Board Vacancy

The Campbell County Health (CCH) Board of Trustees is now accepting applications for a trustee to fill a vacancy of Trustee Randy Hite.

Application is closed.

The new trustee will serve out the remaining term of the member they replace, which in this case is November 2020.

Applications may also be picked up at CCH Administration, located at Campbell County Memorial Hospital, 501 S. Burma Avenue, near the Human Resources Department on the Ground Floor. Completed applications can be emailed using the online form, sent to ellen.rehard@cchwyo.org, dropped off at CCH Administration, or mailed to CCH at P.O. Box 3011, Gillette, WY 82717-3011.

What does it mean to be a Hospital District Board member?

Everything we do, discuss and spend should advance our mission. It is the stated purpose of our organization. If and when it needs updating, we’ll plan a retreat to discuss its relevance. A mission statement may also be supported by vision and values (guiding principles) statements.

• CCH Mission Statement: Serving our community by providing a lifetime of care, with dedication, skill, and compassion.
• CCH Vision Statement: CCH will be the first choice for health and wellness in Wyoming by providing Excellence Every Day.

The six priorities of a Hospital Board:

1. Hiring and retaining an effective CEO
   One of the most important jobs of the governing board is selecting and retaining an effective CEO. The CEO is the link between the day-to-day operations of the organization and the board. He/she is responsible for leading the organization to carry out the vision developed with the governing board. Each board is unique, and there is no single right way to identify precisely which responsibilities lie with the board, and which lie with the CEO. Therefore, it is imperative that the CEO and the governing board work cooperatively to identify respective roles and relationships. Continuing review and evaluation of the CEO by the board is then necessary to ensure that the responsibilities are being appropriately carried out.
2. Mission development, and long-range planning
   The responsibility and authority for determining the organization’s mission, the statement that defines what the organization is and why it exists, lies with the governing board. The board is also responsible for working with senior management to develop the goals, objectives and policies that grow out of, and are measured against, the mission statement. The long-range strategic plan should be created using the mission statement as its guide, and should identify major goals and strategies to achieve these goals. The plan should be reviewed regularly to assess its ability to meet and further the mission of the organization.
3. Ensuring high quality care
   The board is ultimately responsible for ensuring that high quality care is consistently and effectively delivered to patients. The governing board is responsible for ensuring that the staff has the support and resources necessary to enable them to fulfill their roles. The board is also responsible for reviewing the quality of medical care delivered in the hospital through the quality assurance program.
4. Oversight of medical staff credentialing
   A major function of the hospital governing board is the establishment and use of effective policies and procedures for appointment (and reappointment) of physicians to the medical staff. The board itself is not actually responsible for the collection and validation of information used to evaluate potential medical staff. However, the board must be familiar with the criteria for medical staff appointments and reappointments in order to ensure that the organization is following the appropriate procedures in evaluation of potential applicants.
5. Financial oversight
   a. A hospital board’s responsibilities in financial oversight are critical, as payment sources and systems are constantly changing and becoming more and more complex.
   b. Boards have the broad responsibility of protecting the limited resources of both the organization and the community. In addition, the board must ensure the cost-effective utilization of resources and the establishment of both long-range and short-range financial plans. The board should periodically review financial reports, ensure that adequate capital is available for the organization’s investment strategies, and actively participate in and encourage regular philanthropic efforts.
6. Board education and development, including self-evaluation
   Governing boards should continually strive to understand the hospital’s programs, services and needs, and the impacts of environmental trends on the organization’s long-term direction. Performance measures should be established, and the board should conduct an annual self-evaluation. Effective boards plan and manage by continuously learning about themselves and their changing environment. Continuing education is a necessity to keep leadership current on key issues, and to perpetuate high quality care. Governing board members must engage in continuous governance improvement, enhance the quality of board thinking, and make a firm commitment to improvement. In addition, board members must develop a high level of understanding, not only of the hospital and the health care field but of the areas most critical to organizational effectiveness and performance, in order to make fast and informed decisions when the need arises.

Legal requirements of Non-Profit Boards:

• Duty of Care-Making responsible decisions and providing appropriate oversight
• Duty of Loyalty-Avoiding conflicts of interest or self-interest
• Duty of Obedience-Obeying all applicable laws, regulations, statutes, and bylaws

August 23, 2019: CCH Trustees Accepting Applications for Board Vacancy

The Campbell County Health (CCH) Board of Trustees is now accepting applications for a trustee to fill the vacancy of Randy Hite. Applications can be completed online, downloaded a, or can be picked up at CCH Administration, located at 501 S. Burma Avenue, near the Human Resources Department on the Ground Floor. Completed applications can be emailed using the online form, dropped off at CCH Administration, or mailed to CCH at P.O. Box 3011, Gillette, WY 82717-3011. Application deadline is Monday, September 23, 2019 at 5 pm.

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