robit health

center

For 2012 E.C

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 1. Introduction -------------------------------------------------------
2. Name list and their position ------------------------------------
3. Roles and responsibilities of Board members
4. Terms of reference of Board team
4.1
4.2
4.3
4.4
5.

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Robit Health center Board member list and their position

No Full Name Board Responsible

1 *Ato NURYE HUSSEN Board manager

2 At o KEMAL ESHETU Vise board manager

3 Ato HABTAMU Member
SHIFERAW
4 *TADESSE BELAY Member
5 *ASNAKU KEBEDE Member

*community representative

Introduction
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 Ethiopian Federal Minister of Health /FMOH/ has been leading a sector
wide reform effort aimed at significantly improving the quality and accessibility of
health system. As part of this reform, health facilities throughout the country have
been stream lining their operational processes and building their capacities with a
view to making their services more effective and efficient. Recognize the
importance of strengthening management capabilities; the FMOH has given
priority to building the management capacities of hospitals.

Hospital leadership and governance arrangements are essential to ensure

effective and efficient hospital services that contribute to the health and well being
of the population served. Hospital leaders require a unique set of skills to both
manner their organization to liaise with external agencies and the local community.

To achieve this, hospitals should be governed by a governing board that is

responsible to appoint the CEO who in turn leads on all Hospital operations and
functions.

The governing boards can be defined as “the system by which an

organization directs controls and monitors its functions and its interactions with
stake holders.

As we mention the above to ensure the strategies the Hospital management

develops a TOR of hospital board members as follows.
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1. Roles and Responsibility of Board members

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Specific responsibilities of the governing body

A) Determine the organization mission, vision and values

It is the governing board’s responsibility to create and regularly review a statement of mission,
vision that articulates the organization’s goals.

A Mission statement can be defined as “purpose, reason for being” or simply “who we are and
what we do”

A Vision statement can be defined as “an image of the future we seek to create”

All strategies, plan and policies of the Hospital should be in accordance with the mission,
vision and values set by the governing board.

B) Establish corporate policies

The governing board should ensure that corporate policies are available to govern the operations
of the facility.

C) Ensure effective organizational planning

Governing boards must actively participate in an overall organizational planning process. This
includes examining and approving the strategic and annual plans of the hospital and ensuring that
such plans are in accordance with the mission, vision and values of the hospital and are aligned
with local, regional and national health sector priorities and targets.

D) Direct and supervise the overall activities of the hospital

Governing boards must monitor progress towards the goals and targets of the strategic and
annual plans. If the hospital is not on track to meet its stated plan the governing board must
identify the reason why and should assist the CEO and hospital management team to identify nad
implement solutions.

E) Provide proper financial oversight

The governing board must review and approve the hospital annual budget and implement proper
financial controls to follow up its utilization and ensure that the hospital operates within its
budget. This includes implementation of revenue retention and utilization as per the federal or
regional financial rules and regulations. Additional responsibilities include ensuring that internal
and external financial audits are carried out as required by legislation. The governing board
should regularly review audits reports and ensure that action is taken on any recommendations
made.
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F) Ensure adequate resources

The governing board must identify what constitutes adequate resources for the organization and
ensure the effective means to access these resources. Where necessary, the board and staff must
devise strategies and the means to improve revenues. Such mechanisms could include fee
revision, outsourcing of activities in accordance with the Regional financial rules and
regulations.

G) Oversee fee waiver and exemption system

The governing board must ensure the provision of health services to fee waived patients without
discrimination and must ensure the provision of exempted services as described in the regional
financial rules and regulations. Boards must ensure the reimbursement of fee waiver expenses
from the appropriate Fee Waiver Certificate issuing authorities.

H) Oversee quality management activities

The governing board must ensure that hospital services are provided to the highest possible
standard. the board should ensure that systems are in place for monitoring and evaluating the
quality and outcome of the patient care, customer services and use of resources. The board
should ensure there are appropriate mechanisms and activities to minimize risk, to identify and
correct problems, and to identify opportunities to improve patient care and services.

I) Select the Chief Executive Officer (General Manager)

Governing boards must ensure that the most qualified individual is appointed to the position of
the Chief Executive Officer (CEO), following the processes set out in Federal or Regional
Directives. The CEO should be qualified by education and experience appropriate to the
position. The authority and duties of the CEO must be defined and documented by the governing
board or appointing authority.

J) Support, monitor, and assess the performance of the CEO

The governing board should ensure that the performance of the CEO is assessed at least annually
by the board or appointing authority. Should the CEO fail to meet the expectations of the
governing board, his/her employment should be terminated, following the processes described by
Federal or Regional Directives.

K) Provide orientation for new board member and ensure ongoing education
for existing members
All governing boards should participate in ongoing education to assist members to carry out their
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role in the hospital. For newly appointed board members, there should be a planned orientation
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program that ensures members understand their responsibilities.

 L) Review effectiveness of its own performance
The governing board should periodically and comprehensive evaluate its own performance,
taking its consideration areas such as

 Regularity of and attendance at Board meetings

 Board vacancy rate (% of bard positions that have been filled)
 Knowledge, skills and awareness of board members on hospital operations, finance on
key issues affecting the hospital and any national, Regional and local health priorities.
 Approval of the strategic and annual plans by set deadline
 The relationship between the governing board, CEO and hospital Senior Management
Team,
 The relationship between the hospital and communities served by the hospital and
 Engagement with the wider health economy such as Woreda, zonal and regional health
departments and any local health partnerships.

