This document provides an overview of effective healthcare governance during times of industry transformation. It discusses the challenges boards face, such as adapting to new payment and care delivery models. It also profiles three healthcare systems that have successfully adapted their boards. Health Partners in Minnesota transformed its board structure to prioritize community health goals. Genesys Health System in Michigan created a shared 25-year vision to unite its community after economic changes. Both systems increased local board involvement to better serve their communities. The document aims to help boards govern during ongoing healthcare reforms.
Elena Reyes, PhD, Associate Professor & Director of Behavioral Medicine, Florida State University College of Medicine, Regional Director Southwest Florida
Latino Health Forum 2014
Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians...PYA, P.C.
PYA Principal Kent Bottles, MD, gave the keynote address, “Achieving Rapid Cost Reduction & Revenue Improvement by Engaging Clinicians & Administrators,” at the recent Healthcare Financial Management Association’s (HFMA) 2014 Fall Institute in Bloomington, Indiana. In the presentation, he talked about how to engage physicians in all of the efforts needed to respond to the Affordable Care Act and healthcare payment reform.
Elena Reyes, PhD, Associate Professor & Director of Behavioral Medicine, Florida State University College of Medicine, Regional Director Southwest Florida
Latino Health Forum 2014
Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians...PYA, P.C.
PYA Principal Kent Bottles, MD, gave the keynote address, “Achieving Rapid Cost Reduction & Revenue Improvement by Engaging Clinicians & Administrators,” at the recent Healthcare Financial Management Association’s (HFMA) 2014 Fall Institute in Bloomington, Indiana. In the presentation, he talked about how to engage physicians in all of the efforts needed to respond to the Affordable Care Act and healthcare payment reform.
A Conversation on Care Coordination for Children with Medical Complexity: Who...LucilePackardFoundation
Care coordination is an important approach to addressing the fragmented care that children with medical complexity often encounter. What are optimal care coordination services? How does care coordination intersect with care integration and case management? Learn best practices and how to implement a process that will achieve improved outcomes and value for children with special health care needs and their families.
Interprofessional Collaborative Practice Education: Values, Communication & Tools
Presented by Shelley Cohen Konrad & Jennifer Morton
University of New England
Maine Family Medicine
Anna Ratzliff, MD, PhD, Associate Director for Education, Division of Integrated Care & Public Health Department of Psychiatry & Behavioral Sciences, University of Washington
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The Role of Hospital Management in Renovating Healthcare By Dr.Mahboob ali kh...Healthcare consultant
In a time of rapid change in the healthcare system, it’s no surprise that hospitals across the country are examining new patient care delivery approaches. In many cases, business professionals with management experience are driving innovation. According to me healthcare managers are the “missing link” when it comes to the debate surrounding healthcare reform. The skills and ideas that healthcare managers bring to the table provide a fresh approach with significant patient benefits.
Stephen Morgan, M.D.
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iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
At the end of this presentation, the readers will be able to:
Define what is shared governance
Concepts of shared governance in nursing
History of shared governance
Contributing factors towards shared governance
Action towards shared governance
Growing needs in shared governance for collaboration, engagement in HealthCare Practices
Governance Models
Appreciate shared governance
Implementation of shared governance
This is a short presentation to accompany a collection of case studies and evaluations I did while pursuing my MBA.It covers a VERY brief description and comparison of the management aspect of healthcare and healthcare sciences.
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
As new payment models emerge that emphasize value over volume, providers are being compelled to look more closely at how to motivate patients—especially those with multiple chronic conditions—to actively manage their care, make better decisions and change behaviors. This editorial webinar will explore the relationships between engagement and improved health outcomes, greater patient satisfaction and better resource utilization. Our panel of experts will share proven strategies for building patients' confidence, disseminating self-management tools and making the best use of your care team.
A Conversation on Care Coordination for Children with Medical Complexity: Who...LucilePackardFoundation
Care coordination is an important approach to addressing the fragmented care that children with medical complexity often encounter. What are optimal care coordination services? How does care coordination intersect with care integration and case management? Learn best practices and how to implement a process that will achieve improved outcomes and value for children with special health care needs and their families.
