| FORM 990, PART I, LINE 1, DESCRIPTION OF ORGANIZATION MISSION: |
HELPING PEOPLE LIVE THE HEALTHIEST LIVES POSSIBLE. OUR VISION: BE A MODEL HEALTH SYSTEM BY PROVIDING EXTRAORDINARY CARE AND SUPERIOR SERVICE AT AN AFFORDABLE COST. OUR FUNDAMENTALS INCLUDE: - SAFETY: ENSURE PATIENTS AND CAREGIVERS ARE SAFE. - QUALITY: DELIVER EVIDENCE-BASED CARE THAT MEETS EACH INDIVIDUAL'S HEALTH GOALS AND LEADS TO TOP PERFORMANCE. - EQUITY: ELIMINATE DISPARITIES AND CREATE OPPORTUNITIES FOR CAREGIVERS, PATIENTS, MEMBERS, AND COMMUNITIES TO THRIVE. - EXPERIENCE: ENSURE EACH INTERMOUNTAIN EXPERIENCE IS PERSONALIZED AND CARING. - ACCESS: PROVIDE CARE AND INFORMATION WHERE, WHEN, AND HOW OUR CONSUMERS PREFER, WITH SEAMLESS COORDINATION ACROSS THE SYSTEM. - STEWARDSHIP: BE AN INDISPENSABLE COMMUNITY PARTNER, ACHIEVING THE HEALTHIEST COMMUNITIES WITH THE LOWEST COST PER PERSON IN THE NATION. BE A FINANCIALLY SOUND, FOREVER ORGANIZATION. - ENGAGED CAREGIVERS: CREATE AN UNPARALLELED CAREGIVER EXPERIENCE THAT SUPPORTS US IN DELIVERING ON THE FUNDAMENTALS OF EXTRAORDINARY CARE AND SERVICE. OUR VALUES INCLUDE: - INTEGRITY: WE ARE PRINCIPLED, HONEST, AND ETHICAL, AND WE DO THE RIGHT THING FOR THOSE WE SERVE. - TRUST: WE COUNT ON AND SUPPORT ONE ANOTHER INDIVIDUALLY AND AS TEAM MEMBERS. - EXCELLENCE: WE PERFORM AT THE HIGHEST LEVEL, ALWAYS LEARNING AND LOOKING FOR WAYS TO IMPROVE. - ACCOUNTABILITY: WE ACCEPT RESPONSIBILITY FOR OUR ACTIONS, ATTITUDES AND HEALTH. - MUTUAL RESPECT: WE EMBRACE DIVERSITY AND TREAT ONE ANOTHER WITH DIGNITY AND EMPATHY. |
| FORM 990, PART III, LINE 4A (CONTINUED): |
THE MISSION OF HEALTH SERVICES IS HELPING PEOPLE LIVE THE HEALTHIEST LIVES POSSIBLE. PROVIDING THE HIGHEST QUALITY HEALTHCARE AT THE LOWEST POSSIBLE COST TO OUR PATIENTS AND CUSTOMERS IS ONE OF OUR MOST IMPORTANT CONSIDERATIONS. HEALTH SERVICES PROVIDES SERVICES ON THE BASIS OF MEDICAL NEED WITHOUT REGARD OF ABILITY TO PAY. AN UNINSURED, LOW-INCOME PATIENT WILL RECEIVE THOSE SERVICES GENERALLY AVAILABLE AT ITS HOSPITALS AND CLINICS FOR NO CHARGE OR A REDUCED CHARGE BASED UPON SUCH PERSON'S INABILITY TO PAY IF, IN THE JUDGMENT OF THE ADMITTING PHYSICIAN, THE SERVICES ARE GENERALLY AVAILABLE AT THE HOSPITAL AND CLINICS AND THE PERSON REQUIRES THAT SERVICE. THE AVAILABILITY OF FINANCIAL ASSISTANCE FOR PATIENTS WILL CONTINUE TO BE COMMUNICATED THROUGH ALL REASONABLE MEANS. HEALTH SERVICES HAS ESTABLISHED A FINANCIAL ASSISTANCE POLICY FOR THE UNINSURED AND THE UNDERINSURED, WHICH OFFERS DISCOUNTS UP TO 100 PERCENT OF CHARGES ON A SLIDING SCALE. FINANCIAL ASSISTANCE IS BASED ON BOTH INCOME AS A PERCENTAGE OF THE FEDERAL POVERTY LEVEL GUIDELINES AND THE CHARGES FOR SERVICES RENDERED. HEALTH SERVICES' FINANCIAL ASSISTANCE GUIDELINES INCLUDE PROVISIONS THAT ARE RESPONSIVE TO THOSE PATIENTS WHO HAVE CATASTROPHIC HEALTHCARE EXPENSES. DURING 2020, THROUGH 223,327 CASES, HEALTH SERVICES' FACILITIES AND