4A (Expenses $ 43028029 including grants of $ 0) (Revenue $ 87991426)
For the year ended 12/31/2021, Cobre Valley Regional Medical Center (CVRMC) carried out 159,941 patient visits, comprised as: 79,121 Hospital outpatient, 13,731 outpatient emergency visits, 65,219 Clinic outpatient,1743 Hospital inpatient, and 127 Specialty clinic. Along with providing acute healthcare services to the community as a non-profit entity, CVRMC is committed to the many communities we serve. Several members of our administration, directors, managers, and staff serve on various community associations including: Chambers of Commerce, Rotary, Work Force Development, Economic Development, Cancer Awareness Committees, Diabetes Education, Grief Support Teams, Scholarship Committees, Aquatic Center, Housing Committees, Community Development, and Youth Athletic Programs, to name just a few. CVRMC has its finger on the pulse of the community, provides charitable care with purpose, and offers educational services and programs for the good of our public. The Community Health Need Assessment (CHNA) was completed in late 2019. As we evaluate the recently completed CHNA and work our Community Health Implementation Plan (CHIP), CVRMC will continue to actively work with other healthcare organizations, be involved with state and federal legislation initiatives, and continue to connect to the communities we serve to address health priorities. CHNA IMPLEMENTATION PROGRESS THROUGH 2021 INCLUDES:1.PRIORITY 1: IMMEDIATE CARE SERVICES LAND HAS BEEN PURCHASED WITH FRONTAGE ON THE HIGHWAY 60 CORRIDOR AND BUILDING PLANS ARE BEING DEVELOPED WITH EXPECTATION OF A FULLY EXECUTED WALK-IN SERVICE IN PLACE BY THE END OF 20242.PRIORITY 2: BUILD A WALKING PATH IN COLLABORATION WITH BHP, THIS PROJECT WAS COMPLETED WITH A GRAND OPENING CELEBRATION IN 2021.3.PRIORITY 3: INCREASE ACCESS TO PREVENTIVE SERVICES CVRMC CONITNUES THE BUILD OUT OF THE POPULATION HEALTH MODULE OF ITS MEDITECH EHR WHICH WILL BE THE FOUNDATION OF THE TECHNOLOGY NEEDED TO MANAGE AND TRACK THE PREVENTATIVE SERVICES OFFERED TO PATIENTS.4.PRIORITY 4: OMCREASE ACCESS TO AGING IN PLACE SERVICES FOR OUR AGING POPULATION CVRMC COUNTINUES TO DEVELOP ITS COLLABORATION WITH THE VARIOUS PROVIDERS AND AGENCIES FOCUSED ON SERVICES TO THE ELDERLY. ALSO, SPECIALTY SERVICE LINES OF CARDIOLOGY AND ORTHOPEDICS HAVE ENHANCED SERIVCES FOR HEALTH CONDITIONS PROMINENT IN AN AGING POPULATION. CONTINUED AWARENESS TRAINING HAS BEEN PROVIDED TO HOSPITAL LEADERSHIP AND STAFF ON COMMUNICATING AVAILABLE SERVICES TO THE COMMUNITY, PARTICULARLY THE SENIOR POPULATION. AS WE CELEBRATE 109 YEARS OF SERVICE TO THE GLOBE-MIAMI AND SURROUNDING COMMUNITIES, CVRMC CONTINUES TO EVOLVE WITH THE CHANGING NEEDS OF OUR POPULATION BASE.HEALTHCARE IS EVER MOVING AND ADVANCING AND CVRMC IS PROGRESSING WITH THE DEMANDS OF OUR TARGET MARKETS. THROUGH THE DURATION OF THE PANDEMIC WHICH CONTINUED THROUGH 2021, CVRMC PROVIDED A COMMUNITY HEALTH LEADERSHIP ROLE TO SUPPORT THE COMMUNITY EFFORTS AND RESPONSE TO THE PANDEMIC. THE INTENSE FOCUS REQUIRED OF OPERATIONS AND RESOURCES TO PROVIDE AND MAINTAIN THE COMMUNITY HEALTH PANDEMIC RESPONSE LEADERSHIP HAD SEVERE NEGATIVE IMPACT ON CVRMCS ABILITY TO ADVANCE THE PRIORITIES OF THE CHNA IMPLEMENTATION PLAN. HOWEVER, THROUIGH THE CVRMCS PANDEMIC RESPONOSE, OUR ORGANIZATION WAS ONCE AGAIN PROFOUNCLY REMINDED THAT THE CONTINUED ACCOMPLISHMENTS WE HAVE MADE ARE A DIRECT RESULT OF A DEDICATED AND COMPASSIONATE WORKFORCE, A STEADFAST BOARD OF DIRECTORS, AND STRONG SUPPORTING MANAGEMENT TEAM WHICH IS FOCUSED ON ONE MISSION THE MISSION OF HEALTH WITH HIGH QUALITY, EFFICIENT AND COMPASSIONATE CARE.CVRMCS STRATEGIC PLAN FOCUS CONTINUES TO BE THE FOLLOWING AREAS:THE PATIENT EXPERIENCE (QUALITY AND CUSTOMER SERVICE)PEOPLEGROWTHCOMMUNITYFINANCIAL STEWARDSHIPOUR COMMUNITIES DESERVE ACCOUNTABILITY AND COMPASSION. WE STRIVE TO RESPECT AND COLLABORATE WITH ALL WHO SURROUND US. WE HAVE AN EARNEST RESPONSIBILITY TO RECOGNIZE THE NEEDS OF OUR POPULATION AND TO RESPOND TO THE HEALTH PRIORITIES FACING OUR POPULATION. CVRMC IS COMMITTED TO OUR COMMUNITIES WITH AN UNWAVERING DEDICATED SPIRIT.

Facility: Cobre Valley Regional Medical - Part V, Section B, Line 11
Please refer to the CHNA and Community Health Implementation Plan (CHIP), which are available for viewing and download at cvrmc.org. They have also been attached to the Form 990.

Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense
Amounts expected to be collected, later determined uncollectible, are recognized as bad debt.

Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit
The Hospital determines the transaction price based on standard charges for goods and services provided, reduced by contractual adjustments provided to third-party payors, discounts provided to uninsured patients in accordance with the Hospitals discount policy, and implicit price concessions provided to uninsured patients.The Hospital determines its estimates of contractual adjustments and discounts based on contractual agreements, its discount policies, and historical experience. The Hospital determines its estimate of implicit price concessions based on its historical collection experience with this class of patients. Effective with the adoption of ASU 2014-09, for changes in credit issues not assessed at the date of service,such as a payor files for bankruptcy or a patient defaults on a payment plan, the Hospital recognizes these writeoffs as bad debt expense, which is presented on the accompanying statements of operations as a component of net patient service revenues.Bad debt represents amounts expected to be collected from a cost for medical services less patient-related revenue generated from Financial Assistance policies, thus it is a component of the overall cost of community benefits provided by the hospital.