Interprofessional Collaborative Practice Education: Values, Communication & Tools
Presented by Shelley Cohen Konrad & Jennifer Morton
University of New England
Maine Family Medicine
Anna Ratzliff, MD, PhD, Associate Director for Education, Division of Integrated Care & Public Health Department of Psychiatry & Behavioral Sciences, University of Washington
Latino Health Forum 2014
The Role of Hospital Management in Renovating Healthcare By Dr.Mahboob ali kh...Healthcare consultant
In a time of rapid change in the healthcare system, it’s no surprise that hospitals across the country are examining new patient care delivery approaches. In many cases, business professionals with management experience are driving innovation. According to me healthcare managers are the “missing link” when it comes to the debate surrounding healthcare reform. The skills and ideas that healthcare managers bring to the table provide a fresh approach with significant patient benefits.
Stephen Morgan, M.D.
Senior Vice President, Chief Medical Information Officer
Carilion Clinic
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
At the end of this presentation, the readers will be able to:
Define what is shared governance
Concepts of shared governance in nursing
History of shared governance
Contributing factors towards shared governance
Action towards shared governance
Growing needs in shared governance for collaboration, engagement in HealthCare Practices
Governance Models
Appreciate shared governance
Implementation of shared governance
This is a short presentation to accompany a collection of case studies and evaluations I did while pursuing my MBA.It covers a VERY brief description and comparison of the management aspect of healthcare and healthcare sciences.
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
As new payment models emerge that emphasize value over volume, providers are being compelled to look more closely at how to motivate patients—especially those with multiple chronic conditions—to actively manage their care, make better decisions and change behaviors. This editorial webinar will explore the relationships between engagement and improved health outcomes, greater patient satisfaction and better resource utilization. Our panel of experts will share proven strategies for building patients' confidence, disseminating self-management tools and making the best use of your care team.
Key Principles and Approaches to Populaiton Health mManagement - HAS Session 21Health Catalyst
Population Health Management is in its early stages of maturity, suffering from inconsistent definitions and understanding, and is overhyped by vendors and ill-defined by the industry. And yet, many systems are moving forward in innovative pioneering ways to address this growing trend. In this session, you will hear from two very different, successful health systems: a physician-led group and a large integrated delivery system. They will share their best practices, learnings, and different approaches to population health management.
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NCA Clinical Workforce Development, Team-Based Care 2019 Webinar Series
Webinar broadcast on: May 23, 2019 | 2 p.m. EST
In this webinar experts will share their journey in planning, preparing and launching a population health initiative. With the goals of impacting population health outcomes while ensuring cost effectiveness, our experts designed interventions to eliminate gaps in care, particularly among special populations.
Engines of Success for U.S. Health Reform?
Eric B. Larson, MD, MPHVice President for Research, Group Health Executive Director, Group Health Research Institute
Maintaining Independence through Interdependence--Alliances Between AMCs and ...PYA, P.C.
PYA Principal Jeff Ellis joined Mark Thompson of Seigfreid Bingham, PC; Daniel Peters, General Counsel of The University of Kansas Hospital; and Dr. Robert Moser, Kansas Heart and Stroke Collaborative, in presenting “Maintaining Independence through Interdependence--Alliances Between AMCs and Community Hospitals" at the AHLA Legal Issues Affecting Academic Medical Centers (AMCs) and Other Teaching Institutions program.
In January 2013, Catholic Health Initiatives began a multi-phase journey to develop a population health management solution across all of its regions. This presentation will describe the strategies the health system pursued for: creating a clinically integrated network as a first step in managing the health of populations and integrating care across the patient experience; aligning hospitals and physician groups to create successful clinical models; creating a data platform to share clinical measures and benchmarks; and ultimately becoming a risk-bearing shared savings ACO. Participants will hear real-world examples of best practices for how to meet FTC regulations, create an effective governance structure to manage performance, and align financial incentives. Learn how one of the nation's largest hospital systems developed a system-wide population health management solution in order to achieve the necessary transformation from fee-for-service to fee-for-value.
