This chair position charter is grounded on a model of healthcare organization governance forwarded in Board Work by Dennis Pointer and James E. Orlikoff (Jossey-Bass,1999).
AHA Trustee Services has created many trustee toolkit resources to help you improve your board and governance practices. Use the Type filter below to see specific types of Trustee Tools.
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.
To maintain the momentum of continuous governance improvement, many "best practices" boards institute regular mini-evaluations of board meetings. Here, each board meeting concludes with every board member anonymously completing a brief evaluation form of how the board planned for and used its time during the meeting.
Effective decision making often requires different techniques or approaches for different types of decisions. The following techniques and practices can help support and strengthen your board’s decision-making processes.
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.
Reprinted with permission from Virginia Mason Medical Center.
Board and Committee Composition and Succession Planning...
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.
Organizations pursuing Baldrige recognition must demonstrate how they carry out their governance in eight areas of responsibility.
The following is intended to be an example that boards may adapt to meet their individual chief executive officer (CEO) evaluation needs.
This Conflicts of Interest and Documentation Policy (“Policy”) applies to all directors and officers of ....
Boards that want to improve their approach to conflicts of interest and independence management do the following...
Hospital and health system boards and leadership can advance their understanding of population health and how population health management fits into organizational priorities by considering the following questions.
Scorecards aren’t going away: consumers want help distinguishing one hospital from another, and these reports offer the promise of synthesizing complex information for worried patients.
Hospital and health system boards and leadership can advance their understanding of telehealth and how it fits into organizational priorities by considering the following questions.
A Comparison of External Quality and Safety Scorecards
How well boards govern is influenced by a number of factors, among them, the knowledge and skills board members bring to their work.
Governance responsibilities today are so significant that board members must bring more than commitment to the mission and interest in serving. As William Bowen writes, every trustee should bring a “specific competence or experience needed on the board.” This sample provides a board policy statement on competency-based recruitment, election and re-election of board members. Use it to customize a process for your board.
AHA’s Center for Healthcare Governance would like to thank Sierra Vista Regional Health Center and its Board of Trustees for sharing this sample mentoring feedback form.