Hospital Council of Southern Arizona Inc

What it reported doing in 2010

Hcsa is a private, not for profit organization with membership consisting of ceo's from the southern Arizona region that represent acute care hospitals with emergency room services. Hcsa accomplishes its mission by bringing together the member hospitals to identify areas where common strategies and solutions benefit the overall community. Hcsa also partners with employers and the business community through its formal relationship with the southern Arizona leadership council. This collaboration links hospital and business leaders so that they can work together to improve the health of the region and the health care delivery system. Shared staff work to promote health care as a recognized regional priority. Recent hcsa accomplishments:1. Created a forum for hospital leaders to come together, in a neutral space, to discuss and explore common issues confronting health care in southern Arizona as a means of driving solutions that improve the region's health care system. 2. Expanded its role and priorities in 2010 to include additional work in the areas of behavioral health, telehealth, community health collaborative, and creating new opportunities for continued collaborative relationships such as emergency department directors and behavioral health leaders. 3. Created an annual summit to further broaden regional and community awareness of pressing health care issues, expand opportunities for regional reform, and address the economic impact of hospitals. 4. Organized and managed the second annual health care summit in 2010 that attracted more than 500 people interested in health care issues in the region. The second year event also expanded to include media meetings, a reception for panelists, and a keynote speaker. 5. Held labor relations forum in 2010 focused on sharing national, state and local information and provided expert presentations for c-suite executives. 6. Implemented "ceo roundtable" conference call format with goal of increasing regular communication among members and to identify any emerging common issues. 7. Co-hosted and sponsored community forums and events about importance of behavioral health programs and funding with the objective of changing the dialogue about behavioral health in the region. 8. Since the inception of hcsa's workforce program, enrolled 11 cohorts of students from southern Arizona into the fast-track nursing program that has resulted in more than 160 students entering the program who are committed to living and working in this region. Changed the model for health care and workforce program delivery by developing a shared-risk model. 9. Transitioned fast-track nursing program to successfully maintain capacity during economic downturn and redeveloped program to allow non-sponsored students to enter into cohorts. Renegotiated new pricing structure to benefit participating hospitals. 10. Identified community health collaborative project to engage private sector and stakeholders in health care delivery that improves the health of residents of the region. 11. Provided numerous media coordination and collective responses to provide an overall hospital perspective to specific issues avoiding any focus on individual hospital systems or challenges. 12. Facilitated the connection of k-12 students to health career opportunities and represented regional hospital needs for career development and placement. 13. Led state budget research analysis on behalf of hcsa as part of salc and greater phoenix leadership's statewide budget work and analysis. Informed process by providing hospital input and coalescing regional hospital perspective on budget report. 14. Continually negotiated favorable cost structures for fast track-nursing program and created forum for hospitals and higher education partners to work together on constraints to the workforce pipeline.15. Elevated health care as a critical community infrastructure need through the targeted development of strategic partnerships with salc, treo, regional chamb

Financial Efficiency

• Mission deployment rate: Limited
• Program expense ratio: Limited
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 60th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 5 of 8 controls in place; rating input score 62
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -47.9%; rating input score 3; 3rd percentile among comparable filings
• Total-asset coverage ratio: 0.43; rating input score 23; 23rd percentile among comparable filings
• Liabilities to assets ratio: 0.76; rating input score 16; 16th percentile among comparable filings
• Officer compensation ratio: 11.1%; rating input score 31; 31st percentile among comparable filings

Growth

• Program expense growth: Limited
• Revenue growth: Limited
• Asset growth: Limited