Advancing Team-Based Care:Dissolving the Walls: Clinic Community ConnectionsCHC Connecticut
This final webinar of the Transforming Teams series addressed the ways innovative practices keep connected to their communities by offering non-medical services that benefit patients, linking to quality community resources, and acting as advocates in their communities for resources and programs that may be needed.
This webinar was presented Jun 2, 2016 3:00 PM Eastern Time
E. Anne Peterson, MD, MPH, Senior Vice President of Global Programs, Americares explores the organizations Strive to Thrive Program, a pilot project for local health system strengthening in eight countries.
2. Learning Objectives
• Identify the specific governance challenges
prompted by systemic industry changes
• Explore how governing boards are successfully
responding to systemic industry changes
2
4. Agenda
• Baseline
– History & Factoids
– Board Stats
– Perspective of the Trustee
• Scan
– Trends
– Challenges
– Three Examples of Boards Adapting/Evolving
• Conclude
– Key Takeaways
– Q&A
4
5. How Did the “Board” Get Its Name?
5
17th-18th century
England
“Board” of wood
used to eat on
“Board Room”
“Board Chair”
Benches and a
chair at the end
“Room & Board”
Impolite to put
arms under table
“Above Board” “Board Game”
Bryson, Bill. ”At Home: A Short History of Private Life.” New York: Doubleday, 2010. Print.
6. Average Board Statistics
Attribute Average Moving?
Board size
# of physicians
# of females
# of ethnic minorities
Board member age
Board member age limit
# of committees
Meeting frequency
Meeting duration
Have a consent agenda
Have executive sessions
6
2013, The Governance Institute, Biennial Survey of
Hospitals and Healthcare Systems
Moving?
Average
13.5 people
2.5
3.7
1.3
57.3 years
72.3 years
5
10-12 times/year
2-4 hours
71%
56%
8. Number of Board Committees
8
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
9. Most Prevalent Board Committees
• Governance/Nominating (92% of Systems have one)
• Finance (86%)
• Quality and/or Safety (85%)
• Executive Compensation (85%)
• Executive (75%)
• Investment (70%)
• Audit/Compliance (67%)
• Strategic Planning (46%)
9
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
10. Average Number of Board Members
10
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
11. Number of Board Meetings Per Year
11
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
12. Average Board Meeting Time Devoted
to Reports, Strategy, and Education
12
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
36.8% 16.8%
13. Changes in Board Structure to Prepare
for Population Health
13
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
14. Changes in Board Structure to Prepare
for Value-Based Payments
14
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
15. System Governance by Size (# of Beds)
15
2013, The Governance Institute, Biennial Survey of Hospitals and Healthcare Systems
17. The Perspective of the Trustee
• Accountable for all outcomes – quality, financial,
clinical, patient satisfaction, charitable contributions
• Three main jobs – policy making, decision making,
oversight
• Strategy not operations – not always natural or easy
• Learn healthcare and then keep up
• CEO hiring and evaluation
17
18. The Trustee Reality
• Healthcare is complicated
• Most board members are non-clinical and do/did not
have careers in healthcare
• It is hard running a multi-million/billion dollar
company with volunteers (12% of boards
compensated, 75% < $10k/yr)
• Right now is the slowest pace of change in
healthcare we will all experience
18
19. Shifting Trends
• Physician Relations
–Referring vs. employed
• Healthcare Reform
–New regulations, new rules, new models, new
patients
• Consolidation
–Systems, board hierarchy, portfolio mentality
19
20. Physician Relations
• More physicians on the board
• More physicians on the payroll
• New models needing clinical knowledge at the
board table
– Clinically Integrated Networks (CIN)
– Accountable Care Organizations (ACO)
20
21. Healthcare Reform
• Payment reform - volume to value, risk contracts
• Care models - CIN, ACO
• Transparency - quality outcomes, community
benefit
• Triple Aim aspirations
21
22. Consolidation
• “Systemness” - a different way of thinking
– Portfolio management mentality
– Scale resources and leverage size
• Merge, Partner, Acquire pick one
• Board hierarchy
– System, regional, hospital, other
– New roles, powers, alignments, and expectations
22
23. Trends Shaping Healthcare Priorities
1. Physician Engagement: Partners with Aligned Incentives
2. Revenues, Operating Costs, and Financial Sustainability
3. Care Model Redesign and Clinical Integration
4. Employer Exchanges and Health Plans
5. Competitive Positioning: Consolidations, Affiliations, and
Partnerships
6. Information Technology: Supporting New Care Models
7. Transparency and Accountability
8. Workforce/Culture of Accountability
9. Population Health Management: Easier Said Than Done
10. Governance
23
Masters, Guy M; Valentine, Steven T. “Ten Trends That Will Shape Healthcare Strategic Prioities in 2015.” E-Briefings. Jan 2015.
