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Patients at the Center
Succeeding in the care coordination environment means leaving behind the hospital business model.
Keeping Risk in Check
The complexities inherent in performance-based contracts call for increased board oversight
Independent and Integrated
A hospital-physician network spanning multiple partners may be an ideal fit for a smaller system
Evaluating a Super CIN Opportunity
Is participation in a super clinically integrated network (CIN) in your organization’s future? Here are some questions for health care organization boards and leadership to consider.
Governance Staffing: How Much Do We Need?
In most professions, there are clear and relatively consistent pathways along one’s career continuum, as well as clearly defined experiential and educational requirements. Not so with health care governance staffing, which ranges from board support provided by a CEO’s assistant all the way to a comprehensive governance support staff led by a senior vice president/chief governance officer.
Philanthropy and Strategic Direction
Executives, trustees and physicians should be the leading advocates of philanthropy.
Compliance Under Control
Sound policy management can support the board’s risk and compliance oversight responsibilities
Capital Project Success Depends on Strong Board Oversight
In 2003, Princeton HealthCare System initiated a highly participative and comprehensive long-range strategic planning process. Among the participants were trustees, donors, physicians, elected officials, influential community members, and patients and their families, as well as administrators and clinical and service staff members.
Strategic Resource Allocation
Almost all hospitals face the issue of not having enough money to accomplish everything they would like to. So how does the board pick among winning ideas when it can’t afford them all? The resources needed to support operations and implement strategic initiatives can far surpass those available.
Boards and Philanthropy: Developing the Next-Curve Revenue Source for Health Care
Health care governing board members confront a complex and changing financial landscape in their role as stewards of health care organizations. Hospitals and health systems have faced slim bottom lines for an extended period that have reduced available dollars to invest in organizational advancement and forced many to change strategy, forego acquisition of new technology, delay physical plant improvements, reduce services and streamline staff.