Part III, Line 4 - Bad Debt Expense
The financial statement footnote describing bad debt expense is contained in Note B - Net Patient Service Revenues. The revenues are presented net of bad debts and other estimated contractual allowances calculated based on cost reporting and cost-to-charge methodologies.

Part III, Line 9b - Provisions On Collection Practices For Qualified Patients
Actions that may be taken in event of non-payment or insufficient payment- Accounts for hosptial sercives for patients who are able, but unwilling to pay, are considered uncollectible bad debts and will be referred to outside agencies for collections. Please refer to the Patient Education of Eligibility for Assistance narrative for further information on collection practices.

Part VI, Line 2 - Needs Assessment
Currently, CVRMC utilizes several methods of assessing community healthcare needs. Evaluating the health needs of the CVRMC service area leads to identifying physicians needed in the area as well as recognizing those services that are required to address illnesses which can be targeted for community education and intervention.Community FeedbackCVRMC utilizes many methods of community feedback for needs determination. Our patients, their families, and the greater community enlighten our organization through patient surveys, direct comments, patient volumes for specific needs, and the Environmental Assessment tool provided by our management firm, HealthTech. CVRMC strives to give the very best care, and in order to accomplish that goal, it is vital that patient and community comments and concerns are addressed.Professional Research Consultants (PRC) conducts outpatient surveys for the Outpatient Surgery, Physical Therapy, Registration, Med/Surg/ICU, Obstetrics, Respiratory Therapy, Emergency, Laboratory, Clinics, and Radiology Departments on patient satisfaction. PRC also conducts the inpatient, Hospital Consumers Assessment of Healthcare Providers and Systems (HCAHPS) survey which measures patient satisfaction in multiple areas including promptness and efficiency of the admission and registration process, length of time waiting, nursing care, physician care, teamwork, discharge instructions, safety, cleanliness of the facility, food service, overall quality of care, and the likelihood of recommending the hospital to relatives and friends. Statistics regarding patient feedback are calculated and distributed to all department directors, graphs are posted, and other communication channels are used to ensure all staff is informed of results. Management is then able to make necessary assessments of weak areas and strategically plan for improvements. Audio of the actual phone surveys are also available to all management. Many changes within CVRMC have been made as a direct result of feedback obtained in these surveys.Hospital Consumers Assessment of Healthcare Providers and Systems (HCAHPS) is a standardized survey method conducted nationally and is publicly reported regarding the patients opinions and observations regarding their hospital care. This survey is helpful in determining how CVRMC measures against other hospitals across the nation. The public reporting aspect of this survey is a motivation factor for the hospital as a whole to improve quality of care, focusing on the patients needs. These objective and meaningful comparisons of hospitals on topics that are important to the consumer and the public reporting aspect of HCAHPS serves as a transparency tool which drives accountability and improves quality of care.Direct feedback from patients and family members is also a tool utilized for needs assessment. One of the many advantages of a rural hospital is the personal relationships the staff and patients are able to build. Direct phone calls, e-mails, or letters received from patients after their care has been provided is a valuable source of information for determining need. Comment/Compliment cards are also available throughout the hospital for direct responses from patients and their families.Patient Concerns/Complaints Tracking - is a quality improvement initiative which within the CVRMC EHR tracks concerns and complaints of patients by networking and connecting all involved in one platform for resolution. This program builds trust through service recovery. Building trust is a fundamental characteristic necessary in any relationship and as issues are resolved in a constructive, inclusive approach, our customers are more willing to utilize more services and voice opinions about services that should be brought to the service area.Legislative Actions Legislative decisions will have a dramatic effect on the direction CVRMC will move regarding community benefit as well as how healthcare for the region will be financed and delivered. CVRMC will continue to offer community benefit programs within its budgetary means in response to the needs of the region served. CVRMC will continue to strive for growth, bringing new services and structures to the hospital while focusing on wellness and prevention.CVRMC has kept a close eye on any legislation that would affect the future of rural hospitals and any work that needs to be accomplished regarding legislative change. Some of these influences/legislative changes include the CAH Pool, opioid legislation, health insurance, etc.The Payer MixBy identifying customers, CVRMC is able to determine to whom services are provided. This information is invaluable for the strategic planning and management of the hospital in regards to new services and/or the addition of new providers. The payer mix also provides valuable information regarding the mix of services needed, education programs, new outreach programs, and future demands. The payer mix is also a very good indicator of the social economic structure of the community, allowing CVRMC to tailor programs to better meet community needs.Medical Staff Development PlanThe approach used to project physician need for Cobre Valley Regional Medical Centers service area included the following:Defining the CVRMC service area and market share by service area and service lineProjecting the service areas population growth and characteristics for the next five yearsTaking into account competition and other local circumstances such as, in-migration, out-migrationDeveloping a profile of the current medical staff including number, FTE, specialty, age, activityIdentifying an appropriate demand model from among the available physician need estimation toolsUtilizing the above information, estimates are developed projecting the number of physicians by specialty required to serve the CVRMC service region. Methods used to project physician need include:Demographics-Population The source for the population is the Claritas Update Demographics (CUD) product. Estimates are data prepared for the current year and projections are prepared for dates five years in the future. The CUD is brought up to date each year for many geographic levels including national, state, county, city/town, census tract and block group. Data is also available for commonly used areas as metropolitan areas, ZIP Codes, and other media areas. Because it is produced for small areas, the update can be easily aggregated to custom geographic areas specified by the user. Provider Supply Provider supply is provided by CVRMC management. Much