2026-05-08T13:32:52+00:00 2025-06-30 440160260 Forvis Mazars LLP 111 South Tejon Suite 800 Colorado Springs CO 809039848 990 2024-07-01 840255530 LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS VALLEY LUTH 7195892511 106 BLANCA AVENUE ALAMOSA CO 81101 SHANE MORTENSEN CHIEF FINANCIAL OFFICER 7195871204 2026-05-08 true true Brandon Schulze P02051564 7194714290 2026-05-08 2024 2025-03-06 01:10:19Z SAN LUIS VALLEY HEALTH KONNIE MARTIN 106 BLANCA AVENUE ALAMOSA CO 81101 135802228 false X SANLUISVALLEYHEALTH.ORG X 1928 CO TO BE A PREMIER, FULLY INTEGRATED RURAL HEALTH CARE SYSTEM PROVIDING EXCEPTIONAL PATIENT-CENTERED SERVICES TO THE SAN LUIS VALLEY. 12 10 897 12 -34120 0 1613144 3456959 127630574 130892570 504599 533871 697222 694511 130445539 135577911 77116 98808 0 66362026 71383498 0 510771 61610891 60840351 128050033 132322657 2395506 3255254 117181584 122118441 29540649 30581888 87640935 91536553 AN UNCONDITIONAL COMMITMENT TO EXCELLENCE BY PROVIDING QUALITY, COMPASSIONATE CARE GUIDED BY OUR VALUES. WE ACCEPT RESPONSIBILITY FOR PROVIDING SERVICES TO OUR COMMUNITY THAT ARE OF THE HIGHEST CALIBER OF SERVICE AND STANDARD PERFORMANCE, WHILE DEMONSTRATING OUR ADOPTED VALUES. false false 100275119 98808 131116401 SAN LUIS VALLEY HEALTH WAS FORMED JULY 1, 2013. PRIOR TO THE MERGER THAT CREATED SAN LUIS VALLEY HEALTH, THE HOSPITAL OPERATED AS AN INDEPENDENT, NOT FOR PROFIT HOSPITAL FOR OVER 83 YEARS. THE MERGER BROUGHT TOGETHER SAN LUIS VALLEY REGIONAL MEDICAL CENTER AND CONEJOS COUNTY HOSPITAL. PRIOR TO THE MERGER, CONEJOS COUNTY HOSPITAL HAD BEEN MANAGED BY SAN LUIS VALLEY REGIONAL MEDICAL CENTER SINCE 2003. SLV HEALTH SERVES THE SIX COUNTIES OF THE SAN LUIS VALLEY WITH A POPULATION OF JUST UNDER 50,000 AND AN AREA OF OVER 8,200 SQUARE MILES; LARGER THAN THE STATE OF NEW JERSEY. SLV HEALTH EMPLOYS OVER 650 EMPLOYEES AND IS THE LARGEST EMPLOYER IN THE SAN LUIS VALLEY. THE TRUSTEES, PROVIDERS AND STAFF OF SLV HEALTH ARE UNDERSTANDABLY PROUD OF THEIR TRADITION FOR PROVIDING CARE AND SERVICE TO OUR COMMUNITIES. SERVING OUR LOW-INCOME COMMUNITY MEANS THAT WE HAVE A CHALLENGING PAYER MIX WITH HIGH MEDICAID, UNINSURED AND RELATIVELY LOW COMMERCIAL PERCENTAGES. THIS HAS LED TO OUR ORGANIZATION BEING RESOURCEFUL, CREATIVE AND INNOVATIVE IN ORDER TO CONTINUE SERVICE WITH POSITIVE OPERATING MARGINS. OVER THE LAST TEN YEARS, OUR GROSS REVENUE HAS INCREASED FROM $20M TO IN EXCESS OF $200M AND THE NUMBER OF PATIENTS SERVED HAS EXPANDED SEVERAL FOLD. NEW SERVICES HAVE BEEN ADDED IN MEDICATION ONCOLOGY, INPATIENT REHABILITATION, SLEEP DISORDERS, WOMEN'S IMAGING CENTER, FIXED WING MEDICAL TRANSPORTATION, GENETIC COUNSELING, BEHAVIORAL HEALTH, CARDIOLOGY, CHIROPRACTIC, ONCOLOGY/INFUSION THERAPY, UROLOGY, AND MORE. 100275119 true true false true false false false false false true true false false false true false false true false false false false false false false false true true true true true false false false false false false false false true false false false false false false true true true false false true 116 0 true 897 true true true false false false false false false false false false false false X 12 10 true false false false false false false true true false false false true true true true true true true true false false X THE ORGANIZATION 7195892511 106 BLANCA AVENUE ALAMOSA CO 81101 JIM EHRLICH VICE PRESIDENT 2.0 0.0 X X 800 0 0 KARLA HARDESTY PRESIDENT 2.0 0.0 X X 2750 0 0 KENDALL KNAUS SEC/TREAS 2.0 0.0 X X 1100 0 0 CARLA CHRIST TRUSTEE, PHYSICIAN 40.0 0.0 X 582455 0 73714 DONALD SHAWCROFT TRUSTEE 2.0 0.0 X 1100 0 0 JAN GAY TRUSTEE 2.0 0.0 X 1100 0 0 JEFF MOTZ TRUSTEE BEG 05/25 2.0 2.0 X 0 0 0 KASEY RUSSELL TRUSTEE 2.0 0.0 X 1100 0 0 KATHY LORENZ TRUSTEE 2.0 0.0 X 900 0 0 MARCIE SCHULZ TRUSTEE BEG 05/25 2.0 0.0 X 0 0 0 MELISSA VOUTSALATH TRUSTEE, PHYSICIAN BEG 08/24 40.0 0.0 X 275487 0 64009 ROSALIE MARTINEZ TRUSTEE END 02/25 2.0 2.0 X 900 0 0 SUSAN GEIGER TRUSTEE 2.0 0.0 X 1000 0 0 ANTONIO GURULE CLINIC ADMINISTRATOR 40.0 0.0 X 238612 0 79397 CARMELO HERNANDEZ CMO 40.0 0.0 X 451067 0 101300 CHRISTINE HETTINGER-HUNT COO 40.0 0.0 X 263743 0 90706 KONNIE MARTIN CEO 40.0 2.0 X 575125 0 96540 ROBERTA BEAN COO 40.0 0.0 X 243513 0 39619 SHANE MORTENSEN CFO 40.0 1.0 X 288443 0 52054 ZACHARY WEIDERSPON CCH ADMINISTRATOR 40.0 0.0 X 183322 0 69259 CARISSA TRIPI PHYSICIAN 40.0 0.0 X 677894 0 58250 JAMES GRIGSBY PHYSICIAN 40.0 0.0 X 423224 0 88744 JASON DEFEE PHYSICIAN 40.0 0.0 X 633506 0 69705 JULIAN MAENDEL PHYSICIAN 40.0 0.0 X 563273 0 96576 JUSTIN BUCHHOLZ PHYSICIAN 40.0 0.0 X 534813 0 69471 5945227 0 1049344 130 false true false INNOVA EMERGENCY MEDICAL ASSOCIATES PO BOX 17028 DENVER CO 80217 MEDICAL STAFF 2841486 AYA HEALTHCARE INC DEPT 3519 PO BOX 123519 DALLAS TX 735123519 MEDICAL STAFF 2741549 HECTOR DANIEL PINA 13309 BIG SKY COURT CONROE TN 77384 MEDICAL STAFF 1013560 CHG COMPANIES INC PO BOX 972651 DALLAS TX 753972651 MEDICAL STAFF 877535 FAIRSCRIPT 1700 FARNAM STREET STE 1200 OMAHA NE 68102 PHARMACY SERVICES 820932 21 329851 1618735 1508373 3456959 PATIENT SERVICE REVENUE 621990 128503834 128503834 AMBULANCE DISTRICT REVENUE 