Resource Library

BOARD COMPOSITION AND SELECTIONSuccession Planning: A Call for Change in Board Recruitment and Leadership DevelopmentRethinking Board RecruitmentBy Karma Bass and Maria HernandezThe health care industry is navigating unprec

Use this self-assessment to evaluate your board’s readiness to recruit and develop the next generation of board members and leadership.

Interview participants from left to right: Ann Collins, M.D., Melissa Fitzpatrick, MSN, and Kimberly Cleveland, Ph.D.Board Composition and SelectionWhat Nurses Bring to Hospital and Health System BoardsBoard chair

Why health care organizations should consider adding nurses to their boards.

Board Composition and Selection How to Navigate Complex, Multitiered Governance Success comes from defining expectations for various stakeholders By Linda Summers, Erica M. Osborne and Karma H.

Unlock better governance practices with our delegation of authority matrix template, ensuring clarity and accountability across your organization.

Board Composition & Selection Data Reveal Characteristics Shared by Successful CEOs Choosing your next CEO using Objective Data By Kenneth R. Cohen Sixteen percent of hospital CEOs left their roles in 2021 according to a report from the American College of Healthcare Executives.

An emerging group of future health care leaders are ready to take on the challenge of health care board service.

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.

Is granting an outgoing trustee ‘emeritus status’ a thing of the past?

Millennials use the health care system in a unique way. Trustees must be attentive to their views and recruit them to the board for its long-term sustainability.

Topics: Using Competencies in Trustee Selection, Competency-Based Trustee Selection in Action, Using Competencies to Transform Governance

The following is intended to be an example that boards should adapt to meet their individual needs. Effective governance depends on the right mixture of skills, experience, personal qualities and diversity among the members of the hospital board.

Even before the Enron scandal, which featured directors who didn’t understand the company’s complex financial transactions, and before the Sarbanes‐Oxley Act required publicly owned corporations to disclose whether their boards include directors with financial expertise, it should have been self‐evident that relevant knowledge and experience are prerequisites for effective governance.  

Board and Committee Composition and Succession Planning...

Because of this generation’s size and increasing influence, Millennials are being surveyed and studied to better understand what makes them tick and how they may play a role in fundamentally reshaping how we live, work—and govern—our organizations.

Several events can lead to a decision to down-size a board. In some cases, the trigger is a merger or an acquisition in which seating all legacy directors would result in a large, unwieldy board or produce an imbalance favoring one of the combining parties. In other cases, a large board simply decides its present size is an impediment to efficient and effective governance.

A board member/trustee with a nursing background brings a unique voice to governance conversations focused on the Triple Aim. Nurses bring expertise in and valuable perspectives about community health, quality, safety, patient experience, workforce development, staff engagement and financial stewardship.

The role of a health care organization trustee gets more complicated and more sophisticated every day. Pressures are increasing simultaneously for higher quality, lower cost, more transparency and accountability, and use of evolving and evermore expensive technology.

As health care organizations become more complex and diverse, their governance requires individuals with a range of knowledge, skills and behaviors that can address the needs and challenges of these evolving enterprises. As their organizations mature, effective boards update how their members are selected, often moving away from informal, relationship based board composition to a more intentional, competency-based process.