Information on a New Governance Study; Commentary on Applying Competencies to Determining Board Committee Membership Featured in Winter 2012/13 Issue of Great Boards

The winter 2012/13 issue of Great Boards is now available at www.greatboards.org and features information on a new governance study, “Governance Practices in an Era of Healthcare Transformation,” and a commentary piece on applying trustee competencies to determining board committee membership.

The governance study, conducted by the AHA Center for Healthcare Governance with funding from Hospira Inc., draws on interviews with 37 CEOs, trustees and clinical leaders from four health care organizations and analysis by an expert panel. It identifies transformational governance practices that can strengthen board capacity to guide hospitals and systems as they transition from volume- to value-based health care. The study report offers two sets of recommendations. The first set deals with bold moves boards can make to transform governance. These include ensuring board membership reflects the communities served and adopting governance best practices. The second focuses on bold moves boards and health care leadership can take to transform health care. These include understanding and overseeing continuous improvement in performance and broadening compliance and enterprise risk management. This particular issue of Great Boards reviews the report recommendations and features perspectives from panel members about how boards can take steps to implement study recommendations.

Barry Bader’s commentary reviews trustee competencies needed for effective participation in board committee work. He outlines a series of steps for boards to consider in implementing competency-based committee selection and includes a matrix of specific competencies boards should incorporate in determining the composition of the Finance, Quality and Patient Safety, Executive Evaluation and Compensation, Community Benefit and other board committees. They are:

  • Develop a concise list of competencies needed by each board committee.
  • Profile the capabilities of the present committee and identify “gaps.”
  • Consider the benefits of committee rotation and the future impact of board and committee turnover.
  • Consider multiple sources of committee members.
  • Use the competencies to plan education and development opportunities.

In addition, over the last few months a number of new resources have been added to the Great Boards website. These include:

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