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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.
Population Health Resources for Boards
The AHA provides links to population health resources for boards.
Quality and Professional Affairs Committee Charter
Board and Committee Charters
The Quality Committee assists the board in overseeing and ensuring the quality of clinical care, patient safety, and customer service provided throughout the organization.
Governing in the New Quality, Safety Landscape
Trustee Articles
For effective oversight, boards must engage at three levels: see, own and solve.
Governance Quality Engagement Diagnostic
Checklists
This diagnostic is designed to help boards and organization leaders identify challenges that may be impeding efforts to improve quality. Developed by Jim Conway, this resource draws on 20 years of personal governance experience as well as learning from the literature and the shared experience of trustees, executives, patients, family members, staff, teachers, and students.
Two-Part Discussion on Diversity and the Future of Boards
Three trustee leaders answer questions about advancing board diversity and how governance may evolve in an ever-changing health care environment.
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.
Improving Quality Through Physician Engagement
Trustee Articles
From accountable care organizations to clinical integration, forging a close bond between physicians and hospitals for improved quality results is now an imperative.
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.