Resource Library

The board chair-CEO pairs who reported having the most positive working relationships were intentional about how and when they communicated with each other, the board, committees and key executives.

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

Schonay Barnett-Jones shares professional and personal experience in advocating for children’s health.

To prevent board chair burnout, start with a well-defined role, delegation and limits on expectations.

The executive session provides an important venue for maintaining board independence and protecting confidentiality as the governing body carries out its fiduciary duties.

Following key strategies for effective CEO performance appraisals are essential to the health care board’s role.

High performing boards learn how to make decisions at the right time using the right processes.

For effective cultural stewardship, boards need to promote behavioral expectations for patient care and make sure that espoused values and norms are respected throughout the organization.

Fulfilling duties includes actively engaging in practices that promote good governance. A review of best practices enables the board to reflect on opportunities for improvement.

What is the board’s role in shaping culture? Several health care leaders offer advice that reflects the diversity of their experiences.

The seismic forces currently roiling health care present boards with a new set of profoundly consequential strategic options. These often involve significant risk, major mission shifts, and challengingly short windows of opportunity.

Clarifying accountabilities between management and governance is essential for high performance. Discover best-practice governance principles in this article.

The trustees of one health system were divided over how to structure the board. Some favored proportional representation from its acute care, nursing home and elder services divisions; others wanted all at-large members with no interests to promote. The CEO of another health system had restructured so facility executives were directly accountable to corporate management for finances and operations. He wanted local boards to focus on strategic direction and oversight of quality, but local boards continued monthly monitoring of finances as they’d always done. Some trustees wondered what their role was.