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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.

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.

As community leaders, trustees are a powerful voice for their hospitals or health systems when it comes to advocacy. They can offer legislators “real life” insights and perspectives into the challenges facing patients and community members in the hospital’s service area, as well as how legislation and regulation will affect the women and men who work every day to fulfill their hospitals promise of help, hope and healing.

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.

Voluntary accreditation is considered to be an important symbol of a hospital’s commitment to high-quality, safe care. Some consumers look for accreditation when choosing a hospital. Many health care professionals believe it is an important indicator of the commitment to quality and safety they are looking for when choosing a place to practice.

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.

An aging population, increasing rates of chronic disease and the onset of value-based payment structures are among the many drivers that have moved hospitals and health systems in recent years to take a more prominent role in disease prevention, health promotion, and other public health initiatives.

Analytics can be a tool for constructively engaging physicians in health systems’ transition to value.

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

Elevate your healthcare experience with Carolinas Healthcare System. Learn about their mission to provide healthcare and related services.

This primer provides an overview of the MACRA law and includes questions to help boards, executives and clinical leaders discuss its impact on their organization.

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.

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

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.

This Conflicts of Interest and Documentation Policy (“Policy”) applies to all directors and officers of ....

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.

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

The following is intended to be an example that boards may adapt to meet their individual chief executive officer (CEO) evaluation needs.

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