2023-11-15T15:37:14-08:00 2022-12-31 472718509 JWT & Associates LLP 1111 East Herndon Avenue Suite 211 Fresno CA 93720 990 2022-01-01 860732836 Cobre Valley Regional Medical Center COBR 9284253261 5880 S Hospital Drive Globe AZ 85501 Harold Dupper CFO 2023-11-15 true Harold Dupper 999009999 true Inger Sullenger CPA P01464277 5413636707 X 2 AAL1 IAL1 FAL1 2022 2023-04-26 12:10:37Z Neal Jensen CEO 94951858 false X www.cvrmc.org X 1988 AZ The mission of our Hospital is to develop and maintain a local health care delivery system that serves the region with quality, efficiency, and compassion. 11 10 578 19 0 1888904 3224004 86380775 90768825 380633 401226 576391 557803 89226703 94951858 1913000 0 34540191 35823245 0 0 41743871 45228463 76284062 82964708 12942641 11987150 131779953 136541711 65199305 62280488 66580648 74261223 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. false false 48851638 1913000 90871326 For the year ended 12/31/2022, Cobre Valley Regional Medical Center (CVRMC) carried out 162,605 patient visits, comprised as: 81,543 Hospital outpatient, 14,704 outpatient emergency visits, 64,650 Clinic outpatient, and 1,708 Hospital inpatient. Along with providing acute healthcare services to the community as a non-profit entity, CVRMC is committed to the many communities we serve. Several members of our administration, directors, managers, and staff serve on various community associations including: Chambers of Commerce, Rotary, Work Force Development, Economic Development, Cancer Awareness Committees, Diabetes Education, Grief Support Teams, Scholarship Committees, Aquatic Center, Housing Committees, Community Development, and Youth Athletic Programs, to name just a few. CVRMC has its finger on the pulse of the community, provides charitable care with purpose, and offers educational services and programs for the good of our public. The Community Health Need Assessment (CHNA) was made publicly available in 2020. As we evaluate the recently completed CHNA and work our Community Health Implementation Plan (CHIP), CVRMC will continue to actively work with other healthcare organizations, be involved with state and federal legislation initiatives, and continue to connect to the communities we serve to address health priorities. CHNA IMPLEMENTATION PROGRESS THROUGH 2022 INCLUDES:1.PRIORITY 1: IMMEDIATE CARE SERVICES LAND HAS BEEN PURCHASED WITH FRONTAGE ON THE HIGHWAY 60 CORRIDOR AND BUILDING PLANS ARE BEING DEVELOPED WITH EXPECTATION OF A FULLY EXECUTED WALK-IN SERVICE IN PLACE BY THE END OF 20242.PRIORITY 2: BUILD A WALKING PATH IN COLLABORATION WITH BHP, THIS PROJECT WAS COMPLETED WITH A GRAND OPENING CELEBRATION IN 2021, WITH THE HOSPITAL INVESTING in the ongoing maintenance and support of the continuing beautification of the walking path.3.PRIORITY 3: INCREASE ACCESS TO PREVENTIVE SERVICES CVRMC CONITNUES THE BUILD OUT OF THE POPULATION HEALTH MODULE OF ITS MEDITECH EHR WHICH WILL BE THE FOUNDATION OF THE TECHNOLOGY NEEDED TO MANAGE AND TRACK THE PREVENTATIVE SERVICES OFFERED TO PATIENTS.4.PRIORITY 4: INCREASE ACCESS TO AGING IN PLACE SERVICES FOR OUR AGING POPULATION CVRMC COUNTINUES TO DEVELOP ITS COLLABORATION WITH THE VARIOUS PROVIDERS AND AGENCIES FOCUSED ON SERVICES TO THE ELDERLY. ALSO, SPECIALTY SERVICE LINES OF CARDIOLOGY AND ORTHOPEDICS HAVE ENHANCED SERIVCES FOR HEALTH CONDITIONS PROMINENT IN AN AGING POPULATION. CONTINUED AWARENESS TRAINING HAS BEEN PROVIDED TO HOSPITAL LEADERSHIP AND STAFF ON COMMUNICATING AVAILABLE SERVICES TO THE COMMUNITY, PARTICULARLY THE SENIOR POPULATION. AS WE CELEBRATE OVER 100 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. THROUGH THE DURATION OF THE PANDEMIC WHICH CONTINUED THROUGH 2022, CVRMC PROVIDED A COMMUNITY HEALTH LEADERSHIP ROLE TO SUPPORT THE COMMUNITY EFFORTS AND RESPONSE TO THE PANDEMIC. THE INTENSE FOCUS REQUIRED OF OPERATIONS AND RESOURCES TO PROVIDE AND MAINTAIN THE COMMUNITY HEALTH PANDEMIC RESPONSE LEADERSHIP HAD SEVERE NEGATIVE IMPACT ON CVRMCS ABILITY TO ADVANCE THE PRIORITIES OF THE CHNA IMPLEMENTATION PLAN. HOWEVER, THROUIGH THE CVRMCS PANDEMIC RESPONOSE, OUR ORGANIZATION WAS ONCE AGAIN PROFOUNCLY REMINDED THAT THE CONTINUED ACCOMPLISHMENTS WE HAVE MADE ARE A DIRECT RESULT OF A DEDICATED AND COMPASSIONATE WORKFORCE, A STEADFAST BOARD OF DIRECTORS, AND STRONG SUPPORTING MANAGEMENT TEAM WHICH IS FOCUSED ON ONE MISSION THE MISSION OF HEALTH WITH HIGH QUALITY, EFFICIENT AND COMPASSIONATE CARE.CVRMCS STRATEGIC PLAN FOCUS CONTINUES TO BE THE FOLLOWING AREAS:THE PATIENT EXPERIENCE (QUALITY AND CUSTOMER SERVICE)PEOPLEGROWTHCOMMUNITYFINANCIAL STEWARDSHIPOUR COMMUNITIES DESERVE ACCOUNTABILITY AND COMPASSION. WE STRIVE TO RESPECT AND COLLABORATE WITH ALL WHO SURROUND US. WE HAVE AN EARNEST RESPONSIBILITY TO RECOGNIZE THE NEEDS OF OUR POPULATION AND TO RESPOND TO THE HEALTH PRIORITIES FACING OUR POPULATION. CVRMC IS COMMITTED TO OUR COMMUNITIES WITH AN UNWAVERING DEDICATED SPIRIT. 48851638 true true false false false false false false false false true false false false false true true false false false false false false false false false true true true false true true false false false false false false false false false false false false false false false true false false false true 114 0 true 578 true false false false false false false false 0 false false false false false false false X 11 10 false true false false false false false true true false false true true true true true true true true false X Accounting 9284253261 5880 S Hospital Drive Globe AZ 85501 Scott Croft Physician 40.00 0.00 553551 0 47287 Winlove Suasin Physician 40.00 0.00 494511 0 41557 Patrick Law Physician 40.00 0.00 493574 0 34720 Peter Seipel Physician 40.00 0.00 452322 0 46822 Natasha Patel Physician 40.00 0.00 436391 0 24373 Jody Daggett Ex-Officio 1.00 0.00 X 35350 0 0 Alan Osumi Radiologist 1.00 0.00 X 8445 0 0 Robert Hollis Chair 1.00 0.00 X 0 0 0 Jendean Sartain Vice Chair 1.00 0.00 X 0 0 0 Ed Carpenter Treasurer 1.00 0.00 X 0 0 0 Janice Cook Secretary 1.00 0.00 X 0 0 0 Fernando Shipley Trustee 1.00 0.00 X 0 0 0 Judy Bessee Trustee 1.00 0.00 X 0 0 0 James B Rasmussen Trustee 1.00 0.00 X 0 0 0 Carolyn Mawson Haro Trustee 1.00 0.00 X 0 0 0 Jack Bradford Trustee 1.00 0.00 X 0 0 0 2474144 194759 65 false true false Rural Physicians Management Co LLC 5575 DTC Pkwy Ste 225 Ste A-436 Greenwood Village CO 80111 Hospitalist Services 1568366 Trusted Health PO Box 7775 PMB 62915 San Francisco CA 941207775 Nursing Contract Labor 742472 Cardiovascular Associates of Arizona 2683 E Mead Place Chandler AZ 85249 Cardiology Services 675186 Valley Anesthesia Consultants PO Box 744883 Atlanta GA 303744883 Anesthesia Services 641355 RN Network PO Box 974088 Dallas TX 753974088 Nursing Contract Labor 449961 26 3149004 75000 3224004 Net Patient Svc Revenue 621400 90768825 90768825 90768825 401226 401226 0 0 87608 87608 87608 87608 0 0 0 0 Cafeteria 367694 367694 Records, Rebates & Other 621400 102501 102501 470195 94951858 90871326 856528 X 1913000 1913000 0 0 0 43795 24604 19191 0 30228224 16982216 13246008 0 3618472 2032858 1585614 1932754 1085821 846933 1568366 881108 687258 73711 41411 32300 41115 23098 18017 0 0 0 13695101 7693907 6001194 0 0 0 0 857286 481623 375663 195480 109821 85659 0 0 1614346 906940 707406 0 4745431 2665983 2079448 929141 521991 407150 Supplies 14171034 7961287 6209747 Purchased services & Other 5457815 4469990 987825 Repairs & Maintenance 1572202 883263 688939 Dues & Subscriptions 307435 172717 134718 0 82964708 48851638 34113070 0 50966258 12462024 28445544 75262622 0 9011203 5948614 0 0 323513 523499 2379556 2519834 747132 1155347 98460923 62431876 37063804 36029047 0 0 0 0 2842943 2640724 131779953 136541711 34548902 32235281 29049925 28193080 1600478 1852127 65199305 62280488 X 65628784 73433162 951864 828061 66580648 74261223 131779953 136541711 X 11987150 -4182772 -123803 X false true X true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 890027 890027 53299014 29552450 23746564 4302429 2678088 1624341 38339128 30201338 8137790 1630325 1630325 36029047 X 94951858 94951858 94951858 82964708 82964708 82964708 Part X : FIN48 Footnote Schedule D, Part X, Line 2 - The Hospital is a not-for-profit organization formed under the laws of the State of Arizona. The Hospital has been determined to be exempt from income taxes under Section 501(c)(3) of the Internal Revenue Code by the United States of America's Internal Revenue Service (IRS) and under similar codes by the State of Arizona. Accordingly, no provision for income taxes is included in the accompanying financial statements. true true X true X true X true true true false true true 4335094 4335094 0.05230 26877859 17668153 9209706 0.11100 31212953 17668153 13544800 0.16330 31212953 17668153 13544800 0.16330 1913000 1913000 0.02310 1913000 1913000 0.02310 true 3990697 344397 19550787 20983759 -1432972 X true true 1 1 Cobre Valley Regional Medical 5880 S Hospital Dr Globe AZ 85501 www.cvrmc.org RGH0126 X X X X Cobre Valley Regional Medical 1 false false true X X X X X X X 20 false false true true X cvrmc.org true 20 true cvrmc.org true false true X 100.0000 400.0000 false true X X X true X www.cvrmc.org X www.cvrmc.org X www.cvrmc.org X X X X X true X X false X X X X true X false false Facility: Cobre Valley Regional Medical - Part V, Section B, Line 11 Please refer to the CHNA and Community Health Implementation Plan (CHIP), which are available for viewing and download at cvrmc.org. They have also been attached to the Form 990. Cobre Valley Surgical Svcs 5880 S Hospital Dr Globe AZ 85501 Rural Health Clinic Cobre Valley Family Practice 5994 S Hospital Dr Globe AZ 85501 Rural Health Clinic Kearny Clinic 100 Tilbury Ave Kearny AZ 85237 Rural Health Clinic Cobre Valley Red Rock Clinic 5990 S Hospital Dr Globe AZ 85501 Rural Health Clinic Superior Clinic 1134 West US Hwy 60 Superior AZ 85173 Rural Health Clinic Tonto Basin Clinic 186 East Stephens Way Tonto Basin AZ 85553 Rural Health Clinic Pleasant Valley Community Medical Ctr 124 N Tewksbury Blvd Young AZ 85554 Rural Health Clinic Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Amounts expected to be collected, later determined uncollectible, are recognized as bad debt.Costing methodology is calculated on fixed percentages based on age of the receivable. