1. WHO IS RESPONSIBLE

2. LONG TERM GOALS CHIEF EXECUTIVE – RECOMMENDS/ PROVIDES INPUT BOARD – APPROVES (MORE THAN 1 YEAR)

3. SHORT TERM GOALS CHIEF EXECUTIVE – ESTABLISHES/IMPLEMENTS BOARD – MONITORS

4. DAY TO DAY OPERATION CHIEF EXECUTIVE – DAILY MANAGEMENT BOARD – NO ROLE

5. BUDGET CHIEF EXECUTIVE – DEVELOPS/RECOMMENDS BOARD – APPROVES

6. CAPITAL PURCHASES CHIEF EXECUTIVE – PREPARES REQUEST BOARD – APPROVES

7. DECISIONS ON BUILDING, RENOVATIONS, LEASING AND EXPANSION EXPANSION CHIEF EXECUTIVE – RECOMMENDS/SIGN CONTRACTS BOARD – MAKES DECISION/ASSUME RESPONSIBILITY

8. SUPPLY PURCHASES AUDIT TRAIL CHIEF EXECUTIVE – IMPLEMENTS POLICY/LEAVES ADEQUATE BOARD – ESTABLISHES POLICY AND BUDGET FOR SUPPLIES

9. MAJOR REPAIRS CHIEF EXECUTIVE – OBTAIN ESTIMATES/PREPARES BOARD – APPROVES RECOMMENDATIONS

10. MINOR REPAIRS CHIEF EXECUTIVE – AUTHORIZES TO PREARRANGED AMOUNT BOARD – POLICY SHOULD INCLUDE AMOUNT

11. EMERGENCY REPAIRS CHIEF EXECUTIVE – NOTIFIES BOARD CHAIR/ACTS WITH BOARD – WORKS WITH CEO CONCURRENCE

12. CLEANING AND MAINTENANCE CHIEF EXECUTIVE – ARRANGES SCHEDULE BOARD – NO ROLE (0VERSIGHT ONLY)

13. FEES CHIEF EXECUTIVE – DEVELOPS FEE SCHEDULE BOARD – ADOPTS POLICY

14. BILLING, CREDIT & COLLECTIONS CHIEF EXECUTIVE – PROPOSES POLICY/ IMPLEMENTS BOARD – ADOPTS POLICY

15. HIRING OF STAFF CHIEF EXECUTIVE – APPROVES ALL HIRING BOARD – NO ROLE

16. CREDENTIALING AND PRIVILEGING CHIEF EXECUTIVE – PROVIDES PEER RECOMMENDATIONS BOARD – APPROVES

17. STAFF DEVELOPMENT AND ASSIGNMENT CHIEF EXECUTIVE – ESTABLISHES BOARD – NO ROLE

18. FIRING OF STAFF CHIEF EXECUTIVE – MAKES ALL FINAL DETERMINATIONS BOARD – NO ROLE

19. STAFF GRIEVANCES CHIEF EXECUTIVE – MEDIATES BOARD – NO ROLE

20. PERSONELL POLICIES CHIEF EXECUTIVE – RECOMMENDS/ ADMINISTERS BOARD – ADOPTS

21. STAFF SALARIES CHIEF EXECUTIVE – APPROVES/SOLICIT STAFF RECOMMENDATIONS BOARD – ALLOCATES LINE ITEM FOR SALARIES IN BUDGET

22. STAFF EVALUATIONS CHIEF EXECUTIVE – EVALUATES OTHER STAFF BOARD – EVALUATES ONLY CEO

23. THE LINE BETWEEN GOVERNANCE BOARD WORK MANAGEMENT STAFF WORK

24. PLANINNG FUNCTIONS OF MANAGEMENT – DECIDING IN ADVANCE WHAT IS TO BE DONE IN THE FUTURE. MISSION STATEMENT STARTEGIC PLAN FINANCIAL PLAN/BUDGET QUALITY PLANS AND STANDARDS OPERATIONAL PLAN

