
| Other Revenues Not Included | $0 | OtherRevenuesNotIncludedAmt |
| Revenue Not Reported Fincl Stmt | $0 | RevenueNotReportedFinclStmtAmt |
| Total Revenue Per Form990 | $50,960,912 | TotalRevenuePerForm990Amt |
| Tot Expns Etc Audited Fincl Stmt | $50,631,300 | TotExpnsEtcAuditedFinclStmtAmt |
| Donated Services Use Fclts | $0 | DonatedServicesUseFcltsAmt |
| Prior Year Adjustments | $0 | PriorYearAdjustmentsAmt |
| Losses Reported | $0 | LossesReportedAmt |
| Other Expenses Included | $0 | OtherExpensesIncludedAmt |
| Expenses Not Reported | $0 | ExpensesNotReportedAmt |
| Expenses Subtotal | $50,631,300 | ExpensesSubtotalAmt |
| Investment Expenses Not Incld2 | $0 | InvestmentExpensesNotIncld2Amt |
| Other Expenses Not Included | $0 | OtherExpensesNotIncludedAmt |
| Expenses Not Rpt Fincl Stmt | $0 | ExpensesNotRptFinclStmtAmt |
| Total Expenses Per Form990 | $50,631,300 | TotalExpensesPerForm990Amt |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (1) | FinancialAssistancePolicyInd |
| Written Policy | Yes (1) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (1) | FPGReferenceFreeCareInd |
| Percent100 | Yes (X) | Percent100Ind |
| FPG Reference Discounted Care | Yes (1) | FPGReferenceDiscountedCareInd |
| Percent400 | Yes (X) | Percent400Ind |
| Free Care Medically Indigent | Yes (1) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (1) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | 0 | ExpensesExceedBudgetInd |
| Annual Community Bnft Report | Yes (1) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (1) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $1,181,248 | NetCommunityBenefitExpnsAmt |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $24,711,312 | NetCommunityBenefitExpnsAmt |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $25,892,560 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Activities Or Programs | 0 | ActivitiesOrProgramsCnt |
| Persons Served | 0 | PersonsServedCnt |
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $25,892,560 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (1) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $2,714,859 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $2,714,859 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $13,151,356 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $12,866,281 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | $285,075 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cost To Charge Ratio | Yes (X) | CostToChargeRatioInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (1) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (1) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 1 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 1 | FacilityNum |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Cobre Valley Regional Medical Center | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 5880 South Hospital Drive | AddressLine1Txt |
| City | Globe | CityNm |
| State Abbreviation | AZ | StateAbbreviationCd |
| ZIP | 85501 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Website Address | www.cvrmc.org | WebsiteAddressTxt |
| Licensed Hospital | Yes (X) | LicensedHospitalInd |
| General Medical And Surgical | Yes (X) | GeneralMedicalAndSurgicalInd |
| Critical Access Hospital | Yes (X) | CriticalAccessHospitalInd |
| Emergency Room24 Hrs | Yes (X) | EmergencyRoom24HrsInd |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp
Hospital Facility Name HospitalFacilityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Cobre Valley Regional Medical Center | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 1 | FacilityNum |
| First Licensed CY Or PY | 0 | FirstLicensedCYOrPYInd |
| Tax Exempt Hospital CY Or PY | 0 | TaxExemptHospitalCYOrPYInd |
| CHNA Conducted | Yes (1) | CHNAConductedInd |
| Community Definition | Yes (X) | CommunityDefinitionInd |
| Community Demographics | Yes (X) | CommunityDemographicsInd |
| Existing Resources | Yes (X) | ExistingResourcesInd |
| How Data Obtained | Yes (X) | HowDataObtainedInd |
| Community Health Needs | Yes (X) | CommunityHealthNeedsInd |
| Community Hlth Needs Id Process | Yes (X) | CommunityHlthNeedsIdProcessInd |
| Consulting Process | Yes (X) | ConsultingProcessInd |
| CHNA Conducted | 15 | CHNAConductedYr |
| Take Into Account Others Input | Yes (1) | TakeIntoAccountOthersInputInd |
| CHNA Conducted With Other Fclts | 0 | CHNAConductedWithOtherFcltsInd |
| CHNA Conducted With Non Fclts | 0 | CHNAConductedWithNonFcltsInd |
| CHNA Report Widely Available | Yes (1) | CHNAReportWidelyAvailableInd |
| Rpt Available On Own Website | Yes (X) | RptAvailableOnOwnWebsiteInd |
| Own Website URL | cvrmc.org | OwnWebsiteURLTxt |
| Implementation Strategy Adopt | Yes (1) | ImplementationStrategyAdoptInd |
| Implementation Strategy Adpt | 15 | ImplementationStrategyAdptYr |
| Strategy Posted Website | Yes (1) | StrategyPostedWebsiteInd |
| Strategy Website URL | cvrmc.org | StrategyWebsiteURLTxt |
| Strategy Attached | 0 | StrategyAttachedInd |
| Organization Incur Excise Tax | 0 | OrganizationIncurExciseTaxInd |
| Elig Criteria Explained | Yes (1) | EligCriteriaExplainedInd |
| FPG Family Incm Lmt Free Dscnt | Yes (X) | FPGFamilyIncmLmtFreeDscntInd |
| FPG Family Incm Lmt Free Care | 300 | FPGFamilyIncmLmtFreeCarePct |
| FPG Family Incm Lmt Dscnt Care | 300 | FPGFamilyIncmLmtDscntCarePct |
| Income Level Criteria | Yes (X) | IncomeLevelCriteriaInd |
| Medical Indigency Criteria | Yes (X) | MedicalIndigencyCriteriaInd |
| Insurance Status Criteria | Yes (X) | InsuranceStatusCriteriaInd |
| Underinsurance Stat Criteria | Yes (X) | UnderinsuranceStatCriteriaInd |
| Residency Criteria | Yes (X) | ResidencyCriteriaInd |
| Explained Basis | Yes (1) | ExplainedBasisInd |
| App Financial Asst Expln | Yes (1) | AppFinancialAsstExplnInd |
| Includes Publicity Measures | Yes (1) | IncludesPublicityMeasuresInd |
| FAP Available On Website | Yes (X) | FAPAvailableOnWebsiteInd |
| FAP Available On Website URL | www.cvrmc.org | FAPAvailableOnWebsiteURLTxt |
| FAP App Available On Website | Yes (X) | FAPAppAvailableOnWebsiteInd |
| FAP App Available On Website URL | www.cvrmc.org | FAPAppAvailableOnWebsiteURLTxt |
| FAP Summary On Website | Yes (X) | FAPSummaryOnWebsiteInd |
| FAP Summary On Website URL | www.cvrmc.org | FAPSummaryOnWebsiteURLTxt |
| FAP Avlbl On Request No Charge | Yes (X) | FAPAvlblOnRequestNoChargeInd |
| FAP App Avlbl On Request No Chrg | Yes (X) | FAPAppAvlblOnRequestNoChrgInd |
| FAP Sum Avlbl On Request No Chrg | Yes (X) | FAPSumAvlblOnRequestNoChrgInd |
| Notified FAP Copy Bill Display | Yes (X) | NotifiedFAPCopyBillDisplayInd |
| FAP Translated | Yes (X) | FAPTranslatedInd |
| FAP Actions On Nonpayment | Yes (1) | FAPActionsOnNonpaymentInd |
| Collection Activities | 0 | CollectionActivitiesInd |
| Provided Written Notice | Yes (X) | ProvidedWrittenNoticeInd |
| Made Effort Orally Notify | Yes (X) | MadeEffortOrallyNotifyInd |
| Processed FAP Application | Yes (X) | ProcessedFAPApplicationInd |
| Made Presumptive Elig Determ | Yes (X) | MadePresumptiveEligDetermInd |
| Nondis Emergency Care Policy | Yes (1) | NondisEmergencyCarePolicyInd |
| Look Back Medicare Private | Yes (X) | LookBackMedicarePrivateInd |
| Amounts Generally Billed | 0 | AmountsGenerallyBilledInd |
| Gross Charges | 0 | GrossChargesInd |
Supplemental Information SupplementalInformationGrp (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part V, Section B, Line 5-Cobre Valley Regional Medical Center | Cobre Valley Regional Medical Center - Cobre Valley Regional Medical Center The recent movement to transform public health and health systems stresses that where we live work play pray and learn determines our health and well being. |
| Schedule H, Part V, Section B, Line 11-Cobre Valley Regional Medical Center | Cobre Valley Regional Medical Center - Cobre Valley Regional Medical Center See other disclosures for Schedule H. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 4 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | Cobre Valley Surgical Services | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 5860 South Hospital Drive | AddressLine1Txt |
| City | Globe | CityNm |
| State Abbreviation | AZ | StateAbbreviationCd |
| ZIP | 85501 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | Surgical Clinic | FacilityTxt |
