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The Governance Institute provides a range of videos covering governance topics of concern, most of which are short and appropriate to view during a board meeting or education session.

Case Studies: Leading healthcare organizations share their unique stories and successes.


ProMedica Tackles Public Health: Addressing Social Determinants as a Core Responsibility →

ProMedica Health System, a $3 billion health system serving northwest Ohio, felt the need to identify and improve the social determinants of health in order to improve the health of their community. This program explains various social determinants of health, how and why ProMedica is tackling social determinants, and also provides advice from ProMedica executives for boards considering similar strategies.

 

The Carilion Clinic Model   →

This program chronicles the transformation of Carilion Health System to Carilion Clinic as it is known today. The program covers the catalysts for change, local market issues affecting the decisions, designing the clinic model, creating an attractive work environment, and fulfilling the clinic’s mission to create healthier communities.

 

Designing Governance for the Future: The New St. Luke’s Health System   →

This program presents a case study of the governance restructuring, including the rationale for governance redesign, the process taken in order to successfully implement and sustain a new structure, results, lessons learned, and next steps for  St. Luke’s Health System in Boise, Idaho.

 

Building a Culture of Accountability: The Transformation of Scripps Health   →

In 1999, when Chris Van Gorder first arrived as COO, Scripps Health was facing a number of challenges. Since then, Scripps Health has seen drastic improvements in financial performance, turnover rates, and employee morale. This program focuses on key decisions made by Van Gorder and his team that enabled this dramatic turnaround.

 
 
 

PopCity Series: A realistic case study of a fictitious health system's journey towards population health management.


Episode 6: Managing Your Care Delivery Network for Population Health   →

This program is the sixth in a series focusing on the challenges in moving from a fee- for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO and a consultant discuss the board’s role in building a care delivery network, including financial implications and characteristics of a high-performance care network.

 

Episode 5: The Value of Non-Equity Partnerships in Population Health   →

This program is the fifth in a series focusing on the challenges in moving from a fee- for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO and a consultant discuss the strategic value of non-equity partnerships in population health, the logistics and financial implications, and examples of successful non-equity partnerships.

 

Episode 4: Analytics in Population Health   →

This program is the fourth in a series focusing on the challenges in moving from a fee- for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO and a consultant discuss the organization’s IT and analytic capabilities for population health.

 

Episode 3: Physician Alignment in Population Health   →

This program is the third in a series focusing on the challenges in moving from a fee- for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO and a consultant discuss the organization’s position and options, as well as board strategic considerations, for aligning physicians around population health.

 

Episode 2: The Financial Implications of Transitioning to Population Health   →

This program is the second in a series focusing on the challenges in moving from a fee- for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO, board chair, and chief financial officer discuss the organization’s financial implications of strategic decisions to make the transition to a population health model.

 

Episode 1: Dilemma & Decision   →

This program is the first in a series that portrays a realistic case study of a fictitious health system transitioning from a fee-for-service business model to a population health model. In this program, the fictitious Northeast Health System’s CEO and board chair discuss their competitive position, financial strength, and strategies to help the organization move to a population health model  with a financial consultant.

 

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