Attach to Form 990 or Form 990-EZ.
See separate instructions.| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above or IRC section (see instructions)) | (iv) Is the organization in col. (i) listed in your governing document? | (v) Did you notify the organization in col. (i) of your support? | (vi) Is the organization in col. (i) organized in the U.S.? | (vii) Amount of monetary support | |||
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| Yes | No | Yes | No | Yes | No | ||||
| Total | |||||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2008 | (b) 2009 | (c) 2010 | (d) 2011 | (e) 2012 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .... | ||||||
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | ||||||
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | ||||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2008 | (b) 2009 | (c) 2010 | (d) 2011 | (e) 2012 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | ||||||
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | ||||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.).. | ||||||
| 11 | Total support (Add lines 7 through 10). | ||||||






Calendar year (or fiscal year beginning in) ![]() |
(a) 2008 | (b) 2009 | (c) 2010 | (d) 2011 | (e) 2012 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | 8,591 | 0 | 0 | 50,000 | 362,543 | 421,134 |
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | 339,310,712 | 384,692,255 | 464,742,418 | 568,153,396 | 584,644,518 | 2,341,543,299 |
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513.. | 0 | |||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | 0 | |||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 6 | Total. Add lines 1 through 5. | 339,319,303 | 384,692,255 | 464,742,418 | 568,203,396 | 585,007,061 | 2,341,964,433 |
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | 0 | |||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | 0 | |||||
| c | Add lines 7a and 7b.. | 0 | |||||
| 8 | Public support (Subtract line 7c from line 6.) | 2,341,964,433 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2008 | (b) 2009 | (c) 2010 | (d) 2011 | (e) 2012 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | 339,319,303 | 384,692,255 | 464,742,418 | 568,203,396 | 585,007,061 | 2,341,964,433 |
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | 4,545,589 | 4,104,341 | 3,681,803 | 4,069,125 | 4,221,135 | 20,621,993 |
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | 0 | |||||
| c | Add lines 10a and 10b. | 4,545,589 | 4,104,341 | 3,681,803 | 4,069,125 | 4,221,135 | 20,621,993 |
