Final Case w Attachments

Our nonprofit (501c3) mission is to provide comprehensive primary health care
along with selective specialties and referral services to the region regardless of
individual circumstances.
Valley Healthcare System, Inc.
1600 Fort Benning Road, Columbus, GA 31903
www.valleyhealthcolumbus.org Office: 706.221.2284
The Anthony (Tony) Whitehurst Campaign
for Valley Healthcare System

Building Bridges of Hope and Health Page 2 of 7
Last spring, Valley Healthcare System
Inc. (“VHS” herein) of Columbus, Georgia
engaged Convergent Nonprofit Solutions,
LLC of Atlanta to interview a wide variety
of Columbus area civic and community
leaders to determine perceptions and
impressions of VHS and its services. All
were promised confidentiality, and as a
result the discussions were candid and in
most cases eye opening.
VHS hoped to find widespread support for
our mission and health care services,
because we were considering
implementing a professionally directed fundraising campaign. We were hoping to enable
expansion of our community health services and a more rapid mortgage repayment plan, to
best enable the long-term economic viability for VHS in a rapidly changing health care
environment.
However, the most frequently made comment during the 45 confidential interviews was that
86% of those interviewed believed in our mission, but only 17% knew we existed! Yet,
ironically, in 2014 VHS is celebrating our 20th
year (1994-2014) of community health care service
in the Columbus area. We immediately realized we had work to do.
Accordingly, VHS is working to increase our community exposure through implementation of
bi-monthly newsletters, a speaker’s bureau, holding public events and conducting tours at our
new Columbus area headquarters. This facility opened in June 2012, includes 30,000 SF of
clinical space on 13 acres of land, and includes medical, dental, behavioral health, pharmacy
and optical services, with increased services presently under consideration.
Established 20 Years Ago as a Local/Federal Partnership
Valley Healthcare System, formerly known as Community Health Center of South Columbus,
opened its doors in August 1994. Incorporated as a 501(c)(3)
nonprofit, our current name is
reflective of the growth in geographic area served, along with growth in patients served and
available treatment methodologies. Our nonprofit mission is to provide comprehensive
primary health care along with selective specialties and referral services to the region
regardless of individual circumstances. In 2013, we served 9,708 patients with 31,946
patient treatments in the Chattahoochee Valley. Along with our improved facilities in Columbus,
Dignitaries at the June 2012 dedication included
Columbus Mayor Teresa Tomlinson, City Council
Members, state Representative Calvin Smyre, and
U.S. Representative Sanford D. Bishop, Jr.

we provide medical and dental treatments in Fortson and Talbotton, Georgia. Medical services
at all facilities are provided by board certified and board eligible physicians on staff, plus a wide
variety of other certified and licensed health professionals.
Notably, VHS is also a Federally Qualified Health Center (FQHC.) FQHCs are always local
nonprofit, community owned, health care providers serving low-income and medically
underserved communities. Without this FQHC designation, Columbus would lose over $2
million annually of federal health care funds, which provide direct, measurable benefits to
members of our community. As the only FQHC in the region, VHS receives an annual federal
grant that helps offset 67% of costs of patient treatment. The remainder, $1,379,221 out of a
$4,362,599 operating budget (FYE 2012), has to be made up from other sources of revenue.
Audience Served
The most current figures
indicate that 1.9
million…that is one in
four Georgians between
the ages of 19 and 64 are
without health
insurance. This
demographic represents
Georgians with income
levels up to 138 % of the
federal poverty level – just
below $16,000 for an
individual or $27,000 for a
family of three as reported by the Healthcare Georgia Foundation.
For adults at this income level, access to health coverage is limited across both racial and
ethnic groups. In fact, African American/Black and White Georgians in this income group
lack health coverage at similar rates – 45.5 % for Black Georgians compared to 46.3 %
for White Georgians. Moreover, Hispanic/Latino Georgians are much less likely to have
health coverage than other racial and ethnic groups. To assist with these patients, members
of the Valley Healthcare staff are available as interpreters in the medical, dental and billing
service areas.
Valley Healthcare is a valuable asset to Columbus and the Region. We serve an At-Risk
Population of “Working Poor” which statistically constitutes an estimated 37 % of the Georgia
Population. This demographic represents a patient share of 59% of those served by VHS
in 2012. They are working members of our community with the average family of four including

