stfm governance webinar slides

Society of Teachers of Family Medicine

Report of the Governance Task Force

Governance addresses…• How decisions will be made• By whom• Within what parameters

Every six years STFM will review its governance structure to assure that it is

effective and efficient.

• Victoria Gorski, MD• Stacy Brungardt, CAE• Dan Castro, MD• Sam Cullison, MD• Scott Fields, MD, MHA• Melly Goodell, MD

• Larry Halverson, MD• Jeri Hepworth, PhD• Ben Miller, PsyD• Beat Steiner, MD, MPH• Rick Streiffer, MD• Mary Theobald, MBA

Governance Assessment Task Force

Governance Assessment Task Force

Governance Assessment Task Force

Governance Assessment Task Force

Governance Reorganization Process

Establish Performance Requirements

Approval of Performance Requirements

Identify Gaps Between Performance

Requirements and Current Structure

Revise StructureTo Address

Gaps

Approval of Gaps

Approval of Structure

Revise Bylaws Consistent withNew Structure

Approval of Bylaws

STFM Performance RequirementsSTFM’s governance structure will:

• Reflect the organization’s core values as articulated in our strategic plan

• Assure alignment between the organization’s strategic plan and allocation of resources

• Reflect attentiveness to diversity and to the qualities and skill sets requisite to implementing the strategic plan

STFM governance will:• Facilitate the development of future leaders for

STFM• Assure that leaders are chosen via a

transparent process responsive to the organization’s vision, values, and strategic priorities

• Maximize, to the greatest extent possible, STFM’s investment in organizational leadership development

STFM governance will:• Facilitate decision making based on data• Assure that members of the Board,

committees, task forces, and other work groups have clear roles and authority

• Define how to approve new initiatives that require resources

STFM governance will:• Secure member input and facilitate decisions

that are responsive to member needs • Be as decentralized as possible to drive

effective decisions while also facilitating participation and communication

• Be both efficient and effective. • Facilitate leaders in executing their fiduciary

duties of care, loyalty, and obedience

A gap is…A difference between what should be…

(performance requirements)And what is (STFM’s current structure)

Summary of identified gaps in STFM’s current governance structure

• No explicit mechanism exists to ensure diversity or any of the other core values have been achieved

• The budget presentation isn’t tied specifically to the strategic plan

• Current method of contested elections for Board positions does not ensure diversity

Summary of identified gaps in STFM’s current governance structure

• The manner of soliciting candidates for open leadership positions is not as transparent and as widely understood as it could be

• No formal program or procedures have been developed to develop leaders specifically for STFM

Summary of identified gaps in STFM’s current governance structure

• There’s no specific structure to ensure past leaders’ skills and talents are being used efficiently and effectively

• Methods for gathering and analyzing data to guide decisions could be more systematic and robust

Summary of identified gaps in STFM’s current governance structure

• Roles of committees are not explicitly stated, nor is the authority of committees clearly defined

• The manner by which new ideas are funded could be more transparent

• There is not an efficient system for getting and giving input on residency focused issues

Proposed solutions to identified gaps• Change from a contested election for Board

officers and members-at-large to an uncontested election with members voting on a slate

• Create a Nominating Committee composed of: the immediate past president (committee chair), a past Board member, the executive director, and three other members

Proposed solutions to identified gaps• Develop a template for members applying for

leadership positions• Annually announce openings for Board and

committee positions and allow members the opportunity to submit applications (per the templates)

Proposed solutions to identified gaps• Direct the Nominating Committee to present one

“new faculty” member (< 5 years in a faculty position) as a candidate for member-at-large every 3 years

• Change the position of Secretary/Treasurer to Treasurer and designate the executive director as Secretary

• Extend the term of the Treasurer to 3 years with no opportunity to serve a consecutive second term

Proposed solutions to identified gaps• Provide new Board members and committee

members with more thorough training and documentation

• Develop and implement annual evaluations of committees and their members

• Develop a presentation of the budget that demonstrates how the budget is aligned with the strategic plan

Proposed solutions to identified gaps• Develop a consistent format for committee

agendas• Develop a plan to ensure decisions are

made based on the best-available data

Proposed solutions to identified gaps• Alter the current committee structure so it

consists of the following committees: – a) Medical Student Education– b) Graduate Medical Education– c) Research – d) Program – e) Communications (expanded)– f) Academic Family Medicine Advocacy

Next steps…• Revise recommended solutions based upon

input from both the members and the Board• Submit solutions to the Board for approval• Develop necessary bylaws and policy

changes that reflect the adopted solutions• Submit revised documents to the Board for

approval

Questions?