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Building Effective CEO/Board Relationships in Healthcare

Explore the importance of CEO/Board relationships in leading healthcare organizations and learn key strategies to develop trust, communication, and clarity of roles and responsibilities.

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Building Effective CEO/Board Relationships in Healthcare

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  1. Learning From Experience Series Topic CEO / BOARD RELATIONSHIPS Richard E. Yochum President / CEO

  2. Agenda • PVHMC Overview • CEO / Board Relationships • Discussion

  3. Overview of PVHMC • Founded in 1903 • Not for Profit, Public Benefit Corporation • 453 Licensed Beds • 24 Member Voluntary Board of Directors • 3000 Employees • 600 Physicians/Surgeons • 1000 Volunteers • $450 Million Annual Operating Budget • $70 Million in Charity Care • $131 Million in Total Community Benefit • $30 Million Routine Capital Investment • Land – 37 Acres • Buildings – 1.15 Million Square Feet

  4. 2011 Statistics Total Admissions 22,000 Emergency Room Visits 82,000 Deliveries 6,821 Surgery Cases 14,000 Cardiac Surgeries 200 Cardiac Cath Procedures 2,600 Lab Procedures 1,308,000 Radiology Procedures 192,000 Physical Therapy Visits 121,000

  5. WHO WE SERVE: PVHMC 15.7% 41.2% 2.3% 2.2% 5.5% 24.9%

  6. Centers of Excellence • Women’s & Children’s Center • Perinatal Center • Birthing Center – 3rd largest in California; #1 in L.A. & S.B. Counties • Neonatal ICU – 3rd largest in Southern California • Pediatric Clinic • Pediatric Hospitalists • Maternal/Neonatal Transport • OB Hospitalists • Robert & Beverly Lewis Family Cancer Care Center • Radiation Oncology • Ambulatory Care Infusion Center • Patient Care Coordinators • Clinical Trials • Breast Health Center • Mammography • Stereotactic Needle Biopsy • Medical Oncology Offices

  7. Centers of Excellence- (continued) • Stead Heart and Vascular Center • Non-Invasive Cardiology • Cardiac Catheterization Lab • E. P. S. • Cardiac Surgery • Coronary Care Unit • Cardiac Rehab • STEMI Receiving Hospital • Regional Kidney Stone Center • ESWL • Laser • Endoscopy • Accredited Stroke Center • Los Angeles and San Bernardino Counties

  8. Satellite Centers Pomona • Family Health Center - (Orange Grove) • Free Standing Outpatient Center • Twenty Member Faculty Group • Eighteen Family Practice Residents • Affiliated with UCLA • Pomona Community Health Center – (Park Avenue) • Free Standing Affiliated Federally Qualified Health Center • Indigent Care Clinic • Chronic Disease Management • PVHMC Imaging Service– (Western University) • Radiology

  9. Satellite Centers – (continued) Chino / Chino Hills • Pomona Valley Health Center – (Grand Ave., Chino Hills) • Urgent Care • Rehabilitation/Physical Therapy • Family Medicine • Imaging Center • Pomona Valley Health Center – (Crossroads, Chino Hills) • Urgent Care • Occupational Medicine • Family Medicine • Radiology • PVHMC Imaging Center – (Grandview, Chino) • Radiology

  10. Satellite Centers- (continued) Claremont • Claremont Club – (Monte Vista, Claremont) • MILESTONES – Center for Child Development (Pediatric Rehabilitation) • Pomona Valley Health Center – (Monte Vista, Claremont) • Urgent Care • Family Medicine • Imaging Center/Radiology • Rehabilitation/Physical Therapy • Sleep Disorders Center • Nationally Accredited 8-Bed Center Covina – (Badillo St., Covina) • Rehabilitation/Physical Therapy

  11. Pomona Valley Health Centers Pomona Community Health Center Chino Hills Claremont Pomona Chino Hills

  12. CEO/Board Relationships Effective

  13. CEO/Board Relationships Peter Drucker • “The four hardest jobs in America (not necessarily in order) are: President of the United States, a university president, a hospital CEO, and a pastor.” • “Health care is the most difficult, chaotic, and complex industry to manage today.” • “The hospital is altogether the most complex human organization ever devised.”

  14. CEO/Board Relationships (continued) Who’s Responsible for: • Governance? • Leadership? • Management?

  15. CEO/Board Relationships (continued) • The key to Effective CEO/Board relationships is clearly developing an understanding of the role and responsibility of each other in leading the organization.

  16. CEO/Board Relationships (continued) • Keys to Effectiveness: • Trust (in each other) • Education • Information Sharing • Communication (candid) • Clarity of Roles, Responsibilities, and Expectations

  17. CEO/Board Relationships (continued) • Tools for Effectiveness: • Board Member Job Descriptions • Orientation and Continuing Education • Clear Committee Responsibilities / Authority • Periodic Board Self Assessments • Encouraging all Board Members to attend and participate in meeting discussions (not allow a few to dominate) • Share the Good, Bad, and the Ugly (all of the time)

  18. CEO/Board Relationships (continued) • Tools for Effectiveness (continued): • Reports for the Board versus re-cycled Management Reports • Respect the Board’s prerogative to go into Executive Session • Seek and incorporate the Board’s input into Decision Making • Always follow up on Board Member questions • Culture of Accountability

  19. CEO/Board Relationships (continued) “I was taught early in my career that my most important job as CEO, is to keep the Board out of trouble.” ~~Anonymous~~

  20. DISCUSSION

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