Resource Library

431 Results Found

Evaluations and Assessments
The following is intended to be an example that boards should adapt to meet their individual needs.
Trustee Articles
The following is intended to be an example that boards should adapt to meet their individual needs. Effective governance depends on the right mixture of skills, experience, personal qualities and diversity among the members of the hospital board.
Guides/Reports
This report shares findings from a study of governing physician organizations in developing systems of care. The study is among the first to explore this work from the perspective of physicians, who talk candidly about issues and challenges and provide insights about the evolution of physician involvement in governance and leadership at a historic moment of change in health care.
Trustee Articles
“No battle plan survives the first contact with the enemy,” goes a military saying, expressed in recent years by Colin Powell. The expression is worth remembering as hospitals and health systems embrace bold strategies to participate in the industry-wide economic shift from rewarding volume to holding providers accountable for the value they deliver.
Trustee Articles
New research on board structures, practices and culture in large nonprofit systems provides insight into how boards and CEOs are addressing the challenges of change — and changing the way they govern in the process. This workbook explores several themes emerging from review of system documents and 71 on-site interviews with CEOs and senior board leaders in 14 of the country’s 15 largest nonprofit health care organizations.
Trustee Articles
The AHA’s report on Hospitals and Care Systems of the Future is not intended to be one of those think tank documents that’s quickly forgotten when the next hot idea comes along. The report, which the AHA will update periodically to reflect changing conditions, is designed to help leaders engage in active, thoughtful exchanges about their desired delivery system of the future.
Board and Committee Charters
This chair position charter is grounded on a model of healthcare organization governance forwarded in Board Work by Dennis Pointer and James E. Orlikoff (Jossey-Bass,1999).
Checklists
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.
Checklists
A successful governance education process requires commitment, collaboration and consensus. This resource serves as an outline of how a board of trustees may design a process that will ensure optimum development of leadership knowledge and effectiveness.
Evaluations and Assessments
To maintain the momentum of continuous governance improvement, many "best practices" boards institute regular mini-evaluations of board meetings. Here, each board meeting concludes with every board member anonymously completing a brief evaluation form of how the board planned for and used its time during the meeting.
Trustee Articles
While the board and management share overall responsibility for organizational leadership, essential duties can and must be clearly defined as either the board's or management's responsibility.
Evaluations and Assessments
Effective decision making often requires different techniques or approaches for different types of decisions. The following techniques and practices can help support and strengthen your board’s decision-making processes.
Trustee Articles
Just as the health industry continues to shift care delivery from a volume- to a value-based model, so too must the health care board evolve beyond its traditional fiduciary and core governance responsibilities to encompass a more strategic and global view. The success of this evolving model depends on shared governance—a stronger alignment and engagement among the board, physician leadership and management.
Trustee Articles
The road to integration of hospitals and physicians has been a rocky one for many health care organizations. Failed attempts to integrate in the 1990s resulted from the realization that operating physician practices was very different from operating hospitals, leaving many health care providers wary of heading down the same road again.
Checklists
The organization’s most important stakeholders have been identified/specified. A descriptive/analytic profile has been prepared for each key stakeholder. The interests (needs/wants, expectations and organizational success criteria) of each stakeholder have been documented.
Trustee Articles
The Hospital System Board of Trustees Quality Committee shall meet quarterly in order to provide: Visibility and focus for the organization’s commitment to the delivery of high quality medical care; Oversight of quality and performance improvement initiatives across the Hospital System...
Trustee Articles
Most boards and governance experts say boards should be meaningfully involved in shaping and ultimately approving the strategic plan and major decisions—but if they try to develop plans, they’re bordering on management. The tricky part is distinguishing meaningful involvement from development.
Trustee Articles
Here are 10 steps for optimizing the way a board uses its meeting time.
Trustee Articles
High-performing boards across the country have made great strides in enhancing their effectiveness and efficiency.
Trustee Articles
Today’s hospital leaders know their trustees must be more adaptable, connected and knowledgeable about the changing health care landscape than any of their predecessors. But do they believe their volunteer community board is truly capable of stepping up to current field challenges?