Individual Board Member Assessment, 2nd Edition

The self-evaluation process is, and should be, a continual one for every board member. Board members form and hold opinions of their own performance as well as their peers at every meeting, regardless of whether these opinions are shared with the group.

Individual evaluation gives board members the opportunity not only to examine how they perceive themselves but also how other board members perceive them. A well-constructed self-evaluation process will help a board member improve his or her performance. It will also help individuals to achieve and maintain excellence in governance.

Role of the Board Chairperson
2nd Edition

This is not a token position. The chairperson of the board of directors of hospitals and health systems has a distinct role and discrete responsibilities. As the "first among equals," the board chair takes on tasks to streamline the functioning of the board and to enhance board effectiveness—tasks that ultimately reduce the burden on the board as a whole. More Info

Board Education, Goal Setting, and Work Plans

The board’s work plan, when developed thoughtfully and framed by realistic goals and targets, can be an extremely useful tool in assisting the board. More Info

Governance Support: A Behind the Scenes Guide to Ensure Your Board is Prepared

Fulfilling the demand for good governance begins with the governance support professional. You are the driving force behind documentation, coordination, and communication of the board’s activities. Excellent governance support professionals are mindful of the fiduciary duties and core responsibilities of the boards and committees they serve and have a solid understanding of their own responsibilities. More Info

Building a Comprehensive Board Orientation Program

Today’s healthcare boards are made up of individuals faced with an enormously challenging job with ever growing responsibilities. As board members are now required by CMS, the Joint Commission, state hospital associations, and their communities to be more engaged, it is that much more imperative that new board members have a comprehensive orientation to maximize their engagement and effectiveness, while minimizing the amount of time it takes to get “up to speed.” Most board members face a short three-year term and, with the highly advanced concepts in quality oversight, strategy, and healthcare finance board members need to understand in order to fully participate, the quicker they should become experts in non-profit healthcare governance. More Info