of the physician information is obtained by medical staff rosters and the survey responses. The information gathered for the provider supply is the provider name, specialty, town in which they practice, office days and times, birth date, and any information about their practice. The office days and times are used to calculate a provider full-time equivalent (FTE).Provider Demand The two models used to determine provider demand and community need are the:1.Population Based Model which is obtained by multiplying Thomson Reuters physician-to-population ratios by the population of the service area. 2.Productivity Based Model provides data on current and projected physician resources required within a defined market. Service Area Definition A service area definition takes into consideration multiple factors including patient origin, market share, population and geography. The service area is defined as the geographic area from which a healthcare facility draws at least 75% of its patients and in which it maintains a considerable share of the healthcare market. The first step in defining CVRMCs service area is identification of the communities from which the hospital draws 75% of patients, and to assess the hospitals market share in each of these communities. The service area was then divided into two service areas: Primary and Secondary. Three ZIP Codes have been identified as CVRMCs primary service area and seven Zip Codes comprise the secondary service area.Out-Migration DataCVRMC is located 85 miles southeast of the largest metropolitan area in Arizona. The cities of Phoenix, Mesa, and Tempe are the out-migration areas patients of the CVRMC service area sometimes choose for healthcare services. Out-migration data is provided by the HealthTech Strategic Planning department in the Environmental Assessment and Market Share Report. Two data sources are used:Arizona hospital discharge database from the Arizona Department of Health Services Thomson Reuters Market Expert is the source of the Medicare market share, demographics, insurance estimates and market volume projectionsService areas are determined by analyzing the ZIP Codes from several perspectives including patient origin, market share, population, and geographic location of the ZIP Code. This information along with payer mix information can determine the inpatient market share by service area, discharges, inpatients market

Part VI, Line 3 - Patient Education of Eligibility for Assistance
"EDUCATION OF FINANCIAL ASSISTANCE (FA) TO PATIENTS- COBRE VALLEY REGIONAL MEDICAL CENTER (CVRMC) IS COMMITTED TO PROVIDING FA TO PERSONS WHO HAVE HEALTH CARE NEEDS AND ARE UNINSURED. CONSISTENT WITH ITS MISSION TO DELIVER QUALITY HEALTHCARE IN A SAFE, RESPECTFUL, AND EFFICIENT MANNER, CVRMC STRIVES TO ENSURE THAT THE FINANCIAL CAPACITY OF PEOPLE WHO NEED HEALTH CARE SERVICES DOES NOT PREVENT THEM FROM SEEKING OR RECEIVING CARE. CVRMC HAS A COMPREHENSIVE SYSTEM OF PROVIDING CHARITY CARE SERVICE OR DISCOUNTED MEDICAL CARE TO UNINSURED PATIENTS WITHIN THE AVAILABLE RESOURCES OF CVRMC AND/OR RELATED CLINICS. CVRMC ADDRESSES WITH THE PATIENT: ELIGIBILITY CRITERIA FOR FA, THE EXTENT TO WHICH FA INCLUDES CHARITY CARE OR DISCOUNTED CARE, THE BASIS FOR CALCULATING AMOUNTS CHARGED TO INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY, THE METHOD FOR APPLYING FOR ASSISTANCE, ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE ARE INDIVIDUALLY AND PRIVATELY Counseled REGARDING A PAYMENT STRUCTURE. CVRMC ALSO WORKS WITH PATIENTS WITH HIGH DEDUCTIBLES AND/OR OUT-OF-POCKET COSTS. THIS IS ALSO DONE ON AN INDIVIDUAL BASIS THROUGH A PRIVATE CONVERSATION. MEASURES TO WIDELY PUBLICIZE THE POLICY- THE FA POLICY IS MADE AVAILABLE AT DIFFERENT TIMES OF A PATIENT'S CARE: AT REGISTRATION, ADMISSION, AND DISCHARGE. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA OR HAVE REQUESTED IT, SUBMIT AN APPLICATION. PERSONAL FINANCIAL INFORMATION IS REQUESTED ON THE APPLICATION, THE APPLICATION IS REVIEWED, AND THE APPLICANT IS INFORMED WITHIN 30 DAYS. A DISCOUNT SCHEDULE IS ALSO USED BASED ON THE PATIENT'S INDIVIDUAL CIRCUMSTANCES. FA INFORMATION IS PUBLISHED ON THE HOSPITAL WEBSITE, AVAILABLE UPON REQUEST FOR PICK-UP AT THE HOSPITAL OR CAN BE MAILED TO THE PATIENT. POLICY RESPONSIBILITY- IT IS THE RESPONSIBILITY OF THE HOSPITAL BOARD OF DIRECTORS TO ENSURE THAT THIS POLICY IS BEING ADMINISTERED AND CARRIED OUT IN A CONSISTENT MANNER AND WITHIN THE GUIDELINES SET FORTH IN CONTROLLING LAWS AND REGULATIONS. SCOPE- THIS POLICY APPLIES TO ALL EMERGENCY AND MEDICALLY NECESSARY INPATIENT AND OUTPATIENT HOSPITAL SERVICES PROVIDED TO UNINSURED INDIVIDUALS WHO QUALIFY FOR ASSISTANCE IN ACCORDANCE WITH THE TERMS AND CONDITIONS HEREIN. IT ALSO APPLIES TO CVRMC EMPLOYED PHYSICIAN SERVICES, CLINIC SERVICES, OR OTHER SERVICES THAT MAY BE OFFERED BY THE HOSPITAL. ANY SERVICES DEEMED NON-MEDICALLY NECESSARY OR COSMETIC IN NATURE ARE NOT ELIGIBLE FOR FA. DEFINITIONS- THE FOLLOWING DEFINITIONS SHALL APPLY TO THIS POLICY: ""AGB DISCOUNT PERCENTAGE"" IS DETERMINED BY THE SUM OF ALL CLAIMS OF MEDICALLY NECESSARY SERVICES PROVIDED AT CVRMC PAID (INCLUDING PAYMENTS BY MEDICARE BENEFICIARIES OR INSURED INDIVIDUALS IN THE FORM OF CO-PAYS, CO-INSURANCE OR DEDUCTIBLES) DURING THE RELEVANT PERIOD DIVIDED BY THE SUM OF THE ASSOCIATED GROSS CHARGES FOR THOSE CLAIMS. ""APPLICATION PERIOD:"" THE PERIOD DURING WHICH THE HOSPITAL MUST ACCEPT AND PROCESS AN APPLICATION FOR ASSISTANCE UNDER THIS POLICY IN ORDER TO HAVE MADE 'REASONABLE EFFORTS' TO DETERMINE WHETER THE PATIENT IS AN INDIVIDUAL WHO IS ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY. THE APPLICATION PERIOD ENDS ON THE 120TH DAY THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST STATEMENT FOR CARE PROVIDED. ""EXTRAORDINARY COLLECTION ACTION(ECA)"": ACTIONS TAKEN BY THE HOSPITAL AGAINST A PATIENT OR ANY OTHER INDIVIDUAL WHO HAS ACCEPTED OR IS REQUIRED TO ACCEPT RESPONSIBILITY FOR THE PATIENT'S BILLS INVOLVE (I)A LEGAL OR JUDICIAL PROCESS;(II) SELLING AN INDIVIDUAL'S DEBT TO A THIRD PARTY; OR (III)REPORTING ADVERSE INFORMATION ABOUT THE INDIVIDUAL TO A CONSUMER CREDIT AGENCY OR CREDIT BUREAU. ""GROSS CHARGES"": THE HOSPTIAL'S FULL, ESTABLISHED PRICE FOR MEDICAL CARE THAT IT CONSISTENTLY AND UNIFORMLY CHARGED to ALL PATIENTS BEFORE APPLYING ANY CONTRACTUAL ALLOWANCES, DISCOUNTS, OR DEDUCTIONS. ""HOUSEHOLD INCOME"": MEANS THE TOTAL INCOME OF ALL MEMBERS LIVING IN THE INDIVIDUAL'S HOUSEHOLD. ""INDIVIDUALS WHO ARE ELIGIBLE FOR ASSISTANCE UNDER THIS POLICY"": AN INDIVIDUAL WHO IS UNINSURED AND IS ELIGIBLE FOR FA UNDER THIS POLICY. ""INDIVIDUALS WHO QUALIFY FOR FINANCIAL ASSISTANCE"": ELIGIBLE INDIVIDUALS WHO HAVE SUBMITTED A COMPLETED FA APPLICATION WITHIN REQUIRED TIME PERIODS AS SET FORTH HEREIN AND HAVE BEEN APPROVED FOR THE FA ACCORDING TO THE PROCESSES SET FORTH HEREIN. ""MEDICALLY INDIGENT"": INDIVIDUALS WHO DO NOT HAVE HEALTH INSURANCE AND WHO ARE NOT ELIGIBLE FOR OTHER HEALTH CARE COVERAGE, SUCH AS MEDICARE, MEDICAID, OR PRIVATE HEALTH INSURANCE. ""NOTIFICATION PERIOD"": BEGINS ON THE FIRST DATE CARE IS PROVIDED AND ENDS ON THE 240TH DAY AFTER THE HOSPITAL PROVIDES THE INDIVIDUAL WITH THE FIRST BILL FOR CARE. ""UNINSURED"": A PATIENT (OR HIS FINANCIALLY RESPONSIBLE INDIVIDUAL) WHO HAS NO INSURANCE OR MEDICAL COVERAGE UNDER GOVERNMENTAL PROGRAMS AND IS NOT ELIGIBLE FOR ANY