Ihc Health Services Inc.

“Charles w. Sorenson jr. Md / gregory p. Poulsen - family relationship albert r. Zimmerli / douglas c. Black / brent t. Johnson - business relationship (board members of a corporate investment that is 50% owned by the filing organization) albert r. Zimmerli / charles w. Sorenson jr. Md / douglas c. Black / daniel g. Gomez / bradford r. Rich - business relationship (board members and/or officers of selecthealth benefit assurance company, a taxable corporation that is wholly-owned by an affiliate of the filing organization) albert r. Zimmerli / bruce t. Reese / charles w. Sorenson jr. Md / a. Scott anderson / douglas c. Black / f. Ann millner / gregory m. Johnson / kem c. Gardner / laura s. Kaiser - business relationship (board members and/or officers of ihc affiliated services, inc., a taxable corporation with minimal activity that is wholly-owned by an affiliate of the filing organization)”

“The sole member of health services is intermountain health care inc., a utah nonprofit corporation.”

“Pursuant to the approved bylaws, the filing organization's trustees are elected by the sole member at an annual membership meeting.”

“Pursuant to the articles of incorporation, the member exercises all property, voting, and other rights, interests and powers conferred under local statute.”

“Health services' board of trustees delegated the initial detailed review of the form 990 to the audit and compliance committee. Draft copies of the return were mailed to committee members in advance and discussed in depth during an audit and compliance committee meeting. Prior to filing with the irs, copies of the final return were provided to the health services' board of trustees for review and were discussed as part of a regularly scheduled board meeting.”

“Each officer, director, trustee, and key employee is required to complete a conflict of interest questionnaire at least annually. These individuals have also been instructed to update their questionnaire information if they become aware of a new potential conflict, or if any of the previously reported information changes. The questionnaires are collected and reviewed, per policy, by the vice president of business ethics and compliance. Potential conflicts of interest are reviewed with appropriate personnel, which may include (but is not limited to) the audit and compliance committee chair, senior management, and the legal department. If an individual discloses a situation that poses a conflict of interest, a determination is made whether the situation can be managed (such as by recusal in decision-making settings) or must be eliminated (such as through divestiture of the outside interest or requiring a choice of the individual's role with health services or the outside entity). Findings are reported to the full audit and compliance committee. The minutes from that report are submitted to the board of trustees.”

“The executive compensation committee ("committee"), a subset of health services' governing body, is responsible for the process of annually determining the total compensation packages (including cash and non-cash benefits) for the following officers: - president / chief executive officer - executive vice presidents, including the cfo - senior vice president - certain corporate and regional vice presidents pursuant to health services' written "compensation philosophy," the committee annually retains an independent, external consulting firm to provide an analysis of comparable market data. The consultants review the various types of direct compensation, including base salary, total cash, and annual and long-term incentives. Information from a selected group of comparable not-for-profit organizations is used to supplement published survey data. The consultants also conduct an in-depth analysis of the associated benefits and perquisites. Information provided by the external consultants is reviewed by the committee along with the performance data for each individual listed above. Decisions by the committee are contemporaneously documented. The committee presents all of the collected information and the associated compensation decisions to the entire board of trustees. Health services' philosophy is to pay compensation at or around the 50th percentile of comparable healthcare organizations. The determination of executive compensation is also designed to meet the "rebuttable presumption of reasonableness" standard as outlined in the treasury regulations.”

“Health services does not currently allow public inspection of its governing documents or conflict of interest policy. A copy of the consolidated financial statements that includes the filing organization is attached to this return. The financial statements are also available to the public on the electronic municipal market access (emma) website, a service provided by the municipal securities rulemaking board.”

“Excellence in the provision of healthcare services to communities in the intermountain region. Our vision: our vision is to be a model healthcare system by continually learning and providing extraordinary care in all its dimensions: - clinical excellence: we will deliver the best clinical care in a consistent, integrated way, always improving through innovation and evidence-based practice. - patient engagement: we will provide a compassionate healing experience that reflects the caring and noble nature of our work in every encounter with our patients, members, and guests. We will help patients optimize their health and participate in decisions about their care. - physician engagement: we honor the essential role of our physician colleagues and will create systems and processes that help them best serve their patients. - operational effectiveness: we will be wise and careful stewards of our resources to enable extraordinary care. We will maintain the financial strength we need to meet our high standards of quality while providing the lowest sustainable cost to residents in our communities. - employee engagement: we value our employees as our most important resource and will create a workplace that attracts and rewards caring and talented individuals. - community stewardship: we are committed to serving the diverse needs of the young and old, rich and poor, and those living in urban and rural communities in the intermountain region, with sensitivity to cultural differences. We work independently and with community partners to care for the underserved, and we provide generally available medical services to all residents regardless of ability to pay. Our values: - mutual respect. "we treat others the way we want to be treated." - accountability. "we accept responsibility for our actions, attitudes and mistakes." - trust. "we act with integrity and can count on each other." - excellence. "we do our best at all times and look for ways to improve." form 990, part iii, line 1: excellence in the provision of healthcare services to communities in the intermountain region.”