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | 8,327 | 9,153 | 8,676 | 5,740 | 0 | 31,896 |
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part IV.) .. | 0 | |||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | 343,873,219 | 388,805,749 | 468,432,897 | 572,278,261 | 589,228,196 | 2,362,618,322 |




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Attach to Form 990 or 990-EZ.| Identifier | Return Reference | Explanation |
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| SUPPLEMENTAL INFORMATION TO 2012 FORM 990 FOR CAREOREGON, INC. | CAREOREGON, INC. EIN 93-0933975 PART I, LINE 1 TAX-EXEMPT PURPOSE AND MISSION OF CAREOREGON CAREOREGON IS A NON-PROFIT HEALTH SERVICES ORGANIZATION PROVIDING HEALTH PLAN SERVICES, EDUCATION AND COMMUNITY BUILDING SUPPORT TO PARTNER HEALTH PLANS AND THEIR MEMBERS. WE ARE COMMITTED TO CULTIVATING INDIVIDUAL WELL-BEING AND COMMUNITY HEALTH REGARDLESS OF INCOME OR SOCIAL CIRCUMSTANCES, WITH A FOCUS NOT JUST ON HEALTH CARE, BUT ON TOTAL HEALTH THROUGH SHARED LEARNING AND INNOVATION. TEAMING WITH HEALTH PLAN MEMBERS, THEIR FAMILIES AND COMMUNITIES, CAREOREGON HELPS INDIVIDUALS LIVE BETTER LIVES, PREVENT ILLNESS AND RESPOND QUICKLY AND EFFECTIVELY TO HEALTH ISSUES. CAREOREGON PROVIDES CARE SUPPORT AND DISEASE MANAGEMENT SERVICES TO HIGH-RISK MEMBERS, COORDINATES CARE AND PROVIDES UTILIZATION MANAGEMENT SERVICES, OFFERS CONTINUITY OF COVERAGE FOR THOSE ELIGIBLE FOR MEDICAID, MEDICARE OR BOTH. WE SUPPORT AND ACTIVELY WORK WITH PROVIDERS AND MEDICAID COORDINATED CARE ORGANIZATIONS TO IMPLEMENT QUALITY IMPROVEMENT EFFORTS AND PRIMARY CARE REDESIGN. WE CONTRACT WITH PUBLIC AND PRIVATE PROVIDERS AND WORK WITH THE LEGISLATURE AND COMMUNITY-BASED ORGANIZATIONS TO IMPROVE THE HEALTH OF OREGONIANS. PART I, LINE 8-22 CAREOREGON EXPERIENCED AN APPROXIMATE $16.6 MILLION INCREASE IN TOTAL REVENUES AND AN APPROXIMATE $47 MILLION INCREASE IN EXPENSES IN 2012 COMPARED TO 2011. THE INCREASE IN REVENUE WAS PRIMARILY DUE TO AN INCREASE IN MEMBERSHIP RELATED TO THE TRANSITION OF MEMBERS TO COORDINATED CARE ORGANIZATIONS (CCOs) BEGINNING IN SEPTEMBER 2012 AND NEW DENTAL PROGRAM SERVICES. THE INCREASE IN EXPENSES IS MAINLY RELATED TO AN APPROXIMATE $18.6 MILLION INCREASE IN CHARITABLE CONTRIBUTIONS DURING 2012; $23 MILLION INCREASE IN MEDICAL COSTS, DENTAL COSTS, AND PASS-THROUGH REVENUE WHICH INCLUDE HOSPITAL REIMBURSEMENT ADJUSTMENT (HRA), GRADUATE MEDICAL EDUCATION (GME), AND PATIENT CENTERED PRIMARY CARE HOME (PCPCH); A $3 MILLION GAIN SHARE ACCRUAL, AND AN APPROXIMATE $2.3 MILLION INCREASE IN COMPENSATION EXPENSE. CONTRIBUTIONS WERE PRIMARILY USED