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Great organizations have great leadership— at the top and throughout their ranks. 

Patient satisfaction scores are important metrics; they draw attention to the subjective experience of patients who received care from a hospital.

These documents are based on CHP’s core values, the CHP board’s roles and responsibilities, and the expectations established for CHP’s board members. They may or may not fit other boards’ situations. Each board should adopt its own individual competencies and evaluation instrument. Reviewing others’ efforts is a helpful reference point, but no sample should be used without modification.

A physician compact outlines the organization's and physician's responsibilities. Reprinted with permission from Virginia Mason Medical Center.

Board self‐evaluation is an important process. Surveys by The Governance Institute have shown that making self‐assessment a board priority is associated with high performing boards. Yet, amidst seemingly more important board business, it’s easy for self‐assessment to become a rote exercise.

This is a sample committee charter: people and culture committee.

Despite the importance of the role, many boards do not give selection and preparation of the board chair the attention they should. In a recent survey by The Governance Institute, 64% of boards said they had established an explicit process for selection of the board chair but these processes often are little more than a thoughtful conversation among the executive or governance committee about the next chair.

Even before the Enron scandal, which featured directors who didn’t understand the company’s complex financial transactions, and before the Sarbanes‐Oxley Act required publicly owned corporations to disclose whether their boards include directors with financial expertise, it should have been self‐evident that relevant knowledge and experience are prerequisites for effective governance.  

In 2009 the AHA’s Blue Ribbon Panel on Trustee Core Competencies identified two sets of competencies that focused on the knowledge, skills and personal capabilities needed by trustees of hospitals and health systems to govern effectively.

Increasing diversity in health care leadership and eliminating care disparities are critical to ensuring high-quality care for all. The renamed Institute for Diversity and Health Equity has created a new model for the ���������� Association’s (AHA) continued work on these issues and is engaging broader participation.

Board and Committee Composition and Succession Planning...

A critical need exists to elevate the discussion about workforce planning and development to ensure it becomes a standing, rather than crisis-driven, component of comprehensive strategic planning for hospitals and health systems.

Every day, health systems, hospitals and post-acute care (PAC) providers – such as longterm care hospitals, inpatient rehabilitation facilities, skilled nursing facilities and home health agencies – confront the daunting task of complying with a growing number of federal regulations.

Because of this generation’s size and increasing influence, Millennials are being surveyed and studied to better understand what makes them tick and how they may play a role in fundamentally reshaping how we live, work—and govern—our organizations.

Download the 2018-2023 report. In the new environment, leaders must stay abreast of the trends highlighted in Futurescan to successfully move ahead on the long road toward value-based healthcare.

While most organizations conduct annual board self-assessments, it seems that few boards actually use the results of those assessments to develop specific plans for improvement. According to PriceWaterhouseCooper’s 2017 Annual Corporate Directors Survey, board members’ dissatisfaction with their fellow trustees has reached an all-time high.

As medical costs consume an ever increasing share of businesses’ profits, self-funded employers and public purchasers of health insurance are becoming more aggressive than ever before in direct contracting with providers.

As strategic planning becomes a more intense focus for hospital boards, lessons from publicly traded companies may be instructive.

The AHA’s 2017 report documents how leading health care organizations and their boards, in collaboration with other community partners, are beginning to expand efforts to addressthe myriad of social determinants that significantly affect the health of their communities.

This diagnostic is designed to help boards and organization leaders identify challenges that may be impeding efforts to improve quality. Developed by Jim Conway, this resource draws on 20 years of personal governance experience as well as learning from the literature and the shared experience of trustees, executives, patients, family members, staff, teachers, and students.