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit The Hospital determines the transaction price based on standard charges for goods and services provided, reduced by contractual adjustments provided to third-party payors, discounts provided to uninsured patients in accordance with the Hospitals discount policy, and implicit price concessions provided to uninsured patients.The Hospital determines its estimates of contractual adjustments and discounts based on contractual agreements, its discount policies, and historical experience. The Hospital determines its estimate of implicit price concessions based on its historical collection experience with this class of patients. Effective with the adoption of ASU 2014-09, for changes in credit issues not assessed at the date of service,such as a payor files for bankruptcy or a patient defaults on a payment plan, the Hospital recognizes these writeoffs as bad debt expense, which is presented on the accompanying statements of operations as a component of net patient service revenues.Bad debt represents amounts expected to be collected from a cost for medical services less patient-related revenue generated from Financial Assistance policies, thus it is a component of the overall cost of community benefits provided by the hospital. Part III, Line 4 - Bad Debt Expense The financial statement footnote describing bad debt expense is contained in Note B - Net Patient Service Revenues. The revenues are presented net of bad debts and other estimated contractual allowances calculated based on cost reporting and cost-to-charge methodologies. Part III, Line 8 - Explanation Of Shortfall As Community Benefit ANY SHORTFALL BETWEEN REVENUE RECEIVED FOR SERVICES AND COSTS OF CARE RELATING TO THE SERVICES ARE A DIRECT COMMUNITY BENEFIT. COMMUNITY MEMBERS ARE ABLE TO RECEIVE LOCAL HEALTHCARE AT BELOW COST ENABLING THEM TO REDIRECT RESOUSRCES THAT WOULD OTHERWISE COVER THE COST OF HEALTHCARE TO MEETING OTHER VITAL NEEDS. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients Actions that may be taken in event of non-payment or insufficient payment- Accounts for hosptial sercives for patients who are able, but unwilling to pay, are considered uncollectible bad debts and will be referred to outside agencies for collections. Please refer to the Patient Education of Eligibility for Assistance narrative for further information on collection practices. Part VI, Line 2 - Needs Assessment Currently, CVRMC utilizes several methods of assessing community healthcare needs. Evaluating the health needs of the CVRMC service area leads to identifying physicians needed in the area as well as recognizing those services that are required to address illnesses which can be targeted for community education and intervention.Community FeedbackCVRMC utilizes many methods of community feedback for needs determination. Our patients, their families, and the greater community enlighten our organization through patient surveys, direct comments, patient volumes for specific needs, and the Environmental Assessment tool provided by our management firm, HealthTech. 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.CVRMC engages a customer satisfaction survey consultant to conduct outpatient surveys for the Outpatient Surgery, Physical Therapy, Registration, Med/Surg/ICU, Obstetrics, Respiratory Therapy, Emergency, Laboratory, Clinics, and Radiology Departments on patient satisfaction. The consultant 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 and distributed to all department directors, graphs are posted, and other communication channels are used to ensure all staff is informed of results. Management is then able to make necessary assessments of weak areas and strategically plan for improvements. Many changes within CVRMC have been made as a direct result of feedback obtained in these surveys.Hospital Consumers Assessment of Healthcare Providers and Systems (HCAHPS) is a standardized survey method conducted nationally and is publicly reported regarding the patients opinions and observations regarding their hospital care. This survey is helpful in determining how CVRMC measures against other hospitals across the nation. The public reporting aspect of this survey is a motivation factor for the hospital as a whole to improve quality of care, focusing on the patients needs. These objective and meaningful comparisons of hospitals on topics that are important to the consumer and the public reporting aspect of HCAHPS serves as a transparency tool which drives accountability and improves quality of care.Direct feedback from patients and family members is also a tool utilized for needs assessment. One of the many advantages of a rural hospital is the personal relationships the staff and patients are able to build. Direct phone calls, e-mails, or letters received from patients after their care has been provided is a valuable source of information for determining need. Comment/Compliment cards are also available throughout the hospital for direct responses from patients and their families.Patient Concerns/Complaints Tracking - is a quality improvement initiative which within the CVRMC EHR tracks concerns and complaints of patients by networking and connecting all involved in one platform for resolution. This program builds trust through service recovery. Building trust is a fundamental characteristic necessary in any relationship and as issues are resolved in a constructive, inclusive approach, our customers are more willing to utilize more services and voice opinions about services that should be brought to the service area.Legislative Actions Legislative decisions will have a dramatic effect on the direction CVRMC will move regarding community benefit as well as how healthcare for the region will be financed and delivered. CVRMC will continue to offer community benefit programs within its budgetary means in response to the needs of the region served. CVRMC will continue to strive for growth, bringing new services and structures to the hospital while focusing on wellness and prevention.CVRMC has kept a close eye on any legislation that would affect the future of rural hospitals and any work that needs to be accomplished regarding legislative change. Some of these influences/legislative changes include the CAH Pool, opioid legislation, health insurance, FACILITY LICENSURE ISSUES, etc.The Payer MixBy identifying customers, CVRMC is able to determine to whom services are provided. This information is invaluable for the strategic planning and management of the hospital in regards to new services and/or the addition of new providers. The payer mix also provides valuable information regarding the mix of services needed, education programs, new outreach programs, and future demands. The payer mix is also a very good indicator of the social economic structure of the community, allowing CVRMC to tailor programs to better meet community needs.Medical Staff Development PlanThe approach used to project physician need for Cobre Valley Regional Medical Centers service area included the following:Defining the CVRMC service area and market share by service area and service lineProjecting the service areas population growth and characteristics for the next five yearsTaking into account competition and other local circumstances such as, in-migration, out-migrationDeveloping a profile of the current medical staff including number, FTE, specialty, age, activityIdentifying an appropriate demand model from among the available physician need estimation toolsUtilizing the above information, estimates are developed projecting the number of physicians by specialty required to serve the CVRMC service region. Methods used to project physician need include:Demographics-Population The source for the population is PROVIDED BY A THIRD PARTY THAT SPECIALIZES IN PRODUCING POPULATION DATA FOR STRATEGIC PLANNING. Estimates are data prepared for the current year and projections are prepared for dates five years in the future. DATA IS UPDATED WHEN THE HOSPITALS STRATEGIC PLAN and CHNA IS UPDATED. Data is updated 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 matching the physician-to-population ratios by the population of the service area. 2.Productivity Based Model provides data on current and projected physician resources required within a defined market. Service Area Definition A service area definition takes into consideration multiple factors including patient origin, market share, population and geography. The service area is defined as the geographic area from which a healthcare facility draws at least 75% of its patients and in which it maintains a considerable share of the healthcare market. The first step in defining CVRMCs service area is identification of the communities from which the hospital draws 75% of patients, and to assess the hospitals market share in each of these communities. The service area was then divided into two service areas: Primary and Secondary. Three ZIP Codes have been identified as CVRMCs primary service area and seven Zip Codes comprise the secondary service area.Out-Migration DataCVRMC is located 85 miles southeast of the largest metropolitan area in Arizona. The cities of Phoenix, Mesa, and Tempe are the out-migration areas patients of the CVRMC service area sometimes choose for healthcare services. Out-migration data is provided by the HealthTech Strategic Planning department in the Environmental Assessment and Market Share Report. Two data sources are used:An Arizona hospital discharge databaseA Medicare