Presbyterian Healthcare Services

“Pursuant to the bylaws, the executive committee consists of the chair of the phs board of directors, the chairs of the compliance and audit committee, the finance committee and the quality committee and the president of phs. Any member of the executive committee may be removed from membership on said committee at any time, with or without cause, by a vote of the majority of the phs board at any meeting of the phs board. The executive committee, during the intervals between meetings of the phs board, possesses and may exercise all of the powers of the phs board in the management of the affairs and property of phs except as otherwise provided by law, the presbyterian bylaws, or by resolution of the board. All actions by the executive committee between meetings of the phs board must be reported to the phs board at its next meeting. Such actions are subject to ratification, revision, or alteration by the phs board; provided, however, that the phs board may not alter the rights of third persons under agreements entered into by such third persons in good faith without notice of any limitation on the authority of the executive committee.”

“Paul briggs (officer) and robin divine (former key employee) have a business relationship in that they both served as directors for tricore reference labs & tricore laboratory service corporation. James hinton (officer / director) served as a director of presbyterian network, inc. (ein: 85-0337392) where dale maxwell (officer) was an officer. James hinton (officer / director) and george isham (director) have a business relationship in that they both served as directors for presbyterian health plan, inc. (ein: 94-3037165) and presbyterian insurance company, inc. (ein: 85-0484337).”

“Presbyterian healthcare services (phs) utilizes a multi-level review process during preparation and submission of the annual form 990. The first draft of form 990 is prepared by a national accounting firm, based on information provided by the phs tax director. This information is gathered from numerous sources across the organization, including finance, governance, legal, communications, etc. This first draft is reviewed on a line-by-line detail level by the phs tax director. In addition, all compensation-related data is reviewed in detail by the human resources benefits director and the senior vice president over human resources. All feedback from these reviews is accumulated by the tax director and conveyed to the accounting firm for inclusion in a second draft of the complete form 990. This second draft is reviewed in detail by the tax director, general counsel, finance vp, and the cfo to ensure that all requested changes were incorporated and address any additional modifications found to be necessary at that time. The next draft of the form 990 is presented by the cfo, general counsel & the tax director to the compliance and audit committee (excluding compensation schedules), the executive compensation committee (compensation schedules only), and the full phs governing board (complete form). At these meetings, the board and the applicable subcommittees also receive an educational presentation regarding the form 990, ask questions, and suggest changes and clarifications. The form is revised to incorporate feedback from the board. The tax director then obtains the cfo's signature on the return and the return will be filed electronically by the accounting firm.”

“Conflict of interest statements are submitted annually and are reviewed by the chair of the compliance and audit committee and the general counsel. Board members are required to remove themselves from conflicts or excuse themselves from votes that may leave any appearance of non-independence. The conflict of interest policy is reviewed annually by the governance committee and revised if appropriate. Conflict of interest requirements are reviewed with the board and each committee annually and the code of conduct is reviewed as part of the board's compliance training. The board and each committee is required to monitor and enforce the policy.”

“All executives' compensation is reviewed annually by an independent external consulting firm retained by the executive compensation committee of the presbyterian healthcare services (phs) board. This committee is composed of independent directors. Phs management uses the data from the consulting firm and from the independent committee in establishing appropriate compensation. All deliberations and decisions of the phs executive compensation committee are timely documented and retained by phs' human resources department. Additionally, data that support these decisions are maintained by the senior vice president of human resources for phs.”

“Copies of the most current three years' forms 990 are maintained at presbyterian healthcare services (phs) management locations. These returns are available for review or photocopy by any individual who requests such. In addition, forms 990 are also published on www.guidestar.org and available freely to the public in this manner. At this time, copies of financial statements are available on the municipal bond web site (www.emma.msrb.org). The organization's governing documents are available on the state attorney general's website. The organization's conflict of interest policy is not available to the public.”

“In a state where over 22% are uninsured, presbyterian healthcare services served over 212,000 individuals in 2013 and provided over $120,385,000 in uncompensated healthcare services. Form 990, part i, line 6 the presbyterian healthcare services' (phs) volunteers are unpaid workers providing professional and empathetic service to patients, staff, physicians and the community in a manner consistent with the goals and objectives of phs. Phs volunteers are governed by a board which oversees the revenue and expenses associated with the department. Volunteer services' department staff act in an advisory role to the board. Volunteers, in support of the phs workforce, are represented in nearly every clinical and administrative area within phs. In addition to the volunteers described above, phs has nearly 100 volunteer directors serving on the boards and board committees at its individual hospitals. These directors come from the communities in which the hospital facilities are located.”

