By Mike McBride

Non-profit hospitals are beholden to stakeholders (i.e. the communities they serve), not shareholders, and are thus pivotal community assets. While for-profit hospitals report to shareholders and investors, non-profit hospitals have an obligation to use assets for the betterment of the communities they serve. Community benefits can include charity care, expansion of existing services such as trauma care and maternity services, clinical education, increasing access to care for Medicare and Medicaid patients, and promoting community health.

One of the best ways to promote community health and serve the community at large is to create community partnerships and develop relationships with those involved in existing healthcare services in the area. This way, non-profits are not duplicating existing resources and are working toward a common mission of improving the health of the people and communities they serve.

The move to value-based care is slowly migrating to capitated payments. This is an important progression, as the capitated payments model is more person- and outcomes-centered; the focus shifts to prevention and wellness; and hospitals are incentivized to improve health status. The notion suggests that the health of the population will continue to gain importance.

By Mike McBride

Mentoring has been one of the most rewarding benefits in my career. I have also been the beneficiary of great relationships with mentors and am forever grateful that extremely busy professionals made time for me - and made me feel like a priority - when I was learning my role as a young administrator and a new leader.

There is so much more to the mentor and mentee relationship than just learning the ropes – it’s about being a guide, a coach and a friend. The relationship is mutually beneficial, and I continue to fill both of the roles – mentor and mentee. I have been in the position of the young careerist seeking guidance, as the mentor providing the guidance, and as the mentee who needed the support to progress in my knowledge and experience. My mentors helped shape who I am today, and from their insight and lessons, I am able to mentor others to help them develop their talent, avoid common pitfalls, and guide career paths. 

Perhaps the most unique aspect of being a mentee is having the full confidence to ask the mentor about industry or workplace-related questions they might not be comfortable asking others. The relationship is built on mutual trust and cannot exist without a clear understanding that questions asked in confidence stay in confidence.

By Mike McBride

The best healthcare boards are dedicated to the success of the organizations and communities they serve, have a sincere hunger to stay up-to-date and informed about industry standards and stay curious about emerging trends. Board members have to be well educated on the issues, well prepared for generative discussions, and be mindful of the interests and concerns of stakeholders.  Being a contemporary healthcare board member demands a great deal and, in turn, can provide a rewarding experience.

Boards play a critical role in the long-term success of organizations. In addition to the expected fiduciary responsibilities, healthcare boards are tasked with promoting and embodying the mission and vision of the institution and advocating for its well being while setting aside self-interest.  Advocacy includes ongoing education of politicians and civic leaders, fundraising and networking with potential donors, and telling the organization’s “story.”  It is imperative that the board builds relationships in the community in order to expand services to meet community needs and partner with other aligned organizations.

Good operations is good strategy. Operational excellence. Blocking and tackling. Within health systems, the ongoing importance of good operations should be highlighted as a foundational element of every strategic plan. Good operations is a “no lose” strategy that positions a health system for success regardless of the many external forces providing new challenges. Value-based contracting, risk-sharing and Medicare break even strategies are all dependent on the fundamentals of sound operations. Operational Excellence requires strong and improving performance across a broad spectrum of metrics related to safety and quality, customer service and cost efficiency.