Resource Library

37 Results Found

Trustee Articles
Health care boards can play a pivotal role to ensure their patients, employees and communities receive needed resources to heal, restore and rebuild for a better and healthier future.
Trustee Articles
Changing the mindset of health care CEOs and boards to envision the board’s potential is the first step in a long trek to turn the board into a strategic asset.
Trustee Articles
Ongoing board education that includes newer modalities and technologies will increase board engagement and improve governance.
Trustee Articles
Governance restructuring efforts of eight health systems provide lessons on redefining what it means to be a community board.
Trustee Articles
Health systems that take the time to assess the role and value of subsidiary boards, and invest in educating their members, can maintain a key community connection that might otherwise be diminished or lost.
Trustee Articles
For effective cultural stewardship, boards need to promote behavioral expectations for patient care and make sure that espoused values and norms are respected throughout the organization.
Trustee Articles
Latest findings point to several positive trends and opportunities for improving governance structures, practices and performance. The report includes expert commentary and discussion questions for board reflection.
Videos
This series of brief videos and accompanying board discussion questions features prominent health care governance experts offering advice on key issues that boards need to address in this rapidly changing health care environment.
Trustee Articles
What is the board’s role in shaping culture? Several health care leaders offer advice that reflects the diversity of their experiences.
Trustee Articles
An external review of workplace operations produces a Leadership Letter with observations and recommendations for continuous improvement, followed by open discussion among the board, CEO and top management.
Evaluations and Assessments
To understand how the organization really functions on a day-to-day basis, boards need to gauge the hospital’s work life and its efficacy. Board responsibilities include: (a) understanding the hospital’s operating model and whether it actually performs in that mode, how critical decisions are made, and the hospital’s ability to recognize its own problems and “self-correct”; and (b) ensuring that it happens.
Trustee Articles
The seismic forces currently roiling health care present boards with a new set of profoundly consequential strategic options. These often involve significant risk, major mission shifts, and challengingly short windows of opportunity.
On-Demand Educational Webinars
This webinar provides specific examples of and practical tools used by the highest-performing boards as they move toward five categories of advanced governance practices: Visionary, Strategic and ‘System’-focused; Nimble, Streamlined and Clear; Intentional, Disciplined and Consistent; Competency-based, Educated and Evaluated; and Objective, Transparent and Accountable.
Trustee Articles
Health care is ripe for change. The evidence is all around us. A majority of health care leaders recently surveyed said hospitals and health systems are most in need of disruptive innovation (New England Journal of Medicine Catalyst, February 16, 2017). Consumers are taking charge of their own health and seeking providers that deliver high-quality, affordable and accessible care in ways they have come to expect from their favorite retailers. And disrupters from within and outside of health care are joining forces and competing with traditional health care organizations to give consumers what they are looking for.
Board Policies
Standard Work for Governance Example Source: St. Charles Health System. Used with Permission. Lean principles and practices drive performance improvement by clarifying the steps involved in work processes to avoid wasting time reinventing how work should be done. The board of St. Charles Health System in Bend, Ore., developed “standard work” for several board processes to improve governance performance. An example of standard work for biannual distribution of director stipends appears here.
Dashboards/Scorecards
Value creation occurs at many levels in organizations. This chart, used by St. Charles Health System based in Bend, Ore., describes the unique role of governance as well the roles of leadership, management and front-line workers in applying Lean principles to support sustained organizational improvement.
On-Demand Educational Webinars
This webinar makes the case that the time has come to develop a new model of hospital and health system governance. Presenter Jamie Orlikoff discusses four phases in the evolution of the current model of governance and ongoing market and organizational pressures that make it difficult for the current model to withstand, and he suggests that these pressures are likely to deepen as their pace, scope and scale accelerate.
Trustee Articles
The crisis brewing in the traditional governance model requires conscious construction of new models relevant to new times.
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
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.