CEO Evaluation

Increasingly The Governance Institute is getting requests from CEOs to do some counseling with their board chairs. More Info

Board Restructuring Case Study

The Governance Institute talks with many CEOs and board members and, in most cases, finds that boards are working effectively to further their organizations’ mission, vision, and strategy. With increased emphasis on... More Info

BoardRoom Press Special Section—April 2003

BoardRoom Press Newsletter
Special Section: Technology and the Future of Healthcare

Guidelines for Making Unaffordable Investments You Can’t Afford Not to Make
The subtitle’s inconsistency—making unaffordable investments you can’t afford not to make—is carefully worded. It is not a sign of sloppy writing or inattentive editing. It accurately reflects one of the most daunting challenges facing healthcare leaders in the early 21st century.

On the one hand, useful technologies are appearing at an unprecedented rate. New medical devices and computer systems are available to solve many of healthcare’s most vexing problems. Even more promising technologies are clearly visible on the horizon. Talk of a technology revolution is not exaggerated.

On the other hand, operating surpluses and investment capital have never been harder to find. Few health systems have spare cash, and reimbursement for medical services is falling farther behind the actual costs of providing them. Investing in technology next year is hard to justify for health systems struggling to meet payroll this month.

The Power of Philanthropy

As capital becomes increasingly elusive for hospitals and health systems, philanthropy has resurfaced as a critical organizational objective. To get the most from philanthropy efforts, many organizations will refocus and re-engineer their current structure and plan. Drs. Rice and McGinly discuss the state of healthcare philanthropy, how it can make a difference in today’s environment, and how to best govern the philanthropic process. More Info

Leveraging the Board’s Strategic Direction-Setting Responsibility
E-Briefings Article - V1N3

Mission is the core purpose of the organization and generally is longstanding. However, it is critical that the board review the mission during its routine planning cycle to ensure that, as stated, its mission captures its intent and is both clear and compelling. If the mission statement is overly broad, it will be difficult for the board and senior management to identify those programs and activities that are truly core to the mission.