Health Organization Governance Board Models and Triads

Board governance can be the major challenge towards transformational change in the healthcare sector. Healthcare revolution requires modification of management practices and control away from the basics. Current and emerging governance models need triumphant hospital-doctor integration (Raghupathi, & Raghupathi, 2014).  This involves adequate customer service, joint equity preparations, contractual ventures and service planning. On the other hand, for successful transition and leadership, boards ought to transform ways in which they govern systems. 

Bringing about governance development requires the integration of various principles, models, and theories. Boards need to inflate on proficiency and diversity where they will be able to build and sustain an effective organization (Smith, Anell, Busse, Crivelli, Healy, Lindahl, & Kene, 2012).  Various hospital boards have shown an interest in settling a certain objective at ago, while others concentrate on a major role for the entire period. Therefore, most board members end up identifying roles such as strategic planning, external relations, performance evaluation and oversight without implementation. This could be the major challenge facing governance since all expected roles are not fulfilled.  As a result, it is necessary to classify board models to emphasize and address various tasks to be performed as follows;

Strategic Active Boards

The boards mentioned above are mainly applied in hospitals with a relatively small size but with an elevated representation of community possession. These boards are majorly found in rural areas where the population is relatively poor with a low degree of health maintenance organization penetration. The population is characterized by lack of other health care resources and health professionals.

Strategic Active Boards have a low score on the performance estimation of the stipulated and oversight roles. On the other hand, they have shown a high score on the course of governance’s mission and strategy (Mason, Keepnews, Holmberg & Murray, 2013).  These boards have large numbers of members but with minimal health care providers.

Evaluative and Strategic Active Boards

The boards are found in urban areas where there is a relatively high population of patients. In a review of the mission and strategy, they show the highest performance (Jha & Epstein, 2010). This is in contrast to how poor they handle external relations like poor community involvement.

Balanced Active Boards

Involvement of numerous hospitals characterizes balanced active boards. The boards are big with an integration of a hospital system and a training institution. They are majorly located in urban areas, with adequate hospital resources. This is because they provide a wide range of services ranging in the target governance roles (Roh & Moon, 2016).  They have the highest participation of both board members and hospital personnel. This represents full participation of the triad organization starting from the CEO. It’s the largest body with a formal process of evaluating board performance. It creates an advisory community group to deliver data and information to the hospital governance.

Strategic and External Active Boards

These boards are focused on the achieving their mission and strategy with a focus on community relations. Their operational systems are of large sizes, mostly operating under the private non-profit organizations. Board members consist of network members who work in collaboration to reach the desired level. In most cases, a teaching institution is available on site with a hospital completion in the market since they are located in urban areas.

Inactive Boards

Inactive boards have a low level of activity in performing board roles, therefore, being the smallest boards among the mentioned ones. The organizational and environmental is characterized by a low management and input team. Inactive boards are similar to Strategic Active Boards since they are located in poor rural areas. They have challenged with low physician supply and hospital completion thus a low governance transition.

Board Triad

The triad structure of governance consists of the CEO, Governing Board, and the Professional staff. Governance involves a partnership of members to enhance policy making, organizational leadership, and decision-making. It is also responsible for monitoring performance against plans and budgets, recruiting medical staff and establishing the hospital’s mission. 
The CEO is responsible for developing systems necessary for performing policies and programs approved by the board. He or she should n able to organize and assemble all the resources required by the health sector. His performance can be assessed and measured by the board against certain predetermined objectives. 

A governing body is made up of a CEO, chairman and the president for the medical workforce who communicates strengths and challenges faced by the health care institution. The chairperson is in charge of developing strategic plans thus ensuring that the organization conveys high-quality services.

Implementation of this triad relationships leads to the development of strengths and opportunities such as proper management of health care inputs. As a result, the hospital can achieve the desired outputs which are in line with stipulated objectives. Proper governance comes with the recruitment of a workforce that understands the healthcare field. This personnel is therefore able to develop policies to guide the institution on attaining its duty. An effective governing body has the opportunity of preparing an operation plan to monitor performance at various departments (Batcheller, 2016).

Additionally, health services organization boards have generated different strengths towards the achievement of quality health care. This entails providing support to assess the varying market needs. The board supports hire, recruitment and reward of the governing body members thus motivating them towards attaining its mission.

References

Batcheller, J. (2016). Using a Triad Leadership Model at the System Level to Achieve Outcomes. Journal of Nursing Administration

Smith, P. C., Anell, A., Busse, R., Crivelli, L., Healy, J., Lindahl, A. K., ... & Kene, T. (2012). Leadership and governance in seven developed health systems. Health policypolicy

Raghupathi, W., & Raghupathi, V. (2014). Big data analytics in healthcare: promise and potential.Health information science and system.

Jha, A., & Epstein, A. (2010). Hospital governance and the quality of care. Health Affairs

Mason, D. J., Keepnews, D., Holmberg, J., & Murray, E. (2013). The representation of health professionals on governing boards of health care organizations in New York City. Journal of Urban Health.

Roh, C., & Moon, M. J. (2016). Does Governance Affect Organizational Performance? Governance Structure and Hospital Performance in Tennessee