Family Health Center Board of Directors Meeting Agenda
Date:
Wednesday, March 4, 2015
Time:
5:30 PM
Place:
1057 12 Avenue, Longview, WA
Longview Clinic Conference Room
Enter through the Medical Clinic A lobby OR through the exterior door to the conference room hall (door
code is 365802)
th
AGENDA
Item
Call to Order & Introductions
• Guests:
PRESENTATION/EDUCATION
• 2014 Incident Report Summary
ACTION ITEMS
• Minutes of February 2015 Board Meeting
Facilitator
Rick Huckaby
Julie Nye
Rick Huckaby
•
CEO Report & Quality Indicators Report
o Approval of 2015 Sliding Fee
Conversion Charts
Dian Cooper
•
Finance Report
o Approval of 2015 Fees
Melissa Taylor/Pam Spears
•
Appointment to Clinical Staff – Credentialing &
Privileging:
o Claudia Sloan, MD
o Rhonda Ramm, ARNP
o Maree Purdy, ARNP
Other Business
• Board Assessment Discussion
Alisabeth Buck/Julie Nye
Rick Huckaby
Adjourn
If you will be joining by phone, please inform Lorri Hickam prior to the meeting.
Dial 1 877 309 2070
Access Code: 287-576-117
1
Incident Report Review 2014
2
Total Reports Received
2013: 102
2014: 62
3
39%
Categories
4
•
•
•
•
•
•
•
•
•
•
•
•
Medication Errors
Diagnosis Related
Patient Rights
Employee Health/BBP Exposure
Patient Behavior
Employee Misconduct
Slips/Trips/Falls: Patient
Slips/Trips/Falls: Employee
Equipment/Instruments
Workplace Safety
Emergency
Security/Structural Damage/Loss of Property
Medication Errors
2013: 29
2014: 11
5
Diagnosis Related
2013: 4
2014: 0
6
Patient Rights
Privacy Breach/HIPAA
2013: 23
Privacy Breach/HIPAA
2014: 10
7
Employee Health/BBP Exposure
Contaminated Needle Stick:
2013: 1
2014: 5
Sterile Sharps/Needle Stick:
2013: 4
2014: 1
Contaminated Sharps:
2013: 1
2014: 1
Exposure to blood/body fluids
2013: 1
2013: 2
8
Patient Behavior
Disruptive in public:
2013: 7
2014: 5
9
Employee Misconduct
2013: 4
2014: 4
10
Slip/Trip/Falls/Injury: Patient
2013: 4
2014: 4
11
Slip/Trip/Fall/Injury: Employee
2013: 6 resulted in L & I claim
2014: 6 resulted in L & I claim
12
Equipment/Instruments
2013: 1
2014: 1
13
Workplace Safety
2013: 7
2014: 1
14
Emergency
2013: 1 patients, 0 employee
2014: 3 patients, 2 employees
15
Security/Structural Damage/
Loss of Property
2013: 4
2014: 4
16
Conclusions
• All incidents resolved
• Reporting rate decreased this year & we
will step up efforts to encourage reporting
• Reporting promotes environment of safety
& mitigates risk to FHC
• Provides educational opportunities
• Helps us to identify areas for process
improvement
17
FHC Board of Directors Meeting Minutes
Location: FHC Conference Room
Date: Wednesday, February, 2015
Present:
Rick Huckaby, Alisabeth Buck, Carlos Carreon, Charlotte Caudle, Jeane Conrad, Wanda McBee, Melissa
Taylor, Cynthia Washington-Mattson, Carleen Wolgamott
Dian Cooper, Janice Emery, Gerry Melgar, David Meyers, Julie Nye, Tina Pond, Amber Rosewood,
Pam Spears
Nancy Bell, Julie Merchant
Staff:
Absent:
Minutes recorded by Lorri Hickam
Topic/Discussion
D = Decisions; M = Motion(s); A = Action(s)
ACTION ITEMS
The following action items were discussed:
- Approve Agreement & Plan of Merger
The Executive Boards of Family Health Center and DAPC
met and recommend that we proceed with the merger. The
financial proforma shows a break-even over time. The
proposed date of the merger is April 1st. Prior to April 1st,
Finance, HR and Facilities will start integrating. Two or three
people on DAPC’s board will be able to take a seat on FHC’s
board.
