Resource Library

Healthcare executive support can influence the value these organizations provide.

Incentive compensation plans are intended to focus executives’ attention on their organizations’ most vital priorities and initiatives. As health care organizations revise their business strategies to address the ongoing transformation of care delivery and payment, health care boards also need to reassess the structure and measures of performance in their executive incentive compensation plans.

This monograph offers guidance on proactively considering best practices in executive pay, including the changing role of incentive compensation, good governance practices to mitigate risk and choosing appropriate peer comparison data to support the compensation decision-making process.

What if the typical hospital board meeting — multiple hours spent on endless pages of financial data, slide after slide of bullet points and little time left for meaningful discussion — could be more engaging and less time-consuming? With some planning and practice, boards and senior executives can make this happen.

Sound policy management can support the board’s risk and compliance oversight responsibilities

This publication discusses observations and trends about system development and identifies models of governance that are emerging as new organizations form and determine what it really means to become a system. It also reviews issues and obstacles that can arise as models of governance change and suggests steps boards can take to address them on the path toward more effective system governance.

In July 2011, five national health associations jointly urged hospital and health system leaders to take three steps to help eliminate health disparities and improve quality of care. These steps called for increasing...

In the new era of health care, hospital boards must consider a different kind of leadership style

This monograph will focus on the Board’s role in plugging into how these processes are carried out within their organizations and on how the Board role is evolving. Among other things, we will address the characteristics of relationships among health care organizations and physicians that, if nurtured and respected, will enable the challenges of tomorrow to be more easily surmounted.

In some boardrooms, the topic of education for trustees elicits yawns, groans or even downright resistance. This may explain why findings from the AHA’s Center for Healthcare Governance 2014 National Health Care Governance Survey indicate a decline in every type of board education since the last survey...

A successful governance education process requires commitment, collaboration and consensus. Below is an outline of how a board of trustees may design a process that will ensure optimum development of leadership knowledge and effectiveness...

This 2014 National Health Care Governance Survey includes many questions from previous surveys that allow insightful comparisons of governance evolution over time. It also probes new areas to enable a better understanding about how hospital and health system boards are preparing for and responding to the transforming health care environment.

Succeeding in the care coordination environment means leaving behind the hospital business model.

Information technology can be the catalyst in transforming the health care delivery system

For boards to participate in shaping their new organization, they must be currently performing at an extremely high level. The following is a list of four practices that hospital and health system boards must be engaged in today, in order to be successful in the future.

Health care governing board members confront a complex and changing financial landscape in their role as stewards of health care organizations. Hospitals and health systems have faced slim bottom lines for an extended period that have reduced available dollars to invest in organizational advancement and forced many to change strategy, forego acquisition of new technology, delay physical plant improvements, reduce services and streamline staff.

With health reform comes increased demand for transparency about organizational performance and accountability. While most hospital and health system senior leaders realize this, board members, surprisingly, may not. As such, boards must have a clear understanding of their accountability to the organization’s stakeholders in order to govern effectively.

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.

The evolving U.S. health care system will demand more standardization, reduced variation in outcomes and lower costs, necessitating new care delivery methods. A variety of models may emerge but physicians are the one constant to any emerging care paradigm, making hospital physician alignment imperative.