Board Competencies
Strategic Visioning
· Conceptualize and articulate HFMA’s future state that advances mission to make a difference
· Promotes and rewards appropriate risk taking
· Challenges the status quo
Mission Driven
· Ties decisions and actions to mission and values
· Goes behind the numbers – rationale for goal achievement
· Relates broader mission to specific actions of the Association
Results Orientation
· Establishes with management clear and measurable objectives aimed at achieving mission and vision
· Engages in crucial conversations with management and other board members related to what is being done and why
· Holds management and board accountable for achievement of strategies to achieve objectives
Thought Leadership
· Clearly articulates perspectives on key issues facing members
· Synthesizes with management input from a variety of sources into key positions and approaches
· Holds a broader view of health system challenges than a single organization or geographic area
Relationships
· Serves as the “face of HFMA” to key audiences, especially at local or regional levels
· Engages or helps management engage in dialog with key internal and external stakeholders
· Understands role of governance vs. staff in goal and objectives achievement
Demeanor
· Opinionated, but strives for consensus
· Demonstrates a high level of integrity
· Ability to commit time necessary to contribute effectively