- Minutes of January 2015 Board Meeting
- CEO Report & Quality Indicators Report
United Way Accounting Support
Mental Health License
- Finance Report
M - A motion was made by Wanda, Melissa
seconded, to adopt the Agreement and
Plan of Merger. Board approved. One
abstention.
M – A motion was made by Wanda, Melissa
seconded, to approve the January 2015
Board Minutes. Board approved.
M – Carlos made a motion to support the CEO
in the exploration of the mental health
license in the State of Washington, and to
approve the CEO Report. Wanda
seconded, Board approved.
M – Cynthia made a motion to approve the
Finance Report as distributed, Carlos
seconded. Board approved.
OTHER BUSINESS
Update on 14th Avenue building
- Dian received the inspection on the building. She asked the
owners to drop the price $50,000 to take care of the inspection
items. She is still waiting to hear from the owners.
Set Board Development Committee Meeting Date
- Jeane is the sole person on the committee. Rick will send out an
email asking for volunteers. The email will include the tasks and
responsibilities of the committee members.
Board Assessment
- The last page of the Board packet is the assessment. Dian will
also email the assessment to board members. Please fill out the
form and bring it to the next meeting for discussion.
18
FHC Board of Directors meeting
February 25, 2015
Page 2 of 2
With no further business, the meeting was adjourned at 6:40pm. The next board meeting will be held on
Wednesday, March 4th at 5:30pm in the large conference room.
________________________________
Wanda McBee
Secretary of the Board
19
Our Mission:
To promote, encourage and provide health service in order to improve the
quality of life through sound nutrition, education, preventive healthcare
and the empowerment of choice
Our Vision:
20
FHC Strategic Plan Goals 2012-2016
January 7, 2015 Update
Quality Goal #1: Exploring alternative service delivery models
Achieve agency-wide level 3 certification as a Patient Centered Medical Home (PCMH)
Maintain service delivery for DL-U recipients
The DLU program ended with the
implementation of ACA and Medicaid
Expansion in 2014
Develop group visits for a minimum of one chronic disease states
Quality Goal #2: Health Plan Goal Improvement
Achieve Targeted Health Care Plan Goals
Quality Goal #3: Maintain Patient Satisfaction as A Priority
80% of patients surveyed rate their service satisfaction at the highest level
Quality Goal #4: Sustain A Stable Work Force
Meet or exceed the national benchmark on employee opinion survey
We did not participate in the
Staff Pulse survey in 2014
Clinical Goal
Meet annual Meaningful Use Goals
We are analyzing whether
pursuing Stage 2 and 3 Goals is a
viable strategy for FHC in 2015
Financial Goals
Monitor Fiscal Health through industry best practices
Identify future possible facility expansion needs
Board adoption of a capital/special projects reserve policy
Other Goals
Community Collaboration: Work collaboratively with other entities in the community
that serve FHC patients to improve access and minimize duplication of services
Disease Prevention/Patient & Family Education: Provide health education/disease
prevention/health outreach activities to patients and the community
Future Funding Opportunities: As opportunities arise, apply for new funding that
supports FHC mission, and contributes to strategic and financial sustainability goals
Board Goals
Board Succession Plan Developed and Adopted
Board Advocacy: Lead Board member participation in grassroots advocacy efforts in
support of FHC and FHC's mission
21
FHC is the Lead Organization for
Cowlitz County for ACA insurance
assistance
Our Progress:
SLIDING FEE CONVERSION CHARTS:
I recommend Board approval of these charts so that we meet the April 1 target for implementation.
