Diversus Health Inc.

“Relationships among board members: michael pattinson, kevin light, and susan seiler have a business relationship as they are directors of aspenpointe management, a related organization taxable as a corporation.”

“Form 990 review process: the form 990 return is prepared by a third party and goes through a detailed review by the vp of accounting and finance and cfo of the organization. Once reviewed, the return is presented to the audit committee of the board where they will conduct a secondary review and recommend the filing of the 990 to the board of directors. Once approval is made, a final copy of the 990 will be sent to the board via email and the 990 will be electronically filed with the irs.”

“Conflict of interest policy and process: the organization has a comprehensive corporate compliance program which covers staff and directors. Compliance is monitored through internal audits of billing, medical charting, accounting, and the compliance program itself. The organization educates staff on compliance on an ongoing basis and conducts an annual on-line questionnaire to confirm staff understanding of the program. The program utilizes a hotline for reporting of suspected compliance issues. The hotline is run by a third party vendor and offers anonymity to the reporter. The staff is educated on the hotline's use and access on an ongoing basis and this knowledge is an important part of the annual staff questionnaire. Designated personnel working in areas affecting compliance report to the board of directors' compliance subcommittee on a quarterly basis. The compliance committee reports directly to the board. The conflict of interest policy applies to all board members and to all staff of all companies. The committee or the board may make determinations of whether or not an actual conflict of interest exists. The individual with the conflict cannot participate in the decision making process and is not permitted to vote on the proposed transaction creating the conflict. The subcommittee or the board may investigate any suspected failures to report a conflict and may take appropriate disciplinary action or corrective action. Each year the board of directors is given a compliance report on the previous year's compliance program. Following this presentation, each board member is required to sign an acknowledgement which confirms their understanding of, and agreement with, the organization's conflict of interest policy.”

“Executive compensation: in february 2016, the organization engaged the harlon group, an external compensation consulting firm, to complete a formal review of senior leadership positions including ceo, coo, cfo, and chief medical officer. The results of the review were provided to the board of directors for consideration in establishing the ceo's overall compensation package. The decisions and deliberations were appropriately documented and signed by the board chairperson. Other executive level compensation is determined at the discretion of the ceo, with all changes documented and approved in writing, with records maintained in payroll files.”

“Documents available to the public: the organization's financial statements, conflict of interest policy, and governing documents are made available to the public upon request.”

“Group exemption: aspenpointe inc. Is the parent organization of a group form 990 return. The following entities are subsidiary organizations of aspenpointe inc under the group exemption #9701: -aspenpointe telecare, llc ein: 20-2788182 -aspenpointe health network ein: 20-4048014 -aspenpointe enterprises ein: 32-0098858 -aspenpointe health services ein: 84-0602716 -aspenpointe youth directions ein: 84-0681414 -aspenpointe foundation ein: 84-0893577 -aspenpointe properties ein: 84-1119153 -aspenpointe employment ein: 84-1191609 -aspenpointe group return ein: 90-0528134”

“Program Service Accomplishments: While the State of Colorados new Regional Accountable Entity (RAE) structure did not officially start until Fiscal Year 2019, much of Fiscal Year 2018 was spent making the necessary changes to position AspenPointe for success in the forthcoming paradigm, in which behavioral health and physical health funds are managed by the same entity. Medicaid dollars account for more than 65 percent of our revenues, so the transition to a fee-for-service payment model versus the capitation system of years past was not taken lightly. That meant moving from a fixed amount payment per patient for our three-county region (El Paso, Teller, Park counties) to where we are paid specifically and only for services rendered. The previous payment system gave AspenPointe considerable flexibility in managing a patients care. The forthcoming payment model puts focus on operating more efficiently, with only medically necessary services and demonstrated outcomes. To begin with, we made sure key resources in Fiscal Year 2018 were devoted to our core mental health and substance misuse services and specialty areas so that our communitys most vulnerable individuals and families have minimal impact in this upcoming time of transition. We turned our collective attention to quality of care, patient experience and improvement in organization structure to ensure success in the years ahead. Professional Care: While our care and outcomes must be best in the business, so must our customer service ... to out patients, to our referral sources, and to the state of Colorado. We made a commitment to act and look professional at all times. That included everything from our email signatures and voicemail messages to our interactions with patients to our dress and appearance. Process Improvements: Our service delivery also needed streamlining. Our leadership team did a complete audit of every service and program to get a better understand of what we are doing well and where efficiencies are still needed. We looked for ways to increase productivity while not overshadowing quality. We homed in on utilization management, medical necessity, diagnoses, and improved documentation and treatment planning. Structure: In order to be prepared for the future, our structure also needed finetuning to ensure the right people had oversight of the right areas. As the aforementioned changes were planned and carried out, we had to continue business as usual, all while breaking in a new Electronic Health Record, creating new programs and adopting new processes.”

“Other changes in net assets: change in the interest of aspenpointe foundation 440,194”

“Description:behavioral health services total fees:45358260”