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November 17, 2016
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IN THIS ISSUE:
Redefining governance after integration
When hospitals come together, the combined organization must redefine its governance structure at the local and system levels, according to a recent article from H&HN Daily. The article lists five considerations for creating and implementing a board structure to support the new system, such as providing clarity and definition around roles and responsibilities of the system and local boards, and developing a strategy to manage talent at both the executive and board levels to align with and support the goals of the system. Determining the pace of this change and developing a specific path to achieve it is a key management issue for system leaders, the article says.
Preparing the next generation of leaders
A recent article from Trustee magazine explores how hospitals and health systems can recruit and retain millennials for leadership positions. Millennials aren't filling the ranks of health care leadership positions at the pace of previous generations. The same can be said at the board level, the article says, as millennials are rare on hospital boards of trustees. Although millennials have a penchant for job hopping, there are steps organizations can take to entice them to stay. For example, the article says managers should attempt to form a strong bond and create open dialogue with their millennial employees. Managers need to understand their expectations and values, as well as communicate their own. Those organizations that are able to create the strongest bonds with their millennial employees stand a better chance of keeping them or courting them back after they've left, the article says.
Building a successful relationship between the hospital CEO and its board
A successful relationship between a hospital's CEO and its board starts with transparency and honesty, writes Raymond V. Ingham, PhD, FACHE in the latest Center Voices column from the November/December issue of Trustee magazine. In the piece, Ingham, president and CEO of Witham Health Services in Lebanon, Ind., reflects on his nearly 20 years as a health care CEO and how he achieved success through a positive relationship with the board. Building and maintaining an effective working relationship begins with the CEO and board members agreeing on each other's roles and responsibilities, he writes. Although the CEO and board may not agree on every issue, as long as an open conservation leads to the clarity necessary to achieve an outcome that makes the organization better, that should be acceptable to both parties. With an open and honest relationship, Ingham says board members feel more comfortable sharing the community's concerns and feedback, thus strengthening the hospital's ability to serve the community more effectively.  
Provider-sponsored health plans: Are you ready to take on (more) risk?
As the nation's health care system moves from fee-for-service to value-based care, hospitals and health systems are taking on more risk, some in the form of operating their own provider-sponsored health plans (PSHP). The November/December Trustee Workbook from Trustee magazine explores how organizations can start their own PSHP, the role board members play, and key mistakes to avoid when developing one. The article suggests hospitals start by creating a plan for their employees. Data analytics, clinical integration, and partnerships are big parts of the process, the article notes. For board members, they must be prepared to analyze financial projections, weigh opportunities and risks, and keep their sights on the organization's health care mission and future. Mistakes to avoid include growing too fast, poor risk evaluation, and a failure to focus on a strategy.
Candidates sought for RJU-IFD executive fellowship
The American Hospital Association (AHA) is seeking applicants for its Richard J. Umbdenstock–Institute for Diversity in Health Management Executive Fellowship. The year-long fellowship, which takes place in the AHA's Washington, DC office, is a hands-on learning, study and professional development opportunity for a recent graduate of a master's program in health care administration, public health or related field. The fellow will conduct research, provide analytical support to AHA's executive office, participate in executive-level activities and play an important role in other strategic initiatives. The fellowship also includes a capstone project to organize and capture learnings and recommendations for health care transformation in the future. For more information, click here.
Center webinar explores board risk and executive compensation in health care
Health care management teams and boards are tasked with operating successfully in a fee-for-service mode, while simultaneously moving to new models of reimbursement. There are substantial risk elements at play including the transformation of care and service delivery; forging partnerships and strategic alliances; and capital, technological, and personnel expenditures. Executive compensation can play a critical role in balancing the complexities of creating a new type of leadership and developing new operational models by aligning pay programs to near- and long-term strategic objectives. This webinar will examine how health care boards and compensation committees can address specific challenges including:
  • Identifying board risk in the business strategy
  • Addressing risk in the compensation committee
  • Utilizing best practices in executive compensation from other industries
  • Expanding the board's/committee's role
  • Communication
To obtain the free webinar recording, click here.
Expanded governance education at AHA's Rural Health Care Leadership Conference, Feb. 5-8, Phoenix
The American Hospital Association continues its commitment to governance development with additional dedicated sessions for trustees at next year's Rural Health Care Leadership Conference. Topics focus on the information and skills that will help move boards from good governance to great governance, including:
  • The impact of emerging trends on the need for a transformed board
  • Obtaining community buy-in with the transition to new payment and delivery models
  • Best practices for elevating board performance
  • The changing role of governance support staff
  • New governance structures for rural health care collaborations
  • The board's evolving responsibility for quality and safety oversight
  • Building board engagement through generative governance
  • Using scenario planning for successful CEO succession
Visit www.healthforum-edu.com/rural for more information. Early bird tuition rates are available until December 15.
FEATURED RESOURCE
BRP Report: Learnings on Governance from Partnerships that Improve Community Health
 
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For more resources, visit our Resource Repository.
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