TO ASSIST IN THE START-UP OF TWO OTHER CCOs UNDER THE OREGON LEGISLATURE'S PLAN TO TRANSFORM THE OREGON HEALTH PLAN (OHP) SYSTEM THROUGH CCOs. THE GAIN SHARE IS AN ARRANGEMENT WHERE GAINS GENERATED ARE INVESTED OR DISTRIBUTED BASED ON INPUT FROM THE CONTRACTED PROVIDERS IN THAT CCO. INCREASES IN COMPENSATION EXPENSE ARE RELATED TO THE INCREASE IN STAFFING DUE TO THE ADDED WORK AROUND THE CCOs. PART III, LINE 2 NEW PROGRAM SERVICES IN 2012, WE STARTED THREE NEW SUBSIDIARY COORDINATED CARE ORGANIZATIONS(CCOs) AND PLAYED A CRITICAL ROLE IN STARTING TWO OTHER INDEPENDENT CCOs. THE CCOs ARE PART OF THE OREGON LEGISLATURE'S PLAN TO MAKE MEDICAID MORE COST EFFECTIVE WHILE ENCOURAGING QUALITY OUTCOMES AND LOCAL ACCOUNTABILITY. THE NEW CCOs EACH HAVE THEIR OWN BOARD OF DIRECTORS REPRESENTING A VARIETY OF STAKEHOLDERS IN THE CCOs' REGION. THROUGH DELEGATION AND MANAGEMENT SERVICES AGREEMENTS, CAREOREGON CONTINUES TO SERVE THE 170,000 OHP MEMBERS AND REMAINS COMMITTED TO ENSURING THEY RECEIVE THE CARE THEY NEED. WE ALSO TOOK ON THE ADMINISTRATION OF MULTICARE DENTAL, NOW CALLED CAREOREGON DENTAL, WHICH PROVIDES THE ORAL HEALTH SERVICES NEEDED FOR 36,000 MEMBERS IN THE METROPOLITAN AREA. PART III, LINE 3 SIGNIFICANT CHANGES CAREOREGON'S PROGRAM SERVICES ARE CONDUCTED THROUGH CCO'S. PLEASE SEE THE PART III, LINE 2 DISCLOSURE ABOVE FOR ADDITIONAL INFORMATION. PART III, LINE 4 STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS A. THROUGH THE CCOS, CAREOREGON PROVIDES HEALTH CARE SERVICES TO ITS MEMBERS BY CONTRACTING WITH NETWORKS OF COMMUNITY AND PRIVATE MEDICAL PROVIDERS THROUGHOUT THE STATE OF OREGON. B. ON BEHALF OF HEALTH PLAN OF CAREOREGON, A C CORPORATION RELATED TO CAREOREGON, WE ADMINISTER CAREOREGON ADVANTAGE PLUS, A SPECIAL NEEDS PLAN THAT PROVIDES CONTINUITY OF COVERAGE FOR MEMBERS WHO ARE DUALLY ELIGIBLE FOR MEDICARE AND MEDICAID. THE CONTINUITY BENEFITS BOTH PATIENTS AND PROVIDERS BY ENSURING A COORDINATED AND CONVENIENT MEANS OF RECEIVING AND DELIVERING QUALITY CARE. WE ALSO ADMINISTER CAREOREGON ADVANTAGE STAR, A LOW COST MEDICARE ADVANTAGE PLAN. THE EXPENSES INCURRED BY HEALTH PLAN OF CAREOREGON TO OPERATE THE PLAN TOTAL $101,215,954 WITH RELATED REVENUES OF $105,567,283 C. CAREOREGON CONTRIBUTED $20 MILLION TO THE INDEPENDENT CCOs TO HELP THEM MEET THEIR INITIAL RESERVE REQUIREMENTS AND AN ADDITIONAL $2 MILLION TO FOUR OF THE FIVE CCOs FOR PURPOSES OF FUNDING TRANSFORMATION PROJECTS. WE PROVIDE CONTINUING SUPPORT TO AN INDEPENDENT 501(c)(3), NEIGHBORHOOD HEALTH CENTER, WHICH RUNS CLINIC OPERATIONS AND DENTAL SERVICES TO INCREASE COMMUNITY ACCESS TO