Gary Daniels, FACHE
Gary Daniels Consulting, LLC
(603) 763-4875
e-mail to: danielsconsulting@myfairpoint.net
Orientation Curriculum – Overview
Most Board members say they do not want a day-long orientation. They do not have the time. They also believe they will learn more by several “bite sized” sessions complemented with tours of part of the organization. Dividing the tours into smaller areas allows the new Trustees better opportunity to meet and talk with staff. Such a program could be divided into six parts:
Session 1-Orientation Subject: Governance/History - Tours: Inpatient
Session 2- Orientation Subject: Strategy - Tours: Outpatient
Session 3- Orientation Subject: Finance - Tours: Non-clinical
Session 4 - Orientation Subject: Physicians – Tours: Physician Offices
Session 5- Orientation Subject: Quality – Tours: Surgery
Session 6- Orientation Subject: Management – Tours: Off-site services
This column concludes the orientation curriculum series. In previous columns I presented an outline for Governance, History, Strategy, Finance, Physicians and Quality. In this column I will provide an outline for the content for Session 6, Management, comment on the recommended tour schedule and, finally, mention a few questions that should be asked at the conclusion of each session.
Session 5 – Management
Leaders: Board Chair, CEO, Executive Team
Content: Throughout the orientation the new Board member will have met several members of the executive team. At this session the Board member will not only meet the entire team, but will learn how they work together. This session will also further clarify how the Board and management work together to achieve the organization’s goals.
Subject: 1. Introduction of Executive Team, description of roles and responsibilities of management, relationship to Board, access by Board to management.
Materials: Board policy re respective role of Board and management
Subject: 2. Most important issues facing the Organization.
Materials: Synopsis of issues as available
Subject: 3. Organization structure, department heads. Materials: Organization chart
Subject: 4. Licensing and regulations.
Materials: Recent relevant reports
Subject: 5. Information management – IT strategic plan, EHR, capital requirements
Materials: IT strategic plan
Subject: 6. Relationships with other organizations, i.e. other local providers, referral hospitals, other community hospitals, state government, state hospital association. Materials: Relevant agreements
Subject: 7. Ethics Committee.
Materials: Roles and responsibilities of committee, important minutes and policies
Subject: 8. Emergency and disaster planning. Materials: Description of plan, who to contact, follow-up assessment
Tours
Each orientation session includes a tour of a part of the organization. The tours are spread across the entire orientation to allow sufficient time for the new Board member to 1) see all of the organization including off-site services, 2) meet and talk with department managers and staff and 3) ask questions. By dividing tours into six hour-long sessions the new member can better appreciate the people, services, facility and equipment in the organization, better preparing them for Board discussions and decisions.
Assessment
The new member should be provided with an assessment form at the beginning of orientation. The member should be asked to answer the questions for each session upon that session’s completion. The questions for each session may include:
1. Did this session meet the stated objectives?
2. How could this session have been improved?
3. Was the tour helpful? Did you have sufficient time?
4. I still need the following questions answered……. (Note: these questions should be shared with the CEO or Board chair before the next session.)
The completed written assessment should be returned to the Board chair for review and forwarded to the Governance Committee which will use the comments to improve future orientation programs.
Conclusion
The five articles on the Orientation Curriculum were prepared to provide the Board and the Governance Committee in particular, with a road map for thoroughly orienting new members as well as providing an opportunity for a refresher for existing members. As with any map there are usually several routes to the destination; design the orientation program for what is best for your organization. Short cuts, however, are not encouraged as it is likely that the person who will be the most easily “lost” will the person for whom the orientation is being designed. Taking the time to give new members the information they need, in manageable amounts at one time, will establish the basis for not only a more effective and satisfied Board member, but also a more productive Board.
