Effective governance is essential for a decisive healthcare organization. After all, effective governance bridges the gap between the mission and strategy (the “why”) and the actual delivery of quality care (the “what”). Governance focuses on the “how”—that is, the structure, tasks, responsibilities, authorities, etc.
Based on our experience, we know that effective management is the exception rather than the rule. Strategy, management, and actual healthcare delivery can fundamentally reinforce one another when they are aligned, but they can also seriously undermine one another when they are not.
Less effective management leads to a host of issues, such as:
- The board feels that it is being “sucked into the day-to-day operations” rather than being able to address challenging and relevant governance issues.
- The management information is of insufficient quality to provide adequate guidance, causing the organization to focus more than it should on looking back and explaining, and to pay too little attention to looking ahead and steering the organization.
- Management is too busy solving day-to-day problems instead of providing tactical guidance and support to the teams and healthcare professionals.
- The organizational structure no longer aligns with the organization’s current size and the challenges it faces, but the implications of adopting a new structure are difficult to assess.
- The organization has (too) many layers of management or management positions, leading to confusion about who has decision-making authority.
At Turner, drawing on our extensive consulting experience, we have a proven approach that helps you, step by step, to design the appropriate strengthening of your governance structure, with broad support from your management and employees. That is what sets our approach apart: for us, substance and support go hand in hand.
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Klimmendaal
At the initiative of Verstegen Accountants in Dordrecht, Edwin Schippers of Turner conducted an organizational assessment of Klimmendaal, a rehabilitation center headquartered in Arnhem. The organization was facing several challenges:
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