The risk/reward continuum mandates that CIOs, CINs and ACOs be learning organizations constantly improving their care models and performance.
The development of CIOs, CINs and ACOs ushers in a dramatically expanded need for physician participation at the governance, management and operational levels of these emerging organizations.
In the end, whether CIOs, CINs or ACOs have been developed, are being developed or are about to be developed in your organization or market, there is little ambiguity that they will profoundly change the way medicine is practiced today.
2) The ultimate goal of the CIO, CIN or ACO is to house the product-specific clinically integrated delivery model in an acceptable legal entity to pass Federal Trade Commission (FTC) scrutiny.
The hurdle is significant and is especially important when physicians with different economic relationships with a hospital constitute the CIO, CIN or ACO (e.g., employed physicians, non employed physicians, contracted physicians, etc.).
For physician and health care leaders building a CIO, CIN and/or an ACO, there are six required organizational competencies:
At the heart of all CIO, CIN and ACO business models, there are quantitative quality/patient care process metrics that drive key financial revenue stream enhancements.