Trustee Articles
Many governing boards are frustrated because most board meetings and committee meeting agendas are so full of both important and routine business that little time is left over for interactive discussion and questions concerning highly significant or future-oriented strategy and policy issues.
As governing boards seek greater diversity in ethnicity, race, and gender, they face a significant challenge: how to successfully recruit women and minorities with pertinent professional backgrounds and governance skills, while other not-for-profits and corporations seek directors from the very…
Today, slightly more than 50 percent of the nation’s hospitals identify themselves as being part of a health care system.
Systems come in all shapes and sizes. Some are large and comprise many hospitals across a wide region, including, among others, nursing homes, physician groups and insurance…
Collaborative Leadership: A New Model For Developing Truly Effective Relationships Between CEOs and Trustees is the first in a series of tools developed specifically for you, the hospital or health system CEO, to help you take the lead in dealing with this change in ways that will stabilize and…
All state statutory and case law holds that directors of nonprofit, 501(c)(3), corporations must serve as stakeholder (owner) agents, acting in ways that protect and advance their interests. Legalities aside, this is the foundation of great governance. In order to fulfill this obligation, directors…
Note:The following is intended to be an example that boards should adapt to meet their individual needs.
Board self-assessment is widely recognized as a fundamental building block of continuous governance improvement. For the past 20 years, many healthcare organization governing boards have engaged in full board performance evaluations, often on an annual basis. These evaluations are designed to…
Spotty attendance at board and committee meetings used to be little more than a chronic nuisance, but with governance standards rising, boards are getting more serious about attendance. When a third or more of board seats are vacant or a few members are habitually absent, how can the board be fully…
From a Community Multi-Site Hospital with a Diverse Community
Note: the following is intended to be an example that boards should adapt to meet their individual needs.
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The following is intended to be an example that boards should adapt to meet their individual needs.