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X X X X true true X X X X true X www.childrenscolorado.org X www.childrenscolorado.org X www.childrenscolorado.org X X X X X X true X false X X X X true X false false SCHEDULE H, PART V, SECTION B A SINGLE SCHEDULE H, PART V, SECTION B WAS COMPLETED FOR FACILITY REPORTING GROUP A. THE FOLLOWING HOSPITAL FACILITIES ARE INCLUDED IN FACILITY REPORTING GROUP A: (1) CHILDREN'S HOSPITAL COLORADO (2) CHILDREN'S HOSPITAL COLORADO - SOUTH (3) CHILDREN'S HOSPITAL COLORADO - MEMORIAL SCHEDULE H, PART V, SECTION B, LINE 5 THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 5 APPLIES TO ALL HOSPITAL FACILITIES INCLUDED IN FACILITY REPORTING GROUP A: Before launching the 2015 Community Health Needs Assessment, Childrens Hospital Colorado conducted a review of the prior health needs assessment, which was produced in 2012. To inform the current assessment, we asked both internal and external parties to read the prior report and submit written feedback. Representatives from public health, policy and advocacy, clinical practice and the nonprofit sector provided feedback on the 2012 report. We also commissioned a professor with the Colorado School of Public Health to conduct a formal review of the prior health needs assessment and implementation strategy. To prepare the 2015 CHNA, Childrens Hospital Colorado engaged in a comprehensive process of gathering data and input from nonprofit organizations, government agencies, public health departments, the business community and individual parents and community members. Data collection included 40 key informant interviews, 9 focus groups (92 parent participants), an online survey that was completed by 346 parents and 13 comprehensive data reports. Special effort was made to solicit input for the CHNA report from underserved populations. Outreach to these populations included contacting nonprofit organizations that represent the interests of underserved groups and including them in stakeholder interviews. Key organizations contacted included: Colorado Coalition for the Medically Underserved, Colorado Black Health Collaborative, Commit Crisis Center, The Fields Foundation, Promotoras de Salud, Rocky Mountain Youth Clinic and Street Smart. Please refer to the CHNA for a complete list of stakeholders. Focus groups were held in partnership with local nonprofit organizations. Emphasis was placed on working with groups that serve low-income and at-risk parents. Focus groups for this targeted population included two sessions at the Hoffman Youth Center in Ward 1 of Aurora. One session was conducted in English and one session was conducted in Spanish. One session was at the Epworth United Methodist Church in central Denver in a predominantly African American neighborhood. The other was at the Fields Opportunity Center with pregnant and parenting teens. Two sessions were at the Commit Crisis Center with homeless families that were temporarily residing at the center. One of the two sessions specifically targeted homeless veterans. A total of nine focus groups were conducted in a variety of locations. Collectively, there were 92 parent participants of which 80% of participants utilize Medicaid benefits. Recognizing that the number of individuals who could be reached through interviews and focus groups was inherently limited, the hospital also sought to reach a significantly greater number of community members through an online survey. To compensate for lack of Internet access among some populations, a paper version of the survey was distributed in community health clinics, at a mobile home community and at a child care center for low-income families. The survey was available in both English and Spanish and had a total of 346 respondents. Since more demographic information was collected for the parent survey, we were able to analyze the results in a more in-depth manner. First, an analysis of the top-rated issues/concerns was performed with differences noted between the English language and Spanish language survey responses. Next, we sorted results by county as well as by income levels to determine significant variations in the issues identified as top concerns. This approach permitted the team to gain insight into a large cross section of the population. Overall, 42 percent of respondents were ethnic minorities and close to one-third of respondents had household incomes of less than $50,000 per year. SCHEDULE H, PART V, SECTION B, LINE 6A THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 6A APPLIES TO ALL HOSPITAL FACILITIES INCLUDED IN FACILITY REPORTING GROUP A: DUE TO THE PROXIMITY OF GEOGRAPHIC LOCATIONS, CHILDRENS HOSPITAL COLORADO CONDUCTED A JOINT CHNA FOR ITS LICENSED HOSPITAL FACILITIES, WHICH INCLUDED MAIN CAMPUS, SOUTH CAMPUS AND PARKER ADVENTIST (HOSPITAL UNIT LICENSE). THE IRS ALLOWS HOSPITAL FACILITIES TO PRODUCE A JOINT CHNA REPORT IF THE FACILITIES USE THE SAME DEFINITIONS OF COMMUNITY AND CONDUCT A JOINT CHNA PROCESS. WE HAVE FOLLOWED THOSE REQUIREMENTS FOR THIS REPORT. FOR THE PURPOSES OF CHNA REPORT, "COMMUNITY" IS DEFINED AS THE EIGHT-COUNTY REGION SURROUNDING THE MAIN CAMPUS, SOUTH CAMPUS AND PARKER ADVENTIST LOCATIONS OF CHILDRENS COLORADO. EIGHTY-FOUR PERCENT OF PATIENTS AT THE MAIN CAMPUS, 93% OF PATIENTS AT THE SOUTH CAMPUS AND 92% OF PATIENTS AT THE PARKER ADVENTIST LOCATION RESIDE IN THESE COUNTIES (2014 DATA). PARTICULAR ATTENTION IS ALSO PAID TO THE NEIGHBORHOODS IMMEDIATELY SURROUNDING THESE FACILITIES. WHILE THE NEEDS OF CHILDREN STATEWIDE ARE CONSIDERED, THE FOCUS OF THE CHNA IS ON THE COUNTIES AND NEIGHBORHOODS WHERE THE HOSPITAL HAS THE GREATEST INFLUENCE. SCHEDULE H, PART V, SECTION B, LINE 7D THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 7C APPLIES TO ALL HOSPITAL FACILITIES INCLUDED IN FACILITY REPORTING GROUP A: In addition to posting the CHNA on the hospitals external-facing website and making the report available upon request, over 350 physical copies have been distributed to the community since December 2015. Childrens Colorados Child Health Advocacy Institute (CHAI) staff presented the CHNA findings to several stakeholder groups. CHAI staff also routinely share CHNA findings in meetings with community partners, with the goal of identifying opportunities to engage in collaborative efforts to address the areas of need. With the goal of making the CHNA more accessible and digestible to the larger community, CHAI developed an Executive Summary, which serves as a condensed version of the full CHNA. This summary is available on the website and has also been widely distributed to community members, partners, internal and external stakeholders. SCHEDULE H, PART V, SECTION B, LINE 11 THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 11 APPLIES TO ALL HOSPITAL FACILITIES INCLUDED IN FACILITY REPORTING GROUP A: An internal leadership committee established criteria that would be used to analyze the data collected and select the issues that the hospital will focus on for the coming years. Those criteria include: Scale these issues touch a large number of children; Impact these issues have significant effectS on children; Community Interest community members expressed concern about these issues through the various channels we used to gather input; and Sustainability Childrens Hospital Colorado has the resources needed to address these issues. Once the criteria were established, the final step in the process was to present the research findings to key stakeholders and ask them for input on the issues that the hospital will prioritize. Two different prioritization meetings were held, one with representatives from nonprofit, government and public health agencies, and one with internal hospital leadership. There was clear consensus among both groups that mental health, obesity/nutrition/physical activity and oral health were high priorities. Also, further discussion with hospital leadership led to the conclusion that some areas prioritized by the internal team and community (medical home, parent education) are strategies for addressing key issues. While these strategies will be considered as part of the implementation plan, for the purposes of the needs assessment, they were not included in the list of top priorities. We acknowledge that the community raised numerous other concerns and that the data supports the need to address a wide range of issues. However, we believe that concentrating our efforts in these three key areas will have the most meaningful and lasting impact. It should be noted that mental health and obesity were also identified as priorities in the 2012 CHNA, and the hospital has launched programs that address these needs and will continue to expand our work in these respective priority areas. It is also important to point out that in addition to the above identified priority needs, the hospital will sustain our current work on three issues that are critical to the long-term health and wellness of children in our community: Injury, prematurity and respiratory illness. The above-mentioned priorities were identified in the CHNA as data driven priorities. Once the CHNA priorities were selected, Childrens Hospital Colorado developed and employed several strategies to address the health concerns identified in the 2015 community health needs assessment. These actions included partnering with community organizations to develop data-driven approaches to identify targeted neighborhoods and populations for program implementation, developing the three-year implementation plan to guide activities focused in identified health priority areas, and formalizing the measures and tracking mechanisms to inform program planning and measure outreach and impact. In early 2016, Childrens Hospital Colorado partnered with the Colorado Health Institute to develop a child health severity index to identify ZIP codes where youth have the most severe health concerns. The interactive map was developed with the six prioritized health needs in mind, and helped prioritize where there was the greatest need and opportunities to address the priority health needs. Childrens Hospital Colorado used this index to identify the initial ZIP codes to target programmatic efforts and develop the appropriate partnerships within the hospitals urban centers. We will continue to refer to this map was we expand our programs into other communities. Childrens Hospital Colorado also began a partnership with Aurora Public Schools (APS) to promote community-based programs and services in the school setting. Through this partnership, Childrens Hospital Colorado and APS will begin implementing programs to address students top health needs, including oral health and mental health-related programs and services. In May 2016, our three-year implementation plan to address the six community health priority areas was finalized and approved by the CHCO Board of Directors. Strategies in the report were driven by the 2015 CHNA and the neighborhoods with high needs identified through the child health severity index. Following the implementation plan, we developed over 80 measures to track outreach and impact of each priority areas programs and initiatives. Our measures will include: tracking the volume of educational workshops and trainings, growth in community partnerships and collaborations to expand and develop new programs to address community health needs, improved coordination of care and community-based services and supports, improved access to programs and services, and changes in health outcomes. Measures will continuously be tracked and reviewed to improve processes and ensure the programs are meeting their intended goals and populations. To date, data has been collected for 38 of the measures (43%), 35 measures are in process (39%) and 16 measures are in the planning and/or under revision (18%). 13 CHILDREN'S HOSPITAL COLORADO-NORTH 469 WEST STATE HIGHWAY 7 BROOMFIELD CO 80023 UC, SPECIALTY CARE, IP CARE, REHAB & SPORT THERAPY & IMAGING, LAB SERVICES CHILDREN'S HOSPITAL COLORADO-PARKER 9395 CROWN CREST BLVD PARKER CO 80138 EMERGENCY CARE CHILDREN'S HOSPITAL COLORADO-UPTOWN 1830 FRANKLIN ST DENVER CO 80218 EMERGENCY CARE, UC, OP SPCLTY IP CARE, DIAGNOSTICS & IMAGING, LAB SERVICES CHILDREN'S HOSPITAL CO PARKER ADVENTIST 19284 COTTONWOOD DRIVE PARKER CO 80138 OT/PT, SPEECH & AUDIOLOGY CHILDREN'S HOSPITAL CO SPECIALTY CARE 9399 CROWN CREST BLVD PARKER CO 80138 specialty care, SPORTS MEDICINE CHILDREN'S HOSPITAL CO OP SPECIALTY CARE 4125 BRIARGATE PKWY COLORADO SPRINGS CO 80920 SPECIALTY CARE, ONCOLOGY CLINICS, URGENT CARE, SPEECH CHILDREN'S HOSPITAL CO THERAPY CARE PRINTERS PARK MEDICAL PLAZA COLORADO SPRINGS CO 80910 OT/PT, SPEECH & AUDIOLOGY SERVICES CHILDREN'S HOSPITAL CO THERAPY CARE 8401 ARISTA PLACE BROOMFIELD CO 80021 OT/PT, SPEECH & AUDIOLOGY SERVICES CHILDREN'S HOSPITAL CO UC & OP CARE 3455 LUTHERAN PKWY WHEATRIDGE CO 80033 URGENT CARE, SPECIALIST CARE, SPORTS MEDICINE CHILDREN'S HOSPITAL CO UC & OP CARE 9139 S RIDGELINE BLVD 100 HIGHLANDS RANCH CO 80129 REHABILITATION & THERAPY SERVICES KIDSTREET 3615 MARTIN LUTHER KING BLVD DENVER CO 80205 REHABILITATION & THERAPY SERVICES CHILDREN'S HOSPITAL CO ORTHOPEDIC CARE 9094 E MINERAL AVE SUITE 110 CENTENNIAL CO 80112 ORTHOPEDIC CARE, RADIOLOGY SERVICES, SPORTS MEDICINE CHILDREN'S HOSPITAL CO THERAPY CARE 704 FORTINO BLVD STE A PUEBLO CO 81008 SPEECH THERAPY, LEARNING DISABILITIES SCHEDULE H, PART I, LINE 7 In 2016, Childrens Hospital Colorado provided $190,012,653 or 19.75% of total operating expenses, in benefit to the community. Medicaid at Childrens Hospital Colorado accounted for $123,469,157 of net community benefit expense or 12.83% of total operating expenses with $2,556,250 in financial assistance or 0.27% of total expense. Other benefits accounted for $63,987,246 in net community benefit expense or 6.65% of total expense. $6,009,693 in community health improvement (.62%), $14,128,796 in health profession education (1.47%), $14,824,967 in subsidized health services (1.54%), $28,540,496 in research (2.97%) and $483,294 in cash and in-kind contributions for community benefit (.05%). Included in subsidized health services are those which Childrens Hospital Colorado provides to its patient population at a loss. In 2016, programs associated with these losses are mental health, rehabilitation services and dermatology. The number reflected in subsidized health services excludes bad debt, Medicaid and other means tested programs shortfalls and financial assistance. Childrens Hospital Colorado is committed to serving all patients regardless of their ability to pay. SCHEDULE H, PART II In 2016, Childrens Hospital Colorado provided $1,013,049 in community building activities. These activities are designed to promote the health of the broader community. We continue to build on our long and strong record of collaboration with community groups, businesses, academic institutions and governmental and non-governmental organizations, with the goal of improving health outcomes and reducing health disparities for children and their families. Additionally, significant resources were allocated in 2016 to support efforts to engage community members in advocating for access to health care as well as providing educational sessions for both policymakers and advocates on child health issues of importance. Improving the health of the community through environmental efforts was also a priority, including long-standing recycling and retro commissioning efforts. Finally, the hospital contributed substantial resources to programs, such as our Hire Local Program, that provide a pipeline for at-risk high school students, and underserved community members to pursue healthcare specific careers. Selected community building activities are highlighted below. Community Health Improvement: During the 2015 community needs assessment process, Childrens Hospital Colorado learned that not only was mental health a priority for the community, but also that the stigma associated with mental health conditions often prevented parents and caregivers, as well as youth themselves, from seeking help when they needed it. Because stigma is social, no one entity alone can tackle it. Thus, in 2016 Childrens Colorado sought partnership in our fellow nonprofit hospitals and local public health departments which also shared mental health as a priority identified in their needs assessments, along with the desire to reduce the stigma surrounding it. Tri-County Health Department agreed to be the convener and fiscal agent, and Childrens Hospital Colorado came to the table as a key partner, along with other hospitals, mental health centers, and local public health departments from the Denver metro area. The goal was to develop a shared message platform around reducing mental health stigma and to provide content that all partner organizations could utilize in their work. Partners agreed that low income adults would be a primary audience. In addition to key employees from each organization informing the message and content development, focus groups were conducted with a diverse group of stakeholders, including parents (both English and Spanish speaking), and providers who serve low income families, and Childrens Colorado assisted in these efforts. A common message platform, "Lets Talk Colorado" has been developed, and will be utilized in 2017 to change community behavior and perceptions. A set of questions related to mental health stigma has been added to the CDC Behavioral Risk Factor Surveillance System (BRFSS) by Tri County Health Department as one way we can measure community impact. The Let's Talk Colorado website launched, in May 2017, a mental health stigma reduction campaign created by a 20-member coalition, including CHCO and which links to CHCO resources. Leadership Development and Training for Community Members: Childrens Advocacy Boot Camp is a new leadership development program for community members who want to learn how to advocate for child health issues that matter to them. Consisting of seven monthly half-day sessions featuring expert speakers on a variety of advocacy related topics, Advocacy Boot Camp resembles a traditional leadership program geared toward teaching the fundamentals of becoming an effective advocate whether that is at the Capitol, in the community or in a healthcare setting. Skills development includes: Identification of community resources that support children and understanding of how to effectively utilize them; building confidence in communicating with elected officials and other community leaders on behalf of children; developing public speaking skills and strategies; learning the importance of the media and how to leverage it to make positive societal improvements for children; gaining an understanding of the legislative process and state budgeting; and navigating the State Capitol. The program had 19 graduates in 2016. Community Support: Children's Hospital Colorado serves as lead agency for Safe Kids Colorado, Safe Kids Colorado Springs, and Safe Kids Denver Metro. As part of the Safe Kids Worldwide global network of alliances, each of these initiatives employs an alliance-based approach to building capacity toward preventing unintentional injuries in targeted locations. Neighborhoods whose children are at disproportionate risk for preventable injuries are identified through data surveillance "heat maps." Safe Kids partners with numerous public and private businesses and organizations to implement and evaluate evidence-based approaches under a public health model of prevention. Childrens Hospital Colorado provides community support in several ways, including guiding monthly coalition meetings, providing child passenger safety, infant safe sleep, bike and pedestrian safety, and teen driver safety resources, to paying liability insurance premiums for a local nonprofit partner that allows them to continue conducting neighborhood car seat checks. Children's Colorados experienced injury prevention staff also provides programmatic and financial support to a variety of injury prevention initiatives around the state, thereby contributing to a collective impact approach to the larger injury burden. Advocacy for community Health Improvement: The Government Affairs department hosted a day at the Capitol, Speak Up for Kids Day, on March 16, 2016 to teach 160 community members from around Colorado how to influence change regarding child health policy issues at the state legislative level. The hospital staff facilitate connections among community members and key state-level decision-makers and help community members learn how to speak up and influence child health policy at the state legislative level. Approximately one time per month in 2016, the government affairs department taught a half-day advocacy course to first year pediatric medical residents at the Capitol. The course involves topics about the legislative process, recent child health policy issues, and how to effectively speak up on state policy issues. The course aims to empower new pediatricians who are completing their residency training to advocate beyond the bedside for children. Workforce Development: Founded at Childrens in 1998, the Medical Career Collaborative program (MC2), is a hands-on learning program that serves low income minority youth interested in pursuing a career in the health care field. MC2 serves