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10 Questions Boards Can Answer to Advance Equity
COVID-19 has served as a wake-up call to the inequities experienced by underserved and historically marginalized populations.
Board Leader Resources
Leadership DevelopmentPursuing Board Chair Excellence: Four Examples of Board Chair Selection Show What Can Go Rig
The Importance of Governing Boards in Developing a Behavioral Health Strategy
Hospital and health system boards can play a significant role in developing and guiding behavioral health strategy and working with community partners to address unmet health needs in the community and expand access to services.
When a Board Member Crosses the Line: Removing a Trustee Midterm
Holding board members accountable and addressing issues in a timely manner are essential to a successful boardroom culture.
Governance Leadership of Quality
Trustee Articles
A diagnostic tool and organization assessment can help boards address barriers to effective quality oversight.
Helping Boards Have Productive Conversations about Quality of Care
Trustee Articles
Health care boards that take a broader view of “quality” and incorporate measures that reflect this understanding are better able to assess performance in the right areas.
Governing in the New Quality, Safety Landscape
Trustee Articles
For effective oversight, boards must engage at three levels: see, own and solve.
Understanding Quality Scorecards: A Primer for Boards
Trustee Articles
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.
Governing for Quality in a "No-Outcome, No-Income" World
Trustee Articles
There’s hardly a health care board member, past or present, who hasn’t heard of the age-old governance mantra “no margin, no mission.” For years this simple phrase captured what most trustees came to believe was their primary obligation: to ensure the financial viability of their hospital or health system. Days cash on hand, debt coverage ratio and net operating margin were key measures that defined high or low performance.