Resource Library

Standard Work for Governance Example Source: St. Charles Health System. Used with Permission. Lean principles and practices drive performance improvement by clarifying the steps involved in work processes to avoid wasting time reinventing how work should be done. The board of St. Charles Health System in Bend, Ore., developed “standard work” for several board processes to improve governance performance. An example of standard work for biannual distribution of director stipends appears here.

This webinar provides specific examples of and practical tools used by the highest-performing boards as they move toward five categories of advanced governance practices: Visionary, Strategic and ‘System’-focused; Nimble, Streamlined and Clear; Intentional, Disciplined and Consistent; Competency-based, Educated and Evaluated; and Objective, Transparent and Accountable.

Value creation occurs at many levels in organizations. This chart, used by St. Charles Health System based in Bend, Ore., describes the unique role of governance as well the roles of leadership, management and front-line workers in applying Lean principles to support sustained organizational improvement.

Topics: Using Competencies in Trustee Selection, Competency-Based Trustee Selection in Action, Using Competencies to Transform Governance

This webinar examines the best practices of CEO succession planning in a health care setting. Bill Westwood, Senior Client Partner, Korn Ferry presents a thorough description of the process to follow to ensure that succession planning is smooth, efficient and objective. He offers specific recommendations for the roles that each party plays in the process, and what risks should be avoided. Board members, incumbent CEO's and potential CEO's will learn how to prepare for and execute succession planning in their organizations.

This webinar makes the case that the time has come to develop a new model of hospital and health system governance. Presenter Jamie Orlikoff discusses four phases in the evolution of the current model of governance and ongoing market and organizational pressures that make it difficult for the current model to withstand, and he suggests that these pressures are likely to deepen as their pace, scope and scale accelerate.

By Stephen Mansfield While a clear, bright line between the roles of governance and management does not exist for every issue that boards and organizational leaders must address, defining the relative roles of boards, leaders and managers can enhance governance effectiveness and working relationships.

To prepare for leadership succession, boards must identify talented leaders within the organization, take steps to retain them and develop them well for future roles.

The crisis brewing in the traditional governance model requires conscious construction of new models relevant to new times.

Clarifying accountabilities between management and governance is essential for high performance. Discover best-practice governance principles in this article.

This webinar explores elements of fund development where volunteer leaders are most effective, what enables this effectiveness and how trustees and board members can optimize their engagement in advancing philanthropy.

Webinar Making Effective Decisions in Times of Uncertainty and Change: What Boards Need to Know  

This webinar considers who gives to health care, why they are drawn to the cause and how organizations can support engagement of those most likely to give.

Looking for tips to create – and keep – the board of your dreams? Wondering if that dream can ever become a reality? Curious to know how you can possibly create the board of your dreams if your board members are appointed or placed on your board rather than elected by current directors?

Boards need to understand artificial intelligence to evaluate its evolving benefits and risks.

This webinar outlines key questions for boards to ask and approaches to take to clarify an explicit role and job description for the board chair.

For the past few years, “prices” in health care have generated some eye-popping headlines in the press — most notably drug prices. It is not news to anyone in health care that the prices providers pay for drugs and for health care technology seem to rise every year. Further, providers face the daunting task of needing to buy ever-increasing amounts of technology just to keep pace with clinical innovation.

The following is intended to be an example that boards should adapt to meet their individual needs.

These are exciting and challenging times for board members of not-for-profit health care organizations. The main driver of this state of affairs is a field-wide transformation that promises to result in better quality, higher value, and population health improvement. Most board members see this as a positive move for their organization and community, since their missions often speak to the need to improve the health of the communities they serve.

The following is intended to be an example that boards should adapt to meet their individual needs. Effective governance depends on the right mixture of skills, experience, personal qualities and diversity among the members of the hospital board.