HPA 705 Valley Village Case Study
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Valley Village Case Study
Valley Village is an established neighborhood in a small metropolitan city. It is centered on the intersection
known as the Five Points. One of the oldest nonresidential structures in the community is the Valley Village
Volunteer Fire House, built in 1919 to serve as the home of the Valley Village Volunteer Fire Department. The
department supplements the career staff who operate from the County Fire Department’s Station 3, now
located west of the Five Points intersection.
Mayor Christopher Lind was elected in 2020 on a platform of small business revitalization and city center
rejuvenation. He is interested in diversifying Valley Villages workforce and improving accessibility to trade and
professional education to ensure a skilled workforce suitable for attracting new businesses to Valley Village.
Key Demographics
Please refer to data tables: Population, Race and Hispanic Origin, Population Characteristics, Geography,
Housing.
At the 2020 census there were 17,552 people in 6,335 households, including 3,629 families, in the city. The
population density was 2993.5 inhabitants per square mile. There were 6972 housing units. The racial makeup of
the city was 74.1% White, 11.6% African American, 0.9% American Indian and Alaska Native, 5.2% Asian, 0.1%
Native Hawaiian and other Pacific Islander, and 9.2% from two or more races. Hispanic or Latino of any race
were 30.7%. 1974 Veterans live in Valley Village. 23.2% of residents were foreign-born.
Please refer to data table: Age and Sex.
The median age was 37.3 years. 26.1% of residents were under the age of 18; 9.2% were between the ages of 18
and 24; 23.1% were from 25 to 44; 24.9% were from 45 to 64; and 16.7% were 65 or older. The gender makeup
of the city was 49.8% male and 50.2% female.
Please refer to data tables: Families and Living Arrangements, Housing.
Of the 6,335 households 33.0% had children under the age of 18 living with them, 47.1% were married couples
living together, 11.9% had a female householder with no husband present, 5.2% had a male householder with
no wife present, and 35.9% were non-families. 29.8% of households were one person and 12.6% were one
person aged 65 or older. The average household size was 2.55 and the average family size was 3.18. 29.7% of
persons 5 or older speak a language other than English at home.
Please refer to data table: Income and Poverty.
The average household income in 2019 was $58,003. The per capita income in 2019 was $28,435. 13.8% of
Valley Villagers are in poverty.
Housing
Please refer to data table: Housing.
Valley Village has 6972 housing units available. Most are single family homes, including some duplex units. One
apartment building with 62 units, and two large apartment complexes with 179 and 234 units, respectively, are
on the northwest and southwest sides of town. One senior living complex with 74 units is on the southeast side
of town. One manufactured housing community with 92 tenant spaces is on the edge of town in the southwest
side.
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Industry and Employers
Please refer to data tables: Economy, Businesses.
77.1% of the population aged 16 and older are in the civilian labor force, compared to 73.9% of women
16+.There are 2341 businesses in Valley Village, including several major employers within the community as
shown in Table 1 and profiles below.
Table 1: Major Employers Products/ Services Employees 2020
JRC Industries Food Processing 1208
Valley Village Community School District Education 804
Rutenbecks Widget Factory Manufacturing 712
Veterans Home Healthcare 693
Valley Village Medical and Surgical Center Healthcare 521
SafeTee Food Stores Retail/grocery 303
Valley Village Community College Education 274
Mid-state Community Action Non-profit 132
City of Valley Village Government 103
Rutenbecks Widget Factory Profile
Rutenbecks Widget Factory manufactures widgets. Rutenbecks serves the chemical, food
and beverage, oil, gas, power, refining, and wastewater industries worldwide.
AP Rutenbeck invented the in 1880, and founded the company in
Valley Village in 1881, obtaining a patent in 1883. The company is currently run by the greatgranddaughter of the founder, Donna Buck Comer.
Under the leadership of Ms. Comer, Rutenbecks sponsors 4 college scholarships per year for
promising Valley Village students. Rutenbecks works hard to recruit capable engineers and
other professionals to move to Valley Village to work at Rutenbecks.
Rutenbecks also needs trained machinists to work in the factory. They pay a competitive wage
to their union employees and negotiate benefits including healthcare every three years.
SafeTee Foods Store Profile
In 1928, Charles and Diana Jarrett opened a small general store. That store grew to become
SafeTee Foods a company known for excellent service and reasonable prices. As an
employee-owned company, SafeTee encourages each of its more than 14,000 nationwide
employees to act as employee leaders, generating ideas for continued improvement.
SafeTee is a touchstone for its customers desire for information on diet, nutrition and wellness
topics. The companys commitment to healthy lifestyles is shown by its expansion of Healthy
Market departments featuring natural and organic products, the consulting services of in-store
dietitians and chefs, and consumer and employee wellness programs.
Regional manager Natalie Peters is an MBA but also a registered dietitian and has expressed
interest in helping with adult diabetes and childhood food insecurity in Valley Village.
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JRC Industries Profile
JRC Industries is an American food processing company. JRC Industries is based in Greeley,
Colorado. Its competitors include Cargill, Smithfield Foods, and Tyson Foods.
JRC has 1208 full time employees in Valley Village, including 1117 line workers. 48% of line
workers are originally from Villachuato, in the Mexican state of Michoacan. On Dec. 12, 2006,
as a part of Operation Wagon Train, U.S Immigration officials conducted a raid at the Valley
Village plant in addition to 5 other meat processing plants across the US.
After these raids, the JRC plants also began drawing more refugees especially from Burma
and several African countries who had been living elsewhere in the United States. These most
recent refugees have allowed meat processors to sustain working conditions not tolerable to
many U.S.-born workers. As the Congressional Research Service noted in a 2006 report1, new
arrivals may have low expectations and be willing to endure conditions, both at work and of home
life, that American workers would not willingly tolerate.
The Bureau of Labor Statistics (BLS) reports that despite industry efforts to improve safety,
workers in the occupation still face the serious threat of disabling injuries.2
The COVID pandemic affected the JRC facility early and with devastating effect, with at least 4
known deaths. It is known that meatpacking plants across the country were hit especially hard
early in the pandemic.3
The JR plant in Valley Village has a new leader, Mathias Grayson, who has a stated goal of
improving employee safety and health. He recently announced that 98% of employees had
received 2 or more COVID vaccinations. 1 William G. Whitaker, Congressional Research Service, p. 43, Labor Practices in the Meat Packing and Poultry
Processing Industry: An Overview. https://nationalaglawcenter.org/wp-content/uploads/assets/crs/RL33002.pdf 2 Bureau of Labor Statistics, Bureau of Labor Statistics. Economic News Release: Employer-Reported
Workplace Injuries and Illnesses (Annual) TABLE 1. Incidence rates of nonfatal occupational injuries and
illnesses by industry and case types, 2020.
https://www.bls.gov/web/osh/summ1_00.htm 3Tefford, Taylor. Covid cases and deaths grossly underestimated among meatpackers, House investigation
finds. Washington Post. October 27, 2021 at 1:50 p.m. EDT.
https://www.washingtonpost.com/business/2021/10/27/meatpacking-house-report/
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Community Features
Valley Village is an older community with established housing stock, schools, and industries. There are a wealth
of parks, recreational facilities, and community organizations to participate in. Most young people move away
from Valley Village after high school for either college or work opportunities. As the community ages, different
types of housing, replacement workers, and new social services and healthcare options will become necessary.