Supplemental Information Detail SupplementalInformationDetail (10 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule H, Part I, Line 7 | Hospital uses cost to charge ratio. |
| Schedule H, Part III, Section A, Line 4 | As posted in the hospital. |
| Schedule H, Part III, Section B, Line 8 | The costing methodology is Cost to Charge as calculated by the annual Medicare cost report. |
| Schedule H, Part III, Section C, Line 9b | - CVRMC MANAGEMENT SHALL DEVELOP POLICIES AND PROCEDURES FOR INTERNAL AND EXTERNAL COLLECTION PRACTICES THAT TAKE INTO ACCOUNT THE EXTENT TO WHICH THE PATIENT QUALIFIES FOR FINANCIAL ASSISTANCE A PATIENT'S GOOD FAITH EFFORT TO APPLY FOR A GOVERNMENTAL PROGRAM OR FOR FINANCIAL ASSISTANCE FROM CVRMC AND A PATIENTS GOOD FAITH EFFORT TO COMPLY WITH HIS OR HER PAYMENT AGREEMENTS WITH CVRMC. |
| Schedule H, Part VI, Line 2 | 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 Feedback: CVRMC utilizes many methods of community feedback for needs determination. Our patients, their families, and the greater community enlighten our organization through patient surveys and direct comments. 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 the 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. 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. As healthcare reform moves forth, 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. The Payer Mix: By 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 Plan: The approach used to project physician need for Cobre Valley Regional Medical Center's service area included the following: *Defining the CVRMC service area and market share by service area and service line *Projecting the service area's population growth and characteristics for the next five years *Taking into account competition and other local circumstances such as, in-migration, out-migration *Developing a profile of the current medical staff including number, FTE, specialty, age, activity *Identifying an appropriate demand model from among the available physician need estimation tools Utilizing 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 CVRMC's service area is identification of the communities from which the hospital draws 75% of patients, and to assess the hospital's 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 CVRMC's primary service area and five Zip Codes comprise the secondary service area. |
| Schedule H, Part VI, Line 3 | Education of Financial Assistance to Patients at CVRMC: In public waiting areas of Cobre Valley Regional Medical Center, posters explain to patients in common language that CVRMC is a Medicare/AHCCCS (Medicaid) participating facility. In addition, posters and signs in these areas explain to the patient what financial obligations may occur and if additional billing will be submitted by providers. If, at the time of admission or visit, the patient does not have third party insurance coverage, the patient is offered an AHCCCS application for health-care coverage through public programs. In addition, staff members in the ER are trained to run searches to determine if a patient has existing coverage. Below is a description of the Patient Education Policy followed by a copy of the Patient Financial Assistance and Discount Program. When neither existing insurance coverage nor AHCCCS eligibility is available, the Patient Account Services department talks to the patient about the Cobre Valley Regional Medical Center's Charity Care program. The patient is offered an AHCCCS application, and a financial contract. The patient is advised they must complete the AHCCCS application, appointment, etc. If the patient is denied by AHCCCS, they are to present the denial to the Patient Accounting Department. When the patient is offered the financial assistance application, demonstrable proof of income, living expenses, size of household and proof of AHCCCS denial are required for completion of the application. Included in the income computation are earnings from employment and other income such as child support, alimony, social security and from any other sources. When requesting proof of living expenses, patients are asked to provide documentation of expenses associated with housing, utilities, transportation, insurance, food, other medical bills, and all other living expenses. After all information is obtained and reviewed, the Federal Poverty Income Guidelines and Discount Table is now being used to calculate the total discount that can be offered to the patient. Once this is compiled, Patient Account Services (PAS) signs off on the Financial Assistance Form which is forwarded to the Director, CFO, and CEO for approval, as appropriate. (CVRMC is highly dependent on payment rates set by Medicare and Medicaid, both of which generally don't cover costs. At CVRMC, about 2/3 of patient revenue comes from these government payers. Changes at the federal level, specifically the Patient Protection and Affordable Care Act, will continue to change how CVRMC informs and educates patients and families regarding their eligibility for assistance.) POLICY OVERVIEW: Cobre Valley Regional Medical Center (CVRMC) is committed to providing financial assistance 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. PURPOSE: This Policy provides a fair and comprehensive system of providing charity care service or discounted medical care to uninsured patients within the available resources of Cobre Valley Regional Medical Center (the "Hospital and/or Clinics"). The Policy addresses: Eligibility criteria for financial assistance; The extent to which financial assistance 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; Measures to widely publicize the 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 financial assistance. DEFINITIONS The following definitions shall apply to this Policy: "AGB discount percentage" is determined by dividing the sum of all claims Medically Necessary services provided at Cobre Valley Regional Medical Center paid during the Relevant Period by Medicare fee-for-service and all private health insurers as primary payors, together with any associated portions of these claims paid by Medicare beneficiaries or insured individuals in the form of co-pays, coinsurance or deductibles. "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 whether 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" or "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 Hospital'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 financial assistance under this Policy. "Individuals who qualify for financial assistance": Individuals who are eligible for assistance under this Policy and who have submitted a completed financial assistance application within required time periods as set forth herein and have been approved for financial assistance 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 or her financially responsible individual) has no insurance or medical coverage under governmental programs and is not eligible for any other third party payment. ELIGIBILITY FOR FINANCIAL ASSISTANCE: 1. Uninsured - Status to be verified through state websites or other third party eligibility systems 2. Citizenship - Individuals must be U.S. citizens a. Patients who are not legal U.S. citizens are not eligible for Financial Assistance. However, they are encouraged to inquire about emergency health care services through the Federal Emergency Services Program (FESP) provided by AHCCCS. Patients who do not meet the qualifications of this program will be able to receive the Self-Pay discount. https://www.azahcccs.gov/PlansProviders/Downloads/FFSProviderManual/FFS_Chap18 EmergencyServicesProgram.pdf 3. Federal Poverty Level - The applicant's household income must be at or below 400% of the Federal Poverty Guidelines http://aspe.hhs.gov/poverty/14poverty.cfm 4. Homeless - Individuals without a payment source may be classified as eligible for Financial Assistance if it is determined that they do not have a job, mailing address, residence, or insurance. Consideration must also be given to classifying emergency room patients who do not provide adequate information as to their financial status. In many instances, these patients are homeless and have few resources to cover the cost of their care. 5. Bankruptcy - Individuals who are in bankruptcy or recently completed bankruptcy may be eligible for Financial Assistance. 6. Special circumstances - In rare occasions, a patient's individual circumstances may be such that while they do not meet the regular Financial Assistance criteria in this policy, they do not have the ability to pay their Hospital bill. In these situations, with the approval of the CVRMC CEO/CFO, part or all of their cost of care may be written off. There must be complete documentation of why the decision was made to do so and why the patient did not meet the regular criteria. 7. Deceased patients without an estate or third party coverage will be eligible for financial assistance. |
