Governing Board Members Research Articles

Interview with James I. Rodriguez, FACHE, President and Chief Executive Officer of TexHealth Central Texas

James I. Rodriguez, FACHE, is president and CEO of TexHealth Central Texas in Austin. Prior to this role, Mr. Rodriguez held various leadership positions, including executive director of the University of Texas Medical Branch Galveston's three-share health benefits program and physician-hospital organization (PHO) administrator with Cincinnati Children's Hospital. In addition, he has held leadership positions with provider-owned HMOs, PPOs, and a Medicare Advantage plan.Mr. Rodriguez holds a bachelor's degree in marketing from Wright State University and is a Fellow of ACHE. He is a founding member of the National Multi-Share Coalition, a contributing member of the TexHealth Coalition, and a governing board member of the National Forum for Latino Healthcare Executives.Dr. O'Connor: You have had a long and successful career. What events in your career have been pivotal to your success?Mr. Rodriguez: I graduated from college in the mid-1970s and started a local carpet-cleaning business. That experience imbued me with an entrepreneurial spirit that has served me well. I have always been on the cutting edge of things. When I got married, my wife said, Jim, dress rehearsal is over, you have to get a real job! Because there were not many opportunities available in 1977, 1 took a job as an administrative assistant in a community mental health clinic, working in accounting doing billing and collections and keeping books, which was not my area of training; my business degree was in marketing. But it exposed me to the financial side of the business. Eventually, I started doing some consulting with other community mental health centers and preparing them for their audits with public accounting firms. In due course, I got my license as a public accountant. (In Ohio, you can be licensed without being a CPA; that is, you can be a public accountant.) That experience was good as it was a counterbalance to my marketing training. In 1985, 1 was on the cutting edge helping to start a Medicaid HMO in Ohio. I always wanted to be in healthcare, so it was a good transition because it took me to the payer side, which was important for my career development. Over the years, I was either managing health centers, in leadership positions with payer organizations, or consulting.Later, I was in a small boutique consulting group that was on the edge of the PHO movement in the 1990s when hospitals were buying physician practices. That was when I knew that healthcare was for me, as it exposed me to the things necessary for private practice operations as we were buying physician practices. We built big PHO entities. Those are a few of the key work experiences that allowed me to become a better-rounded leader. Today, folks tend to go unidirectional. That is to say, if they are in accounting, they stay in accounting; they usually don't get experience in the marketing area, and so on. To be a well-rounded individual in a leadership position, one needs to broaden one's experiences by working on both sides of the fence.Dr. O'Connor: What are multi-share health plans? How do they work? What are the benefits and challenges associated with such plans?Mr. Rodriguez: A multi-share plan is like a health benefits program. The Texas Legislature paved the way for such plans to become legal entities. While we are not an actual insurance company, we function very much like a PPO insurer. Basically, we offer limited health benefits programs to small businesses. For example, caps on the number of annual physician visits an enrollee can make are fairly common in today's market, but back in 2007, when we first started these plans, such limits were less common. These plans bring down the cost because of the limits. Essentially, a multi-share plan collects the premium from three different channels. One channel is the employer. The second channel is the employee, who must make a contribution. The third is an outside organization. This third channel could provide grant funding from state or local government or other outside sources. …

2011 Society for Applied Spectroscopy Officer Profiles and Governing Board Member Profiles

2011 Society for Applied Spectroscopy Officer Profiles and Governing Board Member Profiles

Public Organizations as Principals in an Era of New Governance: Evidence from the U.S. Low Income Housing Tax Credit Program

This paper provides an empirical analysis of a policy tool characteristic of the New Governance, the U.S. Low Income Housing Tax Credit. The program provides a financial incentive through the federal tax code for private-sector developers to construct or substantially rehabilitate rental housing for low-income households. Implementation is devolved upon the states, and each state housing credit agency has wide discretion in how it structures the competition for this subsidy. Further, private-sector developers who participate have substantial authority and discretion in the implementation process. Thus, policy implementation involves managing a classic principal-agent relationship. Results indicate that the degree of political hierarchy exercised over the public organizations responsible for managing implementation activities is very important. In addition, the professional orientation of governing board members was critical. Those states performing better had boards with stronger representation by those whose primary professional activities involve serving low-income households and were not dominated by members of the real estate industry.

