Resource Library

See attached sample strategic planning policy.

The American Hospital 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.

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

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

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.

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.

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.

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.

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.”

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.

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.

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.

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.

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

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

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.

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