two adults serving in one or more of the following industries: food service, construction,
landscape and household services along with childcare and social workers.
Five Year Strategic Plan
As noted above, two years ago, in an effort to better serve our community, VHS constructed a
30,000 SF medical facility located on 13 acres at 1600 Fort Benning Road. This $12.4 million
medical facility serves as an economic anchor in the
community and establishes for the first time a
professional clinical environment for community
health. This facility hosts the Patient Centered
Medical Services of education outreach, family
medicine, general internal medicine, general
dentistry, children’s health, vision care,
behavioral health, diagnostic laboratory
services and pharmacy services. These services
are provided to patients on a financial sliding scale
based on individual income. Due to our federal
funding, no one can be turned away for service from
Valley Healthcare System!
Targeting Community Needs
After completing the feasibility study last spring, and
implementing our new awareness program, VHS is
now preparing to launch its’ Building Bridges of
Hope and Health Capital Campaign, a bold five-
year program establishing new partnerships to
encourage new health initiatives while stimulating
new economic growth in Columbus and the
Chattahoochee Valley. It is an ambitious program
building on our First 20 Years of Community Health Service and Celebrating Valley
Healthcare Systems Investment of $30 million of Health Care Dollars in the Columbus
Community.
As a FQHC, we are required to submit an annual Uniform Data System Report (UDS) to the
Bureau of Primary Health Care of the US Department of Health and Human Services. This
report tracks patient care in our community on a monthly and annual basis. Currently, working
with the data provided through the UDS report, we can document that over the past four years
VHS has recorded a 38 % increase of patients and 37 % increase in number of patient
treatments. Today, the increased need for community health services are in the areas of
To whom it may concern,
I’ve been a patient at Valley since
2003. I was referred to them by a
doctor at the Medical Center on one
of my stays, because of my financial
situation and no insurance. I suffer
from severe COPD, chronic
bronchitis … depression and high
blood pressure.
Valley provides me access to
doctors and medications that
otherwise I could not afford. I
greatly appreciate the kind and
caring people that I have grown to
depend on … many of whom go
above and beyond the call of duty.
I pray that Jesus will acknowledge
their many acts of kindness by
continuing His works through them
for they are truly some of God’s
angels!
So Very Blessed,
(Name withheld)

Women’s Health, Pharmacy, and Children’s Health Service. This means that we
currently have a demand for more physicians and licensed support staff in these areas
to serve our clients and their needs. By addressing these needs, a projected 17,179
patients will be served annually in our community … more than doubling the number of patients
served annually based upon current patient load.
Who is this Program’s Target Audience?
The goal of our new Children’s Health Program is to promote the development and use of
innovative approaches that will support the family centered, preventive and proactive plan for
the well-being of children in our community. Our focus population includes children who
lack access to care because of funding, transportation and language barriers. Currently,
VHS serves more than 2,100 children between the ages of 0-19. It is estimated that over 61%
of low income children and their families are without a usual source of health care services in
our service area.
The Health Care Needs of Children in Our Community
The health of children depends at least partially on
their access to health services. Accordingly, the
Forum on Child and Family Statistics identifies key
national indicators of well-being. Health care for
children includes physical examinations, preventive
care, health education, screening, immunizations
and sick care. The goal is to have a usual source of
care that facilitates the timely and appropriate use
of these services.
Regional growth planners for many years have
voiced concerns regarding the availability and ability
of primary care providers. Clinician supply/deficit
reports show family medicine and pediatric services
are among five service lines having both a physician
deficit greater than 10 % and having over 33 % of
its physicians over the age of 55. Access to care by
persons covered by Medicaid, Tri-Care or those who
are uninsured is hampered by the limited number of
clinicians who accept those payer sources.
Valley Healthcare System believes it can meet this challenge. We propose to enhance our
services and meet the demand of this special population by adding two additional child
The new Children’s Health Program will
bring together the specialties of medical,
dental, behavioral, pharmacy and
optical…all under one roof!

