Cobre Valley Regional Medical Center, located at 5880 South Hospital Drive in Globe, AZ, has been serving the community for nearly 100 years. As a critical access, non-profit hospital with 25 beds, we provide comprehensive healthcare with state-of-the-art technology and a modern atmosphere. Our services include emergency care, surgery, obstetrics, and specialized treatments such as cardiology, oncology, and orthopedics. With a patient-centered approach, CVRMC is dedicated to delivering quality, efficient, and compassionate care to the Copper Corridor area and beyond.
| Hospital Name | Cobre Valley Regional Medical Center |
|---|---|
| Facility ID | 031314 |
| Address | 5880 SOUTH HOSPITAL DRIVE |
|---|---|
| City/Town | Globe |
| State | AZ |
| ZIP Code | 85501 |
| County/Parish | GILA |
| Health System | Independent |
|---|---|
| Health System Website Domain | cvrmc.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 25 |
| Health System Hospital Locations | Arizona |
| Hospital Type | Critical Access Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Voluntary non-profit |
| Emergency Services | Yes |
Neal Jensen has been the CEO of Cobre Valley Regional Medical Center since 2008. [5] Previously, he served 10 years as the Chief Financial Officer for CVRMC, making significant financial improvements. [5] Under his leadership, new services have been established to provide close-to-home access for patients. [5] He has served in leadership roles at local, state, and national healthcare organizations. [5] Family and church are important aspects of his life, and he and his wife have made Globe-Miami their home and raised three children there. [5] He was also mentioned as AzHHA Board chair and CEO of Cobre Valley Regional Medical Center in March 2024. [17]
Harold Dupper, Interim Chief Financial Officer, has 30 years of experience in healthcare finance and leadership roles, predominantly with acute care organizations. [4, 12] Prior to focusing on healthcare finance, he spent four years in public accounting. [4] He holds a Bachelor of Science in Business Administration (Accounting) and a Masters of Taxation. [4] He has experience from Ball Health and Platte Valley Medical Center in Colorado and has been involved in community and professional activities. [4] His professional credentials include CHFP, CPA (Oregon), AICPA, Colorado Society of CPAs, and CGMA. [4] He was mentioned as Interim CFO in January 2024 in relation to the financial impact of vaccine distribution. [27]
Joy Peery is the Chief Nursing Officer at Cobre Valley Regional Medical Center. [28] She is also mentioned as Joy Peery, BSN, RN, chief nursing officer – Cobre Valley Regional Medical Center in a report about a nurse education investment pilot program. [18] No detailed biographical background was found in the provided search results.
Dr. Peter Seipel is the Chief Medical Officer at Cobre Valley Regional Medical Center. [28] He has over 26 years of experience in Orthopedic care. [3, 9] He earned his Doctor of Medicine from St. Louis University School of Medicine and completed his residency in the Phoenix Orthopedic Residency Program at Maricopa County Medical Center. [3, 9] He is a Diplomate of the American Board of Orthopedic Surgery and specializes in Sports Medicine, Adult Reconstruction, and Basic Orthopedic Trauma. [3, 9]
Frank Stapleton has been with Cobre Valley Regional Medical Center since 2002. [6, 9] As Chief Clinical Operations Officer, he has been involved in recruiting specialty physicians, overseeing hospital-owned clinics, and converting primary clinics to provider-based Rural Health Clinics. [9] He is responsible for several provider-based Rural Health Clinics encompassing multiple specialties. [9] He assists other Arizona hospitals with Rural Health program development and directs revenue cycle improvement projects. [9] He is a Registered Nurse and is involved in the community. [9] He was also mentioned as chief clinical operations officer in March and February 2024 in the context of legislative efforts. [17, 19]
Preston Pollock, MBA, JD, has been with Cobre Valley Regional Medical Center since 2016. [10, 15] He oversees the Human Resources and IT departments and serves as in-house counsel. [10, 15] He and his wife grew up in rural Arizona. [10, 15] His previous positions include Vice President of Human Resources and General Counsel for a national non-profit consulting organization. [10, 15] He was also mentioned as Chief Operating Officer in February 2024 in relation to delivering testimony in support of a bill. [19] Another source from 2022 mentions him as in-house counsel for CVRMC in relation to a community pool project. [20]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 25 |
|---|
| FTE Employees on Payroll | 278.4 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2000 |
| Inpatient Days (Title XIX) | 2006 |
| Total Inpatient Days | 6626 |
| Bed Count | 25 |
| Available Bed Days | 9125 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 518 |
| Discharges (Title XIX) | 591 |
| Total Discharges | 1707 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 1633 |
| Inpatient Days (Title XIX; Adults & Peds) | 1499 |
| Total Inpatient Days (Adults & Peds) | 5597 |
| Bed Count (Adults & Peds) | 21 |
| Available Bed Days (Adults & Peds) | 7665 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 518 |
| Discharges (Title XIX; Adults & Peds) | 591 |
| Total Discharges (Adults & Peds) | 1707 |
| Care Quality Stengths | Average overall patient satisfaction. The hospital is average in every measured mortality rate Hospital has a low ER wait and treatment time of less than 2 hours |
|---|---|
| Care Quality Concerns |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 65% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 108 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | 9 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 24 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -18.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.1 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.4 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.1 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.5 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.6 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.8 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $131 |
|---|---|
| Bad Debt Expense | $3,680 |
| Uncompensated Care Cost | $1,529 |
| Total Uncompensated Care | $1,529 |
| Total Salaries | $30,272 |
|---|---|
| Overhead Expenses (Non-Salary) | $52,693 |
| Depreciation Expense | $2,546 |
| Total Operating Costs | $77,649 |
| Inpatient Charges | $61,326 |
|---|---|
| Outpatient Charges | $142,965 |
| Total Patient Charges | $204,291 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $87,725 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $38,032 |
| Allowance for Doubtful Accounts | $-30,518 |
| Inventory | $2,520 |
| Prepaid Expenses | $1,155 |
| Other Current Assets | $162 |
| Total Current Assets | $99,437 |
| Land Value | $947 |
|---|---|
| Land Improvements Value | $4,302 |
| Building Value | $53,299 |
| Leasehold Improvements | |
| Fixed Equipment Value | |
| Major Movable Equipment | $38,339 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $36,086 |
| Long-Term Investments | $2,440 |
|---|---|
| Other Assets | $144 |
| Total Other Assets | $2,584 |
| Total Assets | $138,107 |
| Accounts Payable | $3,186 |
|---|---|
| Salaries & Wages Payable | $27,142 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | |
| Total Current Liabilities | $30,328 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $30,045 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $4,061 |
| Total Long-Term Liabilities | $34,106 |
| Total Liabilities | $64,434 |
| General Fund Balance | $73,673 |
|---|---|
| Total Fund Balances | $73,673 |
| Total Liabilities & Equity | $138,107 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $61,747 |
|---|---|
| Outpatient Revenue | $143,563 |
| Total Patient Revenue | $205,310 |
| Contractual Allowances & Discounts | $130,422 |
| Net Patient Revenue | $74,888 |
| Total Operating Expenses | $82,565 |
| Net Service Income | $-7,677 |
| Other Income | $19,664 |
| Total Income | $11,987 |
| Other Expenses | |
| Net Income | $11,987 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $21,673 |
| Medicaid Charges | $64,454 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | MEDITECH Expanse |
|---|---|
| EHR Version | Expanse |
| EHR is Changing | No |
| ERP | MEDITECH |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |