Resource Library

431 Results Found

Position Descriptions
The following is intended to be an example that boards should adapt to meet their individual needs.
Board and Committee Charters
The following is intended to be an example that boards should adapt to meet their individual needs.
Trustee Articles
The following is intended to be an example that boards should adapt to meet their individual needs.
Trustee Articles
Note:The following is intended to be an example that boards should adapt to meet their individual needs.
Trustee Articles
All state statutory and case law holds that directors of nonprofit, 501(c)(3), corporations must serve as stakeholder (owner) agents, acting in ways that protect and advance their interests. Legalities aside, this is the foundation of great governance. In order to fulfill this obligation, directors must discharge three legal fiduciary duties: loyalty, care and obedience.
Trustee Articles
From a Community Multi-Site Hospital with a Diverse Community Note: the following is intended to be an example that boards should adapt to meet their individual needs.  To read more...
Trustee Articles
Board self-assessment is widely recognized as a fundamental building block of continuous governance improvement. For the past 20 years, many healthcare organization governing boards have engaged in full board performance evaluations, often on an annual basis. These evaluations are designed to assess the board’s knowledge of its roles and responsibilities and how well the board as a whole is discharging them.
Purpose: The hospital is committed to ensuring that it achieves standards of excellence in the quality of its governance and has adopted this policy describing the duties and expectations of directors. Application: This policy applies to all elected and ex-officio directors and is provided to directors before they are recruited for appointment to the board. Each director must confirm in writing that he or she will abide by this policy.
Board and Committee Charters
A key governance design challenge in healthcare systems having multiple boards with parent-subsidiary relationships is specifying the most effective/efficient subdivision and coordination of responsibilities and roles among them. The questions that must be addressed are:
Dashboards/Scorecards
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