OTHER THIRD-PARTY PAYMENT.DETERMINATION OF FA ELIGIBILITY- FA WILL BE DETERMINED THROUGH AN INDIVIDUAL ASSESSMENT OF FINANCIAL NEED, INCLUDING AN APPLICATION PROCESS IN WHICH THE PATIENT OR THE PATIENT'S GUARANTOR IS REQUIRED TO COOPERATE AND SUBMIT ALL DOCUMENTATION NECESSARY TO MAKE THE DETERMINATION OF FINANCIAL NEED; A REASONABLE EFFORT BY CVRMC TO EXPLORE AND ASSIST PATIENTS IN APPLYING FOR APPROPRIATE ALTERNATIVE SOURCES OF PAYMENT AND COVERAGE FROM PUBLIC AND PRIVATE PAYMENT PROGRAMS; AND WILL TAKE INTO ACCOUNT THE PATIENT'S ASSETS AND OTHER FINANCIAL RESOURCES. IT IS PREFERRED BUT NOT REQUIRED THAT A REQUEST FOR FA WILL TAKE INTO ACCOUNT THE PATIENT'S ASSETS AND OTHER FINANCIAL RESOURCES. IT IS PREFERRED BUT NOT REQUIRED THAT A REQUEST FOR FA AND A DETERMINATION OF FINANCIAL NEED OCCUR PRIOR TO RENDERING OF MEDICALLY NECESSARY SERVICES. THE NEED FOR FA SHALL BE RE-EVALUATED AT EACH SUBSEQUENT RENDERING OF MEDICALLY NECESSARY SERVICES, IF THE TEST FINANCIAL EVALUATION WAS COMPLETED MORE THAN 180 DAYS PRIOR, AND AT ANY TIME ADDITIONAL INFORMATION RELEVANT TO THE ELIGIBILITY OF THE PATIENT FOR FA BECOMES KNOWN. THE GRANTING OF FA SHALL BE BASED ON AN INDIVIDUALIZED DETERMINATION OF FINANCIAL NEED, AND SHALL NOT TAKE INTO ACCOUNT AGE, GENDER, RACE, SOCIO-ECONOMIC STATUS, SEXUAL ORIENTATION OR RELIGIOUS AFFILIATION. IN DETERMINING WHETHER EACH INDIVIDUAL QUALIFIES FOR FA, ONLY THOSE PATIENT BILLINGS NOT COVERED BY OTHER COUNTY OR GOVERNMENTAL ASSISTANCE PROGRAMS SHOULD BE CONSIDERED. MANY APPLICANTS ARE NOT AWARE THAT THEY MAY BE ELIGIBLE FOR ASSISTANCE, SUCH AS AHCCCS (MEDICAID) OR OTHER GOVERNMENT OR PRIVATELY FUNDED PROGRAMS. PERSONS ELIGIBLE FOR PROGRAMS SUCH AS AHCCCS BUT WHOSE ELIGIBILITY STATUS IS NOT ESTABLISHED FOR THE PERIOD DURING WHICH THE MEDICAL SERVICES WERE RENDERED MAY BE GRANTED FA FOR THOSE SERVICES. CVRMC MAY MAKE THE GRANTING OF FA CONTINGENT UPON APPLYING FOR GOVERNMENTAL PROGRAM ASSISTANCE. THIS MAY BE PRUDENT, ESPECIALLY IF THE PATIENT REQUIRES ONGOING SERVICES. EXCLUSIONS- THIS POLICY AND THE FA PROGRAM DO NOT APPLY TO THE PORTION OF CHARGES AN INSURED PATIENT IS PERSONALLY RESPONSIBLE FOR, I.E., CO-PAYS, CO-INSURANCE, AND DEDUCTIBLES, AND DOES NOT APPLY TO ELECTIVE PROCEDURES EXCEPT AS MAY BE DETERMINED AT THE SOLE DISCRETION OF CVRMC, ON A CASE-BY-CASE BASIS. METHOD FOR APPLYING FOR FA- A COPY OF THIS POLICY AND FA APPLICATIONS WILL BE MADE AVAILABLE AT THE HOSPITAL OR BY CONTACTING PATIENT ACCOUNTS/BILLING OFFICE AT (928)425-3261. INDIVIDUALS WHO FEEL THAT THEY QUALIFY FOR FA UNDER THIS POLICY, OR HAVE REQUESTED THAT FA BE PROVIDED, ARE REQUIRED TO SUBMIT AN APPLICATION ON THE HOSPITAL FORM PROVIDED DURING THE APPLICATION PERIOD. IT IS THE APPLICANT'S RESPONSIBILITY TO PROVIDE PROOF OF HOUSEHOLD INCOME AND/OR ANY OTHER INFORMATION PROVIDED ON THE APPLICATION, AS REQUESTED BY THE HOSPITAL. THE APPLICANT IS REQUIRED TO SUBMIT ALL INFORMATION REQUIRED ON THE FA APPLICATION FORM INCLUDING, BUT NOT LIMITED TO THE FOLLOWING INFORMATION: COPY OF AHCCCS DENIAL LETTER (MAY BE WAIVED ON A CASE-BY-CASE BASIS), COPIES OF PAY STUBS FOR THE LAST 2 PAY PERIODS, NUMBER OF DEPENDENTS CLAIMED ON TAX RETURN, AND COPIES OF BILLS SHOWING EXPENSES. DISCOUNT- HOUSEHOLD INCOMES THAT EXCEED 400% OF THE FPG, WHERE THE PATIENT IS MEDICALLY INDIGENT, ARE EVALUATED BASED ON THEIR SPECIAL CIRCUMSTANCES: FAMILY SIZE, FEDERAL POVERTY GUIDELINES (FPG) 100%, 150%, 200%, 250%, 300%, OR 400% OF FPG. THIS POLICY, AN APPLICATION, A PLAIN LANGUAGE SUMMARY OF THE POLICY AND ANY NOTICES OR PUBLICATIONS REGARDING THE POLICY WILL BE MADE AVAILABLE ON THE HOSPITAL'S WEBSITE(WWW.CVRMC.ORG)IN PDF FORM. THE POLICY, APPLICATIONS, AND PLAIN LANGUAGE SUMMARIES ARE ALSO AVAILABLE UPON REQUEST AND WITHOUT CHARGE AT THE PATIENT ACCOUNTS AND BILLING DEPARTMENT AND BY MAIL. A PLAIN LANGUAGE SUMMARY SHALL BE CONSPICUOUSLY DISPLAYED IN HOSIPTAL PATIENT WAITING AREAS AND IN THE PATIENT ACCOUNTS/BILLING DEPARTMENT IN A MANNER THAT IS REASONABLY CALCULATED TO ATTRACT VISTITORS' ATTENTION. A PLAIN LANGUAGE SUMMARY OF THIS P"

Part VI, Line 4 - Community Information
Cobre Valley Regional Medical Center (CVRMC) is located in Globe, Arizona and serves a population of 40,000 within a 65 mile radius and is a full-service acute care facility. This population includes both the primary, secondary, and partner service areas. CVRMC is located in the heart of the copper belt of Arizona and serves many rural copper communities within the region including its neighboring towns of Miami and Superior to the west, Kearny, Hayden, and Winkelman to the south. The communities of Roosevelt, Tonto Basin, and Pleasant Valley/Young are located to the north. The San Carlos Apache Nation, our service area partner, borders Globe to the east. CVRMC serves as an acute medical/surgical, obstetric, orthopedic, oncology, pediatric, family practice provider, and a multitude of other services for all the residents of these communities. The CVRMC primary and secondary service area communities are located in two counties, Gila and Pinal. Based on the 2020 U. S. Census, approximately 29.4% of the total population in Gila County was over the age of 65, an increase of .4% from the 2010 Census. In neighboring Pinal County it was 20.9%, an increase of 5% compared to the 2010 Census. Arizonas population 65 and older is 18% while the U.S. is at 16.9%. The five leading causes of death among adults age 65 and older in Gila and Pinal Counties are heart disease, cancer, chronic lower respiratory diseases, cerebrovascular disease, and diabetes. Also, two leading causes of death in Gila County include death by suicide and drug induced death. People with a disability under the age of 65 years is 13% and 10.6% for Pinal County. Globe and Miami, Arizona Primary Service Area (63% Inpatient Patient Origin) Globe, Miami and the unincorporated areas nearby (including Claypool, Central Heights, and Midland City) are commonly called Globe-Miami. The towns are located on the northeastern slope of the Pinal Mountains, and are surrounded (except to the east) by the Tonto National Forest. Globe-Miami is located on U.S. Routes 60 and 70, and is served industrially by the Arizona Eastern Railway. Globe-Miami is located in Gila County with a total county population of 54,018, according to the 2020 census. Globes economy remains dependent on the mining industry, but as the county seat, county as well as city government employment are the highest numbers of jobs within the city. Tourism and retirees are also important in Globes economy. Globes current population, according to the 2020 Census, is 7,347.(Demographic Information below)Miami borders Globe to the west and the major copper mines are located in, or near Miami. Copper mines account for the largest employment in the Miami area but many of these employees commute to and from larger metropolitan areas to the east, such as Gold Canyon or Mesa. Miamis current population is 1,524.