PHYSICIANS PROVIDED MORE THAN $127 MILLION IN FINANCIAL ASSISTANCE (AT COST) TO PATIENTS UNABLE TO PAY. THIS AMOUNT DOES NOT INCLUDE ADJUSTMENTS FOR UNPAID SERVICES. ADJUSTMENTS FOR UNPAID SERVICES OCCUR IN CIRCUMSTANCES WHERE A PATIENT HAS THE ABILITY TO PAY BUT DOES NOT PAY FOR THE SERVICES RECEIVED, AND THE AMOUNT IS NOT OTHERWISE COLLECTED. IF AN ACCOUNT HAS BEEN INITIALLY IDENTIFIED AS AN ADJUSTMENT FOR UNPAID SERVICES, BUT THE PATIENT LATER IS DETERMINED TO HAVE BEEN ELIGIBLE FOR FINANCIAL ASSISTANCE AT THE TIME OF TREATMENT, THEN THE BILL IS NO LONGER CONSIDERED AN ADJUSTMENT FOR UNPAID SERVICES, AND IS CHARGED TO CHARITY CARE. HOWEVER, IF IT IS DETERMINED THAT THE PATIENT HAD THE ABILITY TO PAY AT THE TIME OF SERVICE BUT THE ACCOUNT CANNOT BE COLLECTED LATER, OR, IN SOME CASES, THE PATIENT DID NOT COMMUNICATE AN INABILITY TO PAY, IT IS CONSIDERED TO BE AN ADJUSTMENT FOR UNPAID SERVICES. HEALTH SERVICES GENERALLY INCURS SHORTFALLS BETWEEN ITS ESTABLISHED RATES AND AMOUNTS PAID BY MEDICARE AND MEDICAID. HEALTH SERVICES PROVIDES A SIGNIFICANT ARRAY OF ADDITIONAL COMMUNITY SERVICES, INCLUDING OWNING AND OPERATING FOUR COMMUNITY AND SCHOOL-BASED CLINICS TO HELP MEET THE NEEDS OF UNINSURED AND LOW-INCOME PEOPLE IN NEIGHBORHOODS THAT WOULD OTHERWISE LACK CONVENIENT ACCESS TO HEALTHCARE. MOST PATIENTS PAY ON A SLIDING FEE SCALE ACCORDING TO THEIR HOUSEHOLD INCOMES, AND MANY QUALIFY FOR HEALTH SERVICES' FINANCIAL ASSISTANCE. INTERMOUNTAIN COMMUNITY CARE FOUNDATION, INC., AN AFFILIATE SUPPORTED BY HEALTH SERVICES, AWARDED GRANTS AND OTHER CASH CONTRIBUTIONS TO 53 INDEPENDENTLY OWNED COMMUNITY SAFETY-NET CLINICS THAT PROVIDE PRIMARY HEALTHCARE SERVICES TO UNINSURED, LOW-INCOME AND HOMELESS POPULATIONS. HEALTH SERVICES PROVIDES COMMUNITY BENEFIT ACTIVITIES, INCLUDING COMMUNITY HEALTH IMPROVEMENT SERVICES, HEALTH PROFESSIONS EDUCATION, INTERN AND RESIDENT TRAINING, SUBSIDIZED HEALTH SERVICES, MEDICAL RESEARCH, AND CASH AND IN-KIND COMMUNITY BENEFIT CONTRIBUTIONS. DURING 2020, THESE COMMUNITY SERVICES AND CONTRIBUTIONS TOTALED OVER $253 MILLION. SEE SCHEDULE H. THE ORGANIZATION IS STRUCTURED IN TWO PRIMARY GROUPS, WHICH REFLECTS THE TWO MOST COMMON WAYS PEOPLE ACCESS HEALTH AND CARE SERVICES. THE COMMUNITY-BASED CARE GROUP FOCUSES ON THINGS LIKE PRIMARY CARE, HOMECARE, SENIOR SERVICES AND COMMUNITY HEALTH. THIS GROUP WORKS TO KEEP PEOPLE WELL THROUGH PREVENTATIVE SERVICES LIKE HEALTH SCREENINGS AND PRIMARY CARE, INCLUDING REGULAR OUTPATIENT TREATMENTS FOR MANAGING CHRONIC DISEASES. THE SPECIALTY-BASED CARE GROUP FOCUSES ON SPECIALTY AND HOSPITAL INPATIENT CARE. THIS IS THE EPISODIC CARE PEOPLE NEED WHEN THEY SUFFER A SERIOUS ILLNESS OR INJURY. THIS GROUP AIMS TO DELIVER THE PROPER CARE AT THE RIGHT TIME THROUGH SPECIALIST AND HOSPITAL INPATIENT SETTINGS. |
| FORM 990, PART III, LINE 4A: |