621910 654291 654291 340B PAYMENTS 456110 959278 959278 OTHER REVENUE 900099 775167 775167 0 0 0 0 130892570 627149 627149 63394 131039 -67645 0 -67645 -34120 -33525 93278 0 -93278 -93278 -93278 CAFETERIA SALES 722514 457558 457558 MISCELLANEOUS REVENUE 900099 123806 123806 RURAL CONNECTIVITY PROGRAM 900099 100025 100025 80767 0 0 80767 762156 135577911 131116401 -34120 1038671 X 72179 72179 26629 26629 4044566 2500648 1528384 15534 153569 153569 53739847 41219585 12400061 120201 1775035 1379622 386855 8558 7927825 6139251 1750532 38042 3742656 2868340 856540 17776 101122 101122 172036 172036 9350 9350 16412740 12300374 4112366 0 155896 108226 35461 12209 2061601 495172 1322533 243896 1420365 215968 1203503 894 1635352 69020 1566332 529293 254358 274935 145131 145131 577846 433384 144462 5257106 3679975 1577131 912271 189127 723144 MEDICAL SUPPLIES 20132210 20132210 PROVIDER FEES 5874110 5874110 REPAIRS & MAINTENANCE 3325675 1676261 1649414 NUTRITION SERVICES 689410 689410 1428837 487111 888065 53661 132322657 100275119 31536767 510771 3382739 3740969 7815420 8020223 196860 258885 21398651 20766079 0 0 0 0 3535486 4037476 2873204 3253764 111204130 57351138 51775784 53852992 23127458 24393065 12000 12000 916452 995001 2147530 2787987 117181584 122118441 10797918 11268182 225030 18750 0 0 15998490 15881071 2519211 3413885 29540649 30581888 X 86724457 90541552 916478 995001 87640935 91536553 117181584 122118441 X 3255254 561841 78523 X false true true true true X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false false false false false false true 9350 9350 false Schedule C, Part II-B, Line 1 DETAILED DESCRIPTION OF THE LOBBYING ACTIVITY SAN LUIS VALLEY HEALTH RECEIVED CORRESPONDENCE FROM THE COLORADO HEALTH AND HOSPITAL ASSOCIATION AND THE AMERICAN HOSPITAL ASSOCIATION REGARDING THEIR MEMBERSHIP DUES. A PORTION OF THEIR DUES WERE ATTRIBUTABLE TO LOBBYING AND APPEAR ON LINE 1I. 490312 19745 65838 80 575815 420990 21525 47833 36 490312 368233 15197 37560 420990 417934 12662 -62363 368233 179871 156789 81274 417934 1.0 0.0 0.0 false true true 3432682 3432682 69083104 36726441 32356663 19762203 13646200 6116003 18926141 6978497 11947644 53852992 Federal Income Taxes LEASE LIABILITY 2711604 DUE TO RELATED PARTY 385478 ASSET RETIREMENT OBLIGATION 270531 DUE TO THIRD PARTY PAYORS 46272 3413885 136270791 561841 0 561841 135708950 -131039 -131039 135577911 132453696 131039 131039 132322657 0 0 132322657 Schedule D, Part X, Line 2 UNCERTAIN TAX POSITIONS MANAGEMENT HAS EVALUATED THEIR INCOME TAX POSITIONS UNDER THE GUIDANCE INCLUDED IN ASC 740. BASED ON THEIR REVIEW, MANAGEMENT HAS NOT IDENTIFIED ANY MATERIAL UNCERTAIN TAX POSITIONS TO BE RECORDED OR DISCLOSED IN THE FINANCIAL STATEMENTS. Schedule D, Part V, Line 4 Intended uses of endowment funds SAN LUIS VALLEY HEALTH FOUNDATION (THE FOUNDATION) AND THE MEDICAL CENTER ARE FINANCIALLY INTERRELATED ORGANIZATIONS. THE MISSION OF THE FOUNDATION IS TO SUPPORT THE HEALTH CARE SERVICES OF THE MEDICAL CENTER AND THE COMMUNITIES IT SERVES. THE MEDICAL CENTER ACCOUNTS FOR ITS INTEREST IN THE NET ASSETS OF THE FOUNDATION IN A MANNER SIMILAR TO THE EQUITY METHOD. THE TEMPORARILY RESTRICTED NET ASSETS REPRESENTS THE INTEREST IN THE NET ASSETS OF THE FOUNDATION. WHEN ASSETS ARE TRANSFERRED TO THE SLVH BY THE FOUNDATION, THE CONTRIBUTIONS ARE RESTRICTED TO THE PURCHASE OF EQUIPMENT AND FACILITY EXPANSION. Schedule D, Part XI, Line 4(b) Other revenues in form 990 not in audited financial statements RENTAL EXPENSE RECLASSED FROM EXPENSE TO REVENUE - -131039 Schedule D, Part XII, Line 2(d) Other expenses in audited financial statements not in form 990 RENTAL EXPENSE RECLASSED FROM EXPENSE TO REVENUE - 131039 true true X true X true X 3503966 289868 3214098 0.02429 42266173 39842234 2423939 0.01832 3779811 928061 2851750 0.02155 0 0 49549950 41060163 8489787 0.06416 128110 0 128110 0.00097 1266157 0 1266157 0.00957 1437869 1156301 281568 0.00213 358 0 358 0.00000 72179 0 72179 0.00055 0 0 2904673 1156301 1748372 0.01321 0 0 52454623 42216464 10238159 0.07737 5028 5028 0.00004 892 892 0.00001 9256 9256 0.00007 0 0.0 0 0.0 18558 18558 0.00014 26368 26368 0.00020 11320 11320 0.00009 0 0.0 0 0 71422 0 71422 0.00054 true 15512784 0 18260351 17904815 355536 X true true 2 2 CONEJOS COUNTY HOSPITAL 19021 US HWY 285 LA JARA CO 81140 WWW.SANLUISVALLEYHEALTH.ORG 011020 X X X A 1 LUTHERAN HOSPITAL OF THE SLV 106 BLANCA AVE ALAMOSA CO 81101 WWW.SANLUISVALLEYHEALTH.ORG 011001 X X X X A A 2 false false true X X X X X X X X X X 22 true false false true X HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/DOCUMENTS/FILES/2022-COMMUNITY-HEALTH-NEEDS-ASSMNT.PDF X true 22 true HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/DOCUMENTS/1219_001.PDF false true X 100.0 250.0 X X X true true X X X X true X HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/ X X X X X X X true X false X X X X true X false false Schedule H, Part V, Section B, Line 5 Facility A, 1 Facility A, 1 - LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS. SLVH LEADERSHIP REPRESENTATIVES, IN COLLABORATION WITH COLORADO RURAL