(Census 2020 data not available)Freeport McMoRan currently employs approximately 820 employees at its Miami operations; KGBM employs 63 at its Carlota facility as it anticipates to continue the SX-EW operations. Capstone Pinto Valley Mine employs approximately 592, while BHP Billiton has shut down, but employs several contracted employees to oversee the closed mine sites. Resolution Copper, the deepest underground mine in the world, is continuing to grow its employee base as the mine reaches production stages. Currently Resolution Copper employs 300 including contracted workers. As of 2020, Miami is home to one of the last 3 copper smelters in the United States. The following is from the U.S. Census Bureau: Demographic Information for Globe, AZ, Age and Sex: Persons under 5 years, percent 4.8%; Persons under 18 years, percent 18.8%;Persons 65 years and over, percent 21.3%; Female persons, percent 47.8%; Race and Hispanic Origin: White alone, percent 84.1%; Black or African American alone, percent 1.8%; American Indian and Alaska Native alone, percent 2.6%; Asian alone, percent 1.5%; Native Hawaiian and Other Pacific Islander alone, percent 0.0%; Two or More Races, percent 6.9%; Hispanic or Latino, percent 40.1%; White alone, not Hispanic or Latino, percent 50.4%.Population Characteristics: Veterans, 2015-2019 686;Foreign born persons, percent, 2015-2019 3.3%.Housing:Housing units, July 1, 2019, (V2019); Owner-occupied housing unit rate, 2015-2019 65.8%; Median value of owner-occupied housing units, 2015-2019 $125,800; Median selected monthly owner costs -with a mortgage, 2015-2019 $1,058; Median selected monthly owner costs-without a mortgage,2015-2019 $375; Median gross rent, 2015-2019$866; Building permits 2020. Families & Living Arrangements: Households, 2015-2019 2,962; Persons per household, 2015-2019 2.36; Living in same house 1 year ago, percent of persons age 1 year+, 2015-2019 77.4%; Language other than English spoken at home, percent of persons age 5 years+, 2015-2019 14.6%. Computer and Internet Use:Households with a computer, percent, 2015-2019 84.9%; Households with a broadband Internet subscription, percent, 2015-2019 65.4%. Education: High school graduate or higher, percent of persons age 25 years+, 2015-2019 89.8%. Bachelor's degree or higher, percent of persons age 25 years+, 2015-2019 20.1%. Health: With a disability, under age 65 years, percent, 2015-2019 12.8%; Persons without health insurance, under age 65 years, percent 13.4%. Economy: In civilian labor force, total, percent of population age 16 years+, 2015-2019 58.2%; In civilian labor force, female, percent of population age 16 years+, 2015-2019 52.0%; Total accommodation and food services sales, 2012 ($1,000); Total health care and social assistance receipts/revenue,2012($1,000)(c) 85,850; Total manufacturers shipments, 2012 ($1,000); Total retail sales, 2012($1,000) 130,066; Total retail sales per capita, 2012 $17,442.Transportation: Mean travel time to work (minutes), workers age 16 years+, 2015-2019 15.5. Income & Poverty: Median household income (in 2019 dollars), 2015-2019 $49,954; Per capita income in past 12 months (in 2019 dollars), 2015-2019 $25,321;Persons in Poverty, percent 15.8%. Roosevelt, Arizona Primary Service Area (1.2% Inpatient Patient Origin)Roosevelt is located 20 miles north of CVRMC and is a major center for fishing, boating, camping, water skiing, and other recreational water sports. The community of Roosevelt was developed after the construction of a masonry dam on the Salt River in 1911, Roosevelt Dam, making it the oldest artificial reservoir in Arizona and the largest within the boundaries of the state. The population of Roosevelt is estimated at 250, with many visitors moving in and out of the area depending on the season.(Census 2020 data not available)Tonto Basin, Arizona Secondary Service Area, Tonto Basin is located 55 miles north of CVRMC and the population fluctuates with the seasons. Tonto Basin is situated next to the Tonto Creek, a south flowing tributary of the Salt River. When the creek runs at high capacity, many residents living on the east side of the creek become stranded in their homes, having to wait for the water to recede. As of 2020, 1,685 people live in Tonto Basin, but the community experiences a population surge during the winter months to about 2800 people. People living in Tonto Basin work in office and administrative support, law enforcement and fire fighting, and management occupations. Many of these residents are employed in Payson or Globe, having to travel up to 55 miles one way for work.(Census 2020 data not available) San Carlos Apache Nation San Carlos, Ft. Apache, and Peridot, Arizona Partner Service Area (21.3% Inpatient Patient Origin)The San Carlos Apache Indian Reservation is located 4 miles east of Globe and is located in Gila, Graham, and Pinal Counties. The San Carlos Reservation is home to a number of Apache tribes relocated from traditional Apache homelands from Arizona and New Mexico in 1871. The San Carlos Reservation is one of the poorest Native American communities in the U.S., with the median annual household income being approximately $13,000. About 60% of the people live under the poverty level, and 1/4 of the active labor force is unemployed. With many families co-habitating, the poverty level, and other socio-economic factors, the population of the San Carlos Nation was hit severely by COVID-19. The population of the San Carlos Reservation is just under 10,000 residents with its largest communities being San Carlos, Ft. Thomas, and Peridot, Arizona. The Apache Gold Casino employs 300 people while hunting, fishing, boating, camping, and gaming are attractions to tourists visiting the area.The following demographic information is from the Bureau of Womens and Childrens Health, Arizona Department of Health Services:RESOURCES for the SAN CARLOS APACHE TRIBE-FACILITIES: General hospitals Yes; Hospital Beds/ 1000 Residents 0.0; Designated as Sole Community Provider? No; Specialty Beds 0; Skilled Nursing Facilities 0; Nursing Beds 0. SERVICES: Licensed Home Health Agencies0; A

Part VI, Line 4 - Community Building Activities
Cobre Valley Regional Medical Center (CVRMC) has a health commitment to our employees, physicians, health and wellness organizations, our board of directors, benefactors, volunteers, and most importantly, to our patients and families of the region we serve. CVRMC is inclusive, collaborative, and effective regarding community building activities and donations.The mission of CVRMC is:To develop and maintain a local healthcare delivery system that serves the region with high quality, efficient and compassionate care. Our mission is your health. This is a living statement within each of our employees who work to provide direct or indirect patient care and is the driving force when setting goals, purchasing equipment, hiring employees, and planning activities throughout the region. The CVRMC Standards of Performance are the required code of conduct which will ensure the mission of CVRMC is carried forth. These standards include personal behaviors regarding privacy, attitude, communication, teamwork, courtesy, accountability, appearance, responsiveness, and safety. Through our community benefit and building activities, utilizing the standards of performance as the driving force, CVRMC is demonstrating accountability, gaining community trust, and fulfilling our mission to all our constituents within our service region.CVRMC receives expert operational support services through HealthTech Management Services. These areas of expertise include quality patient care, finance, revenue cycle, materials management, and strategic planning. The resources HealthTech Management Services