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As tremendous change hits the healthcare landscape, a “new” healthcare delivery organization is emerging with different payment models and an increased focus on hospital–physician integration. In this publication, we explore new payment model options, various models and structures for hospital–physician integration, and critical success factors for moving from a provider to an integrated delivery system. More Info
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The Governance Institute surveys U.S. not-for-profit hospitals and health systems on governance structure and board activities every other year. Since we last reported on governance structure and practices in 2009, the healthcare industry looks drastically different, due to the passage of the Patient Protection and Affordable Care Act, an increase in hospital mergers and consolidations, and the nation’s continued struggle to recover from the Great Recession.This year’s survey included new questions relating to both governance structure and practices, in an effort to reveal subtle shifts connected to how organizations may be beginning to respond to these unprecedented marketplace dynamics. More Info
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Hospitals and health systems are challenged on every front: enormous regulatory and public scrutiny, finances and inadequate reimbursement, and the demand for high-quality patient care. If good governance truly is more than a haphazard collection of governance practices, if “high-performing boards” are truly culture-driven teams, then they need to do what every good team and athlete does: learn, grow, and improve. A governing board’s primary responsibility is one of oversight; that is, reviewing an analyzing the organization’s processes and performance. But in order to conduct this important job of oversight, the board must also look critically at itself, it’s own culture and performance, and ensure the board is functioning at its peak, so it can truly focus on the real work of governing. More Info
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Governance structures, processes, and practices continue to change to meet the demands of the organization, the community, and the legal and regulatory environment. The Governance Institute surveys U.S. not-for-profit hospitals every other year. This comprehensive 2009 report includes detailed results and analysis of the nation’s not-for-profit hospital and health system governance structure and practices. More Info
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In order to determine the current structure and practice of medical staffs, we conducted a survey of 4,954 non-profit and for-profit acute care hospitals from August through November 2008. The survey resulted from expert consultation with Medical Leadership Institute advisors Hugh P. Greeley and Todd Sagin, M.D., J.D. Because this is the first survey of its kind, it was designed to cover issues of both depth and breadth—from composition of the medical staff to specific quality/peer review practices; from medical staff officer terms to the specific make-up of a fair hearing panel; from medical staff dues to how the medical staff votes on changes to bylaws; and more. We plan to repeat this survey every two years, and the results from this survey will serve as a baseline.
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The Governance Institute’s biennial survey of governance practices is distributed to chief executive officers of not-for-profit acute care hospitals and health systems across the U.S. The 2007 survey covered board composition, board restructuring, term limits, committees, management participation on the board, board meeting frequency, board member compensation, board education, allocation of decision-making responsibilities between systems and subsidiary hospitals, and board meeting content. Respondents were also asked to indicate whether their board follows 85 recommended governance practices and rate their board’s performance on each. More Info
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Healthcare is a human enterprise, influenced by many variables. Each hospital, each governing board, must deal with a diverse, unique set of circumstances. When we ask, “how can we offer our patients the care they deserve?” we find no easy answers. In this work, each governing board must set its own priorities to fit its own situation. More Info
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The Governance Institute’s 2005 survey of governance practices was distributed to chief executive officers of not-for-profit acute care hospitals and health systems across the U.S. in February 2005, and responses were collected until the end of June 2005. The survey questionnaire covered board composition, board restructuring, term limits, committees, management participation on the board, board meeting frequency, board member compensation, board education, allocation of decision-making responsibilities between systems and subsidiaries, and board meeting content. More Info
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This in-depth signature piece includes a summary of six themes or trends
that will be key drivers of healthcare boards' decisions over the next 5 years: obstacles to financial vitality; populations shifts and growing
consumerism; physician challenges; quality and patient safety; new medical and information technologies; and public health, community collaboratives, and health policy reform. The scan includes detailed discussions of each of these trends across the industry and their implications for boards. Also included is a special pullout tool kit for board action planning. More Info
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Longitudinal study looking at governance practices in healthcare systems across the United States. The report presents results by framing them within current healthcare issues, offering both a quantitative representation of changes within healthcare governance and an interpretation of those trends. More Info
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