| Schedule H, Part VI, Line 4 | Cobre Valley Regional Medical Center (CVRMC) is located in Globe, Arizona and serves a population of 45,000 within a radius of 65 miles 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, 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, pediatric, and family practice provider 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 2010 U. S. Census, approximately 23% of the total population in Gila County was over the age of 65 while in neighboring Pinal County it was 15%, compared to 14% for Arizona and 13 % for the United States. 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. Total reported number of people with disabilities within Gila County is 22,453 and 63,082 for Pinal County. Globe and Miami, Arizona - Primary Service Area (62.7% Inpatient Patient Origin) Globe, Miami and the unincorporated areas nearby (including Inspiration, 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 are located in Gila County with a total population of 18,134. Globe's economy remains heavily 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 Globe's economy. Miami borders Globe to the west and copper mining accounts for the largest number of jobs in Miami according to the 2014 annual report of the Arizona State Mine Inspector. Freeport McMoRan currently employs approximately 800 employees at its Miami operations; KGBM employs approximately 60 at its Carlota facility as it anticipates to continue the SX-EW operations. Capstone - Pinto Valley Mine employs approximately 300, 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. As of 2016, Miami was home to one of the last 4 copper smelters in the United States. Below is the housing status and demographic information for the population of Globe-Miami and the unincorporated areas: Housing Status for Globe-Miami, U.S. Census 2010 (in housing units unless noted ) Total 9,090 Occupied 7,253 Owner-occupied 5,324 Population in owner-occupied( number of individuals ) 12,727 Renter-occupied 1,929 Population in renter-occupied( number of individuals ) 4,827 Households with individuals under 18 2,099 Vacant 1,837 Vacant: for rent 319 Vacant: for sale 142 Male 9,102 Female 9,032 Under 18 4,195 18 & over 13,939 20 - 24 989 25 - 34 1,787 35 - 49 3,146 50 - 64 4,104 65 & over 3,486 Population by Ethnicity Hispanic or Latino 6,175 Non Hispanic or Latino 11,959 Population by Race White 14,862 African American 130 Asian 129 American Indian and Alaska Native 692 Native Hawaiian and Pacific Islander 15 Other 1,784 Identified by two or more 522 Roosevelt, Arizona - Primary Service Area (2.5% 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, making it the oldest artificial reservoir in Arizona and the largest within the boundaries of the state. The population of Roosevelt is estimated at 220 with many visitors moving in and out of the area depending on the season. San Carlos Apache Nation - San Carlos, Ft. Apache, and Peridot, Arizona - Partner Service Area (20.8% 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 United States, 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. The population of the San Carlos Reservation is just over 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. AZ - San Carlos CCD, Gila County, US Census 2010 Population Total Population4,780 Housing Status ( in housing units unless noted ) Total1,171 Occupied1,059 Owner-occupied769 Population in owner-occupied3,295 ( number of individuals ) Renter-occupied290 Population in renter-occupied1,474 ( number of individuals ) Households with individuals under 18706 Vacant112 Vacant: for rent13 Vacant: for sale0 Population by Sex/Age Male2,296 Female2,484 Under 181,889 18 & over2,891 20 - 24454 25 - 34617 35 - 49732 50 - 64610 65 & over237 Population by Ethnicity Hispanic or Latino152 Non Hispanic or Latino4,628 Population by Race White28 African American1 Asian0 American Indian and Alaska Native4,727 Native Hawaiian and Pacific Islander1 Other2 Identified by two or more21 AZ - San Carlos CCD, Graham County, US Census 2010 Population Total Population5,288 Housing Status ( in housing units unless noted ) Total1,455 Occupied1,261 Owner-occupied950 Population in owner-occupied3,992 ( number of individuals ) Renter-occupied311 Population in renter-occupied1,296 ( number of individuals ) Households with individuals under 18758 Vacant194 Vacant: for rent12 Vacant: for sale1 Population by Sex/Age Male2,607 Female2,681 Under 181,965 20 - 24 450 25 - 34 658 35 - 49 918 50 - 64 748 65 & over 353 Population by Ethnicity Hispanic or Latino 205 Non Hispanic or Latino 5,083 Population by Race White 112 African American 5 Asian 1 American Indian and Alaska Native 5,108 Native Hawaiian and Pacific Islander 0 Other 14 Identified by two or more 48 |
| Schedule H, Part VI, Line 5 | 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 quality, efficiency, and compassion. 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 of our service region. CVRMC receives expert operational support services through HealthTech Management Services. These areas of expertise include quality patient care, finance, revenue cycle, materials management, and strategic planning. The resources HealthTech Management Services provide are invaluable in assisting the CVRMC Board of Directors, administration, physicians, directors, and clinical and non-clinical staff in fulfilling the hospital's mission of Quality, Efficiency, Compassion, and Health for all our communities. Through our strategic planning process, CVRMC identified The Patient Experience, People, Growth, 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. 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. 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 Charity Care $ Bad Debt $ Medicaid Shortfall $ Community Benefit $ Total benefit to community $ *Community Health Needs Assessment/Implementation with the Gila County Health Department From September 2015 through February 2016, stakeholders across Gila County and the CVRMC service region engaged in a community-driven process to identify the most pressing health issues facing residents. Led by the Gila County Division of Health and Emergency Management (GCDHEM) 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. Through the process of the Community Health Needs Assessment (CHNA), the following characteristics surfaced regarding Gila County and the CVRMC service region: *21% of the population lives below the federal poverty level *26% of the population are older adults *16% of the population have bachelor's degree or higher *Life expectancy for males is 72 years *Life expectancy for females is 79 years *32.5% of adults are obese *4 of 5 adults are not consuming the recommended servings of fruits and vegetables *1 of 4 adults report receiving inadequate social support *Higher rates of mortality and chronic diseases than the state average The communities of Gila County and the CVRMC service region want: *Increased access to specialty healthcare services including mental health services *Improved access to healthy foods *Improved community infrastructure to increase social and recreational opportunities The strengths of Gila County and the CVRMC service region are: *Close-knit communities *Access to National Parks *Lower health risk factors *Improved air quality The CHNA provided in-depth data on the following health indicators: *Mortality - cancer, chronic disease, influenza, pneumonia, mental health infant mortality, etc. *Morbidity - Alzheimer's disease/dementia, cancer, infectious diseases, heart disease and stroke, food safety, diabetes, obesity, etc. *Healthcare Access and Quality - hospitalizations, primary care, insurance, healthcare quality and access indicator summary *Health Behaviors - substance abuse, nutrition, women's health, physical activity, teen births *Social Factor Indicators - population, poverty education and employment, social support, violent crime *Physical Environment - food insecurity and food access, built environment, housing, air quality and toxins The CHNA generated the data through community surveys, focus groups, and key informant interviews. Four key priorities were identified through the CHNA process: 1. Obesity 2. Substance Abuse 3. Access to Quality Healthcare, including Mental Health Services 4. Sexual Health The Community Health Implementation Plan (CHIP) will guide GCDHEM, CVRMC, and our partners to collaborate and respond to key factors that may be limiting our communities' ability to lead full, happy and healthy lives. |