Education
Please refer to data tables: Social and Economic factors, Physical Environment, Computer and Internet Use.
Located in the community are Franklin, Washington, and Adams Elementary schools, Rosa Parks Secondary
School, Hiram Revels Senior High, and Cobain Alternative School, as well as St. Francis Catholic school which
offers grades K-6. Valley Village has a head start program and several daycare options and has been home to
Valley Village Community College since 1976.
91.3% of Valley Village households have a broadband internet subscription, and 95.7% have a computer. 94.3%
of Valley Village residents 25 years of age and older have a high school degree or higher, and 43.3% have a
bachelors degree or higher.
Valley Village Community College Profile
Valley Village Community College Profile
Valley Village Community College offers nearly 80 degree/diploma options, including
Manufacturing and skilled trades; Agriculture, animals, food and natural resources; Arts and
communications; Business and finance; Computer science and information technologies;
Criminal justice, education, human/social services & law, Engineering, mathematics and
sciences; Healthcare and wellness. #1 transfer rate in the state VVCCs student-faculty ratio is 20:1, with an average class size of 18 students Our average enrollment is about 2,000 students Of those, 37% are enrolled full-time and 63% are part-time 93% are in-state residents
First-time, full-time students enrolled at VVCC in Fall 2020 received more than $1.3 million in
grants or scholarships from federal, state, local or institutional sources. The average award
amount was $5,502. 86% of first-time, full-time students were awarded a grant or scholarship
Our Associate of Arts (AA) degree can be taken completely online.
86% of our students are enrolled in arts and sciences programs and 14% are in career and
technical programs.
James Roberts, PHD is the VVCC Provost. Mr. Roberts has championed increasing Hispanic
student attendance at VVCC and adding career and technical program options.
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Valley Village Community School District
Jeanne Ellen Buck is the VVCSD Superintendent. Mrs. Buck leads a school district that includes Franklin, Washington, and Adams Elementary schools, Rosa Parks Secondary School, Hiram Revels Senior
High, and Cobain Alternative School. The district employs 804 personnel.
Two programs that have started under Mrs. Bucks leadership in the past 2 years are the Cobain
Alternative School and the Enhanced Nutrition program.
Cobain Alternative school serves non-traditional, at-risk, secondary students, including those
young adults who need a flexible schedule in an alternative learning environment. The Alternative
School offers credit deficient students in grades 9 through 12 the opportunity to earn Hiram Revels
Senior High (HRSH) school diplomas to show their mastery of the standards and curriculum
required of all Valley Village students.
Students who attend the Alternative School are encouraged to take part in HRSH-sponsored
activities, including debate, speech, drama, athletics, music, and journalism. Studies show that
students who participate beyond the academic program have higher achievement. Students also
have the opportunity to take classes at VVCC for college and high school credit.
The VVCSD Enhanced Nutrition program was conceived by school lunch program Janis Kay
Newton. All VVCSD school students eat lunch for free. Students may also apply for school breakfast
on a sliding scale cost.
VVCSD participates in Farm to School, a national movement that connecting schools and local
farms in order to serve healthy meals in school cafeterias; provide agricultural, health and
nutrition education opportunities, and support local and regional farmers.
Farm to school is a three-pillared system built on school gardens, education, and procurement.
The Farm to School program integrates the three pillars into classrooms, cafeterias, and the Valley
Village community.
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Parks
Walkability
According to the National Walkability Index, Valley Village has some areas in each of the walkability categories.
27% 1 – 5.75 (Least Walkable)
45% 5.76 – 10.50 (Below Average Walkable)
19% 10.51 – 15.25 (Above Average Walkable)
9% 15.26 – 20 (Most Walkable)
The city center area is considered the most walkable.
Data available from the National Walkability Index: https://www.epa.. This data set takes into account the mix of employment types and occupied
housing. A block group with a diverse set of employment types (such as office, retail, and service) plus a large
quantity of occupied housing units will have a relatively high value. Higher values correlate with more walk trips.
Additionally the data set considers street intersection density (pedestrian-oriented intersections). Higher
intersection density is correlated with more walk trips.
Valley Village Parks and Recreation Profile
Robert Craig is the Executive Director of the Valley Village Parks and Recreation district. Mr.
Craigs office has a wide purview, including oversite of: 7 community parks, including 7 tennis courts, 13 softball/baseball fields,4 soccer fields,
and an indoor basketball and volleyball facility near the community center After-school and summer recreational activities for youth, including
o Flag football
o Volleyball
o T ball
o Softball and Baseball
o Juniors Tennis
o Basketball
o Soccer The Palmer Woods 18-hole golf course The Ross Stewart 9-hole golf course Two community swimming pools and one splash pad A 9-hole Disc golf course Two community ponds, one with fishing and boating and one with resident swans. A miniature golf course. A yearly basketball invitational tournament, VVOBI. 2 dog parks
Mr. Craig is interested in lifelong participation in healthy outdoor activities for the community,
and accessibility to all ages and activity levels.
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Transportation
Please refer to data table: Transportation.
35% of Valley Villagers have a long commute and drive alone. 51% drive alone to work. The average commute to
work in minutes is 21.2 minutes.
Public Transportation Valley Village Municipal Transit Profile Services provided by the Valley Village Municipal Transit Division include: Accessibility for disabled and elderly persons is available. All buses are equipped with a
ramp or lift for wheelchairs and mobility devices. Paratransit Service provides origin-to-destination service for those individuals unable to
access the regular fixed route. Please contact the VVMT office or Region 6 Planning
Commission for further details. Paratransit Service operates from 7:20 a.m. until 6 p.m.,
Monday to Friday. Applications for complementary paratransit service are available on the
VVMT Resources page. Premium Paratransit Service provides same day service and service to those living beyond
3/4 mile from the fixed route. Applications for ADA services, Paratransit services, or Personal
Care Attendant are available on the VVMT Resources page. Regular Fixed-route Service begins at 7:20 a.m., and ends at 6 p.m., Monday to Friday.
