Committees of the Board

Executive Committee	Strategic Planning Committee
Finance Committee	Governance Committee
Physician Advisory Committee	Quality Committee
Committee Policies

Committee Role Descriptions

The roles and responsibilities of these standing committees should be as follows:

1. Executive Committee

a. Provide advice and counsel to the President related to major system development issues.

b. Act in the Board's behalf when needed, while keeping the Board fully informed of all deliberations and decisions that have been made.

c. Conduct the President's annual performance evaluation and recommend compensation package.

Note: All substantive discussion of policy issues within the Executive Committee should be documented and reported at the next meeting of the Board of Trustees. (This policy needs more discussion related to S.C.'s freedom of information act.)

2. Strategic Planning Committee

a. Provide for a written 'plan-for-planning' which describes how strategic planning will occur within the corporation, the role of various decision groups, and how key stakeholders at various levels of the organization will be engaged throughout the process.

b. On-going review and update of a vision and mission statement for the organization. Review the annual environmental assessment developed by administration, discuss and provide advice related to the development of core strategies for the Corporation.

c. Provide for a final review and refinement of the strategic plan, including a strategic financial plan and master facility plan, in support of achieving the vision and long-term success of the organization and its subsidiary corporations. It is understood that the plan reviewed by the Committee will be drafted by administration and presented to the Committee for review and refinement.

d. Ensure that a comprehensive strategic planning process is implemented for the organization every 3-5 years.

e. Review and comment on business plans for specific business ventures reflected within the Corporation's strategic plan, including proposals for discontinuing major services.

f. Monitor the on-going implementation of the Corporation's strategic plan and recommend adjustments to the plan when the Committee considers it appropriate.

g. Ensure that the strategic planning process involves and communicates with all key constituencies in such a manner as to develop an adequate level of understanding and support for strategic directions critical to the Corporation's future success.

3. Finance Committee

a. Review and refine the annual operating and capital development budget prepared by management; and present these budgets to the Board of Trustees for approval.

b. Monitor the implementation of major initiatives intended to impact accomplishment of strategic and financial objectives; periodically evaluate any deviations from the approved budgets; and make appropriate recommendations to the Board on an as-needed basis.

c. Review the monthly financial statements of the system on a regular basis.

d. Recommend corporate investment policies and monitor the System's investments.

e. Every five years, recommend an auditing firm to the Board to audit the District's records; each year, review the results of the external audit with the auditors; and provide oversight in the development of an internal audit plan; and make recommendations to the Board as needed.

4. Governance Committee

a. Ensure that the Board of Trustees and individual committees develop written objectives on an annual basis.

b. Ensure that the membership profile of the Board meets approved primary and secondary criteria.

c. Develop and implement a formal plan for the orientation of new Trustees and the on-going education of all board members to further enhance their knowledge and skill related to effective governance.

d. Ensure that there is appropriate succession planning related to filling the officer positions within the Board.

e. Conduct an annual self-evaluation process within the board, discuss outcomes with the full Board, and create an action plan designed to support on-going development of the Board.

f. Provide for a process of self-evaluation by individual board members; review the performance of individual board members on an annual basis in relationship to board approved performance standards; and contributions of individual board members prior to their nomination for reappointment.

g. Develop a pool of potential new board members; and nominate individuals for appointment to the Board as current terms expire.

5. Physician Advisory Committee

a. Provide physician leadership in support of achieving the vision related to developing the organization as a regional healthcare delivery system.

b. Ensure a broad base of physician input into the definition of clinical priorities and the on going planning of clinical services and "centers of excellence" within the organization.

c. Explore opportunities for developing a more collaborative relationship between and among all physicians affiliated with the organization.

d. Oversee the development and implementation of an appropriate Medical Staff Manpower Development Plan.

e. Provide advice and counsel related to affiliation with larger regional and local healthcare providers.

f. Provide leadership with advice and counsel related to how the System should approach the issue of developing economic partnerships between the organization and physicians.

g. Recommend approaches to physician and the organization leadership education that would help develop a shared understanding of challenges presented by changes occurring within the local and regional healthcare environment;

h. Recommend approaches to addressing the concerns of specific groups of physicians, when differences develop and conflicts need to be resolved.

6. Quality Committee

a. Oversee the development, implementation, and reporting of the system-wide program encompassing the measurement and improvement of quality, risk management, and clinical resource utilization.

b. Review results of regulatory and accrediting body review of the organization's performance.

c. Monitor the performance of all hospital programs in developing and implementing quality improvement responsibilities and review to assure that the organization remains nationally accredited and locally respected for its quality of care.

d. Review and make recommendations related to policies and procedures that enable the medical staff to process applications and re-appointments and the granting of clinical privileges in a timely and appropriate manner.

e. Monitor the performance of the medical staff in carrying out its responsibilities for evaluating and improving the delivery of medical care.

f. Review periodic trend reports which reflect the overall performance of the hospital in providing quality care in a customer-focused, cost effective manner.

g. Ensure that quality services and their quantification is a hospital-wide expectation of all operating units.

Note: Quality is defined through the objective answering of the following question: Was the proper service provided at the proper time, by the proper people, utilizing proper resources, with a proper outcome based on predetermined expectations?

Committee Policies

1. The in-depth work of the Board should be done within its committees. It is also to be understood that the role of committees is to make recommendations to the Board for action, not to operate independently from the full Board.

2. The Chair of the Board should appoint all board committee and task force members, including members from the Medical Staff. The Chair should seek the input of the President of the Medical Staff and the CEO, when appointing physicians to board committees.

3. Trustees will chair all board committees and task forces. Committee Chairpersons will assume primary responsibility for presenting committee reports and recommendations to the board.

4. Some board committees may include individuals who are not members of the Board. However, the Executive Committee should be limited to current board members and the Governance Committee should be limited to current or former board members.

5. The Chair of the Board will appoint the Chairs of board committees. Committee Chair appointments will be for terms of one year; and there will be a limit of three consecutive terms for committee Chairs.

6. The Chairperson of the Board is an ex-officio member, with vote, of all respective board committees. However, s/he will not be expected to attend the meetings of each committee, except when s/he believes it is necessary and appropriate to do so. For those committees, which s/he is expected to attend, s/he will be listed as a formal committee member; otherwise his/her absence will not be considered for a quorum.

7. The President/CEO is an ex-officio member, without vote, of all respective board committees. However, s/he will not be expected to attend the meetings of each committee, except when it is explicitly stated that s/he is expected to attend. If s/he is specifically appointed to a committee, his/her presence will be considered for a quorum; otherwise, it will not be counted.

8. The President/CEO, in communication with individual committee chairs, will designate an administrative staff member as a Committee Coordinator for each standing committee of the Board. These individuals will regularly attend committee meetings and provide active support for committee Chairpersons. Their support will include: assistance with planning agendas; preparing information for distribution, and scheduling meetings. Written packets will generally be distributed one week before committee meetings.

9. The CEO will also work with committee Chairpersons to determine which, if any, additional administrative staff members will serve as regular committee members. It is understood that these designated individuals and the Committee Coordinator will be full voting members of the committee.

Each board committee will develop written objectives, and a related meeting schedule, at the beginning of each fiscal year. These objectives and schedules will be reviewed and approved by the Governance Committee and then by the full Board. At the Annual meeting each committee will provide a fiscal year-end written report, which updates the Board on its accomplishments in relationship to its approved objectives.

Content Provided by
The Bristol Group

 

 

Shaping the Future of Health Care
33 Fuller Road • Augusta, Maine • 04330 • tel 207-622-4794 • fax 207-622-3073