Board Self-Assessment: A Core Responsibility, Second Edition

A core responsibility of good governance is an annual, formal assessment of board effectiveness. The board is responsible for its own assignment of responsibility, discipline, development, and performance. This Elements of Governance® is intended to aid board chairs, CEOs, governance committees, and other governance leaders in The Governance Institute’s board self-assessment process. More Info

Physicians on the Board

In the months and years ahead, many healthcare organizations will be reassessing the role of physicians in the boardroom in light of dramatic changes taking place. This Elements of Governance® explores the benefits of having physicians on the board, considerations for choosing which physicians will be best as board members, possible barriers, and alternatives to increasing physician board membership. More Info

Board Committees

In the current healthcare landscape, boards have an overflowing agenda of tasks and responsibilities, leaving them less time to focus on key governance issues at each board meeting. Creating committees can be a powerful tool for ensuring that critical governance activities are consistently addressed and given the focus they need in order to keep the organization on track. This Elements of Governance® explores the various committees often used to help hospital and health system boards fulfill their oversight duties. It provides details into the responsibilities, structure, and individual challenges of each committee providing a platform for creating or enhancing your organization’s board committees. More Info

Planning for Future Board Leadership

The formal leaders of the board have a critical role to play in creating effective boards and committees; yet, it seems that very few boards actually have in place a written, board leadership development and succession plan. Strong board leadership is not something that happens by itself. The board must plan for and recruit the talent it needs to bring to its leadership positions. This Elements of Governance® outlines the main components of a comprehensive leadership development and succession plan for the board. It includes how to select and develop the people who will ultimately serve in key board leadership positions, and it describes the benefits of creating a formal, rigorous board leadership plan. More Info

Succession Planning, 2nd Edition

The most important—and difficult—decision a hospital or health system board of directors can make is choosing the next CEO. Planning for a change in leadership involves usually two, sometimes three, years’ effort. Boards tend to regard CEO succession planning as less than critically important until the CEO is near retirement age, but turnover is unpredictable and often occurs before retirement age. In order to be prepared for a sudden, unexpected change in leadership, succession planning should always be on the board’s agenda. More Info

CEO Performance Evaluation, 2nd Edition

A key responsibility of the healthcare board involves management oversight and review, accomplished through routine CEO performance evaluation. The Joint Commission mandates routine assessment of chief executive performance, and observers clearly view this activity as a primary indicator of good governance. This Elements of Governance® provides a framework for conducting a successful CEO performance evaluation and offers sample evaluation tools. More Info

Governance Development Plan, 2nd Edition

Most boards prepare an annual education and development plan that focuses on areas of board performance improvement. Some approach governance development as a strategic plan—identifying ambitious goals for achievement over the typical board member term (e.g., three years, five years). The time frame will be specific to the organization; however, fixing the time frame usually is less challenging than identifying specific areas for improvement—the elements of the plan. This Elements of Governance® seeks to help your board create a development plan that fits your organization and leads to improved board performance. More Info

Conflict of Interest, 2nd Edition

The manner in which individual directors and governing boards of non-profit corporations address conflicts of interest is of critical importance, for both legal compliance and reputational reasons. This is particularly the case given the current “environment of skepticism” in which the non-profit sector finds itself. It’s important that boards are perceived as acting in the best interests of the non-profit mission if they are to faithfully protect assets dedicated to non-profit use. A principal means of achieving this goal is through the adoption and monitoring of sufficiently detailed conflict-of-interest policies and procedures and through continuing education for the board, not only on the application of these policies and procedures, but also on the public policy goals they seek to achieve. More Info

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