“Presbyterian healthcare services (phs) was founded in albuquerque, new mexico in 1908 as a haven for tuberculosis patients. In the 105 years since, presbyterian has grown to become new mexico's largest provider of healthcare services, helping more than one in three new mexicans with their healthcare needs. We have remained not-for-profit and committed to communities throughout new mexico, continually reinvesting in better healthcare services. Community-based, volunteer boards of trustees form the cornerstone of presbyterian's governance system. The phs board of directors, with key supporting committees in compliance and audit, finance, governance, and quality, governs the entire presbyterian system. The overall governance structure also includes a community board of trustees for each of the hospitals in the system. Board members govern in the communities where they reside and play a key role in assessing and ensuring the appropriateness of the healthcare services presbyterian provides. Presbyterian's boards maintain high standards for quality and leadership, and every board member is required to complete compliance training and a conflict-of-interest statement, as well as comply with the presbyterian code of conduct. In 2013, the phs board of directors approved a refined focus on strategy to engage patients, members and communities with innovative healthcare delivery and financing to achieve: 1) better health 2) exceptional experience 3) cost leadership presbyterian is a leader in integrated healthcare and provides new mexicans with hospitals, a health plan, and a medical group of primary care and specialty physicians. Through that connection, we offer patients a seamless continuum of care, manage care in cost-effective ways, and make meaningful changes that improve value for customers and increase organizational performance. We are continually working to offer programs and services that improve quality and lower cost. The following changes are helping us to transform healthcare by lowering costs and enhancing the care we provide. Implementation of presbyterian's electronic health record at our eight hospitals was completed in 2013 and 2014, meaning all our ambulatory clinics and hospitals are linked with one financial and medical record. For each patient, there is just one record, which improves safety and saves costs. The implementation also supports our emphasis on evidence-based medicine and best practices. This investment is one of the largest in presbyterian's history, with the total amount nearing $200 million. Presbyterian remained among the national leaders in innovative healthcare delivery methods with its hospital at home program, which was established in partnership with johns hopkins university in 2008. Since then, the program has cared for more than 900 patients. Initial goals were to improve clinical outcomes, increase patient satisfaction and reduce costs. Clinical results to date are equal to or better than in an inpatient setting: patient satisfaction is at 97.9 percent and we have seen a 19 percent cost savings among medicare advantage/medicaid patients with common acute care diagnoses. In our continual effort to rethink traditional healthcare, lower total costs and reward value over volume, presbyterian partnered with intel corp. In january 2013 to provide a custom plan design for intel employees in new mexico. The plan is a move from fee-based provider agreements to evidence-based, performance-related agreements with risks and reward opportunities, and gives quality and cost transparency to employees. 75 percent of the plan's members have selected a patient-centered medical home and many have activated mychart accounts, which give them electronic access to their health records and the ability to communicate electronically with their care teams. In april 2012, presbyterian started a pilot project to incorporate palliative care clinics within the patient-centered medical home. Doing so allows early access to”

