Community Health Center
874 Purchase Street
||Chairman, Board of Trustees
||May 30, 2006
- Commitment to the mission and values of Greater New Bedford
Community Health Center, Inc. goals and programs.
- Attendance at monthly meetings.
- Attendance at annual planning and development meetings.
- Support of special events.
- Willing to utilize the health services of the Health Center.
- Participate in the annual board self-review process.
- Get to know other board members and build a collegial working
relationship that contributes to consensus.
- Ability to listen, analyze, think clearly and creatively.
- Work well with people individually and in a group.
- Willingness to make the required time commitment, with a 3 year
term and the option to serve two additional three-year terms.
- Ongoing commitment to Board development.
- Commit to maintaining confidentiality.
- Willingness to be regularly accessible by telephone or other means.
- No Board member may be compensated for their
work on the Board. Board members serve on a voluntary basis only. Travel
expenses on behalf of the organization, are paid for by the Health Center (ex:
NACH, MLCHC, etc.)
- Approves the hiring, annual evaluation, and dismissal of the CEO.
- Attends Board of Director meetings regularly.
- Provides leadership and guidance in support of the Health Center's
- Ensures that the Health Center is operating in accordance with
applicable federal, state, and local laws and regulations and is financially
- Assures that the Health Center survives in its marketplace while it
pursues its mission. Must be knowledgeable about marketplace trends and willing
to adapt their policies and position to reflect these trends.
- Approves the annual budget, grant applications, and plans.
- Works with Health Center management and community leaders to
actively engage in long-term strategic planning to position the Health Center
for its future.
- Measures and evaluates the Health Center's progress in meeting its
annual and long-term programmatic and financial goals.
- Determines hours during which services are provided at the Health
- Selects services which are provided by the Health Center and
decides which additional services should be offered, either directly or through
referral and collaboration with other service providers. Effective needs
assessments and planning processes should be in place in order to make informed
decisions about the service configurations.
- Ensures, through the Medical Director, that the quality of care is
maintained, approves credentials of the professional staff, and that the Health
Center complies with the Patient Care Assessment regulations of the
Commonwealth of Massachusetts and maintains an active Quality Assurance
- Conducts annual, strategic, and long-range planning and ensures the
implementation and regular evaluation of such plans based on need assessment
- Develops, adopts, and periodically updates personnel policies and
- Evaluates the Health Center's achievements at least annually.
- Evaluates itself periodically for efficiency, effectiveness, and
compliance with FQHC requirements.
- May attend state and/or national conferences
regarding community health.
Greater New Bedford Community Health Center BPCHC Condition of
Participation Board Composition
The Greater New Bedford Community Health Center (GNBCHC)
governing board is comprised of individuals who volunteer their time and
energy to create a fiscally and managerially strong organization for the
purpose of improving the health status to the Greater New Bedford community. A
majority of the members of the board must be people who are served by the
health center and who as a group, represent the individuals being served.
Since the intent is for consumer board members to give substantive
input into the health center's strategic direction and policy, these members
should utilize the health center. A consumer member should have used the health
center services within the last two years. A legal guardian of a consumer who
is a dependent child or adult, or a legal sponsor of an immigrant, may also be
considered a consumer for purposes of board representation
Since the GNBCHC is a complex organization working in dynamic
environments, the board should be comprised of members with a broad range of
skills and expertise. Finance, legal affairs, business, health, managed care,
social services, labor relations and government are some examples of the areas
of expertise needed by the board to fulfill its responsibilities. The health
center strives for diversity of expertise and perspective among their board
Number of Members
The number of board members
must be specified in the bylaws of the organization. The bylaws may define a
specific number or provide a limited range if there are reasons for not
maintaining a specific number of members. The size should be related to the
complexity of the organization and the diversity of the community served.
Regulations for community health centers specify boards must have
at least 9 and no more than 25 members. These size parameters are
designed to ensure a large enough board to achieve diverse representation
across the consumer groups and expertise while maintaining a size that
effectively functions and makes decisions.
Selection of Board
The organization's bylaws or other internal governing rules
must specify the process for board member selection. The bylaws should specify
the number of terms a member may serve and provide for regular election of
officers and periodic changes in board leadership.
The GNBCHC prohibits conflict of interest or the
appearance of conflict of interest by board members, employees, consultants and
those who furnish goods or services to the health center. No board members
shall be an employee of the health center or an immediate family member of an
employee. The Chief Executive serves as ex-officio member of the board.
Governing Board Functions and Responsibilities
governing board of the health center provides leadership and guidance in
support of the health center's mission. The board is legally responsible for
ensuring that the health center is operating in accordance with applicable
federal, state and local laws and regulations and is financially viable.
Day-to-day leadership and management responsibility rests with staff under the
direction of the chief executive and designees.
A governing board is responsible for assuring
that the health center survives in its marketplace while it pursues its
mission. This is a massive challenge in an extremely dynamic health care
environment which is placing increasing financial and service delivery
pressures on all providers. Boards must be knowledgeable about marketplace
trends and be willing to adapt their policies and position to reflect these
trends. In addition to approving annual grant applications, plans, and budgets,
boards should work with health center management and community leaders to
actively engage in long-term strategic planning to position the health center
for the future.
Success is dependent on the health center's ability to
effectively adapt to marketplace trends while remaining financially viable.
Boards must not only plan effectively but also measure and evaluate the health
center's progress in meeting its annual and long-term programmatic and
financial goals. The health center's mission, goals, and plans should be
revised as appropriate to the feedback gained through the evaluation process.