VVMT has five basic routes that cover most of the city: Blue, Green, Red, Orange and
Purple. Transfers – If your trip requires a transfer from one route to another, just tell the driver.
Transfers are made at the Community Center.
Fare Structure
Type of Fare Price
Cash Fare $1
Trip Tickets 10 for $10
Monthly Pass (Unlimited Rides) $35
Student Pass (Kindergarten -12th Grade) 20 Rides for $20 dollars punch cardParatransit Rides 2$
Premium Paratransit Rides $7
Children 5 and under ride free but must be accompanied by an adult.
Purchasing Tickets and Passes
Tickets and passes may be purchased at the following locations: City Hall SafeTee Foods Store Rosa Parks Secondary School (Student passes only) Hiram Revels Senior High (Student passes only)
Transit Director Prince Newsom recently moved to Valley Village to lead a modernization of the
system and is interested in collaborating with other Valley Village institutions.
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Social Services
There are 13 Social Organizations in Valley Village, including the Kiwanis Club, the Baldwin Food Bank and the
Valley Village Auxiliary Hospital League, profiled below.
Kiwanis Club of Valley Village (noon meeting) Profile Kiwanis is a global organization of volunteers building a better world one child and one
community at a time.
We offer hope and help to families of newborns, children displaced from their homes, students
seeking learning opportunities, and communities and agencies with projects to offer. We
provide clubs and programs for school age through adult promoting leadership, personal
development, and service to others.
Chartered on September 29, 1921, it was the first Kiwanis Club in Valley Village. In 1970, after
49 years, they added the morning club Kiwanis Matins and in 1983 expanded with the evening
club Valley Village P.M. Kiwanis Club. These new clubs offered meeting time choices to people
who wanted to be part of Kiwanis.
Nile Kilker is current president.
Valley Village Auxiliary Hospital League Profile
The Valley Village Auxiliary Hospital League functions as ambassadors, hospital volunteers,
fundraisers, and public relations for Valley Village Medical and Surgical Center and is an active
member of the State Association of Hospital Auxiliaries. Founded in 1892, todays Auxiliary
includes more than 150 men and women who offer their dues and service to promote the
advancement of superior healthcare for the region. Fire and Ice Ball is an elegant black-tie fundraiser, raising about $250,000 annually. One Dream Gift Shop a by the Auxiliary and staffed
by volunteers. All proceeds benefit the hospital projects, purchasing equipment and other
items. Past Perfect Bargain Boutique boutique-style shopping at bargain basement prices with
merchandise donated and proceeds funding the auxiliarys efforts. Scholarships five $2,000 scholarships for students accepted or enrolled in a health care
curriculum. Employee appreciation events twice annually.
Grace Bock is current president.
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Health
Please refer to data tables: Health, Clinical Care, Quality of Life, Health Behaviors.
Of persons under age 65, 3.70 have a disability, and 9.4% are without health insurance. 16 percent of Valley
Villagers report poor or fair health. 19 percent smoke.
Note: Valley Village* data available at https://www.countyhealthrankings.org/ (*fictional location)
Health Outcomes
Valley Village is ranked in the lower middle range of counties in the state (Lower 25% – 50%)
Health Factors
Baldwin Food Bank Profile
The Baldwin Food Bank is located at 109 S 3rd Street in Valley Village, near the Community
Center. Its hours are 1:30 4:30 Monday Friday. Patrons must apply for benefits and
undergo an income check. Patrons are allowed one box of food, pre-selected, per month.
Director Annabelle Stafford has been in her position for a year and is focusing on fundraising
and partnerships to expand the Food Banks services.
Valley Village Community Center Profile
Valley Village Community Center has been closed since June of 2021 to repair damage done
in the 2021 derecho. When it reopens in January of 2022, it will reopen as the Valley Village
Arts and Civic Center (VVACC), home of the Beck Art Museum and the Bernice Pangborn
Playhouse.
The VVACC will house 5 community meeting rooms, a full-size catering kitchen, and a gym as
well as the playhouse and art museum spaces which will remain. Three community
organizations also will house their offices in this space: the United Way of Valley Village, the
Bernice Pangborn Foundation, and the Valley Village Arts & Culture Alliance.
Jeanne Roberts is the Executive Director of the Valley Village Community Center. Her vision is
to create a space to foster community in the arts and enhance the lives of Valley Village
residents throughout their lifespan from childhood to their later years.
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Valley Village is ranked among the least healthy counties in the state (Lowest 0% – 25%)
Leading Causes of Death under age 75 in Valley Village
Source: https://wonder.cdc.gov/
COVID Statistics
Valley Village Confirmed COVID Cases: 6945
Valley Village Confirmed COVID Deaths: 94
Vaccination Rate: 61.3% | For over 65: 95% | For over 18: 75%
State COVID Dashboard as of 1/15/2022
Deaths 10,145 reported COVID-19 deaths.
Hospitalizations
1927 Combined number of confirmed positive COVID-19 patients who are currently hospitalized
and hospitalized patients whose COVID-19 test results are pending.
65294 The total number of confirmed COVID-19 patients who have been hospitalized and
discharged.
1693 The total number of currently hospitalized patients confirmed positive for COVID-19.
234 The total number of currently hospitalized patients whose COVID-19 test results are pending.
547 Combined number of confirmed positive COVID-19 patients, and those whose COVID-19 test
results are pending, currently hospitalized in the ICU.
17 The total number of currently hospitalized confirmed positive COVID-19 patients currently
receiving ventilator support.
Inpatient Beds
1623 Total available beds
1325 Total non-ICU beds available (Adult and Pediatric)
298 Total ICU beds available (Adult and Pediatric)
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Healthcare Organizations
Please refer to data table: Clinical Care.
There is one primary care physician in Valley Village for every 2100 people, and the trend is worsening. There is
one dentist for every 1790 people and one mental health provider for every 550 people. 51% of eligible patients
receive mammography screening and 55% of eligible patients receive flu vaccinations.
There are two healthcare organizations of interest for this case study: Valley Village Medical and Surgical Center
(VVMSC), and Valley Community Health Plan (VCHP). Additionally, there is a network of 5 community health
centers, three of which are federally qualified health centers (FQHCs) in Valley Village.
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Case A: Valley Village Medical and Surgical Center (VVMSC)
Overview
Valley Village Medical and Surgical Center is a short-term acute care, non-profit hospital with 47 staffed beds
and an emergency department. Total patient revenue is $149,366,323, with 1976 discharges and 3954 total
patient days. Prenatal care is still offered in Valley Village, but deliveries no longer happen in Valley Village;
rather, mothers drive to Mountain View Hospital, 30 minutes away.