market database which includes market share, demographics, insurance estimates and market volume projectionsService areas are determined by analyzing the ZIP Codes from several perspectives including patient origin, market share, population, and geographic location of the ZIP Code. This information along with payer mix information can determine the inpatient market share by service area, discharges, inpatients market Part VI, Line 3 - Patient Education of Eligibility for Assistance EDUCATION OF FINANCIAL ASSISTANCE (FA) TO PATIENTS- COBRE VALLEY REGIONAL MEDICAL CENTER (CVRMC) IS COMMITTED TO PROVIDING FA TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED. CONSISTENT WITH ITS MISSION TO DELIVER QUALITY HEALTHCARE IN A SAFE, RESPECTFUL, AND EFFICIENT MANNER, CVRMC STRIVES TO ENSURE THAT THE FINANCIAL CAPACITY OF PEOPLE WHO NEED HEALTH CARE SERVICES DOES NOT PREVENT THEM FROM SEEKING OR RECEIVING CARE. CVRMC HAS A COMPREHENSIVE SYSTEM OF PROVIDING CHARITY CARE SERVICE OR DISCOUNTED MEDICAL CARE TO UNINSURED PATIENTS WITHIN THE AVAILABLE RESOURCES OF CVRMC AND/OR RELATED CLINICS. CVRMC ADDRESSES WITH THE PATIENT: ELIGIBILITY CRITERIA FOR FA, THE EXTENT TO WHICH FA INCLUDES CHARITY CARE OR DISCOUNTED CARE, THE BASIS FOR CALCULATING AMOUNTS CHARGED TO INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY, THE METHOD FOR APPLYING FOR ASSISTANCE, ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE ARE INDIVIDUALLY AND PRIVATELY Counseled REGARDING A PAYMENT STRUCTURE. CVRMC ALSO WORKS WITH PATIENTS WITH HIGH DEDUCTIBLES AND/OR OUT-OF-POCKET COSTS. THIS IS ALSO DONE ON AN INDIVIDUAL BASIS THROUGH A PRIVATE CONVERSATION. MEASURES TO WIDELY PUBLICIZE THE POLICY- THE FA POLICY IS MADE AVAILABLE AT DIFFERENT TIMES OF A PATIENT'S CARE: AT REGISTRATION, ADMISSION, AND DISCHARGE. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA OR HAVE REQUESTED IT, SUBMIT AN APPLICATION. PERSONAL FINANCIAL INFORMATION IS REQUESTED ON THE APPLICATION, THE APPLICATION IS REVIEWED, AND THE APPLICANT IS INFORMED WITHIN 30 DAYS. A DISCOUNT SCHEDULE IS ALSO USED BASED ON THE PATIENT'S INDIVIDUAL CIRCUMSTANCES. FA INFORMATION IS PUBLISHED ON THE HOSPITAL WEBSITE, AVAILABLE UPON REQUEST FOR PICK-UP AT THE HOSPITAL OR CAN BE MAILED TO THE PATIENT. POLICY RESPONSIBILITY- IT IS THE RESPONSIBILITY OF THE HOSPITAL BOARD OF DIRECTORS TO ENSURE THAT THIS POLICY IS BEING ADMINISTERED AND CARRIED OUT IN A CONSISTENT MANNER AND WITHIN THE GUIDELINES SET FORTH IN CONTROLLING LAWS AND REGULATIONS. SCOPE- THIS POLICY APPLIES TO ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE IN ACCORDANCE WITH THE TERMS AND CONDITIONS HEREIN. IT ALSO APPLIES TO PHYSICIAN SERVICES PROVIDED BY CVRMC EMPLOYED PHYSICIANS, CLINIC SERVICES, OR OTHER SERVICES THAT MAY BE OFFERED BY THE HOSPITAL. ANY SERVICES DEEMED NON-MEDICALLY NECESSARY OR COSMETIC IN NATURE ARE NOT ELIGIBLE FOR FA. DEFINITIONS- THE FOLLOWING DEFINITIONS SHALL APPLY TO THIS POLICY: "AGB DISCOUNT PERCENTAGE" IS DETERMINED BY THE SUM OF ALL CLAIMS OF MEDICALLY NECESSARY SERVICES PROVIDED AT CVRMC PAID (INCLUDING PAYMENTS BY MEDICARE BENEFICIARIES and INSURED INDIVIDUALS IN THE FORM OF CO-PAYS, CO-INSURANCE OR DEDUCTIBLES) DURING THE RELEVANT PERIOD DIVIDED BY THE SUM OF THE ASSOCIATED GROSS CHARGES FOR THOSE CLAIMS. "APPLICATION PERIOD:" THE PERIOD DURING WHICH THE HOSPITAL MUST ACCEPT AND PROCESS AN APPLICATION FOR ASSISTANCE UNDER THIS POLICY IN ORDER TO HAVE MADE 'REASONABLE EFFORTS' TO DETERMINE WHETER THE PATIENT IS AN INDIVIDUAL WHO IS ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY. THE APPLICATION PERIOD ENDS ON THE 120TH DAY THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST STATEMENT FOR CARE PROVIDED. "EXTRAORDINARY COLLECTION ACTION(ECA)": ACTIONS TAKEN BY THE HOSPITAL AGAINST A PATIENT OR ANY OTHER INDIVIDUAL WHO HAS ACCEPTED OR IS REQUIRED TO ACCEPT RESPONSIBILITY FOR THE PATIENT'S BILLS INVOLVE (I)A LEGAL OR JUDICIAL PROCESS;(II) SELLING AN INDIVIDUAL'S DEBT TO A THIRD PARTY; OR (III)REPORTING ADVERSE INFORMATION ABOUT THE INDIVIDUAL TO A CONSUMER CREDIT AGENCY OR CREDIT BUREAU. "GROSS CHARGES": THE HOSPTIAL'S FULL, ESTABLISHED PRICE FOR MEDICAL CARE THAT IT CONSISTENTLY AND UNIFORMLY CHARGED to ALL PATIENTS BEFORE APPLYING ANY CONTRACTUAL ALLOWANCES, DISCOUNTS, OR DEDUCTIONS. "HOUSEHOLD INCOME": MEANS THE TOTAL INCOME OF ALL MEMBERS LIVING IN THE INDIVIDUAL'S HOUSEHOLD. "INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY": AN INDIVIDUAL WHO IS UNINSURED AND IS ELIGIBLE FOR FA UNDER THIS POLICY. "INDIVIDUALS WHO QUALIFY FOR FINANCIAL ASSISTANCE": ELIGIBLE INDIVIDUALS WHO HAVE SUBMITTED A COMPLETED FA APPLICATION WITHIN REQUIRED TIME PERIODS AS SET FORTH HEREIN AND HAVE BEEN APPROVED FOR THE FA ACCORDING TO THE PROCESSES SET FORTH HEREIN. "MEDICALLY INDIGENT": INDIVIDUALS WHO DO NOT HAVE HEALTH INSURANCE AND WHO ARE NOT ELIGIBLE FOR OTHER HEALTH CARE COVERAGE, SUCH AS MEDICARE, MEDICAID, OR PRIVATE HEALTH INSURANCE. "NOTIFICATION PERIOD": BEGINS ON THE FIRST DATE CARE IS PROVIDED AND ENDS ON THE 240TH DAY AFTER THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST BILL FOR CARE. "UNINSURED": A PATIENT (OR HIS FINANCIALLY RESPONSIBLE INDIVIDUAL) WHO HAS NO INSURANCE OR MEDICAL COVERAGE UNDER GOVERNMENTAL PROGRAMS AND IS NOT ELIGIBLE FOR ANY OTHER THIRD-PARTY PAYMENT.DETERMINATION OF FA ELIGIBILITY- FA WILL BE DETERMINED THROUGH AN INDIVIDUAL ASSESSMENT OF FINANCIAL NEED, INCLUDING AN APPLICATION PROCESS IN WHICH THE PATIENT OR THE PATIENT'S GUARANTOR IS REQUIRED TO COOPERATE AND SUBMIT ALL DOCUMENTATION NECESSARY TO MAKE THE DETERMINATION OF FINANCIAL NEED; AND WILL TAKE INTO ACCOUNT THE OTHER FINANCIAL RESOURCES. IT IS PREFERRED BUT NOT REQUIRED THAT A REQUEST FOR FA AND A DETERMINATION OF FINANCIAL NEED OCCUR PRIOR TO RENDERING OF NON-EMERGENT MEDICALLY NECESSARY SERVICES. THE NEED FOR FA SHALL BE RE-EVALUATED AT EACH SUBSEQUENT RENDERING OF MEDICALLY NECESSARY SERVICES, IF THE TEST FINANCIAL EVALUATION WAS COMPLETED MORE THAN 180 DAYS PRIOR, AND AT ANY TIME ADDITIONAL INFORMATION RELEVANT TO THE ELIGIBILITY OF THE PATIENT FOR FA BECOMES KNOWN. THE GRANTING OF FA SHALL BE BASED ON AN INDIVIDUALIZED DETERMINATION OF FINANCIAL NEED, AND SHALL NOT TAKE INTO ACCOUNT AGE, GENDER, RACE, SOCIO-ECONOMIC STATUS, SEXUAL ORIENTATION OR RELIGIOUS AFFILIATION. IN DETERMINING WHETHER EACH INDIVIDUAL QUALIFIES FOR FA, ONLY THOSE PATIENT BILLINGS NOT COVERED BY OTHER COUNTY OR GOVERNMENTAL ASSISTANCE PROGRAMS SHOULD BE CONSIDERED. MANY APPLICANTS ARE NOT AWARE THAT THEY MAY BE ELIGIBLE FOR ASSISTANCE, SUCH AS AHCCCS (MEDICAID) OR OTHER GOVERNMENT OR PRIVATELY FUNDED PROGRAMS. PERSONS ELIGIBLE FOR PROGRAMS SUCH AS AHCCCS BUT WHOSE ELIGIBILITY STATUS IS NOT ESTABLISHED FOR THE PERIOD DURING WHICH THE MEDICAL SERVICES WERE RENDERED MAY BE GRANTED FA FOR THOSE SERVICES. EXCLUSIONS- THIS POLICY AND THE FA PROGRAM DO NOT APPLY TO THE PORTION OF CHARGES AN INSURED PATIENT IS PERSONALLY RESPONSIBLE FOR, I.E., CO-PAYS, CO-INSURANCE, AND DEDUCTIBLES, AND DOES NOT APPLY TO ELECTIVE PROCEDURES EXCEPT AS MAY BE DETERMINED AT THE SOLE DISCRETION OF CVRMC, ON A CASE-BY-CASE BASIS. METHOD FOR APPLYING FOR FA- A COPY OF THIS POLICY AND FA APPLICATIONS WILL BE MADE AVAILABLE AT THE HOSPITAL OR BY CONTACTING PATIENT ACCOUNTS/BILLING OFFICE AT (928)425-3261. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA UNDER THIS POLICY, OR HAVE REQUESTED THAT FA BE PROVIDED, ARE REQUIRED TO SUBMIT AN APPLICATION ON THE HOSPITAL FORM PROVIDED DURING THE APPLICATION PERIOD. IT IS THE APPLICANT'S RESPONSIBILITY TO PROVIDE PROOF OF HOUSEHOLD INCOME AND/OR ANY OTHER INFORMATION PROVIDED ON THE APPLICATION, AS REQUESTED BY THE HOSPITAL. THE APPLICANT IS REQUIRED TO SUBMIT ALL INFORMATION REQUIRED ON THE FA APPLICATION FORM INCLUDING, BUT NOT LIMITED TO THE FOLLOWING INFORMATION: COPIES OF PAY STUBS FOR THE LAST 2 PAY PERIODS, NUMBER OF DEPENDENTS CLAIMED ON TAX RETURN, AND COPIES OF BILLS SHOWING EXPENSES. DISCOUNT- HOUSEHOLD INCOMES THAT EXCEED 400% OF THE FPG, WHERE THE PATIENT IS MEDICALLY INDIGENT, ARE EVALUATED BASED ON THEIR SPECIAL CIRCUMSTANCES: FAMILY SIZE, FEDERAL POVERTY GUIDELINES (FPG) 100%, 150%, 200%, 250%, 300%, OR 400% OF FPG. THIS POLICY, AN APPLICATION, A PLAIN LANGUAGE SUMMARY OF THE POLICY AND ANY NOTICES OR PUBLICATIONS REGARDING THE POLICY WILL BE MADE AVAILABLE ON THE HOSPITAL'S WEBSITE(WWW.CVRMC.ORG)IN PDF FORM. THE POLICY, APPLICATIONS, AND PLAIN LANGUAGE SUMMARIES ARE ALSO AVAILABLE UPON REQUEST AND WITHOUT CHARGE AT THE PATIENT ACCOUNTS AND BILLING DEPARTMENT AND BY MAIL. A PLAIN LANGUAGE SUMMARY SHALL BE CONSPICUOUSLY DISPLAYED IN HOSIPTAL PATIENT WAITING AREAS AND IN THE PATIENT ACCOUNTS/BILLING DEPARTMENT IN A MANNER THAT IS REASONABLY CALCULATED TO ATTRACT VISTITORS' ATTENTION. A PLAIN LANGUAGE SUMMARY OF THIS POLICY AND A COPY OF THE FA APPLICATION ARE GIVEN TO ALL PATIENTS UPON ADMISSION OR REGISTRATION AT THE HOSPITAL OR CLINICS. REGULATORY REQUIREMENTS-IN IMPLEMENTING THIS POLICY, CVRMC MANAGEMENT AND CVRMC FACILITES SHALL COMPLY WITH ALL FEDERAL, STATE, AND LOCAL LAWS, RULES AND REGULATIONS THAT MAY APPLY TO ACTIVITIES CONDUCTED PURSUANT TO THIS POLICY. ACCOUNTING FOR FA- CVRMC WILL TRACK AND MONITOR FA CARE BEING GRANTED AND WILL ACCOUNT FOR THE WRITE-OFFS AS A SEPARATE DEDUCTION FROM THE REVENUE IN A GENERAL LEDGER ACCOUNT Part VI, Line 4 - Community Information THE following is from information supporting CVRMC's 2020 CHNA and other sources. CVRMC is located in Globe, AZ and serves a population of 40,000 within a 65 mile radius and is a full-service acute care facility. This population includes both the primary, secondary, and partner service areas. CVRMC is located in the heart of the copper belt of Arizona and serves many rural copper communities within the region including its neighboring towns of Miami and Superior to the west, Kearny, Hayden, and Winkelman to the south. The communities of Roosevelt, Tonto Basin, and