INTERMOUNTAIN HEALTH CARE, INC. (INTERMOUNTAIN) WAS ORGANIZED IN 1975 TO OWN AND OPERATE THE 15 HOSPITALS FORMERLY OWNED BY THE CHURCH OF JESUS CHRIST OF LATTER-DAY SAINTS. IN 1982, INTERMOUNTAIN FORMED IHC HEALTH SERVICES, INC. (FORMERLY IHC HOSPITALS, INC.) AS A UTAH NONPROFIT SUBSIDIARY AND TRANSFERRED TO HEALTH SERVICES ITS HEALTHCARE FACILITIES. HEALTH SERVICES CURRENTLY CONSISTS OF THE HOSPITAL DIVISION, COMPRISED OF 22 HOSPITALS WITH 2,694 LICENSED BEDS IN UTAH AND SOUTHERN IDAHO, AND THE INTERMOUNTAIN MEDICAL GROUP, WHICH EMPLOYS MORE THAN 2,963 PHYSICIANS AND ADVANCED PRACTICE PROVIDERS THAT LEAD CAREGIVER TEAMS IN HOSPITALS AND 360 CLINIC SITES. TWENTY OF HEALTH SERVICES' HOSPITALS ARE GENERAL ACUTE CARE FACILITIES THAT PROVIDE INPATIENT AND OUTPATIENT MEDICAL SERVICES BASED ON SPECIFIC NEEDS IN EACH COMMUNITY. TWO HOSPITALS PROVIDE SPECIALTY CARE IN THE FOLLOWING AREAS: - PRIMARY CHILDREN'S HOSPITAL - PEDIATRIC CARE - THE ORTHOPEDIC SPECIALTY HOSPITAL - ORTHOPEDIC CARE HEALTH SERVICES' CLINICAL STATISTICS FOR 2020: - ACUTE ADMISSIONS - 129,687 - INSTACARE VISITS - 439,587 - BIRTHS - 28,202 - INPATIENT SURGERIES - 30,278 - OUTPATIENT SURGERIES - 110,710 - EMERGENCY ROOM VISITS - 451,106 - PHYSICIAN CLINIC VISITS - 2,594,843 - HOMECARE PATIENTS SERVED - 180,093 HEALTH SERVICES' CORE BUSINESS IS MANAGING COMMON CLINICAL PROCESSES OF CARE TO ACHIEVE THE HIGHEST CLINICAL QUALITY, SERVICE QUALITY AND COST OUTCOMES. EACH YEAR, HEALTH SERVICES SETS GOALS FOR CLINICAL QUALITY IMPROVEMENT IN NINE CLINICAL PROGRAMS AND OTHER AREAS. PHYSICIANS, NURSES AND OTHER CLINICAL PROFESSIONALS MEASURE THEIR PROGRESS TOWARD THESE GOALS AND EVALUATE RESULTS. THIS LEADS TO THE SYSTEMATIC IMPLEMENTATION OF BEST PRACTICES, A PROCESS THAT YIELDS BETTER CARE FOR PATIENTS. HEALTH SERVICES AND ITS AFFILIATES (COLLECTIVELY RECOGNIZED AS INTERMOUNTAIN HEALTHCARE) IS RECOGNIZED WORLDWIDE AS AN ORGANIZATION FOCUSED ON PROVIDING CARE BASED ON PROVEN RESULTS. THE FOLLOWING NINE CLINICAL PROGRAMS ARE ORGANIZED AND OPERATED BY HEALTH SERVICES TO DEVELOP AND IMPLEMENT EVIDENCE-BASED BEST PRACTICES IN OUR HOSPITAL AND COMMUNITY-BASED SETTINGS, IMPROVE THE PATIENT'S "JOURNEY" THROUGHOUT THE CONTINUUM OF CARE, BE THE PROFESSIONAL HOME FOR MEDICAL AND SURGICAL SPECIALISTS AND IMPROVE PERFORMANCE IN THE FUNDAMENTALS OF CARE - SAFETY, QUALITY, EQUITY, EXPERIENCE, ACCESS, STEWARDSHIP, ENGAGED CAREGIVERS AND GROWTH. THE BEHAVIORAL HEALTH CLINICAL PROGRAM IS COMPRISED OF TEAMS OF PHYSICIANS, NURSES, BEHAVIORAL THERAPISTS, ADMINISTRATORS AND OTHER CARE PROVIDERS. THESE TEAMS WORK TO IMPROVE THERAPEUTIC ALLIANCE SCORES FOR THEIR PATIENTS WITH THE UNDERSTANDING OF THE POSITIVE CORRELATION TO CLINICAL OUTCOME MEASUREMENTS. THE TEAMS HAVE EXPANDED MENTAL HEALTH INTEGRATION INTO MOST OF HEALTH SERVICES' PRIMARY CARE CLINICS AND HAVE DEVELOPED TELE-PSYCHIATRY AND TELE-CRISIS SERVICES ACROSS THE SYSTEM INCLUDING RURAL SETTINGS. CARE PROCESS MODELS ARE IN