| Schedule H, Part VI, Line 6 | CVRMC History: Cobre Valley Regional Medical Center has been serving patients of the copper belt region of Arizona for over 100 years. Originally a miner's hospital, Miami-Inspiration Hospital opened to serve miners and their families in 1913. Eventually the aging, crowded Miami-Inspiration Hospital could no longer accommodate the growing patient load and a larger, up-to-date hospital was needed, and during the 1960's, plans were formulated for a new hospital at another location. In 1967, the resident patients and the staff were transferred to the newly completed hospital in the Miami Gardens area where the hospital still stands today. During the next eleven years, an outstanding group of "company" physicians tended the patients at Miami-Inspiration Hospital. In 1978, the Board of Directors contracted with a Health Maintenance Organization from Phoenix to manage the hospital. The year 1980 was a turning point for Miami-Inspiration Hospital. The HMO contract was not renewed, and the Board hired a hospital management firm to carry on the hospital's business. At the same time, local physicians were given contractual agreements to care for the miners and their families. The physicians were also granted privileges to admit and care for "non-company" patients. It was at this point in time the hospital became a "community" hospital. Three years later the administrative positions were taken over by local individuals. With the closure of the county hospital, Gila General, in 1991, Miami-Inspiration Hospital became the sole provider of acute medical care in the Globe-Miami and surrounding areas. Additional personnel were hired, the acute care unit was upgraded and new equipment and computers were put into service. Some already cramped departments became even more overworked, and plans for enlargement and improvement of these areas were initiated. In 1992, the administration of the hospital was taken over by Brim Healthcare (now HealthTech), with the mining companies opting to get out of the healthcare business; the name of the hospital was changed to Cobre Valley Community Hospital. The plans to enlarge and improve the hospital facilities became a high priority, and the radiology and laboratory departments were enlarged and modernized. Meanwhile, plans for a major expansion of several departments were initiated, and large, new emergency, surgery and intensive care departments were completed in early 1997. In 2003, additional renovations were made to address the Laboratory, Radiology, Medical Records, Administration, and most inpatient care areas. This renovation project also included a steel building for housing records and warehousing supplies. Through the next 13 years, under the management of Brim Healthcare (now HealthTech), Cobre Valley Community Hospital (CVCH) continued to provide the best services available, adding new services, new technology, and new equipment in all departments. Through growth and expansion of the past few years, CVCH opened clinics in Young, Kearny, and Superior. In March of 2010, Cobre Valley Community Hospital became Cobre Valley Regional Medical Center (CVRMC). The new name is a reflection of the customers, patients, and geographic area served by the expanding facility. Many services were added including urology, cardiology, wound care, and laser vein procedures. The word "Cobre" is Spanish for "copper." The communities of the region served by CVRMC exist because of the long history of copper mining. The words, "Cobre Valley," were preserved in honor of all our copper miners-- for their commitment and fortitude to supply the world with the natural resource our region is known for, copper. |
| Schedule H, Part VI, Line 7 | Arizona and available to all at www.CVRMC.com |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Employment Contract | Yes (X) | WrittenEmploymentContractInd |
| Severance Payment | 0 | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | 0 | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | 0 | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | 0 | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | 0 | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | 0 | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | 0 | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | 0 | AnyNonFixedPaymentsInd |
| Initial Contract Exception | 0 | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (4 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Binoy Chandra | ||||||||||||||
| Physician | $546,283 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $546,283 | $0 | $0 | $0 |
| Frederick Stack | ||||||||||||||
| Physician | $476,472 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $476,472 | $0 | $0 | $0 |
| Dana Miller | ||||||||||||||
| Physician | $414,155 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $414,155 | $0 | $0 | $0 |
| Michael Bryan | ||||||||||||||
| Physician | $386,494 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $386,494 | $0 | $0 | $0 |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (13 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Part III | From Schedule H Part VI, Line 2 (1 of 2) -- Out-Migration Data: CVRMC 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 HealthTech 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 projections Service 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, inpatients market share by payer mix in the primary service area, inpatients market share by payer mix in the secondary service area, service line market share of primary service area, service line market share of the secondary service area, market share of emergency visits in the primary service area, market share of emergency visits in the secondary service area, and Medicare outpatient volume, and market share by competing hospitals in the metropolitan areas. Population trends are another determination for needs assessment. Population trends by ZIP Code are provided for the primary and secondary service areas of CVRMC as well as population trends by age. As the population trends increase or decrease, and healthcare needs change with age, it is definitely something to consider when strategically planning for future needs. 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 CVRMC's 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 Groups: Groups 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 CVRMC's case mix to the resource demands and the associated costs experienced by the hospital. Database of Admissions: Queries 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 Work: Through 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. CVRMC Board of Directors: The 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 The following are excerpts taken from the 2015 Gila County/CVRMC Community Health Needs Assessment and the 2015 Gila County/CVRMC Community Health Needs Implementation Plan. These two documents were prepared and authored by Pinnacle Prevention and found on www.CVRMC.org. Community Health Needs Assessment and Implementation Plan: The recent movement to transform public health and health systems stresses that where we live, work, play, pray and learn determines our health and well-being. It helps to shift our focus from treating disease and sickness towards prevention and collaboration in order to improve the quality of life for all citizens. Social, economic, political, environmental and individual factors all have a role to play in our health problems, and most importantly, in the solutions. Conducting a Community Health Needs Assessment (CHNA) and Community Health Improvement Plan (CHIP) are the most important first steps in transforming health and wellness. From September 2015 through February 