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Better information for the board.

A R Kovner1

  • 1Robert F. Wagner Graduate School of Public Service, New York University, USA. anthony.kovner@nyu.edu

Journal of Healthcare Management / American College of Healthcare Executives
|February 24, 2001
PubMed
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Healthcare boards receive excessive, undifferentiated data, hindering effective governance. Improving information quality and relevance is crucial for better decision-making and organizational performance in competitive healthcare environments.

Area of Science:

  • Healthcare Management
  • Organizational Governance
  • Health Services Research

Background:

  • Healthcare organizations face complex, competitive, and regulated environments.
  • Board members may lack specific competencies for guiding critical decisions.
  • Boards rely heavily on management for information to adapt strategy and monitor performance.

Purpose of the Study:

  • To examine the type and quality of information provided to healthcare boards for their functions.
  • To assess board members' and managers' satisfaction with current information systems.

Main Methods:

  • Document analysis of board materials from four New York City not-for-profit hospitals.
  • Semi-structured interviews with board members and top managers at each institution.

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  • Observation of board, executive, and finance committee meetings.

    • Main Results:

    • Boards receive excessive data, often identical to management's information.
    • Limited comparative performance data from benchmarked organizations is available to boards.
    • Both board members and managers expressed satisfaction with the current information, with no immediate plans for improvement.

    Conclusions:

    • Boards need to proactively define their information needs and sources.
    • Management should establish measurable objectives for performance evaluation.
    • Information provided to boards requires targeted refinement to align with governance functions, including stakeholder expectations and benchmarking.