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Improved Joint Venture Performance Through Enhanced Governance
By Mary K. Totten and Pamela R. Knecht
Transformation and the Governance Agenda: Keeping Your Board on Track
Now that the Affordable Care Act has been upheld, it appears that the American health care delivery system is about to embark on unprecedented change. This transition encompasses a staggering number of issues: integration and physician alignment; significant reduction in Medicare reimbursement; heightened emphasis on quality and safety; the need to evaluate and pursue partnership options, such as mergers and affiliations with health care providers along the continuum of care; defining and delivering accountable care; and ultimately the complete transformation of an acute care based system to systems of care that promote and encourage population health.
The Imperative for Strategic Workforce Planning and Development: Challenges and Opportunities
A critical need exists to elevate the discussion about workforce planning and development to ensure it becomes a standing, rather than crisis-driven, component of comprehensive strategic planning for hospitals and health systems.
Is Strategic Planning Getting Adequate Attention in Hospital Boards?
As strategic planning becomes a more intense focus for hospital boards, lessons from publicly traded companies may be instructive.
Mission-Based Decision-Making for Boards
A reason for being. An organization’s purpose or identity. An expression of what an organization believes it must be to best meet the needs of its stakeholders. These are descriptions of what we commonly think of as “mission.” Members of a health care organization’s board are responsible for governing in ways that help fulfill their organization’s mission. But what does that really mean? How does a hospital’s mission relate to effective governance?
Five Core Strategies for Developing High-Impact Physician Leadership: Common Ground for the Board and the C-Suite
The emerging health care environment has changed the game for health care organizations and for physician leadership. The turbulence of that environment is going to require what could be called “agile organizations” adept at matching leadership and decision-making styles and setting and executing strategies appropriate to the nature and depth of environmental change.
Health System-Physician Relationship Continuum
This monograph will focus on the Board’s role in plugging into how these processes are carried out within their organizations and on how the Board role is evolving. Among other things, we will address the characteristics of relationships among health care organizations and physicians that, if nurtured and respected, will enable the challenges of tomorrow to be more easily surmounted.
Perils of Payment
The complexity around physician compensation demands defined, layered board oversight
What Boards Should Know about Physician Compensation
Hospitals and health systems generally employ more physicians than executives. At the same time itʼs likely that the board of directors spends far more time on compensation issues in the C-suite than on physician compensation and its associated regulatory and business risks.