Ihc Health Services Inc

“Health services delegates broad authority to the executive committee of the governing body. As a result, the executive committee, when so appointed by the board of trustees, has and may exercise the powers of the board of trustees in management of the business and affairs of the corporation. The executive committee also has the power to authorize execution of documents in the name of and under the seal of the corporation.”

“Rebekah couper-noles / susan m. Robel / denis smith - business relationship (trustees and/or officers of saltzer medical group, inc., a taxable subsidiary of the filing organization) clay ashdown / nanette berensen / greg j. Matis - business relationship (trustees of mountain west health captive, a foreign subsidiary of an affilated organization) michael clark / kelly duffin - business relationship (trustees and/or officers of layton surgery center, llc, a related partnership of the filing organization) michael clark / robert e. Hoesch - business relationship (trustees and/or officers of murray surgery center, llc, a related partnership of the filing organization) michael clark / kyle hansen - business relationship (trustees and/or officers of park city surgery center, llc, a related partnership of the filing organization) michael clark / kyle hansen - business relationship (trustees and/or officers of provo surgery center, llc, a related partnership of the filing organization) michael clark / ralph jean-mary - business relationship (trustees and/or officers of riverton surgery center, llc, a related partnership of the filing organization) michael clark / kyle hansen - business relationship (trustees and/or officers of saratoga springs surgery center, llc, a related partnership of the filing organization) michael clark / kelly duffin - business relationship (trustees and/or officers of saltzer asc ten mile, llc, a related partnership of the filing organization)”

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

“Under the approved bylaws, health services' sole member elects health services' trustees at the annual member meeting.”

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

“The initial review of the form 990 was delegated to the audit and compliance committee of intermountain health care, inc. And to the board of health services. Draft copies of the return were mailed and/or provided electronically to committee members in advance and discussed 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 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. Additionally, board members are asked at the beginning of each board or committee meeting if they are aware of any conflicts. According to policy, the questionnaires are collected and reviewed by the chief compliance officer. 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 audit and compliance committee. The minutes from that report are submitted to the board of trustees.”

“The compensation committee ("compensation committee"), a subset of intermountain health care, inc.'s governing body, is responsible for the process of annually determining the total compensation packages (including cash and noncash benefits) for the following officers: - president / chief executive officer - executive vice presidents - senior vice presidents the compensation 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 nonprofit 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 compensation committee along with the performance data for each officer listed above. Decisions by the compensation committee are contemporaneously documented. The compensation committee presents the collected information and the associated compensation decisions to the entire board of trustees. Health services' philosophy is to pay compensation at market competitive rates. 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 consolidated financial statements are also available to the public on the electronic municipal market access website (https://emma.msrb.org/p21914280-p21463550-p21912552.pdf), a service provided by the municipal securities rulemaking board.”

“Our vision: be a model health system by providing extraordinary care and superior service at an affordable cost. Our values include: - we are leaders in clinical excellence, delivering safe, best-in-quality care. - we believe in what we do, living our mission every day. - we serve with empathy, caring for each caregiver, patient, and member with compassion and respect. - we are partners in health, collaborating to keep people well. - we do the right thing, learning and acting with purpose. - we are better together, building community through teamwork and belonging. Our fundamentals include: - safety and quality: leaders in clinical and operational excellence. - caregivers: best place to work, learn, and grow. - members, patients, and communities: equitable healthcare with consistently excellent experience and outcomes. - stewardship: thriving organization. Our strategy includes: health services' strategy is to maximize the value we provide to our communities by (1) taking full clinical and financial accountability for the health of more people, (2) partnering to keep people well, and (3) coordinating and providing the best possible care. Key system initiatives to enable our strategy: (1) simplifying for caregivers, patients, and members. (2) expanding proactive care. Focused investments to support the system initiatives: - adopting cutting-edge technology. - enriching consumer experience. - reimagining our work. - growing at-risk payments. - moving upstream to keep people well. - creating and expanding proactive care models.”

“The mission of health services is helping people live the healthiest lives possible. Providing the highest quality healthcare at the lowest possible cost to our patients and customers is one of our most important considerations. Health services provides services based on medical need without regard to ability to pay. An uninsured, low-income patient will receive services for no charge or a reduced charge based upon such person's inability to pay if, in the judgment of the admitting physician, the services are generally available at the hospital and clinics and the person requires the services. 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 of 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 who have catastrophic healthcare expenses. During 2024, through 393,871 cases, health services' facilities and physicians provided more than $165 million in financial assistance (at cost) to patients unable to pay. This amount does not include adjustments for unpaid services. Adjustments for unpaid services occur in circumstances where a patient 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 an adjustment for unpaid services, but the patient later is determined to have been eligible for financial assistance at the time of treatment, then the bill is no longer considered an adjustment for unpaid services 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, in some cases, the patient did not communicate an inability to pay, it is considered to be an adjustment for unpaid services. Health services generally incurs shortfalls between its established rates and amounts paid by medicare and medicaid. Health services provides a significant array of additional community services, including owning and operating three 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. Most patients pay on a sliding fee scale according to their household incomes, and many qualify for health services' financial assistance. Intermountain community care foundation, inc., an affiliate supported by health services, awarded grants and other cash contributions to 75 independently owned community safety net clinics that provide primary healthcare services to uninsured, low-income, and homeless populations. Health services provides community benefit activities, including community health improvement services, health professions education, intern and resident training, subsidized health services, medical research, and cash and in-kind community benefit contributions. During 2024, these community services and contributions totaled over $537 million. See schedule h.”

