Michael Peregrine

speaker

854 appearances 3 recordings 1 series first heard Jun 2026 last heard 4 Aug

Michael Peregrine’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 3 in all, peaking in Aug 2026 with 1.

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AHLA's Speaking of Health Law · Health Care Corporate Governance: Effective Board Committee Practice · 4 Aug 2026 podcast

If we don't, you know, absent that, the bylaws can provide some direction, but I think typically it's up to the governance committee to be responsible for monitoring the number of committees and their purposes.

Now, that can be kind of dry work, but it has to be done.

It's a topic that I think would be governed by factors of where does the board need assistance of real subject matter committee member experts who can drill down into the necessary detail.

Best examples,

audit executive compliance.

And certainly now as boards adopt tech committees.

I'm not sure that there's any set number of committees that a board should have.

And it wouldn't be super unusual for if the board, it would be super unusual for the board to act as a committee of the whole for some issues.

I've seen that happen.

It would be super unusual for the board to have no committees.

That would be an unbelievable red flag.

regulators and other third parties would ask the question, how can a board possibly address all of its responsibilities without the assistance of committees?

Most often, the question is answered by recognition of the clear topics of importance to board oversight and decision-making.

Where do we need the most help as a board?

And I think that guides the question of what committees we should form, what their scope is,

And it really, again, Rob, it goes back to what I said at the beginning, having that concept of purpose and understanding of what do we need committees for.

I would note that we're starting to see now more boards adopt a human capital committee as opposed just to an HR committee because of the growing recognition of workforce culture as a valued board asset and of the role of the board in overseeing AI-related layoffs.

So again, it's the concept of staying on top of what's developing

and maybe making mid-course corrections to existing committee charters as well as maybe adding new ones and maybe dropping some as well.

Yeah, I think the problem most often, Rob, is that

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