as an educational and supportive outlet for high achieving and driven students who often lack necessary supports in their communities. The programs mission of helping high school students from diverse backgrounds explore the world of healthcare and discover the opportunities available to them in the medical industry, is a strategic program as part of HRs workforce development efforts. As the program invests in these students it is essentially increasing the diversity and cultural awareness of the healthcare workforce as it builds the next generation of professionals here at Childrens Colorado and in the community. In 2016, there were 50 active students and 20 active graduates. Other workforce activities include the Hire Local Initiative that is a joint effort by the Anschutz medical campus Community-Campus Partnership (CCP) to provide the Aurora community (surrounding the campus) access to employment opportunities in the medical field. The vision for the Hire Local Program is to serve as a central point of contact for all local residents, especially underrepresented residents, to access information, services and programs related to jobs on Anschutz Medical Campus. SCHEDULE H, PART III, LINE 2 CHILDREN'S HOSPITAL COLORADO ESTIMATES BAD DEBT RESERVES BASED ON HISTORICAL EXPERIENCE, USING A LOOK BACK METHODOLOGY BY PAYOR AND AGING CATEGORIES APPLIED TO OPEN ACCOUNTS RECEIVABLE BALANCES. SCHEDULE H, PART III, LINE 3 THE HOSPITAL WRITES-OFF UNCOLLECTIBLE BALANCES 120 DAYS AFTER THE FIRST BILLING CYCLE. THE HOSPITAL DOES NOT REPORT ANY BAD DEBT AMOUNT IN COMMUNITY BENEFIT. SCHEDULE H, PART III, LINE 4 THE FOOTNOTE THAT DESCRIBES BAD DEBT IS ON PAGE 9 OF THE ATTACHED AUDITED FINANCIAL STATEMENTS. SCHEDULE H, PART III, LINE 8 THE HOSPITAL UTILIZED COST TO CHARGE RATIO METHODOLOGY TO ARRIVE at the amount on line 6. THE AMOUNT INCLUDES ALL COSTS LESS ALL PAYMENTS RECEIVED. SCHEDULE H, PART III, LINE 9B YES, THE ORGANIZATION DOES HAVE A WRITTEN DEBT COLLECTION POLICY. PRIOR TO DEBT REFERRALS, ACCOUNTS WITH ANY CHARITY CARE OR FINANCIAL ASSISTANCE CASES ARE REVIEWED TO ENSURE THE BALANCE IS NOT DUE FROM AN OUTSIDE PAYER. ONCE CONFIRMED THE OUTSTANDING BALANCE IS THE PATIENT'S RESPONSIBILITY. THE HOSPITAL PROVIDES SLIDING SCALE DISCOUNTS BASED ON INCOME AND/OR EXPENSES. PARENTS WHOSE CHILDREN DO NOT QUALIFY FOR MEDICAID CAN ALSO APPLY FOR THIS DISCOUNT PLAN. THE HOSPITAL HAS A DEDICATED FINANCIAL COUNSELING DEPARTMENT THAT WORKS CLOSELY WITH PARENTS TO ESTABLISH PAYMENT PLANS. SCHEDULE H, PART VI, LINE 2 In addition to the CHNA, Childrens Hospital Colorado regularly assesses the health care needs of the community we serve. Across the hospital, numerous internal and external data sources are regularly monitored and utilized to identify trends and opportunities to impact child health. Additionally, hospital staff dedicates significant time to serving on community boards and other community groups that assess health needs of the community and proactively participates in the health improvement efforts led by these partners. Two examples are outlined below: CHCO clinical staff convened an internal meeting to discuss a recent increase in infant deaths in the Aurora community related to unsafe sleeping environments. The families were underserved, African American families from the Aurora Community. The Child Health Advocacy Institute (CHAI) was asked to explore opportunity for community engagement to address this issue in our local community. CHAI engaged the Center for Public Health Practice at the Colorado School of Public Health to convene a meeting of community groups working to address safe sleep in the Aurora community. Participants included representatives from the Colorado School of Public Health, Childrens Hospital Colorado, Healthy Babies Strong Families (HBSF), Community Action Network (CAN), City of Aurora, Families Forward Resource Center, and the Colorado Department of Public Health and Environment. Since the convening in October 2016, CHCO staff has joined a community coalition which was in the process of finalizing a "More Black Birthdays Awareness Campaign" (MBBA) which included a safe sleep component. In response to this community need the injury prevention program at CHCO has embarked on a safe sleep initiative in partnership with Colfax Community Network, a non-profit that serves low-income families living in motels along the Colfax corridor. CHCO has developed a staff training and parental educational materials supporting safe sleep along with purchasing Pack-n-Plays to distribute to low-income families in need. Childrens Hospital Colorados main hospital is located on the Anschutz Medical Campus in Aurora, Colorado. The community consists of many low-income neighborhoods and communities with significant unmet healthcare needs. Through Aurora Health Access (AHA), Childrens Hospital Colorado has supported a multi-pronged approach to creating a culture of health in Aurora an approach that aims to reduce the number of uninsured, promote access to care, improve care coordination, and encourage healthy behaviors. The mission of AHA is to collaboratively improve access to care and create a healthier Aurora, with a focus on the most vulnerable and underserved. AHA has over 1,000 members and it is through our participation that we are kept abreast of the most current health care needs of Aurora residents. Childrens Hospital Colorado leads the Pediatric Access to Care subcommittee and helps to focus the coalitions efforts on improving access to primary care and medical homes for children. CHCO staff also serves on the Board of Directors, the Executive Committee, and the Social Determinants of Health workgroup, and co-sponsors the bi-annual Aurora Kids Convening. In 2016, AHA published two reports to future address community need, "Know Where to Go" Infographics: Free-Standing Emergency Rooms and Urgent Care Clinics in Aurora, CO and Life Expectancy in Aurora. SCHEDULE H, PART VI, LINE 3 CHILDREN'S HOSPITAL COLORADO HAS A PROCESS FOR INFORMING AND EDUCATING FAMILIES ABOUT HOW THEY MAY BE BILLED FOR PATIENT CARE AND THEIR ELIGIBILITY FOR FINANCIAL ASSISTANCE. CHILDREN'S HOSPITAL COLORADO'S FULL-TIME PATIENT FINANCIAL COUNSELORS ARE DEDICATED TO WORKING WITH FAMILIES TO PROVIDE GUIDANCE REGARDING AVAILABLE FINANCIAL ASSISTANCE WHICH ENSURES THAT ITS PATIENT POPULATION RECEIVES THE CRITICAL CARE IT NEEDS. ADDITIONALLY, CHILDREN'S HOSPITAL COLORADO PROVIDES PATIENT ASSISTANCE TO HELP IDENTIFY COMMUNITY-BASED RESOURCES, FACILITATE SERVICES AND PROVIDE APPROPRIATE REFERRAL ASSISTANCE TO HELP WITH CONTINUITY OF CARE. INPATIENT PROCESS: THIS PROCESS APPLIES TO PATIENTS WHO ARE BEING ADMITTED FOR OBSERVATION, SURGERY OR OTHER INPATIENT SERVICES. IF THE PATIENT IS PRE-SCHEDULED, CHILDREN'S HOSPITAL COLORADO PATIENT ACCESS WORKS TO CONTACT THE FAMILY PRIOR TO ADMISSION TO ARRANGE FOR A FINANCIAL SCREENING APPOINTMENT. REGARDLESS OF WHETHER AN APPOINTMENT IS SET PRIOR TO ADMISSION, THE PATIENT FINANCIAL COUNSELING TEAM WORKS WITH THE FAMILY TO DETERMINE THEIR SELF-PAY STATUS (EITHER NON-COMMERCIAL OR GOVERNMENT INSURANCE) AND SUBSEQUENTLY WORKS WITH THEM TO SCREEN FOR FINANCIAL ASSISTANCE OPTIONS. OUTPATIENT PROCESS: WHEN A PATIENT SCHEDULES A NON-EMERGENT OR URGENT OUTPATIENT CLINIC VISIT, THEY WILL IDENTIFY THEMSELVES AS SELF-PAY IF THEY DO NOT HAVE EITHER COMMERCIAL OR GOVERNMENT INSURANCE. AT THIS POINT, THEY ARE GIVEN TWO OPTIONS: (1) PAY A $200 DEPOSIT AT THE TIME OF APPOINTMENT AND BE BILLED ANY REMAINING BALANCE OR (2) SCHEDULE TIME WITH PATIENT FINANCIAL COUNSELING FOR ASSISTANCE. IF THE PATIENT WAS SEEN IN THE EMERGENCY DEPARTMENT OR URGENT CARE WITHOUT THE PRE-SCREEN, THEY STILL can APPLY FOR FINANCIAL ASSISTANCE WITH THE PATIENT FINANCIAL COUNSELING OFFICE. ALL SELF-PAY FAMILIES ARE AUTOMATICALLY GIVEN A 35 PERCENT DISCOUNT. CHILDREN'S HOSPITAL COLORADO HAS A FORMAL POLICY REGARDING ELIGIBILITY CRITERIA FOR CHARITY CARE. THE DECISION TO PROVIDE CHARITY CARE WILL BE, IN ALL CASES, BASED ON A REVIEW OF THE INCOME, ASSETS AND LIABILITIES OF THE FAMILY AT THE TIME OF ADMISSION TO THE HOSPITAL OR CLINIC. THE LEVELS OF CHARITY CARE AND FINANCIAL ASSISTANCE PROVIDED BY CHILDREN'S HOSPITAL COLORADO WILL BE DETERMINED BASED ON FEDERAL POVERTY GUIDELINES WHICH MAY BE ADJUSTED UP TO 200 PERCENT AND REVISED FROM TIME TO TIME. FAMILIES WITH ADJUSTED GROSS INCOME BETWEEN 200 PERCENT AND 400 PERCENT OF FEDERAL POVERTY GUIDELINES MAY ALSO BE CONSIDERED FOR CHARITY CARE WITH A CAP FOR OUT-OF-POCKET RESPONSIBILITY. DETERMINATION OF ELIGIBILITY WILL BE EFFECTIVE FOR SIX MONTHS AND APPLY TO ALL PATIENTS REGARDLESS OF IMMIGRATION STATUS. CHILDREN'S COLORADO WORKS TO PROVIDE NECESSARY HOSPITAL-RELATED SERVICES CONSISTENT WITH ITS MISSION, ITS STATUS AS A NONPROFIT HOSPITAL AND ITS STEWARDSHIP RESPONSIBILITY TO ITS DONORS. CHILDRENS HOSPITAL COLORADOS FINANCIAL ASSISTANCE PUBLIC POLICY AND PLAIN LANGUAGE SUMMARY ARE LISTED ON THE ORGANIZATIONS HOMEPAGE WWW.CHILDRENSCOLORADO.ORG. SCHEDULE H, PART VI, LINE 4 Childrens Hospital Colorado provides comprehensive medical care for kids from birth through adolescence. Childrens Hospital Colorado serves a seven-state region; however, many our patients come from Colorado and specifically the Denver metro area. Additionally, Childrens Hospital Colorado is the only Level 1 Pediatric Trauma Center in our seven-state region. Demographically, children served come from diverse cultural and ethnic backgrounds. Northwest Aurora, surrounding the main campus is one of the most diverse areas in the city. More than half of Auroras 350,000 residents belong to a minority population, and over 100 languages are spoken in Aurora Public Schools. Along with its diversity, Aurora faces challenges with health disparities, lower income and employment levels and other social determinants of health and economic well-being as compared to other parts of Aurora, the metro Denver area and the state of Colorado. In response to our diverse population, Childrens Hospital Colorado translates medical care and education instructions into 65 languages, including sign language, to deliver culturally sensitive, high-quality pediatric health care. Most patients speak English, followed by a significant number of families who speak Spanish, Arabic, Burmese, Vietnamese, Somalian, Russian and Korean. The payer mix of the eight communities (Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas, Jefferson and El Paso) which framed the CHNA is as follows: 44.1 % commercial insurance, 47.7 % Medicaid, 3.1 % Tri-Care, and 3.3 % self -pay, indigent care and other. Within those respective counties there are 52 Federally Qualified Health Centers, 54 Community Mental Health Clinics and 20 Community Safety Net Clinics, one of which Childrens Hospital Colorado operates. To inform the development of the Implementation Strategy, Childrens Hospital Colorado is working with the Colorado Health Institute to identify factors closely associated with the priority health needs identified in the 2015 CHNA. This work entails the development of statistical models, based on the latest data available, to identify the likelihood of poor outcomes at the zip code level for each of the priority health needs in the respective counties. SCHEDULE H, PART VI, LINE 5 In 2016, Childrens Hospital Colorado provided $190,012,653 in community benefit, 19.75% of total expenses. CHCO is committed to improving the health of children through the provision of high-quality, coordinated programs of patient care, education, research and advocacy. Childrens Hospital Colorado works to deliver on this mission not only in the Denver metro area and in the state of Colorado, but also throughout the Rocky Mountain region. There are extensive efforts led by Childrens Hospital Colorado that positively impact the health and safety of children in the community. Child Health Advocacy Institute (CHAI): The mission of CHAI is to improve the health and safety of children by engaging public and private partners in creating a thriving community for children. CHAI serves as a centralized resource for the hospital to identify community child health needs and develop and implement evidence-based programs and strategies in partnership with the community that seek to address these needs. The CHCO Community Health Needs Assessment (CHNA) was completed and approved by the Board of Directors in December of 2015 with the subsequent Community Health Action Plan (Implementation Plan) approved in May 2016. Because of the six priority areas identified in the CHNA, the Child Health Advocacy Institute (CHAI) restructured to focus specifically on these areas in 2016. A senior strategist with content expertise in each topic was assigned to lead the programmatic and partnership development for each of the following priority areas: dental, nutrition/obesity/physical activity, behavioral health, prematurity, respiratory and injury. The strategist works closely with a team of Prevention, Education and Outreach Coordinators and Community Engagement Coordinators to implement the programs designed to address the priority areas. Two additional team members were hired in 2016 to support the above efforts: A Population Health Epidemiologist and Community Health Education Marketing Specialist. The Population Health Epidemiologists responsibilities include using analytics to identify, assess and evaluate population-based trends to inform our strategies developed in the Community Health Action Plan (Implementation Plan). This individual is also responsible for collecting and tracking population health metrics tied to the CHNA that will be use to evaluate our implementation strategies and health outcomes. A total of 80 indicators have been developed to monitor the outcome of this body of work. The primary role of the Community Health Education Marketing Specialist is to raise awareness about community programs and advocacy work to community partners, members and stakeholders. This includes the development and organization of communications campaigns aimed at community health education. Additionally, work began in 2016 to develop a workforce of Community Health Workers. Recognizing that only 20% of health depends on clinical care and the other 80% depends on social determinants, a team of Community Health Workers that aimed to impact these social determinants is part of the overarching strategy to impact community health. Of that 80%, 40% is attributed to social and economic factors (education, culture, employment, income, community safety, family & social support), 30% to health behaviors (tobacco use, diet and exercise, alcohol use), and 10% to the physical environment (environmental quality). Many children experience overlapping determinants, such as low income, lack of transportation, and less access to safe places and role models, which consequently affects their health and wellbeing. Six Community Health Workers will begin work in three community-based settings in 2017: TRI-COUNTY WOMEN, INFANTS AND CHILDREN (WIC) OFFICE, two community pediatric practices and the Childrens Hospital Colorado Child Health Clinic. This reorganization and expansion of resources in CHAI demonstrates a commitment to cohesively and effectively impact the priority areas defined in our CHNA. Examples include: Obesity/Nutrition/Physical Activity: Camp Champions is a Childrens Hospital Colorado program developed to address accelerated summer weight gain in youth. It is a weeklong program for underserved, low-income youth that incorporates activities and curriculum from existing programs to engage youth in continuous physical activity while learning about goal setting, teamwork, nutrition, and healthy lifestyles. The campers are exposed to a variety of physical activities and hands on cooking lessons throughout the week as they earn points toward reaching their goal of climbing a flat 14er. The program was piloted in 2015 and continues to expand each year, serving up to 40 kids per week (currently a two-week program). Expansion to community partner sites is in development with a tailored curriculum and staff training program to fit the needs of community programs. Program Goals include: 1) engage youth in healthy lifestyle activities in FUN way that they and their parents/caregivers will positively respond to; 2) positively impact knowledge about healthy lifestyle and 3) emphasis on goal setting, confidence, fun -- not on weight loss. Participant and family response to the program in both 2015 and 2016 has been extremely positive. 97.7% of kids who participated gave camp a "Good"Brilliant" rating. Campers averaged nearly 20,000 steps per day and burned an average of 1600 calories per day during camp weeks. One parent stated, "Kids were kept engaged, tried new foods and took ownership of how food affects health. Very supportive environment." Another said He learned about other ways to relieve stress levels like yoga, walks, and HIKING AND "I THINK THIS COULD HELP ALL OF US.still another noted she thinks this added to the knowledge she already has and will put her on a path to success. Respiratory Health: The Breathing Institute employs 7 community health educators to work with children and families in the Denver Public School and Aurora Public School systems to provide asthma education. In 2016, two community health workers were hired to conduct asthma education in the home setting. The health educators represent the Colorado Step Up Asthma Program which is a school-centered asthma program. The program is designed to help improve asthma control for students through educational classes, asthma self-management, environmental trigger awareness/reduction and community partnership with health providers. The Colorado Step Up Asthma Program is the only long running organized school-based initiative in Colorado. It has demonstrated significant improvement in clinical asthma outcomes including: improved school attendance rates, reduced frequency of asthma symptoms and decreased ER/Urgent Care visits for asthma. The program has also helped train school nurses to become certified asthma educators. The community health workers represent the Just Keep Breathing program which provides asthma management education in the home setting. The program focuses on improving care for pediatric patients with high risk asthma in Denver. For this program, children with asthma will be defined as children between the ages of 2 and 17 years who have been diagnosed with persistent asthma by a healthcare provider. Since the start of the asthma home visitation program, 27 families have received a home visit (54% of the 50 families goal by June 2018). In 2016, 55% of established asthma patients who had a hospitalization or Emergency Department visit had a follow-up doctor's visit within 30 days, up from 38% in 2015. Injury Prevention: The Child Passenger Safety Program at Children's Hospital Colorado is a collaborative effort between Street-Smart, Inc., Tri-County Health Department, and the Injury Prevention Program at Childrens Colorado. The goals of the program are to increase the number of Adams, Arapahoe, and Denver County children ages BIRTH THROUGH 8 YEARS OLD that are properly restrained, with special emphasis on increasing usage rates among at risk African-American and Hispanic families. The goals are pursued by (1) partnering with Denver Public Health to staff CPS inspection stations at Westwood Head Start and at the Eastside and Montbello Family Health Centers; (2) by conducting CPS education and car seat distribution classes for clients enrolled in the Women, Infants, and Children program at Tri-County H.D.; and (3) through referrals of low-income families enrolled in child health clinics at Childrens Colorado. To assess progress toward objectives, quarterly booster seat usage surveys were conducted in targeted neighborhoods. To promote the programs CPS resources, extensive marketing and communications efforts were developed and employed, including extensive use of social media platforms. The program includes staffing of CPS inspection stations at Childrens Colorado and Denver Health, and engaging WIC clients from Tri-County Health, where 841 child restraints were inspected and 565 were SCHEDULE H, PART VI, LINE 7 There are no filing requirements in the State of Colorado. CHCO does provide the annual community benefit report to the Colorado Hospital Association and selective governmental entities. true AMERICAN HEART ASSOCIATION 1365 GRDN OF THE GODS CO SPRINGS CO 80909 135613797 501(C)(3) 46000 GENERAL PROGRAM SUPPORT BRENTS PLACE 11980 EAST 16TH AVE AURORA CO 80010 841387528 501(C)(3) 5406 GENERAL PROGRAM SUPPORT CHEYENNE FRONTIER DAYS INC PO BOX 2477 CHEYENNE WY 82003 830297781 501(C)(6) 15000 GENERAL PROGRAM SUPPORT CHEYENNE MOUNTAIN ZOOLOGICAL SOCIETY 4250 CHEYENNE MTN ZOO CO SPRINGS CO 80906 840407039 501(C)(3) 81000 GENERAL PROGRAM SUPPORT CHILDREN'S MUSEUM OF CHEYENNE PO BOX 92 CHEYENNE WY 82003 463766788 501(C)(3) 18750 GENERAL PROGRAM SUPPORT CHILDRENS MUSEUM OF DENVER INC 2121 CHILDRENS MUSEUM DR DENVER CO 80211 840658142 501(C)(3) 30000 GENERAL PROGRAM SUPPORT COLORADO CHILDRENS CAMPAIGN 1580 LINCOLN ST STE 420 DENVER CO 80203 742374672 501(C)(3) 10000 ANNUAL LUNCH COLORADO COLLEGE 14 CACE LA POUDRE CO SPRINGS CO 80903 840402510 501(C)(3) 10500 GENERAL PROGRAM SUPPORT COLUMBINE LAKEWOOD COLORADO SOCCER 8101 S SHAFFER PARKWAY