health clinicians, one behavioral health specialist and two clinical support staff to our
existing multidisciplinary, multilingual service model of care.
In addition, we will increase our current technological capabilities for making diagnoses.
Working within the Georgia Department of Community Health’s (DCH) Telemedicine and
Telehealth Policies, this will transform our usual face-to-face delivery of primary and
specialty care beyond the four walls of our clinics. The goal is to work with this statewide
network utilizing technology and working with physicians to diagnose patient centered medical
and behavioral health illnesses.
How do you Measure Program
Success?
Through these efforts, over the next two years, VHS
anticipates an additional 3,131 children will meet
the key indicators of well-being through their
experience in our comprehensive, patient centered
medical home. In addition, as per the organization’s
Strategic Plan, Goal Three: Financial Viability, (See
Appendix) a portion of the generated revenue will
go toward retirement of the Bridge Loan
established for construction of our new
Headquarters. This loan constituted 23% of the
$12,406,816 total project cost and enabled early
completion of our new state of the art headquarters
in Columbus.
How does the 5 Year Plan Save
Community Health Care Dollars?
Georgia Association of Primary Health Care indicates
that regular users of community health centers are far
less likely to go to an Emergency Room for a nonlife-
threatening event. In 2012, VHS saved our
community $1,179,349 in ER treatments. In
addition, we documented an additional savings of
$3,822,816 in Hospital treatments. We treat chronic
diseases, diabetes, and hypertension with a sliding
financial income based fee schedule. This policy ensures that the patient has a financial
commitment to their treatment while at the same time receiving the care they require during a
Dear Mrs. Lang,
Having kids with medical
conditions was a worry for me at
the time I relocated to Columbus,
Georgia from Orlando, Florida.
During the process, I applied to
Medicaid because I am
unemployed at this time. Valley
Healthcare gave me an affordable
sliding fee that I was able to
afford.
Since my kids arrived here, their
medical condition has been
improved and I am able for the
first time to be sure that they are
in good hands. Dr. Bennett and
Nurse Melvina are amazing and
the best of all they care about
their patients.
God Bless you,
(Name withheld)

time of need. In total, VHS can document saving our community $5,002,165 in community
healthcare dollars over 12 months in 2012 (See Appendix: ROI Brief).
Valley Healthcare also contributes to the community and local business. Just like any other
business, VHS employs people and purchases goods and services. Each dollar paid in
earnings to health care staff is spent for living expenses, rent, food, etc., at local businesses.
In turn, those businesses have employees, who then spend their earnings on other goods and
services, and so on. In 2012, this “ripple effect” caused an overall economic impact of
123 jobs and an estimated $7,873,845 worth of commerce in our community.
In Summary….
Our future successes will build upon the public / private
partnerships established over 20 years ago. Working our
mission to serve …regardless of individual
circumstances, we are, for the first time in our history,
looking to partner with additional individuals, business
leaders, and foundations. We invite you to join us in this
initiative targeting community service areas of health care,
community/ economic development, and serving the
economically disadvantaged.
Together, WE CAN make health care work in
Columbus and the Chattahoochee Valley Region.
Phillip W. Aldridge, Board Chair Sarah E. Lang, CEO
Valley Healthcare System, Inc. Valley Healthcare System, Inc.
Attachments:
 Five Year Pro Forma
 IRS Letter of Determination 501c3

