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Traditionally associated with standalone not-for-profit community hospitals, corporate memberships are often referred to as “hospital associations” and have existed since the early 20th century. In today’s transforming healthcare industry, hospital associations are increasingly becoming barriers to strategic actions, especially forming partnerships. Standalone hospitals with a corporate membership association model should give serious consideration to the elimination of the association from a governance role. More Info
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Many standalone hospitals and small health systems are exploring strategic partnerships with other organizations as they recognize that they may not have the strategic and financial resources required to achieve success under the new value-based business model. The leadership of some hospitals and health systems are not fully prepared to enter into a partnership, yet they decide to proceed, only to have the affiliation fall apart or take much longer than expected to consummate. This article describes the significant problems that can arise from contracts held by a partner-seeking organization and provides concrete strategies for mitigating the risk of such problems. More Info
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ACOs, scheduled to become part of the Medicare program under the Patient Protection and Affordable Care Act (PPACA), have been promoted as one way to improve quality, cost-effectiveness, and patient satisfaction. Experts believe ACOs can improve healthcare delivery by shifting from a volume-based, disjointed, provider-centric system to a value-based, connected, people-focused system. Creating this new system of care will require effective, innovative leadership at several levels. Leaders will need to administer corporate functions and transform the culture of all organizations involved. This white paper helps prepare ACO leaders for what’s ahead with skills and resources for effectively governing this new, value-based system of care. More Info
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Whether you are discussing allocating funds to invest in an electronic medical record system or building an addition, when patients’ interests are at the center of all your board discussions the organization and the community benefit. For the past few years, directors at ProMedica Health System have increasingly focused more of their attention on ethical leadership in governance and making decisions that are truly best for the patient and that further the organization’s mission. More Info
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Hospital consolidation is accelerating nationwide. Many standalone hospitals and small health systems, even the strongest ones, are recognizing that they may not have the strategic and financial resources required to achieve such capabilities and, thus, are exploring strategic partnerships with other organizations. Whether the organization is currently engaged in partnership discussions, contemplating partnership, or expects to do so at some point in the future, hospital and health system leaders should ensure that their organizations are prepared. More Info
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Effective governance planning includes a periodic evaluation of the merits of term limits and mandatory retirement rules. This is particularly important during periods of enormous organizational challenge, in which experienced board leadership is at a premium. It is useful to anticipate the interest in unlimited terms of service, which often arises during such tumultuous times. In considering the term limit question, boards will need to balance the potentially competing goals of retaining seasoned leaders and assuring independent oversight. More Info
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Most boards prepare an annual education and development plan that focuses on areas of board performance improvement. Some approach governance development as a strategic plan—identifying ambitious goals for achievement over the typical board member term (e.g., three years, five years). The time frame will be specific to the organization; however, fixing the time frame usually is less challenging than identifying specific areas for improvement—the elements of the plan. This Elements of Governance® seeks to help your board create a development plan that fits your organization and leads to improved board performance. More Info
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The Patient Protection and Affordable Care Act (PPACA) authorizes the development of integrated healthcare delivery systems, such as accountable care organizations (ACOs). The goal of ACOs is to clinically integrate providers for the purpose of reducing costs and improving quality as a team. Although some requirements have been set for ACOs, there are still several legal barriers posed by federal and state laws that could short-circuit this experiment before it has a chance to bend the cost curve and improve the quality of healthcare services. More Info
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Chances are that most non-profit hospital boards will be called upon to evaluate a merger/acquisition proposal at some point in the very near future. Healthcare reform is prompting hospitals across the country to reevaluate their market strength and competitive posture given the new regulatory dynamic. Alignment with a complementary provider—whether as partner, seller, or buyer—may be the favored strategic option. Whether, and under what terms and conditions, the provider pursues such alignment ultimately should be the board’s decision. More Info
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The manner in which individual directors and governing boards of non-profit corporations address conflicts of interest is of critical importance, for both legal compliance and reputational reasons. This is particularly the case given the current “environment of skepticism” in which the non-profit sector finds itself. It’s important that boards are perceived as acting in the best interests of the non-profit mission if they are to faithfully protect assets dedicated to non-profit use. A principal means of achieving this goal is through the adoption and monitoring of sufficiently detailed conflict-of-interest policies and procedures and through continuing education for the board, not only on the application of these policies and procedures, but also on the public policy goals they seek to achieve.
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