Resource Library

Whether a board’s starting point is average performance or mediocrity, the journey to the top echelon of governance effectiveness cannot be achieved with a few quick steps. Board development is more like a marathon than a sprint.

Several events can lead to a decision to down-size a board. In some cases, the trigger is a merger or an acquisition in which seating all legacy directors would result in a large, unwieldy board or produce an imbalance favoring one of the combining parties. In other cases, a large board simply decides its present size is an impediment to efficient and effective governance.

With the recent rounds of health insurance company merger and acquisition activity, many hospital executives and their boards may be wondering if a provider-owned plan might make sense for them.

Establishing well-organized and consistent governance processes and procedures enables the board to be most productive, and ensures that its time is allocated to the most critical topics.

The tools that follow lay out a framework to assist you in that thinking and planning process with a focus on the competencies of individual trustees.

As the drumbeat of attention to governance effectiveness intensifies, the evaluation of individual directors is off-limits no more. Indeed, the New York Stock Exchange, Business Roundtable and National Association of Corporate Directors all recommend that corporate boards institute individual director assessment.

The role of a health care organization trustee gets more complicated and more sophisticated every day. Pressures are increasing simultaneously for higher quality, lower cost, more transparency and accountability, and use of evolving and evermore expensive technology.

Analytics can be a tool for constructively engaging physicians in health systems’ transition to value.

An aging population, increasing rates of chronic disease and the onset of value-based payment structures are among the many drivers that have moved hospitals and health systems in recent years to take a more prominent role in disease prevention, health promotion, and other public health initiatives.

Voluntary accreditation is considered to be an important symbol of a hospital’s commitment to high-quality, safe care. Some consumers look for accreditation when choosing a hospital. Many health care professionals believe it is an important indicator of the commitment to quality and safety they are looking for when choosing a place to practice.

Traditional community-based boards in health systems and hospitals have long been the stalwart of health care governance because of their value in connecting health care organizations to the communities they serve.

Carolinas HealthCare System’s Journey to Revamp Its Mission & Vision Statements to Better Represent the Heart of the Organization

Guided by their organization’s mission, vision and values, trustees must govern with their eye on the future, the well-being of patients, and the health of their communities.

Complex and diverse health care orgs require boards with a range of knowledge, skills and behaviors that can address their needs and challenges.

How well boards govern is influenced by a number of factors, among them, the knowledge and skills board members bring to their work.

The number of public quality scorecards for hospitals has increased exponentially in recent years as consumers take more interest in getting the most value for their health care dollar.

Boards that want to improve their approach to conflicts of interest and independence management do the following...

Health care CEOs may need a little help. How about hiring a chief of staff?

Health care is transforming to a value-based model, with the goals of improved care quality, access and outcomes for consumers, at lower costs. The means of achieving these goals is the effective management of health and health care services over the continuum of a population’s care and service needs.

How well boards govern is influenced by a number of factors, among them, the knowledge and skills board members bring to their work.