Innovation in Children’s Hospitals
February 12, 2010
Posted by chcablogadmin in : Innovation
I’d like to thank Chris Dawes for giving us a glimpse into Lucile Packard Children’s Hospital at last week’s Executive Dialogue meeting. Chris is an incredible champion of innovation and has leveraged the hospital’s position in the Silicon Valley ecosystem to progress faster. — Don
Here’s what venture capital panelists said about creating innovation in children’s hospitals:
Allow for failure: Josh Makower, MD, consulting associate professor, Stanford University School of Medicine
Innovations in quality and safety: James Woody, MD, PhD, general partner, Latterell Venture Partners
Three must-haves for innovation in hospitals: Dana Mead, Jr, partner, Kleiner Perkins Caufield & Byers
Zechman Shares How CNMC Is Changing Its Governance Model
February 1, 2010
Posted by chcablogadmin in : Boards
Diverse representation on a children’s hospital board is a good thing. But I’ve heard many of you say generational diversity on your board is tougher to achieve. So I’ll be curious to hear what you think about Nygren’s recommendation to Children’s National Medical Center (CNMC). I hope you take the opportunity to talk more with Ned at the Executive Dialogue about how the board, foundation and Strategic Advisory Board will interface. – Don
Ned Zechman
Over the last few years, we’ve all seen significant environmental and regulatory impacts upon our governance models. Added to these are the generational shifts taking place on boards. Hospitals and not-for-profit boards are not immune to these challenges and might experience even greater effects as their missions are more ambiguous than shareholder value.
At the near completion of a new strategic plan, CNMC set up a task force to address these issues. We hired Nygren Consulting, LLC to help the CNMC Nominating & Corporate Governance Committee look at the current board structure and competencies. The process concluded the current board structure was excellent for the new strategic plan. However, a new Strategic Advisory Board (SAB) needed to be added to advise the CEO on major strategic matters including programmatic projects in total larger than $30 million and fundraising for those projects. Major business and corporate leaders - national and international - are targeted for the SAB. We are focusing on the new generation of leaders and implementation begins in the early spring.
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