Budget Narrative
Revenue FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Program Income 803,136 1,655,244 2,119,534 2,543,441 2,619,744
Capital Campaign 200,000 200,000 200,000 200,000 200,000
Total Revenue 1,003,136 1,855,244 2,319,534 2,743,441 2,819,744
A. Personnel
Personnel 634,040 1,058,080 1,089,822 1,122,517 1,156,193
Total Personnel 634,040 1,058,080 1,089,822 1,122,517 1,156,193
B. Fringe Benefits
FICA 48,504 80,943 83,371 85,873 88,449
State Unemployment 13,315 22,220 22,886 23,573 24,280
Worker's Compensation 2,219 3,703 3,814 3,929 4,047
Health, Dental, Life ($5354 per full-time FTE) 16,062 37,478 39,352 41,319 43,385
Retirement Contribution - 3% of salaries 19,021 31,742 32,695 33,676 34,686
Total Fringe Benefits 99,121 176,086 182,119 188,369 194,847
Total Personnel & Fringe Benefits 733,161 1,234,166 1,271,941 1,310,886 1,351,039
C. Travel
Medical
- $3000 per physician FTE 6,000 12,000 12,000 12,000 12,000
- $1500 per midlevel FTE 0 3,000 3,000 3,000 3,000
-Other clinical (UDS, PCCN, GAPHC, Local) 3,000 7,500 7,725 7,957 8,195
- Local Travel 3,750 3,863 3,978 4,098 4,221
Behavioral Health 3,000 3,000 3,000 3,000 3,000
Total Travel 15,750 29,363 29,703 30,054 30,416
D. Equipment
Equpment (Medical equipment) 0 50,000 52,500 73,500 80,850
Total Equipment 0 50,000 52,500 73,500 80,850
December 2013 Page 1 of 3
Building Bridges of Hope and Health
Capital Campaign
Five-Year Projection of Revenue and Expenses

Capital Campain
Five-Year Projection of Revenue and Expenses
E. Supplies
Medical / Lab ($4.00 per encounter in year 1; increased accordingly in
subsequent years.) 28,188 65,232 85,568 88,135 90,780
Administrative ($1.65 per encounter in year 1; increased accordingly in
subsequent years.) 11,628 26,908 35,297 36,356 37,447
Total Supplies 39,816 92,140 120,865 124,491 128,226
F. Contractual
Administration (Audit Fees, Payroll Processing, etc.) 3,000 6,000 6,180 7,416 9,641
Provider backup (10 days at market rate for locum tenans plus travel. Fees are
$125 per hour and travel $250 per day) 20,000 52,500 54,075 64,890 77,868
Capital Campaign Fees & Expenses 100,000 100,000
Total Contractual 123,000 158,500 60,255 72,306 87,509
G. Construction
H. Other
Training - Medical 9,000 18,000 18,540 19,096 19,669
Insurance
Pro. Off. 7,000 14,000 14,700 20,580 21,609
Printing 2,500 2,575 2,652 2,917 3,005
Marketing 15,000 20,000 40,000 50,000 50,000
Dues & Licensure 4,000 12,000 12,360 13,596 14,004
MIS (includes EMR, Hardware, Software, Maintenance, and Training) 36,000 77,000 79,310 95,172 98,027
Uniforms (2 per year, per employee) 2,400 2,472 2,546 3,055 3,147
Bridge Loan Reduction 0 120,000 500,000 500,000 500,000
Reserves Build-Up 300,000 300,000
Total Other 75,900 266,047 670,108 1,004,417 1,009,461
Total Expenses 987,627 1,830,216 2,205,373 2,615,655 2,687,501
Net Income (Loss) 15,509 25,028 114,161 127,786 132,243
December 2013 Page 2 of 3

Budget Assumptions
Revenue
Year 1 – Obstetrician, Family Practice Physician and Clinical Psychologist.
Since these providers are coming into a situation with a full patient panel they are able to
produce immediately. Their productivity is based on an expected 90% in year one.
Year 2 – Family Nurse Practitioner (FNP), Internist, Pediatric Nurse Practitioner (Ped. NP), and
Pediatric Chief of Staff (Ped. COS).
Providers coming on board in year two have an expected productivity of 50% of the national
standard; 80% in year two and 90% in year three.
Capital campaign commitments – pledges shown are in their anticipated year of receipt. One-
time gifts are recorded in year one.
Expenses
Expenses are projected based on historical cost of providing service. Providers receive a
contractual allowance for travel, training, and CME.
Supplies are based on the average cost of supplies per visit.
Contractual expenses are the anticipated increase in the cost of the annual audit for additional
services and increased revenue. Provider backup covers the cost of locum tenans who provide
service for providers on vacation.
Other expenses such as printing, dues and licensure, MIS, and uniforms are based on historical
costs.
Bridge loan reduction will build until it reaches the $500,000 mark then will maintain until debt
if retired.
A build-up of reserves begins after year three with $300,000 per year increasing once debt is
retired. Six months of reserves is the industry standard for VHCS that will be $2.4 Million.

