Guidehouse's Rulon Stacey via Becker's Hospital Review
For decades, community hospitals have taken great pride in their local ownership and control. The care delivery process is personal and intimate, and can be that much more meaningful when delivered by a community, to a community.
To be successful, a community hospital board must know much more than its local community. Rather, it needs to fully understand the transition to value-based reimbursement, rationalization of services, financing mechanisms, quality metrics, customer satisfaction processes, physician employment mechanisms, and more — all in a rapidly evolving landscape. It’s often helpful to have outside members who can also see the bigger picture, beyond the community-specific lens.
For these and many other reasons, serving on a non-profit board is simply becoming more than can be expected of local community servants, and boards are increasingly forced to find specific talent to help them better meet the needs of the populations they serve. As a result, non-profit boards across the country are increasingly paying members for their board service. In this Becker's Hospital Review article, Guidehouse's Rulon Stacey identifies four ways to maximize board performance.