The governing board must select the services provided by the health center.
While certain services are mandated by law, health center boards have a great
deal of latitude in deciding which additional services should be offered by the
health center and whether the services should be offered directly or through
referral and collaboration with other service providers. Resources are always
limited and a major challenge confronting health center boards is deciding
which services should be supported with available resources. Effective needs
assessment and planning processes are essential for making informed decisions
about service configuration.
The governing board must determine the
hours during which services are provided at health center. The health
centers is expected to schedule hours that are appropriate for the community.
Generally this means some early morning, evening and/or weekend hours should be
offered to accommodate people who cannot easily access services during normal
The board must approve the annual budget and grant
application. The intent is not that the board simply sign-off on documents but
that it understands the substance and implications of the budget and
application. Ensuring the financial health of the organization and aligning the
goals of the project application with the strategic direction of the health
center are critical functions for the board. In order to effectively fulfill
these functions, the board must be involved in health center planning
throughout the year.
The board must approve the selection and
dismissal of the chief executive. Because the chief executive is the primary
connection between board established policy and health center operations, the
board must evaluate the performance of the chief executive and hold him or her
accountable for the performance of the health center. Together, the board, the
chief executive and other members of the management team comprise the
leadership for the health center. To succeed, they must work together to ensure
a strong organization and move forward into the future.
Except in the
case of public entities funded under section 330(e), the board must establish
general policies for the health center. These include personnel, health care,
fiscal, and quality assurance/improvement policies. These policies provide the
framework under which health center staff conduct the day-to-day operations of
The health center
governing board must meet at least monthly.
The board must keep
minutes of each meeting which are approved at a subsequent meeting. The board
should also maintain a systematic tracking system of approval/disapproval of
board policies and procedures as well as other records to verify and document
Board training and development
expected that governing board members have sufficient knowledge and information
to make informed decisions about the health center's strategic direction,
policies and financial position. Board members should be provided with
opportunities for training and development, as well as conducting self
evaluations. The board is responsible for identifying and assuring it meets its
educational and training needs including orientation and training of new board
The board should have a committee
structure which facilitates carrying out its responsibilities. Appropriate
committees include executive, finance, quality improvement, personnel, audit
and planning. However, only the executive committee is authorized to act for
In some organizational
affiliations, the selection, composition and/or responsibilities of the health
center governing board may be altered. This may happen through formation of a
new board for an integrated delivery system or through the participation of
affiliate representatives on health center boards. There may also be various
arrangements where a portion of the scope of the project is being provided by
an entity other than the grantee. With any such arrangement the governing
board must retain its full authorities, meet selection and compositional
requirements and exercise all responsibilities and functions prescribed in
legislation and regulations.
Health centers must collaborate appropriately with
other health care and social service providers in the area. Such collaboration
is critical to ensuring the effective use of limited health center resources,
providing a comprehensive array of services for clients, and gaining access to
critical assistance and support (e.g. housing, food, jobs). In many instances,
health centers may consider more formal affiliation opportunities such as
contractual relationships, certain types of joint ventures or mergers.
Affiliations are desirable when they lead to integrated systems of care which
strengthen the safety net for underserved clients.
Health centers may
join other organizations such as other health centers, hospitals, specialty
groups and social service providers to form integrated delivery systems. An
integrated system may be formed through contractual relationships or memoranda
of agreement. In these situations, each partner in the affiliation retains its
organizational autonomy and integrity and the health center governing board
continues to meet expectations.
In other situations, a new
organization may be formed.
While health centers are encouraged to
collaborate with other entities, they must ensure that all the laws,
regulations and expectations regarding the health center governing board member
selection, composition, functions and responsibilities are protected if the
health center wants to retain eligibility for federal funding. The resulting
delivery system must contribute to the desired outcomes of availability,
accessibility, quality, comprehensiveness, and coordination.
Many decisions in the
health care arena are driven by economic considerations, and it is imperative
that health centers strive to be cost-competitive. All health centers must be
as efficient as possible, understand the costs of the services they provide,
and bring costs in line with other providers in the marketplace providing
comparable services. Health centers should be able to document the value, i.e.,
cost and quality, of the services they provide and demonstrate the impact of
their services on the health and well-being of the communities they serve.
As part of becoming cost effective, health centers are expected to
evaluate their management and delivery systems in order to be able to increase
efficiency and to maintain operations in the competitive, cost conscious
marketplace. Health centers need to manage the care of their patients in
accordance with their pay for performance care arrangements and be able to
monitor opportunity costs related to contracting requirements.
resulting delivery system must contribute to the desired outcomes of
availability, accessibility, quality, comprehensiveness, and coordination.
Many decisions in
the health care arena are being driven by economic considerations, and it is
imperative that health centers strive to be cost-competitive. All health
centers must be as efficient as possible, understand the costs of the services
they provide, and bring costs in line with other providers in the marketplace
providing comparable services. Health centers should be able to document the
value, i.e., cost and quality, of the services they provide and demonstrate the
impact of their services on the health and well-being of the communities they
As part of becoming cost effective, health centers are expected
to evaluate their management and delivery systems in order to be able to
increase efficiency and to maintain operations in the competitive, cost
conscious marketplace. Health centers will need to manage the care of their
patients in accordance with their managed care risk arrangements and be able to
monitor their financial risk related to managed care contracting requirements.