Resource Library

There are better ways to honor and, as appropriate, continue to involve former trustees, while also adhering to the higher standards demanded of boards today.

Checklists A Trustee Checklist to Address Time Challenges As health care organizations face a number of emerging challenges, the compensation committee of the not-for-profit hospital and health system board is well served to review and update the executive compensation program periodically.

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.

A successful governance education process requires commitment, collaboration and consensus. This resource serves as an outline of how a board of trustees may design a process that will ensure optimum development of leadership knowledge and effectiveness.

The organization’s most important stakeholders have been identified/specified. A descriptive/analytic profile has been prepared for each key stakeholder. The interests (needs/wants, expectations and organizational success criteria) of each stakeholder have been documented.

This diagnostic is designed to help boards and organization leaders identify challenges that may be impeding efforts to improve quality. Developed by Jim Conway, this resource draws on 20 years of personal governance experience as well as learning from the literature and the shared experience of trustees, executives, patients, family members, staff, teachers, and students.

Boards that want to improve their approach to conflicts of interest and independence management do the following...

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

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.

Be sure every member fully understands his or her accountability, responsibilities and the expectations of the office, and document it all in a written position description...

This checklist poses questions about whether your board is following recommended practices for strategic planning.

Establishing well-organized and consistent governance processes and procedures enables the board to be most productive, and ensures that its time is allocated to the most critical topics. Agendas should reflect the most important strategic issues and priorities, and make efficient use of trustees’ valuable and limited time; meetings should be designed to maximize trustees’ ability to engage in critical dialogue; and committees and task forces should be used to enable the board to focus time on high-level strategic discussion.

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.

A successful governance education process requires commitment, collaboration and consensus. Below is an outline of how a board of trustees may design a process that will ensure optimum development of leadership knowledge and effectiveness...