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Here’s a story we’ve heard a lot lately. A large health system recently launched a clinical integration (CI) network to engage independent physicians in performance improvement. At the same time, this system has responded to sharp growth in its employed physician base by working to create an integrated, high-performance medical group. The net result? The emergence within the same organization of two physician entities with related yet distinct missions—and the challenge of figuring out how to manage the relationship between them.
Avoiding sibling rivalry: Mediating between the CI network and employed medical group
Sarah O'Hara, Health Care Advisory Board
A critical consideration for a developing CI program is the strategic and conscious placement of administrative and physician leaders into the program's organizational governance structure. Perhaps the most crucial person in this mix is the program executive director (ED), who both oversees day-to-day operations and guides the strategic decision-making of the program's clinician leaders. In this post, we'll examine the ED's role and provide additional details about the clinical governance and administrative management structures that support this position. We'll also provide a link to a sample CI executive director job description newly available through the Clinical Integration Project.
New resource available: CI Executive Director job description