Building Bridges of Hope and Health Capital Campaign
PBrennnan@valleyhealthcolumbus.com
www.ValleyHealthColumbus.com
706.221.2284
Celebrating 20 Years of Service
in the Columbus Region
1994–2014
Board of Directors
 Mr. Phillip W. Aldridge,
Board Chair, VHcS
Synovus Financial Corporation
 Ms. Virginia Dickerson,
Board Vice-Chair, VHcS
Muscogee County School District
U.S. Civil Service (Retired)
 Ms. Mattie Wright,
Secretary. VHcS
Muscogee County School District
(Retired)
 Mr. Mike Mayhew
Treasurer, VHcS
Director of Sales
Automated Business Machines
 Ms. Karon Bush
West Central Health District
Georgia Department
of Public Health
 Mr. Esteban Omar Ibanez
TSYS
 Mr. Gary Johnson
Owner, Ace Hardware
 Mr. Joseph Lefcourt
Owner, Lefcourt Enterprises, LLC
 Mrs. Dorothy Mabry
Lawton Public School District
(Retired)
 Mr. J. Keith Pellerin
Vice President,
Product Management & Innovation
Aflac Worldwide Headquarters
 Ms. LaShun Scott, Chaplin
Hospice & Palliative Care Liaison
Columbus Hospice
 Mr. Ronald J. Smith
Community Banking
& Market President,
Regions Bank

Building Bridges of Hope and Health Capital Campaign
PBrennnan@valleyhealthcolumbus.com
www.ValleyHealthColumbus.com
706.221.2284
Founding Officers 1994:
 Bishop James Swanson
 Dr. James Cross
 Audrey Hollingsworth
 Al Johnson
 John Paul Marvets
 Mattie K. Wright
 Kenneth Suddeth
 Elizabeth Sloan
 Milton Ortiz
 Tommy Sands
 Judge Albert Thompson
 Rannie Lewis

