Clinically Integrated Networks (CINs) and similar arrangements are popping up everywhere. The predominant types of CINs are Hospitals, Health Systems and Independent Practice Associations. Is your organization part of a clinically integrated network? If so, are you clear about the role of the governing board in relationship to the sponsoring and affiliated boards? And the relationship between management and governance? Where one starts and the other begins? How about the role of the CEO and the relationship with the multiple Boards?
Subsidiary Boards play a vital role within complex healthcare organizations but often struggle with an identity crisis. They frequently lack clarity regarding their distinct governance role, responsibilities and authority, often leading to frustration and perceived diminished importance within the system. How members of these boards perform, individually and collectively, is vital to overall organization performance. In addition, often there is a disconnect with the relationship of the CEO – where do the loyalties lie and where are the boundaries with regard to decision making and strategy execution for the healthcare organization?
Alignment and clarity between the Boards and the Executive Team are critical for success in an integrated healthcare network. The MEDI process of focused intervention helps improve alignment, coordination, communication, role clarity and relationships between the overarching board and subsidiary boards. The end result: network performance that you desire.
In the course of my coaching practice, particularly in this period when so many healthcare organizations are feeling significant financial pressure, a frequent frustration voiced by executive leaders has been the slow pace at which their organizations are realizing improvement in various performance metrics. Faced with that frustration, many have chosen to take the straightforward […]