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Current High-Performance Governance Practices
Trustee Articles
For boards to participate in shaping their new organization, they must be currently performing at an extremely high level. The following is a list of four practices that hospital and health system boards must be engaged in today, in order to be successful in the future.
Position Description for a Health System or Hospital Board Member
Position Descriptions
A duty of obedience to the charitable purpose of the organization, a duty that should be demonstrable in all the board’s decisions.
A duty of loyalty, to act based on best interests of the organization and the wider community it serves, not the narrow interests of an individual or stakeholder group. A duty of care, to be diligent in carrying out the work of the board by preparing for meetings, attending faithfully, participating in discussions, asking questions, making sound and independent business judgments, and seeking independent opinions when necessary.
Position Description for a Health System or Hospital Board Member
Trustee Articles
The role of the board is to govern, not manage, the organization. To that end, the board carries out four roles.
Getting the Most Out of Philanthropy: How to Reinvent the Foundation Board On-Demand Webinar
On-Demand Educational Webinars
WebinarGetting the Most Out of Philanthropy: How to Reinvent the Foundation BoardHealth care organizations have a strategic opportunity to reposition philanth
The Leadership Audit
Evaluations and Assessments
To understand how the organization really functions on a day-to-day basis, boards need to gauge the hospital’s work life and its efficacy. Board responsibilities include: (a) understanding the hospital’s operating model and whether it actually performs in that mode, how critical decisions are made, and the hospital’s ability to recognize its own problems and “self-correct”; and (b) ensuring that it happens.
Building an Effective CEO-Board Partnership
The past few years have only made things harder for new CEOs, with the impact of COVID-19 creating a volatile, politicized environment on top of existential organizational challenges. Even with all that, a big surprise for a new CEO is how much time and energy are required to establish and nurture an effective strategic partnership with your board so as to add value to the organization.
Is Your Board of Trustees Micromanaging Your CEO?
How can a board and CEO work together to lead an organization well? Consider these 10 tips for helping boards stay in their lane while fulfilling governance obligations.
Policy on Board Composition and Recruitment
Board Policies
Governance responsibilities today are so significant that board members must bring more than commitment to the mission and interest in serving. As William Bowen writes, every trustee should bring a “specific competence or experience needed on the board.” This sample provides a board policy statement on competency-based recruitment, election and re-election of board members. Use it to customize a
process for your board.