2016, stakeholders across Gila County and the CVRMC service region engaged in a community-driven process to identify the most pressing health issues facing residents. Led by the Gila County Division of Health and Emergency Management (GCDHEM) 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 and CHIP documents, found on our website - www.CVRMC.org, outline that process and the plan of action to improve health for all residents across Gila County and the CVRMC service region. The Community Health Needs Assessment (CHNA) describes the health of residents across Gila County and the CVRMC service region. No single agency or organization can make measurable improvements in public health alone; therefore, to achieve a greater impact in improving the health of residents, GCDHEM collaborated with CVRMC to strengthen their collective impact with shared resources and expertise to complete the 2015 CHNA. This collaborative effort provides shared ownership for improving community health. To identify those health outcomes with the greatest potential for improvement, the CHNA collaboration explored the county's population demographics and social and economic realities while capturing community and partner input. The end result is a comprehensive summary of leading health issues affecting Arizonans across Gila County and the CVRMC service region. The GCDHEM and CVRMC used the Mobilizing for Action through Planning and Partnerships (MAPP) methodology to conduct the 2015 CHNA. MAPP emphasizes a community-driven approach and builds on previous experiences and lessons learned from the 2012 GCDHEM CHA and the 2013 CVRMC CHNA. To ensure a comprehensive approach, the 2015 CHNA relies on the collection and analysis of secondary, quantitative, morbidity, and mortality data from thirty-six priority health indicators, in alignment with the CDC Community Health Status Indicators (CHSI), as well as primary, qualitative data collected from community stakeholders, key informants, and community members at large through 637 surveys and community engagement through six focus groups and fourteen key informant interviews. Where available, health status indicators are compared with other peer counties across the U.S. based on the following variables: population size, population growth, population density, population mobility, percent children, elderly and foreign born, gender ratios, percent high school graduates, single parent households, median home values, housing stress, percent owner-occupied housing units, median household income, receipt of government income, household income, overall poverty, elderly poverty, and unemployment. While the CHNA illustrates disease rates and individual health behaviors, the selected measures provide a broader analysis of factors that affect people's health. This includes capturing environmental conditions that contribute to health, such as access to healthy foods. The CHA highlights disparities related to health status and community conditions through a data-driven analysis. The criteria used to select priority indicators were based on the following: *Is the indicator easily understood by both professionals and public residents? *Is the data readily accessible and publishable *Is the data available at the county level and consistently available? *Is the data source for the indicator recent, preferably within the last three years? *Does the indicator mix include the physical and social environment? |
| Form 990, Part III (Cont. 1) | From Schedule H Part VI, Line 2 (2 of 2) -- The 2015 CHNA for Gila County and the CVRMC service region set out to gain a more comprehensive picture of health issues facing Gila County residents and the CVRMC region. Through a systematic analysis of secondary data, primary quantitative and qualitative research through community engagement, specific key findings were identified across all or most sources of data. These findings are specifically outlined in the CHNA document found on the CVRMC website, www.CVRMC.org. The effort to assess and address the health needs was a joint effort led by the GCDHEM and CVRMC in cooperation with multiple community organizations that made up the CHIP Advisory Committee. All of the members in the CHIP Advisory Committee expressed their commitment to being part of the solution, developing new partnerships, and understand health in the most holistic way possible. They also agreed that they wanted an actionable, comprehensive, and useful plan that not only reflects the needs and the diversity of community, but also represents what the community wants. The committee met once every week for the course of two months and utilized the Mobilizing Action for Planning and Partnerships2 framework to review the results from the CHA, pinpoint the key criteria used to prioritize community health needs, and develop detailed goals, objectives, and strategies to guide them in taking action to create change over the next five (5) years. Using the criteria of size, seriousness, feasibility, potential for collective impact, and influence, a structured process designed to ensure input from all participants, the Advisory Committee identified 12 health issues from the CHA to be considered for prioritization. After thoughtful dialogue around these 12 health issues the committee came to consensus on four health priorities to address in the CHIP. 1. Obesity 2. Substance Abuse 3. Access to Quality Healthcare, including Mental Health Services 4. Sexual Health The CHIP Advisory Committee identified long-term and short-term goals for "Obesity", "Substance Abuse", and "Sexual Health" using an Asset-based Analysis Approach in order to educate each other on current efforts, opportunities to collaborate, and potential gaps to fill. Next, the committee brainstormed strategies and tactics to support the goals. With the help of facilitators and subject matter experts, key evidence-based strategies were highlighted within the list of ideas. For "Access to Quality Healthcare, including Mental Health Services", a SWOT Analysis was used to explore existing strengths and brainstorm opportunities while faced with known weaknesses and threats. GCDHEM, in collaboration with CVRMC, will be responsible for maintaining ongoing community engagement in the implementation of the CHIP. Gila County will continue quarterly meetings with the CHIP Advisory Committee to periodically review the plan, track and evaluate progress made in implementing strategies, and propose changes when greater impact can be achieved by modifying approaches. CVRMC has incorporated the CHNA and CHIP in their strategic action plans under the strategic goal of "Community." When needed, and as recommended by the Advisory Committee, workgroups focusing on particular goals will be established to ensure successful implementation. GCDHEM and CVRMC acknowledge that health improvements cannot be achieved alone. While participating in the development of the CHIP, partners demonstrated enthusiasm for ensuring that the plan is utilized to improve the health of Gila County and the CVRMC service region. This enthusiasm relates not only to the important priorities outlined in the CHIP, but also in the spirit of partnership that is required to work together across organizations to achieve the CHIP goals. |
