DHA-7007 v3

McGinn, P. (2009). Defining purpose and setting direction, Measurement: Establishing and maintaining standards. In Partnership of equals: Practical strategies for healthcare CEOs and their boards (pp. 45-52, 53-61). Chicago, Il: Health Administration Press.
In Chapter 5, “Defining Purpose and Setting Direction,” McGinn examines the role of the CEO when interacting with their board in a quasi-political environment and offers strategies to gain the most from board interactions.
In Chapter 6, “Measurement: Establishing and Maintaining Standards,” McGinn provides personal testimony how the CEO should work with their governing board to gain consensus on which performance indicators should be monitored and where to focus strategic planning on performance improvement.

Victor, S., & Farooq, A. (2022). Combining the Use of Data Analytics and Balanced Scorecard to Enhance Healthcare Delivery: A Study. Journal of Health Management, 24(2), 248–255. https://doi.org/10.1177/09720634221088119
In this article, the authors place importance on the use of real-time data analysis using scorecards and/or dashboards, not only for healthcare administrators, but also for stakeholders including the governing board.

Wilberding, M. J. (2017). Reputation and governance: An understanding of beliefs about a hospital can be used as a tool to strengthen strategy. Trustee, 70(7), 5-7.
Wilberding examined the value of hospital reputation as it pertains to patient recruitment and retention. The authors found using the concept of reputation is an important factor in strategy formation and strategic planning.

2016 CEO survey on hospital governance: Being effective with boards. (2017). Healthcare Executive, 32(4), 77.
The American College of Healthcare Executives produces articles and results of surveys to CEOs and other interested healthcare professionals and students.

Butler, M. (2017). Money troubles: Changing reimbursement models shake up physician and outpatient healthcare industry. Journal of AHIMA, 88(9), 14-17.
Healthcare facilities rely on Medicare reimbursements and payments from other health insurance companies to maintain financial stability to provide healthcare services. Medicare must have submission of the proper International Classification of Diseases (ICD) codes to make proper reimbursement payments. These codes, in their 10th version, vary from delivery site—including in-patient hospitals, out-patient hospitals, physician practices. In this article, Butler offers how changes to the ICD effects reimbursements.

Kacik, A. (2018). Higher stakes: Boards play pivotal role in hospital direction. Modern Healthcare, 48(23), 0016.
In this article, Kacik reports on the roles and responsibilities of the governing board in guiding healthcare organizations to meet their missions. Hospital boards represent community stakeholders from various service sectors e.g., legal, finance, business, and community health. Through these board members, hospital administrators gain multiple perspectives in hospital mission, vision, and goals.

Keckley, P. H. (2018). Are hospital boards paying enough attention to strategic planning? Trustee, 71(5), 27-28.
In this article, Keckley describes challenges facing hospitals and the need for board members to be fully aware of the trends and issues facing healthcare delivery. Keckley reported hospital boards must move from the traditional role as advisory to a more involved role as advocates and influencers within their communities.

Stock, D. (2018). Overcoming barriers to effective governance. Trustee, 71(5), 5–7.
In this article, Stock offers solutions how board members and hospital administrators can improve the effectiveness of governance. The solutions address challenges often associated with the differing opinions of board members who must work as a team.

Zastocki, D. K. (2015). Board governance: Transformational approaches under healthcare reform. Frontiers of Health Services Management, 31(4), 3–17.
In this article, Zastocki reported on the need for members of healthcare governance boards to use strategic thinking to be effective in the changing landscape of healthcare delivery. Zastocki found that boards need to adapt to changes in healthcare regulations and policies and adopt innovative measures to ensure optimum organizational performance.