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Reminds a university's trustees about fiduciary basics and extends their attention to new strategic roles, with suggestions for action.
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How You Make a DifferenceHow You Make a DifferenceHow You Make a DifferenceHow You Make a Difference
Northwestern Health Sciences University Board of TrusteesNovember 7, 2009
Ellen‐Earle Chaffee, Ph.D.Association of Governing Boards of Universities and Colleges
Role of the BoardRole of the Board
Look Up, Out, Around, Down
Fiduciary and Strategic
Fiduciary and StrategicFiduciary and Strategic
E • FIDUCIARY: Are we doing what we are supposed to
• FIDUCIARY: Are we doing what we are supposed to
Ensure organization fulfills its pp
do?pp
do?fulfills its mission
• STRATEGIC: Will we exist• STRATEGIC: Will we existEnsure
organization’s STRATEGIC: Will we exist and succeed “forever?”STRATEGIC: Will we exist and succeed “forever?”
organization s long‐term viabilityviability
Fiduciary DutyFiduciary Duty
Duty of CARE Duty of LOYALTY Duty of OBEDIENCE• Decide and act in good faith
• Prudent person level of care
• Decide and act in the best interest of the organization, protect and support
• Faithful to founding documents
• Obey the lawcare and support
Where does it say, “Focus on finances???”
…and once in awhile, maybe……and once in awhile, maybe…
Strategic is NotStrategic is Not
Where are THEY looking, much of the time??Where are THEY looking, much of the time??
Strategic TopicsStrategic Topics
• Vision • ResultsVision
• Strategy
• Concepts
Results
• Long term
• Business planp
• Resources
• Future
p
• Customer wants/needs
• Evidence
• Expertise
• Support
R di
• Competition
• Quality
Effi i• Readiness
• Productivity
• Efficiency
• Brand, positioning
Strategic QuestionsStrategic Questions
• What are we missing?What are we missing?
• What would be the 5‐10 year impact?
d hi d ?• How does this advance our strategy?
• What are the key national trends?
• Have you had a [comprehensive physical, vacation, great learning opportunity, …] lately?, g g pp y, ] y
• Is there anything on your mind that we can help you think through?help you think through?
Strategic Engagement at NWStrategic Engagement at NW
• Academic Affairs Committee topics– Integrative curriculum, faculty development, research, metrics and progress
• Finance Committee topicsFinance Committee topics– Recruitment, retention, IT, capital/equipment needs, financing the strategy, metrics and progress
• Development Committee topics• Development Committee topics– Financing the strategy, alumni goals, partnerships, metrics and progress
C i T i• Committee on Trustees topics– Balanced Scorecard development, becoming a strategy‐focused university and board, metrics and progress
Board‐Staff Indiv. CommunicationBoard Staff Indiv. Communication
B d f TBoard of Trustees
University President Board Chair
University Personnel
G P idFIDUCIARY, STRATEGIC, AND INTERPRETIVE
Governance Pyramid
Integrated Systems TheoryIntegrated Systems Theory
INTERPRETIVEINTERPRETIVEC lt l S i l S tC lt l S i l S tCultural, Social SystemsCultural, Social Systems
STRATEGICSTRATEGICBi l i l SBi l i l SBiological SystemsBiological Systems
FIDUCIARYFIDUCIARYh i lh i l
Governance as Leadership: Reframing the Work of Non‐Profit Boards by Richard P. Chait, William P. Ryan, and Barbara E. Taylor, NY:: Wiley, 2004.
Mechanical SystemsMechanical Systems
Integrative Health CareIntegrative Health CareINTERPRETIVEINTERPRETIVE
Encourage, expect, explain, provide….g , p , p , p
STRATEGICSTRATEGICAre we increasing VALUE for students/patients?Are we increasing VALUE for the university/clinic?
FIDUCIARYFIDUCIARYRoot Cause Analyses
El t i P ti t R dElectronic Patient Record
Governance PyramidGovernance PyramidINTERPRETIVEINTERPRETIVELearn, communicate,
STRATEGICSTRATEGICStrategic thinkingBalanced scorecard
FIDUCIARYFIDUCIARYPolicies, audits, consultants