HEALTH CENTER, CONDUCTED A SURVEY OF INTERESTED SAN LUIS VALLEY RESIDENTS. THE SURVEY INCLUDED 44 QUESTIONS ON A VARIETY OF HEALTH AND PROVIDER ISSUES. THE HEALTH QUESTIONNAIRE FOR SLVH WAS DISTRIBUTED BY THE HOSPITAL AND THE COMMUNITY GROUP MEMBERS USING PAPER AND WEB-BASED SURVEYS. THEY WERE GIVEN TO THE COMMUNITY GROUP FOLLOWING THE FIRST MEETING AND PARTICIPANTS WERE ENCOURAGED TO HAVE THEIR COLLEAGUES, FRIENDS, AND FAMILY COMPLETE THE SURVEY AS WELL. TO AID LEADERSHIP REPRESENTATIVES IN THE ASSESSMENT OF THE COMMUNITY'S HEALTH NEEDS, THE COMMUNITY GROUP WAS COMPRISED OF INTERESTED AGENCIES AND ORGANIZATIONS SERVING HEALTH, EDUCATION, COMMERCIAL AND GOVERNMENT INTERESTS IN THE SAN LUIS VALLEY. - ADAMS STATE UNIVERSITY - ADAMS STATE UNIVERSITY VETERANS PROGRAM - BLUE PEAKS DEVELOPMENTAL SERVICES - CITY OF ALAMOSA AND CITY COUNCIL - CITY OF MONTE VISTA AND CITY COUNCIL - RIO GRANDE COUNTY PUBLIC HEALTH - SAN LUIS VALLEY BEHAVIORAL HEALTH GROUP - SAN LUIS VALLEY DEVELOPMENT RESOURCE GROUP - SAN LUIS VALLEY PUBLIC HEALTH PARTNERSHIPS - SAN LUIS VALLEY SMALL BUSINESS DEVELOPMENT CENTER - VALLEY WIDE HEALTH SYSTEMS - VALLEY WIDE HEALTH SYSTEMS, NURSE - FAMILY PARTNERSHIPS Schedule H, Part V, Section B, Line 11 Facility A, 1 Facility A, 1 - LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS. SAN LUIS VALLEY HEALTH (SLVH) COMPLETED THEIR COMMUNITY HEALTH NEEDS ASSESSMENT IN THE SPRING/SUMMER OF 2022. THE FOLLOWING PRIORITIES WERE IDENTIFIED AS PRESSING COMMUNITY HEALTH NEEDS FOR THE SAN LUIS VALLEY (SLV) REGION: 1. ACCESS TO CARE A. AS AN INTEGRATED HEALTH CARE ORGANIZATION, SLVH ASPIRES TO ACHIEVE THE QUADRUPLE AIM IN MEETING THE HEALTH CARE NEEDS OF PATIENTS. THIS INCLUDES: 1) ENHANCING ACCESS AND PATIENT SATISFACTION; 2) IMPROVING OUTCOMES; 3) REDUCING COST; AND 4) IMPROVING PROVIDER AND STAFF SATISFACTION. SLVH MONITORS PATIENT EXPERIENCES OF CARE (PEC) THROUGH PARTICIPATION IN INNOVATIVE PRIMARY CARE TRANSFORMATION MODELS FOCUSED ON THE WHOLE PERSON, IN A PATIENT-CENTERED MODEL. CLINIC MEASURES INCLUDE TIMELY APPOINTMENTS, CARE, AND INFORMATION; HOW WELL PROVIDERS COMMUNICATE; ATTENTION TO CARE FROM OTHER PROVIDERS; PROVIDERS SUPPORT PATIENTS IN TAKING CARE OF OWN HEALTH; AND PATIENT RATING OF PROVIDER AND CARE. IN ADDITION, SLVH PARTICIPATES IN ANALYTICS AND STRATEGIC ADVISORY SOLUTIONS THROUGH PRESS GANEY AND INCLUDES SEVERAL MEASURES AS STRATEGIC PRIORITIES, REVIEWED QUARTERLY BY SLVH DEPARTMENTS, LEADERSHIP, SENIOR TEAM, AND THE GOVERNING BOARD. TO PROMOTE ADVANCEMENT TOWARD ORGANIZATIONAL GOALS AND OBJECTIVES, MEASURES THAT FALL BELOW ORGANIZATIONAL GOALS ARE IDENTIFIED FOR PERFORMANCE AND PROCESS IMPROVEMENTS. B. SLVH HAS DEVELOPED PROCESSES TO INCREASE ACCESS TO PATIENT CARE BY OPTIMIZING CLINIC SCHEDULES AND STAFFING PATTERNS SO THAT PATIENTS ARE SCHEDULED WITH THEIR PRIMARY CARE PROVIDER (PCP) AS A FIRST CHOICE OR ANOTHER PROVIDER ON THEIR HEALTH CARE TEAM AS A SECOND CHOICE, OR OFFERED AN ACUTE CARE VISIT WITH THE ACUTE CARE PROVIDER. PRIMARY CARE CLINICS HAVE ALSO EXTENDED WEEKDAY HOURS OF OPERATION WEEKDAYS. IN RESPONSE TO THE COVID-19 PANDEMIC, SLVH TELEHEALTH AND TELEMEDICINE SERVICES WERE IMPLEMENTED USING A SECURE, HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT (HIPAA) PLATFORM. TELEHEALTH SERVICES PROVIDE AN IMPORTANT METHOD TO STAY CONNECTED TO SOME OF THE ORGANIZATION'S MOST VULNERABLE PATIENT POPULATIONS WHILE ACCOUNTING FOR SOCIAL DISTANCING FOR PATIENTS AND STAFF. THIS GROUP OF PATIENTS INCLUDES THOSE WITH SERIOUS HEALTH CARE CONDITIONS, INCLUDING CANCER, DIABETES, CARDIAC, AND PRENATAL CONDITIONS, AS WELL AS THOSE WHO HAVE SIGNIFICANT SOCIAL BARRIERS INCLUDING TRANSPORTATION, FINANCIAL, AND OTHER SOCIAL EMOTIONAL ISSUES. THE SERVICE QUICKLY MET OR EXCEEDED PATIENTS' EXPECTATIONS OF CONVENIENCE AND QUALITY. TELEHEALTH AIMS TO PROVIDE AN ALTERNATIVE VISIT OPTION FOR PATIENTS, AS PART OF BEST PRACTICES ENCOURAGED THROUGH TEAM BASED CARE AND ALTERNATIVE PAYMENT MODEL BEST PRACTICES. BY MAKING VISITS MORE CONVENIENT AND ACCESSIBLE, SLVH EXPECTS TO BETTER-ADDRESS POPULATION HEALTH THROUGH ENHANCING CARE PLAN ADHERENCE. SLVH ALSO OPENED A DEDICATED RESPIRATORY CLINIC AT THE ONSET OF THE PANDEMIC FOR ACUTE RESPIRATORY CONDITIONS, INCLUDING COVID. THIS HELPED SEGREGATE PATIENT POPULATIONS SEEKING MEDICAL CARE. C. SLVH CONTINUES TO EVALUATE AND ASSESS POTENTIAL SERVICE LINES TO BENEFIT THE HEALTH NEEDS OF OUR PATIENT POPULATION. NEPHROLOGY SERVICE DAYS HAVE RECENTLY BEEN INCREASED, AND CARDIOLOGY SERVICE EXPANSIONS ARE UNDER CONSIDERATION. MONITOR CLINIC ACCESS AND MEASURE 3RD NEXT AVAILABLE APPOINTMENTS WITHIN 3 DAYS OF DEMAND. (ACCORDING TO RESEARCH, 3RD NEXT AVAILABLE NATIONAL AVERAGE FOR HOSPITAL-OWNED CLINICS IS 3 DAYS PER MGMA, BUT BEST PRACTICE/THE ULTIMATE GOAL IS 0 DAYS FOR PRIMARY CARE.) SLVH'S GOAL IS AN AVERAGE OF 3 DAYS AMONG ITS PRIMARY CARE CLINIC SITES (INCLUDING WOMEN'S HEALTH AND PEDIATRIC CLINICS. PRIMARY CARE PROVIDER (PCP) SCHEDULES ALSO ALLOW ACCESS FOR POST-HOSPITAL AND EMERGENCY DEPARTMENT FOLLOW UP TO ENSURE PATIENTS CONNECT TO THEIR PCP FOR CONTINUITY OF CARE. PROVIDERS