VVMSC Physician Group also offers large outpatient Clinic & Specialty Center, and a network of clinics
downtown.
VVMSC Overall Star Rating
Please refer to data table: Hospital Compare Quality Measures.
Mission
We partner with our community, our patients, and their families to ensure access to outstanding care for all
while improving health and wellness through patient and community education, teaching the next generation of
professionals, and research.
Values
Patient & Family-Centered
Excellence
Teamwork
Respect
Integrity
Compassion
Scope of Services
VVMSC offers a variety of specialty and primary care.
Anesthesiology
Cardiac Rehabilitation
Cardiology
Community Resources
Diabetes Education
Diagnostic Imaging
Emergency Services
Express (Urgent Care)
Family Medicine
Hospitalist
Infectious Disease
Laboratory Services
Multi-Specialty Clinic Calendar
Nephrology
Nutrition/Dietitian
Ophthalmology
Orthopedic Services
Pediatrics
Podiatry
Primary Care (Family Medicine)
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Psychiatry (Teleconsultation)
Respiratory Care
Social Services
Spiritual Care Program
Surgery
Therapy Services
Urgent Care (Express)
Urology
Women’s Health Outreach
Wound Healing Center
VVMSC (and Region 6), have developed a service called PeopleRides. A medical transportation system,
it’s designed to provide low-cost transportation to health care services located in the Valley Village area.
All residents are eligible. The handicapped-accessible van is capable of transporting both wheelchair and
ambulatory patients. Contact PeopleRides at (555) 752-6202.
Board of Directors
Leadership, fiscal oversight and strategic vision are all provided by the Valley village Medical and Surgical
Centers Board of Governors, who give freely of their time and talents to advance our mission.
Mayor Christopher Lind
Chairman Robert Craig (Term expires 2023)
Vice Chairman Kristin Pulatie, ESQ (Term expires 2024)
Secretary Angela Riggins (Term expires 2022)
Jack Ryan, CPA (Term expires 2023)
Sam Beckett, MD (Term expires 2022)
James Julian Lincoln, PhD Valley Village Community College
Donna Buck Comer, Rutenbecks Widget Factory
Natalie Peters, MBA SafeTee Foods Store
Eugene Comer…………………………………….President/CEO
Community Partners
Valley Village Auxiliary Hospital League
United Way of Valley Village
The Bernice Pangborn Foundation
Valley Village Community College
SafeTee Foods Dietician Services
Valley Village Parks and Recreation
Krueger Center for Violence Prevention
Valley Village Municipal Transit
2-1-1 Valley Village
Green and Healthy Homes
Adult Behavioral Health Program
Valley Village Healthy Schools
Baldwin Food Bank
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Organizational Structure and Leadership Team
Amelie N. Crosby, R.N., M.B.A., President & Chief Executive Officer
Amelie N. Crosby has led VVMSC for 3 years as President and Chief Executive Officer (CEO). She
envisions the Hospitals transformation from a small community facility to a high-quality medical
center, nationally recognized for clinical excellence and outstanding patient care.
In discussion with the strategic planning team, Crosby indicated that the hospital would need to
enter a new strategic planning period for 2023-2025, despite not knowing how the COVID-19
Pandemic will play out. She predicts that COVID-19 will affect VVMSCs execution on strategy in
2022, due to volume, staffing, and case mix challenges. She is currently concerned about staff
and physician retention, as well as issues of burnout. An added challenge will be succession
planning for key leadership positions, where staff have been in their role for many years and are
nearing retirement.
Ms. Crosby is very focused on the current 2-star rating that VVMSC received on Hospital
Compare. She is extremely interested in achieving a 3-star rating next year, and a 4-star rating
by 2025. She knows this is an audacious goal, but she thinks that it will raise staff and
community moral to have an excellent health care center in Valley Village.
Value-based payment arrangements are driving an increasing share of revenue, and Crosby
would like to enhance VVMSCs position in negotiating future contracts, especially with VVCHP.
Crosby would like to further engage with the VVMSC Physician group in value-based payment
arrangement and consider ACO formation.
Crosby is interested in further engaging with VVMSCs patient population digitally, to enhance
engagement and retention during the COVID-19 pandemic and beyond. She looks forward to
hearing other strategies and ideas from the strategic planning team.
Rufus Ridley, MD, MHCM, Senior Vice President, VVMSC Physician Group
Dr. Rufus Ridley is Senior Vice President of VVMSC Physician Group. He oversees strategic
direction, expansion of services, and physician recruitment and engagement for the multispecialty group, which is comprised of primary care physicians and a wide range of specialists.
Dr. Ridley worked extensively with complex health systems and building strong, progressive
physician organizations. He has provided clinical leadership for strategy and operational
decisions, such as quality improvement efforts, electronic health record implementation,
revenue cycle implementation, and value-based payment arrangement negotiation.
Prior to joining VVMSC Physician Group, Dr. Ridley was President of Pragma Health at
Northwestern University Hospital in Chicago, IL. Dr. Ridley successfully led the Medical Home
Accountable Care Organization (ACO), developing relationships to expand narrow network
contracts and improving quality of care and outcomes while driving down cost per patient.
In preliminary planning conversations with the strategic planning team, Dr. Ridley indicated his
interest in duplicating his previous success with an ACO and value-based payment arrangements
at VVMSC.
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Jerry Jackson, Vice President & Chief Compliance Officer
Mr. Jackson is responsible for the development and operations of the Privacy Program and
Corporate Compliance Department and, including policies and procedures, organization-wide
training and education, the Code of Conduct, internal and external investigations, conflicts of
interest, and regulatory compliance with federal and state laws.
Mr. Jackson is a licensed attorney with more than 11 years of experience in healthcare and
medical malpractice defense work on behalf of hospitals and physicians. His background
includes compliance, contract review, governance and reporting, audit/risk assessments, federal
regulations and enterprise risk.
Prior to joining VVMSC, he was Director of Compliance Operations at Dallas Childrens Medical
Center where he developed and maintained compliance operations, wrote regulatory
interpretations and opinions to ensure compliance with multi-state laws and mandates,
supervised internal and external assessments, and partnered with hospital leadership on joint
initiatives and educational opportunities.
Mr. Jackson informed the strategic planning committee that he is especially interested in
considering how the strategic plan can reduce operational risk and increase operational
compliance.
