Resource Library

Hospital and health system trustees can help move forward an evidence-based framework to achieve better health for an aging population with complex care needs.

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.

While continuing to respond to the COVID-19 crisis, hospital and health system boards can use this experience to strengthen leadership, engagement and trust.

A new national initiative allows donors to direct contributions to their local hospital during the COVID-19 pandemic.

Continually improving community health should be part of the DNA of a health care organization and its board.

Hospital and health system boards can harness the power of philanthropy during the COVID-19 crisis.

Boards should assess the impact of change on their organization’s executive compensation program and committee practices.

Ongoing board education that includes newer modalities and technologies will increase board engagement and improve governance.

Health care leaders are learning more about burnout and working together to better address it.

The next curve of systemization is leveraging additional opportunities to achieve greater synergy across health care organizations.

Is granting an outgoing trustee ‘emeritus status’ a thing of the past?

High performing boards learn how to make decisions at the right time using the right processes.

By adopting practices that embrace innovation, boards are better prepared to plan for change.

Continued changes in health care, both evolutionary and revolutionary, will require a steady hand and an open mind.

Governance restructuring efforts of eight health systems provide lessons on redefining what it means to be a community board.

Organizations must rethink their approach to build customer engagement and loyalty.

With training and support, physicians can become effective team leaders.

Boards can advocate for policy changes or ways to harness community resources.

Staying forward-focused as a trustee requires a combination of time management, prioritization and preventive efforts.

As payers shift financial risk to providers through more advanced payment models, trustees will need to help their organizations build new capabilities for succeeding under these payment arrangements.