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The role of a health care organization trustee gets more complicated and more sophisticated every day. Pressures are increasing simultaneously for higher quality, lower cost, more transparency and accountability, and use of evolving and evermore expensive technology.

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.

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

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.

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

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.

An aging population, increasing rates of chronic disease and the onset of value-based payment structures are among the many drivers that have moved hospitals and health systems in recent years to take a more prominent role in disease prevention, health promotion, and other public health initiatives.

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.

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.

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

The heart of your organization should be reflected in your mission and vision statements.

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.

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.

Some 66 percent of U.S. hospitals are now part of health systems, according to 2016 survey data from the American Hospital Association. As systems continue to grow in scope and complexity, their governance often follows suit.

Analytics can be a tool for constructively engaging physicians in health systems’ transition to value

In pursuit of its longstanding vision of a “society of healthy communities where all individuals reach their highest potential for health,” the American Hospital Association supports hospitals, health systems and related organizations in engaging in strategic initiatives that together create a path toward advancing health in America.

Health care CEOs may need a little help. How about hiring a chief of staff?

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.

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.

As community leaders, trustees are a powerful voice for their hospitals or health systems when it comes to advocacy. They can offer legislators “real life” insights and perspectives into the challenges facing patients and community members in the hospital’s service area, as well as how legislation and regulation will affect the women and men who work every day to fulfill their hospitals promise of help, hope and healing.