Pleasant Valley/Young are located to the north. The San Carlos Apache Nation, our service area partner, borders Globe to the east. CVRMC serves as an acute medical/surgical, obstetric, orthopedic, oncology, pediatric, family practice provider, and a multitude of other services for all the residents of these communities. The CVRMC primary and secondary service area communities are located in two counties, Gila and Pinal. Based on the 2020 U.S. Census, approximately 29.4% of the total population in Gila County was over the age of 65, an increase of .4% from the 2010 Census. In neighboring Pinal County it was 20.9%, an increase of 5% compared to the 2010 Census. Arizonas population 65 and older is 18% while the U.S. is at 16.9%. The five leading causes of death among adults age 65 and older in Gila and Pinal Counties are heart disease, cancer, chronic lower respiratory diseases, cerebrovascular disease, and diabetes. Also, two leading causes of death in Gila County include death by suicide and drug induced death. People with a disability under the age of 65 years is 13% and 10.6% for Pinal County. Globe and Miami, AZ Primary Service Area (63% Inpatient Patient Origin) Globe, Miami and the unincorporated areas nearby (including Claypool, Central Heights, and Midland City) are commonly called Globe-Miami. The towns are located on the northeastern slope of the Pinal Mountains, and are surrounded (except to the east) by the Tonto National Forest. Globe-Miami is located on U.S. Routes 60 and 70, and is served industrially by the AZ Eastern Railway. Globe-Miami is located in Gila County with a total county population of 54,018, according to the 2020 census. Globes economy remains dependent on the mining industry, but as the county seat, county as well as city government employment are the highest numbers of jobs within the city. Tourism and retirees are also important in Globes economy. Globes current population, according to the 2020 Census, is 7,347.(Demographic Information below)Miami borders Globe to the west and the major copper mines are located in, or near Miami. Copper mines account for the largest employment in the Miami area but many of these employees commute to and from larger metropolitan areas to the east, such as Gold Canyon or Mesa. Miamis current population is 1,524.(Census 2020 data not available)Freeport McMoRan currently employs approximately 820 employees at its Miami operations; KGBM employs 63 at its Carlota facility as it anticipates to continue the SX-EW operations. Capstone Pinto Valley Mine employs approximately 592, while BHP Billiton has shut down, but employs several contracted employees to oversee the closed mine sites. Resolution Copper, the deepest underground mine in the world, is continuing to grow its employee base as the mine reaches production stages. Currently Resolution Copper employs 300 including contracted workers. As of 2020, Miami is home to one of the last 3 copper smelters in the United States. The following is from the U.S. Census Bureau: Demographic Information for Globe, AZ, Age and Sex: Persons under 5 years, percent 4.8%; Persons under 18 years, percent 18.8%;Persons 65 years and over, percent 21.3%; Female persons, percent 47.8%; Race and Hispanic Origin: White alone, percent 84.1%; Black or African American alone, percent 1.8%; American Indian and Alaska Native alone, percent 2.6%; Asian alone, percent 1.5%; Native Hawaiian and Other Pacific Islander alone, percent 0.0%; Two or More Races, percent 6.9%; Hispanic or Latino, percent 40.1%; White alone, not Hispanic or Latino, percent 50.4%.Population Characteristics: Veterans, 2015-2019 686;Foreign born persons, percent, 2015-2019 3.3%.Housing:Housing units, July 1, 2019, (V2019); Owner-occupied housing unit rate, 2015-2019 65.8%; Median value of owner-occupied housing units, 2015-2019 $125,800; Median selected monthly owner costs -with a mortgage, 2015-2019 $1,058; Median selected monthly owner costs-without a mortgage,2015-2019 $375; Median gross rent, 2015-2019$866; Building permits 2020. Families & Living Arrangements: Households, 2015-2019 2,962; Persons per household, 2015-2019 2.36; Living in same house 1 year ago, percent of persons age 1 year+, 2015-2019 77.4%; Language other than English spoken at home, percent of persons age 5 years+, 2015-2019 14.6%. Computer & Internet Use: Households with a computer, percent, 2015-2019 84.9%; Households with a broadband Internet subscription, percent, 2015-2019 65.4%. Education: High school graduate or higher, percent of persons age 25 years+, 2015-2019 89.8%. Bachelor's degree or higher, percent of persons age 25 years+, 2015-2019 20.1%. Health: With a disability, under age 65 years, percent, 2015-2019 12.8%; Persons without health insurance, under age 65 years, percent 13.4%. Economy: In civilian labor force, total, percent of population age 16 years+, 2015-2019 58.2%; In civilian labor force, female, percent of population age 16 years+, 2015-2019 52.0%; Total accommodation and food services sales, 2012 ($1,000); Total health care and social assistance receipts/revenue,2012($1,000)(c) 85,850; Total manufacturers shipments, 2012 ($1,000); Total retail sales, 2012($1,000) 130,066; Total retail sales per capita, 2012 $17,442.Transportation: Mean travel time to work (minutes), workers age 16 years+, 2015-2019 15.5. Income & Poverty: Median household income (in 2019 dollars), 2015-2019 $49,954; Per capita income in past 12 months (in 2019 dollars), 2015-2019 $25,321;Persons in Poverty, percent 15.8%. Roosevelt, AZ Primary Service Area (1.2% Inpatient Patient Origin)Roosevelt is located 20 miles north of CVRMC and is a major center for fishing, boating, camping, water skiing, and other recreational water sports. The community of Roosevelt was developed after the construction of a masonry dam on the Salt River in 1911, Roosevelt Dam, making it the oldest artificial reservoir in Arizona and the largest within the boundaries of the state. The population of Roosevelt is estimated at 250, with many visitors moving in and out of the area depending on the season.(Census 2020 data not available)Tonto Basin, AZ Secondary Service Area, Tonto Basin is located 55 miles north of CVRMC and the population fluctuates with the seasons. Tonto Basin is situated next to the Tonto Creek, a south flowing tributary of the Salt River. When the creek runs at high capacity, many residents living on the east side of the creek become stranded in their homes, having to wait for the water to recede. As of 2020, 1,685 people live in Tonto Basin, but the community experiences a population surge during the winter months to about 2800 people. People living in Tonto Basin work in office and administrative support, law enforcement and fire fighting, and management occupations. Many of these residents are employed in Payson or Globe, having to travel up to 55 miles one way for work.(Census 2020 data not available) San Carlos Apache Nation San Carlos, Ft. Apache, and Peridot, AZ Partner Service Area (21.3% Inpatient Patient Origin)The San Carlos Apache Indian Reservation is located 4 miles east of Globe and is located in Gila, Graham, and Pinal Counties. The San Carlos Reservation is home to a number of Apache tribes relocated from traditional Apache homelands from Arizona and New Mexico in 1871. The San Carlos Reservation is one of the poorest Native American communities in the U.S., with the median annual household income being approximately $13,000. About 60% of the people live under the poverty level, and 1/4 of the active labor force is unemployed. With many families co-habitating, the poverty level, and other socio-economic factors, the population of the San Carlos Nation was hit severely by COVID-19. The population of the San Carlos Reservation is just under 10,000 residents with its largest communities being San Carlos, Ft. Thomas, and Peridot, Arizona. The Apache Gold Casino employs 300 people while hunting, fishing, boating, camping, and gaming are attractions to tourists visiting the area.The following demographic information is from the Bureau of Womens and Childrens Health, AZ Dept. of Health Services:RESOURCES for the SAN CARLOS APACHE TRIBE-FACILITIES: General hospitals Yes; Hospital Beds/ 1000 Residents 0.0; Designated as Sole Community Provider? No; Specialty Beds 0; Skilled Nursing Facilities 0; Nursing Beds 0. SERVICES: Licensed Home Health Agencies0; Part VI, Line 4 - Community Building Activities CVRMC has a health commitment to our employees, physicians, health and wellness organizations, our board of directors, benefactors, volunteers, and most importantly, to our patients and families of the region we serve. CVRMC is inclusive, collaborative, and effective regarding community building activities and donations.The mission of CVRMC is:To develop and maintain a local healthcare delivery system that serves the region with high quality, efficient and compassionate care. Our mission is your health. This is a living statement within each of our employees who work to provide direct or indirect patient care and is the driving force when setting goals, purchasing equipment, hiring employees, and planning activities throughout the region. The CVRMC Standards of Performance are the required code of conduct which will ensure the mission of CVRMC is carried forth. These standards include personal behaviors regarding privacy, attitude, communication, teamwork, courtesy, accountability, appearance, responsiveness, and safety. Through our community benefit and building activities, utilizing the standards of performance as the driving force, CVRMC is demonstrating accountability, gaining community trust, and fulfilling our mission to all our constituents within our service region.CVRMC receives expert operational support services through 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 hospitals mission of Quality, Efficiency, Compassion, and Health for all