Utah Partners for Health

“The organization's cfo reviews the 990 before it is filed. In addition, the organization's board of directors reviews the 990 before it is filed.”

“During 2014 all board members and officers completed and signed the organization's conflict of interest disclosure statement. This statement requires that all potential conflicts of interest be disclosed at the time the board member becomes aware of the conflict or before any discussion on the matter by the board, whichever occurs first. If an apparent conflict of interest is not disclosed by the board member having the conflict, another board member is required to bring the conflict to the attention of the board. The board of directors is responsible for determining whether an actual conflict of interest exists. Once a conflict of interest is disclosed, the board member should also not participate in further discussion of the matter by the board.”

“In establishing the executive director's compensation, the organization uses market comparability data to ensure that the compensation is reasonable. The board of directors establishes the executive director's compensation independent from the executive director. The deliberation and determination of compensation is contemporaneously documented in the board minutes.”

“The organization's governing documents, conflict of interest policy, and financial statements are available upon request at the organization's offices during regular business hours.”

“Federally qualified health centers: - in january, we opened the upfh behavioral health clinic to integrate with our medical care services and expanded to four days a week in june. - in november, we opened the upfh dental clinic with a three chair operatory offering full dental services. Already, 104 individuals have needed care and been served. - our model ii - mobile medical clinic collaborated with 37 different schools, churches, community based organizations and businesses at 150 events to provide 1,731 encounters to 1,324 individuals who experience barriers in accessing care such as language, transportation, income, and unfamiliarity with our health system. - our model ii - mobile eye care clinic efforts target title 1 schools, as access points to provide exams and glasses for students and their families. This program is dramatically improving educational outcomes for students with vision impairment. A total of 2,010 individuals received an exam, with 1,193 receiving free or low cost lenses. - our model iii - mid-valley health clinic is a federally qualified health center offering a deeply discounted sliding fee schedule for individuals with incomes 200% or less of the federal poverty level. This clinic provided 5,226 primary care visits to 2,474 individuals. - we achieved our clinical performance measures for cervical cancer screening, adult weight and counseling, tobacco cessation, asthma therapy, coronary artery disease therapy, ischemic vascular disease therapy, colorectal cancer screening, depression screening, and hypertension control. - in collaboration with intermountain healthcare and the association of utah community health, we have two community health workers on site to reduce social determinant barriers for our patients.”

“Utah partners for health collaborates with multiple for-profit clinics willing to provide in-kind donations to individuals in need of health care in magna, west valley, and kearns, utah. - our model i - in-clinic program provides access to low-income and uninsured individuals with 15 different for-profit clinics and providers that discount their fees by an average of 71%. This allows patients to receive care at the price of a co-pay. We provided 1,989 primary health care visits and received 243,307 in in-kind donations from these partners. Each dollar donated to this program was leveraged to equal 10.15 in healthcare services.”

“Change in value of beneficial interest 0”