Board Governance Insight
Our goal is to provide educational materials worthy of your time.
While nearly all hospitals and health systems orient their new trustees, crash courses vary. Here we address basic orientations for new board members, as well as what some organizations do to welcome (and engulf) their new arrivals.
Directors of boards are held to a set of fiduciary responsibilities. One is the duty of disclosure. Learn what needs to be revealed (example provided). Taught by J. Larry Tyler, Chairman and CEO of Practical Governance Group.
There are times when board members or directors make mistakes. Are they legally liable? Learn about the Business Judgment Rule, a governance cloak. Taught by J. Larry Tyler, FACHE, FHFMA, CMPE, Chairman and CEO of Practical Governance Group.
A healthcare executive whose mission is to consult organizations during transition periods, Dr. Ray Snead has found there’s a common “problem” denominator in nearly all of the healthcare organizations he’s served and helped turn around.
Learn how to appoint committee members to your board and the functions of the team typically charged with caring for the board — the Governance Committee.
Having too many or too few members can hurt your board. Studies reveal there might be a magic range for your board to perform well.
Learn about the consequences of conflicts of interest among trustees and ways to minimize their risk. By Greg Piche, J.D., Vice Chairman.
Regardless of the size, location and ownership of your board, universal truths exist. Here are five that relate to CEOs.
Learn about a governing board’s duty of loyalty and tips to stay ahead of conflicts of interest. Taught by J. Larry Tyler, Chairman and CEO. (2 min, 18 sec)
Sometimes not even on a board’s radar, learn why board self-assessments are so valuable. Taught by J. Larry Tyler, Chairman and CEO of Practical Governance Group. (Video: 2 min, 32 sec)
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