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Boards need to regularly evaluate their existing committee structure and be ready to adjust based on the organization’s changing governance needs.

Future-ready Boards: Transforming practices for mission-critical success

Tori Bayless is CEO of Luminis Health based in Annapolis, Md. Tim Adelman is Chief Legal Officer and General Counsel of Luminis Health. In this interview, they explain how the integration of two major health systems resulted in stronger governance.

A four-part executive session meeting model can lead to effective governance.

What are the roles, functions, purposes and challenges of the subsidiary boards, the boards that report to another board

This article delves into the indispensable role of the governance committee and how it can supercharge a board’s overall performance, with a spotlight on the journey of one hospital striving for excellence.

Forward-thinking health care organizations are exploring alternative revenue sources, with many recognizing philanthropy as a pivotal opportunity.

Jamie Orlikoff, national adviser on governance to the AHA, helps demystify the types of boards and their differences

Philanthropy is a high-ROI revenue generator compared with patient care revenue and delivers about a 4:1 return with a mature program.

Success comes from defining expectations for various stakeholders

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

The next curve of systemization is leveraging additional opportunities to achieve greater synergy across health care organizations.

Up-to-date, clearly written and concisely constructed bylaws can support oversight of current performance and enable an organization to nimbly confront challenges to its viability.

The best boards revisit their committee structures, responsibilities and information flow to ensure detailed oversight while devoting more time to strategic and policy issues.

The health care field is changing. Hospitals are partnering with other health care providers and experimenting with new ways to create centers for excellence, as well as better integrate care within the community. By finding non-traditional ways to move care into communities, hospitals become more accountable and patients can experience improved wellness, expanded services and access to even better quality care. These activities can also involve mergers and acquisitions. These changes can affect areas of the organization responsible for advancing philanthropy.

As the foundation board considers the creation of a strategic plan to guide the health care foundation, there are several priorities and moving pieces to consider across the strategic planning journey.

Health care is in a period of transformation as reimbursement and delivery systems make the leap from payment based on volume to payment based on value. Philanthropy is playing a role in this transformation.

See attached infographic from Accordant Philanthropy on selection criteria to drive excellence.

Boards must proactively define the qualities of an ideal board member and select based upon those competencies, expertise, experience, behaviors and circles of influence—and within the context of the foundation’s priorities, strategy, opportunities and challenges. The foundation governance committee champions the identification and screening of proposed members.

It is time for the foundation board governance committee to recalibrate orientation to instead offer an impactful and ongoing onboarding experience. This new approach provides fulfilling, meaningful mission experiences to connect new members to the organization’s mission, purpose, culture and stories.