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Shared Governance in Action – Mission, Growth & Strategy Panel Dialogue

Shared Governance in Action – Mission, Growth & Strategy Panel Dialogue Mike Butler – President, Operations and Services.

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Shared Governance in Action – Mission, Growth & Strategy Panel Dialogue

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  1. Shared Governance in Action –Mission, Growth & Strategy Panel Dialogue Mike Butler – President, Operations and Services

  2. Mission Integration and Community BenefitPresented by:Joel Gilbertson Gary Livingston Elaine Couture SVP Community Partnerships & PHC, CMB Chair PHC, Chief ExecutiveExternal Affairs garyliv@comcast.netelaine.couture@providence.orgjoel.gilbertson@providence.org (509) 710 8567 (509) 474-5060(425) 525-3977

  3. Community Needs Assessment Accountability delegated to the CMBs by the PH&S System Board Essential to creating healthier communities, together Public expectation in exchange for tax-exempt status Providence Health & Services | 2014 SHARED GOVERNANCE ANNUAL REFRESHER

  4. CMB accountabilities: Community Needs Assessment Approve community needs assessment (CNA) every three years. Ensure plan and outcomes are communicated internally and externally to show health needs addressed Ensure effective investments to address CNA identified needs and achieve Triple Aim Providence Health & Services | 2014 SHARED GOVERNANCE ANNUAL REFRESHER

  5. Advocacy and community engagement Providence Health & Services | 2014 SHARED GOVERNANCE ANNUAL REFRESHER Accountability shared by CMBs and PH&S System Board Essential to ensuring connection to community and support for key initiatives

  6. CMB accountabilities: Community Engagement & Advocacy • Review regional community engagement plans • Partner with local ministry leadership to strengthen community relationships with external stakeholders • Review and input on advocacy plans • Participate in advocacy efforts as coordinated by government and public affairs staff Providence Health & Services | 2014 SHARED GOVERNANCE ANNUAL REFRESHER

  7. How It’s Carried Out:Community Health Needs Assessment (CHNA) • Process by the Community Ministry Board at PHC • Board member sits on the Community Benefit Team • Budget established consistent with CHNA priorities • Identified priorities and action plans approved by Board • Community Benefit Team Board member participates in establishing strategies for granting process • Annual report presented to whole Board

  8. How It’s Carried Out:Community Relations & Advocacy PHC Community Engagement Plan The Community Ministry Board requested to serve a more active role in partnership with senior leadership in community relations and advocacy related activates. The Board received and approved the PHC Community Engagement Plan in 1st quarter of 2013.

  9. Case Example: Community Needs Assessment Stevens County Hunger Coalition

  10. Stevens County Hunger Coalition • Outcomes: • $114,000 grants provided • 28,000 pounds of additional food received • $110,000 for Kettle Falls (WA State Dept of Agriculture) • Increased the amount of food that stays local (direct from local farmers) 16,000 to 19,000 pounds to every food bank • Provided local flu vaccinations

  11. How It’s Carried Out: Community Engagement & Advocacy • PHC Community Engagement Plan • Objective: Proactively engage members of the community in critical conversations that enhance PHC’s position as the thought leader in the region • Target Audiences: Business, community, government and political leaders; faith-based community leaders; health care leaders; and the major media • Key Tactics: • Community/public health forums • Editorial Board meetings with major local media • Community event sponsorships • Expanded senior leadership engagement program (1:1 relationship development with business and community leaders) • Ambassador program • Community board memberships • Speaker’s Bureau

  12. How It’s Carried Out: Community Engagement & Advocacy • PHC Community Engagement Plan • PHC Community Ministry Board Role – Ambassador Program • Join PHC chief executive and senior leaders in 1:1 meetings with community, business and political leader meetings • Participate with PHC leaders in speakers bureau engagements • Attend with PHC senior leaders in community sponsored events e.g., • Greater Spokane Inc. (local Chamber of Commerce) annual meeting • American Heart Association Go-Red event • The Mayor’s annual Gala • Economic Forum • Attend Editorial Review Board meetings on major strategic initiatives

  13. Case Example:Community Engagement & Advocacy Sponsorship transition for Inland Northwest Health Services (INHS) Background: Restructured INHS from joint membership by Providence Health Care and Empire Health Foundation to 100% membership by Providence. Transition Objectives: • Reassure and stabilize INHS employees • Ensure understanding and acceptance of Empire Health Foundation’s transition of sponsorship to Providence • Reassure the community that Providence will continue to support INHS and its value as a community asset

  14. Case Example:Community Engagement & Advocacy Sponsorship transition for Inland Northwest Health Services (INHS) CMB Role and Lessons Learned: • Board leadership engagement early on in strategy development and planning • Though the Community Engagement Plan, senior leadership and a Board member held an Editorial Board meeting with the major local newspaper in August in preparation for this transaction • Included Board member participation in crucial conversations • Paired Board members with chief executives from each organization during press conference to announce the transaction • Board members brought the voice of the community into the conversation • Enhanced credibility and calmed concerns • Demonstrated sincerity of on-going commitment to INHS • Communication lesson – the words used to describe the transaction matter differently to different stakeholder groups

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