M/Enhance the organization’s public standing

The governing board should clearly articulate the hospital’s mission, vision, values
accomplishments and goals to the public and garner support from the community.

4 Terms of reference of board member

4.1membership of governing board

T act on behalf of the community as a whole

T are interested and committed to serve as a board member
T have a variety of expertise as a collective whole, including finance, administration, public
health, government bureaucracy, legal and marketing
T maintain high ethical principles, integrity and competence
T deliver results while using resource wisely
T give management the full authority to run the hospital and do not “micro-manage” the
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hospital leader.
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T Commit the time required for meetings, dialogue, etc

 T Subscribe to the principles of accountability for themselves and others
T Prioritize the benefits of the hospital rather than personal benefits
T Are participatory in planning, decision making, and activities andDeclare any conflicts of
interest and excuse themselves from any decisions that have immediate benefit for
themselves, their families or their business interests.

A) Appointment of Board Members

Rules and procedures for the appointment of governing board members are described within
Federal and Regional proclamations, Regulation and Directives. In general, specialized, General
and District Hospital Board members are nominated by Zonal or Urban Administration and
appointed by the respective RHB, or by the FMOH for federal hospital. Boards are comprised of
between 5 to 7 members, or as specified in Federal and Regional Directives.

Governing Board members should be resident of the area where the hospital is established.
Additional factors to be taken into consideration when appointing board members include:

 Due consideration to gender and professional mix

 Community representation and
 Professional efficiency, time and experience that will enable the board member to
contribute to the improvement of the health sector.
B) Tenure of Board membership

The tenure of service of board member should be between 3-5 years, and board members may
serve a maximum of two terms, as determined by Federal and Regional Directives.

C) Revocation of Board membership

The membership of any board member should be revoked when:

a) The Board member has no interest to continue membership. In such circumstances the
Board member should give four to Six months advance notice (as determined by Federal
and Regional Directives) in writing to the Board Chair persons and RHB Head or
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Minister of Health
 b) The Board member changes residence address or leaves the office he/she represented
c) In the case of people’s or employee’s representative if the Board member loses the faith
or his/her constituency and a request is made by the constituency to replace him/her or
d) The board member has failed to ful fill the duties of his/her membership. This includes
considerations such as
i. Repeated absence from Board meetings without sufficient reason

Officers of the Board include:

a) The chair person

b) The Vice-Chair persons
c) The secretary

Additional Officers, such as immediate past chairperson may be appointed as necessary

a. roles of the chair person of a governing board

The governing board should be led by a chairperson, who is appointed by the RHB or FMOH
from among the Board members.

The main responsibilities of the chairperson are to:

A) preside over the Board

The chairperson should chair Board meeting and direct the overall functioning of the Board. The
chairperson should take the lead in clarifying the goals of the governing Board. This helps to
build a cohesive group and clarify expectations, while focusing the governing Board’s attention
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to the connection between its own performance and success the hospital
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B) convene and facilitate board meetings and set meeting agendas

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Major activities by robit health center governing
board for 2012 e.c
1/strength board meeting

By each period of meeting it has its own activities: for example:

Monthly meeting: monitor monthly performance,review

general activities,set action on monthly based gaps aswell general
gaps,

Quarterly meeting : arrange staff meeting,review

performance,review resourse,arrange hall town meeting

Bi annuallymeeting: arrange staff meeting,review performance,review

resourse,arrange hall town meeting, CEO evalution,plan
adjustmenet/review/ , income generation,

Annually meeting:plan for the next budget year, arrange staff

meeting,review performance,review resourse,arrange hall town
meeting, CEO evalution , income generation, identifie budget year
gaps

2/ arrenge general hospital conditions

Staff condition
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Work area condtion:hospital campus,buildings

 Cobble stone,ground

Maintenance of old building

Constraction of building as asandard

Construction of building below standard, temporary office

3/income generation procudgers from

Stake holders

Adminstrations

NGOs

Community

4/experience shairing from other hospital

5/ training for new board members

6/ others

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Below some action p oints for robit health center governing board for
2012

Sn activities strategy when Responsibl

o. e
1 Strength Adgust fixed meeting Monthly:1s All board
t
board period day of members
meeting Increase board next Chair,vise
awareness,about their month chair
acountblity& responsiblity Quarterly:
15th day of
4th month
6 month :
7th day of
7th month

Annually:1
5th day of
12th month
2 Make Cobblestone building,make November Board
comforta groud 2012 and members
ble work attraction,reinnovetion,cons on wards of local
area truction adminstra
And others ters
Chair
persone
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st
3 Performa Every 1 all
nce day of
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 review next
month
4 Income Adjust Telatone, prepare January All board
generatio proposal ,prepare action 20th and members
n point,community meeting on wards
5 CEO Time-time follow up Tir&hamili All
evalution e members
6 Expairanc Agust 29th
e shairing ,Nover
from ber15th
other &march
health 15th
center
7 Board 20th
traing septeber

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