We offer solutions to actively engage key stakeholders in a culture of performance excellence.

• Physicians can quickly become disenfranchised when not engaged in developing organizational vision;

• Physician engagement and satisfaction is improved when organizational vision is well executed;

• Execution is best achieved when the organization is focused on performance excellence in operations, service and clinical activities; and

• Developing and fostering a culture of performance excellence requires physician engagement Governance, Leadership and Management of the Physician Enterprise.

Governance

Governance within a physician enterprise organization (employed model or clinically integrated network) requires a very high level of engagement among physicians. Physician enterprise organizations have a profound impact on a physician’s practice and physician’s entire livelihood.  A high level of governance to oversee and provide direction is needed. A physician led governing board is recommended. Physicians should be viewed as key stakeholders and leaders in care delivery.

The Governance Structure of a physician enterprise organization, whether formal or informal, may be structured to include the physician led board, or advisory committee, as well as several sub-committees with defined functional oversight of:

• Policy and Procedure;

• Regulatory Compliance;

• Physician/Provider expectations:

  • Productivity

  • Access

  • Guiding principles related to citizenship and behavioral standards;

• Quality oversight;

• Service oversite; and

• Operational/Financial oversite.

Leadership and Management:

In addition to active engagement in governance, physician leadership and management is recommended. A dyad leadership model fosters a culture of engagement among physicians and support staff. The model includes physician leaders and operational leaders working in partnership at all levels:

• Executive Leadership (Physician Executive Leader and Administrative Executive Leader);

• Operational Leadership (Medical Directors and Operations Directors); and

• Operational Management (Site Lead Physicians and Operations Managers).

Physician leaders and managers in the dyad leadership model typically maintain allocated time in clinical activities, in addition to allocated time in leadership/management activities. The prorated allocation of leadership/management time should be tailored to scope of responsibility and accountability.