Resource Library

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.

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.

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.

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

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

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.

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.

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.

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.

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.

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.

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

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.

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.

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

Throughout my years of serving on boards, I typically have done so as an outside trustee, someone who brings knowledge about health care issues in general and about governance in particular, to the board table. Boards composed primarily of community members, as hospital boards traditionally have been, often incorporate outside trustees within their membership to bring a fresh, external perspective into board discussions.