Resource Library

Telehealth connects patients to vital health care services though videoconferencing, remote monitoring, electronic consults and wireless communications.

For hospitals and health systems interoperability means applying this concept to the sharing of information in electronic health records (EHRs) and other health information through a fluid process that gives multiple providers in multiple locations actionable information to support safe and quality care and to engage patients in their own care.

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

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.

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.

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 American Hospital 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.”

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.

Leadership. Guides and directs the governance process, centering the work of the board on the organization’s mission, vision and strategic direction.

The following is intended to be an example that boards should adapt to meet their individual needs. This self-assessment tool will provide you an opportunity to evaluate our committee’s performance and contributions.

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...

A Board Orientation Manual reinforces information provided during orientation seminars. Consider these items in custom-designing an orientation manual for your board.

Expert guidance to help leaders set priorities, make the right decisions and improve results...

To clarify the difference between the board’s policy making responsibilities and management’s operational responsibilities.

The role of the board is to govern, not manage, the organization. To that end, the board carries out four roles.

AHA’s Center for Healthcare Governance would like to thank Sierra Vista Regional Health Center and its Board of Trustees for sharing this sample mentoring feedback form.

All new board members should participate in an orientation process shortly after election to the board. To design your board’s orientation process, consider these best practices.

A decade ago, BoardSource, an organization supporting nonprofit boards, developed a well known list of aspirational principles of governance. For us they still ring true: “mission driven,” “ethos of transparency,” “compliance with integrity.”

Innovation can fuel the organizational agility necessary to achieve breakthrough levels of value and performance in health care. This Workbook describes a four-step process that health system boards and leaders can use to develop a sustainable innovation capability. Drawing techniques and perspectives from health care and other fields, the approach facilitates organization-specific solutions.