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CEO goal-setting and evaluation is a fundamental responsibility of a governing board. These questions are designed to help boards assess their CEO evaluation process and determine if any improvements are necessary.

The ���������� Association (AHA) Board of Trustees, in 2015, created a task force to address these challenges and examine ways in which hospitals can help ensure access to health care services in vulnerable communities. The task force considered a number of integrated, comprehensive strategies to reform health care delivery and payment. Their report sets forth a menu of options from which communities may select based on their unique needs, support structures and preferences.

Regular board self-evaluation is integral to effective governance. Use the questions in the attachment to assess whether your board is getting maximum mileage from its self-evaluation process.

See the attached sample strategic planning policy.

This year’s Thought Leader Forum was an opportunity to engage in executive dialogue around the topic of change leadership with a panel of top executives whose organizations have recently undergone significant changes, such as care model transformation, unconventional affiliations, large-scale acquisition, new service strategy, and infrastructure or organizational changes. We will discuss how they executed and managed change; key lessons learned; and how culture, engagement, brand, and systems factored into the changes.

The ���������� Association’s report, Hospitals and Care System of the Future, describes a series of “must do” strategies and future core competencies hospitals will need as they transform themselves from first curve to second curve delivery systems, driven by a shift from volume-driven to value-driven payment systems.

As health care transforms, boards are tying executive compensation to long-term performance.

In many ways, women are on the front line in health care — as consumers, employees and family caretakers. They possess firsthand knowledge of community health issues and needs. They can bring an informed perspective to health care and other community organizations about where to focus resources to have the greatest impact.

Are You Prepared to Meet Today’s Governance Challenges? Serving on a community hospital or health care system board in today’s challenging environment takes more than the desire to fulfill a fiduciary duty.

Deeply held beliefs can blind boards to the true nature of change. It’s time to challenge the orthodoxies. In the early 2000s, the Nokia board debated creating a smartphone. The company’s wireless handset was the global best seller. Management believed consumers would not use a touch screen on a handset.

The board has three legal duties: a duty of obedience to the charitable purpose of the organization, a duty of loyalty, to act based on best interests of the organization, and a duty of care. The role of the board is to govern, not manage, the organization.

Overall Roles and Responsibilities -The Governance Committee provides for the board’s effectiveness and continuing development.

The dashboard or “balanced scorecard” has become a staple of effective governance. Charts and numerical data provide a comprehensive picture of organizational performance. Here are some questions to assess whether your board’s dashboard is as good as it could be.

Board policies do various things. Some describe how important processes, such as board self evaluation and CEO evaluation, are carried out. Other policies address standards of conduct such as a conflict of interest policy. Still others clarify delegations of authority such as the levels of authority granted to subsidiary boards, board committees and the CEO.

Responsibilities and expectations for board chairs are identified and defined.

The Quality Committee assists the board in overseeing and ensuring the quality of clinical care, patient safety, and customer service provided throughout the organization.

To expedite the conduct of routine business during board meetings in order to allocate more meeting time to education and discussion of substantive issues.

From time to time as provided in the bylaws, the Board may designate the Vice Chairperson as a Chair-Elect. In such cases, the Chair-Elect’s responsibilities go beyond the usual role of a Vice Chair to lead the board in the Chairperson’s absence. The responsibilities of a Chair Elect include...

An increasing number of boards are moving away from having a standing committee on strategic planning. They reason that the entire board should understand and have a role in major decisions about the organization’s strategic direction, programs and services.

The ���������� Association’s report, Hospitals and Care System of the Future, describes the transformation of health care delivery from first curve to second curve, driven by a shift from volume driven to value-driven payment systems. While there is no single “end state” model that suitable for all organizations or communities, the report offers a compelling vision of “care systems” that are accountable, integrated and coordinated around patient and community needs.”