COMPREHENSIVE AND PREVENTIVE HEALTH CARE SERVICES AND TO IMPROVE HEALTH CARE STATUS OF VULNERABLE AND UNDERSERVED POPULATIONS. ITS SUCCESSFUL APPLICATION TO BECOME A FEDERALLY QUALIFIED HEALTH CENTER IN CANBY IS A MAJOR ACHIEVEMENT. WE ALSO INVEST IN THE COMMUNITY BY CONTRIBUTING TO OTHER CHARITABLE ORGANIZATIONS THAT ARE STRIVING TO IMPROVE HEALTH CARE IN OREGON. D. THE CCOs WE SUPPORT PROVIDE ACCESS FOR APPROXIMATELY 170,000 LOW-INCOME OREGONIANS. OUR WORK INVOLVES COORDINATING QUALITY HEALTH CARE FOR MEMBERS AND CONTRACTING WITH PUBLIC AND PRIVATE PROVIDERS TO PROVIDE HEALTH CARE SERVICES. WE PROVIDE CUSTOMER SERVICE FUNCTIONS FOR THESE CCOs, ASSIST WITH HEALTH IMPROVEMENT PLANS FOR THE VARIOUS COMMUNITIES AND PROVIDE TECHNICAL SUPPORT FOR INFORMATION SERVICES, COMMUNICATIONS, PROCESS IMPROVEMENT AND OTHER FUNCTIONS. THESE SERVICES RESULT IN ACCESS TO QUALITY HEALTH CARE, LOWER COSTS AND IMPROVED CARE FOR OUR MEMBERS AND FOR THE COMMUNITIES WE SERVE. IN 2012 WE PROVIDED COMMUNITY OUTREACH, SUPPORT AND CARE COORDINATION SERVICES TO HIGH RISK MEMBERS IN MULTNOMAH, WASHINGTON AND CLACKAMAS COUNTIES UNDER A CENTER FOR MEDICARE AND MEDICAID INNOVATIONS (CMMI) GRANT. THE CMMI GRANT IS A THREE YEAR AWARD AIMED AT DEVELOPING NEW INTEGRATED MODELS OF CARE TO IMPROVE HEALTH OUTCOMES AND REDUCE COSTS FOR THE ADULT MEDICAID POPULATION. APPROXIMATELY 55 NEW FTE, MOST OF WHOM ARE NON-TRADITIONAL HEALTH CARE PROFESSIONALS, HAVE BEEN HIRED, TRAINED AND DEPLOYED TO SERVE THIS POPULATION IN OUR COMMUNITY. ADDITIONALY, THESE NEW CARE MODELS HAVE MADE A SIGNIFICANT DIFFERENCE IN THE LIVES OF OVER 3,000 INDIVIDUALS. WE ENCOURAGE CLINICS TO PROVIDE THE BEST PRIMARY CARE POSSIBLE THROUGH OUR PRIMARY CARE RENEWAL ("PCR") PROGRAM. OUR PCR INITIATIVE FOCUSES ON DEVELOPING PATIENT CENTERED PRIMARY CARE HOMES IN THE PRIMARY CARE SETTING BY BUILDING SYSTEMS AND PROCESSES FOR PROACTIVE PANEL MANAGEMENT, TEAM-BASED CARE, NURSE-LED CASE MANAGEMENT, PATIENT EMPOWERMENT FOR SELF-MANAGEMENT, INTEGRATION OF PHYSICAL AND MENTAL HEALTH CARE, IMMUNIZATION AND DISEASE-SPECIFIC PATIENT REGISTRIES, AND SAME-DAY AND EXTENDED-HOUR MEMBER ACCESS TO THE CARE TEAM. ALL OF THESE IMPROVEMENTS ARE DONE WITH THE GOAL OF COST-EFFECTIVE, CONTINUOUS, COORDINATED CARE. OUR MODEL IS ONE OF LEARNING FOR THE MEMBER; ACTING FOR THE POPULATION. WE PARTICIPATE ACTIVELY IN THE INSTITUTE OF HEALTHCARE IMPROVEMENT'S "TRIPLE AIM", A NATIONAL PROGRAM THAT LOOKS AT MAXIMIZING RESULTS IN THREE AREAS: OUTCOME EXCELLENCE, PATIENT SATISFACTION AND COST EFFECTIVENESS. BY OUR WORK WITH CLINICS TO IMPROVE THEIR PATIENT-CENTERED MEDICAL HOMES IN 2012, MORE THAN 40 PERCENT OF OUR MEMBERS BENEFITTED FROM THIS ENHANCED CARE. BASED ON THAT EXPERIENCE, CAREOREGON EXPANDED THE COLLABORATIVE TO A NEW GROUP OF CLINICS (PATIENT AND POPULATION CENTERED PRIMARY CARE) IN MORE RURAL SETTINGS, TO HELP THEM TRANSFORM THEIR PROCESSES, DATA SYSTEMS, AND WORKFORCE TO IMPROVE PATIENT EXPERIENCE AND OUTCOMES. | |