LITTLETON CO 80127 841411827 501(C)(3) 15000 COLORADO RUSH SPONSORSHIP CROHNS & COLITIS FOUNDATION OF AMERICA 1805 S BELLAIRE ST DENVER CO 80222 136193105 501(C)(3) 6500 GENERAL PROGRAM SUPPORT DENVER ART MUSEUM 100 WEST 14TH AVENUE PKWY DENVER CO 80204 846038240 501(C)(3) 13000 GENERAL PROGRAM SUPPORT DENVER BOTANIC GARDENS 1007 YORK ST DENVER CO 80206 840440359 501(C)(3) 7500 GENERAL PROGRAM SUPPORT DENVER MUSEUM OF NATURE & SCIENCE 2001 COLORADO BLVD DENVER CO 80205 840518447 501(C)(3) 15000 GENERAL PROGRAM SUPPORT DENVER ZOOLOGICAL FOUNDATION 2300 STEELE ST DENVER CO 80205 840502539 501(C)(3) 80000 GENERAL PROGRAM SUPPORT DOUGLAS COUNTY SOCCER ASSOCIATION 8200 S AKRON ST 122 CENTENNIAL CO 80112 742392779 501(C)(3) 30000 GENERAL PROGRAM SUPPORT GARRISON CHAPEL HILLS OWNER LLC 1710 BRIARGATE BLVD COL SPRINGS CO 80920 452121815 12100 GENERAL PROGRAM SUPPORT GOLD CROWN FOUNDATION 7400 E CRESTLINE CIR GREENWOOD V CO 80111 742422126 501(C)(3) 45000 GENERAL PROGRAM SUPPORT HIGHLANDS RANCH COMMUNITY ASSOCIATION 9568 UNIVERSITY HIGHLANDS RANCH CO 80126 840869474 501(C)(4) 20000 GENERAL PROGRAM SUPPORT KROENKE SPORTS CHARITIES 1000 CHOPPER CIR DENVER CO 80204 742442488 501(C)(3) 40000 GENERAL PROGRAM SUPPORT MARCH OF DIMES 1325 S COLORADO BLVD DENVER CO 80222 131846366 501(C)(3) 51313 GENERAL PROGRAM SUPPORT NATIONAL KIDNEY FOUNDATION 650 S CHERRY ST SUITE 435 DENVER CO 80246 131673104 501(C)(3) 6000 GENERAL PROGRAM SUPPORT NATIONAL WESTERN STOCK SHOW ASSOCIATION 4655 HUMBOLDT ST DENVER CO 80216 840517361 501(C)(3) 30000 GENERAL PROGRAM SUPPORT PEAK VISTA COMMUNITY HEALTH CENTERS 3205 N ACADEMY BLVD CO SPRINGS CO 80917 840617567 501(C)(3) 9030 GENERAL PROGRAM SUPPORT PIKES PEAK CHILDRENS MUSEUM PO BOX 1275 CO SPRINGS CO 80901 203451384 501(C)(3) 10000 GENERAL PROGRAM SUPPORT RONALD MCDONALD HOUSE 311 NORTH LOGAN CO SPRINGS CO 80909 841013843 501(C)(3) 14600 GENERAL PROGRAM SUPPORT ST ANTHONY HOSPITAL 116000 W 2ND PL LAKEWOOD CO 80228 840902211 501(C)(3) 6000 2016 GALA WYOMING MEDICAL SOCIETY PO BOX 4009 CHEYENNE WY 82003 830164457 501(C)(6) 6600 GENERAL PROGRAM SUPPORT YOUNG AMERICANS CENTER FOR FINANCIAL 3550 EAST FIRST AVE DENVER CO 80206 841564926 501(C)(3) 17000 GENERAL PROGRAM SUPPORT 24 4 SCHEDULE I, PART I, LINE 2 CHILDREN'S HOSPITAL COLORADO RELIES ON THE GOVERNANCE PRACTICES OF THE RECIPIENT EXEMPT ORGANIZATIONS TO MONITOR THE USE OF FUNDS AS INTENDED. X X X X true true false false false false false true false JENA HAUSMANN PRESIDENT AND CEO 743857 0 336875 0 65076 0 282771 0 22266 0 1450845 0 62736 0 MARY ANNE LEACH SR. VP / CIO 332978 0 93315 0 4921 0 80775 0 7193 0 519182 0 0 0 JOAN BOTHNER MD CHIEF MEDICAL OFFICER 509751 0 145230 0 0 0 0 0 0 0 654981 0 0 0 DAVID BIGGERSTAFF SR VP/CHIEF OPERATIONS OFFICER 348096 0 17717 0 1580 0 89839 0 12988 0 470220 0 0 0 JEFFREY HARRINGTON SR. VP / CFO 511809 0 147882 0 4402 0 103957 0 19824 0 787874 0 338 0 DANIEL HYMAN MD CHIEF QUALITY OFFICER 315625 0 72225 0 0 0 0 0 0 0 387850 0 0 0 MICHELLE M LUCERO CHIEF LEGAL OFFICER 377658 0 113704 0 2985 0 135762 0 14331 0 644440 0 0 0 JAMES E SHMERLING DHA FORMER CEO 0 0 0 0 882000 0 80775 0 0 0 962775 0 0 0 GIL PERI SVP / CHIEF STRATEGY OFFICER 379539 0 108150 0 1334 0 146503 0 49 0 635575 0 0 0 DWINITA HENRY MOSBY SVP HR/CHIEF INCLUSION OFFICER 270881 0 81946 0 5117 0 73298 0 11479 0 442721 0 0 0 SUZANNE JAEGER SR. VP EXPERIENCE AND ACCESS 301849 0 73949 0 91 0 80016 0 19824 0 475729 0 4390 0 TIMOTHY CROMBLEHOME MD SURGEON-IN-CHIEF 345833 0 98000 0 0 0 0 0 0 0 443833 0 0 0 STEPHEN DANIELS MD PEDIATRIC-IN-CHIEF 315625 0 72225 0 0 0 0 0 0 0 387850 0 0 0 Andrea Ferretti VP NOC and ACNO 225260 0 43454 0 96917 0 68691 0 15323 0 449645 0 93035 0 CATHERINE DAL SANTO VP FINANCE 267527 0 68815 0 45382 0 82095 0 0 0 463819 0 0 0 FRED SUCHY MD CHIEF RESEARCH OFFICER 449855 0 102878 0 0 0 0 0 0 0 552733 0 0 0 SCHEDULE J, PART I, LINE 4A JAMES SCHMERLING RECEIVED SEPARATION PAYMENTS IN THE AMOUNT OF $882,000. SCHEDULE J, PART I, LINE 4B THE FOLLOWING INDIVIDUALS RECEIVED PAYOUTS FROM A 457(F) SUPPLEMENTAL EXECUTIVE RETIREMENT PLAN: JEFFREY HARRINGTON $338 JENA HAUSMANN $62,736 SUZANNE JAEGER $4,390 ANDREA FERRETTI $93,035 SCHEDULE J, PART I, LINE 7 CERTAIN INDIVIDUALS ARE ELIGIBLE TO PARTICIPATE IN THE INCENTIVE PLAN FOR CHILDREN'S COLORADO, THE COMPONENTS OF WHICH INCLUDE ACHIEVEMENT OF ORGANIZATIONAL PERFORMANCE GOALS AND INDIVIDUAL PERFORMANCE GOALS. BECAUSE THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS RESERVES THE RIGHT TO CHANGE, AMEND OR TERMINATE THIS PLAN AT ANY TIME, FOR ANY REASON, AT ITS SOLE DISCRETION AND BECAUSE OF CERTAIN OTHER CONDITIONS OF THE PLAN, LINE 7 REGARDING "NON-FIXED PAYMENTS" IS ANSWERED YES. NOTE THAT PRIOR TO THE PAYMENT OF ANY AMOUNTS TO AN INDIVIDUAL WHO IS CONSIDERED A DISQUALIFIED PERSON, THE COMPENSATION COMMITTEE SHALL CERTIFY IN WRITING THE EXTENT TO WHICH THE PERFORMANCE FACTORS ESTABLISHED BY THE COMPENSATION COMMITTEE HAVE BEEN SATISFIED AND SHALL APPROVE THE PAYMENT OF SUCH BONUSES TO SUCH INDIVIDUALS. SEE PART VI, LINES 15A/B FOR ADDITIONAL INFORMATION ON EXECUTIVE COMPENSATION. SCHEDULE J, PART II CHILDREN'S COLORADO PAID UNIVERSITY PHYSICIANS INCORPORATED, AN UNRELATED TAX-EXEMPT ORGANIZATION, FOR SERVICES PROVIDED BY THE FOLLOWING INDIVIDUALS WHO ARE LISTED ON FORM 990, PART VII: JOAN BOTHNER, M.D. - $509,751 BASE COMPENSATION AND $145,230 OF 2015 BONUS PAID IN 2016. JAMES JAGGERS, M.D. - $500,000 BASE COMPENSATION AND $10,000 OF 2015 BONUS PAID IN 2016 TIMOTHY CROMBLEHOLME, M.D. - $345,833 BASE COMPENSATION AND $98,000 OF 2015 BONUS PAID IN 2016 STEPHEN DANIELS, M.D. - $315,625 BASE COMPENSATION AND $72,225 OF 2015 BONUS PAID IN 2016 DANIEL HYMAN, M.D. - $316,625 BASE COMPENSATION AND $72,225 OF 2015 BONUS PAID IN 2016. FRED SUCHY, M.D. - $449,855 BASE COMPENSATION AND $102,878 OF 2015 BONUS PAID IN 2016. A CITY OF AURORA CO 846000564 05155XBT5 2008-06-06 258814487 SERIES 2008 - SEE PART VI false false false B CITY OF AURORA CO 846000564 05155XBX6 2010-05-25 59999130 SERIES 2010a - SEE PART VI false false false C COLORADO HEALTH FACILITIES AUTHORITY 840752932 1964BAL52 2013-08-04 309252566 SERIES 2013 - SEE PART VI false false false D COLORADO HEALTH FACILITIES AUTHORITY 840752932 19648A7J8 2016-05-24 200724807 SERIES 2016A & 2016C - SEE PART VI false false false A 135755000 0 258814487 0 0 0 2381234 183253 0 0 256250000 0 2008 true false true true B 0 0 59999130 0 0 0 709432 0 0 59289698 0 0 2012 false false true true C 530000 0 309252566 0 0 0 1844600 0 0 197052966 110355000 0 2013 true false true true D 3920000 0 200724807 0 0 0 1519986 0 0 1163390 119204821 78836610 false true false A false false false true true 0 false false false true B false false false false 0 false false false true C false false false false 0 false false false true D false false false false 0 false false false true A false false false true true false 0 false 0 false true B false false false true false false 0 false 0 false true C false true false false true false 0 false 0 false true D false true false false false false 0 false 0 false true A true B true C true D true SCHEDULE K, PART I, COLUMN (F) BOND A - HOSPITAL REVENUE BONDS SERIES 2008 THE PURPOSE OF THIS BOND ISSUE IS TO REFUND BONDS THAT WERE PREVIOUSLY ISSUED ON 1/22/04 AND 4/7/08. THE REMAINING WEIGHTED AVERAGE MATURITY OF THE BONDS CURRENTLY REFUNDED WAS 11.8929 YEARS. BOND B - HOSPITAL REVENUE BONDS SERIES 2010A THE PURPOSE OF THIS BOND ISSUE IS TO PAY FOR THE CONSTRUCTION OF A NEW TEN-STORY ADDITION TO THE EXISTING FACILITY, EQUIPMENT FOR THAT ADDITION, AND EXPANSION OF AN EXISTING PARKING GARAGE. BOND C - HOSPITAL REVENUE BONDS SERIES 2013 THE PURPOSE OF THIS BOND ISSUE IS TO FINANCE LONG-TERM PROJECTS AND TO REFUND SERIES 2008B AND 2008C BONDS. BOND D - HOSPITAL REVENUE BONDS SERIES 2016A & 2016C THE PURPOSE OF THIS BOND ISSUE IS TO FINANCE LONG-TERM PROJECTS AND TO REFUND SERIES 2004C AND 2004D BONDS. BOND A (2) - HOSPITAL REVENUE BONDS SERIES 2016B THE PURPOSE OF THIS BOND ISSUE IS TO FINANCE LONG-TERM PROJECTS. SCHEDULE K, PART IV, LINE 2C BOND A - HOSPITAL REVENUE BONDS SERIES 2008 THE REBATE COMPUTATION WAS PERFORMED JUNE 1, 2013. A COLORADO HEALTH FACILITIES AUTHORITY 840752932 19648A8D0 2016-05-24 70300000 SERIES 2016B - SEE PART VI false false false A 0 0 70300000 0 0 0 300000 0 0 0 0 70000000 false false false A false false false false 0 false false false true A false true false false true false 0 false 0 false true A true FORM 990, PART I, LINE 6 FROM TEENAGERS TO GREAT GRANDPARENTS, FROM HOMEMAKERS TO PROFESSIONAL ATHLETES, CHILDREN'S HOSPITAL COLORADO (CHCO) VOLUNTEERS ENCOMPASS ALL WALKS OF LIFE AND ALL INCOME LEVELS, EACH VOLUNTEER WITH SOMETHING UNIQUE TO OFFER. OUR DIVERSE GROUP OF VOLUNTEERS HAS ONE THING IN COMMON, HOWEVER, THE DESIRE TO HELP SICK CHILDREN AND THEIR FAMILIES. CHILDREN'S HOSPITAL COLORADO IS FORTUNATE TO HAVE HUNDREDS OF DEDICATED VOLUNTEERS WHO WORK REGULARLY, FROM SEVERAL HOURS A YEAR TO SEVERAL HOURS A WEEK, TO PROVIDE BETTER CARE FOR THE CHILDREN OF CHILDREN'S HOSPITAL COLORADO. THE ASSOCIATION OF VOLUNTEERS THE VOLUNTEERS AT CHILDREN'S HOSPITAL COLORADO ARE ALL PART OF A GROUP CALLED CHILDREN'S HOSPITAL COLORADO ASSOCIATION OF VOLUNTEERS (AOV). THE AOV COORDINATES PLACEMENTS FOR VOLUNTEERS AND ENSURES THAT COMPLETE ORIENTATION AND TRAINING IS PROVIDED TO ALL VOLUNTEERS. OUR VOLUNTEER'S SKILLS AND INTERESTS ARE APPRECIATED AND WE TRY TO PLACE EVERYONE IN A ROLE THAT SUITS THEM AND OUR NEEDS. THE EXAMPLES BELOW ARE JUST SOME OF THE WAYS THAT OUR VOLUNTEERS CONTRIBUTE: - VOLUNTEERS ARE ACTIVE AT THE HOSPITAL ON THE ANSCHUTZ MEDICAL CAMPUS, THE SOUTH CAMPUS, HIGHLANDS RANCH THERAPY CARE CENTER, BRIARGATE, AND THE NORTH CAMPUS - VOLUNTEERS SPEND TIME WITH OUR PATIENTS BY HOLDING, COMFORTING, PLAYING WITH THEM AND MAKING THEM LAUGH. - VOLUNTEERS BRING SPECIALLY-SCREENED DOGS TO PROVIDE ANIMAL-ASSISTED THERAPY FOR THE PRESCRIPTION PET PROGRAM. - SPECIALLY TRAINED VOLUNTEERS SERVE AS AMBASSADORS OF THE WELCOME PROGRAM. VOLUNTEERS GREET NEWLY ADMITTED PATIENT FAMILIES UPON THEIR ARRIVAL AND INTRODUCE THEM TO THE HOSPITAL'S MANY AMENITIES. THE GOAL IS TO PROVIDE A WARM AND WELCOMING ENVIRONMENT AND TO ANSWER ANY NON-MEDICAL QUESTIONS. - THE WINE EVENT IS THE ASSOCIATION OF VOLUNTEERS' SIGNATURE EVENT. THE SPECIAL EVENING FEATURES A SILENT AND LIVE AUCTION OF FINE WINES AND EXPERIENCES WITH ALL PROCEEDS BENEFITING THE MATERNAL FETAL MEDICINE PROGRAM. - MANY GROUPS OF VOLUNTEERS DO NOT SPEND TIME DIRECTLY WITH OUR PATIENTS, BUT PERFORM MORE ADMINISTRATIVE DUTIES, WHICH CAN BE JUST AS IMPORTANT TO THE DAY-TO-DAY OPERATIONS OF CHILDREN'S HOSPITAL COLORADO. - TEENAGERS BETWEEN 13 AND 18 YEARS OF AGE PARTICIPATE IN THE JUNIOR VOLUNTEER PROGRAM. THEY