11/18/2013 1600 Benning Road, Columbus, GA 31903 # Main Office 706.322.9599 # www.ValleyHealthColumbus.org Page 1 of 2
Valley Healthcare System, Inc. is a 501c3 Organization
Fact Sheet
Established: 1992
Mission Statement: To provide comprehensive primary healthcare, selective specialties and referral services to the
population of the Chattahoochee Valley area regardless of individual circumstances.
Vision: To be the superior multi-specialty primary healthcare organization utilizing an outstanding team of healthcare
professionals and support personnel by delivering accessible, affordable, cost effective, prompt customer responsive
service.
Founding Officers: Bishop James Swanson, Dr. James Crosse, Audrey Hollingsworth, Al Johnson, John Paul Marvets,
Mattie K. Wright, Kenneth Suddeth, Elizabeth Sloan, Milton Ortiz, Tommy Sands, Judge Albert Thompson and Rannie
Lewis.
History: Valley Healthcare System formerly known as Community Health Center of South Columbus opened its doors
August 1994. This name change is reflective of the growth in our size and the services that we provide to the community.
In June 2012, Valley Healthcare increased their offerings by offering expanded pharmacy and optical services. This
enabled us to better serve the patient’s needs while diversifying operating revenues. The new facility at 1600 Fort Benning
Rd, Columbus, GA 31903 includes 30,000 sq. ft. of healthcare space on 13 acres of land.
Multi-Disciplined and Patient Centered Medical Services: Outreach, Children, Women, Adult, Behavioral Health,
Pharmacy, Vision, Laboratory, Dental, Extractions. For additional details: www.ValleyHealthColumbus.org
FQHC: Valley is the ONLY Federally Qualified Health Center (FQHC) in the Chattahoochee Valley Region. FQHC a federal
reimbursement designation used by the Bureau of Primary Health Care and the Centers for Medicare and Medicaid
Services of the United States Department of Health and Human Services. Without this designation, Columbus would
lose over $2 million annually of federal funds.
Serving & Saving the Community: In 2012, Valley served 8,877 patients and provided 26,000 patients visits, with board
certified and board eligible physicians. Health centers nationally save the health care system over $24 billion annually
including $6 billion in savings to the Medicaid program. That works out to a savings of $1,263 per patient per year.*
Location and Contact Information:
Corporate Office
1600 Fort Benning Road, Columbus, GA 31903; Main Office: 706.322.9599; Main Fax 706.322.9567
Service Delivery Sites
Valley Health Columbus, 1600 Fort Benning Road, Columbus, GA 31903. Main Office: 706.322.9599
Service Hours: Monday thru Friday 8:30 a.m. to 5:30 p.m. Saturdays – Every 2nd and 3rd Saturday
of each month 8:00 a.m. to 1:00 p.m.
Valley Health Fortson – Medical/Dental 94 McCrary Road, Fortson, GA 31808,
Main Office: 706.987.8216.Service Hours: Monday thru Friday 8:30 a.m. thru 5:30 p.m.
Valley Health Talbotton – Medical/Dental 341 North Washington Avenue, Talbotton, GA
31827 Medical Office: 706.665.2585; Dental Office: 706.665.2139;
Service Hours: Monday thru Friday 8:30 a.m. to 5:30 pm.
* Source: National Association of Community Health Centers, Cost Effectiveness of Care Provided at Health Centers, Fact Sheet, December 2011

Celebrating 20Years (1994-2014) and $30 million of Community Health Care Service
2/3 Summary Five Year Strategic Plan 2014 - 18
The mission…of Valley Healthcare System is to provide comprehensive primary healthcare, selected
specialties and referral services to the population of the Chattahoochee Valley region regardless of
individual circumstances.
Core Values:
Compassion
Collaboration
Cooperation
Integrated Health
Excellence/Integrity
Community Based
Mutual Respect
Responsive Delivery
Accountability
Fiscal Responsibility
Patience Centered
Teamwork
Goal One:
Educate the public on health care issues and practices.
Action Steps:
1. Provide twelve family events annually in the community that educate the public on healthcare
issues and increase patient awareness and treatment options.
2. Seek out connections in the community like the current work with Enrichment Services Head
Start Program that provides behavioral health services to 11 centers, 54 classrooms, and 1,000
students.
Goal Two:
Provide education and research programs in conjunction with higher education.
Action Steps:
1. Build on our relationships with Auburn for behavior health and Mercer on pediatrics and family
practice clinical rotations for medical students.
2. Continue to work with Columbus State University School of Nursing and other institutions to offer
curriculum based programs for students studying to become Nurse Practitioner (NP’s) and
Physician Assistants (PA’s).
3. Pursue additional relationships with institutions like Miller Motte Technical College for students
working towards credentials as a Certified Medical and Dental Assistants.
Goal Three:
Ensure operational effectiveness and financial viability.
Action Steps:
1. Establish a Capital Fund to increase service areas of Child and Adolescent Health and Women’s
Health addressing increased patient needs and generating new revenues.
2. Develop a business plan that will build and explore additional opportunities to diversify revenue
streams complementing federal grants for indigent and community health care and education.
Goal Four:
Serve as an anchor for economic development in Columbus by contributing directly to economic
growth and stability of the region along with quality of life.
Action Steps:
1. Become a Level Three federally recognized Patient-Centered Medical Home (PCNH) where the
model of care is designed to enhance access and continuity of care by a coordinating team of
health professionals and empowering the patient to be a partner in their own care.
2. Develop a marketing plan incorporating a newsletter to enable implementation of new initiatives
in education and execution of a business plan.