Luna F. Rizzo, MSN, RN, CPHQ; Senior Vice President & Chief Nursing Officer
As CNO, Ms. Rizzo is recognized as a transformational leader to the Hospitals approximately 430
nurses and the many certified technicians, pharmacy, respiratory therapy, peri-operative and
cardiovascular services staff she oversees. Her work directly influences VVMSCs strategic
direction and ensures that patient care service goals and initiatives are aligned to advance
organizational success. A registered nurse with more than 20 years of experience, Ms. Rizzo has
risen through roles of increasing responsibility in the areas of operational leadership, strategic
planning and process improvement.
Her background includes serving as a Director at the National Committee for Quality Assurance,
where she analyzed complex healthcare safety and quality issues and developed targeted
solutions to solve them. She also served as a Six Sigma Black Belt at Hennepin County Health
System, in Minnesota, where she facilitated projects using Lean Six Sigma methodology to
improve patient safety and outcomes. Ms. Rizzo is a member of the American College of
Healthcare Executives and the American Organization of Nurse Executives.
In discussion with the strategic planning team, Ms. Rizzos primary concerns for the next three
years include recruiting and retaining qualified staff, ensuring that nursing staffs skill sets
remain up to date in a changing healthcare environment, and working on quality improvement
initiatives related to the hospital compare measures.
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Indigo Finnegan, MPA; Senior Vice President, Operations
Ms. Finnegans key operational responsibilities include Radiology, Pathology, Supply Chain,
Outpatient Rehabilitation, Security & Parking, Facilities Engineering, Environmental Services,
Food Services, Communications, Construction & Renovation and Real Estate Acquisition and
Development.
Indigo is a well-rounded health care management professional with more than 14 years of
experience in health care operations. Her work directly influences VVMSCs strategic direction
and ensures patient care service goals align with process improvement projects to advance
organizational success.
She joined VVMSC in 2012 as Director of Security & Support Services and has risen though roles
of increasing responsibility. Ms. Finnegan served in the United States Navy for five years. She is a
member of the American College of Healthcare Executives.
In conversation with the strategic planning team, Ms. Finnegan showed special interest in
planning for future campus updates and renovations, as well as expansion.
Ernie S. Gatsby, MD; Senior Vice President and Chief Medical Officer (CMO)
Dr. Gatsby is responsible for overseeing the clinical and quality initiatives that advance the
Hospitals mission to provide low-cost, high-value healthcare to the community. He also leads
VVMSCs resident and student education as well as the Medical Staff Office, Graduate Medical
Education, Quality & Patient Safety, Outpatient Lab & Pathology, Case Management,
Perioperative Services and Cardiopulmonary Services.
In reviewing the hospital quality measures, Dr. Gatsby has noted several areas for improvement.
Additionally, he wants to consider how outpatient lab and pathology services have been
affected by COVID-19, and what changes can help modernize the division to react to COVID-19
and prepare for any future pandemic. Community outreach is an area of interest for Dr. Gatsby,
and he has special interest in working with Diabetic patients on their nutrition. Finally, Dr.
Gatsby has read a lot about how Case Management can help to affect patients Social
Determinants of Health and he would like to consider what role VVMSC should play in that
space.
Cali Mae Apollo, Vice President Administrative Services & Chief Human Resources Officer
Cali Mae Apollo joined VVMSC’s staff in September 1981 and assumed her current position in
1996. Ms. Apollo has responsibility for Human Resources, Environmental Services and other
Clinical and Support Departments. Beginning in 1990, Ms. Apollo was appointed Vice President
of Human Resources. In 2011, she was made Vice President Administrative Services, Chief
Human Resources Officer.
Ms. Apollo is particularly concerned about staff burn out after the COVID-19 pandemic.
Additionally, she knows that the new initiatives other leaders are discussing will require new
types of staff with new skills, and updated skill sets for existing employees. Shes interested in
thinking about how the staff will be able to acquire those skills and training.
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Steven Hank Calcutta, Vice President & Chief Information Officer
Hank Calcutta joined VVMSC as Vice President and Chief Information Officer in 2015. His current
responsibilities include providing strategy and leadership for all information technology for the
health system. With nearly 25 years experience in the healthcare industry, Mr. Calcutta has
broad experience in the implementation of Electronic Health Records (EHRs) and has worked
with most major vendors on the market today. His interests include creating solutions to
increase productivity, improve quality, and reduce expenses through automation and system
integration. He has worked to develop solutions integrating various aspects of clinical care
including biomedical device integration, point-of-care devices, and incorporating discrete data
feeds for reporting and analytical decision making.
Mr. Calcutta is a certified Healthcare Chief Information Officer by the College of Healthcare
Information Management Executives (CHIME) and Certified Professional in Health Information
Management by the Healthcare Information Management Systems Society (HIMSS).
Mr. Calcutta is excited for the strategic planning process and knows that the organization needs
to enhance its digital presence. Additionally, being able to decrease the burden of measure
collection is a key goal he has heard from the clinical staff. He knows that the management team
needs more data to drive decision making.
Mr. Calcutta is having difficulty recruiting and retaining highly skilled IT staff. Most of the staff
needs to be physically present in the hospital; many staff have left for remote work at other
firms, to avoid the commute and the need to be on site at the hospital.
Duncan Newton, Vice President, Business Development & Community Relations
Mr. Newton joined VVMSC in 2006 as Vice President and Chief Marketing Officer. He is
responsible for developing and implementing the marketing and communications strategies,
and for overseeing the organization’s Executive Health, Health Promotion and Senior Health
services. In this role, Mr. Newton guides VVMSCs efforts as a community-focused organization
delivering innovative care and improving the overall health of the community it serves. In 2015,
as a result of his expertise and expanded responsibilities, Mr. Newton was named Vice
President, Business Development and Community Relations. He is a member of the Society for
Healthcare Strategy & Market Development.
Mr. Newton is co-lead of the strategic planning process, along with Ms. Peterson. COVID-19 has
changed the game for Community Relations at VVMSC. The department stopped doing inperson community outreach and health fairs in April of 2020 and has not yet resumed these
activities. They are trying new ways to reach out to their community to ensure that patients are
getting the preventative care they need, and not delaying care or avoiding care when sick. Mr.
Newton is interested in digital engagement but also hopes that in-person events will be possible
soon. He wonders, is there is another way to engage with patients?
Sasha Peterson, Senior Vice President & Chief Financial Officer
Ms. Peterson ensures the Hospital runs in the most cost-effective manner. Her operational
responsibilities include financial management and planning, financial reporting, accounting and
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disbursements, decision support, internal audits, third-party reimbursement, investment
management, accounts receivable, managed care, and capital funding.
Ms. Peterson is a seasoned financial strategist with over a decade of experience in healthcare.
Most recently, she was the Regional CFO for Presbyterian Healthcare System in Santa Fe, New
Mexico. Her background also Vice President of Corporate Accounting at Landry Food Services.
