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Board Practices that Separate the Best from the Rest
The AHA’s 2011 Governance Survey shows that good governance practices continue to take hold among hospitals and health systems. Driven by powerful economic pressures and stringent legal requirements to be visionary, strategic, diligent and independent, boards are applying various “good governance” practices, including competency-based succession planning, board orientation and education, routine executive sessions, CEO retention planning, and board self-evaluation.
Board Education: Raising the Bar
In some boardrooms, the topic of education for trustees elicits yawns, groans or even downright resistance. This may explain why findings from the AHA’s Center for Healthcare Governance 2014 National Health Care Governance Survey indicate a decline in every type of board education since the last survey...
Board Development: A Marathon Not a Sprint
Whether a board’s starting point is average performance or mediocrity, the journey to the top echelon of governance effectiveness cannot be achieved with a few quick steps. Board development is more like a marathon than a sprint.
Coaching: A Critical Tool for Board Chair Development
Making coaching available to an incoming board chair can build the chair's capacity to lead the board effectively.
7 Rules of Board Engagement
For a hospital board to be effective, it must first be engaged. Specifically, board members must actively and productively participate in the work of governing. This is absolutely vital in today’s health care environment, which is full of volatility, uncertainty, complexity and ambiguity.
Philanthropy as a High-Return Revenue Source
By illuminating the impact of philanthropy, hospitals reinforce their identity as mission-driven organizations that exist to serve — not profit from — their communities.
Board Compensation: The Emerging New Normal
The AHA triennial survey of health care boards reveals the exponential growth in the number of boards that provide cash compensation to their members.
Power of Education
The rules of engagement for board members have changed dramatically. Historically, the trustee position was honorary; today, trustees are expected to interact more with management and the community and know more about operations.They also have added accountability for legal and regulatory matters. As this role grows in complexity, hospitals are challenged to prepare and educate board members efficiently to be effective fiduciaries without overwhelming them.
New Board Chair
Effective board leadership transitions can be facilitated by institutionalizing basic tools and processes. These include setting term limits for those in board leadership positions, periodic evaluations based on clear job descriptions and assessment of potential barriers to successful CEO relationships.