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Over the past 30 years, the healthcare industry has been in a constant state of change. Whether it’s episodic care or managed care, fee-for-service or capitation, pay-for-volume or pay-for-performance, stand-alone or system alignment, physicians as competitors or partners, nothing seems as it was or soon will be. Or is it? Fortunately, the framework for effective governance has not changed. More Info
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A combination of developments is pushing healthcare boards toward more engaged oversight of corporate affairs, including financial uncertainty arising from health reform implementation, economic pressures resulting from reduced payments from payers, and increasing emphasis on the quality of care. These and many other business and compliance risks are the byproduct of a rapidly consolidating provider sector in a post-healthcare reform environment, and they combine to “ratchet up” expectations on the quality of board-level oversight. Michael Peregrine provides insight into the board’s enhanced oversight role and encourages the board to ask itself whether or not it has a framework in place from which it can adequately exercise oversight of these emerging new business and compliance risk challenges. More Info
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In the wake of national health reform, the global economic turn down, and other environmental forces, multi-hospital systems have been forming and growing in order to improve their acute care performance, develop scale to access capital at competitive rates, and begin the journey to managing the care of a defined population. A natural consequence of this aggregation has been the creation of a parent company to govern the affairs of the new entity. But as independent hospitals consolidate into multi-hospital systems, governance becomes even more challenging. In this article, Don Seymour looks at how to transition to an effective system governance structure. More Info
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A combination of developments may be pushing healthcare boards toward a more active role in corporate affairs. These include the fundamental change in the healthcare financing system, the rapid consolidation of the non-profit healthcare sector, dramatically increased physician integration, service line diversification beyond traditional care delivery models, and the recruitment of new board members with specialized competencies and unique expertise. In this article, Michael Peregrine discusses the move toward a more active leadership role for the board and the need for the board and the executive leadership team to clarify the proper roles of governance and management. More Info
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A board must assume responsibility for itself—its own development, job design, discipline, and performance. Boards should evaluate themselves annually to determine their effectiveness. The Governance Institute recently updated the BoardCompass® board self-assessment tool for independent/freestanding hospital boards. This Webinar describes the changes and improvements made to this survey tool. More Info
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A core responsibility of good governance is an annual, formal assessment of board effectiveness. The board is responsible for its own assignment of responsibility, discipline, development, and performance. This Elements of Governance® is intended to aid board chairs, CEOs, governance committees, and other governance leaders in The Governance Institute’s board self-assessment process. More Info
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Our updated reference booklet is full of the most common, need-to-know acronyms and terms in the healthcare industry. More Info
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Hospital and health system boards are increasingly interested in learning how best to engage physicians in governance for many reasons. Ensuring physicians’ clinical perspectives on the board is crucial as organizations move towards creating accountable, patient-centered, evidence-based care across the entire continuum. Hospitals and health systems are employing a much larger percentage of their medical staffs. In some cases, separate corporations and boards have been created for the employed physicians. Boards are asking how many physicians should serve on each board and what their role(s) should be. More Info
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In the months and years ahead, many healthcare organizations will be reassessing the role of physicians in the boardroom in light of dramatic changes taking place. This Elements of Governance® explores the benefits of having physicians on the board, considerations for choosing which physicians will be best as board members, possible barriers, and alternatives to increasing physician board membership.
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This updated manual offers a comprehensive guide to board member responsibilities and roles and provides specific questions you will want to have answered as your organization puts you through its board orientation program. More Info
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