����������

Traditional community-based boards in health systems and hospitals have long been the stalwart of health care governance because of their value in connecting health care organizations to the communities they serve.

Carolinas HealthCare System’s Journey to Revamp Its Mission & Vision Statements to Better Represent the Heart of the Organization

Guided by their organization’s mission, vision and values, trustees must govern with their eye on the future, the well-being of patients, and the health of their communities.

Complex and diverse health care orgs require boards with a range of knowledge, skills and behaviors that can address their needs and challenges.

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

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.

Boards that want to improve their approach to conflicts of interest and independence management do the following...

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

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.

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

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

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.

Cybersecurity is an important issue for both the public and private sector. At a time when so many of our activities depend on information systems and technology, it is not surprising that, when we think about our organizations’ vulnerabilities, our information infrastructure must be high on the list.

It would be hard to disagree with the notion that board development is essential to effective trusteeship. Anyone who has sat on the board of a hospital or health system knows that health care is recognized as one of the most complex sectors.

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

Organizations pursuing Baldrige recognition must demonstrate how they carry out their governance in eight areas of responsibility.

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.

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.

Overall Roles and Responsibilities -The Governance Committee provides for the board’s effectiveness and continuing development.

The dashboard or “balanced scorecard” has become a staple of effective governance. Charts and numerical data provide a comprehensive picture of organizational performance. Here are some questions to assess whether your board’s dashboard is as good as it could be.