1. How You Make a Difference Northwestern Health Sciences University Board of Trustees November 7, 2009 Ellen-Earle Chaffee, Ph.D. Association of Governing Boards of Universities and Colleges

2. Role of the Board

3. Look Up, Out, Around, Down

4. Fiduciary and Strategic

5. FIDUCIARY: Are we doing what we are supposed to do? Ensure organization fulfills its mission STRATEGIC: Will we exist and succeed “forever?” Ensure organization’s long-term viability

6. Fiduciary Duty Duty of CARE Decide and act in good faith Prudent person level of care Duty of LOYALTY Decide and act in the best interest of the organization, protect and support Duty of OBEDIENCE Faithful to founding documents Obey the law Where does it say, “Focus on finances???”

7. …and once in awhile, maybe…

8. Strategic is Not Where are THEY looking, much of the time??

9. Strategic Topics Vision Strategy Concepts Resources Future Expertise Support Readiness Productivity Results Long term Business plan Customer wants/needs Evidence Competition Quality Efficiency Brand, positioning

10. Strategic Questions What are we missing? What would be the 5-10 year impact? How does this advance our strategy? What are the key national trends? Have you had a [comprehensive physical, vacation, great learning opportunity, …] lately? Is there anything on your mind that we can help you think through?

11. Strategic Engagement at NW Academic Affairs Committee topics – Integrative curriculum, faculty development, research, metrics and progress Finance Committee topics – Recruitment, retention, IT, capital/equipment needs, financing the strategy, metrics and progress Development Committee topics – Financing the strategy, alumni goals, partnerships, metrics and progress Committee on Trustees topics – Balanced Scorecard development, becoming a strategy- focused university and board, metrics and progress

12. Board-Staff Indiv. Communication University PresidentBoard Chair Board of Trustees University Personnel

13. FIDUCIARY, STRATEGIC, AND INTERPRETIVE Governance Pyramid

14. FIDUCIARY STRATEGIC INTERPRETIVE Governance as Leadership: Reframing the Work of Non-Profit Boards by Richard P. Chait, William P. Ryan, and Barbara E. Taylor, NY:: Wiley, 2004. Integrated Systems Theory Mechanical Systems Biological Systems Cultural, Social Systems

15. FIDUCIARY STRATEGIC INTERPRETIVE Integrative Health Care Root Cause Analyses Electronic Patient Record Are we increasing VALUE for students/patients? Are we increasing VALUE for the university/clinic? Encourage, expect, explain, provide….

16. FIDUCIARY STRATEGIC INTERPRETIVE Governance Pyramid Policies, audits, consultants Strategic thinking Balanced scorecard Learn, communicate