ALSO MAINTAIN TWO ACUTE, SAME DAY APPOINTMENTS. SLVH IS CURRENTLY ABLE TO OFFER THE NEXT AVAILABLE APPOINTMENT WITHIN 3.75 DAYS. PRIMARY CARE PROVIDER RECRUITMENT EFFORTS HAVE AN INCREASED FOCUS DUE TO PROVIDER VACANCIES AND CONTINUED HIGHER DEMANDS FOR CARE D. ON MARCH 10, 2020, IN RESPONSE TO THE GLOBAL COVID-19 PANDEMIC, SLVH LEADERSHIP INITIATED ITS HOSPITAL EMERGENCY INCIDENT COMMAND SYSTEM. ORGANIZATIONAL OBJECTIVES WERE: CARING FOR OUR COMMUNITY BY PROVIDING ESSENTIAL HEALTH CARE SERVICES; AND, ENSURING THE SAFETY AND WELLBEING OF OUR TEAM. OVERALL COMMUNITY SUPPORT INCLUDED PARTICIPATION ON THE SLV HEALTH CARE COALITION, ESTABLISHING A NURSE TELEPHONE TRIAGE SYSTEM TO HELP DIRECT AND GUIDE PATIENTS APPROPRIATELY, AND ESTABLISHING TELEMED AND VIRTUAL VISITS FOR PATIENTS TO MAINTAIN ACCESS TO MEDICAL SERVICES. VACCINATION PODS (POINT OF DISTRIBUTION) WERE IMPLEMENTED TO ADMINISTER VACCINATIONS TO LARGE GROUPS OF THE ELIGIBLE POPULATION, EVENTUALLY TRANSITIONING VACCINATION DELIVERY INTO DAY-TO-DAY OPERATIONS WITHIN CLINIC SETTINGS. E. TRANSPORTATION ISSUES AND BARRIERS OFTEN DETER MAXIMAL HEALTH CARE UTILIZATION. SLVH PROVIDED A $25,000 DONATION TOWARD THE PURCHASE OF A TRANSPORT VEHICLE THAT IS SPECIALLY EQUIPPED TO ACCOMMODATE PATIENTS IN WHEELCHAIRS. THE NEW VAN WAS PURCHASED BY VALLEY-WIDE HEALTH SYSTEMS, INC., AND ADDS TO THE FLEET OF VEHICLES OFFERED BY THE "VALLEY-WIDE RIDE" PROGRAM TO HELP ADDRESS TRANSPORTATION NEEDS FOR MEDICAL AND NON-MEDICAL APPOINTMENTS FOR THE SLV POPULATION 2. CHRONIC DISEASE MANAGEMENT A. SLVH HAS WORKED TO IMPROVE COMMUNICATION THROUGH APPROPRIATE EXCHANGE OF INFORMATION THROUGH THE CONTINUUM OF CARE TO SUPPORT OVERALL HEALTH CARE MANAGEMENT. EMPHASIS HAS BEEN PLACED ON THE USE OF CARE COORDINATION TO ENSURE PATIENTS AND THEIR INFORMATION FOLLOWS THEM AT ALL CARE LEVELS. IN OCTOBER 2020, SLVH TRANSITIONED THEIR ELECTRONIC HEALTH RECORD TO A COMPREHENSIVE AND INTEGRATED SYSTEM THAT SUPPORTS AVAILABILITY OF INFORMATION AT EVERY LEVEL OF CARE WITHIN SLVH INCLUDING ALL FUNCTIONS OF HEALTH CARE SERVICES, BILLING, DATA AND ANALYSIS TO SUPPORT APPROPRIATE UTILIZATION, EVALUATION, AND PERFORMANCE IMPROVEMENT PROCESSES. FOCUSING ON THE IDENTIFICATION OF PATIENTS' PCP WILL HELP DRIVE CHRONIC DISEASE MANAGEMENT WHILE IMPROVING PATIENT/PROVIDER RELATIONSHIPS AND EXPERIENCES, ACCESS, CONTINUITY OF CARE, TRANSITIONS OF CARE, AND COMMUNICATION AMONG PROVIDERS. B. SLVH CONTINUES TO ORGANIZE, PARTICIPATE, AND CONTRIBUTE TO LOCAL FOOD BANKS AND HELPS ASSEMBLE AND DISTRIBUTE FOOD BOXES DURING THE HOLIDAYS. Schedule H, Part V, Section B, Line 11 Facility A, 2 Facility A, 2 - LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS. 3. MENTAL HEALTH PREVENTION AND IMPROVEMENT A. IN ORDER TO IMPROVE PATIENT SAFETY, ADVANCE INTEGRATED BEHAVIORAL HEALTH (BH) SERVICES AND SCREENINGS IN EMERGENCY DEPARTMENTS (ED) HELP IDENTIFY HIGH-RISK PATIENTS, SLVH HAS CONTINUED TO DEVELOP ITS BH DEPARTMENT AND HIRED AN ADDITIONAL LICENSED CLINICAL SOCIAL WORKER TO PROVIDE DIRECT THERAPY SERVICES. THE DEPARTMENT IS WORKING TO EXPAND BEHAVIORAL HEALTH SERVICES AND INCREASE A BEHAVIOR HEALTH CONSULTANT FTE TO WORK IN THE INPATIENT SETTING TO PROVIDE BRIEF INTERVENTIONS, WARM HAND-OFFS AND REFERRALS INTO AMBULATORY CARE. SLVH HAS EXPANDED MEDICATION ASSISTED THERAPY (MAT) IN CLINIC SETTINGS, AND CONTINUES TO PARTNER WITH EXTERNAL AGENCIES TO IMPLEMENT AND/OR SUPPORT BEHAVIORAL HEALTH RESOURCES WITHIN THE ORGANIZATION AS WELL AS WITHIN THE COMMUNITY. BEHAVIORAL HEALTH WORKFORCE SHORTAGES CHALLENGE RECRUITMENT AND RETENTION ORGANIZATIONALLY AS WELL AS AMONG COMMUNITY PARTNERS. IN ADDITION, COVID HAS LIMITED THE ROLE OF COMMUNITY PARTNERS PROVIDING IN-PERSON CRISIS-LEVEL EVALUATIONS. B. SLVH STANDARDIZED SCREENINGS IN EDS TO BE MORE EFFECTIVE IN ADDRESSING AND PROVIDING PROTECTIVE FACTORS DURING CLINICAL VISITS. THIS BEGINS WITH GENERAL SCREENING DURING NURSE TRIAGE TO IDENTIFY PATIENTS AT RISK, FOLLOWED BY MORE INTENSE SCREENING, FOLLOWING THE EVIDENCE-BASED COLUMBIA SUICIDE SEVERITY RATING SCALE. SLVH HAS ALSO UPDATED ITS POLICY AND PROCEDURES FOR PATIENTS WHO ARE AT RISK FOR SELF-DESTRUCTIVE BEHAVIOR TO PROVIDE, AS BEST AS POSSIBLE, A SAFE ENVIRONMENT, APPROPRIATE MEDICAL SCREENING, AND CRISIS BEHAVIORAL HEALTH CARE SERVICES. I. SEPTEMBER 2020, SLVH PARTICIPATED IN NATIONAL SUICIDE PREVENTION MONTH THROUGH SLV VOICES, A LOCAL PODCAST DISCUSSION, TO HELP LISTENER LEARN MORE ABOUT TOOLS AND STRATEGIES TO COPE WITH STRESS AND LIFE CHALLENGES, AND SERVICES AVAILABLE TO HELP. II. SLVH HAS INITIATED A SYSTEM-WIDE APPROACH TO SUICIDE PREVENTION THROUGH THE ZERO SUICIDE INITIATIVE. DURING THE MONTH OF FEBRUARY 2022, SLVH WILL OFFER QUESTION, PERSUADE, AND REFER (QPR) TRAIN THE TRAINER COURSEWORK FOR APPROXIMATELY 20 STAFF, WHO WILL THEN PROCEED TRAINING OTHER CARE PROVIDERS WITHIN THE ORGANIZATION. C. SLVH CONTINUES EFFORTS TO IMPROVE TRANSITIONS OF CARE THROUGH SAFE DISCHARGE PLANNING, COORDINATED ACCESS TO BH SERVICES IN PRIMARY CARE SETTINGS, CONNECTING PATIENTS TO COMMUNITY-BASED SERVICES AND RESOURCES, AND ENSURING FOLLOW UP AT APPROPRIATE INTERVALS. D. SLVH PARTICIPATES WITH A PRACTICE IMPROVEMENT INITIATIVE TO IMPROVE INTEGRATED CARE FOR WOMEN AND BABIES (JUNE 2020), EXPANDING THE NUMBER OF PROVIDERS INDUCTING PATIENTS INTO MAT THERAPY AND INCREASING AVAILABILITY OF BEHAVIOR HEALTH SERVICES IN ITS WOMEN'S HEALTH CLINIC. E. SLVH INCREASED STAFFING RESOURCES FOR DISCHARGE PLANNING AT ITS CONEJOS COUNTY HOSPITAL. F. SLVH'S COO PARTICIPATES ON THE LAW ENFORCEMENT ASSISTED DIVERSION (LEAD) ADVISORY BOARD. REPRESENTATION HAS LED TO AN IMPORTANT PARTNERSHIP BETWEEN SLVH CLINICAL SERVICES AND THE PROGRAM TO DEVELOP A COMMUNITY REFERRAL PATHWAY USING ORGANIZATIONAL CONTACTS. 