Organizational Value Proposition®
Octobert 2013

Convergent Team,
Attached is your Campaign ROI Report. In this case, it is presented
as an Organizational Value Proposition®, which demonstrates the
different ways in which the value of the project and/or the
organization can be viewed. The report should not only help in
raising the sights of the campaign in general, but can also be used to
make specific solicitations more effective.
It is intended to be an internal document, with the information
expected to be integrated into your Case for Investment and
individual solicitations. It is not designed to be distributed as a stand-
alone collateral piece. Only the Convergent team is receiving copies
of this report, and I will leave it to your discretion as to how you
present it to the client.
All of the inputs used to produce the report are conservative, so the
actual impacts are often greater than those listed. It is designed to be
self-explanatory, but as always, if you have any questions, don’t
hesitate to contact me. I want you to feel confident that you fully
understand it before you have any discussions with the client or
prospective investors.
Thank you for your efforts to make this project a success,
Contact: Tom Ralser, Principal
tralser@ConvergentNonprofit.com
(800) 886-0280

1
Organizational Value
Proposition®
Levaraging
of Dollars
Downstream
Impact
Serving
At-Risk
Population
Entity
Impact
Delivery
Efficiencies
Increased
Capacity
Areas of Value

2
A
A good program address all three spheres of value
VHS provides value in all three of the possible categories where value is
created, the three S’s of value:
Types of Value

3
This report attempts to put Valley Healthcare Systems (VHS) Campaign in a new
light that quantifies the value of the wide range of outcomes produced by the project.
This often moves the discussion of the funding of the project from a purely emotional
appeal to one of investment in results. This also positions the project as a
community asset, which can increase the number of possible motivations for people
and businesses to invest. It is not meant to be a definitive economic impact study,
but a tool to be used in funding situations.
The report is organized in to six broad areas of value that reflect the impact of the
organization itself, as well as the area of increased capacity, delivery efficiencies,
serving an at-risk population, downstream impact, the leveraging of dollars.
The result of this analysis is termed an Organizational Value Proposition®, which is
broader in scope than the phrase “return on investment,” and focuses on the value
of the outcomes being delivered by the program. An Organizational Value
Proposition® first defines the broad areas of value, and then uses the best
information available to translate that value into terms that are understandable and
appreciated by the intended audience.
Overview

4
This report makes extensive use of economic multipliers, which quantify the
cumulative “ripple effects” of an economic activity. The multipliers used in this
analysis are derived from an 2009 report produced by the Georgia Association of
Primary Health Care, using IMPLAN 3.0 software and county-specific data.
Multipliers were kept constant to facilitate continuity across various reports.
Whenever possible the same methodology was incorporated and updated using
2012 data. Some information may be different than the 2012 Georgia Association of
Primary Health Care report due to differences in methodology.
Regular users are defined as 84 percent of total users, according to Access
Granted, 2007.
All financial inputs specific to the area, including wage levels and company
examples, were supplied by the Client. If specific data is not referenced in the
Endnotes, it was supplied by the Client.
Methodology

5
The organization itself impacts the community, as do the people it employs and the
opportunities it creates
Organization Impact
VHS impacts the area just as any other business entity that employs people and
purchases goods and services. Each dollar paid in earnings to VHS employees is
spent for living expenses, rent, food, etc., at businesses who also have employees,
who then spend their earnings on other goods and services, and so on. This is often
referred to as the ripple effect.
The following impacts, which only reflect the hard dollars expended, will
underestimate the true value of the services provided by VHS. Using 2012
information provided by VHS, and applying 2009 multipliers derived from the
Association of Primary Health Care report, the organization has the following annual
impacts:
Earnings Impact
As the wages paid by VHS are circulated throughout the area, their impact
becomes substantially larger. The payroll of $3,400,568 per year is estimated
to have a $6,033,795 annual earnings impact. In other words, each dollar
VHS pays in salary causes an additional $.65 in earnings to be generated in
the community.
Employment Impact
Each job at VHS has the effect of influencing the need for other jobs at area
businesses. VHS’s full time equivalent of 72 people is estimated to stimulate
the need for 51 additional jobs in the area.
Overall Economic Impact
The total administrative expenditures of VHS can also be used to estimate
their total economic impact. Annual total operational spending of $4,916,994
per year is estimated to create $7,873,845 worth of commerce (final
demand) in the area.
Entity Impact