Ms. Peterson earned an MBA with distinction from DePaul University Kellstadt Graduate School
of Business in Chicago, and a BS in accounting and finance from Indiana Universitys Kelley
School of Business in Bloomington, IN. She has served on the Board of Directors of the United
Way of Valley Village, the Economic Development Coalition of Village and the State Healthcare
Financial Management Association.
Ms. Peterson is co-lead of the strategic planning process, along with Mr. Newton. In 2019 the
VVMSC financial results were really struggling. 2020 was a better year, but 2021 is shaping up to
be another challenging year end. Ms. Peterson would like to increase financial performance
consistency and ability to accurately predict expense and revenue, so that the organization
knows how much money it can invest in initiatives to grow and improve for the future.
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Consolidated Statements of Financial Position
June 30, 2020, and 2019
2020 2019
ASSETS
Current
Cash and cash equivalents 23,706,234 19,386,476
Short-term investments 294,234 87,334
Patient accounts receivable, net 12,235,231 12,695,125
Inventories 2,483,409 2,142,488
Prepaid expenses and other assets 4,934,275 3,946,622
Assets limited as to use, current 976,338 964,323
Total current assets 44,629,721 39,222,368
Investments and other assets:
Investments 89,143,847 87,947,449
Investments in affiliated enterprises 6,129,853 5,930,851
Assets limited as to use 6,198,065 7,039,553
Property and equipment, net 90,244,396 89,944,398
Insurance recoverable 5,196,752 4,129,334
Other assets 798,340 102,394
Total assets 242,340,974 234,316,347
LIABILITIES AND NET ASSETS
Current liabilities:
Accounts payable and accrued expenses 18,549,345 15,259,929
Current portion of long-term debt 1,923,385 2,314,943
Current portion of capital lease obligation 2,834,495 3,153,244
Advances from third party payors 2,934,242 3,243,955
Total current liabilities 26,241,467 23,972,071
Long-term debt, less current portion, net of
unamortized dept issuance costs
52,839,197 55,293,490
Long term capital lease obligation 854,302 1,394,850
Professional liability 6,234,453 3,430,669
Other long-term liabilities 1,323,953 1,342,345
Total liabilities 87,493,372 85,433,425
Net assets:
Without donor restrictions:
Unrestricted – general 161,315,682 153,223,432
Unrestricted – board designated 4,029,582 3,483,234
Unrestricted – noncontrolling interest in subsidiary (37,400)
With donor restrictions 2,993,433 4,123,432
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Total net assets 168,338,697 160,792,698
Total liabilities and net assets 255,832,069 246,226,123
*See accompanying notes
——————————————————————————————————————————–
Consolidated Statements of Financial Position
June 30, 2020, and 2019
2020 2019
Revenue
Net patient service revenue 149,366,323 150,342,543
Rental revenue 394,234 324,342
CARES Act provider relief funding 3,945,395 –
Other operating revenue 2,534,234 3,452,592
Total operating revenue 156,240,186 154,119,477
Expenses
Salaries and wages 68,234,634 69,432,949
Employee benefits 12,019,394 13,258,384
Supplies 27,330,495 28,304,334
Purchased services 7,033,234 6,893,342
Professional fees 8,224,342 8,012,343
Depreciation and amortization 11,131,443 11,001,223
Interest 2,343,009 1,594,342
Other 18,334,321 18,332,443
Total operating expenses 154,650,872 156,829,360
Income (loss) from operations 1,589,314 (2,709,883)
Nonoperating gains (losses)
Investment income 3,123,958 2,443,448
Income from equity investments 1,586,933 1,285,912
Income tax expense (298,000) –
Net unrealized losses on investments (see Note 1
for details on the implementation of ASU 2016-
01)
(988,499)
Loss on pension settlement (13,232,444)
Total nonoperating gains (losses), net 3,424,392 (9,503,084)
Excess of revenue over expenses
(expenses over revenue)
5,013,706 (12,212,967)
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Net assets released from restrictions for capitol
acquisitions
1,283,495 144,272
Transfer of net assets (100,000)
Other pension-related changes 14,237,931
Net unrealized gains on investments (see Note 1 for
details on the implementation of ASU 2016-01)
2,210,998
Increase in net assets without donor
restrictions
6,197,201 4,380,234
====================================================================================
Change in Accounting Principles
As described in Note 1 to the consolidated financial statements, during fiscal year 2020 the System
retrospectively adopted Accounting Standards Update (ASU) 2016-18 Statement of Cash Flows (Topic
230), which requires that the statement of cash flows display the change in total cash and cash
equivalents, including restricted cash and cash equivalents .and ASU 2016-15, Classification of Certain
Cash Receipts and Cash Payments (Topic 230), which provides guidance on the presentation of certain
cash receipt and payments in the statement of cash flows. Additionally, as described in Note 1 to the
consolidated financial statements, the System adopted FASB ASU No. 2016-01, Financial Instruments
Overall (Subtopic 825-10), Recognition and Measurement of Financial Assets and Financial Liabilities,
which requires the change in fair value in investments to be recognized in the performance indicator.
Our opinion is not modified with respect to these matters.
Note 1
Notes to Consolidated Financial Statements Organization and Nature of Business Organization Valley
Village Medical and Surgical Center and Subsidiaries (the System), a corporation formed on January 1,
2000, is the sole member of Valley Village Medical Center, Inc. (VVMSC), Valley Village Medical Group,
LLC (VVMG). The System and VVMSC are nonprofit, nonstock membership corporations formed under
the laws of the State, organized for charitable purposes and exempt from federal income taxes under
Section 501(c)(3) of the Internal Revenue Code (IRC).
VVMSC, located in Valley Village, provides inpatient, outpatient and emergency care services for the
residents of Valley Village and the surrounding areas. The Hospital was incorporated in 1917. VVMG is a
limited liability company that employs physicians who provide health care services for the residents of
Valley Village and the surrounding area.
Principles of consolidation. As of June 30, 2020, and 2019, the Systems consolidated financial
statements include the accounts of the Hospital and its wholly owned or controlled subsidiaries VVMSC,
VVMG. All material intercompany transactions are eliminated.
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Case B: Valley Community Health Plan (Valley Select)
Overview
Nearly 30 years ago, Valley Community Health Plan was formed as not-for-profit PPO/EPO Combined
plan for Medicaid enrollees (Valley Care), expanding to Medicare in 2007 (Valley Silver), and the
commercial market in 2012. Currently there are 41,801 members enrolled in the commercial market
plan: Valley Select. VCHP does not currently offer an employer-sponsored plan option. The plan has
historically leveraged the community health center network in Valley Village.