provide are invaluable in assisting the CVRMC Board of Directors, administration, physicians, directors, and clinical and non-clinical staff in fulfilling the hospitals mission of Quality, Efficiency, Compassion, and Health for all our communities.Through our strategic planning process, CVRMC identified The Patient Experience, People, Growth, Financial Stewardship, and Community as our key strategic goals for the next three years. These goals are not independent of each other, but rather interdependent, connected and overlapping, each individual function thriving on the success of the others. The Patient Experience is defined as the combination of customer service and the quality provided to patients and families receiving services at CVRMC and its surrounding clinics. CVRMC will foster an environment where the quality of care and customer service provided to our patients, physicians and employees is relentlessly pursued with a philosophy of continuous improvement in delivery and outcome. Compassion is the key driver and employing people with great character creates a culture where patients and families want to choose CVRMC for their healthcare.People make the difference in the delivery of care and in the lives of our patients, physicians, fellow workers, and associates. CVRMC is committed to cultivate a workforce and medical provider community that are highly engaged, accountable, collaborative and committed to fulfilling the mission of maintaining a local healthcare delivery system that serves the region with quality, efficiency, and compassion.Growth, in both services and facilities, will provide for the needs of all the communities that depend on the healthcare provided by CVRMC. It is a strategy of CVRMC to aggressively pursue an increased share of the market and reduce out-migration by improving, expanding, adding and promoting services and physical structures that meet service area needs and are clinically and financially feasible. Financial Stewardship, by effectively controlling costs, reducing turnover, strategic investments, and employee responsibility for financial management are all expectations to secure financial strength to move CVRMC into the future of service and property expansion.Community is the heart of our healthcare mission. Focused on promoting healthy living and prevention of chronic diseases, CVRMC realizes healthier communities are safer, have a stronger environment, are socially connected, and have people who truly care for one another. CVRMC has a commitment to care for its communities and the overall health of the people who make these communities great. Through strategic planning, relationship building, and collaboration, CVRMC will be able to address community health needs and move our population to a healthier state.Benefit to Community -One Call is a service implemented by CVRMC in late 2015. The phone service is to help reduce the number of calls a customer needs to make in order to obtain information on health needs and/or social service agencies within the service region. One Call is a free service open to the general public and is staffed by a registered nurse who can also act as a liaison between medical staff, medical health facilities, and social services on behalf of the user. -CVRMC's Health Fair(HF), over the past 10 years, has seen a rapid increase in participation of health and wellness organizations as well as public attendance. After interruption in 2020 due to the Pandemic,in 2021, an estimated 500 members of our communities attended the HF, Get Out and Get Fit, with 85 organizations providing health and wellness information. Previous public attendance has reached about 1,000 for the past six years with participation of health and wellness organizations continuing to climb from 42 participants to an average of 90 participants in 2015-2018, and 2021. The decline in 2021's attendance is attributed to the Pandemic. Beginning in 2018, the HF began to rotate yearly with another huge fundraising event the CV Foundation hosts, the Art and Wine Auction.-Our professional staff participates in Community Health Fairs and Education Events throughout our service region. These events include health and wellness checks for mining company employees, school children, and seniors. CVRMC has also been actively involved in the Science/Technology/Engineering/Math (STEM) project through the Gila County Superintendents Office, offering professional health personnel for guest speakers, science fair judging, health career counseling, and much more professional information.-The PACT Committee (Positive Attitudes Creates Teamwork) is comprised of CVRMC staff who dedicates their efforts to make a difference in employee and community relations. The PACT Committee ensures the hospitals presence in community events such as the Globe-Miami Light Parade, Relay for Life, March of Dimes, skilled nursing facility events, and other holiday community celebrations. -The CVRMC Foundation is an integral part of CVRMC. Through philanthropic income, driven by the CVRMC Foundation, CVRMC is supported in purchasing the latest technology and equipment which provides the highest level of care to the patients of our region. The foundation is guided by a governing council of community volunteers who serve without pay and are dedicated to providing the finest healthcare and services to our region. Many CVRMC employees are also part of the foundation, donating time on a volunteer basis. CVRMC also supports the foundation through donation of materials and hosts their monthly luncheon meetings.-Grief Support Meetings have brought the pastoral leadership from 2 different hospice groups to provide encouragement and assistance to those who have lost loved ones.-Clinical/Non-Clinical Internships-Teenage Outreach Pregnancy Support-The CVRMC Conference Rooms are used by many community organizations for education, hosts many educational programs available to the residents in the service area. -Community Involvement is an expectation of CVRMC employees. The strength of our communities is dependent on community involvement. Employees are Little League, soccer, football, and youth basketball coaches. Employees serve on the Chamber of Commerce for several communities, Rotary, Southern Gila County Network Team, Copper Basin Coalition, Elderly Quality of Life, Cobre Valley Transit, Labor Force Development, housing, and many other committees across the service region.-Cancer Awareness and Support Group-The CVRMC Angel Tree is supported solely by employees who provide gifts for the families in the local Safe Home and those pre-school children who are in need of gifts at Christmas. -Job Shadowing students from 6 area high schools enjoy a day at CVRMC learning from professionals in their chosen field. CVRMC realizes the importance of resourcing for the future of healthcare professionals.-Facebook and the Website provide valuable health information to all our communities and are platforms to inform our population about health events and community events which would benefit their health.-Donations to Community Organizations CVRMC recognizes the need to contribute to local organizations to help support their causes in regards to awareness, fundraising, promoting health/exercise/wellness, education, or finding a cure for cancer. Relay for Life and Little League programs are examples. The S