24. Governance Trends
1. Ensuring business judgment rule protection
2. Risk oversight
3. Director time commitment
4. Strategic planning
5. Board composition
6. Committee effectiveness
7. Talent development
8. Cybersecurity and governance
9. Tenure refreshment
10. General Council and Chief Compliance Officer coordination
24
Peregrine, Michael W. “2015 Governance Trends for Non-Profit Hospital and Health Systems.” Governance Notes. The Governance Institute, Feb. 2015.
25. Agenda & Time Check
Baseline
History & Factoids
Board stats
Perspective of the Trustee
Scan
Trends
Challenges
– Three Examples of Boards Adapting/Evolving
• Conclude
– Key Takeaways
– Q&A
25
26. Three Examples of Boards Adapting
26
Schummers, Dan F. “Governance across the Continuum: Leadership Accountability for Creating Healthy Communities.” Signature Publication.
The Governance Institute, June 2014.
27. • Hospital and Health System accountability expands beyond
quality and safety of care delivered to overall health of
community
• Reimbursement models shifting from fee for service to risk
assumption for defined populations
• Gravitational pull moving center of healthcare experience to
non-hospital based care
• Organizations are achieving success, however, no ‘one
size fits all’ approach generating success
Why Focus on Community Health?
27
28. Common Focus and Success Measures
• Role of Healthcare Board
– Prioritize mapping of Community Health Needs and
Community Health Assets
– Identify linkages between Community Assets and design
new methods of collaboration
– Unite disparate elements within a community towards
common goal of health
28
29. Health Partners
• Largest consumer governed not-for-profit healthcare
organization in US
• 1.5 million members
• CareGroup of 1,700 providers (750 PCPs)
• 6 hospitals owned
• 1 hospital joint venture
• Serving Minnesota and Western Wisconsin
“We seek to improve health and well-being in partnership with
our members, patients, and community.”
29
30. Health Partners Perspective
• Crossing the Quality Chasm & Triple Aim created “seismic
shift” & provided “framework going forward”
• Personalized healthcare experience of CEO Mary Brainerd
compels drive to patient centered system
• Culture of continuous quality improvement
• Decision to transform both operations and culture to
achieve goals
30
31. Transforming Governance to Attain Ends
• Health Transformation Committee
– Estimate goals for care and health transformation
– Develop appropriate measures of success
– Collaborate in learning with senior leadership
– Embed goal of system transformation into culture of organization
“To hold a whole organization accountable for results, the board
really needs to know—and have a role in determining—how we
are making the changes.”
Mary Brainerd, CEO, HealthPartners
31
32. Role of Local Boards in Expanding System
• Importance of aligning around a common mission and
vision
• Expansion is a way of bringing vision into communities in
which it exists
• Local experience and wisdom from community trumps fear
of change resistance / conservative nature
• Local board’s role essential for health of their community
• Elevate local trustees to assume greater responsibility,
aggressive goals & track metrics
32
33. Partnership, Listening & Learning
• Expansion is a means to executing the Triple Aim and
fulfilling mission
• Formal partnerships “inflection points along continuum of
collaboration and partnership”
• Local board’s role to “speak up” and advocate for
community
• Structure must follow strategy
33
34. Genesys Health System
“Genesys will be recognized as the premier, values-based
healthcare system in the region by focusing on the needs of people
in their pursuit of health and well being.”