4. SUBSTANCE ABUSE PREVENTION, TREATMENT AND RECOVERY A. SLVH, ALONG WITH OTHER COMMUNITY PARTNERS, HAVE DEMONSTRATED A LONG-STANDING COMMITMENT TO SERVE PATIENTS WITH SUBSTANCE USE DISORDERS. THIS INCLUDES REGION-WIDE STANDARDIZED PAIN MANAGEMENT AGREEMENTS, IMPLEMENTATION OF EVIDENCE-BASED STANDARDS AND BEST PRACTICES TO LIMIT OPIOID USE AND INCREASE ALTERNATIVES TO OPIOIDS AS A FIRST LINE TREATMENT IN EDS AND DURING HOSPITALIZATIONS, IMPLEMENT HARM REDUCTION STRATEGIES, AND COMPLETE REFERRALS FOR SUBSTANCE USE TREATMENT. SLVH HAS CONTINUED TO PARTICIPATE IN COMMUNITY-WIDE EFFORTS TO DEVELOP COMMUNITY-BASED RESOURCES AND SERVICES TO INCLUDE PATIENT ADVOCATES, PUBLIC SAFETY, AND EARLY DIVERSION FROM THE CRIMINAL JUSTICE SYSTEM. B. SLVH PARTICIPATED IN THE COLORADO HEALTH ASSOCIATION'S CLINICIANS UNITED TO RESOLVE THE EPIDEMIC (CURE) INITIATIVE IN ACCORDANCE WITH THE NATION'S FIRST COMPREHENSIVE, MULTISPECIALTY MEDICAL GUIDELINES. GUIDELINES FOLLOWED THE FOUR PILLARS OF LIMITING OPIOID USE; INCREASING ALTERNATIVES TO OPIOIDS AS A FIRST LINE TREATMENT; IMPLEMENTING HARM REDUCTION STRATEGIES; AND IMPROVING TREATMENT AND REFERRAL OF PATIENTS WITH OPIOID USE DISORDER. C. SLVH CONTINUES EFFORTS TO USE A MULTISPECIALTY MEDICAL APPROACH TO ADDRESS OPIOID MANAGEMENT, IMPROVE TRANSITIONS OF CARE THROUGH A SAFE DISCHARGE PLAN, IMPROVE ACCESS TO INTEGRATED PRIMARY HEALTH CARE SERVICES, CARE COORDINATION, AND FOLLOW UP IN THE LOCAL HEALTH CARE SYSTEM. 5. POVERTY MITIGATION A. SLVH IS COMMITTED TO WORKING WITH COMMUNITY PARTNERS ON FOCUS GROUPS, WORKFORCE COMMITTEES AND ACTIVITIES DEVELOPED AND INTENDED TO STRENGTHEN BOTH THE LOCAL WORKFORCE PIPELINE AND STRENGTHEN THE LOCAL ECONOMY. B. SLVH REALIZES ITS STAFF IS ITS MOST VALUABLE ASSET IN ACHIEVING ITS MISSION AND VISION. SLVH CONTINUES TO INVEST IN A COST-EFFECTIVE, SUSTAINABLE EDUCATION PLAN TO ADDRESS THE NEEDS OF THE WORKFORCE AND SUPPORT THE ORGANIZATION'S MISSION. SPECIAL ATTENTION HAS BEEN DEVOTED TO DEVELOPING EMERGING STAFF AND PROVIDER LEADERS THROUGH INTERNAL AND EXTERNAL SOURCES. SLVH HAS AN ESTABLISHED EDUCATION COMMITTEE THAT FINANCIALLY SUPPORTS EMPLOYEES WHO ADVANCE THEIR KNOWLEDGE, SKILLS, AND COMPETENCIES THROUGH FORMAL TRAINING. EMPLOYEES ARE ASKED FOR AN EMPLOYMENT COMMITMENT OF UP TO FIVE YEARS FOLLOWING THE COMPLETION OF THE TRAINING/EDUCATION PROGRAM. THESE EFFORTS HAVE HAD POSITIVE RESULTS IN RECRUITING AND RETAINING STAFF POSITIONS INCLUDING HEALTH CARE PROVIDERS, NURSES, PARAMEDICS, AND ANCILLARY STAFF POSITIONS. POSITIVE STAFFING IMPACTS ARE OFTEN MORE ALIGNED TO THE COMMUNITY ORGANIZATIONAL OBJECTIVES, AND IMPORTANTLY MISSION AND VISION AND SUPPORT LONGER-TERM EMPLOYMENT COMMITMENTS. SLVH ALSO OFFERS A NURSING RESIDENCY PROGRAM, HOSTING MEDICAL AND NURSING STUDENTS AND INTERNS, AND MENTORING MASTER-LEVEL CANDIDATES. SLVH DEVELOPMENT EFFORTS INCLUDE: - NURSE RESIDENT PROGRAM - 60 PARTICIPANTS AND EMPLOYED BY SLVH - NURSE INTERNS - GROW-YOUR-OWN TECHNICAL STAFF - CARDIAC SONOGRAPHER - U/S SONOGRAPHER - MEDICAL LABORATORY TECHNICIAN - EDUCATION COMMITTEE - INVESTING IN 33 EMPLOYEES IN 2020, AND 10 IN 2021 - NURSING PROGRAMS - BREASTFEEDING CERTIFICATION - CERTIFIED CODERS - INTERPRETATION - MEDITECH TRAINING C. SLVH HAS ESTABLISHED ORGANIZATIONAL GOALS TO IMPROVE OR MAINTAIN TURNOVER RATES*: I. ALL STAFF GOAL - <22% II. PROVIDER STAFF GOAL - <16% D. SLVH HAS ESTABLISHED RATES TO RETAIN STAFF WITH A GOAL OF 80%. SEVERAL TACTICS SUPPORT THESE EFFORTS TO ACHIEVE THIS MEASURE. * *WHILE SLVH HAS HISTORICALLY MET AND EXCEEDED THESE GOALS THE LAST SEVERAL YEARS, COVID HAS HAD AN UNPRECEDENTED AND SIGNIFICANT EFFECT ON FILLING STAFF VACANCIES, THE NEED TO CROSS-TRAIN STAFF TO COVER VACANT SHIFTS, AND THE STAFF WHO HAVE LEFT THE ORGANIZATION TO TAKE MUCH MORE LUCRATIVE (BUT SHORT-TERM) TRAVEL AND LOCUM ASSIGNMENTS. MULTI-PRONGED APPROACHES HAVE BEEN IMPLEMENTED TO ADDRESS WORKFORCE CHALLENGES. Schedule H, Part V, Section B, Line 16 Facility A, 1 Facility A, 1 - LUTHERAN HOSPITAL ASSOC OF THE SAN LUIS. THE FINANCIAL ASSISTANCE POLICY CAN ALSO BE FOUND BY GOING TO THE HOME PAGE OF ORGANIZATION'S WEBSITE, UNDER QUICK LINKS CLICK ON GET FINANCIAL ASSISTANCE AND THERE WILL BE A FINANCIAL ASSISTANCE POLICY HYPERLINK. INFORMATION FOR THE FAP APPLICATION FORM CAN ALSO BE FOUND BY GOING TO THE HOME PAGE OF ORGANIZATION'S WEBSITE, UNDER QUICK LINKS CLICK ON "GET FINANCIAL ASSISTANCE THERE WILL BE AN "APPLICATION" HYPERLINK. THE PLAIN LANGUAGE SUMMARY CAN ALSO BE FOUND BY GOING TO THE HOME PAGE OF ORGANIZATION'S WEBSITE, UNDER QUICK LINKS CLICK ON "GET FINANCIAL ASSISTANCE THERE WILL BE A "PLAIN LANGUAGE SUMMARY" HYPERLINK. 