Horty Springer: How Local Boards Can Survive An Identity Crisis_Enduring
If you have a local Board and it’s floundering with its identity and mission – you’re not alone. The past decade has seen huge changes within hospitals and health care systems – often involving organizational and leadership restructuring. Hospital Boards have not been immune from transformational change, particularly in hospitals that have been acquired or merged with larger systems. For the first time, Boards that had well-established identities, procedures, and cultures have had to figure out how to function in conjunction with a system board. And, truth be told, while some have seized the day, more have struggled to find their way. Join us for October’s installment of Grand Rounds where we will revisit the role of the local hospital Board and discuss strategies to orient, develop, and evaluate Boards (and their members). Topics to be discussed include the following and more:
- What does the local Board do once the hospital has joined a system?
- If “he who holds the gold makes the rules,” what place is there for a local Board in the governance structure?
- Can the local Board embrace its focused authority for the Medical Staff, quality, and service strategy – to achieve even more than before?
- From a practical perspective, what does it mean for the Board to exercise oversight of the Medical Staff and quality program?
- How can a local Board be involved in strategic and Medical Staff development planning?
- Can a governance trifecta help your Board to embrace its new identity?
- Things the Board controls
- Things the Board has a “say” in
- Things the Board is informed about
- Can/should local Boards conduct meaningful evaluations to gauge Board member commitment and performance and help keep the Board on track? What does the evaluation process look like? Will it drive committed community members away?
Suggested Additional Reading
- The American Hospital Association’s Guide to Good Governance for Hospital Boards https://trustees.aha.org/sites/default/files/trustees/09-guide-to-good-governance.pdf
- Practical Guidance for Health Care Board on Compliance Oversight (a publication of the Office of Inspector General, U.S. Department of Health and Human Services, Association of Healthcare Internal Auditors, American Health Lawyers Association, and Health Care Compliance Association) https://oig.hhs.gov/compliance/compliance-guidance/docs/Practical-Guidance-for-Health-Care-Boards-on-Compliance-Oversight.pdf
- The American Hospital Association’s 2019 National Health Care Governance Report https://trustees.aha.org/system/files/media/file/2019/06/aha-2019-governance-survey-report_v8-final.pdf
- Hospital administrators
- Physician leaders that want to know more about the interaction between the Medical Staff and Board
- Health system and hospital board members - especially new Board members or members of Boards that have recently changed in mission/composition due to a organizational restructuring
- Note: For Boards that have foregone Board orientation and education during COVID, this audio conference can serve as part of the educational/orientation of new members and will cover some of the topics that would normally be included in hospital Board orientation (including duty of care and oversight of Medical Staff and quality functions).
Upon completion of this audio conference, participants will be able to:
- Discuss the benefits of breaking medical staff bylaws into component parts.
- Articulate the common governance roles of system Boards versus local hospital Boards
- Implement strategies for local Board oversight of Medical Staff functions that not only allow the Board to fulfill its duty of care, but also impact patient safety and quality of care in a meaningful way
- Focus and engage more actively in matters within the local hospital Board’s authority and, for matters outside its authority, establish channels for the exchange of information as applicable and appropriate
- Plan and implement a Board evaluation strategy that provides a chance for Board member input, as well as Board member feedback and which identifies tangible opportunities for improvement.
This site is designed to supplement training that has already occurred and should be used to administer the post-test, collect CME evaluations, and issue credit.
Rachel Remaley, JD. Partner, Horty, Springer & Mattern, PC.
No relationships with industry relevant to the content of this educational activity have been disclosed.
All presenters disclosure of relevant financial relationships with any entity producing, marketing, re-selling, or distributing health care goods or services, used on, or consumed by, patients is listed above. No other planners, members of the planning committee, speakers, presenters, authors, content reviewers and/or anyone else in a position to control the content of this education activity have relevant financial relationships to disclose.
Joint Accreditation Statement:
In support of improving patient care, this activity has been planned and implemented by the University of Pittsburgh and HortySpringer Seminars. The University of Pittsburgh is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.
The University of Pittsburgh School of Medicine designates this enduring material activity for a maximum of 1.0 AMA PRA Category 1 Credits™. Physician should claim only the credit commensurate with the extent of their participation in the activity.
Other health care professionals will receive a certificate of attendance confirming the number of contact hours commensurate with the extent of participation in this activity.
- 1.00 AMA PRA Category 1 Credit™The University of Pittsburgh School of Medicine is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.
- 1.00 Attendance