www.safedata.blog/healthcare-leadership-unveiled-exploring-the-roles-of-hospital-boards-of-directors
For a long time, healthcare has been a difficult and highly regulated business. Up until 2013, senior executives and the boards that appoint them could rely on a sector that was relatively stable and predictable.
This has changed since reimbursements and safety standards were altered. These changes are transforming the way healthcare organizations function to ensure they remain competitive. These shifts have created new challenges for healthcare boards.
Opinion leaders we interviewed in the process of this research mentioned three types of healthcare board behaviours that they considered to be particularly crucial:
A solid board must ensure that the correct information is made available. It should stress the importance of safety and quality objectives and give trustees realistic targets. This includes using measures that have been approved by the National Quality Forum and developing an effective benchmarking strategy which identifies and explains the top performers. The goal is to empower trustees so that they can push each hospital to improve their quality and eliminate mistakes.
The board should also enlist trustees with expertise in the science of safety and quality (e.g. high reliability, Six Sigma) to be a part of and chair the board’s quality committee. In ideal circumstances, these people could be drawn from other industries, such as aviation or nuclear power. This will ensure that the board has a specialist in place to assist the chief executive officer and other staff members in setting and achieving appropriate targets and making sure that the healthcare leadership team is doing all that it can to improve performance.
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