Resource Library

The American Hospital Association’s report, Hospitals and Care System of the Future, describes the transformation of health care delivery from first curve to second curve, driven by a shift from volume driven to value-driven payment systems. While there is no single “end state” model that suitable for all organizations or communities, the report offers a compelling vision of “care systems” that are accountable, integrated and coordinated around patient and community needs.”

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.

Be sure every member fully understands his or her accountability, responsibilities and the expectations of the office, and document it all in a written position description...

All new board members should participate in an orientation process shortly after election to the board. To design your board’s orientation process, consider these best practices.

A Board Orientation Manual reinforces information provided during orientation seminars. Consider these items in custom-designing an orientation manual for your board.

The following is intended to be an example that boards should adapt to meet their individual needs. This self-assessment tool will provide you an opportunity to evaluate our committee’s performance and contributions.

An increasing number of boards are moving away from having a standing committee on strategic planning. They reason that the entire board should understand and have a role in major decisions about the organization’s strategic direction, programs and services.

The Quality Committee assists the board in overseeing and ensuring the quality of clinical care, patient safety, and customer service provided throughout the organization.

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

AHA’s Center for Healthcare Governance would like to thank Sierra Vista Regional Health Center and its Board of Trustees for sharing this sample mentoring feedback form.

Deeply held beliefs can blind boards to the true nature of change. It’s time to challenge the orthodoxies. In the early 2000s, the Nokia board debated creating a smartphone. The company’s wireless handset was the global best seller. Management believed consumers would not use a touch screen on a handset.

The role of the board is to govern, not manage, the organization. To that end, the board carries out four roles.

Are You Prepared to Meet Today’s Governance Challenges? Serving on a community hospital or health care system board in today’s challenging environment takes more than the desire to fulfill a fiduciary duty.

In many ways, women are on the front line in health care — as consumers, employees and family caretakers. They possess firsthand knowledge of community health issues and needs. They can bring an informed perspective to health care and other community organizations about where to focus resources to have the greatest impact.

Governance responsibilities today are so significant that board members must bring more than commitment to the mission and interest in serving. As William Bowen writes, every trustee should bring a “specific competence or experience needed on the board.” This sample provides a board policy statement on competency-based recruitment, election and re-election of board members. Use it to customize a process for your board.

This publication discusses observations and trends about system development and identifies models of governance that are emerging as new organizations form and determine what it really means to become a system. It also reviews issues and obstacles that can arise as models of governance change and suggests steps boards can take to address them on the path toward more effective system governance.

The complexities inherent in performance-based contracts call for increased board oversight

Healthcare executive support can influence the value these organizations provide.

Four areas of knowledge and skills must be mastered to make the move from fee for service.

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.