| PART III, LINE 4 Statement OF PROGRAM SERVICE ACCOMPLISHMENTS | WE FUND CARE SUPPORT AND SYSTEM INNOVATION ("CSSI") PROJECTS TO HELP OUR PROVIDERS FOCUS ON IMPROVING AND TRANSFORMING DELIVERY SYSTEMS AND QUALITY OF CARE FOR OUR MEMBERS. FOLLOWING THE INSTITUTE FOR HEALTH IMPROVEMENT'S "TRIPLE AIM," CSSI PROJECTS ADDRESS PERFORMANCE ON THE THREE DIMENSIONS OF CARE: 1) THE HEALTH OF THE DEFINED POPULATION; 2) THE EXPERIENCE OF CARE; AND 3) THE COST PER CAPITA OF PROVIDING CARE FOR THIS POPULATION. THE FUNDED PROJECTS TARGET PATIENT ACCESS, PATIENT SAFETY, WORKFLOWS AND REDUCTION OF MEDICAL ERRORS. REDUCING THE LATTER DECREASES RISK TO MEMBERS AND COST FOR TAXPAYERS. THERE WERE 15 PROJECTS FUNDED IN 2012. AT OUR ANNUAL CSSI CONFERENCE, PROVIDERS ARE ENCOURAGED TO SHARE THEIR INNOVATIONS WITH OTHERS IN THE COMMUNITY, FURTHER LEVERAGING IMPROVEMENTS FROM THEIR PROJECTS AND HELPING OTHER HEALTH CARE ORGANIZATIONS TO ADOPT SIMILAR IMPROVEMENTS. WE PROVIDE TRAINING AND DEVELOPMENT SUPPORT FOR OUR CSSI TEAMS BY EDUCATING THEM IN ACCELERATED PROCESS IMPROVEMENT AND LEAN METHODOLOGIES. THIS HELPS CREATE EFFICIENCIES IN THE DELIVERY SYSTEM AND PROVIDES SOME RELIEF FOR THE ONGOING CHALLENGES FACED BY THESE UNDERSERVED POPULATIONS. THE TRAINING TAKES PLACE IN OUR DEDICATED LEARNING SPACE, REFERRED TO AS THE LEARNING COMMONS, ENABLING AN ON-GOING FOCUS ON LEARNING AND IMPROVING THE QUALITY OF HEALTH CARE IN THE COMMUNITY. WE CONTINUE TO EXPAND "RELEASING TIME TO CARE". THIS IMPROVEMENT METHODOLOGY DESIGNED BY NURSES FOR USE IN A HOSPITAL SETTING USES LEAN TECHNIQUES TO ELIMINATE WASTEFUL PROCESSES, EXCESS SUPPLIES AND INTERRUPTIONS SO THAT NURSES CAN SPEND MORE TIME WITH PATIENTS. IN ADDITION TO WORKING WITH THE FOUR OREGON HOSPITALS THAT LAUNCHED THE PROGRAM IN 2010, WE HAVE EXPANDED TO EIGHT MORE HOSPITALS FROM ALASKA, CANADA, OREGON, CALIFORNIA AND MICHIGAN. CAREOREGON HAS BECOME THE NORTH AMERICAN FACILITATOR OF THIS PROGRAM, ORIGINATED BY BRITAIN'S NATIONAL HEALTH SERVICE INSTITUTE FOR INNOVATION AND IMPROVEMENT. WE ALSO LAUNCHED A PILOT PROGRAM FOR SURGICAL TEAMS, THE PRODUCTIVE OPERATING THEATER, ALSO ORGINATED BY THE INSTITUTE OF INNOVATION AND IMPROVEMENT. THE EXPERIENCE FROM THIS ONE-HOSPITAL