Healthcare has been a tangled highly regulated sector for decades. And, until 2013 it was possible for senior leaders and the boards that supervise them to count on an industry that had stability and predictability.
But that changed with the advent of an unprecedented shift of reimbursement and changes to the quality and safety of patients that are changing the way healthcare organizations are operating to stay competitive. These shifts have created new challenges for healthcare leadership boards.
In the course of this study, we spoke with opinion leaders who cited three types behaviours of healthcare boards that they believed to be particularly important:
A solid board must insist on having the right information. It should emphasize the importance of safety and quality goals and give trustees meaningful goals. This involves using National Quality Forum-endorsed measures and creating a robust benchmarking strategy that pinpoints the best performers and can understand the processes they employ. The aim is to empower trustees to push each hospital to improve its quality and reduce errors.
The board should also seek trustees who are experts in the field of safety and quality (e.g. high reliability, Six Sigma) to serve as chairmen and members of the quality committee of the board. Ideally, these individuals could be drawn from other industries such as nuclear power or aviation. This will ensure that the board has a specialist who can guide the CEO and other staff in establishing and achieving appropriate targets, and also ensuring that the healthcare leadership team is doing all that it can to enhance performance.
www.safedata.blog/healthcare-leadership-unveiled-exploring-the-roles-of-hospital-boards-of-directors
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