by Bader & Associates in Rockville, MD (Dept. 100, 5515 Security Lane, Suite 535, Rockville 20852) .
Written in English
Bibliography: p. 81.
|Other titles||Improving & evaluating board performance., Improving and evaluating board performance.|
|Statement||by Richard J. Umbdenstock, Winifred M. Hageman, Barry S. Bader.|
|Contributions||Hageman, Winifred M., Bader, Barry S.|
|LC Classifications||RA971 .U43 1986|
|The Physical Object|
|Pagination||84 p. :|
|Number of Pages||84|
|LC Control Number||87402864|
Health Center Program Governing Board Workbook 2 Introduction A health center’s board draws its members from patients who receive their health care at the center, as well as local business and community leaders. As a patient, you already know about the File Size: 2MB. The board self-evaluation should have a positive, encouraging tone that helps to set the stage for a healthy, eager and energized board. An impactful and viable board self-assessment process leaves board directors asking themselves how they can improve and what more they could be doing. This is the outcome that boards should be striving to achieve. the Board sends a strong message about the organization’s commitment to compliance, provides a valuable resource to other Board members, and helps the Board better fulfill its oversight obligations. Board members are generally entitled to rely on the advice of experts in fulfilling their duties. 11File Size: KB. Health system and hospital board members want to see more than just financial reports. They genuinely want to know that the care being provided is good, and that it is improving. These seven reports will provide your board with a good sense of the quality and patient safety being delivered at your institution.
Study Design. In a governance survey conducted in more than 75% of hospitals reported having a finance/budget committee .The report further showed that financial performance was the criteria most often utilized to evaluate hospital performance. performance. Done correctly and consistently, a board self-assessment process (a combination of the assessment and the action plans created from it) enables the board to identify critical “leadership gaps,” and achieve and maintain the level of governing excellence required for success in today’s challenging health care environment. The average board had 12 independent directors, with an average of two physicians, serving on the board. A survey showed that 80% of hospital board directors were non-healthcare providers, 14% were physicians and the remaining 6% were nurses. There has only been a slight change in the number of physicians serving on hospital boards in. 2 Governing for Greatness: Get on the Bus! By Terry A. Pope and Matt Dickinson, Board of Directors, Memorial Hospital, Carthage, IL In the truest meaning of the word, governance is the oversight of adherence to the rules.
They uphold the CEO’s role in implementing governing board policies and plans and for managing the internal operations of the agency. Defining the policy role of governing boards and distinguishing that role from the delegated role of institutional operations is a fundamental principle that informs ACCJC’s Standards. Section 1 of this Guide. Board education and development, including self-evaluation — Governing boards should continually strive to understand the hospital’s programs, services and needs, and the impacts of environmental trends on the hospital’s long-term direction. Performance measures should be established, and the board should conduct an annual self-evaluation. The more difficult but more value-producing part of the board evaluation process is to review the contribution of individual directors and the interpersonal and group dynamics among board members. Governing Board Handbook. This document was developed and produced by Circle solutions, Inc. under contracts No. and No. to the Bureau of Primary Health care, Health Resources and Services Administration, Public Health Service, U.S. Department of .