our communities.Through our strategic planning process, CVRMC identified The Patient Experience, People, Growth, Financial Stewardship, and Community as our key strategic goals for the next three years. These goals are not independent of each other, but rather interdependent, connected and overlapping, each individual function thriving on the success of the others. The Patient Experience is defined as the combination of customer service and the quality provided to patients and families receiving services at CVRMC and its surrounding clinics. CVRMC will foster an environment where the quality of care and customer service provided to our patients, physicians and employees is relentlessly pursued with a philosophy of continuous improvement in delivery and outcome. Compassion is the key driver and employing people with great character creates a culture where patients and families want to choose CVRMC for their healthcare. People make the difference in the delivery of care and in the lives of our patients, physicians, fellow workers, and associates. CVRMC is committed to cultivate a workforce and medical provider community that are highly engaged, accountable, collaborative and committed to fulfilling the mission of maintaining a local healthcare delivery system that serves the region with quality, efficiency, and compassion.Growth, in both services and facilities, will provide for the needs of all the communities that depend on the healthcare provided by CVRMC. It is a strategy of CVRMC to aggressively pursue an increased share of the market and reduce out-migration by improving, expanding, adding and promoting services and physical structures that meet service area needs and are clinically and financially feasible. Financial Stewardship, by effectively controlling costs, reducing turnover, strategic investments, and employee responsibility for financial management are all expectations to secure financial strength to move CVRMC into the future of service and property expansion.Community is the heart of our healthcare mission. Focused on promoting healthy living and prevention of chronic diseases, CVRMC realizes healthier communities are safer, have a stronger environment, are socially connected, and have people who truly care for one another. CVRMC has a commitment to care for its communities and the overall health of the people who make these communities great. Through strategic planning, relationship building, and collaboration, CVRMC will be able to address community health needs and move our population to a healthier state.Benefit to Community -One Call is a service implemented by CVRMC in late 2015. The phone service is to help reduce the number of calls a customer needs to make in order to obtain information on health needs and/or social service agencies within the service region. One Call is a free service open to the general public and is staffed by a registered nurse who can also act as a liaison between medical staff, medical health facilities, and social services on behalf of the user.-CVRMC's Health Fair(HF), over the past 10 years, has seen a rapid increase in participation of health and wellness organizations as well as public attendance. After interruption in 2020 due to the Pandemic,in 2021, an estimated 500 community members attended the HF, Get Out and Get Fit, with 85 organizations providing health and wellness information. Previous public attendance has reached about 1,000 for the past six years with participation of health and wellness organizations continuing to climb from 42 to an average of 90 participants in 2015-2018, and 2021. The decline in 2021's attendance is attributed to the Pandemic. Beginning in 2018, the HF began to rotate yearly with another huge fundraising event the CV Foundation hosts, the Art and Wine Auction. In 2022, STAFFING SHORTAGES AND UNFILLED POSITIONS LIMITED CVRMC's ABILITY TO CONDUCT THE HF OR THE ART and WINE AUCTION.-Our professional staff participates in Community HF's and Education Events throughout our service region. These events include health and wellness checks for mining company employees, school children, and seniors. CVRMC has also been actively involved in the Science/Technology/Engineering/Math (STEM) project through the Gila County Superintendents Office, offering professional health personnel 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 dedicate their efforts to make a difference in employee and community relations. The PACT Committee ensures the hospitals presence in community events such as the Globe-Miami Light Parade, Relay for Life, March of Dimes, skilled nursing facility events, and other holiday community celebrations. -The CVRMC Foundation is an integral part of CVRMC. Through philanthropic income, driven by the CVRMC Foundation, CVRMC is supported in purchasing the latest technology and equipment which provides the highest level of care to the patients of our region. The foundation is guided by a governing council of community volunteers who serve without pay and are dedicated to providing the finest healthcare and services to our region. Many CVRMC employees are also part of the foundation, donating time on a volunteer basis. CVRMC also supports the foundation through donation of materials and hosts their monthly luncheon meetings.-Clinical/Non-Clinical Internships-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, Southern Gila County Network Team, Copper Basin Coalition, Elderly Quality of Life, Cobre Valley Transit, Labor Force Development, housing, and many others 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. -Facebook and the Website provide valuable health information to all our communities and are platforms to inform our population about health events and community events which would benefit their health.-Donations to Community Organizations CVRMC recognizes the need to contribute to local organizations to help support their causes in regards to awareness, fundraising, promoting health/exercise/wellness, education, or finding a cure for cancer. Relay for Life and Little League programs are examples. The State of AZ is on the course to improve the education for all children in the state but has not provided the resources to reinstate music, drama, physical and health education programs. CVRMC 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 ent Part VI, Line 5 - Promotion of Community Health Cobre Valley Regional Medical Center has kept its finger on the pulse of its service region throughout the COVID-19 years of 2020 and 2021, reaching out to help the region in many different aspects including the purchase of a mobile clinic that made it possible to be out in the community providing education for prevention of COVID-19, contributing considerable resources (Much of the resources are from federal and state pandemic relief grants) to support community Pandemic "Fighting" endeavors and initiatives. The focus in 2022 continued to be the patient experience, people, growth, and community even though COVID-19 took the worlds health care systems to a new level. In 2022 CVRMC continued the Pandemic responses initiated in 2020 and 2021 by responding to the shortage of PPE, securing respirators, managing patient census, offering tele-health provider visits. MUCH OF THE 2022 FOCUS WAS ON BREAKING DOWN THE INTER-PERSONAL BARRIERS INTITIATED IN THE 2020 AND 2021 AND RETURNING TO NORMAL VISITATION FOR PATIENT FAMILIES AND OTHER HOSPITAL GUESTS. Throughout 2020, 2021 and 2022 and the onslaught of COVID-19, we continued to respond to the service area needs to fulfill our mission: To develop and maintain a healthcare delivery system that serves the region with quality, efficiency, and compassion. Immediate Care Services (ICS) - The decision to include ICS as a health priority was based on several findings in the CHNA. Every focus group identified the need for an urgent care facility and extended hours pharmacy services as a priority health need. Participants frequently stated that not having an urgent care was impacting access to care and a financial burden. Participants discussed the time, expense, and stress of having to travel to urgent care facilities that were typically about an hour away in the middle of the night or on weekends to have their urgent healthcare needs met. Participants also discussed avoiding having their urgent health care needs addressed, such as ear infections with young children, for the reason of not having enough money to be able to afford a visit to the hospital Emergency Department and not having enough money to travel out of the community. The mention of pharmacy services often accompanied the discussion on urgent care needs. Participants often mentioned the importance of having medications filled after hours or on weekends and experiencing a lapse in medication management when prescriptions could not be filled right away. Participants that were aware of the CVRMC pharmacy services, including the mailing options, expressed appreciation for the ability to access medications through CVRMC. Some expressed challenges in delays in receiving CVRMC prescription mail orders or needing consistent pharmacy services available in the case of the CVRMC Kearny clinic. It was felt that an urgent care facility with pharmacy services that is available after hours and on weekends would meet these needs. CVRMC is currently moving forward with this health priority. (CHIP 2020-2024)Aquatic Center (ONGOING) THE CITY OF GLOBE MADE A DECISION TO REHABILITATE AND RE-OPEN ITS COMMUNITY POOL THAT HAD BEEN CLOSED FOR 7 YEARS. CVRMC RECOGNIZING THE IMPORTANCE OF RECREATIONAL FACILITIES TO ENHANCING COMMUNITY HEALTH, committed to see this project come to fruition. This project is in the CVRMC Strategic Plan to improve the health and wellness of our region. In 2021 CVRMC pledged a major grant to the city of Globe for its public pool restoration initiative. Without CVRMC's pledge, the