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.
New Roles, New Challenges: Equipping Healthcare Leaders in Transition
In our work coaching leaders in healthcare, we’ve found many are neck-deep in critical transitions: taking on a new role, moving to a new organization, spearheading a turnaround or leading in an interim capacity. Whatever the case, leaders in transition have a crucial window to shape perceptions, drive behavioral changes, and build rapport and reputation […]