“Leave our hospitals or clinics. We are actively engaged as an organization in community health initiatives and conversations. In 2012, community health forums were held in the areas in which we have hospitals as part of our community health needs assessment process. Based on feedback from forum participants, we refined the community health priorities we will focus on in the development of an implementation plan for 2013-2016. Presbyterian's three priorities are healthy eating, active living and preventing unhealthy substance use. - continuing an initiative started in 2012, presbyterian in 2013 continued to host a weekly growers' market on the campus of presbyterian hospital. At the market, presbyterian offers a 2-for-1 value program for people in the supplemental nutrition assistance program. - our healthy eating initiative focuses on nutrition education, school gardens, community-supported agriculture and supporting policy changes to increase the availability of healthy foods in schools and workplaces. - more than 500 presbyterian leaders volunteer their time in an annual day of service by visiting local elementary schools to promote health and fitness. - our active living initiative focuses on community programs to encourage indoor and outdoor activities and helping communities to create more parks, playgrounds, safe sidewalks and bike and walking trails. - presbyterian is raising awareness of the dangers of using unhealthy substances like tobacco and supporting policy changes to encourage healthy behaviors. - presbyterian offers health education classes on aging issues for seniors, baby basics and beyond for new parents, breastfeeding for new moms, infant cpr, arthritis management programs and cancer support sessions. Presbyterian has achieved a deliberate financial plan to reinvest millions of dollars in new and expanding healthcare services for new mexico in the past couple of years. Included are: - an $11.5 million remodel at presbyterian kaseman hospital. - a $14 million remodel of towers a and b at presbyterian hospital. - $86 million to build a six-story patient tower at presbyterian rust medical center and prepare the bottom three floors for these patient services: an outpatient cancer center for medical oncology, radiation therapy and chemotherapy, 48 hospital beds and four new operating rooms. A future phase will prepare the remaining three floors for patient use. - we are opening a new presbyterian medical group clinic in rio rancho at highway 528 at a cost of $5 million. - we are expanding our delivery system by building a multi-specialty clinic in santa fe at a cost of $10 million. - socorro general hospital and lincoln county medical center both opened 24,000-square-foot medical office buildings to provide primary care and specialty care. - in 2013 we continued building our new administrative center and transitioning employees from a leased building to the new $50 million complex we own, a move that will save $2.5 million a year in the long term. The building, named the reverend hugh a. Cooper center after our founder, will reduce energy usage by at least 20 percent and water usage by at least 30 percent. Presbyterian's annual donations to united way of new mexico rank at the top of healthcare organizations nationally. In 2013, presbyterian employees donated more than $1.55 million to united way. Donated services, materials, equipment and facilities: as a charitable organization, with the sole purpose to improve the health of the patients, members, and communities we serve, phs seeks to benefit those we serve in every decision and action we make. Consistent with our vision, values, purpose and strategy, phs uses the following internal organizational priorities to identify recipients of our specific, organized community outreach activities. They are: 1) care and no-charge services to under-served populations to improve health, 2) donations and no-charge services to the general community and nonprofits that impro”

“Operating primarily in the albuquerque metropolitan area comprised of bernalillo, valencia, sandoval, and torrance counties, the central new mexico delivery system is the largest provider of tertiary services in new mexico and receives referrals from both owned and non-owned healthcare facilities throughout the state. The central new mexico delivery system includes two large tertiary hospitals offering comprehensive services, a general acute care hospital in albuquerque and our recently-opened rust medical center in rio rancho as well as the smaller kaseman hospital in albuquerque. These facilities offer emergency services, outpatient services, rehabilitation services, home health care, hospice, a comprehensive cardiac center, a women's center as well as a children's center, a cancer program, and ambulatory care clinics that support the hospitals. Within the central new mexico delivery system are a number of program service components, described briefly as follows. A. Presbyterian hospital the state's largest tertiary hospital, providing highly technical and intensive services such as cardiac surgery, kidney transplants, neonatal and pediatric intensive care units, a joint-replacement center, highly specialized lab services, imaging services, home health and rehabilitation programs. Integral to phs' strategy to provide a comprehensive array of healthcare services is presbyterian medical group, a multi-specialty practice of employed physicians and mid-level providers that also offers ancillary services. Presbyterian's ambulatory clinics operate as departments of presbyterian hospital. B. Presbyterian kaseman hospital kaseman hospital is a general acute care hospital offering a variety of inpatient and outpatient services. Specific services include a cancer radiation treatment center and medical oncology, day surgery, a sleep disorders center, a pain center, a skilled nursing facility, an inpatient hospice, and a behavioral health program. C. Presbyterian rust medical center opened in october of 2011, the rust medical center is a general acute care hospital serving the city of rio rancho and residents in the fast-growing west side of the albuquerque metropolitan area. Services now offered at this new, state-of-the art medical center include labor and delivery services, intensive care, operating rooms, cardiac services, mri and imaging, emergency care and more. D. Presbyterian northside presbyterian northside houses an occupational medicine clinic, a primary care clinic and an urgent care center. E. Presbyterian healthplex presbyterian healthplex is an outpatient prevention and rehabilitation facility, offering patients customized cardiopulmonary rehabilitation services through individual and group programs. F. Children's center located at presbyterian hospital, the children's center provides the full continuum of pediatric care, including primary care, specialty care, level ii neonatal care, intensive care and child life services. G. Oncology program located at presbyterian and kaseman hospitals, the oncology program diagnoses and treats cancer patients with radiology and medical oncology on an inpatient and outpatient basis. Services also include education and prevention. Under an arrangement with md anderson, md anderson operates our radiation oncology program. This enables us to bring nationally excellent care to cancer patients in our community. H. Women's center located at presbyterian hospital, the women's center provides a full continuum of services for women, including primary care, obstetrics, gynecology, state of the art perinatology and neonatology, doula support, and home health services, and a women's health, education and resource (h.e.r.) center. I. Renal transplant services located at presbyterian hospital, phs operates one of two renal transplant services in the state and the only one offering donor laparoscopic nephrectomy, which reduces donor recovery time by approximately 50 percent. J. Behavioral program loc”

