Most boards and governance experts say boards should be meaningfully involved in shaping and ultimately approving the strategic plan and major decisions—but if they try to develop plans, they’re bordering on management. The tricky part is distinguishing meaningful involvement from development.
Securing board approval for a major new project can be a long and tricky process when the CEO proposing it isn’t sure which criteria trustees will use, and the board is equally uncertain what the yardsticks ought to be. At Adirondack Medical Center in Saranac Lake, N.Y., President and CEO Chandler…
As strategic planning becomes a more intense focus for hospital boards, lessons from publicly traded companies may be instructive.
Recently, I sat in a board meeting of a leading U.S. health system as trustees were discussing their strategic vision for the system, and how the rapidly changing health care field, marketplace and regulations were having a profound impact on its future.
Carolinas HealthCare System’s Journey to Revamp Its Mission & Vision Statements to Better Represent the Heart of the Organization
The heart of your organization should be reflected in your mission and vision statements.
This checklist poses questions about whether your board is following recommended practices for strategic planning.
The American Hospital Association’s report, Hospitals and Care System of the Future, describes a series of “must do” strategies and future core competencies hospitals will need as they transform themselves from first curve to second curve delivery systems, driven by a shift from volume-driven to…
The dashboard or “balanced scorecard” has become a staple of effective governance. Charts and numerical data provide a comprehensive picture of organizational performance. Here are some questions to assess whether your board’s dashboard is as good as it could be.