Pressure continues to build on our nation’s healthcare organizations to meet the ever-increasing utilization demands of the insured and uninsured while addressing what most believe are unacceptable and unsustainable costs and cost trends. These types of pressures have and will continue to result in increased scrutiny on healthcare organizations and raise fundamental questions about the role and responsibilities of governing leaders.
Recent federal and state activities have also raised questions about how trustees are fulfilling their responsibilities and, predictably, these organizations have and will become subject to ever increasing levels of societal and governmental review.While various healthcare articles are now highlighting governance as a front page issue with calls for a “new age of leadership accountability,” telling one’s story more effectively, interviewing community members, or the benchmarking “high performing boards,” deeper fundamental questions arise over core governance responsibilities.
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