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The core mission of a hospital is to provide error free, state-of-the-art, compassionate diagnostic and treatment services to very sick patients. To fulfill this core mission, hospitals must have the highest quality professionals, personnel, equipment, supplies, and infrastructure; with high quality comes higher expense. More Info
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Today’s increasingly restrictive capital funding environment poses a profound and multifaceted challenge to health system boards and management as they strive to develop facilities and programs that will accommodate patient demand and unceasing technological innovation. Aging facilities, new competitors, staffing shortages, government deficits, and society’s mounting questions about hospitals’ overall effectiveness exacerbate the long-term Capital Gap that many health systems confront.
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Hospital and health system leaders must take the lead in public reporting by converting performance information into reporting of value to the community. Jean Chenoweth of Solucient reviews the drivers of public reporting and offers ways hospitals and health systems can get the most benefit from taking their performance public. More Info
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The era of "corporate responsibility" has arrived. Simply put, it is a time when the highest levels of organizational leadership, especially governing boards, are under intense scrutiny, feeling the pressure to be on top of things, and being derided for their poor performance.
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New and expanded competition for hospitals’ and healthcare systems’ profitable services has surfaced as an issue of national proportion and significant consequence for today’s model of healthcare delivery. Although competition in healthcare has been around for at least 20 years in some markets, especially freestanding outpatient surgery centers, the new competition appears to be a sophisticated movement to capture profitable service lines in addition to outpatient surgery—diagnostic imaging, niche hospitals for orthopedics and cardiology/cardiac surgery, pain centers, and eye centers, to name a few. More Info
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As capital becomes increasingly elusive for hospitals and health systems, philanthropy has resurfaced as a critical organizational objective. To get the most from philanthropy efforts, many organizations will refocus and re-engineer their current structure and plan. Drs. Rice and McGinly discuss the state of healthcare philanthropy, how it can make a difference in today’s environment, and how to best govern the philanthropic process. More Info
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To better understand the issues surrounding physician–hospital relations, The Governance Institute interviewed many of its member CEOs and physician executives in 2002 to determine characteristics of strong relations between organizations and physicians, to identify the biggest problems and also the best strategies for improving relations. More Info
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In the difficult healthcare environment, it is vitally important that directors of healthcare organizations be familiar with the corporation’s mission...The wave of corporate accounting scandals, and the new federal "corporate responsibility" legislation, place a renewed emphasis on the fiduciary obligations of all directors—for-profit and non-profit alike.
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Experts predict a truly transformational genomic medicine over the next 5–20 years. A significant challenge for board members is just how to handle this topic. Rick Carlson offers helpful concepts, central implications, and relevant issues for the hospital and health system community. More Info
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The September 11 terrorist attacks on New York, Washington, and Pennsylvania, and the outbreaks of inhalation and skin anthrax that began later that month prompted a keen if not worried interest in bioterrorism.
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