overall viability and success of the initiative was at risk to RE-ESTABLISH A VITAL SUMMERTIME HEALTHY ACTIVITY FOR CHILDREN AND FAMILIES OF THE COMMUNITY AND CVRMC SERVICE AREA. DURING 2022 THE POOL RESTORATION PROJECT WAS LAUNCHED WITH AN EXPECTED 2023 COMPLETION DATE.Walking Path - A Walking Path as a health priority is supported through the CHNA indicators, the community survey, and key informant interviews. Walkability scores reflect a communitys ability to offer safe places to walk and bike which also encourages frequent connections among community members to promote physical activity, but also reduces isolation. Walkability scores range between 1 and 20; the lower the score, the less walkable the area. The average walkability score for the CVRMC service region is 3. The average walkability score for the State of Arizona: 7.58; Source: US Census 2017. Participants also mentioned the lack of sidewalks and lack of safe places to walk and bike as a barrier to being physically active. When asked about a vision for a healthy community in the next three years, key informants described a healthy region as one that is a walkable and bikeable destination, efficient, and connected. The CHIP Administrative Team discussed where an initial walking path could be created. It was determined that a mile long stretch of path strategically placed along Hospital Drive in cooperation with BHP and possibly Cecil Trucking would be a great place to begin. Through CVRMC's leadership and collaboration with BHP, this project became a health improvement reality for the community in 2021. IN 2022 THE HOSPTIAL CONTINUED THE SUPPORT AND MAINTENANCE OF THE WALKING PATH FOR WHICH BECAME HIGHLY UTILIZED COMMUNITY HEALTH RESOURCE IN 2022.Increase Access to Aging in Place Services - It was identified that community members age 65+ are some of the most vulnerable in the region. Many of the older adults in the region have a lack of family support as they get older. It was discussed by key informants the resulting increase in demands on the health-care system, requiring additional support for specialty providers, like neurologists, cardiologists and orthopedists. There was also discussion by key informants of having additional options to age in place. These additional options included in-home care, having a wellness center available at a free and reduced rate for seniors, transportation services, and Alzheimers care for both patients and their caregivers. During 2020, 2021 and 2022, several of the specialty provider services have been enhanced and strengthened for the community. There is still opportunity to additionally strengthen specialty services. (CHIP 2020-2024)Access to Preventative Services - Increase access to preventative services was identified as a priority through the community feedback in focus groups and key informant interviews. One of the key themes in the focus groups was a need for improved access to specialty health care services. This theme is repeated in the key informant interviews with an additional focus on mental and behavioral health services. During 2021, CVRMC sponsored the advanced education of a nurse provider to offer behavioral health service in the rural health clinic setting. IN LATE 2022 AND EARLY 2023 THAT INVESTMENT IN THE EDUCATION OF A BEHAVIROAL HEALTH ADVANCED PARACTICE PROVIDER (APP) BEGAN TO BEAR FRUIT AS THE TRAINING WAS COMPLETED AND THE APP BEGAN A BEHAVIORAL HEALTH PRACTICE IN CVRMCS RURAL HEALTH CLINICS. Community Fund Raisers CVRMC employees continue to help community members in need whether it is a house fire, a child with an illness, or any other circumstance that creates extreme hardship for a family. Wellness Program CVRMC is currently looking into employee wellness - knowing healthier employees give better care. It is CVRMCs policy to engage employees as partners in assuring their best possible health and in reducing preventable healthcare costs for our employees; provide a supportive work environment that promotes the optimal health and well-being of our employees. Toy Box CVRMC is surrounded by mountains and many trails. Roosevelt Lake is 20 minutes away as well as the Salt River. CVRMC has purchased kayaks, paddle boards, mountain bikes, and many other types of outdoor equipment for employees to check-out free of charge. CVRMC encourages employees to explore the wonderful area in which we live and tell more people about it. This is great for our employees health but it also aids in recruitment and the economy. This program initiated in 2020, continued in 2022.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.Quality Initiatives (ONGOING) Quality is in every aspect of hospital care the people, equipment, service, response to occurrences, hospital environment, buildings, etc. CVRMC works to bring quality to every facet of the organization.Te Part VI, Line 7 - States Filing of Community Benefit Report AZ Part VI - Additional Information Needs Assessment (continued) Demographic snapshots are also provided by the report for each of the service areas that reflect various characteristics, including the education, household income, and ethnicity. These are important factors to consider when establishing marketing and public relations messages. Those in CVRMCs primary and secondary service areas are primarily White and Hispanic; have a lower percentage than the U.S. with a high school degree, and a higher percentage than the U.S. with lower incomes. Diagnosis-Related GroupsGroups of patients tend to have common demographic, diagnostic, and therapeutic attributes that determine their healthcare needs. Diagnosis-Related Groups (DRG) form a manageable, clinically coherent set of patient classes relating CVRMCs case mix to the resource demands and the associated costs experienced by the hospital. Database of AdmissionsQueries of the CVRMC Admissions database are a quick analytical source for determining the major health issues of the region. From this information education, prevention, and intervention can be determined and implemented in community benefit programs or released to other regional health organizations for tracking and trending the impact of their programs within the region. Case Management, Discharge Planning, and Social WorkThrough case management, discharge planning, and social work provided by CVRMC, data is generated by specific diagnosis related groups. This diagnosis data by group could be used to identify key risks for change, i.e. tobacco cessation or weight management programs. Many of these groups move on to long-term care facilities, hospice services, or home care needs. Community Health Needs Assessment and Implementation Plan 2020The excerpt below is from the 2020 Needs Assessment conducted by Pinnacle Prevention. Research shows that economic conditions have a significant impact on population health. There is strong evidence that poverty in childhood has long-lasting effects and limits life expectancy, even if social conditions subsequently improve. In addition, the percentage of the population below the federal poverty level, the percentage of the population with no high school diploma, and the percentage of the population with no health insurance are key drivers that predict poor health outcomes. Only 19.0% of the individuals aged 25 and older in Gila County have a bachelors degree or higher (10% less than the state average). The median annual household income is $39,900 (lower than the state average by approximately $17,000 per year), and 21.9% of the Gila County population lives below the federal poverty level, 4% higher than the average for the state of Arizona. The major employment sectors in the region include mining, healthcare, government, education, arts, entertainment, services, and retail. There are several small businesses throughout the county, yet, the unemployment rate averaged 6.2%. Residents within the region frequently describe their communities as close-knit and demonstrate a willingness to help neighbors in need.Selected demographic characteristics of Gila County:Total population of Gila County=53,889Total population of Arizona=7,171,646Population in Gila County and in the state of Arizona is comprised of 20.1% below 18 years old, and 28.8% 65 years and older; and 23.3% below age 18, and 17.1% over 65, respectively. The median age in Gila County is 49.3, versus 37.7 in Arizona.Gila County is 50.6% female and 49.4% male, while Arizona is 50.3% female and 49.7% male.The race/ethnicity distribution in Gila County is: American Indian or Native Alaskan, non Hispanic 17.8%; Asian, non-Hispanic 0.9%; Black, non-Hispanic 0.8%; Hispanic 18.7%; Native Hawaiian/Other Pacific Islander 0.2%; White, non-Hispanic 62%; and two or more races, non-Hispanic 1.7%. The race/ethnicity distribution in Arizona a whole is: American Indian or Native Alaskan, non Hispanic 5.3%; Asian, non-Hispanic 3.5%; Black, non-Hispanic 4.3%; Hispanic 31.4%; Native Hawaiian/Other Pacific Islander 0.3%; White, non-Hispanic 54.9%; and two or more races, non-Hispanic 2.19%. The income inequality (Gini index) for Gila County is 0.468, and for Arizona is 0.47.The median household income for Gila County is $41,179, versus $53,510 for Arizona.In Gila County 24.1% live below the poverty level, as opposed to Arizona, which is at 16.95%. Gila Couny's unemployment rate is 6.2%, while in Arizona as a whole, it is 5%.Travel time to work on average in Gila County is 18.7 minutes, while statewide, it is 25.1 minutes.The graduation rate is 75% in Gila County, and 78% statewide.High school degrees or higher are possessed by 85% in Gila County, and 86.51% statewide. Nineteen percent of Gila County residents have Bachelor's degrees or higher, while that rate is 28.45% for the state as a whole.CVRMC Board of DirectorsThe CVRMC Board of Directors is strategically designed to encompass a variety of professions from the region. Mining, county