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Effective Governance of Health Systems
Governing a health system is different than governing a stand-alone hospital. All health system boards oversee and attempt to integrate different businesses regardless of the type of system they govern.
Evaluating a Super CIN Opportunity
Trustee Articles
Is participation in a super clinically integrated network (CIN) in your organization’s future? Here are some questions for health care organization boards and leadership to consider.
Eliminating Patient Harm
SNAPSHOT Hospitals that strive for high reliability aim to drive out the possibility of error and reject incremental improvements.
The Board’s Role in Advancing Healthier, More Equitable Communities
Hospital and health system board members play a critical role in prioritizing, understanding and collaborating to improve health equity.
August Affinity Group Session
GOVERNANCE AFFINITY GROUP SESSION
Difficult Conversations on Health Equity and a Board's Response
Courageous hospital and health system boar
Using a Scorecard for Strategic Results
Trustee Articles
Although scorecards that measure health system performance against established metrics have become an increasingly common and useful tool in the trustee’s governance toolbox, finding concrete, comprehensive ways to measure how well the organization is achieving its strategic goals — and, in turn, determining incentive compensation based on goal achievement — can be a daunting, ephemeral task. Here’s how one health care system has successfully connected all the dots.
Clarifying Expectations: A First Step in Developing Truly Effective Relationships Between CEOs and Trustees
Trustee Articles
This is the second in a series of collaborative leadership tools for CEOs. The first one presented a new model of collaborative leadership.This one focuses on clarifying trustees’ and CEOs’ expectations of each other. It
includes a simple exercise for helping trustees and CEOs refine the way they work together.
Principles and Best Practices for Effective Governance
Trustee Articles
The trustees of one health system were divided over how to structure the board. Some favored proportional representation from its acute care, nursing home and elder services divisions; others wanted all at-large members with no interests to promote.
The CEO of another health system had restructured so facility executives were directly accountable to corporate management for finances and operations. He wanted local boards to focus on strategic direction and oversight of quality, but local boards continued monthly monitoring of finances as they’d always done. Some trustees wondered what their role was.
Essential Skills for Todays CEO
The board is responsible for setting the hospital or health system’s mission and vision, and for engaging leaders and staff in working toward that vision.
Dousing clinician burnout
Slowly and surely, we’ve been burning out a generation of doctors and nurses. The numbers are startling: Over 50 percent of physicians report one or more symptoms of burnout.