SUPPORT THE HOSPITAL BY WORKING IN SEVERAL DEPARTMENTS AS WELL AS SUPPORTING FUNDRAISING ACTIVITIES. - VOLUNTEERS ALSO ASSIST IN FUNDRAISING BY STAFFING CHILDREN'S HOSPITAL COLORADO GIFT SHOP AND LA CACHE. - CHAPTER VOLUNTEERS IN THE COMMUNITY ARE VERY ACTIVE IN FUNDRAISING EVENTS THROUGHOUT THE YEAR THAT HELP TO FUND SPECIAL EQUIPMENT, FACILITIES AND PROGRAMS FOR THE PATIENTS OF CHILDREN'S HOSPITAL COLORADO. FORM 990, PART III, LINE 4A WHEN IT WAS FOUNDED IN 1908 IN DENVER, CHILDREN'S HOSPITAL COLORADO SET OUT TO BE A LEADER IN PROVIDING THE BEST HEALTHCARE OUTCOMES FOR CHILDREN. THAT CALLING HAS CONSISTENTLY MADE US ONE OF THE TOP 10 CHILDREN'S HOSPITALS IN THE NATION AND A PLACE PARENTS ACROSS THE ROCKY MOUNTAIN REGION HAVE COME TO TRUST. OUR MISSION IS TO IMPROVE THE HEALTH OF CHILDREN THROUGH THE PROVISION OF HIGH-QUALITY, COORDINATED PROGRAMS OF PATIENT CARE, EDUCATION, RESEARCH AND ADVOCACY. AS A PRIVATE, NOT-FOR-PROFIT PEDIATRIC HEALTHCARE NETWORK, CHILDREN'S HOSPITAL COLORADO IS 100% DEDICATED TO CARING FOR KIDS AT ALL AGES AND STAGES OF GROWTH. WE HAVE MORE THAN 2,300 PEDIATRIC SPECIALISTS AND MORE THAN 5,300 FULL-TIME EMPLOYEES HELPING TO CARRY OUT OUR MISSION. WE PROVIDE COMPREHENSIVE PEDIATRIC CARE AT OUR MAIN CAMPUS AND AT OUR 16 REGIONAL LOCATIONS. ROUTINE INPATIENT SERVICES; ANCILLARY INPATIENT SERVICES SUCH AS LAB, RADIOLOGY, OPERATING ROOM, RECOVERY ROOM, CENTRAL SUPPLIES, ETC.; OUTPATIENT SERVICES SUCH AS EMERGENCY ROOM, MULTI-SPECIALITY AMBULATORY SERVICES INCLUDING ORTHO CLINIC, ONCOLOGY CLINIC, ETC. WEVE TREATED PATIENTS FROM ALL 50 STATES AND 22 COUNTRIES. EMERGENCY MEDICINE AND URGENT CARE Childrens Hospital Colorado (CHCO) provides emergency and/or urgent care services in seven locations in the metro Denver area and Colorado Springs (see Table 1). Services are provided for pediatric patients from the neonate period up to the 22nd birthday. All patients over 22 years of age receive a medical screening examination (MSE) based upon presenting complaint to determine if they require treatment or transfer as indicated. In total 165,300 children & their families received care at one of the seven locations in 2016. Two locations (South Campus and Uptown) provide Dual track opportunities for our patients; offering both urgent and emergency care services. The Anschutz Campus holds Level 1 Pediatric Trauma designation and provided care to 71,500 children (43% of CHCO total ED/UC visits) with a 12% (8700 admissions) admission rate for inpatient care. All locations are seeing an increase in patients with behavioral healthcare needs and in 2016 behavioral healthcare visits accounted for 2.5% of the patients served at the Anschutz campus. TABLE 1: CHCO Emergency & Urgent Care Services by Location & 2016 Volumes Location Emergency Svs Urgent Care visits - 2016 Anschutz Campus X 71,463 South Campus X X 19,022 Uptown X X 13,301 Wheatridge X 9,819 North Campus X 32,975 Briargate X 8,087 Parker X 10,619 ------- TOTAL VISITS: 165,286 Emergency Services has experienced growth related to an increase in EMS volume, Flight for Life transports and trauma visits as well in 2016. A second pediatric team has been added to the Flight for Life program and we have experienced an increase in volume of transports between 2015 (998) and 2016 (1178). Overall trauma ED visits have also increased by 13% from 2015 (12,518) to 2016 (14,178). Accomplishments Children's Hospital Colorados Emergency Department at Anschutz is widely respected across our seven-state region. This year, Anschutz continued to focus on patient care and service by implementing a new Front-End redesign. By recognizing the need to reduce the time it takes to see a provider, a change was made that moved the provider forward in this process. For 12 hours, each day, patients are seen by doctors in the Intake area who perform an initial assessment to gauge clinical care needed, begin treatment and possibly discharge the patient directly from Intake area, thereby reducing wait times and clinical resources. Because of this initiative, patients are getting in front of providers 27% faster; 33% are being discharged safely from Intake area and overall length of stay for all patient has dropped by 30 minutes. Patients leaving before evaluation has dropped significantly and patient satisfaction has increased. Our network of care sites had tremendous success in improving patient safety with several projects around identification of patients and empowering families to be part of our safety culture. Our nursing staff presented at the 2016 National Magnet Conference on THE topicS OF Dual Track ("Is it Urgent or Emergent? Implementing a Dual Emergency and Urgent Care Department") and clinical pathways ("Looking for Sepsis in all the Right Places: A Quality Approach to Pediatric Assessment"). The ED/UC physician and Mid-level provider group is one of the largest in the nation with 41 Pediatric Emergency Medicine physician, 46 Pediatricians and 61 Nurse Practitioners. Our physicians have numerous advisor and principal roles within CHCO and serve as key leaders in many national groups: - EPIC: Pediatric Emergency Medicine (PEM) Steering Board - AAP: Section of Emergency Medicine Pediatric Urgent Care Steering Committee; Section of Emergency Medicine Committee on Quality Transformation - PECARN: primary investigator - PEM-NEWS Node, Childrens Hospital Colorado HEDA, PEM-CRC: Vice Chair and Steering Committee Pediatric Emergency Medicine Collaborative Research Committee - American Board of Pediatrics Sub board of PEM: Content Development Team - American Academy of Pediatrics: Survey Chair for Pediatric Medicine North America Chiefs, section of Emergency Medicine; Executive Committee Member for Pediatric Emergency Medicine - National Association of Emergency Medicine Services Physicians The CHCO Section of Emergency Medicine is comprised of over 40 PEM faculty, with more than 50% engaged in academic activities such as clinical research, education, and quality improvement. Our clinical research program includes national leaders in multicenter collaborative research, ED infectious diseases and sepsis, health services, prehospital care, and medical toxicology. The Section also is leader in innovation, developing novel approaches to care in bronchiolitis, outpatient infections, sepsis, and clinical decision support. In 2016 alone, the Section published 35 peer-reviewed investigations, and had over 20 national research presentations at academic conferences. Section investigators actively seek and obtain extramural research funding, including submissions for 19 actively funded studies and 23 new submissions in 2016. In total, the Section has secured over $600,000 in funds during the period. CHCO is also a member of the prestigious, federally-funded Pediatric Emergency Care Applied Research Network (PECARN), where Section investigators are actively pursuing multi-center projects to be conducted within the network. Of note, CHCO possesses a model research infrastructure, and consistently enrolls among the highest number of subjects for PECARN studies. In addition, the Section of Emergency Medicine possesses one of the most active educational programs in CHCO. Internally, the PEM fellowship trains 9 fellows each year, and provides education for over 100 residents annually, from disciplines including pediatrics, emergency medicine, and family medicine. Regionally, the Section supports a robust core for education in Emergency Medical Services (EMS), and delivers over 100 didactic lectures to pre-hospital and community providers throughout the 7-state region. Additionally, the novel EMS Simulation Trailer program travels throughout Colorado and adjacent states to provide hands-on pediatric resuscitation education, and is the only Mobile Simulation program in the nation. Currently, our Section is attempting to broaden its educational reach locally, regionally, and nationally, through development of technology-based methods and use of social media. Quality Initiatives The ED/UC multi-disciplinary clinical team meets monthly to review quality data outcomes. By partnering closely with our specialty colleagues and families, we assess emergency medicine pathways for best clinical outcomes and reduction of unnecessary care in our pediatric populations. In 2016, we targeted our bronchiolitis and appendicitis patients with significant positive results in reducing radiological studies (CT and chest X-ray), RVPs (respiratory viral panels) and bronchodilators. The ED/UC has implemented an Asthma bundle to reduce admissions to the hospital and decrease future ED visits. Additional Quality work and outcomes: - Decreasing the percent of patients with confirmed appendicitis who get a CT scan - Reducing unnecessary interventions in patients with bronchiolitis - Increasing the percent of oncology patients with fever and identified neutropenia who receive antibiotics <60 min from arrival - Increasing the percent of patients with moderate/severe asthma exacerbation (PAS >/=8) who receive systemic corticosteroids in less than 60 min from arrival - Decreasing adverse events with RSI in ED/UC patients, decreasing time to intubation - Decreasing time to antibiotics and fluid bolus in patient with suspected sepsis - Improving time to pain medications in patients with Sickle Cell disease, improving time to antibiotics in SCD and fever - Implementing asthma discharge bundle in ED/UC - Increasing the number of Asthma Action Plans completed for patients with asthma exacerbation - Decreasing unnecessary 72 hour returns in ED/UC - Improving utilization of white boards for communication in ED/UC - Decreasing the time to pain meds for patients with suspected extremity fractures - Increasing the percent of patients with femur fractures who receive femoral blocks in the ED/UC NEONATAL INTENSIVE CARE Children's Hospital Colorado (CHCO) provides premium neonatal care, for the Rocky Mountain region and the nation. The Neonatal Intensive Care Unit (NICU) is designated as a Level IV NICU, the highest distinction by the American Academy of Pediatrics. The NICU treated 1263 infants in 2016, serving the surrounding areas in Colorado and a 10-state area. As part of the Colorado Institute for Maternal and Fetal Health, it is the only NICU in the region with the experience and technology to treat virtually any medical condition affecting newborns. This involves procedures like ECMO, Genetic testing, Fetal Surgery, and care of the medically fragile infant (including prematurity). The NICU is committed to providing family-centered care in a home-like setting. Parents can be with their newborns 24 hours a day and parents are provided daily communications