2015 -- Effective April 1, 2015
COWLITZ FAMILY HEALTH CENTER FAMILY PLANNING SLIDING FEE CONVERSION CHART
Category B
Family Planning
GROSS FAMILY
INCOME:
100% Discount - Zero Fee
<100% FPL
# IN FAMILY
INCOME:
1
MONTH
YEAR
2
3
4
5
6
7
8
Category C
75%
Discount
Category D
50%
Discount
150% FPL
200% FPL
250% FPL
Category F
0%
Discount
>250% FPL
$981
$1,471
$1,962
$2,452
$2,453
$11,770
$17,655
$23,540
$29,425
$29,426
MONTH
$1,328
$1,991
$2,655
$3,319
$3,320
YEAR
$15,930
$23,895
$31,860
$39,825
$39,826
MONTH
$1,674
$2,511
$3,348
$4,185
$4,186
YEAR
$20,090
$30,135
$40,180
$50,225
$50,226
MONTH
$2,021
$3,031
$4,042
$5,052
$5,053
YEAR
$24,250
$36,375
$48,500
$60,625
$60,626
MONTH
$2,368
$3,551
$4,735
$5,919
$5,920
YEAR
$28,410
$42,615
$56,820
$71,025
$71,026
MONTH
$2,714
$4,071
$5,428
$6,785
$6,786
YEAR
$32,570
$48,855
$65,140
$81,425
$81,426
MONTH
$3,061
$4,591
$6,122
$7,652
$7,653
YEAR
$36,730
$55,095
$73,460
$91,825
$91,826
MONTH
$3,408
$5,111
$6,815
$8,519
$8,520
YEAR
$40,890
$61,335
$81,780
$102,225
$102,226
For family units with more than 8 members, add $346.67 monthly or $4160 annually for each additional member.
Fees based on gross income and family size.
Required services are not denied because of an inability to pay.
After reasonable collection efforts have failed, patients may be restricted to urgent care services
only
(required family planning, urgent primary care, and emergency palliative dental) until payment of the
outstanding balance
22
Category E
25%
Discount
2015 -- Effective April 1, 2015
COWLITZ FAMILY HEALTH CENTER PRIMARY CARE SLIDING FEE CONVERSION CHART
A nominal fee will be charged for Primary Care & Dental A visits. Dental B visits slide to 50%.
Category B
Dental B
Primary Care, Behavioral Health &
Dental A
50% Discount
100% Discount - Nominal
Fee
GROSS FAMILY INCOME:
<100% FPL
# IN FAMILY
INCOME:
1
MONTH
Category C
37%
Discount
75%
Discount
133% FPL
Category D
24%
Discount
50%
Discount
166% FPL
Category E
12%
Discount
25%
Discount
200% FPL
Category F
0%
Discount
0%
Discount
201% FPL
$981
$1,305
$1,628
$1,962
$1,963
YEAR
$11,770
$15,654
$19,538
$23,540
$23,541
2
MONTH
$1,328
$1,766
$2,204
$2,655
$2,656
YEAR
$15,930
$21,187
$26,444
$31,860
$31,861
3
MONTH
$1,674
$2,227
$2,779
$3,348
$3,349
YEAR
$20,090
$26,720
$33,349
$40,180
$40,181
4
MONTH
$2,021
$2,688
$3,355
$4,042
$4,043
YEAR
$24,250
$32,253
$40,255
$48,500
$48,501
5
MONTH
$2,368
$3,149
$3,930
$4,735
$4,736
YEAR
$28,410
$37,785
$47,161
$56,820
$56,821
6
MONTH
$2,714
$3,610
$4,506
$5,428
$5,429
YEAR
$32,570
$43,318
$54,066
$65,140
$65,141
7
MONTH
$3,061
$4,071
$5,081
$6,122
$6,123
YEAR
$36,730
$48,851
$60,972
$73,460
$73,461
MONTH
$3,408
$4,532
$5,656
$6,815
$6,816
YEAR
$40,890
$54,384
$67,877
$81,780
$81,781
8
For family units with more than 8 members, add $346.67 monthly or $4160 annually for each additional member.
Fees based on gross income and family size.
Required services are not denied because of an inability to pay.
After reasonable collection efforts have failed, patients may be restricted to urgent care services
only
(required family planning, urgent primary care, and emergency palliative dental) until payment of the outstanding
balance
Financial Goals:
Attorneys for the 14th Avenue building owners are in communication with our attorney, so I anticipate
movement on the building purchase in the next couple of months.
FHC/DAPC Merger:
We will be recruiting for a Director of Behavioral Health as we assume DAPC’s chemical dependence
licensure and add mental health licensure to the scope of the merged organization. Steve Burgon will be
meeting with Gus and me to work through the legal list for the merger. Pam is working with Gus on a
plan to bring the financial and data entry staff from DAPC into the Finance Department and to combine
accounting and financial reporting. Organization chart attached.
