Besides the example given to us below, is there a "list" of other extraordinary matter that normally require the vote of Board members?  I do not have Southwick's reference.

18. Extraordinary matters normally requiring the vote of board members include all of the following except:

a)  Sale or lease of real estate

b) Adopting or amending the bylaws

c) Voluntary bankruptcy

d)  Approving Quality Indicators

Answer: D. Source: Southwick’s the Law of Healthcare Administration

I have listened to the Power Point presentation on this section twice and the speaker is a little unclear on this particular slide/topic. 

I understand that physicians can be nominated to the Board by the Governance Committee just like any other Board nomination, in which case these new members would be full, voting Board members.  Some physicians can also be elected to the Board by the Medical Staff but semantically, these individuals are "medical staff representatives" rather than full, voting Board members.  Is this correct or Organization specific?

There was also a comment that the medical staff representatives who are elected by the medical staff are the "official" voice of the Medical Staff, while the physicians nominated by the Governance Committee can express opinions in their capacity as clinicians, yet they do not "officially" represent the Medical Staff.  Can any of these physicians nominated by the Governance Committee be from the current medical staff (yet not elected by the medical staff )? Would their opinions then count as "official" voices of the Medical Staff or is this scenario a possible example of a conflict of interest?

In the power point presentation, there  were 6 general types of performance appraisals presented.  My question to the community is "Which appraisal/appraisals do you use?  How effective do you feel that it is? and Does the outcome of the appraisal effect merit increases?"

In my organization, we use a hybrid of the "BARS" system with some aspects of the 360 degree used in the appraisal process.  For most positions, this seems to be an adequate measure because it can be very quantifiable.  It also ensures that employees are meeting objectives that correlate with the mission/vision of the hospital.  The appraisals are scored and then correlated to a merit increase for the next year.  The setback of this method is that I have been in multiple formal reviews with staff members who are more interested in the outcome than with anything else that I have to say!

Given the importance of the Board in any business, what process would the President utilize for assessing the experience, and technical skill required for Directors?

What is a President looking for in a Director?

I am sure much of this answer depends on the business, the entity and the current situation facing the corporate.  But, is there some standard personalities in each board?  (i.e. Legal, Financial, Community Expert, Medical, etc.)

As part of a relatively newly formed international healthcare system, the hospital I work for is undergoing significant change as it amalgamates with a more mature hospital in the system.  The overriding issue is how can the new hospital which has its own expertise represent itself on the board to ensure that this expertise is represented to the system, not lost, while gaining the advantages of the more mature hospital?

What seems to be problematic is the corporate entity sits physically within the more mature hospital.  Efforts are made to make sure the board sits in both locations but is that enough?  Should the corporate structure and its board sit in a more neutral location to better represent the new system, create a climate that is conducive to mutual trust and interest for both hospitals within the system?

Lastly, when you create the system, does board membership evenly split between the two communities, with the exception of the Chair (the tie breaking vote), as the communities do vary significantly and need solutions that best fit both communities needs?  Does this approach create the opportunity for mediocrity and what can be done to lesson this possibility while getting buy-in from both hospitals?