• GRMC ‘Anchor’ Hospital
• Home Health, Hospice
• Ambulatory Care Centers
• Athletic Center
• Physician Hospital Organization
• Serving Central Michigan
34
35. Genesys Health System Perspective
• Community healthcare services matched pace with General
Motors
• 1990s “Severe life altering change”
– From 80,000 employees to < 8,000
– Consolidation of 4 hospitals into 1 new build
– Formation of Genesys Health
– Joining with Ascension Health
• Decade to absorb impact of traumatic change and “let the dust
settle”
• Change resilience: Commitment to move out of silos and
become true health system
35
36. • Building a common vision
– Representatives from community, physicians & small
number of hospital executives
– Executives are ‘stewards’ of new asset
– Collaborate to create 25 year vision for hospital, system and
community
• Role of board and leadership
– Disseminate new vision across system
– “Chipping away at it every quarter”
– Understanding and alignment spread organically
Creation of a True Community Asset
36
37. • Board’s view of its fiduciary responsibility must expand
– “Move beyond myopia of the hospital as central to the health
system”
• Increasing provider engagement and representation on the
board to enrich deliberation
• Ensuring community board members don’t “abdicate”
responsibility to new provider trustees
• Community Health Needs Assessment and Advocacy
Committee
– Members drawn from leaders of free clinic, FQHC, fitness center,
locals schools, colleges, etc.
– Partners in understanding unique needs of community
Vision & Governance Outside of the Hospital
37
38. • Leverage data driven understanding of community health
needs to participate or lead multi-sector health alliances
– Effect change
– Insight to larger community view of health needs and assets
– Share knowledge with participants
– Build relationships
• Greater Flint Health Coalition
– Tackling community health issues e.g. smoking bans, caesarean
rates, diabetes, etc.
– Deploying best practices e.g. Respecting Choices®
– Managing cost: FQHC and PCMH to manage ED volume
Leadership in Community Alliances
38
39. “Nobody here ever thought that GM could go bankrupt
and yet that happened. So it sets this mindset of
‘don’t resist change, lead it,’ because it can be
devastating if you aren’t paying attention to what’s
going on and aren’t continuing to reinvent yourself.”
Betsy Aderholdt, CEO, Genesys
39
40. Bellin Health
“The people in our region will be the healthiest in the nation.”
• 167 bed hospital
• BMG 90 PCPs
• In and Outpatient psychiatric services
• Fitness, sports medicine & rehabilitation
• Home Health
• Bellin School of Radiologic Technology
• Bellin Health FastCare
• Serving Green Bay and surrounding areas
40
41. Bellin Health Perspective
• 2000 increased competition in market triggers cuts to services and
positions
• 2002 forecasted 30% increase in employee health coverage cost
• No clear understanding of what was driving cost and where
opportunities for improvement lay
“We realized we needed to get better information about the way
we were spending the dollars, and we also realized that people
using the health benefit needed to be more invested in the
benefit, be more invested in their own health.”
George Kerwin, CEO, Bellin Health
41
42. • Health Risk Assessment for every employee
• Senior leadership conducts frequent conversations to explain
‘why’ & ‘importance’ for employees and system
• Created system for premium discounts tied to HRA scores
• Discounts provided to employees and spouses for tests and
screening
• Push to get all employees engaged in primary care and
preventive services
• Outcome: 33% reduction in health costs in 2 years
– Improvement in HRA scores
– $13 MM savings in first 8 years
Providing Direction Through Data
42
43. • Model addressed health needs of community & needs of
local business owners to manage health cost
• “Business Health Solutions”
– Consumer driven health plan, onsite services, HRA, employee
incentive structure, etc.
