Resource Library

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 assess the board’s knowledge of its roles and responsibilities and how well the board as a whole is discharging them.

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 informed, raise tough questions and reach independent conclusions as a group?

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.  To read more...

The following is intended to be an example that boards should adapt to meet their individual needs.

The following is intended to be an example that boards should adapt to meet their individual needs.

The current challenges of healthcare governance have given rise to a growing debate about the issue of term limits for hospital and health organization board members. Are term limits a restrictive practice that leads to the loss of badly needed board talent, or are they an essential way of keeping boards from becoming stale and ineffective?