Resource Library

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.

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.

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.

Guided by their organization’s mission, vision and values, trustees must govern with their eye on the future, the well-being of patients, and the health of their communities.

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.

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

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.

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.

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.

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.

The role of the board is to govern, not manage, the organization. To that end, the board carries out four roles.