– 2,500 companies partner with Bellin
– Employer costs 20% lower than national average
Spreading Success Into the Community
43
44. • ‘Bellin Corporation’
– 60 members, cross section of community & providers, includes
past trustees
– Talent bench for board recruitment
• Longevity valued in board and senior leadership
• Avoid stagnation through continued education
• “Common Past” facilitates risk taking by shifting focus to
long term gains
– Approach to M&A
– Expansion of primary care network
Building Board Strength Through
Experience & Consistency
44
45. • Most important change to Board composition was increase
in patient and family members
– Contextualize what a healthy community could be
– Share strategies, imagine and design ways to link health assets
to community needs
• Family physician members trained in terms of managing
people and keeping them healthy
• Business community members have unique understanding
of health impact on economics and needs of community to
improve health of workers
Evolving Composition of Board
45
46. • Integration of community health into the Mission and Vision to guide your future
decisions
• Assessing broad community health needs and assets to prioritize your
initiatives
• Healthcare and governance remain local, even in era of consolidation,
leverage those with roots in community (patients, providers and business
owners)
• Objective measures of community health impact must be selected, measured
and shared with local health partners for Board to hold leadership accountable
• Know how and when to use your brand; when to lead from the front v. facilitate
and participate with community health stakeholders for the betterment of those
you serve
• Board fosters a culture accepting change, promoting courage in uncertain
times and ensuring alignment to Mission and Vision.
Lessons From Our Three Examples
46
47. Key Takeaways
• Board Rooms as important as Operating Rooms
• “Board”, “Board Room”, “Board Chair” origins
• Average Healthcare Board stats
• Trustee perspective & reality
• Healthcare and governance trends
• Boards aligning to community health
– HealthPartners, Genesys, Bellin
• Adapt, Evolve, Stretch
47
48. Agenda & Time Check
Baseline
History & Factoids
Board stats
Perspective of the Trustee
Scan
Trends
Challenges
Three Examples of Boards Adapting/Evolving
Conclude
Key Takeaways
– Q&A
48
49. Contact Information
Zach Griffin, MBA, MHA
General Manager, The Governance Institute
(a service of National Research Corporation)
Phone: 1-877-712-8778
Email: zgriffin@governanceinstitute.com
www.governanceinstitute.com
www.nationalresearch.com
49
50. Bio: Zach Griffin, MBA, MHA
Zach is General Manager of The Governance Institute, a service of National Research
Corporation.
The Governance Institute provides trusted, independent information and resources to
board members, healthcare executives, and physician leaders in support of their efforts
to lead and govern their organizations. Zach began his career as a Management
Consultant at Ernst & Young, and has worked for industrial conglomerate 3M and
information technology focused Thomson Reuters in a variety of strategy, marketing,
and product development roles.
Zach received a Bachelor of Science degree from the University of Iowa in Mechanical
Engineering and later earned a Masters degree in Business Administration (MBA) at
Indiana University and a Masters degree in Healthcare Administration (MHA) at the
University of Washington. Zach and his wife Dana live in Seattle with their two sons
and dog.
50
51. Bibliography
• Bryson, Bill. ”At Home: A Short History of Private Life.” New York: Doubleday, 2010. Print.
• Frakt, Austin. "In Hospitals, Board Rooms Are as Important as Operating Rooms." The New
York Times. The New York Times, 16 Feb. 2015. Web. 19 Feb. 2015.
• The Governance Institute. “Governing the Value Journey: A Profile of Structure, Culture, and
Practices of Boards in Transition - 2013 Biennial Survey of Hospitals and Healthcare
Systems” Signature Publication. Fall 2013.
• Masters, Guy M; Valentine, Steven T. “Ten Trends That Will Shape Healthcare Strategic
Prioities in 2015.” E-Briefings. Jan 2015.
• Peregrine, Michael W. “2015 Governance Trends for Non-Profit Hospital and Health
Systems.” Governance Notes. The Governance Institute, Feb. 2015.
• Schummers, Dan F. “Governance across the Continuum: Leadership Accountability for
Creating Healthy Communities.” Signature Publication. The Governance Institute, June
2014.
51