Operations:
Productivity charts attached. Year to Date productivity should be 8% to meet our productivity target.
23
January productivity achievements for each provider were shared companywide. Our care coordination
department continues to underperform at the start of its third year.
PRODUCTIVITY PERFORMANCE TO TARGET 2015
Legend
Over 90%
75-90%
Under 75%
Jan
Feb
Mar
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Medical
Dental
Care Coordination
Behavioral Health
MSS
WIC
Goal is 90% or better of target.
Quality Goals:
We received Level 3 Patient Centered Medical Home certification for Longview, Kelso, and Woodland.
Wahkiakum’s application is still in review.
We’ve completed submission of the Uniform Data Set Quality of Care and Health Outcomes and
Disparities report. We had some issues with data integrity for how the denominator of some of the
measures was pulled and made appropriate corrections. In 2015 we will focus on improvement in these
and other core measures, as well as improvement in our patient satisfaction measures. This increased
focus will be reflected in the 2015 Continuous Quality Improvement/Assurance Plan that will be
presented to the Board for action at the April meeting.
Areas where we improved from 2013 are highlighted in green.
Quality of Care/Health Outcomes
2014
2013
2012
2011
Childhood Immunizations (2 Y Old - revised 2013 not
comparable to prior years)
72.37%
68.29%
20.00%
5.81%
Cervical Cancer Screening (Revised 2013 not comparable to
prior years)
48.57%
48.94%
43.56%
52.86%
Blood Pressure Control (<140/90)
70.81%
75.88%
73.59%
78.56%
Diabetes Control (HbA1C<9)
72.91%
77.02%
74.41%
69.30%
Depression Screening & Follow-up
49.98%
68.30%
74.00%
49.00%
3-5 year olds w recall dental service
38.50%
47.00%
55.00%
44.00%
Children & Adolescents w Weight Screening & Follow-up
35.70%
45.71%
58.57%
45.71%
Adults w Weight Screening & Follow-up
35.29%
23.97%
23.32%
24.29%
Tobacco Use Screening & Cessation
80.59%
57.81%
52.86%
50.00%
Asthma Treatment
83.90%
79.31%
85.71%
60.70%
Cholesterol Treatment
65.85%
65.34%
62.46%
Heart Attack/Stroke Treatment
77.58%
74.42%
72.07%
24
Quality of Care/Health Outcomes
Colorectal Cancer Screening
HIV Linkage Care
2014
2013
2012
36.37%
28.56%
24.29%
2011
60%
Other Goals - Community Collaboration:
Open enrollment has been extended, so our navigators and the navigators of our community partners
continue to help people enroll in Qualified Health Plans. Overall, we’ve had a very successful open
enrollment period.
25
FHC/DAPC Merged
Organization Chart
Effective 4/1/2015
CEO
Administrative
Services Coordinator
Medical Director
CIO
Procurement/
Training Specialist
Associate Medical
Director
Primary Care
Prescribing Providers
Help Desk Clerk
CFO
Community
Relations Liaison
Associate Dental
Director
Accountant(s)
Outreach &
Enrollment Worker(s)
Dentists
Accounting Clerk(s)
Dental Director
Behavioral Health
Prescribing Providers
Deputy Director/
COO
Facilities Manager
Behavioral Health
Director
Facilities & Kitchen
Staff
Behavioral Health
Site Manager(s)
Quality Director
Primary Care/Public
Health Director
Primary Care/Public
Health Site Managers
Billing Clerk(s)
Billing Clerk/Certified
Coder(s)
Human Resources
Manager
Behavioral Health
Clinicians & Support
Staff
Primary Care & Public
Health Staff
Human Resources
Specialist(s)
26
Human Resources
Assistant(s)
JANUARY - DEC. 2015
PATIENT ENCOUNTERS
Combined Medical
