1 / 19

Maximizing the Effectiveness of Community Healthcare Boards

Maximizing the Effectiveness of Community Healthcare Boards. The Margaret Mary Health Governance Committee Mark Giesting, MBA Jim Roberts, EdD Mary Ann Wise-Castner Tim Putnam, DHA. Agenda. Board Challenges Research on Board Effectiveness Governance Committee as Best Practice

drago
Download Presentation

Maximizing the Effectiveness of Community Healthcare Boards

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Maximizing the Effectiveness of Community Healthcare Boards The Margaret Mary Health Governance Committee Mark Giesting, MBA Jim Roberts, EdD Mary Ann Wise-Castner Tim Putnam, DHA

  2. Agenda • Board Challenges • Research on Board Effectiveness • Governance Committee as Best Practice • Result of Governance Committee Implementation

  3. Challenge of Healthcare Governance • Even the smallest community healthcare organizations are complex multi-million dollar institutions with complicated legal, legislative and economic variables. • Frequently the Board consists of dedicated community leaders who have a very limited healthcare background.

  4. Consequences of Poor Board Performance • Healthcare Organization is weakened or possibly closes. • The community has less access to care. • Those with transportation issues have virtually no access. • Huge impact on economic viability of the community.

  5. Overview of Healthcare Boards • Optimal Board Size • Appointed/Elected vs. Nominated by existing Board • Common Committees • Audit and Finance, Quality and Safety, Board Development

  6. Overview cont. • Meeting Frequency • Diversity – • Gender • Ethnic • Geography • Age • Profession • Vital need to be involved in advocacy • Term Limits

  7. Focus of the Board • Too much emphasis on financial statistics and too little emphasis on quality and patient care issues. • Set the strategic direction of the organization. • Function as a sounding board. • Hiring and retaining a good leader. • Knowing when to replace the leader.

  8. View of the Board from the C-Suite • Education of the vast challenges in healthcare. • Condensing mountains of data into understandable information. • Create a way to connect the Board to direct patient care. • The Board is a team of consultants.

  9. Focus of the Team Team Timeline • Physicians and Staff Now • Management Week/Month • Board Year/Decade

  10. Job Description of the Board • Ensure that the organization fulfills its Mission to serve the healthcare needs of the community! • Ensure that the mission continues forever!

  11. Role of the Governance CommitteeThe Care and Feeding of the Board The Board Meeting How to turn three hours of mind numbing drudgery into two hours of meaningful work • Communication • Education • Evaluating and strengthening the Board

  12. Pre Governance Committee Changes Initiated by Governance Committee • Lead with Financial and other Statistical Reports • Informational Reports at Top of Agenda • Lead with Patient Impact Story (Some with positive outcomes, some with negative, but all representative) • Discussion Issues on Top of Agenda • Brief Informational Issues at the Bottom if Time Allows The Board MeetingGain Control of the Agenda

  13. Communication • Eliminated 250 page Board Packet • iPad based Board Communication (Board Vantage) • Update Report between Board Meetings • Status of key initiatives from each member of Management Team • Healthcare articles with input from CEO regarding potential impact for our organization

  14. Education • Eliminated one or two Board Members going to conferences • Developed Planned Annual Board Education Sessions • Scheduled a year in advance • Rotate between Regional and National Meetings • Set expectation that the whole Board attend • Walk away list

  15. Board Evaluation • American Center for Healthcare Governance • Annual Survey of Strengths and Weaknesses • Identify areas of frustration for members

  16. Board Perpetuation • Identify Future Needs of the Organization • Skill sets necessary to meet the needs • Develop Suspect and vetted Prospect lists • Match the needs with the list of Prospects • Successful and effective Orientation Process

  17. Consolidation • One of the most challenging questions facing independent community hospital boards is: • “Should we join a healthcare system?”

  18. Resources for the Board • AHA Center for Healthcare Governance • The Governance Institute • The Walker Company • IHA Quarterly Trustee Newsletter and Annual Trustee Conference (Usually in late June)

  19. Conclusion • Too many community healthcare Boards do not: • Assess their effectiveness • Use their member’s time wisely • Create a plan to improve their processes • Train and educate their members effectively • Develop the next generation of the Board • Look far enough into the future

More Related