5 STUART AVENUE CLINIC 2115 STUART ST ALAMOSA CO 81101 PHYSICIAN CLINIC RURAL HEALTH CLINIC - ANTONITO 115 MAIN ST ANTONITO CO 81120 RURAL HEALTH CLINIC RURAL HEALTH CLINIC - LA JARA 509 MAIN ST LA JARA CO 81140 RURAL HEALTH CLINIC RURAL HEALTH CLINIC - MONTE VISTA 103 CHICO COURT MONTE VISTA CO 81144 RURAL HEALTH CLINIC MONTE VISTA PRO THERAPY 2360 SHERMAN AVENUE MONTE VISTA CO 81144 SPORTS MEDICINE PHYSICAL THERAPY Schedule H, Part I, Line 3c ELIGIBILITY FACTORS OTHER THAN FPG IN ADDITION TO THE FEDERAL POVERTY GUIDELINES THE FOLLOWING ELIGIBILITY CRITERIA ARE ALSO USED TO DETERMINE FINANCIAL ASSISTANCE ELIGIBILITY MEDICAL INDIGENCY, INSURANCE STATUS AND UNDERINSURANCE STATUS. Schedule H, Part II LINES 1-10 EACH OF THE COMMUNITY BUILDING ACTIVITIES PROMOTE THE HEALTH OF THE COMMUNITY BY SUPPORTING COMMUNITY INITIATIVES SUCH AS ADOPT-A-FAMILY AT CHRISTMAS, PREPARING FOOD BOXES AT THE LOCAL FOOD BANK, HIGHWAY CLEAN UP, EARLY CHILDHOOD COUNCILS, ETC. Schedule H, Part III, Line 8 MEDICARE SHORTFALL ALL OF THE MEDICARE SHORTFALL SHOULD BE TREATED AS COMMUNITY BENEFIT BECAUSE HOSPITALS ARE REQUIRED TO TREAT PATIENTS REGARDLESS OF THEIR ABILITY TO PAY. AS A RURAL HOSPITAL IN SOUTHERN COLORADO, SAN LUIS VALLEY HEALTH, IS CRITICAL TO PROVIDING HEALTHCARE IN AN AREA THAT HAS LIMITED ACCESS TO SPECIALTY CARE. ACCESSIBLE, HIGH-QUALITY HEALTHCARE IS NEEDED FOR THE OVERALL HEALTH OF THE RESIDENTS OF THE SAN LUIS VALLEY EVEN IF MEDICARE REIMBURSEMENT DOES NOT MEET THE COST OF PROVIDING THAT CARE. RURAL HEALTHCARE IS OFTEN MORE COSTLY AS PATIENTS TEND TO HAVE A HIGHER THAN AVERAGE ACUITY AND LENGTH OF STAY DUE TO LIMITED SPECIALTY CARE IN THE TREATMENT AND PATIENT CARE FOLLOW PROCESS. THE MEDICARE SHORTFALL REFLECTS THE EXCESS OF COSTS CONSISTENTLY DRIVEN UP BY REGULATORY REQUIREMENTS, SKILLED LABOR SHORTAGES AND EVOLVING MEDICAL AND INFORMATION TECHNOLOGY, ABOVE NON-NEGOTIABLE PAYMENTS BASED ON UPDATES THAT HAVE FALLEN BEHIND ACTUAL HEALTHCARE COST INFLATION. THE MEDICARE COST REPORT WAS USED TO DETERMINE THE COST OF CARE REPORTED. Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance THE ORGANIZATION USED A COST-TO-CHARGE RATIO FOR LINES 7A,7B AND 7C. THE COST-TO-CHARGE RATIO WAS DERIVED FROM WORKSHEET 2, RATIO OF PATIENT CARE COST-TO-CHARGES. THE INFORMATION FOR LINES 7E THROUGH 7I WAS DERIVED FROM INFORMATION IN THE GENERAL LEDGER AND OTHER FINANCIAL DATA RELATED SPECIFICALLY TO THE VARIOUS TYPES OF COMMUNITY BENEFITS. Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount THE HOSPITAL HAS ADOPTED THE NEW REVENUE RECOGNITION STANDARD ASU 2014-09. UNDER ASU 2014-09, THE ESTIMATED AMOUNTS DUE FROM PATIENTS FOR WHICH THE HOSPITAL DOES NOT EXPECT TO BE ENTITLED OR COLLECT FROM THE PATIENTS ARE CONSIDERED IMPLICIT PRICE CONCESSIONS AND EXCLUDED FROM THE HOSPITAL'S ESTIMATION OF THE TRANSACTION PRICE OR REVENUE RECORDED. BAD DEBT EXPENSE WAS NOT SIGNIFICANT TO THE AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30, 2025. HOWEVER, THE HOSPITAL INTERNALLY TRACKS BAD DEBT EXPENSE CONSISTENT WITH HISTORICAL PRACTICES AND THAT AMOUNT HAS BEEN REPORTED ON SCHEDULE H, PART III, SECTION A, LINE 2. Schedule H, Part III, Line 3 Bad Debt Expense Methodology THE ORGANIZATION DOES NOT CONSIDER ANY OF ITS BAD DEBT EXPENSE TO BE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE ORGANIZATION'S FINANCIAL ASSISTANCE POLICY. Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance A. PATIENTS ARE CONTACTED BY BROCHURE, MAIL AND PHONE CALLS FROM A FINANCIAL COUNSELOR, OR THE PATIENT ACCESS MANAGER. LETTERS SENT, BROCHURES GIVEN AND OUTBOUND PHONE CALLS AND RESPONSES ARE NOTED IN PATIENT NOTES IN THE PATIENT'S PROFILE. B. PATIENTS WHO QUALIFY FOR ASSISTANCE WILL PRESENT INFORMATION TO THE FINANCIAL COUNSELORS WHO WILL UPDATE THE REGISTRATION SECTION OF THE PATIENT PROFILE. BILINGUAL COUNSELORS OR INTERPRETERS ARE AVAILABLE. C. PATIENTS WILL BE INFORMED OF THEIR RESPONSIBILITY TO PAY CO-PAYMENTS OR OTHER SLIDING FEE PATIENT RESPONSIBILITY AMOUNTS. THEY WILL BE INFORMED IN PERSON AND BY PHONE WHENEVER POSSIBLE. PAYMENT PLANS ARE ALWAYS OFFERED FOR PATIENTS WHO CANNOT AFFORD THEIR PORTION. D. PATIENTS WHO DO NOT PAY THEIR PORTION OR CO-PAYMENT WILL RECEIVE AN INVOICE, PRINTED IN ENGLISH AND SPANISH, DIRECTING THEM TO PAY OR TO CALL. IF THE PATIENT CALLS AND REQUESTS ASSISTANCE FROM THE FINANCIAL COUNSELOR, THEY WILL BE DIRECTED TO THE CUSTOMER SERVICE PHONE NUMBER. E. PATIENTS WILL RECEIVE UP TO 3 LETTERS AND 2 PHONE CALLS FROM A CONTRACTED, 3RD PARTY VENDOR WHO HAVE BILINGUAL SPECIALISTS. WHEN 90 DAYS HAVE PASSED WITHOUT ANY RESPONSE FROM THE PATIENT, THE ACCOUNT WILL BE REVIEWED BY THE PATIENT ACCESS MANAGER AS WELL AS THE PATIENT ACCOUNT MANAGER-CASH POSTING, BOTH MEMBERS OF THE BUSINESS REVENUE CYCLE TEAM. F. UPON REVIEW, IF THE PORTION IS DEEMED TO BE THE RESPONSIBILITY OF THE PATIENT, THE PROCESS TOWARD COLLECTIONS WILL BEGIN. A LETTER IS SENT TO THE PATIENT