The care and feeding of hospital boards, AHA style

Three-fourths of hospital board members have no clinical background. Given this lack, how are hospitals supposed to effectively conduct quality- and performance-improvement efforts?

The American Hospital Association fleshes out the question and introduces some forthcoming resources aimed at beefing up board-level hospital leadership.

The guidance comes in the form of a Nov. 8 blog post authored by Sue Ellen Wagner, the AHA’s vice president of trustee services.

Among the observations Wagner offers for consideration:

1. Hospital and health system board members must do more than just approve budgets. They need to help establish the organization’s goals, make strategic decisions and oversee performance—all while building relationships with key stakeholders, Wagner writes before adding:  

It’s a delicate balance, requiring finesse and a deep understanding of the healthcare landscape.

2. Board members need to understand the value inherent in quality and performance improvement endeavors. Without such comprehension, decisions around these efforts will be based, at least in part, on poorly informed perspectives. More from Wagner:

By becoming more familiar with commonly used terms and better understanding evidence-based practices and metrics for quality and performance improvement, boards can navigate the complex landscape of healthcare governance effectively.

3. Board members must possess a thorough understanding of the communities and patients they serve. Clinician-leader colleagues can share insights from their patient- and family-facing experiences to help board members “gain a nuanced understanding of the diverse needs of individuals in their communities,” Wagner remarks. More:

Federal regulatory standards bring an additional layer of complexity to healthcare governance. The board needs to be up to date on all requirements and regulations to ensure compliance.

Noting that CMS has recently revised its Quality Assurance and Performance Improvement (QAPI) program to urge greater involvement by hospital boards, Wagner suggests there’s no time like the present to get moving. 

Hospital and health system boards, executive leaders and quality departments now have a excellent opportunity to “collaborate, share accountability and drive forward quality and performance improvement,” she writes. “By combining expertise, experiences and perspectives, all these stakeholders can create a united front, ensuring that every decision is driven by the pursuit of better healthcare outcomes.”

As for the forthcoming resources, Wagner says the AHA plans to publish a series of articles on the present topic, adding that the materials will stress practical tips and steps.

For more on what to watch for, read the full post.