Plan Name Covered Lives Plan Type
Valley Care 74304 Medicaid
Valley Silver 92384 Medicare
Valley Select 41801 Commercial Market
Please refer to data table: Health Plan Report Card Quality Measures. This data refers to the Valley
Select product.
VCHP serves a diverse population and strives to remove the barriers economic, cultural, linguistic,
geographic that prevent people from getting needed medical care. As a health plan, we bring together
community health centers and other health leaders who share our values of equal access to care and
social justice.
Philosophy
Our plans focus on treating the whole person and building trust, compassion, and respect for
those who choose us. We believe that access to care is a right, and that care is most convenient
when it is in the local community. Community isnt just our name its how we deliver access to
care.
We provide services and support that impact the health and well-being of our members, both
directly and through our valued provider partnerships. We work closely with providers to ensure
our members health needs are being met and go beyond the four walls of the provider
organization to help members access resources in their community.
Scope of Services
The Valley Select plan provides numerous benefits, including a strong health network made up
of a diverse set of providers including community health centers.
We in modern facilities and through 24/7 virtual care
Our clinics are conveniently located in the neighborhoods where our members live, and
our staff mirror the communities we serve
We offer on-site health for both physical and behavioral health
We provide essential, culturally responsive services
We have specific benefits for Vision Care, Telehealth, Pharmacy, and Long term Care
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Board of Directors
Chairperson: Jefferson Tweedy, Valley Community Health Center (Term expires 2022)
Vice Chairperson: John Stirratt, MD (Term expires 2024)
Treasurer: Carrie Brownstein, CPA (Term expires 2023)
Secretary: Pat Sansone, MBA (Term expires 2022)
Board Members
Mikael Jorgenson, MBA (Term expires 2023)
Corin Tucker, MD (Term expires 2024)
Glen Kotche, MD (Term expires 2023)
Casey McDonough, RN (Term expires 2023)
Alex Hall, DO (Term expires 2022)
Neko Case, MBA (Term expires 2024)
Nora OConnor, Baldwin Food Bank
Nels Cline, Village Community Health Center
Janet Weiss, Valley Village Public Health
Kelly Hogan, Valley Village Neighborhood Health
Scott Ligon, Valley Village Medical and Surgical Center
Andrew Bird, PhD, Valley Village Community College
Organizational Structure and Leadership Team
Sloane Peterson, Esq; Chief Executive Officer
Ms. Peterson is responsible for leading the companys executive team, ensuring a strong culture
of quality, innovation and customer service, and defining strategic vision and direction. She is
active and visible in supporting community initiatives to further VCHPs mission and purpose.
Previously, Peterson served as president & CEO of Galaway Health, a leading managed care
organization, where she handled all strategy and day-to-day operations of the company. Prior to
that, she was president & COO of the Health Business for Aetna of Minnesota and president of
the national accounts division for United, where she had full financial and operating
responsibility for the $9-billion business.
As a health care executive, Peterson is a passionate advocate for the total health of the
members and the communities of the organization she leads. She has historically made this
approach to whole-person care one of the core components of an organizations communityfocused mission and strategic path forward.
Peterson holds a masters degree in business administration from Washington University in St.
Louis, and a Bachelor of Science degree from Drake University.
When interviewed by the strategic planning committee, Peterson shared interest in exploring
member-centric programs to address issues such as food and housing insecurity, economic
instability and mental health. Her vision includes increasing access and quality of care for VCHPs
members. She believes that expanded value-based care contracts will help achieve these goals.
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Cameron Frye, Chief Operations Officer
Ms. Frye is responsible for operations and technology strategy, programs, and investments
driving a range of initiatives to improve business processes and company performance.
Additionally, she handles corporate shared services functions supporting customers and
providers, including operations, member and provider services, corporate network strategy and
operations, and centralized care management and pharmacy management.
Prior to joining VCHP in 2018, Ms. Frye ran a consulting firm supporting C-suite leaders, where
she was founder and principal. Prior to that, she served as senior vice president of health plan
operations at Highmark Inc. Ms. Frye has also served as senior vice president of care
management and administrative operations at Blue Cross of North Carolina, and senior director
at Aetna of South Dakota. During Ms. Fryes career, she has had responsibility for core
administrative and clinical operations, medical management, compliance, and revenue cycle
management, across all market segments.
Ms. Frye attended Howard University, received certifications from the Darden School of
Business & Wharton School, University of Pennsylvania, and is a member of HFMA, the
Healthcare Financial Management Association.
Ms. Frye shared with the strategic planning committee that her core concerns include quality
improvement, recruitment and retention of staff, and financial performance.
Jeanie Bueller, Chief Financial Officer
Prior to joining VCHP in 2020, Ms. Bueller was the Budget Director for Wellington County Health
where she was responsible for developing the county health systems annual budget. In this role
she had oversight over Medicaid membership, revenue, and expenditure forecast. Ms. Bueller
also provided oversight to the health systems budget process and made expenditure and
revenue recommendations to ensure a balanced budget. Ms. Bueller holds an MBA from the
University of Chicago.
When interviewed by the strategic planning committee, Ms. Bueller shared that she is
particularly concerned to understand how COVID-19 will impact both revenue and expenses
over the next 5 years. She is interested in how to set up Value-based payment programs with
the least risk and exposure to VCHP, and is specifically interested in models with two-sided risk.
Florence Sparrow, MD, Chief Medical Officer
Dr. Sparrow brings 15 years of managed healthcare experience to VCHP. As the senior medical
director for Bridgeville Health, she led the day-to-day operations of the Medical Management
Department with oversight of five medical directors and nine clinicians. Dr. Sparrow has
experience working with state regulators, in addition to developing medical policy and
collaborating with colleagues to develop best practices for utilization management. Prior to
moving to managed care, Dr. Sparrow worked with Medicaid recipients as an attending
physician at Allegheny General Hospital.
Dr. Sparrow earned her Doctor of Medicine from the University of Iowa School of Medicine and
her Master of Science in Medical Management from Carnegie Mellon University.
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In conversation with the strategic planning team, Dr. Sparrow has indicated that her two
priorities are 1) to improve performance on NCQA Accreditation clinical measures and 2) to
implement value-based contracting that improves both health outcomes and financial
performance.
Jonathan Hughes, Chief Product Officer
Hughes responsibilities include oversight of the strategic planning process, diversified
investment activities, business development, internal control and compliance, government and
media relations. Hughes joined VCHP in 1995 as director of Plan Development and Integration
and in 2009, was named senior vice president of Strategy Development and chief strategy
officer. In 2013, he was promoted to Chief Product Officer.
