GREAT BOARDS 2002
The Online Governance Newsletter

Spring 2002

PRINT AND VIEW ENTIRE ISSUE
Boardroom Briefing
The Institute of Medicine offers a 6-part vision for improving healthcare... We examine the provocative proposal and explain how one system-INTEGRIS Health of Oklahoma City, OK -is already working on it.
Frequently Asked Questions
How many staff members should attend board meetings? Governance consultant Barry Bader offers guidelines for ensuring that the staff's presence adds value to the board's work.
The Effective Board
Interviewing Prospective Board Members... Ask potential trustees these questions to ensure they're right for your board.
Board Bits and Pieces
New trustees at The Sisters of Charity of Leavenworth Health System are playing Jeopardy. Seven principles can build and maintain trust. Find out more here.
Director's Cut
Board Implications of Recent News... Read what Enron, California's nurse-staffing ratios and the Leapfrog Group's quality standards mean for healthcare boards.

PRINT AND VIEW ENTIRE ISSUE
Boardroom Briefing
A Forecast of Healthcare Trends, what's coming in 2002-2006, by renowned health futurist Russ Coile.
Frequently Asked Questions
What is the board's responsibility for financial audits? In the wake of the Enron scandal, Great Boards taps four experts who share their insights. Learn the key questions to ask.
The Effective Board
Diversity and Competence - how to recruit both ... read what a diversity specialist and leaders from two leading edge boards have to say.

PRINT AND VIEW ENTIRE ISSUE
Boardroom Briefing
A new model for hospital-physician collaboration. How can hospitals and physicians, increasingly at loggerheads, rebuild relationships? Start over with a joint vision, a new compact and more effective leaders, advises Barry Bader. And take heed of advice from physician consultant Joe Bujak: Don't lump all physicians together. Aim for a "flotilla" of multiple doctor partners, each in their own boat but sailing along with the hospital when needs coincide.
The Effective Board
Good business practice, government rules demand careful consideration of executive pay. A leading compensation consultant, Dan Fairley of Clark Bardes, explains how high profile Allina Health System ran afoul of the state attorney general. Follow five steps to keep regulators at bay, he advises.
Frequently Asked Questions
What relationship does the general counsel have with the board? Four attorneys discuss what the board should expect from the organization's top lawyer.
Board Bits and Pieces
Adirondack Medical Center in upstate New York keeps management and board in tune with 14 criteria for board evaluation of new projects. A new survey on audit committees from The Governance Institute finds only 40 percent have established procedures to guide selection of the auditors.

PRINT AND VIEW ENTIRE ISSUE
Boardroom Briefing
Real Lesson of Enron: Strengthen Board Culture. "Boards need a culture of accountability, not acquiescence," writes governance consultant Barry S. Bader in the cover story. Good structures set the stage for boards to exercise their accountability with probing questions and frank discussion - but it's their culture that determines whether they'll act assertively or just go along, as Enron's board did. Read how to build commitment, independence, trust, diligence and candor into your board's culture.
The Effective Board
"Sooner Rather Than Later: Benefits of Leadership Transition Planning." If your CEO could be several years away from retirement, this article is a must-read. Don't wait until it's time to call a search firm: Work with the CEO a few years in advance, advise Dan Fairley of Clark/Bardes and Barry Bader. They share real-world examples of how boards can conduct a well-organized process to prepare for a CEO change.

Many articles are in PDF format. Click "Get Adobe Reader" to download the free Adobe Acrobat PDF Reader.