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Carolinas HealthCare System: 2017 Mission & Vision Statements
Elevate your healthcare experience with Carolinas Healthcare System. Learn about their mission to provide healthcare and related services.
Philanthropy and Strategic Direction
Executives, trustees and physicians should be the leading advocates of philanthropy.
Health, Hope & Healing - For All
Carolinas HealthCare System’s Journey to Revamp Its Mission & Vision Statements to Better Represent the Heart of the Organization
Peer Assessment Instruments
These documents are based on CHP’s core values, the CHP board’s roles and responsibilities, and the expectations established for CHP’s board members. They may or may not fit other boards’ situations. Each board should adopt its own individual competencies and evaluation instrument. Reviewing others’ efforts is a helpful reference point, but no sample should be used without modification.
Road to Better Governance
Given the nature and challenges of small, elected boards, choosing to look inward and improve governance is no easy decision.
Capital Project Success Depends on Strong Board Oversight
In 2003, Princeton HealthCare System initiated a highly participative and comprehensive long-range strategic planning process. Among the participants were trustees, donors, physicians, elected officials, influential community members, and patients and their families, as well as administrators and clinical and service staff members.
Getting Nurses on Board(s)
Why health care organizations should consider adding nurses to their boards.
Evaluating the Board Chair
A board committed to continuous improvement realizes that the value of assessing its performance goes beyond meeting Joint Commission or other external requirements. It knows that regular self-evaluation gives it the information needed to understand and build on its strengths and identify and minimize its weaknesses.
Developing a Strategic Board
With CEO support and opportunities for education, trustees can become better hospital leaders
Evaluating New Strategic Projects
Securing board approval for a major new project can be a long and tricky process when the CEO proposing it isn’t sure which criteria trustees will use, and the board is equally uncertain what the yardsticks ought to be.
At Adirondack Medical Center in Saranac Lake, N.Y., President and CEO Chandler Ralph asked her board to write down and agree on project evaluation criteria. In a two-hour workshop, trustees came up with 14 points that they now apply to every decision about whether to implement a new program.