6
The new facility will allow more visitors to be served
The Facility experienced a 38 percent increase in patients and a 37 percent increase
in visits since 2010.
Patients
Hospital Visits
# of
Patients Difference % Increase
2010 6,427
2011 7,803 1,376
2012 8,877 1,074 13.8%
2010-2012 2,450 38.1%
# of
Visits Difference % Increase
2010 18,884
2011 22,869 3,985 21.1%
2012 25,948 3,079 13.5%
2010-2012 7,064 37.4%
Increased Capacity

7
The VHS provides a substantial cost savings to the area and its residents through
the efficient delivery of needed services
There are many ways to describe the efficiency of delivery of VHS. Using
methodology from a 2009 Georgia Association of Primary Health Care report, and
updating it with 2012 data, these savings include the following:
1. Emergency Room Cost Savings: ER visits avoided
2. Hospital Visit Cost Savings: hospital visits avoided
2012
Estimated "regular" VHS patients 7,457
Non-VHS patient's chance of an avoidable ER visit 38%
VHS patient's chance of an avoidable ER visit 26%
Number of VHS patients avoiding an ER visit 895
Average cost of ER visit 1,318$
Total Cost Savings 1,179,349$
2012
Estimated "regular" VHS patients 7,457
Non-VHS patient's chance of an avoidable hospital visit 8%
VHS patient's chance of an avoidable hospital visit 5%
Number of VHS patients avoiding a hospital visit 224
Average cost of hospital visit 17,089$
Total Cost Savings 3,822,816$
Delivery Efficiencies/Cost Savings

8
These two categories of value alone represent a 2012 return on investment of 102
percent as shown below:
2012 Budget (total operating revenue) 4,916,994$
ER savings ( 895 visits avoided) 1,179,349$
Hospital Visit Savings (224 visits avoided) 3,822,816$
Combined Savings 5,002,165$
2012 ROI of Combined Savings 102%

9
Proactive healthcare allows workers to keep working
Knowing that quality healthcare is available allows workers to be proactive in their
awareness of their own health, which naturally allows potentially serious situations to
be addressed before they necessitate a visit to the emergency room as their primary
point of entry into the healthcare system.
To estimate typical wages for patients of VHS, the following job categories were
used, yielding an average wage rate of $8.96 per hour:
Using an average of $8.96 per hour, and assuming only two 8 hour days of work per
year are saved because of proactive healthcare, the following annual opportunity
costs are avoided:
Food Service Workers 8.89$
Building and Cleaning and Maintenance Occupations 9.04$
Personal Care and Service 8.95$
Average 8.96$
Columbus GA Wages
May, 2012 Bureau of Labor Statistics
Number of 2012 VHS patients 8,877
% estimate of working poor 59%
# of working patients 5,237
Average median wage 8.96$
Hours saved by two days of production (8 hours per day) 16
Total wages saved per patient 143$
Total potential area wages saved 750,838$
Downstream Impact
Impact

10
VHS serves those that might otherwise not get quality healthcare
VHS serves an estimated 3.4 percent of entire Columbus area population, and two-
thirds of these are uninsured.
Having quality healthcare available to those uninsured workers makes it easier to
attract workers and keep a stable workforce.
Population Served weight
Uninsured 4,813 67%
Medicaid 1,740 24%
Privately insured 620 9%
7,173 100%
Serving At-Risk Population

11
The Columbus area is getting a needed, state-of-the-art facility
for cents on the dollar
The new $12 million facility is being financed to a large extent by outside dollars.
Approximately $3 million in local money will be leveraged by a factor of 400 percent.
In 2011, capital improvements totaled $1.14 million. In 2012, that figure jumped to
over $7.59 million, a 564 percent increase.
Leveraging of Dollars

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