Champlain Valley Physicians Hospital Medical Center

“Effective january 1, 2024, the bylaws for the champlain valley physicians medical center ("cvph") were amended in connection with a network-wide effort to promote efficiency and standardization in the delivery of medical services through the creation of a single, unified medical staff (the "medical staff"). The amendments remove provisions in the bylaws relating to the administration of a separate medical staff, including provisions granting the board of trustees authority to approve medical staff and credentials. In the place of these provisions, additional provisions were added relating to the administration of a campus advisory committee of the medical staff. The chair of the campus advisory committee shall serve ex officio, without vote, on the board of trustees.”

“The university of vermont health network, inc. (uvmhn) is the voting member of the organization.”

“The university of vermont health network shall elect the directors to hold office annually. Each director shall hold office until the expiration of the term and until a successor has been elected and shall have qualified, or until the director's prior resignation or removal.”

“Uvm health network has the power to approve significant corporate actions, including annual operating and capital budgets, strategic plans, the appointment of the ceo, the incurrence of long-term indebtedness, amendments to uvm medical center's bylaws and articles of the organization, and approval of major financial decisions including mergers, bankruptcies, and the development or termination of program services. Uvm health network is a non-profit corporation which has been recognized by the irs as a 501(c)(3) organization that is not a private foundation.”

“Cvph provides an electronic copy of form 990 to each board member prior to the form being filed.”

“The organization regularly monitors and enforces compliance with the uvm health network's conflict of interest policy, which it has adopted. In accordance with the policy, trustees, officers, key employees and physicians are required to complete a conflict of interest disclosure and certification upon hiring, at least annually, prior to participating in any decision that may be affected by a personal interest, and whenever a potentially conflicting interest first arises. Conflict of interest disclosures and certifications may be made online or in writing and are regularly reviewed by the general counsel. The conflict of interest policy is enforced by the office of general counsel and overseen by a five-person conflict of interest committee. The general counsel reports at least quarterly on conflict of interest issues to the audit committee of the board of trustees. Conflicts of interest are managed in accordance with the policy, which provides for a variety of remedies to address conflicts of interest. In addition, "disqualified persons", consisting of trustees, officers and key employees are subject to special procedures to comply with the intermediate sanction rules, as outlined in the conflict of interest policy. Remedies to address conflicts of interest may include the following: recusal from decision making, disclosure to appropriate parties, committee participation limits and requested divestiture. An appeals process exists should the individual request a secondary review be performed.”

“Champlain valley physicians hospital delegates the setting of executive compensation to the uvm health network compensation committee, an independent committee, under principles described in its charter. The health network has adopted a compensation philosophy which provides a framework for setting compensation for the executives of uvm health network, its affiliated hospitals, and its medical group. The parameters of this philosophy include utilizing appropriate national and regional peer groups. Salaries are targeted at the 50th percentile of the national peer group, with performance based variable pay opportunities to achieve up to the 65th percentile, depending on organization and individual results. Compensation levels are approved by the network compensation committee for the uvm health network/direct reports and the affiliate hospital ceos. Calculations are performed using the same philosphy for the third tier of leadership. All actions taken regarding executive compensation are contemporaneously documented by the appropriate organization. This review is performed annually.”

“Cvph makes its governing documents, conflicts of interest policy, and financial statements available to the public upon request. Parties desiring copies of such documents must present themselves at the administrative offices of cvph or by sending a request in writing to cvph administrative offices. The organization has instructions posted on its website for those seeking copies of documents.”

“Purchased services: program service expenses 8,835,013. Management and general expenses 3,696,198. Fundraising expenses 0. Total expenses 12,531,211. Traveller/agency fees: program service expenses 42,934,563. Management and general expenses 3,655,415. Fundraising expenses 0. Total expenses 46,589,978.”

“Change in fair value of interest rate swap -1,106,645. Transfers from parent -1,610,664. Pension related changes other than net periodic pension costs 1,150,704.”

“Each priority-specific action plan includes focus areas, goals, objectives, and measures for evidence-based interventions to track their impacts including reductions in health disparities among racial, ethnic, and socioeconomic groups, age groups, and persons with disabilities. Cchd and cvph use the prevention agenda as a framework for assessing health, identifying local health priorities and planning collaborative health improvement efforts within clinton county. Cvph and cchd understand the key to successfully impacting the health of clinton county is partnering with the community and its organizations and combining resources. It is the intent of the lead partners that action plans capture the partnership, contributions and support of many community organizations to strengthen the impact of the planned interventions and assure the responsible use of limited resources. Clinton county is fortunate to have developed a strong network of partners representing many different community sectors and offering a variety of assets and capacities for achieving its shared vision for community health. Lead staff from cchd and cvph have worked with partners to collect and organize activities and interventions that will address the identified health priorities. This was done utilizing a variety of methods: review of current chip/is activities and progress as well as those of other shared work plans (ie. Community services plan), individual meetings with key partners, emails soliciting suggestions and contributions of related activities from afh participants, and review of information collected from the priority setting event and directly from residents through the survey process. Information was then organized by goals/ objectives within each focus area, resulting in five action plans and formatted following nysdoh guidance and provided tools. These action plans become cchd's chip and cvph's is for the next three years. It is impossible to feature all the health improvement work that will occur in clinton county over the next three years in the action plans. Much thought is given to the featured interventions; often it is the items that best demonstrate the local commitment to collective impact work, innovation, and cross-system collaboration. There is also an intentional blend of activities that will vary in duration. As such, there will be progress to acknowledge and celebrate perpetually. This also allows new interventions to be considered and added regularly based on emerging local needs and resources. Target programs and locations for the featured interventions are determined by a number of factors including review of health indicator data, especially to identify high needs populations and areas within the county, and feasibility of activities meeting success (existence of potential sites, accessibility, receptiveness, etc.). Featured interventions and projected outcomes are influenced by partner resources including staff, funding and expertise. Some interventions that the hospital has a role in are as follows: - create and sustain inclusive, healthy public spaces (focus area - promote wellbeing) - increase availability of/access and linkages to medication-assisted treatment (mat) including buprenorphine (focus area - prevent mental and substance use disorders) - build support systems to care for opioid users or at risk of an overdose. (focus area - prevent mental and substance use disorders) - integrate trauma informed approaches in training staff and implementing program and policy(focus area - prevent mental and substance use disorders) - promote a team-based approach (which may include pharmacist, community health worker, registered dietitian, podiatrist, and other health workers) to chronic disease care to improve health outcomes (focus area - chronic disease preventative care and management) - expand access to evidence-based self-management interventions for individuals with chronic disease (arthritis, asthma, cardiovascular disea”