FROM THE THIRD PARTY COMPANY. THE THIRD PARTY COLLECTION COMPANY FOLLOWS LEGAL PROCEEDINGS AT THIS POINT. Schedule H, Part V, Section B, Line 16a FAP website A - LUTHERAN HOSPITAL OF THE SLV: Line 16a URL: HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/; Schedule H, Part V, Section B, Line 16b FAP Application website A - LUTHERAN HOSPITAL OF THE SLV: Line 16b URL: HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/; Schedule H, Part V, Section B, Line 16c FAP plain language summary website A - LUTHERAN HOSPITAL OF THE SLV: Line 16c URL: HTTPS://WWW.SANLUISVALLEYHEALTH.ORG/PATIENT-CENTER/BILLING-FINANCIAL/FINANCIAL-ASSISTANCE/; Schedule H, Part VI, Line 2 Needs assessment SLV HEALTH SUBMITS MANY GRANTS EVERY YEAR TO IMPROVE COMMUNITY HEALTH. EACH GRANT INCLUDES A SUMMARY OF KNOWN HEALTH DATA TO JUSTIFY THE NEED FOR THE FUNDS. AS A CONSEQUENCE, WE ARE VERY ATTUNED TO OUR COMMUNITY HEALTH NEEDS. THROUGH COMMUNICATION WITH PROVIDERS AND COMMUNITY NON-PROFITS, THIS NEED IS ADDRESSED AS REQUIRED. SAMPLE CURRENT AND PAST PROGRAMMING HAVE INCLUDED FREE COLONOSCOPIES, BREAST HEALTH RELATED TESTING, PSA TESTING AND MUCH MORE. Schedule H, Part VI, Line 3 Patient education of eligibility for assistance SLV HEALTH PROVIDES A PATIENT FINANCIAL COUNSELOR WHO IDENTIFIES RESOURCES AND ELIGIBILITY ASSESSMENT FOR PROGRAMS THROUGH FEDERAL AND STATE GOVERNMENT PROGRAMS, AS WELL AS GRANT FUNDED PROGRAMS. WE ALSO PROVIDE A SLIDING FEE SCALE FOR SERVICE FOR THOSE SELF-PAY PATIENTS NOT FITTING WITHIN ANY OF THESE PROGRAMS. PAY PLANS ARE ALSO SET UP FOR SELF-PAY PATIENTS. Schedule H, Part VI, Line 4 Community information LOCATED IN SOUTH-CENTRAL COLORADO, THE SAN LUIS VALLEY (SLV) IS THE LARGEST AND HIGHEST VALLEY IN NORTH AMERICA, SURROUNDED BY MOUNTAIN RANGES THAT EFFECTIVELY ISOLATE THE SLV FROM OTHER MEDICAL RESOURCES. THE SLV CONSISTS OF THREE RURAL AND THREE FRONTIER* COUNTIES COVERING 8194 SQUARE MILES, LARGER THAN THE STATE OF DELAWARE. FIVE OF THE SIX COUNTIES ARE FEDERALLY DESIGNATED AS MEDICALLY UNDERSERVED AND ALL SIX COUNTIES ARE FEDERALLY DESIGNATED AS HEALTH PROFESSIONAL SHORTAGE AREAS, INDICATING SHORTAGES IN PRIMARY CARE MEDICAL SERVICES, DENTAL CARE, OR MENTAL HEALTH CARE. THE SLV HAS A DIVERSE POPULATION OF APPROXIMATELY 47,000 RESIDENTS, WITH 45% WHO IDENTIFY AS HISPANIC, LATINO, OR OF SPANISH ORIGIN. ADDITIONALLY, THERE IS A LARGE POPULATION OF MIGRANT FARM WORKERS PREDOMINANTLY AGRICULTURAL IN NATURE. FIVE OF THE SIX COUNTIES HAVE THE HIGHEST PERCENT OF RESIDENTS THAT SPEAK A LANGUAGE OTHER THAN ENGLISH COMPARED TO THE STATE OVERALL. THE SLV IS ONE OF THE POOREST AREAS IN COLORADO WITH 21.4% LIVING IN POVERTY COMPARED TO 9.6% FOR THE STATE. THE SLV'S UNINSURED RATE IS 13% COMPARED TO 9% FOR COLORADO, AND 38.4% OF SLV RESIDENTS ARE ON MEDICAID. *FRONTIER AREAS DEFINED AS COUNTIES HAVING A POPULATION DENSITY OF SIX OR FEWER PEOPLE PER SQUARE MILE, FACE CHALLENGES IN PROVIDING ACCESS TO HEALTH AND HUMAN SERVICES WHICH ARE EVEN GREATER THAN THE CHALLENGES FACED BY OTHER RURAL COMMUNITIES. Schedule H, Part VI, Line 5 Promotion of community health SLVH IS ACTIVE IN THE COMMUNITY AND SUPPORTS STAFF WHO PROVIDE COMMUNITY RESOURCES IN AREAS THAT INCLUDE HEALTH EDUCATION AND INFORMATION, PROMOTING SAFETY AND WELLNESS TO THE GENERAL POPULATION, AND SPONSORS BEHAVIORAL HEALTH SUPPORT GROUPS. HOSPITAL LEADERSHIP AND CLINICAL PROVIDERS CONDUCT HEALTH EDUCATION INFORMATION IN THE AREAS OF ADOLESCENT HEALTH, ARE FOR PATIENTS WITH DEMENTIA, SKIN CARE, AND WOMEN'S HEALTH. SLVH STAFF ALSO PARTICIPATE IN COMMUNITY HEALTH INITIATIVES SUCH AS ADOLESCENT PREVENTION COALITIONS, OPIOID USE/ABUSE TASK FORCE, A NEONATAL TASK FORCE, COORDINATION OF HEALTH CARE SERVICES ACROSS THE CONTINUUM, AND WORKFORCE DEVELOPMENT ISSUES. PATIENT AND FAMILY ADVISORY COUNCILS HAVE ALSO BEEN ESTABLISHED TO BRING THE VOICE OF PATIENTS AND THEIR FAMILIES INTO PROGRAM DESIGN AND IMPROVEMENT PROCESSES. Schedule H, Part VI, Line 6 Affiliated health care system SLV HEALTH HAS A PROFESSIONAL AFFILIATION WITH CENTURA HEALTH SYSTEMS TO COORDINATE CARE FOR OUR SHARED PATIENTS. Schedule H, Part VI, Line 7 State filing of community benefit report CO true SAN LUIS VALLEY RETAC 8900 INDEPENDENCE WAY ALAMOSA CO 81101 841567701 501(C)(3) 27000 AMBULANCE REGIONAL TRANSPORTATION 1 0 SCHOLARSHIPS 11 26629 Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds FUNDS ARE PROVIDED TO BE USED FOR DESIGNATED PURPOSES ONLY. ALL GRANTEES ARE SELECTED AND STRICTLY SCREENED BY THE MEDICAL CENTER. MULTI-YEAR AGREEMENTS ARE MADE WITH THE RECIPIENT ORGANIZATIONS AND ARE EVALUATED ON AN ANNUAL BASIS BEFORE FUNDING IS CONTINUED. X X X false false false false false true false true false CARLA CHRIST TRUSTEE, PHYSICIAN 499469 0 82500 0 486 0 17250 0 56464 0 656169 0 0 0 MELISSA VOUTSALATH TRUSTEE, PHYSICIAN BEG 08/24 249732 0 25500 0 255 0 14410 0 49599 0 339496 0 0 0 KONNIE MARTIN CEO 439235 0 132326 0 3564 0 17250 0 79290 0 671665 0 0 0 CARMELO HERNANDEZ CMO 376448 0 71055 0 3564 0 16983 0 84317 0 552367 0 0 0 SHANE MORTENSEN CFO 233456 0 51534 0 3453 0 14821 0 37233 0 340497 0 0 0 CHRISTINE