PLACE FOR THE MANAGEMENT OF DEPRESSION, BIPOLAR DISORDER, EATING DISORDERS, ATTENTION DEFICIT DISORDER, SUBSTANCE USE DISORDERS AND SUICIDE ASSESSMENT AND PREVENTION. THEY HAVE BEGUN TO IMPLEMENT "ACCESS CENTERS" TO INCREASE CAPABILITIES TO CARE FOR PATIENTS WITH MENTAL HEALTH ILLNESS. CURRENTLY, THE TEAMS ARE WORKING TO IMPROVE EARLY IDENTIFICATION AND TREATMENT OF DEPRESSION AND CRISIS INTERVENTIONS FOR EMERGENT/URGENT BEHAVIORAL HEALTH PATIENTS AND IMPLEMENTING A PLAN TO REDUCE SUICIDE. HEALTH SERVICES' CLINICAL INTEGRATION STRATEGY OVER THE LAST 20 YEARS HAS BEEN WELL VALIDATED BY THE SUCCESS OF THE NATIONALLY RESPECTED CARDIOVASCULAR CLINICAL PROGRAM. THROUGH HIGHLY EVOLVED TEAMWORK AND ALIGNMENT, CARDIOLOGISTS, CARDIOVASCULAR (CV) SURGEONS, THORACIC SURGEONS AND VASCULAR SURGEONS ALONG WITH NURSES AND ADMINISTRATIVE SUPPORT HAVE ACHIEVED OUTSTANDING CLINICAL QUALITY, SERVICE QUALITY AND VALUE. USING EXTENSIVE EVIDENCE-BASED GUIDELINES SUPPORTED BY MEANINGFUL MEASUREMENTS AND REPORTS, THE CV PROGRAM HAS ACHIEVED EXCEPTIONAL OUTCOMES IN SUCH AREAS AS CV SURGERY, ACUTE MYOCARDIAL INFARCTION, HEART FAILURE, CARDIAC RISK MANAGEMENT AND RHYTHM MANAGEMENT. CURRENTLY, THE TEAMS ARE WORKING TO REDUCE ACUTE MYOCARDIAL INFARCTION, CORONARY ARTERY BYPASS GRAFT, AND HEART FAILURE MORTALITY AND READMISSIONS, AS WELL AS REDUCING MEDICAL SUPPLY COSTS RELATED TO CV PROCEDURES. THE MEDICAL SPECIALTIES CLINICAL PROGRAM (MSCP) IS FOCUSED ON PATIENT POPULATIONS BASED ON DISEASE CONDITIONS AND TREATMENTS INCLUDING ALLERGY AND IMMUNOLOGY, ANTICOAGULATION AND THROMBOSIS, DERMATOLOGY, ENDOCRINOLOGY, INFECTIOUS DISEASE, NEPHROLOGY (KIDNEY DISEASE), PULMONOLOGY, RHEUMATOLOGY AND SLEEP MEDICINE. SPECIALTY TEAMS WITHIN THE MEDICAL SPECIALTIES CREATE AND IMPLEMENT INNOVATIVE CARE MODELS AND DESIGN CLINICAL AND OPERATIONAL BEST PRACTICES. THE TEAMS ENGAGE PROVIDERS AND ASSOCIATED CAREGIVERS WITHIN EACH SPECIALTY, ALONG WITH THE ALLIED SHARED CLINICAL SERVICES. THE TEAMS WORK TO DEPLOY THESE MEANINGFULLY ACROSS THE ENTIRE HEALTH SERVICES SYSTEM, WHICH IS DONE BY IMPROVING PERFORMANCE IN ALL THE FUNDAMENTALS - SAFETY, QUALITY, EQUITY, EXPERIENCE, STEWARDSHIP, ACCESS, GROWTH AND ENGAGED CAREGIVERS. MSCP LEVERAGES THE COLLECTIVE TALENTS AND TRAINING OF HEALTH SERVICES' INTEGRATED CARE NETWORK TO ACHIEVE A COMPREHENSIVE, HIGH QUALITY SYSTEM TO SUPPORT PATIENTS ACROSS THE CARE CONTINUUM FROM COMMUNITY TO SPECIALTY-BASED CARE. THE GOAL IS TO MEET PATIENTS WHERE THEY NEED AND WANT HEALTHCARE. THE MUSCULOSKELETAL CLINICAL PROGRAM IS FOCUSED ON ORTHOPEDIC SURGERY, PODIATRY AND SPORTS MEDICINE INCLUDING THE TREATMENT OF TOTAL JOINTS AND FRACTURES. THE MUSCULOSKELETAL CLINICAL PROGRAM COMPLETED THE DEVELOPMENT OF A CARE PROCESS MODEL FOR TOTAL JOINT REPLACEMENTS AND IS IN THE PROCESS OF IMPLEMENTING CARE STANDARDS FOR THESE CONDITIONS ACROSS THE HEALTH SERVICES SYSTEM. CURRENTLY, THE