Part VI, Line 5 - Promotion of Community Health
"Cobre Valley Regional Medical Center has kept its finger on the pulse of its service region throughout the COVID-19 years of 2020 and 2021, reaching out to help the region in many different aspects, contributing considerable resources (Much of the resources are from federal and state pandemic relief grants)to support community Pandemic ""Fighting"" endeavors and initiatives. The focus in 2021 continued to be the patient experience, people, growth, and community even though COVID-19 took the worlds health care systems to a new level. In 2021 CVRMC continued the Pandemic responses initiated in 2020 by responding to the shortage of PPE, securing respirators, managing patient census, offering tele-health provider visits, set up check stations, reduced patient visitation and more. Throughout 2021 and the onslaught of COVID-19, we continued to respond to the service area needs to fulfill our mission: To develop and maintain a healthcare delivery system that serves the region with quality, efficiency, and compassion. Community Involvement Employees of CVRMC are encouraged to volunteer and be involved in charitable community organizations. These associations include Rotary, the Community Concert Association, Little League, United Fund, Elks, County Fairs, blood drives, CARE Fair, Relay for Life, Health Fair, Adopt a Highway, school boards, March of Dimes, youth soccer, youth basketball, the library, job shadowing programs, Meals on Wheels, economic development, Meth Coalition, AZ Youth Partnership, church charities, and the Globe-Miami and Superior Chambers of Commerce, to name a few. Employees who are involved beyond the hospital facility make a connection to the communities served.Health Fair (HF) CVRMC hosts a bi-annual HF to promote good health awareness and to encourage participants to assume responsibility for their own health by providing free health screenings. Many community organizations are also encouraged to participate to bring their valuable health and safety information to one location, the CVRMC campus, for the convenience of the people we serve. Immediate Care Services (ICS) - The decision to include ICS as a health priority was based on several findings in the CHNA. Every focus group identified the need for an urgent care facility and extended hours pharmacy services as a priority health need. Participants frequently stated that not having an urgent care was impacting access to care and a financial burden. Participants discussed the time, expense, and stress of having to travel to urgent care facilities that were typically about an hour away in the middle of the night or on weekends to have their urgent healthcare needs met. Participants also discussed avoiding having their urgent health care needs addressed, such as ear infections with young children, for the reason of not having enough money to be able to afford a visit to the hospital Emergency Department and not having enough money to travel out of the community. The mention of pharmacy services often accompanied the discussion on urgent care needs. Participants often mentioned the importance of having medications filled after hours or on weekends and experiencing a lapse in medication management when prescriptions could not be filled right away. Participants that were aware of the CVRMC pharmacy services, including the mailing options, expressed appreciation for the ability to access medications through CVRMC. Some expressed challenges in delays in receiving CVRMC prescription mail orders or needing consistent pharmacy services available in the case of the CVRMC Kearny clinic. It was felt that an urgent care facility with pharmacy services that is available after hours and on weekends would meet these needs. CVRMC is currently moving forward with this health priority. (CHIP 2020-2024)Aquatic Center (ONGOING) With the closure of the Globe Community pool 7 years ago, a team of community members are working on bringing a modern aquatic center with amenities that would provide water recreation for all. CVRMC is committed to see this project come to fruition. This project is in the CVRMC Strategic Plan to improve the health and wellness of our region. In 2021 CVRMC pledged a major grant to the city of Globe for its public pool restoration initiative. Without CVRMC's pledge, the overall viability and success of the initiative was at risk to re-establish a vital summertime healthy activity for children and families of the community and CVRMC service area.Walking Path - A Walking Path as a health priority is supported through the CHNA indicators, the community survey, and key informant interviews. Walkability scores reflect a communitys ability to offer safe places to walk and bike which also encourages frequent connections among community members to promote physical activity, but also reduces isolation. Walkability scores range between 1 and 20; the lower the score, the less walkable the area. The average walkability score for the CVRMC service region is 3. The average walkability score for the State of Arizona: 7.58; Source: US Census 2017. Participants also mentioned the lack of sidewalks and lack of safe places to walk and bike as a barrier to being physically active. When asked about a vision for a healthy community in the next three years, key informants described a healthy region as one that is a walkable and bikeable destination, efficient, and connected. The CHIP Administrative Team discussed where an initial walking path could be created. It was determined that a mile long stretch of path strategically placed along Hospital Drive in cooperation with BHP and possibly Cecil Trucking would be a great place to begin. Through CVRMC's leadership and collaboration with BHP, this project became a health improvement reality for the community in 2021. (CHIP 2020-2024)Increase Access to Aging in Place Services - It was identified that community members age 65+ are some of the most vulnerable in the region. Many of the older adults in the region have a lack of family support as they get older. It was discussed by key informants the resulting increase in demands on the health-care system, requiring additional support for specialty providers, like neurologists, cardiologists and orthopedists. There was also discussion by key informants of having additional options to age in place. These additional options included in-home care, having a wellness center available at a free and reduced rate for seniors, transportation services, and Alzheimers care for both patients and their caregivers. During 2020 and 2021 several of the specialty provider services have been enhanced and strengthened for the community. There is still opportunity to additionally strengthen specialty services. (CHIP 2020-2024)Access to Preventative Services - Increase access to preventative services was identified as a priority through the community feedback in focus groups and key informant interviews. One of the key themes in the focus groups was a need for improved access to specialty health care services. This theme is repeated in the key informant interviews with an additional focus on mental and behavioral health services. During 2021, CVRMC has sponsored the advanced education of a nurse provider to offer behavioral health service in the