He received his bachelor’s and master’s degrees and Doctor of Philosophy in business
administration from George Mason University. He has received Professional status in the
Association of Healthcare Management. Hughes serves on the Association of Health Insurance
Plans Executive Education Advisory Board.
Hughes is co-lead for the strategic planning process, as new products are anticipated to be a
large part of the strategic direction for VCHP. The organization is interested in branching out to
new markets in Valley Village, potentially including offering employer-based plans and special
needs plans.
Matthew Broderick, Chief Information Officer
A 30-year veteran in business and information technology (IT), Brodericks extensive experience
in IT strategy and project management delivers world-class technology systems, operations and
services that enable corporate growth, customer support and facilitation of business
transformations.
Broderick served as North American vice president of IT for two German organizations, Sully
Pharmaceuticals and FirstCare. As owner of Cornhusker Consulting, Inc., Broderick provided
guidance to small and mid-size businesses looking to maximize their value and flexibility within
their IT departments.
Broderick is a certified Healthcare Chief Information Officer by the College of Healthcare
Information Management Executives (CHIME) and Certified Professional in Health Information
Management by the Healthcare Information Management Systems Society (HIMSS).
Broderick shared with the strategic planning committee that he is excited for the strategic
planning process and knows that the organization needs to enhance its digital presence.
Additionally, he shared that the management team needs more data to drive decision making,
but there is a competing goal of being able to decrease the burden of measure collection.
Broderick is having difficulty recruiting and retaining highly skilled IT staff, especially the staff in
charge of data analysis for the purposes of clinical quality measurement. It has been very
difficult to recruit staff with expertise in FHIR standards.
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Keith Nelson, Chief Compliance and Privacy Officer (Interim)
In this role, Nelson is responsible for planning, oversight, and coordination of activities to drive
effective compliance with regulatory requirements and policies across markets. In collaboration
with leadership across the organization, he leads the development of strategies to embed
compliance into the design and operations of the organization and foster a work environment
where employees do the right thing to protect our members, patients, and the communities we
serve.
Prior to joining VCHP, Nelson held senior health advisory and risk advisory roles at Ernst &
Young. While working at Ernst &Young, he was recognized by the chairman as the Global and
Americas Values Champion. The National Association of Black Accountants named him a
National Rising Star.
Nelson serves on the governing board of Junior Achievement of Valley Village, whose purpose is
to inspire and prepare young people to succeed in a global economy. He earned an MBA at the
University of Phoenix and is a graduate of the Harvard Business School Executive Leadership
Program. He is a certified public accountant, internal auditor, and fraud examiner and holds a
certification in health care compliance.
Mr. Nelson co-leads the strategic planning committee and brings his interest in risk reduction to
his priorities for the plan.
Amanda Jones, Vice President, Community Affairs
Ms. Jones has responsibility for overseeing strategy for public policy and government and public
affairs including the implementation of state and federal health reforms. She ensures that the
organization has an active voice in shaping public policy and communicates with external
audiences in support of efforts to deliver affordable coverage and access to high-quality health
care. Jones also oversees community affairs and corporate citizenship for VCHP.
Previously, Ms. Jones was senior vice president and chief public affairs officer for Barnard Health
Plan, overseeing similar functions and guiding the organization on the impact of public policies
and political changes relating to the companys strategic goals and business agenda.
Ms. Jones serves as a trustee and Executive Committee member for the State Taxpayers
Foundation and is also a member of the board of directors for the State Association of Health
Plans. Ms. Jones received an MBA from Boston University and a B.A. in classics from the
University of Vermont.
Ms. Jones shared with the strategic planning committee that she feels Community Outreach is
the division that has been challenged to change the most during COVID-19 and that the division
will continue to be asked to evolve. She is interested in how to engage members to participate
actively in preventative care including screenings and vaccinations, as well as ensuring that
members catch up on any care deferred during the pandemic.
Ms. Jones is also interested in understanding how VCHP can engage with the community to
partner in initiatives that will have a positive health impact to VCHP membership and the
community as a whole.
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Hardy Jenns, Vice President, Human Resources
Mr. Jenns provides strategic leadership and oversight for all aspects of the people organization,
including compensation and benefits, talent management, diversity and inclusion, and
organizational effectiveness. Jenns also helps develop and guide VCHPs culture and aligns
human resources strategy and governance with business strategy goals and values.
Previously, he held several leadership positions at Kaiser Permanente, including chief talent
officer, vice president of Human Capital for Commercial Markets and vice president of Talent
Acquisition and Workforce Insights. During his 20 years of human resources experience across
diverse business and health care sectors, Mr. Jenns has designed and implemented HR
strategies that positively impact business performance and operating costs while increasing
employee engagement and effectiveness.
Mr. Jenns sees the role of HR in strategic planning as ensuring that the organization has the right
resources and skillsets, as well as a leadership development and succession planning. Recruiting
is challenging in this job market, and he would like to enhance the organizations ability to build
a strong workforce.
Mary Stuart Watts, JD, Vice President and General Council
Watts serves as the general counsel and manages the legal, compliance, and regulatory
functions. In this role, she is responsible for implementing an integrated approach to foster a
better understanding of enterprise risks and solutions, while advancing support of our evolving
business strategies.
Watts joined VCHP in 2018 as chief compliance and privacy officer.
Prior to that, she was chief compliance officer for Aetna Healthcare, where she managed ethics
and compliance programs across acute care hospitals, ambulatory surgery centers, outpatient
centers, physician practices, commercial and government health plans. She also served as senior
regulatory counsel during her 10-year tenure.
Watts is a member of the board of directors of the CDC Foundation, an independent nonprofit
created by Congress to mobilize philanthropic and private sector resources to support the
Centers for Disease Control and Preventions critical health protection work.
In 2015, the Dallas Business Journal named her a Top 40 Under 40 honoree, and in 2017
recognized her as a Top Minority Business Leader.
Watts is an active participant in the Health Care Compliance Association and the American
Health Lawyers Association. Watts holds a law degree from the University of Iowa College of
Law, where she served as articles editor for the Iowa Law Review.
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Consolidated Statements of Financial Position (in millions)
Category FY2020 FY2019 FY 2018
Operational Revenue 142 134.3 133.9
Medical Expenses 136.5 123.7 124.7
Administrative Expenses 7.7 7.1 6.7
Operating Income (Loss) (2.2) 3.5 2.5
Non-operating Revenue (Expenses) (0.5) 2.8 (0.3)
Increase (Decrease) in Fund Equity (2.7) 4.6 2.7
Medical Expenses % 96.1% 92.1% 93.1%
Administrative Expenses % 5.4% 5.3% 5.0%
Operating Income (Loss) % (1.5%) 2.6% 1.9%
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Read moreThanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.
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Read moreBy sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.
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