Resource Library

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

In pursuit of its longstanding vision of a “society of healthy communities where all individuals reach their highest potential for health,” the American Hospital Association supports hospitals, health systems and related organizations in engaging in strategic initiatives that together create a path toward advancing health in America.

The uncertainty and complexity of today’s rapidly transforming health care environment requires dynamic CEO leadership more than ever. A sound and steady relationship between the board and CEO helps support the CEO during this turbulent time and, in turn, a close and productive partnership between the board and CEO helps ensure the board’s vision and strategic direction are carried out.

Cybersecurity is an important issue for both the public and private sector. At a time when so many of our activities depend on information systems and technology, it is not surprising that, when we think about our organizations’ vulnerabilities, our information infrastructure must be high on the list.

It would be hard to disagree with the notion that board development is essential to effective trusteeship. Anyone who has sat on the board of a hospital or health system knows that health care is recognized as one of the most complex sectors.

Telehealth connects patients to vital health care services though videoconferencing, remote monitoring, electronic consults and wireless communications.

Organizations pursuing Baldrige recognition must demonstrate how they carry out their governance in eight areas of responsibility.

For hospitals and health systems interoperability means applying this concept to the sharing of information in electronic health records (EHRs) and other health information through a fluid process that gives multiple providers in multiple locations actionable information to support safe and quality care and to engage patients in their own care.

By Mary K. Totten and Pamela R. Knecht In today’s health care environment, the need for collaboration has perhaps never been stronger, with hospitals and health systems pursuing partnerships in a number of ways, including alliances, networks, affiliations and, at times, full mergers and acquisitions. In both the for-profit and nonprofit sectors, one form of collaboration — joint ventures — has long been viewed as a sound strategy for achieving multiple objectives.

This primer provides an overview of the MACRA law and includes questions to help boards, executives and clinical leaders discuss its impact on their organization.

A Comparison of External Quality and Safety Scorecards

The following is intended to be an example that boards may adapt to meet their individual chief executive officer (CEO) evaluation needs.

As health care organizations become more complex and diverse, their governance requires individuals with a range of knowledge, skills and behaviors that can address the needs and challenges of these evolving enterprises. As their organizations mature, effective boards update how their members are selected, often moving away from informal, relationship based board composition to a more intentional, competency-based process.

Elevate your healthcare experience with Carolinas Healthcare System. Learn about their mission to provide healthcare and related services.

Hospital and health system boards and leadership can advance their understanding of population health and how population health management fits into organizational priorities by considering the following questions.

New board members need more than a briefing on their organization — and the role they play in it

Scorecards aren’t going away: consumers want help distinguishing one hospital from another, and these reports offer the promise of synthesizing complex information for worried patients.

Hospital and health system boards and leadership can advance their understanding of telehealth and how it fits into organizational priorities by considering the following questions.

This Conflicts of Interest and Documentation Policy (“Policy”) applies to all directors and officers of ....

The inspiring “Bridging Worlds” roadmap is just one of many resources SHSMD offers its members in healthcare planning, marketing, communications, physician relations, and business development.