“Intermountain health care, inc. (intermountain) was organized in 1975 to own and operate the 15 hospitals formerly owned by the church of jesus christ of latter-day saints. In 1982, intermountain formed ihc health services, inc. (formally ihc hospitals, inc.) as a utah nonprofit subsidiary and transferred to health services its healthcare facilities. Health services currently consists of the hospital division, comprised of 22 hospitals (21 owned and one - garfield memorial - managed by health services) with 2,663 licensed beds in utah and southeast idaho, and the intermountain medical group, which employs more than 1,050 primary and secondary care physicians in hospitals and more than 300 clinic sites. Twenty of health services' hospitals are general acute care facilities which provide inpatient and outpatient medical services based on specific needs in each community. Two hospitals provide specialty care in the following areas: - primary children's hospital - pediatric care - the orthopedic specialty hospital - orthopedic care health services' clinical statistics for 2013: - acute admissions 133,973 - acute patient days 504,384 - births 30,792 - inpatient surgeries 39,552 - ambulatory surgeries 109,442 - emergency room visits 474,450 - physician clinic visits 2,911,110 - homecare patients served 87,998 health services' core business is managing common clinical processes of care to achieve the highest clinical quality, service quality, and cost outcomes. Each year, health services sets goals for clinical quality improvement in eight clinical programs and other areas. Physicians, nurses, and other clinical professionals measure their progress toward these goals and evaluate results. This leads to the systematic implementation of best practices - a process that yields better care for patients. Health services and its affiliates (collectively recognized as intermountain healthcare) is recognized worldwide as an organization focused on providing care based on proven results. The following eight clinical programs are organized and operated by health services to develop and implement evidenced-based best practices in our hospital and community-based settings: the behavioral health clinical program is comprised of teams of physicians, nurses, behavioral therapists, administrators, and other care providers. These teams work to improve therapeutic alliance scores for their patients with the understanding of the positive correlation to clinical outcome measurements. They screen for common medical conditions in patients in the behavioral health treatment settings. Currently, the teams are working to improve post discharge care planning for patients admitted to inpatient behavioral health facilities. The teams are currently part of expansion efforts to have mental health integration into all primary care clinics and telepsychiatry into rural facilities. Care process models are in place for the management of depression, bipolar disorder, eating disorders, and attention deficit disorder. Care process models are in development for substance use disorders and suicide assessment and prevention. Health services' clinical integration strategy over the last 17 years has been well-validated by the success of the nationally respected cardiovascular clinical program. Through highly evolved teamwork and alignment, cardiologists, cardiovascular (cv) surgeons, thoracic surgeons, and vascular surgeons along with nurses and administrative support have achieved outstanding clinical quality, service quality and value. Using extensive evidence-based guidelines supported by meaningful measurements and reports, the cv program has achieved well-published exceptional outcomes in such areas as cv surgery, acute myocardial infarction (mi), heart failure, cardiac risk management and rhythm management. The intensive medicine clinical program is comprised of teams of physicians, nurses, respiratory therapists, administrators, and other care providers in the areas of”

“Health services provides services on the basis of medical need, without regard of ability to pay. An uninsured, low-income person will receive those services generally available at its hospitals and clinics for no charge or a reduced charge based upon such person's ability to pay, if in the judgment of the admitting physician the services are available at the hospital and clinics and the person requires that service. The availability of financial assistance for patients will continue to be communicated through all reasonable means. Health services has established a financial assistance policy for the uninsured and the underinsured, which offers discounts up to 100 percent of charges on a sliding scale. Financial assistance is based on both income as a percentage of the federal poverty level guidelines and the charges for services rendered. Health services' financial assistance guidelines include provisions that are responsive to those patients subject to catastrophic healthcare expenses. During 2013, through more than 276,674 cases, health services' facilities and physicians provided more than $119.8 million in financial assistance (at cost) to people unable to pay. This amount does not include bad debts. Bad debts refer to circumstances where a person has the ability to pay but does not pay for the services received and the amount is not otherwise collected. If an account has been initially identified as a bad debt but the patient later applies for and is determined to have been eligible for financial assistance at the time of treatment, then the bill is no longer considered a bad debt and is charged to charity care. However, if it is determined that the patient had the ability to pay at the time of service but the account cannot be collected later, or the patient did not communicate an inability to pay, it is considered to be a bad debt, which is not collectible. Health services generally incurs shortfalls between its established rates and amounts paid by medicare (principally related to elderly patients). Health services provides a significant array of additional community services, including owning and operating six community and school-based clinics to help meet the needs of uninsured and low-income people in neighborhoods that would otherwise lack convenient access to healthcare. In 2013, these clinics had more than 23,439 patient visits. Most patients pay on a sliding fee scale according to their household incomes, and many qualify for health services' financial assistance. The intermountain community care foundation, an affiliate supported by health services, awards grants and other cash contributions to 19 independently owned clinics that provide primary healthcare services to uninsured, low-income, and homeless populations. These clinics, located throughout utah, had more than 302,136 patient visits in 2013. Health services provides community benefit activities including: health education, health improvement services, health professions education, intern and resident training, and medical research. During 2013, these community services and contributions totaled more than $57.3 million. See schedule h.”

“Unrecognized change in funded status of postretirement benefit plans 534,644,153. Miscellaneous changes to unrestricted net assets -20,000. Book/tax difference on the sale of an llc interest -139,191.”