Establishing an Effective Board Structure and Annual Work Plan. Pamela J. Byrnes, PhD Senior Consultant

Transcription

1 Establishing an Effective Board Structure and Annual Work Plan Pamela J. Byrnes, PhD Senior Consultant

2 Establishing and Maintaining an Effective Board Engage in recruitment / selection process Consider recruitment and selection an ongoing part of overall strategic planning Establish a standing committee (i.e., nominating or Board development committee) OR Add to responsibilities of an existing committee Develop a Board Director job description Focus on priorities and requirements Provide Board members (current and potential) with clear objectives and responsibilities

3 Establishing and Maintaining an Effective Board Recruitment and selection (cont.) Develop and use a Board profile Federal Board composition requirements Other skills, qualifications and knowledge necessary to fulfill the health center s mission and address priorities Remember to reach out to consumers Community events Outreach Local establishments Patient satisfaction surveys

4 Recruiting Board Members (continued) How can you make sure that you are recruiting the right people for your Board and that they are well prepared for the job ahead of them? Define the job clearly Have a written contract with Board members Including roles and responsibilities Recruit good people from your community Provide your Board members with orientation

5 Retaining Board Members Provide ongoing opportunities for them to grow feed their minds!! Be respectful of all opinions Be efficient and respectful of their time and energies

6 Maximize Opportunities to Contribute Conduct ongoing education, training and development opportunities Provide professional and educational materials Bring in speakers Plan AND BUDGET FOR attending professional networking/educational meetings

7 Establishing and Maintaining an Effective Board Ensure participation on the Board is accessible and barrier-free Transportation Child care Language and cultural competencies When and where FOOD!!!!

8 Board Recruitment & Retention Tools to Remember Board Recruitment Plan Nominating vetting process Board Development Committee Board Composition Matrix Board Member Description Board Member Contract

9 Establishing and Maintaining an Effective Board: Committees Design appropriate structure and organization Establish Board committees Perform substantive work of the Board Make recommendations to the full Board for adoption Number and size of committees look at Size of Board Complexity of health center organization Time that Board members can devote to participating on committees

10 Establishing Effective Committees Learn to rely on committee structure to do the daily detail work of the Board Committees are the foot soldiers of the Board! Integrate committees and committee work into the Board REMEMBER - only the Executive Committee can act for the full Board, if necessary Board should subsequently ratify decisions made by the Executive Committee

11 Board Committees Tools to Remember Board Organization Chart Board Committee Charters Scope of work Reporting requirements Composition Board Committee Work Plans (coming up in a bit)

12 Establishing and Maintaining an Effective Board: Strategic Planning Conduct Board retreat and strategic planning process Pre-determined, uninterrupted time to focus on the health center and its needs, strategic planning, and Board self-evaluation Provides time for Board members to bond and team-build Should (?) include CEO; may include other staff members

13 Establishing and Maintaining an Effective Board: Self-Evaluation Engage in Board self-evaluation Determines whether the Board is operating effectively and meeting its (not the health center s) defined goals and objectives Assists in determining resources and steps necessary to accomplish identified improvements Provides an opportunity to remind Board members of their roles, rights and responsibilities

14 Establishing and Maintaining an Effective Board Board self-evaluation (cont.) Should be tailored to the Board s strengths, weaknesses, preferences, needs, resources, time constraints Include an opportunity for each Board member to evaluate him/herself and the Board as a whole Include staff reflections do your policies work for them?? Try the Secret Santa approach????

15 Pulling It All Together: Developing and Implementing an Annual Board Work Plan

16 What is a Board Work Plan? A short-range tool focusing on the Board s responsibilities 1 year at a time Sets guideposts & deadlines Periodic review and update of policies & procedures Approval of budgets Submission of assurances, applications, and reports to Federal Government Approval of reports required by grants, contracts, and various government agencies Accounts for actions needed to accomplish longer-range goals set by strategic plan

17 Why Have a Board Work Plan? To help Board fulfill its fiduciary duties to the corporation To be good stewards of the public fisc Making sure Federal (and all other) funds are spent appropriately Making sure grant conditions are satisfied To help Board provide careful and thorough oversight of the health center

18 Why Have a Board Work Plan? To distribute Board responsibilities relatively evenly throughout the year Minimize crises Maximize the Board s efficiency To ensure all Board duties and obligations throughout the year are afforded adequate time and attention Preparatory actions Committee delegations and recommendations Discussions and votes Any necessary follow-up actions

19 Why Have a Board Work Plan? To assist the Board in accomplishing additional items it wants to accomplish To make being on the Board fulfilling and, yes, fun!!