25. PLANNING BOARD RESPONSIBILITY – ADOPT A MISSION STATEMENT AND SET DIRECTION FOR THE ORGANIZATION – MAKE SURE PLANNING GETS DONE, ASK GOOD QUESTIONS, AND APPROVE THE PLANS – HELP DEVELOP THE ANNUAL BUDGET AND APPROVE THE BUDGET

26. PLANNING CEO RESPONSIBILITY (WITH DELEGATION OF STAFF) – CREATE IMPLEMENET PLASN TO SUPPORT THE MISSION AND DIRECTION BY BOARD, WITH ACTION STEPS AND TIMELINES. – DEVELOP THE ANNUAL BUDGET AND SUBMIT TO BOARD FOR APPROVAL – RECOMMEND OPERATIONAL DECISIONS: e.g. CLINIC HOURS, PATIENT FEES, ECT.

27. ORGANIZING FUNCTIONS OF MANAGEMENT – GROUPING AND ASSIGNING ACTIVITIES, ESTABLISHES FORMAL AUTHORITY LINES. ORGANIZATIONAL CHART COMMITTEE STRUCTURE PROGRAMS SERVICES

28. ORGANIZING BOARD RESPONSIBILITY – CREATE BY-LAWS, ESTABLISH COMMITTEES. – EVALUATE PROGRAMS/SERVICES TO MAKE SURE THEY SUPPORT THE MISSION. – APPROVE PROGRAMS/SERVICES.

29. ORGANIZING CEO REPSONISBILITY (WITH DELEGATION OF STAFF) – ADVISE AND ASSIST BOARD COMMITTEES. – CREATE AND IMPLEMENT WORK PLANS FOR PROGRAMS AND SERVICES, INCLUDING GOALS AND OBJECTIVES.

30. STAFFING FUNCTIONS OF MANAGEMENT – SELECTING, HIRING, TRAINING, DEVELOPING, AND COMPENSATING EMPLOYEES. COMPENSATION HANDBOOK EMPLOYEE HANDBOOK PERSONEL POLICIES

31. STAFIING BOARD RESPONSIBILITY – SELECT AND TRAIN BOARD MEMBERS. ASSESS THE BOARD PERFORMANCE – SELECT, EVALUATE, SUPPORT THE CEO – APPROVE THE COMPENSATION PLAN – APPROVE THE HANDBOOK AND PERSONEL POLICIES.

32. STAFFING CEO RESPONSIBILITY (WITH DELGATION OF STAFF) – SELECT, EVALUATE, DISCIPLINE, REWARD AND TERMINATE STAFF. – RESOLVE EMPLOYEE CONFLICTS AND ADDRESS EMPLOYEE ISSUES AND CONCERNS. – DEVELOP AND IMPLEMENT THE COMPENSATION PLAN – DEVELOP AND IMPLEMENT THE HANDBOOK AND PERSONEL POLICIES

33. DIRECTING AND CONTROLLING FUNCTIONS OF MANAGEMENT – ISSUING INSTRUCTIONS, GUIDING AND OVERSEEING TASKS, MONITORING RESULTS, GIVING AND RECEIVING FEEDBACK, TAKING CORRECTIVE ACTIONS. COMMITTEE REPORTS PROGRAM/SERVICE UPDATES

34. DIRECTING AND CONTROLLING BOARD RESPONSIBILITY – SCHEDULE BOARD MEETINGS, REVIEW COMMITTEE REPORTS, ASK PERTINENT QUESTIONS – REVIEW THE WORK AND OUTCOMES ACHIEVED THROUGH PROGRAMS AND SERVICES, ASK PERTINENT QUESTIONS. – REVIEW PROGRESS ON ALL PLANS INCLLUDING STRATEGIC PLAN, ANNUAL PLANS AND BUDGETS.

35. DIRECTING AND CONTROLLING CEO RESPSONSIBILITY (WITH DELEGATION OF STAFF) – PREPARE PROGRESS REPORTS FOR BOARD AND ALL COMMITTEES. – DIRECT STAFF IN COMPLETING WORK AND ACHIEVING OUTCOMES.