Resource Library

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.

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.

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.

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.

New board members need more than a briefing on their organization — and the role they play in it

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.

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.

All new board members should participate in an orientation process shortly after election to the board. To design your board’s orientation process, consider these best practices.

Expert guidance to help leaders set priorities, make the right decisions and improve results...

To expedite the conduct of routine business during board meetings in order to allocate more meeting time to education and discussion of substantive issues.

From time to time as provided in the bylaws, the Board may designate the Vice Chairperson as a Chair-Elect. In such cases, the Chair-Elect’s responsibilities go beyond the usual role of a Vice Chair to lead the board in the Chairperson’s absence. The responsibilities of a Chair Elect include...

Be sure every member fully understands his or her accountability, responsibilities and the expectations of the office, and document it all in a written position description...

A decade ago, BoardSource, an organization supporting nonprofit boards, developed a well known list of aspirational principles of governance. For us they still ring true: “mission driven,” “ethos of transparency,” “compliance with integrity.”

To clarify the difference between the board’s policy making responsibilities and management’s operational responsibilities.

Boards can play a key role in guiding, supporting young health system leaders

Hospitals’ and health systems’ accountability and commitment to their communities are not only for the care provided within the organizations’ walls, but also for improving the overall health of the communities they serve. Many are acting on that commitment by striving to achieve the goals of the Triple Aim.

Innovation can fuel the organizational agility necessary to achieve breakthrough levels of value and performance in health care. This Workbook describes a four-step process that health system boards and leaders can use to develop a sustainable innovation capability. Drawing techniques and perspectives from health care and other fields, the approach facilitates organization-specific solutions.