TEAMS ARE WORKING TO REDUCE COMPLICATIONS AND READMISSIONS FOR TOTAL JOINT REPLACEMENT PATIENTS, IMPROVE PATIENT SELECTION FOR ELECTIVE TOTAL JOINT PROCEDURES, REDUCE MEDICAL SUPPLY COSTS FOR ORTHOPEDIC PROCEDURES, REDUCE OPIOID PRESCRIPTIONS FOR ORTHOPEDIC PATIENTS, AND ESTABLISH A HIGH VALUE NETWORK FOR ORTHOPEDIC SURGERY. THE NEUROSCIENCES CLINICAL PROGRAM FOCUSES ON ENHANCING CARE FOR PATIENTS WITH SYMPTOMS OF STROKE, EXPANDING THE USE OF TELE-HEALTH FOR STROKE CARE, DEVELOPING MODELS OF CARE FOR PATIENTS WITH LOW BACK PAIN FROM CONSERVATIVE THERAPY TO SURGICAL INTERVENTION, AND MANAGEMENT OF PATIENTS WITH CONCUSSION, DEMENTIA AND EPILEPSY. THE NEUROSCIENCES TEAM HAS DEVELOPED AND IMPLEMENTED A ROBUST TELE-STROKE SERVICE THAT BENEFITS COMMUNITIES AND PATIENTS BY PROVIDING TIMELY AND EFFECTIVE STROKE CARE ACROSS THE SYSTEM. CURRENTLY, THE TEAMS ARE WORKING TO REDUCE STROKE MORTALITY, IMPROVE PATIENT SELECTION FOR ELECTIVE SPINAL-FUSION SURGERIES, REDUCE MEDICAL SUPPLY COSTS FOR SPINE SURGERY PROCEDURES AND REDUCE OPIOID PRESCRIPTIONS FOR NEUROSCIENCES PATIENTS. |
| FORM 990, PART III, LINE 4A (CONTINUED): |
THE ONCOLOGY CLINICAL PROGRAM INVOLVES A NETWORK OF CANCER SPECIALISTS IN SURGERY, RADIATION ONCOLOGY, MEDICAL ONCOLOGY, INFUSION, NURSING, PATHOLOGY, RADIOLOGY, GENETICS AND SUPPORTIVE CARE TO IMPROVE THE PROCESS OF CANCER DIAGNOSIS, TREATMENT AND DELIVERY OF CARE ACROSS THE CONTINUUM OF CARE. CONSIDERABLE EFFORTS HAVE BEEN MADE TO DEVELOP AND STANDARDIZE BEST PRACTICES IN SURGICAL ONCOLOGY, PATHOLOGY, MAMMOGRAPHY, MEDICAL ONCOLOGY AND RADIATION ONCOLOGY BY ENGAGING THE PROVIDER NETWORK AND UTILIZING MEANINGFUL CLINICAL DATA LOCATED IN HEALTH SERVICES' CANCER REGISTRY AND ELECTRONIC MEDICAL RECORD. THE ONCOLOGY PROGRAM ALSO SUPPORTS THE HUNTSMAN-INTERMOUNTAIN CANCER CARE PROGRAM, A COLLABORATIVE EFFORT BETWEEN HEALTH SERVICES AND HUNTSMAN CANCER INSTITUTE, TO IMPROVE PROVIDER COLLABORATION AND ENHANCE CANCER OUTCOMES, RESEARCH, QUALITY IMPROVEMENT AND PATIENT EDUCATION. THE PEDIATRIC SPECIALTIES CLINICAL PROGRAM WORKS TO IMPROVE CARE FOR CHILDREN UP TO 17 YEARS OF AGE, INCLUDING CARE BY PEDIATRIC SUBSPECIALTY PROVIDERS. THE PEDIATRIC SPECIALTIES CLINICAL PROGRAM IS PART OF THE BROADER "ONE INTERMOUNTAIN" CHILDREN'S HEALTH PROGRAM TO IMPROVE ON THE FUNDAMENTALS OF CARE FOR CHILDREN IN THE COMMUNITIES AND GEOGRAPHIES WE SERVE. BEST PRACTICE GUIDELINES HAVE BEEN DEVELOPED FOR TREATMENT OF BRONCHIOLITIS, THE FEBRILE INFANT, TYPE I DIABETES, EARLY RECOGNITION AND TREATMENT OF SHOCK, AND ASTHMA. PEDIATRIC TEAMS ARE WORKING WITH OTHER DISCIPLINES TO EVALUATE AND IMPROVE THE TRANSITION OF ADOLESCENT PATIENTS WITH CHRONIC ILLNESS TO ADULT CARE PROVIDERS AS THEY GRADUATE FROM HIGH SCHOOL AND MOVE AWAY FROM THEIR TRADITIONAL SUPPORT SYSTEMS. THE SURGICAL SPECIALTIES CLINICAL PROGRAM WAS ESTABLISHED IN 2004. THE TEAM ANALYZES, DEVELOPS, AND IMPLEMENTS THE