FEATURE “The board must review committees’
activities, and then accept or reject any recommendations or send them back to committee for further review,” Jones says. “The takeaway here is ‘Know the medi- cal staff bylaws, what committees can be formed, what activities the govern- ing board delegates to medical staff and whether a medical director can take action between meetings or not.’ This will also provide a foundation for what must be documented in governing board minutes.”
Careful Presentation Contributes to Understanding “The manner in which you provide edu- cation and document the actions and re- sults of efforts related to regulations is critical,” says Robinson. “If you provide it in a way that engages the board, you are more likely to comply with the rules and benefit from the board’s involvement.
“If there’s anything I can convert into a colorful graph where they can better visualize the trend, whether it’s up or down, or how it will affect us—if I can make it colorful but keep it simple— it helps them so that they can more easily un- derstand it,” she adds. “They’re very con- ceptual when they can see things like that.” How you document your minutes from one meeting to the next is also im- portant, says Jones. Good organization will help your board to review what was covered in the previous meetings, ad- dress outstanding issues and move onto new items. One ASC she worked with recently,
says Jones, had exemplary minutes. “They were well laid out and clearly identified what was being presented to the board. The administrator included attachments and action plans. The gov- erning body knew what actions they had
Are you a leader?
requested of the staff, and the staff knew who was the next person to touch and do something with the board’s request. That actually gave them a template for the next meeting’s old business section.” Not only are board meetings an
opportunity to educate the governing board on rules and regulations, admin- istrators should use them to present what the ASC—and the administra- tor—has accomplished since the prior meeting, says Jones. “If administrators don’t tell their sto-
ry, the board doesn’t always understand what that person is doing,” she con- tinues. “I have seen where administra- tors get more things pushed on to them because the board doesn’t understand all of these other things that have to be accomplished from a management and oversight perspective that they’ve del- egated to their administrator to do. The
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24 ASC FOCUS JANUARY 2013
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