Caritas Clinics Inc

“PART VI GOVERNANCE AND MANAGEMENT Values Framework for Strategic Vision Founded by the Sisters of Charity to "serve their brothers and sisters in Christ", Saint Vincent and Duchesne Clinics continue to emphasize care for the whole person, piecing together support to help people heal their lives. Today, those values are reflected in frameworks such as patient-centered care, care coordination, and the health village. Governance Our SIXteen-member Board of Directors includes standing committees on quality, finance, fundraising and facilities. All board members support the clinic through both volunteer and financial commitments. With the Executive Director and Administrative Leadership, the Board of Directors completes an annual strategic plan and reviews quarterly progress toward strategic goals and objectives. Diversity Saint Vincent and Duchesne Clinics is culturally competent in addressing the needs of a diverse patient population. We have developed an inclusivity matrix for use in recruiting potential board members who represent the communities we serve, utilize trained, certified medical interpreters in our care teams, and have a diverse staffing mix that reflects the communities we serve. Stewardship Addressing health disparities - actually helping people from diverse communities get healthier - takes a broad network of partnerships and collaborations. Saint Vincent and Duchesne Clinics take a "whole person" patient-centered approach to provide better care with better results on a shoestring budget. The clinics provide medical care at an average cost of $750 per patient per year by leveraging a 3:1 return on investment through donated medical care, medications and other in-kind services. Sustainability Saint Vincent and Duchesne Clinics define sustainability as having the financial, human and physical resources to care for patients while meeting the continually changing needs of the community and prepares an annual Integrated Strategic Plan (ISP) which is published on Saint Vincent and Duchesne Clinics' GuideStar profile page. The ISP includes business planning; market, community needs and SWOT analyses; quality assurance, staff and board leadership development and retention; financial review and a diversified development plan, considering multi-year trends including the emerging healthcare environment. Collaboration Through our experience and expertise in establishing relationships with community supporters, the clinic has created a network of care and has a well-deserved reputation for helping patients get the care they need. Many of our patients have received care at the clinic for a number of years, and for those patients' long-term health status has been greatly improved. Access to Care As a doctor's office for people with few resources, Saint Vincent and Duchesne Clinics' services include chronic disease management, acute and preventive care and care coordination. Chronic disease management consists of diagnosis, ongoing treatment, patient education and support for the 80% of our patients with a chronic condition like diabetes, heart disease, asthma/COPD and depression. Acute care appointments are available on a same day/next day basis for patients with cold, flu or other non-emergency change in health status. Preventive care services include cancer and vision screenings, vaccinations, smoking cessation and patient education. For Saint Vincent and Duchesne Clinics' poor, uninsured patients, access to specialty care is more than providing a name of a physician practice. Our extensive care coordination program includes helping the patient afford specialty care by negotiating free, reduced-cost care or subsidized care, making the appointment with the patient, even providing bus fare if the patient lacks viable transportation. Care coordination includes vision, dental and other specialty care for which Saint Vincent and Duchesne Clinics negotiate free or low-cost options, and coordinate care for our patients, including su”

“Form 990, part vi section b, line 12c: the conflict of interest policy for caritas clinics, inc., is enforced for all board directors, executive officers, administrative staff members, employees and volunteers of the clinics. The president shall approve or disapprove any proposed transactions affected by the possible existence of a conflict of interest and shall make a report of such action to the governance committee; except however, in the event a proposed transaction affected by the possible existence of a conflict of interest directly or indirectly involves a member of the board of directors, the president shall promptly report the possible existence of a conflict of interest to the chairman of the board of directors, who shall present the report to the governance committee for evaluation and presentation to the board of directors for its action. A full disclosure of all facts pertaining to any transaction that is subject to any doubt concerning the possible existence of a conflict of interest shall be made before consummating the transaction. Annually the executive director will send the board of directors, all administrative staff memebers and employees having responsibilities in connection with purchase of goods and services, a copy of this policy, together with an explanation and questionnaire to be completed and returned. The president and secretary shall review each completed questionnaire (other than the questionnaire of the president) and shall make further investigation of possible conflicts of interest involving such persons as they might deem appropriate and shall make an appropriate report to the board of directors concerning such review and investigation. The questionnaire completed annually by the president shall be reviewed and investigated for any possible conflict of interest disclosed thereby and shall be reviewed by the committee having responsiblity for review of similar questionnaires completed by the board of directors. Any new board members, administrative staff members, employees and volunteers having responsibilities in connection with purchase of goods and services, shall participate in a similar procedure concurrent with assumption of such responsiblities. In connection with an actual conflict of interest, an interested person must disclose the existence and nature of his financial interest to the board and members of committees with board delegated powers considering the proposed transaction or arrangement. After disclosure of the financial interest, the interested person shall leave the board or committee meeting while the financial interest is being discussed and voted upon and shall not be permitted to discuss or vote in such matters. The remaining board or committee members shall decide, by vote, if a conflict of interest exists. The chair of the board or committee shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. After excercising due diligence, the board or committee shall determine whether the corporation 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 under circumstances that would not give rise to a conflict of interest, the board or committee shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in the corporation's best interest and for its own benefit and whether the transaction is fair and reasonable to the corporation and shall make its decision as to whether to enter into the transaction or arrangement in conformity with such determination. If a board member or committee member discloses a conflict of interest that meets any of the disabling guidelines, the governance committee shall determine the appropriate action to address the conflict. If the board o”

“Form 990, part vi, section b, 15a & b: sclhs employs the executive team at each of its hospital affiliates. As part of its annual review process, sclhs uses the following to establish the compensation of those in these posistions: -compensation committee -independent compensation consultant -written employment contracts -compensation surveys and studies -approval by the board of compensation committee the above supports the compensation committee's efforts to ensure that the level of compensation provided to its executives (officers, key employees, etc.) is consistent with market value and the pay philosophy set by the board. The pay philosophy set by the board is to pay at the middle of the market for executive of similar sized organizations overall. Sclhs' executive compensation is comparable to that provided in similar, not-for profit healthcare systems and hospitals. Governing documents avaliable to public form 990, part vi, section c, line 19 all governing documents, conflict of interest policies, and financial statements are kept by the executive director and are available upon request.”