“The regional delivery system provides general acute care and other healthcare delivery services in several smaller communities in new mexico. The regional delivery system consists of two general acute care hospitals, located in clovis and espaola, three designated critical access hospitals, located in ruidoso, socorro and tucumcari, and twelve ambulatory care clinics that are departments of the five regional hospitals. Hospital services vary by facility, but all hospitals offer maternity care, surgery, emergency medicine, physical therapy, respiratory therapy, radiology, and laboratory services. Regional delivery system accomplishments in 2013 are described as follows: inpatient discharges(1) = 9,175 average length of stay (in days)(1) = 3.04 inpatient patient days(1) = 27,900 emergency room visits (outpatient only)(2) = 72,968 hospital-based outpatient visits(3) = 100,816 newborn deliveries(4) = 2,101 ambulatory clinic encounters = 223,633 notes: (1) inpatient discharges excluding newborns deliveries (2) er treat & release visits (3) excludes emergency department visits (4) includes all newborns and nicu cases”

“Located at presbyterian hospital, the heart and vascular center offers cardiothoracic and vascular services to both adults and children, including catheterization, surgeries, echocardiography, vascular ultrasound, pacemaker and defibrillator implantation, angioplasty, electrophysiology, and rehabilitation and wellness. The presbyterian heart and vascular center provides a full range of preventative, diagnostic, therapeutic, and rehabilitation programs. It provides services to all ages from newborns to geriatric patients. Recently, the medicare program has identified presbyterian as one of only ten hospitals in the country who do a superior job of avoiding readmissions in heart attack, pneumonia, and heart failure cases. The heart and vascular center served patients through the year ended december 31, 2013, as follows: patient visits = 66,251 inpatient discharges = 3,591 cardiac rehabilitation visits = 13,160 outpatient cardiovascular lab encounters = 2,989”

“Presbyterian healthcare services (phs) is the common pay agent for its related exempt organizations. All payroll, including wages, benefits, pension and payroll tax, is centralized through phs for phs, presbyterian healthcare foundation (phf) ein: 85-6016041, southwest health foundation (shf) ein: 85-0289728, presbyterian properties inc. (ppi) ein: 85-0414352, and bernalillo county health care corporation dba albuquerque ambulance services (aas) ein: 23-7329437. Form 941 reporting for all the entities' salaries and wages are reported under phs' ein: 85-0105601. An allocation is made for each entity and as such is reported on the separate forms 990, part ix, lines 5-9. Form 990, part v, line 2a includes all employees reported on form 941 for phs as the common pay agent and none are reported on 990 part v, line 2a, for phf, shf, ppi, and aas.”

“Transfer of net assets from shf $ 261,065,543 pension accumulated other comprehensive income true up 83,301,602 change in value of equity hedges (30,090,355) allocate rio rancho emergency center funds to rust medical center 2,628,700 miscellaneous (407,077) ------------ total $ 316,498,413 ============”

“Description:contracted prof fees-physician total fees:26885858”

“Description:contract labor total fees:6177025”

“Description:contracted prof fees-mid level total fees:5673023”

“Description:agency nurses total fees:4915487”

“Description:consulting total fees:2978295”

“Description:contracted prof fees-med dir total fees:2157472”

“Description:other purchased services total fees:xxx-xx-xxxx”