by the medical team. In 2016, the NICU Family Advisory Council was created to support current NICU families and provide hospital staff perspective on improving the patient experience. Childrens Hospital Colorado is the first in the nation to be named a Center of Excellence for Neonatal Services by United Resource Networks (URN). Childrens Hospital Colorado Neonatologists have pioneered many critical developments in neonatal care and in many cases, were the first in the world to use new therapies, including: 1) Surfactant replacement for premature babies lungs; 2) Inhaled nitric oxide therapy for pulmonary hypertension; 3) Therapeutic hypothermia for perinatal brain injury; 4) Optimal nutritional strategies for low birth weight babies; and 5) Innovative care following fetal surgery interventions. Accomplishments The NICU clinical team meets monthly to review quality and patient safety data, which in turn helps us achieve and sustain excellent quality -- patient outcomes. The leadership team provides Quality Rounds on a biweekly basis to engage front line staff in efforts to improve quality and patient safety in the NICU. In 2016, the NICU team participated in a national Quality Improvement collaborative aimed at improving perioperative care in NICU patients requiring surgical procedures. The Childrens Hospital Colorado NICU is consistently ranked among the best Neonatal Care programs by US News & World Report. Quality Initiatives: The NICU and Maternal Fetal program continues to pioneer innovative new therapies in fetal surgery: - Fetoscopic Endoluminal Tracheal Occlusion (FETO) Trial involves fetoscopic placement of a balloon to close off the trachea and improve fetal outcomes for those with severe congenital diaphragmatic hernia. Childrens Hospital Colorado is only one of three approved FETO sites nationally. - OMS Plus: The treatment of spinal bifida repair for fetuses excluded mothers from participating in the surgical intervention if their Body Mass Index (BMI) was greater than 35. CHCO is the only center to offer access to this trial for patients with a BMI of up to 40. In 2016, we implemented a multidisciplinary clinic to care for our patients with congenital diaphragmatic hernia (CDH). This clinic brings together providers from Surgery, Pulmonary, Nutrition, Pediatric Development, Neonatology, Social work, and Gastro-intestinal subspecialties, to care for these complex patients in one visit. This is the first of its kind in our region, allowing us to provide the best care for cdh patients after they are discharged from our NICU. CDH complicates 1/3000 live births and carries a risk of ~30% mortality, secondary to pulmonary hypoplasia and pulmonary hypertension. CHCO is a national referral center for CDH and cares for approximately 15-20 infants with CDH annually. Clinical approaches to care include fetal intervention, delivery room management and early ECMO in patients with cardiorespiratory failure, gentle ventilation strategies, pulmonary hypertension treatment, and aggressive nutrition management. Patient outcomes represent significant improvements over the years and the set the bar for national outcomes. Key Measures Outcome - definition: survival to discharge in CDH; INFANTS ADMITTED TO CHCO NICU - baseline: 2010: 60% survival, national benchmark: 70% survival - progress: 2011-2016: 81% survival, 2016: 75% survival Balancing - definition: percent of CDH patients requiring ECMO; mechanical ventilation days - baseline: 2010: 80% ECMO, 2010: 102 ventilation days - progress: 2011-2016: 28% of patients on ECMO, 2016: 35% of patients on ECMO; 2011-2016: CDH patients average 34 mechanical ventilation days, 2016: CDH patients average 37 mechanical ventilation days The CHCO NICU Quality Team has an active portfolio of quality improvement (QI) initiatives. QI Projects underway in 2016-17 include: - Improving perioperative care for newborns and infants requiring surgical procedures. - Standardizing pre-operative and post-operative team handoffs for newborns and infants requiring surgical procedures. - Post-operative pain management of infants for newborns and infants requiring surgical procedures. - Achieving target temperature during transport for infants requiring therapeutic hypothermia for hypoxic ischemic encephalopathy. - Prevention of hyponatremia in infants requiring therapeutic hypothermia for hypoxic ischemic encephalopathy. - Prevention of hypoglycemia in newborn infants delivered in the Maternal Fetal Care Unit at CHCO. - Optimal fluid management of infants requiring Extra Corporeal Membrane Oxygenation (ECMO). - Prevention of Unplanned Extubation in Infants requiring mechanical ventilation. - Prevention of Central Line Associated Blood Stream Infection. - Reducing length of hospital stay for infants admitted for treatment of Acute Bronchiolitis. IN ADDITION, COMPREHENSIVE CLINICAL CARE GUIDELINES AND CLINICAL Pathways were developed in 2016 for the following conditions: - Neonatal seizures in infants with acute brain injury. - Management of infants with Gastroschisis. - Management of infants with Esophageal Atresia and Tracheo-esophageal atresia. - Management of infants with Intestinal Atresia. - Feeding Guidelines for Very Low Birth Weight Infants. - Management of infants with Neural Tube Defects. - Management of infants with Congenital Diaphragmatic Hernia. CENTER FOR CANCER AND BLOOD DISORDERS Childrens Hospital Colorados Center for Cancer and Blood Disorders (CCBD) has one of the best pediatric hematology, oncology and bone marrow transplant programs in the country. The Childrens Hospital Colorado CCBD has been ranked in the Top 10 programs by US News & World Report each year. The CCBD treated 27,750 patient visits in 2016, across all locations to serve the Colorado community, as well as our 7-state region. Our Anschutz facility location alone saw 18,433 visits, with our infusion center volume making up 7,607 (41%) of those visits. Our Network of Care sites in Highlands Ranch, Colorado Springs, and our Hemophilia Thrombosis Center on the Anschutz campus serviced 9,317 patient visits in 2016, 2,719 of which were infusions (29%). Because of the depth and breadth of outpatient services we can provide, many our clinic and infusion visits mean that children do not have to be admitted to the hospital and can be cared for on an outpatient basis. Keeping children out of the hospital when possible is a high priority for our staff and faculty, and helps our families live healthier lives overall. CCBD Inpatient had a total of 12,774 patient days recorded in 2016. Patient days increased by 1,997 days from the previous year (compared to 10,777 in 2015; a 15% increase). The inpatient unit had a total of 7,702 inpatient Hematology and Oncology patient days recorded and 5,072 BMT patient days recorded. There was a total of 1,229 admissions to the inpatient unit in 2016. Of these, 159 were to the BMT service, 170 were to the Hematology service, and 900 were to the Oncology service. Accomplishments The CCBD is one of the largest members of the Childrens Oncology Group (COG), a multi-center, multi-national alliance supported by the United States National Cancer Institute (NCI), that conducts studies designed to improve our understanding of childhood cancer, its treatment and its cure. Our physicians have leadership roles in this organization and are internationally-recognized experts in childhood cancer treatment, including in the highly exclusive Phase I Consortium, where only 21 institutions participate in studying the newest and most promising drugs for childhood cancer. We are also members of several highly selective, nationally prominent consortia and our faculty serve in leadership capacities for the following: The New Approaches in Neuroblastoma Therapy (NANT) group, the Pediatric Brain Tumor Consortium (PBTC), the Pediatric Bone Marrow Transplant Consortium (PBMTC) and the North American Pediatric Aplastic Anemia Consortium (NAPAAC). These groups provide access to and set the standard for innovative research, best practices in patient care, education, and early-phase clinical trials testing of new therapies when other treatments are not available in a selected specific disease areas. This means that children and families can get access to the best therapies right here, rather than having to travel out of the Rocky Mountain region. We have a dedicated group of physician scientists with 12 of them having 75% dedicated time for research. This group has leaders in research in many fields and is well-funded at the federal level. Our scientists have published over 50 papers in 2017 already and have presented at more than a dozen national and international meetings this year alone. In terms of community service, training and education, the group, provides summer internships to high school students from Colorado and college students across the country as a first introduction to lab science. Many of these students go on to dedicate their studies to science and medicine, and cite their experience in our labs as a pivotal moment in helping them choose a future career. We give more than 50 educational talks per year to a variety of community organizations and service groups. Childrens Hospital Colorado Hematologists and Oncologists have pioneered some of the most critical developments in the care of children with cancer and blood disorders, and in many cases, were the first in the world to use a variety of new therapies for children. Our Hemophilia and Thrombosis is considered one of the best across the globe, with dozens of clinical trials and new therapies to lessen the clinical impact and severity of life-threatening bleeding disorders. Our physicians have led national and international clinical trials in cancer, including the largest study in the world conducted to date for standard risk childhood acute lymphoblastic leukemia (ALL), and the pivotal trials that led to FDA approval of the first bispecific T-cell engager (blinatumomab) for children with relapsed and refractory ALL, and for the use of dasatinib in children with CML. Our Neuro-Oncology team has set national and international standards for treatment for high-grade glioma, ependymoma, and has one of the largest brain tumor sample banks in the world. Recent work by one of our teams has elucidated the role of a specific gene abnormality that causes bleeding and predisposes affected family members to a form of leukemia. The CCBD clinical teams meet monthly to review quality and patient safety data, which in turn helps us achieve and sustain excellent quality -- patient outcomes. The leadership team provides Quality Rounds on a biweekly basis to engage front line staff in efforts to