Officer Profiles and Governing Board Member Profiles SAS Members May Vote Electronically at www.electionsonline.us or Will Be Mailed Ballots for Voting as Requested

Officer Profiles and Governing Board Member Profiles SAS Members May Vote Electronically at www.electionsonline.us or Will Be Mailed Ballots for Voting as Requested

ESA 2010 Election Results

The following members have been selected to serve as Society officers, Governing Board members, and committee members. Their terms begin at the end of the 2010 Annual Meeting in Pittsburgh, unless otherwise specified. Steward Pickett (President-Elect August 2010–August 2011, President August 2011–August 2012, Past-President August 2012–August 2013) Debra Peters (Vice President for Science, August 2010–August 2013) Charles Canham (Secretary, August 2010–August 2013) Lisa Graumlich (Member-at-Large, August 2010–August 2012) Andrea Lloyd (Member-at-Large, August 2010–August 2012) Judi Durda and Steve Archer, Members of the Board of Professional Certification (January 2010–December 2012)

Annual Reports To Council Ecological Society of America August 2009

<i>Annual Reports To Council</i> Ecological Society of America August 2009

Officer Profiles and Governing Board Member Profiles SAS Members May Vote Electronically at www.electionsonline.us or Will Be Mailed Ballots for Voting as Requested

Officer Profiles and Governing Board Member Profiles SAS Members May Vote Electronically at www.electionsonline.us or Will Be Mailed Ballots for Voting as Requested

Minutes of the ESA Council 5 August 2007 San Jose, California

Minutes of the ESA Council 5 August 2007 San Jose, California

Responses of Medical Schools to Institutional Conflicts of Interest

Institutional financial conflicts of interest may affect research results. No national data exist on the extent to which US medical schools have formally responded to challenges associated with institutional conflicts of interest (ICOI). To assess the current state of ICOI policies and practices in US medical schools using the recommendations issued by 2 national higher education and research organizations as the standard. National survey of deans of all 125 accredited allopathic medical schools in the United States, administered between February 2006 and December 2006. The extent to which medical schools have adopted ICOI policies applicable to their institution and to their institutional officials; the scope of these policies in terms of those covered entities, offices, and financial relationships; the existence of recommended organizational structures as means to address ICOI; and the institutions' linkages between ICOI and their institutional review boards (IRBs). Responses were received from a total of 86 (69%) of 125 US medical schools. Although only 30 (38%) respondents (not all overall respondents answered all questions) have adopted an ICOI policy applicable to financial interests held by the institutions, a much higher number have adopted ICOI policies applicable to the financial interests of the officials: 55 (71%) for senior officials, 55 (69%) for midlevel officials, 62 (81%) for IRB members, and 51 (66%) for governing board members. Most institutions treat as potential ICOI the financial interests held by an institutional research official for a research sponsor (43 [78%]) or for a product that is the subject of research (43 [78%]). The majority of institutions have adopted organizational structures that separate research responsibility from investment management and from technology transfer responsibility. Gaps exist in institutions informing their IRBs of potential ICOI in research projects under review. This study provides the first national data on the existence and nature of policies and practices of US medical schools for addressing potential ICOI. The gaps identified suggest the need for continuing attention by the academic medical community to address the challenges presented by ICOI more consistently and comprehensively.

Officer Profiles, Governing Board Member Profiles, and Constitutional Changes SAS Members May Vote Electronically at WWW.ELECTIONSONLINE.US

Officer Profiles, Governing Board Member Profiles, and Constitutional Changes SAS Members May Vote Electronically at WWW.ELECTIONSONLINE.US

The Infrastructure “Crisis”?

Much has been written about the infrastructure “crisis” facing water and wastewater utilities. Today's utility managers and governing board members are in a position to mobilize and sustain proactive investments in utility infrastructure asset management to prevent catastrophic or disastrous conditions from developing. When asset management initiatives are grouped into a coherent risk management program, it is possible to see the connections between a given level of capital replacement and the necessary repair, rehabilitation, and condition assessment. In turn, board members can better appreciate risk management and begin to make the case for ramping up key expenditures. In addition to providing a risk management framework, asset management is a continuous improvement process that facilitates knowledge transfer from one generation of managers and board members to the next. It also provides direction for research and development of repair and replacement technologies and a better understanding of sustainable service levels.

Hospital Leadership and Quality Improvement

The sine qua non of leadership is high performance. Many studies and commentaries have shown that the quality of care in America is not what it ought to be. This performance gap has been attributed to failures in leadership that were perpetuated over the decades by ineffective organizational structures and processes as well as apathy, neglect, and a lack of individual and collective will. Based upon interviews in 18 community hospitals with 96 hospital leaders including CEOs, CMOs, and governing board members, this qualitative study examined interest and involvement in quality improvement. Although a high level of rhetoric in support of quality improvement exists, the reality is that the performance gap continues to persist. The authors conclude that the "three-legged stool" is in need of substantial repair. New resources, rethinking, and redesign of structures and processes are vital steps. Construction and implementation of reliable and valid measures of organizational performance are also imperative.