BEST SURGICAL CARE BASED ON EVIDENCE. THEY HAVE BEEN SUCCESSFUL IN ENGAGING SURGEONS ACROSS HEALTH SERVICES IN WORK THAT HAS IMPROVED PATIENT OUTCOMES AND REDUCED HEALTHCARE COSTS. THE SURGICAL SPECIALTIES CLINICAL PROGRAM INCLUDES ELEVEN SUB-SPECIALTIES: BARIATRICS, BREAST, DIGESTIVE HEALTH, GENERAL SURGERY, HEAD & NECK, ONCOLOGY, OPHTHALMOLOGY, PLASTICS, ROBOTICS, SOLID ORGAN TRANSPLANT SERVICES, AND UROLOGY. CURRENTLY, THE TEAMS ARE WORKING ON EVALUATING QUALITY AND COST METRICS TO TRANSITION PROCEDURES TO THE LOWEST COST SETTINGS; DETERMINE PHYSICIAN AND FACILITY VOLUME STANDARDS TO DRIVE OPTIMAL VALUE; UNDERSTAND AND DETERMINE TACTICS TO OPTIMIZE HIGH-VOLUME, LOW MARGIN PROCEDURES AS WELL AS NEW PROCEDURES; APPROPRIATELY REDUCE ACUTE OPIOID PRESCRIBING; PARTNER WITH PRIMARY CARE ON PREOPERATIVE SCREENING STANDARDS AND ALIGN WITH PARTNERS TO CREATE SEAMLESS, STANDARDIZED DISEASE-BASED PATIENT JOURNEYS THAT DELIVER VALUE-BASED CARE WHEN AND WHERE APPROPRIATE. THE WOMEN'S HEALTH CLINICAL PROGRAM FOCUSES ATTENTION ON WOMEN'S HEALTHCARE INCLUDING CARE RELATED TO GYNECOLOGY, PREGNANCY (INCLUDING HIGH-RISK PREGNANCY), CHILDBIRTH AND THE POSTPARTUM PERIOD. GUIDELINES ADOPTED FROM NATIONAL SPECIALTY SOCIETIES AND PEER REVIEW STUDIES HAVE BEEN USED TO ESTABLISH BEST PRACTICE MODELS AND DRIVE CONSISTENCY IN ANTEPARTUM, INTRAPARTUM, POSTPARTUM AND NEONATAL PROCESSES. CURRENTLY, THE TEAMS ARE WORKING TO DEVELOP AND IMPLEMENT A HIGHLY RELIABLE AND SAFER BABY-DELIVERY CARE MODEL, EARLY IDENTIFICATION AND TREATMENT FOR POSTPARTUM DEPRESSION, METHODS TO REDUCE HYSTERECTOMY SURGICAL SITE INFECTIONS AND IMPROVE PATIENT SELECTION FOR ELECTIVE HYSTERECTOMY PROCEDURES. |
| FORM 990, PART VI, SECTION A, LINE 1 |
HEALTH SERVICES DELEGATES BROAD AUTHORITY TO THE EXECUTIVE COMMITTEE OF THE GOVERNING BODY. AS A RESULT, THE EXECUTIVE COMMITTEE, WHEN SO APPOINTED BY THE BOARD OF TRUSTEES, HAS AND MAY EXERCISE THE POWERS OF THE BOARD OF TRUSTEES IN MANAGEMENT OF THE BUSINESS AND AFFAIRS OF THE CORPORATION AND REPORTS REGULARLY AT EACH MEETING OF THE BOARD OF TRUSTEES. THE EXECUTIVE COMMITTEE ALSO HAS THE POWER TO AUTHORIZE EXECUTION OF DOCUMENTS IN THE NAME OF AND UNDER THE SEAL OF THE CORPORATION. |
| FORM 990, PART VI, SECTION A, LINE 2 |
MARK R. BRIESACHER, MD / DANIEL G. GOMEZ / A. MARC HARRISON, MD / GREGORY M. JOHNSON / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES AND/OR OFFICERS OF SELECTHEALTH BENEFIT ASSURANCE COMPANY, A TAXABLE CORPORATION THAT IS WHOLLY OWNED BY AN AFFILIATE OF THE FILING ORGANIZATION) MARK R. BRIESACHER, MD / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES OF EMPIRIC HEALTH, INC., A TAXABLE SUBSIDIARY OF THE FILING ORGANIZATION) MARK A. RUNYON / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES OF INTALERE, INC., A TAXABLE SUBSIDIARY OF THE FILING ORGANIZATION) ROBERT W. ALLEN / S. NEAL BERUBE / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES OF INTERMOUNTAIN MEDICAL HOLDINGS NEVADA, INC., A TAXABLE SUBSIDIARY OF THE FILING ORGANIZATION) ROBERT W. ALLEN / DAN LILJENQUIST / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES OF SALTZER MEDICAL, INC., A TAXABLE SUBSIDIARY OF THE FILING ORGANIZATION) CLAY ASHDOWN / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEE AND/OR OFFICER OF NAVICAN GENOMICS, INC., A TAXABLE SUBSIDIARY OF THE FILING ORGANIZATION) ROBERT W. ALLEN / DAN LILJENQUIST / ALBERT R. ZIMMERLI - BUSINESS RELATIONSHIP (TRUSTEES OF BVA SM GROUP, LLC, A PARTNERSHIP SUBSIDIARY OF THE FILING ORGANIZATION) A. SCOTT ANDERSON / GAIL MILLER / F. ANN MILLNER / CRYSTAL MAGGELET / JANICE UGAKI - BUSINESS RELATIONSHIP (BOARD MEMBERS AND OFFICER OF AN UNRELATED CORPORATION) A. SCOTT ANDERSON / F. ANN MILLNER - BUSINESS RELATIONSHIP (TRUSTEES OF AN UNRELATED CORPORATION) KAREN W. FAIRBANKS / F. ANN MILLNER - BUSINESS RELATIONSHIP (TRUSTEE/EMPLOYEE RELATIONSHIP IN AN UNRELATED TAX-EXEMPT ORGANIZATION) SPENCER F. ECCLES / DOUGLAS J. HAMMER / CRYSTAL MAGGELET - BUSINESS RELATIONSHIP (TRUSTEE/EMPLOYEE IN AN UNRELATED TAX-EXEMPT ORGANIZATION) |
| FORM 990, PART VI, SECTION A, LINE 6 |
THE SOLE MEMBER OF HEALTH SERVICES IS INTERMOUNTAIN HEALTH CARE, INC., A UTAH NONPROFIT CORPORATION. |
| FORM 990, PART VI, SECTION A, LINE 7A |
UNDER THE APPROVED BYLAWS, HEALTH SERVICES' SOLE MEMBER ELECTS HEALTH SERVICES' TRUSTEES AT THE ANNUAL MEMBER MEETING. |
| FORM 990, PART VI, SECTION A, LINE 7B |
UNDER THE ARTICLES OF INCORPORATION, THE SOLE MEMBER EXERCISES ALL PROPERTY, VOTING, AND OTHER RIGHTS, INTERESTS, AND POWERS CONFERRED UNDER LOCAL STATUTE. |
| FORM 990, PART VI, SECTION B, LINE 11B |
HEALTH SERVICES' BOARD OF TRUSTEES DELEGATED THE INITIAL DETAILED REVIEW OF THE FORM 990 TO THE AUDIT AND COMPLIANCE COMMITTEE. DRAFT COPIES OF THE RETURN WERE MAILED AND/OR PROVIDED ELECTRONICALLY TO COMMITTEE MEMBERS IN ADVANCE AND DISCUSSED DURING AN AUDIT AND COMPLIANCE COMMITTEE MEETING. PRIOR TO FILING WITH THE IRS, COPIES OF THE FINAL RETURN WERE PROVIDED TO THE HEALTH SERVICES BOARD OF TRUSTEES FOR REVIEW AND WERE DISCUSSED AS PART OF A REGULARLY SCHEDULED BOARD MEETING. |
| FORM 990, PART VI, SECTION B, LINE 12C |
EACH OFFICER, DIRECTOR, TRUSTEE AND KEY EMPLOYEE IS REQUIRED TO COMPLETE A CONFLICT OF INTEREST QUESTIONNAIRE AT LEAST ANNUALLY. THESE INDIVIDUALS HAVE BEEN INSTRUCTED TO UPDATE THEIR QUESTIONNAIRE INFORMATION IF THEY BECOME AWARE OF A NEW POTENTIAL CONFLICT, OR IF ANY OF THE PREVIOUSLY REPORTED INFORMATION CHANGES. ADDITIONALLY, BOARD MEMBERS ARE ASKED AT THE BEGINNING OF EACH BOARD OR COMMITTEE MEETING IF THEY ARE AWARE OF ANY CONFLICTS. ACCORDING TO POLICY, THE QUESTIONNAIRES ARE COLLECTED AND REVIEWED BY THE VICE PRESIDENT OF BUSINESS ETHICS AND COMPLIANCE. POTENTIAL CONFLICTS OF INTEREST ARE REVIEWED WITH APPROPRIATE PERSONNEL, WHICH MAY INCLUDE (BUT IS NOT