improve quality and patient safety in the CCBD. Our Wellness Program consists of psychologists, social workers, child life specialists, and an art therapist. The program is integral to all the families we serve, and has been so popular with patients and families, that other programs at Childrens Colorado and around the country are now modeling it. We have multi-specialty clinics to serve children who are long-term survivors after cancer care and bone marrow transplant, adults who are survivors of childhood cancer, and established and have shared multi-disciplinary clinics in orthopedic oncology and neuro-oncology. after cancer care and bone marrow transplant, adults who are survivors of childhood cancer, and established and have shared multi-disciplinary clinics in orthopedic oncology and neuro-oncology. Quality Initiatives: The CCBD has several active Quality & Process Improvement initiatives underway in 2016-17 which include: - Increasing patient and family satisfaction with the overall CCBD patient care experience in the hospital. CCBD significantly surpassed the Childrens Hospital Colorado inpatient satisfaction goal for 2016. - Decreasing time to antibiotics for oncology patients resulting in significantly reducing the need for ICU consultation. - Standardizing blood transfusion parameters resulting in financial savings and fewer transfusion-related complications. - Decreasing the time to diagnosis of mediastinal mass resulting in decreased PICU time, decreased time to therapy, and decreased overall inpatient length of hospital stay. - Preventing blood stream infections in patients with a CENTRAL LINE-CATHETER (TUBE). - Maintaining, well below the national average, the percent of Sickle Cell patient readmissions in less than 30 days after discharge. - Increasing the percent of Sickle Cell patients admitted for Acute Chest Syndrome receiving antibiotics. - Decreasing potential harm to patients resulting from Total Parenteral Nutrition (TPN) ordered outside of indications for oncology and Bone Marrow Transplant patients. - Successful Foundation for the Accreditation of Cellular Therapy (FACT) re-accreditation. FACT accreditation is a threshold for excellence in cellular therapy within the bone marrow or cord blood transplant (BMT) patient population. FORM 990, PART VI, LINE 1A THE NUMBER OF VOTING MEMBERS OF THE CHILDRENS HOSPITAL COLORADO ARE 29 (22 ELECTED DIRECTORS AND 7 EX-OFFICIO); CHILDREN'S HOSPITAL COLORADO'S EXECUTIVE COMMITTEE CONSISTS OF THE CHAIR, VICE CHAIR, CHIEF EXECUTIVE OFFICER, SECRETARY, TREASURER, IMMEDIATE PAST CHAIR, AND THE CHAIR OF THE CHILDREN'S HOSPITAL COLORADO FOUNDATION. THE EXECUTIVE COMMITTEE HAS ALL THE POWERS OF THE BOARD OF DIRECTORS, EXCEPT AS LIMITED BY LAW, DURING THE PERIOD BETWEEN THE MEETINGS OF THE BOARD OF DIRECTORS, SUBJECT TO ANY PRIOR LIMITATION IMPOSED BY THE BOARD. FORM 990, PART VI, LINE 6 CHILDREN'S HOSPITAL COLORADO HEALTH SYSTEM IS THE SOLE MEMBER OF CHILDREN'S HOSPITAL COLORADO. FORM 990, PART VI, LINE 7A THE WRITTEN CONSENT OF CHILDREN'S HOSPITAL COLORADO HEALTH SYSTEM IS REQUIRED TO APPROVE THE BOARD OF DIRECTORS OF CHILDREN'S HOSPITAL COLORADO. From 990, Part VI, Line 7b CHILDREN'S HOSPITAL COLORADO HEALTH SYSTEM AS THE SOLE MEMBER HAS CERTAIN APPROVAL POWERS AS DESCRIBED IN THE AMENDED AND RESTATED BYLAWS DATED SEPTEMBER 22, 2011, AND AMENDED IN DECEMBER 2015. FORM 990, PART VI, LINE 11B CHILDREN'S HOSPITAL COLORADO'S FINANCE DEPARTMENT WORKS CLOSELY WITH HUMAN RESOURCES, CORPORATE COMPLIANCE, LEGAL AND PUBLIC RELATIONS TO GATHER ALL THE DATA REQUIRED TO COMPLETE THE FORM 990. THE VP OF FINANCE AND THE DIRECTOR OF ACCOUNTING & REPORTING CONDUCT A REVIEW WITH THE CFO PRIOR TO THE DRAFT BEING DISTRIBUTED TO THE BOARD OF DIRECTORS. ANY NECESSARY CHANGES ARE MADE, THE FORM IS SIGNED BY THE CFO, REVIEWED BY THE AUDIT COMMITTEE, AND A FINAL COPY IS PROVIDED TO THE BOARD OF DIRECTORS PRIOR TO SUBMISSION TO THE IRS VIA A SECURED WEBSITE. FORM 990, PART VI, LINE 12C BOARD MEMBERS ARE REQUIRED TO DISCLOSE, ON AN ANNUAL BASIS, POTENTIAL CONFLICT OF INTERESTS PURSUANT TO THE WRITTEN POLICIES OF CHILDREN'S HOSPITAL COLORADO (CHCO) AND CHILDREN'S HOSPITAL COLORADO FOUNDATION (CHCF). ALL EMPLOYEES AND BOARD MEMBERS MUST PROMPTLY PROVIDE A WRITTEN DESCRIPTION OF MATERIAL FACTS OF AN ACTUAL, APPARENT OR POTENTIAL CONFLICT OF INTEREST TO CORPORATE COMPLIANCE AND/OR GENERAL COUNSEL ON THE APPROPRIATE DISCLOSURE FORM. SUCH DISCLOSURE WILL BE MADE PROMPTLY ANY TIME AN ACTUAL, APPARENT OR POTENTIAL CONFLICT OF INTEREST ARISES AND BEFORE THE CONSUMMATION OF THE CONTRACT, TRANSACTION OR ARRANGEMENT THAT IS THE SUBJECT OF THE POTENTIAL CONFLICT OF INTEREST. POLICIES AND PROCEDURES FOR DISCLOSING CONFLICTS OF INTEREST ARE TO BE FOLLOWED ACCORDING TO THE INDIVIDUAL'S FUNCTION, IN COMPLIANCE WITH STATE AND FEDERAL REGULATIONS. COMPLETED DISCLOSURE FORMS ARE SUBJECT TO AUDIT REVIEW BY LEGAL, THE CORPORATE COMPLIANCE PROGRAM, AND THE COMPLIANCE AND BUSINESS ETHICS COMMITTEE OF THE BOARD OF DIRECTORS. FAILURE TO COMPLY WITH CONFLICT OF INTEREST POLICIES MAY LEAD TO DISCIPLINARY ACTION UP TO AND INCLUDING TERMINATION OF EMPLOYMENT OR WORKING RELATIONSHIP WITH THE CHILDREN'S HOSPITAL COLORADO. ONCE THE COMPLIANCE AND BUSINESS ETHICS (CABE) COMMITTEE HAS DETERMINED THAT AN ACTUAL CONFLICT OF INTEREST EXISTS WITH RESPECT TO A AGREEMENT/CONTRACT THEN: 1. THE (CABE) COMMITTEE WILL EXERCISE DUE DILIGENCE TO DETERMINE WHETHER CHILDREN'S HOSPITAL COULD OBTAIN A MORE ADVANTAGEOUS AGREEMENT/CONTRACT WITH REASONABLE EFFORTS UNDER THE CIRCUMSTANCES AND, IF APPROPRIATE, WILL APPOINT A DISINTERESTED PERSON OR COMMITTEE TO INVESTIGATE ALTERNATIVES TO THE PROPOSED CONTRACT, TRANSACTION OR ARRANGEMENT. 2. IN CONSIDERING WHETHER TO ENTER THE PROPOSED AGREEMENT/CONTRACT, THE CABE COMMITTEE MAY APPROVE SUCH CONTRACT, TRANSACTION OR ARRANGEMENT ONLY IF THE DISINTERESTED PERSON OR COMMITTEE DETERMINE BY A MAJORITY VOTE THAT: - THE PROPOSED CONTRACT, TRANSACTION OR ARRANGEMENT IN CHILDREN'S COLORADO BEST INTERESTS AND FOR COLORADO CHILDREN'S OWN BENEFIT; AND - THE PROPOSED TRANSACTION IS FAIR AND REASONABLE TO CHILDREN'S HOSPITAL COLORADO (CHCO), CONSIDERING, AMONG OTHER RELEVANT FACTORS, WHETHER CHCO COULD OBTAIN A MORE ADVANTAGEOUS CONTRACT, TRANSACTION OR ARRANGEMENT WITH REASONABLE EFFORTS UNDER THE CIRCUMSTANCES. FORM 990, PART VI, LINES 15A AND 15B CHILDREN'S HOSPITAL COLORADO HAS AN EXECUTIVE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS THAT REVIEWS AND APPROVES ANY PROPOSED INCREASES RELATED TO ANY OFFICERS AND KEY EMPLOYEES OF THE COMPANY. THE CEO'S COMPENSATION IS REVIEWED AND APPROVED BY THE EXECUTIVE COMPENSATION COMMITTEE ALONG WITH THE EXECUTIVE COMMITTEE OF THE BOARD OF DIRECTORS EACH YEAR. ONCE A CHANGE IN COMPENSATION IS APPROVED, FORMAL DOCUMENTS ARE COMPLETED AND MINUTES OF THE MEETING ARE PREPARED, REVIEWED AND APPROVED. THIS PROCESS WAS LAST UNDERTAKEN IN 2016. REVIEW PROCESS INCLUDES: - REVIEW MARKET RATIO - SHOULD FALL BETWEEN 80% TO 120% OF MARKET - REVIEW 25TH, 50TH, AND 75TH PERCENTILE - BASE SALARY - INDIVIDUAL QUALIFICATIONS AND PERFORMANCE DETERMINES MARKET POSITION. BASE SALARY FOR EACH INDIVIDUAL IS TARGETED AT THE MEDIAN (50TH PERCENTILE) OF THE PEER GROUP. - VARIABLE PAY - LEADERSHIP INCENTIVE IS IN PLACE WHICH REWARDS FOR ORGANIZATIONAL PERFORMANCE WITH A COMPONENT ALSO BASED ON INDIVIDUAL PERFORMANCE FOR ALL EXCEPT THE CEO. THE INCLUSION OF VARIABLE PAY WILL PLACE TOTAL CASH COMPENSATION (E.G., BASE SALARY AND VARIABLE PAY) BETWEEN THE 50TH AND 75TH PERCENTILE FOR EACH INDIVIDUAL. - AWARDS ARE BASED ON ACHIEVEMENT OF PRE-ESTABLISHED CHILDREN'S COLORADO GOALS WHICH SUPPORT THE STRATEGIC PLAN - BENEFITS - TARGETED AT THE "MIDDLE OF MARKET" DECISION FACTORS IN EXECUTIVE COMPENSATION DECISIONS: - MARKET DATA FROM INDEPENDENT COMPENSATION SURVEYS THAT REFLECT FUNCTIONALLY COMPARABLE POSITIONS IN ORGANIZATIONS OF SIMILAR SIZE AND SCOPE - DIFFICULTIES IN RECRUITING AND RETAINING EXECUTIVES - SKILLS, EXPERIENCE AND PERFORMANCE HISTORY OF INDIVIDUAL EXECUTIVES - CRITICAL BUSINESS OR STRATEGIC ISSUES THAT THE ORGANIZATION MAY FACE - WHEN ASSESSING EXECUTIVE COMPENSATION, CHILDREN'S COLORADO CONSIDERS BOTH MARKET RATIOS - UTILIZED APPROVED PEER GROUP FROM JANUARY 2016 MEETING - ON POSITIONS WITH INSUFFICIENT DATA (LESS THAN 10 MATCHES) - USED EXPANDED PEER GROUP OF ALL ACUTE CARE ORGANIZATIONS - BENCHMARKED BASE PAY, TOTAL CASH COMPENSATION, AND BENEFITS 2016 CUSTOM PEER GROUP - AKRON - ATLANTA - BOSTON - CHICAGO - CINCINNATI - COLUMBUS - DALLAS - FORT WORTH - HOUSTON - KANSAS CITY - LOS ANGELES - MIAMI - MILWAUKEE - MINNEAPOLIS - PALO ALTO - PHILADELPHIA - SEATTLE - WASHINGTON, DC FORM 990, PART VI, LINE 19 THESE DOCUMENTS ARE MADE AVAILABLE UPON REASONABLE REQUEST. FORM 990, PART XI, LINE 9 EQUITY TRANSFER TO PARENT (CHCHS) $(15,188,048) CHANGE IN VALUE OF INTEREST RATE SWAPS 1,069,611 NET INCOME REPORTED ON OTHER TAX RETURNS (511,932) CHANGE IN RESTRICTED NET ASSETS 6,658,642 OTHER CHANGES IN NET ASSETS 196,194 ------------- TOTAL $ (7,775,533) ============= FORM 990 PART IX LINE 11G DESCRIPTION:PHYSICIAN SERVICES TOTAL FEES:XXX-XX-XXXX FORM 990 PART IX LINE 11G DESCRIPTION:PURCHASED SERVICES TOTAL FEES:40463545 FORM 990 PART IX LINE 11G DESCRIPTION:CONSLUTING TOTAL FEES:5400615 FORM 990 PART IX LINE 11G DESCRIPTION:OTHER TOTAL FEES:99000 CHILDREN'S HOSPITAL COLORADO HLTH SYSTEM 13123 EAST 16TH AVE AURORA CO 80045 454182666 HEALTHCARE CA 501(c)(3) 12C III-FI NA false CHILD HEALTH MANAGEMENT SERVICES INC 13123 EAST 16TH AVE AURORA CO 80045 742266667 IT SVCS CA 501(c)(3) 3 CH-COLORADO true THE CHILDREN'S HOSPITAL FOUNDATION 13123 EAST 16TH AVE AURORA CO 80045 840813462 FOUNDATION CA 501(c)(3) 7 CHCHS true CHILDREN'S HEALTH CORPORATION 13123 EAST 16TH AVE AURORA CO 80045 742235572 SUPPORTING CA 501(c)(3) 12A - I CH-COLORADO true CHILDREN'S NORTH SURGERY CNTR 13123 EAST 16TH AVE AURORA CA 80045 262394578 OUTPATIENT SURG CO CH-COLORADO Related -23216 2135004 false 0 true 0.73000 RMCHS MANAGEMENT SERVICES INC 13123 EAST 16TH AVE AURORA CO 80045 840957415 BILLING CO CH-COLORADO C Corp 4290949 115488 1.00000 true PERPETUAL TRUST HOSPITAL SUPPORT CO CH-COLORADO true PEDIATRIC CARE NETWORK CHC LLC 13123 EAST 16TH AVENUE AURORA CO 80045 813554450 HEALTHCARE CO CH-COLORADO C CORP 0 0 1.00000 true true true true true false false false false false false true true true true false false false false false CHILDREN'S NORTH SURGERY CENTER LLC d 3701000 LOAN GUARANTEED CHILDREN'S NORTH SURGERY CENTER LLC a 300000 FINANCIAL STMNT THE CHILDREN'S HOSPITAL FOUNDATION c 30854252 FINANCIAL STMNT SCHEDULE R, PART III, COLUMN (A) CHILDREN'S NORTH SURGERY CENTER EIN: 26-2394578 ADDRESS: 13123 EAST 16TH AVENUE AURORA, CO 80045