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Learning to Drive the Transportation System

Members of a key set of players in the transportation planning process achieve positions of influence, not by virtue of training or experience in the field, but by virtue of popular election. These individuals often begin their service on metropolitan planning organization (MPO) governing boards with little or no background in transportation planning. What would it take to provide these “lay” governing board members with the knowledge they need to be effective decision makers in the transportation planning process? A study of MPO planning participants in Florida sought to answer this question. A combination of focus groups and survey research was used to develop a priority ranking of broad subject areas and a critical short list of key concepts for training MPO governing board members. While MPO structures and practices vary from state to state, MPO staff and other transportation professionals from across the country will find the research results described in this paper valuable when considering the probable training needs of their own MPO participants.

Learning to Drive the Transportation System: Study of Training Needs of Metropolitan Planning Organization Participants in Florida

Members of a key set of players in the transportation planning process achieve positions of influence, not by virtue of training or experience in the field, but by virtue of popular election. These individuals often begin their service on metropolitan planning organization (MPO) governing boards with little or no background in transportation planning. What would it take to provide these lay governing board members with the knowledge they need to be effective decision makers in the transportation planning process? A study of MPO planning participants in Florida sought to answer this question. A combination of focus groups and survey research was used to develop a priority ranking of broad subject areas and a critical short list of key concepts for training MPO governing board members. While MPO structures and practices vary from state to state, MPO staff and other transportation professionals from across the country will find the research results described in this paper valuable when considering the prob...

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

SAS Officer Candidate Profiles.

SAS Officer Candidate Profiles.

Officer and Governing Board Member Profiles SAS Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Officer and Governing Board Member Profiles SAS Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Officer and Governing Board Member Profiles Sas Members May Vote Electronically at Iballot.Com or Will Be Mailed Ballots for Voting as Requested

Organizational Structures and Perceived Cultures of Community-Charter Schools in Ohio

The claim that autonomy in the classroom and freedom from bureaucracy will stimulate innovation in teaching and learning and result in improved student achievement is based on an assumption that all bureaucracy is bad. The that Ms. Fox studied suggest, however, that this assumption is facile at best. IN FALL 1997, Ohio adopted a plan for the implementation of in its eight largest urban school districts in fall 1998. Subsequent legislation allowed the establishment of in any of Ohio's 21 large urban districts or in any school district declared by the state board of education to be in a situation of academic emergency. Because all private and public in Ohio receive charters from the state, these new kinds of are referred to as community-charter schools or As I've done in the title, I'll use these terms throughout the rest of this article to distinguish Ohio's from those in other states and from the general concept of schools. Charter school advocates claim that will be successful primarily because they are free from rules, regulations, and the weight of bureaucracy -- normal aspects of public school systems. They believe that will provide better student performance in exchange for this autonomy.1 According to Bruno Manno and his colleagues, the charter concept is simple but powerful: sound school choices can be provided to families under the umbrella of public education without micromanagement by government bureaucracies.2 This anti-bureaucratic ideology contends that the top-down bureaucratic system, with all its rules and regulations from state and local education agencies, inhibits efforts to innovate in public schools.3 The idea that freedom from rules and regulations will guarantee innovative practices in governance as well as in teaching and learning provides a basis for the argument favoring autonomy within a school structure.4 Many school advocates the notion that educational innovations develop best from decentralized, bottom-up sources.5 Charter present an opportunity to the power from bureaucracies to the themselves and ultimately to the individuals responsible for them -- educators, parents, and students.6 The from bureaucratic to autonomous governance brings potential for expanded, inclusive, and localized democratic decision making.7 This shift allows individual to make most of their own decisions regarding budget, personnel, curriculum, and instructional program. Some argue that, in each school, only those closest to the students -- teachers, support staff members, administrators, and parents -- should make the necessary decisions regarding restructuring.8 Waivers from bureaucratic rules and regulations create the potential for innovations that could result in increased academic achievement for students.9 However, the assumption that autonomy will result in governance structures that support grassroots involvement in decision making and so lead to more innovative educational environments has been examined in only a few studies.10 In a qualitative case study of four of Ohio's community-supported schools, I sought to describe the organizational structures of the to determine who was involved in making formal and informal decisions affecting life in the and whether those structures supported empowerment of the staff in grassroots governance.11 My descriptive study addressed the question of whether participants perceived their schools' cultures to be conducive to enhanced learning environments for students. Eighteen teachers, four administrators, and one governing board member took part in individual interviews and focus groups, all conducted at their school sites. The initial group of three used for this qualitative case study were selected from the 15 opened in large urban districts in Ohio during the 1998-99 school year. …