LIMITED TO) THE AUDIT AND COMPLIANCE COMMITTEE CHAIR, SENIOR MANAGEMENT AND THE LEGAL DEPARTMENT. IF AN INDIVIDUAL DISCLOSES A SITUATION THAT POSES A CONFLICT OF INTEREST, A DETERMINATION IS MADE WHETHER THE SITUATION CAN BE MANAGED (SUCH AS BY RECUSAL IN DECISION-MAKING SETTINGS) OR MUST BE ELIMINATED (SUCH AS THROUGH DIVESTITURE OF THE OUTSIDE INTEREST OR REQUIRING A CHOICE OF THE INDIVIDUAL'S ROLE WITH HEALTH SERVICES OR THE OUTSIDE ENTITY). FINDINGS ARE REPORTED TO THE AUDIT AND COMPLIANCE COMMITTEE. THE MINUTES FROM THAT REPORT ARE SUBMITTED TO THE BOARD OF TRUSTEES. |
| FORM 990, PART VI, SECTION B, LINE 15 |
THE EXECUTIVE COMPENSATION COMMITTEE ("COMPENSATION COMMITTEE"), A SUBSET OF HEALTH SERVICES' GOVERNING BODY, IS RESPONSIBLE FOR THE PROCESS OF ANNUALLY DETERMINING THE TOTAL COMPENSATION PACKAGES (INCLUDING CASH AND NONCASH BENEFITS) FOR THE FOLLOWING OFFICERS: - PRESIDENT / CHIEF EXECUTIVE OFFICER - EXECUTIVE VICE PRESIDENT / CFO - SENIOR VICE PRESIDENTS - CERTAIN VICE PRESIDENTS THE COMPENSATION COMMITTEE ANNUALLY RETAINS AN INDEPENDENT, EXTERNAL CONSULTING FIRM TO PROVIDE AN ANALYSIS OF COMPARABLE MARKET DATA. THE CONSULTANTS REVIEW THE VARIOUS TYPES OF DIRECT COMPENSATION, INCLUDING BASE SALARY, TOTAL CASH, AND ANNUAL AND LONG-TERM INCENTIVES. INFORMATION FROM A SELECTED GROUP OF COMPARABLE NONPROFIT ORGANIZATIONS IS USED TO SUPPLEMENT PUBLISHED SURVEY DATA. THE CONSULTANTS ALSO CONDUCT AN IN-DEPTH ANALYSIS OF THE ASSOCIATED BENEFITS AND PERQUISITES. INFORMATION PROVIDED BY THE EXTERNAL CONSULTANTS IS REVIEWED BY THE COMPENSATION COMMITTEE ALONG WITH THE PERFORMANCE DATA FOR EACH INDIVIDUAL LISTED ABOVE. DECISIONS BY THE COMPENSATION COMMITTEE ARE CONTEMPORANEOUSLY DOCUMENTED. THE COMPENSATION COMMITTEE PRESENTS THE COLLECTED INFORMATION AND THE ASSOCIATED COMPENSATION DECISIONS TO THE ENTIRE BOARD OF TRUSTEES. HEALTH SERVICES' PHILOSOPHY IS TO PAY COMPENSATION AT MARKET COMPETITIVE RATES. THE DETERMINATION OF EXECUTIVE COMPENSATION IS ALSO DESIGNED TO MEET THE "REBUTTABLE PRESUMPTION OF REASONABLENESS" STANDARD AS OUTLINED IN THE TREASURY REGULATIONS. |
| FORM 990, PART VI, SECTION C, LINE 19 |
HEALTH SERVICES DOES NOT CURRENTLY ALLOW PUBLIC INSPECTION OF ITS GOVERNING DOCUMENTS OR CONFLICT OF INTEREST POLICY. A COPY OF THE CONSOLIDATED FINANCIAL STATEMENTS THAT INCLUDES THE FILING ORGANIZATION IS ATTACHED TO THIS RETURN. THE CONSOLIDATED FINANCIAL STATEMENTS ARE ALSO AVAILABLE TO THE PUBLIC ON THE ELECTRONIC MUNICIPAL MARKET ACCESS WEBSITE (HTTPS://EMMA.MSRB.ORG/), A SERVICE PROVIDED BY THE MUNICIPAL SECURITIES RULEMAKING BOARD. |
| FORM 990, PART XI, LINE 9: |
UNRECOGNIZED CHANGE IN FUNDED STATUS OF POSTRETIREMENT BENEFIT PLANS -167,373,145. ADJUSTMENT TO BALANCE OF INVESTMENT IN AFFILIATES 37,448,755. OTHER MISCELLANEOUS FUND BALANCE ADJUSTMENTS 84,313. RETURN OF CAPITAL - SELECTHEALTH 292,000,000. |
Attach to Form 990 or 990-EZ.