“Intermountain, the sole member of health services, 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. (formerly ihc hospitals, inc.) as a utah nonprofit subsidiary and transferred to health services its healthcare facilities. Health services is comprised of 23 hospitals with 2,850 licensed beds in utah and southern idaho, and the intermountain medical group, which employs more than 1,464 physicians and advanced practice providers that lead caregiver teams in hospitals and 443 clinic sites. Twenty-one of health services' hospitals are general acute care facilities that 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 2024: - acute admissions - 151,810 - births - 27,374 - inpatient surgeries - 35,193 - outpatient surgeries - 147,043 - emergency room visits - 607,620 - physician clinic visits - 3,896,701 - homecare patients served - 192,606 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 ten clinical programs and other areas. Physicians, nurses, and other clinical professionals measure their progress toward these goals and evaluate results. This process 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 health") are recognized worldwide as an organization focused on providing care based on proven results. The following ten clinical programs are organized and operated by health services to develop and implement evidence-based best practices in its hospital and ambulatory care settings, improve a patient's "journey" throughout the continuum of care, be the professional home for medical and surgical specialists and improve performance in the fundamentals of care - safety, quality, equity, experience, access, stewardship, engaged caregivers and growth. The clinical programs also support the development of value-based care models by seeking to provide better outcomes and lower medical expense for patients. The behavioral health clinical program is comprised of teams of physicians, nurses, behavioral health therapists, administrators, and other care providers. These teams work to provide strategic alignment across the behavioral health service line. The teams have expanded mental health integration into most of health services' primary care clinics and have developed tele-psychiatry and tele-crisis services across the health services system, including rural settings. Care process models are in place for the management of depression, bipolar disorder, eating disorders, attention deficit disorder, substance use disorders and suicide assessment and prevention. Health services has implemented multiple "access centers" to increase capabilities to care for patients with mental health illness. Currently, the teams are working to improve early identification and treatment of depression and crisis interventions for emergent/urgent behavioral health patients and implementing a plan to reduce suicide. Health services' clinical integration strategy over the last 20 years has been well validated by the success of the nationally respected cardiovascular clinical program. The cardiovascular clinical program was established in 1997 and has grown to be a nationally respected program. Through highly evolved teamwork and alignment, cardiologists, cardiovascular (cv) surgeons, thoracic surgeons, and vascular surgeons, along with nurses and administrative support, have achieved o”

“The neurosciences clinical program (nscp) focuses on working together with patients to continually define extraordinary care across the continuum in spine care, hospital neurology, stroke care, and community general neurology and subspecialties including movement disorders, dementia, headache, multiple sclerosis, neuromuscular disorders, and epilepsy. The neurosciences team has developed and implemented a robust tele-stroke service that benefits communities and patients by providing timely and effective stroke care across the health services system and is expanding telehealth neurosciences offerings to provide inpatient neurology consults and urgent neurology consults beyond telestroke in the emergency department. The teams are working to reduce stroke mortality, define and develop a high-value spine surgeon network, reduce surgical supply costs for spine surgery procedures, reduce medical expense in high-cost medications for multiple sclerosis, and reduce inequity in stroke care by addressing care gaps related to language and health literacy. The nscp team has prioritized acute back pain for their clinical model of the future to help the significant number of individuals who experience acute-onset back pain, to more quickly reduce pain, and regain function while avoiding unnecessary and harmful interventions such as opioid pain medication, advanced imaging studies, and spine surgery. The oncology clinical program (ocp) involves a network of cancer specialists in surgery, radiation oncology, medical oncology, infusion, nursing, pathology, radiology, genetics, and supportive care to improve the process of cancer diagnosis, treatment and delivery of care across the continuum of care. Considerable efforts have been made to develop and standardize best practices in surgical oncology, pathology, mammography, medical oncology, and radiation oncology by engaging the provider network and utilizing meaningful clinical data located in health services' cancer registry and electronic medical record. The ocp is developing a cancer survivorship program to address the unique needs of people who have recovered from or are in remission from cancer. The pediatric specialties clinical program works to improve care for children up to 17 years of age, including care by pediatric subspecialty providers. The pediatric specialties clinical program is part of health services' children's health program to improve the fundamentals of care for children in the communities and geographies served. Best practice guidelines have been developed for treatment of bronchiolitis, febrile infant, type i diabetes, early recognition and treatment of shock, and asthma. Pediatric teams work with other disciplines to evaluate and improve the transition of adolescent patients with chronic illness to adult care providers as they graduate from high school and move away from their traditional support systems. In 2023, health services established a new clinical program, the primary care & preventive clinical program (pcpcp). The pcpcp leadership team is focused on convening clinical discipline experts from across the system to identify and define clinical best practices, design care process models to support best practices, and lead implementation of models in partnership with local and regional operations leaders to promote clinical excellence and high reliability while reducing unnecessary variation. The surgical specialties and digestive health clinical program was established in 2004. The team analyzes, develops, and implements the best surgical care based on evidence. The team has been successful in engaging surgeons across health services in work that has improved patient outcomes and reduced healthcare costs. The surgical specialties and digestive health clinical program includes 11 sub-specialties: bariatrics, breast, digestive health, general surgery, head & neck, oncology, ophthalmology, plastics, robotics, solid organ transplant services, and urology. The teams ar”

“Unrecognized change in funded status of postretirement benefit plans 63,010,266. Adjustment to balance of investment in affiliates -17,339,765. Other miscellaneous fund balance adjustments 250,375. Other equity adjustments to affiliates -1,479,847. Intercompany bond activity -108,465,758. Change in minority interest in joint ventures 9,331,110.”