20 Differences Between Strategic Plan and Annual Board Work Plan Strategic Plan 3-5 years Evaluates strengths and weaknesses of health center Sets priorities for health center as a whole Establishes organizational goals Annual Work Plan 1 year Deadlines and guideposts of action steps for meeting requirements of the Board Deadlines and guideposts of action steps for fulfilling Board s role in oversight and implementation of the strategic plan

21 Developing the Work Plan Design the Development Process Shouldn t be overly burdensome or rushed Should be reliable May require a session at strategic planning retreat or one of its own Appoint a Point Person or Committee Board President, Executive Committee or Planning Committee Good overall knowledge of Board s obligations and health center operations Great organizational skills Work closely with CEO in drafting work plan

22 Developing the Work Plan Identify Sources of Input Board of Directors Individual Members Board Committees CEO E.g., executive, finance, audit, quality improvement/compliance, human resources, bylaws, nominating Solicits input from key health center staff including the CFO and Chief Medical Officer Patients Highlighted issues/interests from patient surveys/focus groups Community Board constituencies and community stakeholders Strategic Planning process information

23 Developing the Work Plan Determine Program v. Fiscal Year If the health center s program year and fiscal year don t align perfectly, Board should decide what year the work plan will track Consider major obligations and reporting deadlines Address discrepancies so deadlines are met National Association of Community Health Centers, Inc. 23

24 Items to Include: Board-Specific Items Nominating process Annual meeting Monthly meetings (financial statements, actuals versus budget, minutes) Annual strategic planning retreat Advocacy events Training/conferences Fundraisers (Board involvement varies) Community meetings or open houses Heath fairs Evaluations (Board, CEO)

25 Items to Include: Key Deadlines and Reporting Requirements Approval of Annual budget Annual audit Grant applications Annual 330 Budget Period Renewal 3 or 5-year Service Area Competition (Project Period Renewal) Financial status reports (FSR) Tax forms (e.g., IRS Form 990) Quality Assurance & Risk Management reports Credentialing and Privileging updates Corporate Compliance reports Recommended quarterly

26 Items to Include: Review of Policies, Procedures and Plans Periodic review of policies and procedures (financial, personnel, health care) prior to annual review or renewal Review of health center s plans Capital expenditures plan Language & cultural competency plan Service plan Board and staff training plan Marketing and enrollment plan for pre-paid health plans

27 THE MOST IMPORTANT THINGS TO INCLUDE AS BOARD MEMBERS: What do you need to know? What do you want to know? What will make this Board experience enriching for both you and the health center?

28 Wrapping Up the Process Don t forget to evaluate the work plan process! What worked & what didn t work Change timing for next year if need be Add forgotten items Leave room for the unexpected

29 And Most Important of All Always Remember Why You Are Doing This!!

30 Stay In Touch!! Pamela J. Byrnes, PhD Senior Consultant John Snow Inc. (860)

31 Core Competencies of Individual Board Members Has clarity on the mission and values of the organization Participates actively and attends calls/ meetings consistently Engages at a state, regional and national level. This includes PCA meetings and NACHC events Is active on committees and subcommittees. These entities are often used as training grounds for Board leadership Comes prepared having done the necessary homework Is in tune with the needs of the community

32 Core Competencies of Individual Board Members Has the ability to evaluate relevance and the application of emerging issues to the work of the Board Articulates the voice of the customer and serves as an advocate for stakeholder groups Maintains confidentiality Understands how to channel and direct complaints Keeps up with the times Is able to manage the conflict between individual values/ interests and those of the health center

33 Health Center Board Members Do s Do know the center s mission, purpose, and goals as well as its programs and services Do get to know the center s strengths and weaknesses Do pitch in enthusiastically and willingly Do make sure you have all the information before expressing an opinion or a judgment Do get acquainted with the other Board members and the Center s CEO and staff Do come to meetings and come prepared to participate

34 Health Center Board Members Do s (continued) Do ask questions Do support the majority even if you disagree Do support the CEO and staff, and understand that they are operating with limited resources Do avoid any possible conflict of interest Do maintain a sense of fairness, ethics, and personal integrity Do understand the Center s financial statement and help the Board plan for future revenue and expenses

35 Health Center Board Members Don ts Don t lose your sense of humor Don t speak for the Board, unless authorized to do so Don t ask the CEO or staff for special favors Don t get involved in patient or staff grievances unless approved to do so

36 Benchmarks/ Attributes of a High Performing Board Adequate turnover Understanding of quality & margin Broad based Consistent attendance Effective chair Promotes the organization outside of the Board meetings Deliberate succession planning Board regulates and evaluates itself

37 Resources National Association of Community Health Centers Across the Board BoardSource National Health Care for the Homeless Council: How to Develop a Consumer Advisory Board

38 Resources - HRSA BPHC/ HRSA T/TA Website Resources/index.html#G HRSA Board Governing Handbook Program Requirements ml Health Center Governance: PIN pin html