| Form 990, Part III (Cont. 2) | From Schedule H Part VI, Line 3 -- DETERMINATION OF FINANCIAL ASSISTANCE ELIGIBILITY: 1. Financial assistance 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. 2. It is preferred but not required that a request for financial assistance and a determination of financial need occur prior to rendering of medically necessary services. The need for financial assistance shall be re-evaluated at each subsequent rendering of medically necessary services, if the last financial evaluation was completed more than one hundred eighty days prior, and at any time additional information relevant to the eligibility of the patient for financial assistance becomes known. 3. The granting of financial assistance shall be based on an individualized determination of financial need, and shall not take into account age, gender, race, socio-economic, sexual orientation or religious affiliation. 4. In determining whether each individual qualifies for Financial Assistance, only those patient billings not covered by other county or governmental assistance programs should also be considered. Many applicants are not aware that they may be eligible for assistance such as AHCCCS or other government or private funded programs. 5. 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 Financial Assistance for those services. CVRMC may make the granting of Financial Assistance contingent upon applying for governmental program assistance. This may be prudent, especially if the patient requires ongoing services. METHOD FOR APPLYING FOR FINANCIAL ASSISTANCE: 1. A copy of this Policy and Financial Assistance applications will be made available at the Hospital or by contacting Patient Accounts/Billing Office at 928-425-3261. 2. Individuals who feel that they qualify for financial assistance under this Policy, or have requested that financial assistance be provided, are required to submit an application on the Hospital provided form 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. 3. The applicant is required to submit all information required on the financial assistance application form, including, but not limited to, the following information: a. Copy of AHCCCS denial letter - May be waived on a case by case basis b. Copies of pay stubs for the last 2 pay periods c. Number of dependents claimed on tax return d. Copies of bills showing expenses 4. Failure to provide this information will result in an incomplete application, which may result in the individual being denied assistance under this Policy. 5. Completed applications shall be returned to the Patient Accounts/Billing Department within the Application Period. All eligible applications will be processed within 30 calendar days. EXCLUSIONS: This policy and the Financial Assistance 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 in the sole discretion of CVRMC on a case-by-case basis. DISCOUNT: Household incomes that exceed 400% of the FPG, where the patient is medically indigent, are evaluated based on their special circumstances. PUBLICATION OF POLICY: 1.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. 2. The Policy, applications, and plain language summaries shall be available upon request, without charge at the Patient Accounts/Billing Department and by mail. 3. A plain language summary shall be conspicuously displayed in Hospital patient waiting areas and in the Patient Accounts/Billing Department in a manner that is reasonably calculated to attract visitors' attention. A plain language summary of this Policy and a copy of the financial assistance application will be provided to all patients upon admission or registration at the Hospital or Clinics ACTIONS THAT MAY BE TAKEN IN EVENT OF NONPAYMENT OR INSUFFICIENT PAYMENT: Accounts for hospital services for patients who are able, but unwilling, to pay are considered uncollectible bad debts and will be referred to outside agencies for collections. REGULATORY REQUIREMENTS: In implementing this policy, CVRMC management and CVRMC facilities shall comply with all federal, state and local laws, rules and regulations that may apply to activities conducted pursuant to this policy. ACCOUNTING FOR FINANCIAL ASSISTANCE: CVRMC will track and monitor Financial Assistance care being granted and will account for the write-offs as a separate Deduction from the Revenue general ledger account. RECORDKEEPING: 1. Records relating to potential Financial Assistance applicants must be readily available. CVRMC will maintain a spreadsheet of all applicants and final disposition. 2. Notes relating to the Financial Assistance application and approval or denial should be entered on the patient's account. APPLICATION OF POLICY: 1.This policy does not create an obligation to discount for any charges or services not included in the Hospital bill at the time of service. This policy does not apply to services provided within the Hospital by physicians or other medical providers including Emergency physicians Anesthesiologists, Radiologists, Pathologist, etc. RELATED WEBSITES AHCCCS: http://www.azahcccs.gov/applicants/application/AcuteCare.aspx Federal Emergency Services Program (FESP): http://www.azahcccs.gov/commercial/Downloads/FFSProviderManual/FFS_Chap18EmergencyServicesP rogram.pdf Federal Healthcare Exchange: https://www.healthcare.gov/ Cobre Valley Regional Medical Center's website: http://www.cvrmc.org/ Federal Poverty Guidelines: http://aspe.hhs.gov/poverty/14pov CAA46748erty.cfm |
| Form 990, Part III (Cont. 3) | From Schedule H Part VI, Line 4 -- Pleasant 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 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. According to the 2010 U. S. Census, Pleasant Valley-Young had a population of 376 people, 320 households, and 132 families living in the Pleasant Valley-Young area. The racial makeup was 100% White. The 320 households are comprised of 15.3% with children under the age of 18 living with them, 50.9% were married couples living together, 4.7% had a female householder with no husband present, and 39.7% were non-families. Individuals made up 33.4% of all households and 10.3% had someone living alone who was 65 years of age or older. The average household size was 2.08 and the average family size was 2.65. The median age was 51.5. 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. 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. Kearny, Arizona - Secondary Service Area (8% 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 Kennecott's 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. Total 2010 Census Population for KEARNY, AZ 1,950 HOUSEHOLDS BY TYPE Total households for KEARNY, AZ 756 Family households (families) [7] 534 With own children under 18 years 191 Husband-wife family 401 With own children under 18 years 127 Male householder, no wife present 37 With own children under 18 years 17 Female householder, no husband present 96 With own children under 18 years 47 Nonfamily households [7] 222 Householder living alone 197 Male 98 65 years and over 36 Female 99 65 years and over 67 Households with individuals under 18 years 239 Households with individuals 65 years and over 282 Average household size of KEARNY, AZ 2.58 Average family size for KEARNY, AZ [7] 3.09 POPULATION BY RACE FOR KEARNY, AZ What is the Population of KEARNY, AZ 1,950 One Race 1,883 White 1,623 Black or African American 9 American Indian and Alaska Native 15 Asian 8 Asian Indian 0 Chinese 2 Filipino 3 Japanese 2 Korean 0 Vietnamese 0 Other Asian [1] 1 Native Hawaiian and Other Pacific Islander 1 Native Hawaiian 0 Guamanian or Chamorro 1 Samoan 0 Other Pacific Islander [2] 0 Some Other Race 227 Two or More Races 67 White; American Indian and Alaska Native [3] 10 White; Asian [3] 1 White; Black or African American [3] 4 White; Some Other Race [3] 45 Hayden, Arizona - Secondary Service Area Hayden is located in both Gila and Pinal counties with the economic base being the Hayden Smelter, one of four smelters in the United States. Total 2010 Census Population for HAYDEN, AZ 662 HOUSEHOLDS BY TYPE Total households for HAYDEN, AZ 236 Family households (families) [7] 163 With own children under 18 years 50 Husband-wife family 98 With own children under 18 years 25 Male householder, no wife present 15 With own children under 18 years 9 Female householder, no husband present 50 With own children under 18 years 16 Nonfamily households [7] 73 Householder living alone 61 Male 30 65 years and over 10 Female 31 65 years and over 24 Households with individuals under 18 years 74 Households with individuals 65 years and over 93 Average household size of HAYDEN, AZ 2.81 Average family size for HAYDEN, AZ [7] 3.39 POPULATION BY RACE FOR HAYDEN, AZ What is the Population of HAYDEN, AZ 662 One Race 651 White 423 Black or African American 0 American Indian and Alaska Native 1 Asian 2 Asian Indian 1 Chinese 0 Filipino 1 Japanese 0 Korean 0 Vietnamese 0 Other Asian [1] 0 Native Hawaiian and Other Pacific Islander 0 Native Hawaiian 0 Guamanian or Chamorro 0 Samoan 0 Other Pacific Islander [2] 0 Some Other Race 225 Two or More Races 11 White; American Indian and Alaska Native [3] 2 White; Asian [3] 7 White; Black or African American [3] 0 White; Some Other Race [3] 1 Winkelman, Arizona - Secondary Service Area (1.8% Inpatient Patient Origin) Winkelman is located in Gila and Pinal counties with over 95% of the population living within Gila County. The major employment is the copper industry of the ASARCO Mine. Total 2010 Census Population for