Oversight of an employed physician network is a new and evolving role for your board. Focus on five key issues, and adopt three best practices, to help the network succeed.
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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.
Patient satisfaction scores are important metrics; they draw attention to the subjective experience of patients who received care from a hospital.
Analytics can be a tool for constructively engaging physicians in health systems’ transition to value
CEOs need to target and develop physicians to play leading roles in health care transformation. Perhaps the greatest challenge health care organizations face over the next decade is physician engagement. As integration and value-driven care continue to advance, physician leaders will be increasingly called upon to meet the demands of a changing landscape.
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.
Executive and board support is needed for physician leadership that lasts. Collaborative leadership with physicians will be essential for hospitals to successfully create and maintain agile organizations that can compete in the rapidly changing healthcare landscape.
Healthcare executive support can influence the value these organizations provide.
Five Core Strategies for Developing High-Impact Physician Leadership: Common Ground for the Board and the C-Suite
The emerging health care environment has changed the game for health care organizations and for physician leadership. The turbulence of that environment is going to require what could be called “agile organizations” adept at matching leadership and decision-making styles and setting and executing strategies appropriate to the nature and depth of environmental change.
The complexity around physician compensation demands defined, layered board oversight
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.
As hospitals buy physician practices, board compensation oversight must shift into high gear.
Steps CEOs and boards should take to understand and improve engagement.
Board support is essential in helping doctors take on and succeed in leadership roles. The emerging health care environment requires far more physician leadership than has been needed in the past. But there is a natural barrier to physicians who answer the call to lead, and it is best described as “physician whiplash.”
From accountable care organizations to clinical integration, forging a close bond between physicians and hospitals for improved quality results is now an imperative.
Hospitals and health systems generally employ more physicians than executives. At the same time itʼs likely that the board of directors spends far more time on compensation issues in the C-suite than on physician compensation and its associated regulatory and business risks.