HETTINGER-HUNT COO 214556 0 46015 0 3172 0 12591 0 78115 0 354449 0 0 0 ROBERTA BEAN COO 206877 0 35328 0 1308 0 12522 0 27097 0 283132 0 0 0 ANTONIO GURULE CLINIC ADMINISTRATOR 197813 0 37980 0 2819 0 11569 0 67828 0 318009 0 0 0 ZACHARY WEIDERSPON CCH ADMINISTRATOR 151719 0 31493 0 110 0 9498 0 59761 0 252581 0 0 0 CARISSA TRIPI PHYSICIAN 593276 0 83808 0 810 0 17007 0 41243 0 736144 0 0 0 JASON DEFEE PHYSICIAN 619565 0 12699 0 1242 0 17250 0 52455 0 703211 0 0 0 JULIAN MAENDEL PHYSICIAN 490637 0 72096 0 540 0 16265 0 80311 0 659849 0 0 0 JUSTIN BUCHHOLZ PHYSICIAN 412242 0 122250 0 321 0 15480 0 53991 0 604284 0 0 0 JAMES GRIGSBY PHYSICIAN 380205 0 36160 0 6859 0 17250 0 71494 0 511968 0 0 0 Schedule J, Part I, Line 6a Compensation contingent on net earnings of the organization ALL ORGANIZATIONAL OFFICERS, AS WELL AS DIRECTORS, ARE ELIGIBLE FOR AN ANNUAL VARIABLE PAY BONUS BASED UPON A NUMBER OF MEASURES, ONE OF THEM BEING THAT THE ORGANIZATION AS A WHOLE MEETS BUDGETED PROFITABILITY. Schedule J, Part I, Line 7 Non-fixed payments PHYSICIANS MAY EARN A PRODUCTIVITY BONUS. SENIOR MANAGEMENT IS ELIGIBLE FOR ANNUAL VARIABLE PAY UP TO 35% FOR CEO AND 20% FOR ALL OTHER SENIOR MANAGEMENT BASED UPON CRITERIA INCLUDING HOSPITAL WIDE MEASURES AND POSITION SPECIFIC GOALS. VARIABLE PAY IS AWARDED AT THE DISCRETION OF THE BOARD FOR THE CEO AND THE CEO FOR ALL OTHER SENIOR MANAGEMENT. DAVID GEIGER SEE PART V 153569 EMPLOYMENT WAGES false Schedule L, Part IV, Column (b) RELATIONSHIP BOARD MEMBER SUSAN GEIGER HAS A FAMILY RELATIONSHIP WITH FORMER INTERIM CHIEF MEDICAL OFFICER DAVID GEIGER, WHO RECEIVED EMPLOYMENT WAGES FROM THE ORGANIZATION DURING THE YEAR. Form 990, Part VI, Line 11b Review of form 990 by governing body THE 990 IS PREPARED BY A THIRD PARTY ORGANIZATION, REVIEWED BY THE CFO AND CEO, AND APPROVED BY THE FINANCE COMMITTEE. THE BOARD OF DIRECTORS IS ALSO PROVIDED A COPY OF THE 990 FOR REVIEW PRIOR TO FILING WITH THE IRS. Form 990, Part VI, Line 12c Conflict of interest policy SAN LUIS VALLEY HEALTH HAS A CURRENT CONFLICT OF INTEREST POLICY THAT IS REVIEWED ANNUALLY BY THE BOARD OF TRUSTEES AND THE CEO. THE REVIEW PROCESS IS CONDUCTED FIRST WITH THE CEO AND THEN THE BOARD OF TRUSTEES. WHEN NECESSARY, THE POLICY HAS BEEN REVIEWED BY LEGAL COUNSEL. EACH YEAR, TRUSTEES ARE ASKED TO REVIEW THE POLICY AND CONFIRM AND AMEND ANY POTENTIAL CONFLICT. THESE CONFLICTS ARE REVIEWED BY THE CEO AND THE ENTIRE BOARD. CONFLICTS ARE ROUTINELY DISCUSSED AND ARE THE RESPONSIBILITY OF ALL BOARD MEMBERS TO DISCLOSE; EITHER FOR THEMSELVES OR OTHERS. THE BOARD CHAIRMAN WILL MAKE A DECISION AS TO THE NATURE OF THE CONFLICT AND THE APPROPRIATE ACTION ACCORDING TO THE POLICY. Form 990, Part VI, Line 15a Process to establish compensation of top management official HUMAN RESOURCES PROVIDES THE EXECUTIVE COMMITTEE OF THE BOARD WITH SALARY SURVEY DATA FROM CHA, AHA, AND HFMA. AFTER STUDYING THE DATA, THE EXECUTIVE COMMITTEE MAKES RECOMMENDATIONS TO THE FULL BOARD IN EXECUTIVE SESSION. THE FULL BOARD APPROVES THE CEO'S COMPENSATION. SLVH CONDUCTS AN ANNUAL EVALUATION AND QUARTERLY REVIEWS OF THE CEO'S PERFORMANCE, WHICH IS DOCUMENTED. COMPENSATION FOR THE CEO IS DETERMINED ANNUALLY. Form 990, Part VI, Line 15b Process to establish compensation of other employees HUMAN RESOURCES GATHERS COMPENSATION SURVEY DATA FROM CHA, AHA, AND HFMA. HUMAN RESOURCES MAKES RECOMMENDATIONS FOR OTHER OFFICERS' COMPENSATION AND PROVIDES SURVEY DATA TO THE CEO. THE CEO PERFORMS EVALUATIONS AND DETERMINES ALL OF THE WAGE CHANGES FOR THE OTHER OFFICERS ON AN ANNUAL BASIS. ALL CHANGES ARE DOCUMENTED. Form 990, Part VI, Line 19 Required documents available to the public THE GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE TO THE PUBLIC UPON REQUEST. Form 990, Part VIII, Line 11d Other Miscellaneous Revenue OTHER REVENUE - Total Revenue: 80767, Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: 80767; Form 990, Part IX, Line 11g Other Fees CONTRACT LABOR - Total Expense: 10388460, Program Service Expense: 10372685, Management and General Expenses: 15775, Fundraising Expenses: ; CONTRACT SERVICES - Total Expense: 4818556, Program Service Expense: 1784540, Management and General Expenses: 3034016, Fundraising Expenses: ; CONSULTING - Total Expense: 929893, Program Service Expense: 143149, Management and General Expenses: 786744, Fundraising Expenses: ; DATA PROCESSING - Total Expense: 234693, Program Service Expense: 0, Management and General Expenses: 234693, Fundraising Expenses: ; COLLECTIONS - Total Expense: 41138, Program Service Expense: 0, Management and General Expenses: 41138, Fundraising Expenses: ; Form 990, Part XI, Line 9 Other changes in net assets or fund balances CHANGE IN INVESTMENT IN THE FOUNDATION - 78523; Total - 78523; SAN LUIS VALLEY HEALTH FOUNDATION 106 BLANCA AVENUE ALAMOSA CO 81101 203799814 FUNDRAISING CO 501(c)(3) 7 SAN LUIS VALLEY HEALTH true false false true false true false false false false false false true true true true true true false true SAN LUIS VALLEY HEALTH FOUNDATION C 329851 FMV SAN LUIS VALLEY HEALTH FOUNDATION E 385478 BOOK VALUE