Globe, AZ
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)Cobre Valley Regional Medical Center, founded in 1988, is a major nonprofit in the Health Care sector that reported $103.8M in total revenue in fiscal year 2023. Revenue grew 9% year-over-year, indicating healthy expansion. Expenses of $89.8M left a modest 13% surplus.
The mission of our Hospital is to develop and maintain a local health care delivery system that serves the region with quality, efficiency and compassion.
FOR THE YEAR ENDED 12/31/2023, COBRE VALLEY REGIONAL MEDICAL CENTER (CVRMC) CARRIED OUT 147,727 PATIENT VISITS, COMPRISED AS: 67,180 HOSPITAL OUTPATIENT, 15,578 OUTPATIENT EMERGENCY VISITS, 63,000...
FOR THE YEAR ENDED 12/31/2023, COBRE VALLEY REGIONAL MEDICAL CENTER (CVRMC) CARRIED OUT 147,727 PATIENT VISITS, COMPRISED AS: 67,180 HOSPITAL OUTPATIENT, 15,578 OUTPATIENT EMERGENCY VISITS, 63,000 CLINIC OUTPATIENT, AND 1969 HOSPITAL INPATIENT.ALONG WITH PROVIDING ACUTE HEALTHCARE SERVICES TO THE COMMUNITY AS A NON-PROFIT ENTITY, CVRMC IS COMMITTED TO THE MANY COMMUNITIES WE SERVE. SEVERAL MEMBERS OF OUR ADMINISTRATION, DIRECTORS, MANAGERS, AND STAFF SERVE ON VARIOUS COMMUNITY ASSOCIATIONS INCLUDING: CHAMBERS OF COMMERCE, ROTARY, WORK FORCE DEVELOPMENT, ECONOMIC DEVELOPMENT, CANCER AWARENESS COMMITTEES, DIABETES EDUCATION, GRIEF SUPPORT TEAMS, SCHOLARSHIP COMMITTEES, AQUATIC CENTER, HOUSING COMMITTEES, COMMUNITY DEVELOPMENT, AND YOUTH ATHLETIC PROGRAMS, TO NAME JUST A FEW. CVRMC HAS ITS FINGER ON THE PULSE OF THE COMMUNITY, PROVIDES CHARITABLE CARE WITH PURPOSE, AND OFFERS EDUCATIONAL SERVICES AND PROGRAMS FOR THE GOOD OF OUR PUBLIC.THE COMMUNITY HEALTH NEED ASSESSMENT (CHNA) WAS MADE PUBLICLY AVAILABLE IN 2023. AS WE EVALUATE THE RECENTLY COMPLETED CHNA AND WORK OUR COMMUNITY HEALTH IMPLEMENTATION PLAN (CHIP), CVRMC WILL CONTINUE TO ACTIVELY WORK WITH OTHER HEALTHCARE ORGANIZATIONS, BE INVOLVED WITH STATE AND FEDERAL LEGISLATION INITIATIVES, AND CONTINUE TO CONNECT TO THE COMMUNITIES WE SERVE TO ADDRESS HEALTH PRIORITIES. CHNA IMPLEMENTATION PROGRESS THROUGH 2023 INCLUDES:PRIORITY 1: CHRONIC DISEASE OBESITY, HEART, DIABETES, CANCER CVRMC WILL SEEK THE FOLLOWING ACTIONS TO ADDRESS THIS NEED: CHRONIC CARE MANAGEMENT, UTILIZE INTERNAL AND EXTERNAL DATA TO IMPROVE PATIENT CHRONIC CARE MANAGEMENT, CONTINUE AND DEVELOP HEALTH AND WELLNESS EDUCATION AND COMMUNITY OUTREACH, AND CONTINUE TO DEVELOP COMMUNITY WELLNESS OPPORTUNITIES AND FACILITIES.PRIORITY 2: BEHAVIORAL/MENTAL HEALTH CVRMC WILL SEEK THE FOLLOWING ACTIONS TO ADDRESS THIS NEED: MITIGATE THE MENTAL HEALTH STIGMA THROUGH EDUCATION AND AWARENESS AND INCREASE ACCESS TO MENTAL HEALTH SERVICES IN THE COMMUNITIES WE SERVE. PRIORITY 3: SUBSTANCE/DRUG/OPIOID/ALCOHOL ABUSE CVRMC WILL SEEK THE FOLLOWING ACTIONS TO ADDRESS THIS NEED: Expand access to Narcan at CVRMC locations AND PARTNER WITH COUNTY AND SCHOOLS TO INCREASE AWARENESS.POPULATION CVRMC COUNTINUES TO DEVELOP ITS COLLABORATION WITH THE VARIOUS PROVIDERS AND AGENCIES FOCUSED ON SERVICES TO THE ELDERLY. ALSO, SPECIALTY SERVICE LINES OF CARDIOLOGY AND ORTHOPEDICS HAVE ENHANCED SERIVCES FOR HEALTH CONDITIONS PROMINENT IN AN AGING POPULATION. CONTINUED AWARENESS TRAINING HAS BEEN PROVIDED TO HOSPITAL LEADERSHIP AND STAFF ON COMMUNICATING AVAILABLE SERVICES TO THE COMMUNITY, PARTICULARLY THE SENIOR