governance website

https://www.boardsource.org/
http://directorsforum.com/
http://www.thecorporatelibrary.com/
http://www.encycogov.com/
http://nacdonline.org/
http://www.idealist.org/if/idealist/en/FAQ/Nonprofit/Home/default
http://www.calpers.ca.gov/
http://www.conference-board.org/
http://www.brtable.org/
http://boarddirectorsnetwork.org/
http://www.americangovernance.com/americangovernance_app/index.jsp

n+nkou

measures

webapps.ama-assn.org/doctorfinder
Provides background information
and achievements and certifications
of physicians

bestdoctors.com
Offers peer review of physicians
who have met standards of care

compareyourcare.org
Rates quality of care with national
guidelines

healthfinder.gov
Provides ratings of hospitals and
nursing homes

healthgrades.com
Ranks physicians, hospitals, and
nursing homes

jcaho.org
Presents comparison information
for health care organizations

leapfroggroup.org
Reports on and compares hospital
quality outcomes

ncqa.org
Ranks health plans, including
information about their
performance

qualitymeasures.ahrq.gov
Compares quality measures across
institutions

ratemds.com
Provides patients’ ratings of
doctors

Determine the Organization’s Mission and Purpose
Select the Chief Executive
Provide Proper Financial Oversight
Ensure Adequate Resources
Ensure Legal and Ethical Integrity and Maintain Accountability
Ensure Effective Organizational Planning
Recruit and Orient New Board Members and Assess Board Performance
Enhance the Organization’s Public Standing
Determine, Monitor, and Strengthen the Organization’s Programs and Services
Support the Chief Executive and Assess His or Her Performance

http://www.hfma.org/library/revenue/PatientFriendlyBilling/

Structure and composition of the board
Board attendance and turnover
Board interaction with management
Well thought-out debt and balance sheet management
Level of accountability the board places on management and itself
Thorough understanding of the organization’s financial, marketing, operational and quality metrics
Understanding of capital markets and thehospital’s ability to access capital
Adoption of relevant Sarbanes-Oxley provisions
Ability to balance the concept of mission versus margin
Transparency in terms of financial, quality, marketing and operational indicators

Financing the Future I
www.financingthefuture.org
Fitch Ratings I
www.fitchratings.com
Healthcare Financial Management Association I
www.hfma.org
Moody’s Investors Service I
www.moodys.com
Standard and Poor’s I
www.standardandpoors.com

JointVenture Business Plan Components
- Executive summary
- Concept overview (business objective;congruence with mission and values)
- Market assessment (industry, competition)
- Development strategy (competitive differentiation and perceived strategic benefits)
- Organizational structure
- Management
- Operating plan (hours, services, staff requirements, qualitymanagement program)
- Utilization projections
- Financial plan (projected capital requirements,anticipated financial returns, and sources of
capital )
- Legal/regulatory/tax considerations (IRS, anti-kickback, Stark II, etc.)

n+nkou

医療の世界もそろそろ　CEO　の時代ですね。CEO　を支えるガバナンスを進めることが重要になりました。医療を商品と考えて、その価格、サービスの内容、成果（品質、顧客満足度、財務的成果）を十分に考慮して、よりよいサービスを提供できるように、ガバナンスがシッカリしなければなりません。そこで考慮されるべき項目は、

- ガバナンスの構成
- ガバナンスのプロセス
- CEO とガバナンスの関係
- ガバナンスの機能
- 財務
- 質
- 透明性
- 安全
- 戦略的ガバナンス

このようなことが、これからの研究課題ですね。SONY、TOYOTA　等と同じような組織が作れるか。医療も企業と同じですね。驕ることなく、顧客の満足を第一に考えられるか。顧客の視点で考えられるか。ともかく、ガバナンスがシッカリしないと話が進みませんね。

n+nkou

governance topics

- Board Composition
- Governance Process & Trustee Education
- Board/CEO Relations
- Board Work
- Finance
- Quality
- Patient Safety
- Strategic Planning

n+nkou

no1 trust hospital in minato-ku tokyo

Strategic objectives

quality,
service excellence,
operational performance,
education,
research,
physician relations,
workforce development,
community health and advocacy.

Physician-To-Population Ratios*
Physician
Need Per
100,000
Primary Care
Family Practice
35.0
Internal Medicine
27.0
Obstetrics/Gynecology
13.0
Pediatrics
13.0
Subtotal Primary Care
88.0
Medical Specialties
Allergy/Immunology
1.0
Cardiology
6.0
Dermatology
2.3
Endocrinology
0.9
Gastroenterology
1.7
Hematology/Oncology
2.5
Infectious Disease
2.5
Nephrology
0.9
Neurology
2.2
Physical/Occup. Medicine
1.3
Pulmonary Medicine
1.5
Rheumatology
0.8
Subtotal Medical Specialties
23.5
Surgical Specialties
Cardiothoracic Surgery
1.1
General Surgery
7.0
Neurosurgery
1.3
Ophthalmology
3.3
Orthopedics
7.0
Otorhinolaryngology
3.2
Plastic Surgery
1.2
Urology
3.1
Vascular Surgery
0.7
Subtotal Surgical Specialties
27.9
Other Specialties
Anesthesiology
5.5
Pathology
4.5
Psychiatry
10.0
Radiology
8.0
Radiation Oncology
0.9
Subtotal Other Specialties
18.9
Total All Specialties
158.3
*In 1990, the Graduate Medical Education National Advisory Committee published physician-to-population ratios by specialty.

Governance Functions

Establishing the vision, mission and strategic directions;

Providing fiscal and legal oversight (accountability);

Selecting, evaluating and terminating (if necessary) the chief executive officer;

Linking to the external community through a variety of stakeholders;
Developing and generating necessary resources;

Ensuring appropriate management systems;

Attending to board self-management through continuous evaluation and improvement;

Advocating on behalf of the organization and its mission.

n+nkou

marketing capability model
http://www.nonkou.com/writings/marketing-capability.pdf

n+nkou

これからのトレンドとしては、ますます、医療福祉機関の統合が進むでしょう。これの目的は、マーケットの拡大やコストの低減はもとより、変革へのプロセスでしょう。そして、その変革は、真の意味での競争を意味します。何を競争するか、結論からいうと、質、サービス、価格の競争でしょう。そして、あらゆる情報の公開、つまり、透明性の競争をも意味するでしょう。真の意味での競争、正しいレベルでの競争。これらのことを念頭において、これからの戦略的方向性を考える時が来ました。対応を誤らないように。

n+nkou

new patient satisfaction as consumer

wants empathy
wants convenience
wants positive outcomes
wants relief from symptoms
wants information
internet active
is empowered
Insists on customer service
Insists on control

n+nkou