Achieved 2014
Achieved 2015
Target 2015
Variance 2015
YTD
48,864
4,550
65,940
(61,390)
YTD % J
78%
7%
Combined Dental
Achieved 2014
Achieved 2015
Target 2015
Variance 2015
YTD
21,529
1,877
29,160
(27,283)
YTD % J
101%
6%
Care Coordination
Achieved 2014
Achieved 2015
Target 2015
Variance 2015
YTD
4,713
345
7,932
(7,587)
YTD % J
50%
4%
Behavioral Health
Achieved 2014
Achieved 2015
Target 2015
Variance 2015
YTD
5,974
496
5,808
(5,312)
YTD % J
95%
9%
MSS
Achieved 2014
Achieved 2015
Target 2015
Variance 2015
YTD
4,237
394
4,548
(4,154)
YTD % J
93%
9%
27
F
3890
4550
5495
(945)
83%
M
A
S
O
N
D
4159
4369
4158
4337
4503
3813
4333
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
5495
(5,495)
M
A
M
J
J
A
S
O
N
D
1625
1892
1975
1855
1844
1867
1798
1685
1889
1683
1828
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
2430
(2,430)
M
A
M
J
J
A
S
430
387
433
403
421
428
410
661
(661)
661
(661)
661
(661)
661
(661)
661
(661)
661
(661)
661
(661)
M
A
M
J
J
A
O
381
661
(661)
S
N
377
661
(661)
O
D
288
329
661
(661)
N
661
(661)
D
483
516
647
474
571
592
453
459
511
367
446
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
484
(484)
F
297
394
379
15
104%
J
3993
F
455
496
484
12
102%
J
3966
F
426
345
661
(316)
52%
M
3864
F
1588
1877
2430
(553)
77%
A
3479
M
A
M
J
J
A
S
O
N
D
317
309
352
331
377
381
370
376
380
352
395
379
379
379
379
379
379
379
379
379
379
379
WIC
Achieved 2014
Achieved 2015
Target 2015
Variance 2014
28
YTD
17,658
1,521
20,856
(19,335)
YTD % J
84%
7%
F
1609
1521
1738
(217)
88%
M
A
M
J
J
A
S
O
N
D
1442
1488
1538
1326
1520
1541
1439
1425
1580
1314
1436
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
1738
(1,738)
Medical
6000
5000
4000
2014 Achieved
3000
2015 Achieved
2000
2015 Target
1000
0
J
F
M
A
M
J
J
A
S
O
N
D
Dental
3000
2500
2000
2014 Achieved
1500
2015 Achieved
1000
2015 Target
500
0
J
F
M
A
M
J
J
A
S
O
N
D
Care Coordination
700
600
500
400
2014 Achieved
300
2015 Achieved
2015 Target
200
100
0
J
29
F
M
A
M
J
J
A
S
O
N
D
Behavioral Health
700
600
500
400
2014 Achieved
300
2015 Achieved
2015 Target
200
100
0
J
F
M
A
M
J
J
A
S
O
N
D
Maternity Support Services
450
400
350
300
250
2014 Achieved
200
2015 Achieved
150
2015 Target
100
50
0
J
F
M
A
M
J
J
A
S
O
N
D
WIC
2000
1800
1600
1400
1200
1000
800
600
400
200
0
2014 Achieved
2015 Achieved
2015 Target
J
30
F
M
A
M
J
J
A
S
O
N
D
31
32
33
34
35
36
37
38
39
40
41
42
Revenues by Type thru January 2015
550,000
450,000
350,000
250,000
150,000
50,000
Jan Feb Mar
Apr May Jun
15 15 15
Jly Aug
15 15
Sep Oct
15 15
Nov
15 15
15 15
Patient Fees
Grants/Contracts
Capitation
Dec
15
Total Other
Revenues and Expenses thru January 2015
1,200,000
1,075,000
950,000
825,000
700,000
Jan Feb Mar
Apr May
15 15 15
Jun Jly
Aug Sep
15 15
Oct Nov
15 15
15 15
15 15
Total All Revenue
Dec
15
Total Expenses
Net Income Comparison Thru January
500000
400000
300000
200000
100000
0
-100000
Jan
Feb
Mar
Apr
May
Jun
Current Yr Net income/(loss)
43
Jly
Aug
Sep
Oct
Prior Yr Net income/(loss)
Nov
Dec
Revenue & Expense by Business Line
Through 1/31/15
1,500,000
1,000,000
500,000
0
Total Revenue & Support
44
Total Expense
Cowlitz Family Health Center
MEMO
DATE : March 4, 2015
TO
: Board of Directors
FROM
: Pam Spears, CFO
SUBJECT : 2015 Pricing Fee Analysis
__________________________________________
_____________________________
Request:
Consider a motion to the Board of Directors to approve the 2015 pricing fee analysis effective April 1, 2015.