government, ranching, banking, insurance, business, and medical professionals make up the members of the board which bring a diversity of ideas and information regarding healthcare needs within the service region.Other Data from the National Health Association and the Arizona Health Association gives CVRMC comparisons to national and state averages for specific health issues. Connectivity to organizations such as the County Health Department, regional school districts, and other health, safety, and regional associations provides information regarding health issues and needs. true City of Globe 150 N Pine St Globe AZ 85501 1913000 0 FMV Rehab Comm Aquatic Hlth/Rec Facilit 1 1 Grantmaker's Description of How Grants are Used Grants funds are given to causes that will further the health of the community and align with the mission of Cobre Valley Regional Medical Center. X false false false false false false false false false Natasha Patel Physician 436391 24373 460764 Patrick Law Physician 493574 34720 528294 Peter Seipel Physician 452322 46822 499144 18543 Scott Croft Physician 553551 47287 600838 11966 Winlove Suasin Physician 494511 41557 536068 2783 A Cobre Valley Regional Med 860732836 2014-09-12 33000000 Refunding & Financing Construc false false false A 4806920 33000000 1214433 4807916 215000 26762651 5745000 2016 true false true true A false false false false true false true A false false false false false NA NA false true A true Form 990, Part VI, Section A, Line 3 The CEO and CFO duties are carried out by employees of HealthTech Management Services, Inc., an unrelated management company. Compensation is included in the management fee paid to HealthTech Management Services. The management fee for 2022 was $1,568,366. Form 990, Part VI, Section B, Line 11b A CPA firm prepared and reviews the form 990 from data gathered and provided by the CVRMC. The return is then provided to the CFO for review and approval. Any questions or concerns the CFO has are addressed and any correction or clarifications are made. The final Form 990, with all required schedules, is made available to the full board prior to filing. Form 990, Part VI, 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 15a The Officers' compensation is determined by a review conducted by HealthTech Management Services, Inc. using data provided by a nationally recognized management consulting firm, along with Form 990 data from comparable organizations and other hospitals managed by HealthTech. Once this information has been compiled and reviewed, a meeting is held with the board and a decision is made on the Officer's compensation. Form 990, Part VI, Section B, Line 15b The Officers' compensation is determined by a review conducted by HealthTech Management Services, Inc. using data provided by a nationally recognized management consulting firm, along with Form 990 data from comparable organizations and other hospitals managed by HealthTech. Once this information has been compiled and reviewed, a meeting is held with the board and a decision is made on the Officer's compensation. Form 990, Part VI, Section C, Line 19 Available upon request. Form 990, Part XI, Line 9 Net assets changes in assets held with donor restrictions = -$123803 Form 990, Part VI, Section A Please see note on Part VI, Section A, Line 3. Officers of the organization are provided by a management company that operates as an independent contractor.Voting Board members Daggett and Osumi are compensated by CVRMC for services provided. Daggett's compensation exceeds the allowable amount to maintain voting independence. Neither Daggett, nor Osumi met the requirements to be reported on Schedule L. See Part VI, Section A, Line 1b. Form 990, Part X Balance Sheet, Line 15, Other Assets Other Assets: Other assets consist of bond issuance costs for the Series 2014 Bonds and other loan fees. These deferred costs are amortized over the straight-line method over the life of the bonds and loans. Other assets also consist of $56,870 of land held for future use, $1,229,180 cash and cash equivalents held in reserve for debt service, $485,328 held for the 457(f) plan, and $725,247 in fixed income securities in the form of corporate bonds and notes. Form 990, Schedule H Part VI, Line 4 - Community Building Activities continued from Schedule H Community Health Needs Assessment (CHNA)The Hospital's CHNA was made widely available to the public in 2020. Stakeholders across the CVRMC service region engaged in a community-driven process to identify the most pressing health issues facing residents. Facilitated by Pinnacle Prevention and CVRMC, community members and organizations came together to provide valuable insights on experiences of health and sickness, as well as realistic ways to affect change. The CHNA generated the data through community surveys, focus groups, and key informant interviews. The CHNA provided in-depth data on the following health indicators:Mortality Rate Totals per 100,000 population in 2017, according to ADHS Population Health and Vital Statistics: Total, all causes Gila Co. 831.1, Arizona 679.3; Cardiovascular disease Gila Co. 223.9, Arizona 189.9; Diseases of the heart Gila Co. 181.0, Arizona 141.9; Coronary heart disease Gila Co. 133.0, Arizona 102.8. Malignant neoplasms Gila Co. 112.5, Arizona 136.6; Lung cancer Gila Co. 32.5, Arizona 30.8; Colorectal cancer Gila Co. 12.0, Arizona 13.0; Breast cancer Gila Co. 8.6, Arizona 9.8; Prostate cancer Gila Co. 3.6, Arizona 7.5; Malignant melanoma of skin Gila Co. 2.9, Arizona 2.2; Cervical cancer Gila Co. 0.7, Arizona 1.1. Accident (unintentional injury) Gila Co. 101.4, Arizona 55.3; Accidental poisoning Gila Co. 25.3, Arizona 20.4; Motor vehicle accident Gila Co. 52.9, Arizona 13.8; Accidental falls Gila Co. 14.6, Arizona 12.4; Accidental drowning Gila Co. 0.0, Arizona 1.5. Chronic lower respiratory diseases Gila Co. 62.1, Arizona 43.0. Alzheimer's disease Gila Co. 16.3, Arizona 35.2. Cerebrovascular disease Gila Co. 27.5, Arizona 30.7. Diabetes Gila Co. 31.6, Arizona 23.8. Intentional self-harm (suicide) Gila Co. 37.6, Arizona 18.0. Chronic liver disease and cirrhosis Gila Co. 34.1, Arizona 14.2. Essential (primary) hypertension and hypertensive renal disease Gila Co. 10.3, Arizona 11.8. Influenza and pneumonia Gila Co. 10.3, Arizona 9.9. Parkinson's disease Gila Co. 3.9, Arizona 8.7. Assault (homicide) Gila Co. 11.8, Arizona 6.4. Nephritis Gila Co. 16.6, Arizona 6.2. Septicemia Gila Co. 3.9, Arizona 5.5. HIV disease Gila Co. 0.0, Arizona 1.2. Injury by firearms Gila Co. 30.7, Arizona 15.8. Drug-induced deaths Gila Co. 49.2, Arizona 23.3. Opioid-induced deaths Gila Co. 20.0, Arizona 13.4. Alcohol-induced deaths Gila Co. 35.8, Arizona 16.1. Average age at death Gila Co. 71.8, Arizona 72.6. Median age at death Gila Co. 75.0, Arizona 76.0. The Implementation Plan (CHIP) was developed and continues to be executed to respond to key factors that may be limiting our communities ability to lead full, happy and healthy lives.The 2020 Community Health Needs Assessment and Community Health Implementation Plan can be found on the CVRMC website, www.CVRMC.org. Culture-The CVRMC Mission and Vision statements set the stage for the culture of our hospital. The CVRMC Standards of Performance are the framework of behaviors that all employees will exhibit when interacting with patients, customers, and co-workers. The standards reflect our philosophy of service.-Customer service training reinforces the expectations of each employee, moving everyones behaviors, manners, and actions in the same positive direction.-Empathic Communication training for all employees reinforces our commitment to patients first and foremost.-Communication training for all employees develops the ability to resolve conflict and address patient and family concerns.-Recruitment has become one of attitude as well as aptitude. Those potential employees are sought out not only for their ability and skills to perform a work assignment but the strength of their character as it aligns with the mission, vision, and standards expected of a CVRMC employee. Community Partnerships-Collaboration has become a corner stone for CVRMC. We do not function as a separate entity apart from our community but rather as a fundamental link in the chain. CVRMC has created many partnerships throughout its service region and beyond creating interdependence between organizations.As CVRMC moves forward to promote health and wellness within our service communities, our response to the needs of special populations will be essential for the reporting standards for "Community Health Needs. Together, with the assistance of healthcare organizations and professionals of our area, a well-constructed Community Health Needs Assessment and Implementation Plan is the guiding document to respond to the identified health needs of our diverse communities, providing charitable care with purpose, and supporting educational services and programs for the good of our public. Form 990, Schedule H Part VI, Line 4 - Community Information Continued from Schedule HPleasant Valley-Young, Arizona Secondary Service Area Surrounded by the Tonto National Forest, Pleasant Valley-Young is a community in Gila County situated in the beautiful pines of the Sierra Anches mountains. There are two main dirt roads in and out of Young, one from the north and one from the south, but no fully paved road to a connecting highway. Globe is 65 miles to the south of Young. The following demographic information was taken from the 2020 World Population Review: Pleasant Valley-Young has a population of 482. The average household income in Young is $43,299 with a poverty rate of 11.41%. The median rental costs in recent years comes to $499 per month, and the median house value is $190,700. The median age in Young is 56.1 years, 62.7 years for males, and 50 years for females. The female population is 210 or 43.7% and the male population