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When the Future Finally Arrives: Governing Health Care in 2050
Boards are planning for 2026, but what about 2050?
The decades ahead promise profound change. Widening social and economic divides, demographic shifts, technological advances and rising consumer expectations will reshape nearly every aspect of our lives. Health care will be among the systems most deeply affected.
No one knows exactly what health care will look like 25 years from now. What is becoming clear, however, is that the current system is not designed to meet the demands ahead. The U.S. now spends roughly $5 trillion a year on health care, outpacing every other nation in per-person spending. But by even the most basic measures, the U.S. performs poorly compared to other wealthy nations, ranking near the bottom on life expectancy, infant mortality and preventable deaths.
Coaching for Results
Health care teams can boost their performance and impact with structured, focused guidance from an executive coach.
Board Self Evaluation
Regular board self-evaluation is integral to effective governance. Use the questions in the attachment to assess whether your board is getting maximum mileage from its self-evaluation process.
Strengthening Governance Through Self-Assessments
Using an effective, well-developed board self-assessment process can enhance governance performance.
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.
Board Quality and Safety Committee Orientation: Sample Agenda
How well boards govern is influenced by a number of factors, among them, the knowledge and skills board members bring to their work.
Board Practices that Separate the Best from the Rest
The AHA’s 2011 Governance Survey shows that good governance practices continue to take hold among hospitals and health systems. Driven by powerful economic pressures and stringent legal requirements to be visionary, strategic, diligent and independent, boards are applying various “good governance” practices, including competency-based succession planning, board orientation and education, routine executive sessions, CEO retention planning, and board self-evaluation.
Board Portals: Are They Improving Governance Effectiveness?
While most health care governing boards may still rely on paper packets and board agenda books for board and committee meetings, adoption of board portals— Web-based, online workspaces that support health care governance—appears to be catching up with use in other sectors.
Board Policy Manuals
Board policies do various things. Some describe how important processes, such as board self evaluation and CEO evaluation, are carried out. Other policies address standards of conduct such as a conflict of interest policy. Still others clarify delegations of authority such as the levels of authority granted to subsidiary boards, board committees and the CEO.
Board Oversight of Culture for High-Performing Hospitals
An external review of workplace operations produces a Leadership Letter with observations and recommendations for continuous improvement, followed by open discussion among the board, CEO and top management.