WINKELMAN, AZ 353 HOUSEHOLDS BY TYPE Total households for WINKELMAN, AZ 136 Family households (families) [7] 86 With own children under 18 years 22 Husband-wife family 54 With own children under 18 years 10 Male householder, no wife present13 With own children under 18 years4 Female householder, no husband present19 With own children under 18 years8 Nonfamily households [7]50 Householder living alone39 Male14 65 years and over8 Female25 65 years and over16 Households with individuals under 18 years34 Households with individuals 65 years and over66 Average household size of WINKELMAN, AZ2.6 Average family size for WINKELMAN, AZ [7]3.28 POPULATION BY RACE FOR WINKELMAN, AZ What is the Population of WINKELMAN, AZ353 One Race342 White214 Black or African American2 American Indian and Alaska Native13 Asian2 Asian Indian0 Chinese0 Filipino0 Japanese2 Korean0 Vietnamese0 Other Asian [1]0 Native Hawaiian and Other Pacific Islander0 Native Hawaiian0 Guamanian or Chamorro0 Samoan0 Other Pacific Islander [2]0 Some Other Race111 Two or More Races11 White; American Indian and Alaska Native [3]1 White; Asian [3]1 White; Black or African American [3]0 White; Some Other Race [3]8 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 3 years. Other Asian [1]1 Native Hawaiian and Other Pacific Islander0 Native Hawaiian0 Guamanian or Chamorro0 Samoan0 Other Pacific Islander [2]0 Some Other Race638 Two or More Races108 White; American Indian and Alaska Native [3]23 White; Asian [3]3 White; Black or African American [3]15 White; Some Other Race [3]49 Sources: HealthTech Healthcare, April 2014; Thomson Reuters/Market Expert; 2010 U.S. Census Data |
| Form 990, Part III (Cont. 4) | From Schedule H Part VI, Line 5 -- Both the Community Health Needs Assessment and Implementation Plan are found on the CVRMC website, www.CVRMC.org. Culture: *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 everyone's 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. Community Benefit: *"One Call" is a new 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. *"Healthy Living from the Inside Out" is a region-wide radio program which promotes health and wellness. Different topics are addressed each month with a health professional from CVRMC speaking to the listening audience and answering any phone questions. Topics have included educational information on diabetes, heart disease, nutrition, healthy pregnancy, exercise and wellness, to name a few. The program aired only a couple of times in 2017 as the facilitator of the show moved to a different position within CVRMC. *The CVRMC Health Fair, over the past 8 years, saw a rapid increase in participation of health and wellness organizations as well as public attendance. In 2010, an estimated 500 members of our communities attended the health fair with 42 organizations providing health and wellness information. Public attendance has remained steady at about 1,000 for the past five years with participation of health and wellness organizations continuing to climb from 42 participants to an average of 90 participants in 2015, 2016, and 2017. *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 Superintendent's 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 hospital's 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 3 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 *Website *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. The March of Dimes, Relay for Life, and Little League programs are examples. The State of Arizona has made drastic educational funding reductions the past several years and many schools in our service region have cut physical and health education programs in order to provide the basic requirements of English, Math, Science, and Social Studies. Cobre Valley Regional Medical Center chose to sponsor Copper Cities Youth Sports, Little League teams, Ray Elementary, Superior athletics, Miami Soccer, Globe High Cheer, to name just a few. Many youth programs are entirely dependent on the contributions of the major organizations of the area - mining organizations, city and county governments, trucking industries, etc., and CVRMC, the regional medical provider. Many CVRMC employees donate time and expertise to speak at career fairs for the regional high schools, provide job shadowing experiences for the 6 regional high schools, and many tours for civic organizations and elementary/junior high students. Building networks of support has become part of the culture of CVRMC. Donations for scholarships is given to several organizations supporting medical education. As CVRMC, along with Gila County, 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 has been established and is responding to the identified needs of all our diverse communities, providing charitable care with purpose, and offers educational services and programs for the good of our public. |
| Form 990, Part III (Cont. 5) | From Schedule H Part VI, Line 6 (1 of 2) -- CVRMC Today: Today, Cobre Valley Regional Medical Center is a 25 bed Critical Access Hospital located in Globe-Miami, Arizona. It serves a population of roughly 42,000 within a radius of 65 miles in a full service acute care facility with a medical staff of more than 55 active physicians, numerous visiting specialists, community, and emergency doctors. Adjacent to the San Carlos Apache Reservation, CVRMC serves as an acute obstetric and surgical provider for reservation residents referred by their hospital. The area also has a significant Hispanic population and several other ethnic minorities. CVRMC is governed by a Board of Directors made up of a cross-section of community members from many different professions including a mine accountant, a rancher/retired engineer, an insurance agent, a business owner, county government, and medical professionals. The CVRMC Board of Directors meet once a month and act as a trustee for the assets and investments of the hospital for the people of the service area. The board also selects, advises, and evaluates the CEO of the hospital; grants physician staff privileges and ensures that quality medical care is maintained. Responsibilities also include providing direction for the affairs of the hospital and to ensure the development and growth of CVRMC is directed toward fulfilling the mission statement - "To develop and maintain a healthcare delivery system that serves the region with quality, efficiency, and compassion. Our mission is your health." The hospital is a leader among small rural facilities in implementing new technologies both clinically and in the information area. Direct patient care technologies are kept up-to-date. Health Information Systems within the facility have kept pace with information technology upgrades. The hospital is completing its second Strategic Five (5) Year Information Technology Plan that requires an electronic medical record and will meet the federal definition and rules regarding "meaningful use." It comprehensively integrates the entire patient experience with the hospital and includes interfaces with physician offices and a tertiary provider allowing them to view laboratory and radiology reports as soon as they are available. The next five (5) year plan is to enhance the technological innovations already in place by melding all of the active patient records into a database that will provide a comprehensive chart on each patient within the Cobre Valley Regional Medical Center system, accessible to authorized individuals that will give each practitioner the access to more meaningfully, salient, current information to provide optimal care to each patient. As the role of the facility has solidified within the community, the Board and administrative staff recognized that needs existed in some of the outlying communities. Healthcare for residents of Superior, Kearny and Young was limited to single facilities in each community staffed sporadically by medical personnel. Their location meant that healthcare visits to organizations or offices with greater access to general medical services often involved travel of up to 2 hours, usually in one of two directions and, in the case of Young, affected dramatically by weather. Realizing that this lack of medical service directly affected the health and well-being of residents of these three areas, Cobre Valley Regional Medical Center was determined to optimize local healthcare services. CVRMC has