Texas Health Resources' board members and senior leaders adhere to and advocate for our mission, vision, values and Promise, as well as our Code of Business Ethics and Governance Plan. Our leadership also expects accountability from each other, clinicians and employees alike as it improves the quality of care our patients receive, ensures deadlines and budgets are met, and drives continuous improvement. Accountability also reinforces our core value of Excellence, which boosts pride throughout our workplace as employees understand that their contributions make a difference.

We put a number of strategies in place to drive accountability for successfully fulfilling our mission, vision, values and Promise throughout the system. Some of these include:

  • Adopting appropriate standards of the Sarbanes-Oxley Act, which call for stronger board independence and fiscal oversight.
  • Incorporating best practices from industry consortia, such as the Patient Safety Culture Initiative and the Malcolm Baldrige criteria5.
  • Ensuring independence6 on hospital boards by including community representatives. This also meets Internal Revenue Service requirements for nonprofit, tax-exempt 501(c)(3) organizations.
  • Meeting annually to ensure major strategic initiatives align with our Promise.
  • Confirming managers adhere to budget and financial policies, sustain credit ratings and protect our organizational assets.
  • Auditing externally our financial statements and practices to ensure accuracy.
  • Evaluating progress being made on business priorities and strategic plans, the quality of care being delivered and whether stakeholder needs are being met.
  • Reviewing patient, physician and employee satisfaction surveys, and comparing findings with national and regional benchmarks.
  • Creating our own proprietary Approval, Authority and Responsibility Matrix for board members, leadership teams and management to provide uniformity and accountability for decisions being made throughout the system.


5 Malcolm Baldrige is the world's most widely accepted model for running an effective organization.
6 Those who do not have a direct financial, employment or contractual relationship with the organization or its affiliates.

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