Resource Library

Hospital and health system trustees can help move forward an evidence-based framework to achieve better health for an aging population with complex care needs.

As payers shift financial risk to providers through more advanced payment models, trustees will need to help their organizations build new capabilities for succeeding under these payment arrangements.

Hospitals and health systems are finding a range of ways to integrate behavioral and physical care in a primary care clinic, thereby improving patient outcomes and lowering costs.

A growing movement of health care providers is systematically spreading best practices in the care of older adults.

Mergers and acquisitions (M&A) are occurring throughout health care, with transactions happening among entities of all provider types and sizes.(According to the latest analysis by Kaufman, Hall & Associates, LLC, 49 transactions were announced in the first half of 2015, up from 43 transactions in the first half of 2014.)

Every day, health systems, hospitals and post-acute care (PAC) providers – such as longterm care hospitals, inpatient rehabilitation facilities, skilled nursing facilities and home health agencies – confront the daunting task of complying with a growing number of federal regulations.

With the recent rounds of health insurance company merger and acquisition activity, many hospital executives and their boards may be wondering if a provider-owned plan might make sense for them.

Telehealth connects patients to vital health care services though videoconferencing, remote monitoring, electronic consults and wireless communications.

The complexities inherent in performance-based contracts call for increased board oversight

Four areas of knowledge and skills must be mastered to make the move from fee for service.

Imagine a health care consumer who dictates his or her own health goals, tracks progress with a wearable medical device or two and who consults provider and social media contacts for advice about interventions, side effects and choices affecting his or her health that could be rewarded financially via insurance policy incentives.

A new business model is emerging to transform the care delivery and payment systems. The transition is underway in many communities — moving health care delivery from emphasizing sick care to addressing population health management.

Succeeding in the care coordination environment means leaving behind the hospital business model.

A hospital-physician network spanning multiple partners may be an ideal fit for a smaller system

Is participation in a super clinically integrated network (CIN) in your organization’s future? Here are some questions for health care organization boards and leadership to consider.