POPULATION.AS WE CELEBRATE OVER 100 YEARS OF SERVICE TO THE GLOBE-MIAMI AND SURROUNDING COMMUNITIES, CVRMC CONTINUES TO EVOLVE WITH THE CHANGING NEEDS OF OUR POPULATION BASE. HEALTHCARE IS EVER MOVING AND ADVANCING AND CVRMC IS PROGRESSING WITH THE DEMANDS OF OUR TARGET MARKETS. THROUGH THE DURATION OF THE Public Health Emergency (PHE), WHICH CONTINUED THROUGH mid-2023, CVRMC PROVIDED A COMMUNITY HEALTH LEADERSHIP ROLE TO SUPPORT THE COMMUNITY EFFORTS AND RESPONSE TO THE PHE. THE INTENSE FOCUS REQUIRED OF OPERATIONS AND RESOURCES TO PROVIDE AND MAINTAIN THE COMMUNITY PHE RESPONSE LEADERSHIP HAD SEVERE NEGATIVE IMPACT ON CVRMCS ABILITY TO ADVANCE THE PRIORITIES OF THE CHNA IMPLEMENTATION PLAN. HOWEVER, THROUGH THE CVRMCS PHE RESPONSE, OUR ORGANIZATION WAS ONCE AGAIN PROFOUNDLY REMINDED THAT THE CONTINUED ACCOMPLISHMENTS WE HAVE MADE ARE A DIRECT RESULT OF A DEDICATED AND COMPASSIONATE WORKFORCE, A STEADFAST BOARD OF DIRECTORS, AND STRONG SUPPORTING MANAGEMENT TEAM WHICH IS FOCUSED ON ONE MISSION THE MISSION OF HEALTH WITH HIGH QUALITY, EFFICIENT AND COMPASSIONATE CARE. CVRMCS STRATEGIC PLAN FOCUS CONTINUES TO BE THE FOLLOWING AREAS:THE PATIENT EXPERIENCE (QUALITY AND CUSTOMER SERVICE)PEOPLEGROWTHCOMMUNITYFINANCIAL STEWARDSHIPOUR COMMUNITIES DESERVE ACCOUNTABILITY AND COMPASSION. WE STRIVE TO RESPECT AND COLLABORATE WITH ALL WHO SURROUND US. WE HAVE AN EARNEST RESPONSIBILITY TO RECOGNIZE THE NEEDS OF OUR POPULATION AND TO RESPOND TO THE HEALTH PRIORITIES FACING OUR POPULATION. CVRMC IS COMMITTED TO OUR COMMUNITIES WITH AN UNWAVERING DEDICATED SPIRIT.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2023 | 2022 | Change | |
|---|---|---|---|
| Revenue | $103,795,634 | $94,951,858 | +0.1% |
| Expenses | $89,784,044 | $82,964,708 | +0.1% |
| Net Income | $14,011,590 | $11,987,150 | +0.2% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Patrick Law | Physician | 40.00 |
|
$588,169 | $0 | $588,169 |
| Scott Croft | Physician | 40.00 |
|
$560,543 | $0 | $560,543 |
| Scott Revell | Physician | 40.00 |
|
$555,859 | $0 | $555,859 |
| Peter Seipel | Physician | 40.00 |
|
$506,917 | $0 | $506,917 |
| Karen Gremminger | Physician | 40.00 |
|
$440,800 | $0 | $440,800 |
| Dr Alan Osumi | Trustee | 1.00 |
Director
|
$0 | $12,363 | $12,363 |
| Robert Hollis | Chair | 1.00 |
Director
|
$0 | $0 | $0 |
| Jendean Sartain | Vice Chair | 1.00 |
Director
|
$0 | $0 | $0 |
| Ed Carpenter | Treasurer | 1.00 |
Director
|
$0 | $0 | $0 |
| Janice Cook | Secretary | 1.00 |
Director
|
$0 | $0 | $0 |
| Fernando Shipley | Trustee | 1.00 |
Director
|
$0 | $0 | $0 |
| Judy Bessee | Trustee | 1.00 |
Director
|
$0 | $0 | $0 |
| James B Rasmussen | Trustee | 1.00 |
Director
|
$0 | $0 | $0 |
| Carolyn Mawson Haro | Trustee | 1.00 |
Director
|
$0 | $0 | $0 |
| Jack Bradford | Trustee | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | No data | No data | No data | No data |
| 2023 | $103,795,634 | $89,784,044 | $157,588,831 | $14,011,590 |
| 2022 | $94,951,858 | $82,964,708 | $136,541,711 | $11,987,150 |
| 2021 | $89,226,703 | $76,284,062 | $131,779,953 | $12,942,641 |
| 2020 | $70,072,854 | $65,712,464 | $106,774,506 | $4,360,390 |
| 2019 | $63,908,496 | $59,643,773 | $89,057,165 | $4,264,723 |
| 2018 | $55,734,383 | $52,827,883 | $81,050,182 | $2,906,500 |
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