rural health clinic setting.Community Fund Raisers CVRMC employees continue to help community members in need whether it is a house fire, a child with an illness, or any other circumstance that creates extreme hardship for a family. Wellness Program CVRMC is currently looking into employee wellness - knowing healthier employees give better care. It is CVRMCs policy to engage employees as partners in assuring their best possible health and in reducing preventable healthcare costs for our employees; provide a supportive work environment that promotes the optimal health and well-being of our employees. Toy Box CVRMC is surrounded by mountains and many trails. Roosevelt Lake is 20 minutes away as well as the Salt River. CVRMC has purchased kayaks, paddle boards, mountain bikes, and many other types of outdoor equipment for employees to check-out free of charge. CVRMC encourages employees to explore the wonderful area in which we live and tell more people about it. This is great for our employees health but it also aids in recruitment and the economy. This program initiated in 2020, continued in 2021.Internships For countless years CVRMC has provided internships for medical related fields such as RNs, CNAs, Physician Assistants, OR Techs, Radiology Techs, Phlebotomists, Respiratory Therapists, CRNAs, Medical Assistants, and Doctors of Osteopathy. These internships are provided free of charge and facilitate schools across Arizona A.T. Stills, Midwestern, Bryman, Central Arizona College, Apollo College, Pima, and Gila Community College. The advancement of medical professions is the responsibility of all medical facilities. CVRMC understands its role in resourcing the future of hea"

Part VI, Line 7 - States Filing of Community Benefit Report
AZ

Part VI - Additional Information
Needs Assessment (continued) Demographic snapshots are also provided by the report for each of the service areas that reflect various characteristics, including the education, household income, and ethnicity. These are important factors to consider when establishing marketing and public relations messages. Those in CVRMCs primary and secondary service areas are primarily White and Hispanic; have a lower percentage than the U.S. with a high school degree, and a higher percentage than the U.S. with lower incomes. Diagnosis-Related GroupsGroups of patients tend to have common demographic, diagnostic, and therapeutic attributes that determine their healthcare needs. Diagnosis-Related Groups (DRG) form a manageable, clinically coherent set of patient classes relating CVRMCs case mix to the resource demands and the associated costs experienced by the hospital. Database of AdmissionsQueries of the CVRMC Admissions database are a quick analytical source for determining the major health issues of the region. From this information education, prevention, and intervention can be determined and implemented in community benefit programs or released to other regional health organizations for tracking and trending the impact of their programs within the region. Case Management, Discharge Planning, and Social WorkThrough case management, discharge planning, and social work provided by CVRMC, data is generated by specific diagnosis related groups. This diagnosis data by group could be used to identify key risks for change, i.e. tobacco cessation or weight management programs. Many of these groups move on to long-term care facilities, hospice services, or home care needs. Community Health Needs Assessment and Implementation Plan 2019The excerpt below is from the 2019 Needs Assessment conducted by Pinnacle Prevention. Research shows that economic conditions have a significant impact on population health. There is strong evidence that poverty in childhood has long-lasting effects and limits life expectancy, even if social conditions subsequently improve. In addition, the percentage of the population below the federal poverty level, the percentage of the population with no high school diploma, and the percentage of the population with no health insurance are key drivers that predict poor health outcomes. Only 19.0% of the individuals aged 25 and older in Gila County have a bachelors degree or higher (10% less than the state average). The median annual household income is $39,900 (lower than the state average by approximately $17,000 per year), and 21.9% of the Gila County population lives below the federal poverty level, 4% higher than the average for the state of Arizona. The major employment sectors in the region include mining, healthcare, government, education, arts, entertainment, services, and retail. There are several small businesses throughout the county, yet as of August 2019, the unemployment rate averaged 6.2%. Residents within the region frequently describe their communities as close-knit and demonstrate a willingness to help neighbors in need.Selected demographic characteristics of Gila County:Total population of Gila County=53,889Total population of Arizona=7,171,646Population in Gila County and in the state of Arizona is comprised of 20.1% below 18 years old, and 28.8% 65 years and older; and 23.3% below age 18, and 17.1% over 65, respectively. The median age in Gila County is 49.3, versus 37.7 in Arizona.Gila County is 50.6% female and 49.4% male, while Arizona is 50.3% female and 49.7% male.The race/ethnicity distribution in Gila County is: American Indian or Native Alaskan, non Hispanic 17.8%; Asian, non-Hispanic 0.9%; Black, non-Hispanic 0.8%; Hispanic 18.7%; Native Hawaiian/Other Pacific Islander 0.2%; White, non-Hispanic 62%; and two or more races, non-Hispanic 1.7%. The race/ethnicity distribution in Arizona a whole is: American Indian or Native Alaskan, non Hispanic 5.3%; Asian, non-Hispanic 3.5%; Black, non-Hispanic 4.3%; Hispanic 31.4%; Native Hawaiian/Other Pacific Islander 0.3%; White, non-Hispanic 54.9%; and two or more races, non-Hispanic 2.19%. The income inequality (Gini index) for Gila County is 0.468, and for Arizona is 0.47.The median household income for Gila County is $41,179, versus $53,510 for Arizona.In Gila County 24.1% live below the poverty level, as opposed to Arizona, which is at 16.95%. Gila Couny's unemployment rate is 6.2%, while in Arizona as a whole, it is 5%.Travel time to work on average in Gila County is 18.7 minutes, while statewide, it is 25.1 minutes.The graduation rate is 75% in Gila County, and 78% statewide.High school degrees or higher are possessed by 85% in Gila County, and 86.51% statewide. Nineteen percent of Gila County residents have Bachelor's degrees or higher, while that rate is 28.45% for the state as a whole.CVRMC Board of DirectorsThe CVRMC Board of Directors is strategically designed to encompass a variety of professions from the region. Mining, county government, ranching, banking, insurance, business, and medical professionals make up the members of the board which bring a diversity of ideas and information regarding healthcare needs within the service region.Other Data from the National Health Association and the Arizona Health Association gives CVRMC comparisons to national and state averages for specific health issues. Connectivity to organizations such as the County Health Department, regional school districts, and other health, safety, and regional associations provides information regarding health issues and needs.