is 272 or 56.43%. The racial makeup is 92.12% White, 6.22% other, and 1.66% Native American. Several small businesses exist in Pleasant Valley-Young. A gas station, convenience store, auto parts store, motel, thrift shore, library, and refuse service are among the businesses. Cobre Valley Regional Medical Center services the primary medical needs of the area with a medical clinic which is open one day per week.The median income for a household in the Pleasant Valley-Young area is $26,250, and the median income for a family was $24,886. Males had a median income of $21,000 versus $26,458 for females. The per capita income for the area was $16,943. Kearny, Arizona Secondary Service Area (1.7% Inpatient Patient Origin)Kearny is located in Pinal County and was built by the Kennecott Mining Company in 1958 as a planned community to accommodate the populations of nearby Ray, Sonora and Barcelona, which were eventually swallowed by Kennecotts expanding open-pit copper mine. The town sits near the Gila River in the Copper Basin area along with its sister cities of Hayden and Winkelman. The economic base of Kearny is the Ray mine and the Hayden Smelter, both owned and operated by ASARCO. These operations have recently experienced a strike by the unions and have not fully gone back into operation.Hayden, Arizona Secondary Service AreaThe following demographic information was taken from the 2020 World Population Review: Hayden is a city located in Gila County Arizona. With a 2020 population of 629, Hayden is currently declining at a rate of -0.16% annually and its population has decreased by -4.98% since the 2010 census information which recorded a population of 662. Spanning over 1 miles, Hayden has a population density of 497 people per square mile.The average household income in Hayden is $41,408 with a poverty rate of 25.52%. The median rental costs in recent years comes to $632 per month, and the median house value is $34,500. The median age in Hayden is 47.1 years, 42.5 years for males, and 51.9 years for females.The racial population of Hayden:White: 93.52%Other race: 3.05%Two or more races: 2.67%Hayden is located in Gila County with the economic base being the Hayden Smelter, one of three smelters in the United States. Winkelman, Arizona Secondary Service Area (1.3% Inpatient Patient Origin)The following demographic information was taken from the 2020 World Population Review: Winkelman is a city located in Gila County Arizona. With a 2020 population of 351, Winkelman is currently been steady in population compared to the recorded population in 2010 of 353. The average household income in Winkelman is $41,507 with a poverty rate of 8.53%. The median rental costs in recent years comes to - per month, and the median house value is $55,300. The median age in Winkelman is 52.9 years, 47.1 years for males, and 55.6 years for females.The racial population of Winkelman:White: 80.55%Two or more races: 12.63%Other race: 5.12%Native American: 1.71%Winkelman is located in Gila County with over 95% of the population living within Gila County. The major employment is the copper industry of the ASARCO Mine. Superior, Arizona Secondary Service Area (2.1% Inpatient Patient Origin)Superior is located in Pinal County, 25 miles west of Globe. The town has survived many ups and downs of the copper mining industry throughout the years, but during the most recent years is capitalizing on its unique and picturesque location. The town is in a rebuilding phase in its economy and is looking to the areas of tourism and the opportunity for a new underground mine, Resolution Copper, to open in the next few years. The following demographic information was taken from the 2020 World Population Review: With a current population of 3,272, Superior is currently growing at a rate of 1.46% annually and its population has increased by 15.33% since the most recent census, which recorded a population of 2,837 in 2010 and has a population density of 1,668 people per square mile.The average household income in Superior is $46,986 with a poverty rate of 18.92%. The median rental costs in recent years comes to $814 per month, and the median house value is $90,500. The median age in Superior is 54.1 years, 49.6 years for males, and 56.3 years for females.The racial population of Superior:White: 84.34%Other race: 7.13%Asian: 4.46%Two or more races: 2.64%Native American: 1.43% Form 990, Schedule H Part VI, Line 5-Promotion of Community Health Continued from Schedule H.Tele-Pharmacy/Curbside service - Through its expanded ambulatory pharmacy services, CVRMC makes curbside prescription delivery available. Community Awareness, Education (Facebook/News Articles/Webpage, etc.)Sponsorships for Education/Athletic/TeamsCommunity Events Downtown Halloween, Homecoming parades, job fairs, etc.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, Certifications and Training, Childbirth Classes, County Fair, Downtown Halloween Trick or Treat, job shadowing, and workforce development.Kearny Clinic - Plans to build a new clinic for the residents of the Town of Kearny continued to take shape in 2022. Architect designs were advanced in late 2022 with the demolition of the original Kearny healthcare facility completed in 2022, with the site cleared and ready for construction of the replacement facility. Anticipation of the new Kearny Clinic's completion was revised to 2024.Community Programs and Improvements to ServicesCommunity Health Partnerships - Through 2021, CVRMC along with the Gila County Health Department created a strong alliance through the pandemic. Disseminating knowledge and information throughout the county (especially Southern Gila County for CVRMC) was crucial during this time. Communication was happening on a daily basis and the securing of necessary resources was a top priority for both organizations. Early 2021 the Hospital, with strong support from the county, continued to take the lead role for vaccination clinics in the region, setting early records for the percentage of the population vaccinated. Cobre Valley Regional Medical Center continues to be the leader of healthcare in the service area, accountable for the health of the population served. PANDEMIC PREVENTION EDUCATION WAS ENHANCED IN 2022 BY PLACING IN SERVICE A MOBILE CLINIC UNIT THAT ENHANCED THE EDUCATION PREVENTION OUTREACH. Employee Education Cobre Valley Regional Medical Centers commitment to higher education for employees is evident in the continuation of tuition assistance. Employees are encouraged to further their education which in turn provides better care for patients. The tuition assistance program is a benefit provided to assist employees in improving their job capabilities within their work environment. THE HOSPTIAL ALSO SPONSORS A NURSING PROFESSOR POSITION AT THE LOCAL COMMUNITY COLLEGE TO ENHANCE AND ASSURE THE STRENGTH OF THE LOCAL NURSING PROGRAM. Standards of Performance and Customer Service Training The CVRMC Standards of Performance are designed and created by a team of hospital staff and consist of a set of performance expectations for every employee to follow at all times. At CVRMC our position descriptions outline the duties and responsibilities every individual is accountable for in the commission of their respective jobs. The CVRMC Standards of Performance offers a definition and framework of behaviors that every employee will exhibit when interacting with patients, customers, and co-workers. These standards also provide the criteria by which an employee is evaluated. In our Standards of Performance, we identify patients, customers, and co-workers as our target service populations. At CVRMC we consider customers to include Physicians, Families, Vendors, Suppliers, and anyone else that we have contact with and the behavior expectations include privacy, attitude, communication, teamwork, courtesy, accountability, appearance, responsiveness, and safety.Every employee of CVRMC is required to attend customer service training to help drive our mission statement and to guide them in the standards of performance at every level of the organization. This customer training is also offered to every physician, their office staff, and organizations within the region, free of charge, in order to create a regional culture of courtesy and respect.San Carlos, Partner Service Area - Adjacent to the San Carlos Apache Reservation, CVRMC serves as a partner in acute obstetric, podiatry, orthopedic, oncology and surgical services for reservation residents referred by their hospital or THE CVRMC HOSPITAL PHYSICIANS WHO MAINTAIN CLINICAL HOURS AT SAN CARLOS. Form 990, Schedule H, Part V, Section B, Line 4 The Community Health Needs Assessment was made widely available to the public, along with the Community Health Implementation Plan,in the year 2020 BY POSTING THE WRITTEN REPORT OF THE CHNA FINDINGS ON THE HOSPITAL FACILITYS WEBSITE. CVRMC POSTED BOTH THE CHNA AND CHIP ONTO THE HOSPITAL'S WEBSITE IN 2020. RHS 1 5880 South Hospital Drive Globe AZ 85501 853369589 Support Charitable Healthcare AZ 501c3 3 Cobre Valley Regional Medical Center false RHS 5880 South Hospital Drive Globe AZ 85501 853388099 Parent of Healthcare Support Orgs AZ 501c3 3 Cobre Valley Regional Medical Center false false false false false false false false false false false false false false true true false false false false Explanation of Relationship to Related Orgs The relationship between Cobre Valley Regional Medical Center (CVRMC) with RHS and RHS 1 exists to enable the entities to continue to further their common charitable purposes. Their common agents/officers, provided by CVRMC, make them related organizations. Sch R, Part V, Section 2 For all items marked "Yes" in Part V, Section I, the amounts are less than the transaction threshold of $50,000 (There was no activity on the part of these related organizations for the tax year), and thus are not required to be reported.