established and staffed health clinics in all three areas with professional and ancillary staffing and services which obviates the necessity for clients to travel many miles for such things as laboratory testing and pharmacy services. For many years the Town of Superior did without any medical services, forcing residents to travel at least 40 minutes to the nearest clinic. CVRMC established a clinic in the older downtown area of Superior 12 years ago and committed to the residents of Superior the construction of a new, modern facility. CVRMC completed new construction on an up-to-date medical clinic in Superior in August 2012. The more than 5,500 square foot clinic will house x-ray, pharmacy, and currently has 10 exam rooms. Services include complete family care, laboratory, general surgery consults, minor procedures, simple fracture care, simple laceration repairs, basic dermatology care, preventative exams, women's exams, child well visits, occupational medicine, CDL physicals, pre-employment physicals, surgical consultations, and courier pharmacy service. On the west side of the hospital campus, the newly constructed, 5,000 square foot Surgical Services Clinic opened its doors in May of 2012. This clinic houses Family Practice and Pediatric care. CVRMC is continuing laser vein services where its first Trans-illuminated Powered Phlebectomy (TIPP) was performed in March of 2012. TIPP is a revolutionary new method for varicose vein removal. The procedure was developed as a method for the accurate and quick treatment of varicose veins through a minimal number of incisions. Cosmetic procedures include the laser treatment to remove spider veins. In November of 2012, CVRMC received notification from the Arizona Department of Health Services Bureau of Emergency Medical Services and Trauma System (ADHS BEMST) of achieving Level IV Trauma Center Designation. This designation will allow more patients to be evaluated and treated in our community. The criteria for trauma designation status are developed by the American College of Surgeons Committee on Trauma. The CVRMC Wound Clinic opened in April of 2013. The wound center treats chronic wounds caused by diabetes, circulatory problems, injuries, or other conditions. The CVRMC Sleep Center provides patients the ability to receive sleep study services within town. Sleep services have been provided by CVRMC since 2010. Current Construction and Growth: In February 2015, construction began on a 67,000 square foot hospital expansion project. The construction completed in October of 2016 with patients moving from the former hospital rooms to the new, single-patient, family-focused Family Birth, Medical/Surgical, and Intensive Care rooms throughout the month of October 2016. The Food and Nutrition staff as well as patients, families, staff, and the general public enjoying the new kitchen and café amenities. The retail and in-patient pharmacy is located in the new lobby area of the hospital and provides quick service to the general public and those in the hospital. A tube-system provides for quick exchange of prescriptions and pharmacy exchanges throughout the hospital. The pharmacy is also open on Saturdays for the convenience of those working customers. The Cath Lab is now being used for a multitude of cardiac, venous, and arterial services which in the past, patients had to travel up to two hours to receive. The "Clinics at the Hospital" house OB/GYN, Orthopedics, and General Surgery. The area has 14 exam rooms, and 2 procedure rooms. Patients with appointments have a separate entrance away from the hospital entrance. The design of this clinic has provided operations efficiencies and has created opportunities for enhanced clinical collaboration between physicians and staff. Other new additions include family lounges, conference rooms, gift shop, chapel, private exits for discharged patients, registration, lab draw, and private patient elevators. The future is bringing renovations to the emergency department, wound center, outpatient surgery, and central supply/sterilization areas. |
| Form 990, Part III (Cont. 6) | From Schedule H Part VI, Line 6 (2 of 2) -- 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. This has greatly enhanced the optimization of services and interventions to in-patients, emergency department and outpatient surgery areas. The obvious extension of this success is to integrate local physician's offices into the system so information may be obtained quickly to the benefit of the patient and the provider. The patient portal became operational in September of 2014. It has provided patients secure online access to personal health information. Using a secure username and password, patients can view health information such as their recent doctor visits, medications, and lab results for example. By improving patient-provider communication and empowering patients a more active role in their health, the result should be improved patient outcomes. Cobre Valley Regional Medical Center is striving 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 - Cobre Valley Regional Medical Center's 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. Standards of Performance and Customer Service Training - The CVRMC Standards of Performance were 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 of CVRMC 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. Community Involvement - 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. Wellness Program - CVRMC is currently looking into re-implementing a wellness program -- knowing healthier employees give better care. It is CVRMC's 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. Health Fair - 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. Internships - 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 - By aligning the direction of the Strategic Plan with the mission, vision, and values of CVRMC, the plan has been a cornerstone in implementing strategies in the areas of the patient experience, people, growth, and community. The next review of the strategic plan is scheduled for early 2017. Community Health Needs Assessment and Implementation Plan - CVRMC, along with Gila County Department of Health, conducted a "Community Health Needs Assessment." Data was collected through surveys, focus groups and face-to-face interviews. From this data and resource information, four key areas of health issues and needs were identified: 1. Obesity 2. Substance 3. Abuse Access to Quality Healthcare, including Mental Health Services 4. Sexual Health The Community Health Needs Implementation Plan is a plan of action to address the identified concerns of Gila County and the region CVRMC serves. Other - 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, 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, Taliesen - Frank Lloyd Wright project, job shadowing, and workforce development, to name a few. Summary and Future: Cobre Valley Regional Medical Center has kept its finger on the pulse of its service region throughout 2017, reaching out to help the area in many different aspects, contributing over $2 million in community benefit and charity care. With the challenges healthcare reform presents at both the national and state levels, the focus in 2018 will be on the patient experience, people, growth, and community as we continue to respond to the service area needs and fulfill our mission: "To develop and maintain a healthcare delivery system that serves the region with quality, efficiency, and compassion." |
| Form 990, Part VI, Section A, Line 3 | HealthTec. |
| Form 990, Part VI, Section B, Line 11b | A CPA firm prepares and reviews the Form 990 from data gathered and provided by CVRMC. The return is then provided to the CFO for review and approval. Any questions or concerns the CFO has are addressed and any corrections or clarifications are made. The final form 990, with all required schedules, is made available to the full board prior to filing with the IRS. |
| Form 990, Part VI, Section B, Line 12c | 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, Section B, Line 15 | The Officer's 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 Officers' compensation. |
| Form 990, Part VI, Section C, Line 19 | Available upon request. |
| Form 990, Part IX, Line 11g | Purchased services and professional fees. |
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