Medical and Dental charges do not exceed 10% of the cost to provide those services with supply and vaccine
charges based on acquisition cost plus reasonable allocation of overhead to process those items.
History:
Medical and Dental charges are based on the cost to provide those services which is updated annually
through a fee analysis. Supplies and vaccine charges are based on acquisition cost plus a reasonable mark-up
to include overhead to process those items.
Each service we provide, whether medical or dental, has a relative value unit (RVU) assigned to it which tells
us how much labor time is necessary to provide that particular service. The pricing fee analysis uses that
RVU value per service and allocates our agency’s costs to that unit value to come up with the cost to provide
that patient service.
For example, if a routine office visit has a value of 2 RVU associated with that service and it costs our agency
$50 dollars per 1 RVU, the calculated charge for that office visit would be $100. (2 multiplied by $50 is $100).
Beginning January 1, 2015, Medicare payments are based on a national FQHC PPS rate that is adjusted up or
down based geography, or the centers established rate, which ever is less.
Fiscal Impact: The largest percentage of our client base has fixed fee rates of reimbursement; therefore
changes in charges have little impact on their rates. The fee changes do not affect those clients that are on a
100% sliding fee scale.
How does this support our mission statement?:
Annual monitoring and adjustment of our fees is necessary to ensure a stable and fiscally sound operation to
continue to provide quality services to our clients and is industry best practice.
Finance Staff Recommendation:
Consider a motion to the Board of Directors to approve the 2015 pricing fee analysis effective April 1, 2015.
45
Agree
Strongly
Agree
Somewhat
ISSUES RELATED TO THE BOARD’S OVERALL ROLE AND RESPONSIBILITIES
The Board seems to be unclear about what its role ought to be
The Board and the CEO sometimes seem to have different ideas about the
responsibilities and authority each should have
The Board never seems to have time to explore external challenges and
opportunities that the organization might face and decide whether these will
require changes in its future direction
The Board rarely holds “creative thinking” sessions aimed at trying to find
new ways the organization could develop
Plans exist on paper but they don’t get implemented. Other concerns drive
what actually gets done
The Board does not regularly assess how the organization is doing in
achieving the mission effectively and efficiently
The Board is confused about the role in fund raising for the organization
ISSUES RELATED TO THE BOARD’S FORMAL STRUCTURES AND OPERATING
PROCESS
Some Board committees are not all that useful anymore
Some Board committees are unclear as to their responsibilities and authority
The agenda for meetings is too full of “routine’ motions or items “for
information only”
Once the Board has finished discussing something, it is not clear who is going
to do what and when
A few members seem to dominate discussions and this discourages quieter
Board members from contributing
ISSUES RELATED TO THE COMPOSITION OF THE BOARD AND DEVELOPMENT
OF BOARD MEMBERS
We do not pay enough attention to deciding the kind of new Board members
we need and actively going out to recruit them
We don’t do a very good job of orienting and training new Board members
ISSUES RELATED TO THE INFORMAL CULTURE OF THE BOARD
The Board does not handle crises well. It either avoids dealing with them or
looks for someone to blame rather than resolving them
The Board does not regularly and systematically assess its own performance
and change itself if it thinks it can improve
As far as I know, many Board members have contacts among people who
might help the organization but they are not encouraged, or given the
opportunity, to make use of them
Little effort is made by Board members to get to know one another and
develop “team spirit” in the group
BOARD LEADERSHIP ISSUES
There is a kind of “inner group” that seems to run things on the Board and
those who are not part of it sometimes feel left out
As far as I know, the Board President is reluctant to speak to Board members
who don’t carry out their responsibilities properly
As far as I know, the relationship between the CEO and the Board President is
quite formal: they don’t talk much “off the record”
How could our Board improve our governance and support of FHC in 2015?
What educational topics or other presentations would enrich our Board performance in 2015?
Your Name (optional)
46
Disagree
Somewhat
Disagree
Strongly
Not Sure
Does
Not
Apply