PILOT WILL INFORM EXPANSION TO OTHERS. WE WORK WITH THE LEGISLATURE AND COMMUNITY BASED ORGANIZATIONS TO EDUCATE OTHERS ON THE NEEDS OF LOW-INCOME OREGONIANS AND TO MOVE BILLS AND MEASURES FORWARD THAT IMPROVE THE HEALTH OF LOW-INCOME OREGONIANS. PART IV, LINE 12/12A FOR THE YEAR ENDED DECEMBER 31, 2012, AN AUDIT WAS PERFORMED ON THE CONSOLIDATED ENTITY WHICH INCLUDES CAREOREGON, HEALTH PLAN OF CAREOREGON, CARE ACCESS, COMMUNITY HEALTH, COLUMBIA PACIFIC, JACKSON CARE CONNECT, AND PRIMARYHEALTH OF JOSEPHINE COUNTY. PART VI, LINE 2 MARGARET S. ROWLAND, MD, CHIEF MEDICAL OFFICER OF CAREOREGON, INC., SERVES AS A MEMBER OF THE BOARD OF DIRECTORS OF ALBERTINA KERR. CHRIS KRENK, CHIEF EXECUTIVE OFFICER OF ALBERTINA KERR, SERVES ON CAREOREGON'S BOARD OF DIRECTORS. PART VI, LINE 11A CAREOREGON'S FORM 990 IS REVIEWED BY THE CFO, FINANCE COMMITTEE AND BOARD OF DIRECTORS BEFORE IT IS FILED. THE FORM 990 IS DISCUSSED IN DETAIL AT THE FINANCE COMMITTEE MEETING PRIOR TO FILING. ALL REVIEWERS ARE GIVEN TIME TO RESPOND WITH ANY REVISIONS. AFTER INCORPORATION OF ALL REVISIONS THE FORM 990 IS REDISTRIBUTED TO THE REVIEWERS PRIOR TO FILING. PART VI, LINE 12C THE CONFLICT OF INTEREST POLICY OF CAREOREGON IS DISTRIBUTED ANNUALLY AND APPLIES TO THE FOLLOWING COVERED PERSONS: ANY DIRECTOR, CEO, COO, CMO, CFO, CONTROLLER, OTHER KEY EMPLOYEE OR ANY OTHER INDIVIDUAL IN A POSITION TO EXERCISE SIGNIFICANT INFLUENCE OVER A DECISION HAVING ECONOMIC IMPLICATIONS FOR CAREOREGON. THE CONFLICT OF INTEREST POLICY IS REVIEWED AND DISCUSSED AT AN ANNUAL BOARD MEETING AND EACH PERSON SIGNS AN AGREEMENT TO FOLLOW THE POLICY. CAREOREGON ANNUALLY CIRCULATES QUESTIONNAIRES TO COVERED PERSONS TO DETERMINE INDEPENDENCE AND DISCOVER FAMILY AND BUSINESS RELATIONSHIPS, AND THE GOVERNANCE COMMITTEE REVIEWS THESE FORMS AND COMPILES AND MAINTAINS A LIST OF POTENTIALLY CONFLICTED ENTITIES AND INDIVIDUALS. THE GOVERNANCE COMMITTEE CONTINUALLY MONITORS PROPOSED OR ONGOING TRANSACTIONS AGAINST THIS LIST AS A MEANS OF IDENTIFYING AND SCREENING FOR POSSIBLE CONFLICTS. THE GOVERNANCE COMMITTEE DEALS WITH POTENTIAL OR ACTUAL CONFLICTS, BEFORE, DURING AND/OR AFTER THE TRANSACTION HAS OCCURRED, DEPENDING ON THE CIRCUMSTANCES OF THE CONFLICT. ALL SIGNED CONFLICT OF INTEREST POLICIES AND QUESTIONNAIRES ARE RETAINED AT CAREOREGON'S OFFICE. IN THE EVENT OF A POTENTIAL CONFLICT OF INTEREST, A COVERED PERSON MUST DISCLOSE THE EXISTENCE OF HIS OR HER FINANCIAL INTEREST AND MUST BE GIVEN THE OPPORTUNITY TO DISCLOSE ALL MATERIAL FACTS TO THE BOARD OF DIRECTORS, MEMBERS OF COMMITTEES WITH BOARD DELEGATED POWERS, AND TO EXECUTIVE