Diversus Health Inc.

“Relationships among board members: ceo, cfo and coo 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.”

“During the course of our executive search in 2019 for the next ceo of aspenpointe, the aspenpointe board of directors commissioned a comprehensive compensation consulting study with our colleagues, the cbiz compensation consulting group. This study surveyed a wide array of community mental health organizations across the country for compensation information and perquisites. This data led our compensation consulting experts to arrive at a "fair market" ange that guided the aspenpointe board in their compensation negotiations and final contract offered and agreed to by the successful candidate.”

“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”

“AspenPointe's Fiscal Year 2019 has been highlighted by the appointment of a permanent President & CEO. Adam Roberts joined AspenPointe May of 2019 after serving as the Chief Operating Officer at Valley-Wide Health Systems in Southern Colorado. Highlighting FY 2019 was the practices we have implemented to thrive in a fee-for-service payment model, having moved out of the capitation system. 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 patient's care. The forthcoming payment model puts focus on operating more efficiently, with only medically necessary services and demonstrated outcomes. Under Mr. Roberts' leadership, AspenPointe is focused on process improvement and becoming as efficient as possible, in addition to eliminating waste and improving corporate identity through strategic marketing efforts. As an organization, we are focused on delivering services aligned to our mission and vision and providing an exceptional experience. Professional Care: - Completed train the trainer process for Trauma Systems and Parent Child Interaction therapy (allowing for sustainability of the model) - Four additional staff became registered play therapists (RPT) on the early childhood team - Implemented First Episode Psychosis - Started DUI classes within the Substance Use Disorder program - Aligned Evidenced Based Practices across the organization with leadership oversight Process Improvements: Our Leadership Team has hired a Chief Strategy Officer, as well as a Vice-President of Performance Improvement. These individuals will lead efforts to identify areas within AspenPointe's operations that can be improved, while also leveraging existing and new data points to further eliminate waste, streamline processes and deliver on a quality experience for our various stakeholder groups. 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.”

“Other changes in net assets: 32,696,591 - change in the interest of aspenpointe foundation”