OFFICERS WHO ARE CONSIDERING THE PROPOSED TRANSACTION OR ARRANGEMENT. FOLLOWING THE DISCLOSURE OF THE FINANCIAL INTEREST AND ALL MATERIAL FACTS, AND AFTER ANY DISCUSSION WITH THE INTERESTED PERSON, HE/SHE LEAVES THE MEETING WHILE THE BOARD OR COMMITTEE INDEPENDENTLY DISCUSSES AND VOTES ON THE MATTER BEFORE IT. IN THE EVENT THAT A CONFLICT IS IDENTIFIED, THE BOARD OR COMMITTEE SHALL APPOINT A DISINTERESTED PERSON OR COMMITTEE TO INVESTIGATE ALTERNATIVES TO THE PROPOSED TRANSACTION OR ARRANGEMENT. AFTER EXERCISING DUE DILIGENCE, THE BOARD OR COMMITTEE SHALL DETERMINE WHETHER CAREOREGON CAN OBTAIN A MORE ADVANTAGEOUS TRANSACTION OR ARRANGEMENT WITH REASONABLE EFFORTS FROM A PERSON OR ENTITY THAT WOULD NOT GIVE RISE TO A CONFLICT OF INTEREST. IF A MORE ADVANTAGEOUS TRANSACTION OR ARRANGEMENT IS NOT REASONABLY ATTAINABLE, THE BOARD OR COMMITTEE SHALL DETERMINE BY MAJORITY VOTE OF THE DISINTERESTED DIRECTORS OR COMMITTEE MEMBERS WHETHER THE TRANSACTION OR ARRANGEMENT IS IN CAREOREGON'S BEST INTEREST. PERSONS WITH A CONFLICT ARE PROHIBITED FROM PARTICIPATING IN THE GOVERNING BODY'S DELIBERATIONS AND DECISIONS ABOUT THE TRANSACTION. PART VI, LINE 15A AND 15B MARKET DATA ON THE TOTAL COMPENSATION PACKAGE FOR EXECUTIVE POSITIONS (CEO, COO, CFO, AND CMO) IS PROVIDED ANNUALLY BY AN OUTSIDE INDEPENDENT COMPENSATION CONSULTANT USING COMPARABLE ORGANIZATIONS BY INDUSTRY, PROFIT/NON-PROFIT STATUS AND REVENUE SIZE. THE COMPENSATION COMMITTEE, CONSISTING OF A MAJORITY OF INDEPENDENT BOARD MEMBERS, REVIEWS MARKET DATA, EVALUATES CEO PERFORMANCE AND REVIEWS CEO RECOMMENDATIONS FOR COMPENSATION FOR OTHER EXECUTIVE OFFICERS. THE COMMITTEE PRESENTS ITS RECOMMENDATIONS FOR CEO TO THE BOARD. DECISIONS ARE MADE IN A BOARD MEETING. THE BOARD APPROVES THE COMPENSATION OF ALL OTHER EMPLOYEES AS PART OF THE BUDGET APPROVAL PROCESS. THE PROCESS OF DETERMINING THE COMPENSATION OF TOP MANAGEMENT OFFICIALS AND KEY OFFICERS INCLUDES A REVIEW OF AN INDEPENDENT CONSULTANT'S REPORT OF COMPARABLE SALARIES OF SIMILAR ORGANIZATIONS AND IS GUIDED BY WRITTEN COMPENSATION PRACTICES. WITH THE CEO AND CFO ABSENT FROM THE MEETINGS, EACH YEAR THE BOARD APPROVES THE SALARY OF THE CEO. THIS PROCESS WAS LAST UNDERTAKEN ON APRIL 13, 2013. PART VI, LINE 18 AND 19 THE TAX RETURN INFORMATION IS AVAILABLE UPON REQUEST. WHILE NO REQUIREMENT TO MAKE ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC EXISTS, CAREOREGON WILL CONSIDER ALL REQUESTS FOR THESE DOCUMENTS ON A CASE BY CASE BASIS. CONSIDER ALL REQUESTS FOR THESE DOCUMENTS ON A CASE BY CASE BASIS. |
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