You are the leader of an organizational (Women’s) service line that is “responsible” for the strategic plan and growth of said service line. Currently, the health system is organized under hospital divisions with both physican (Regional Medical Directors) and administrative leaders (CEOs of hospitals) that work as a diad pair for each respective hospital division. Within these divisions, there are employed and community (non-employed) physicians and advanced practice clinicians working at each site. The strategic planning and budgeting is done at the division level and not the service line level. Compensation setting is also done at the divison level and not the service line level. The service line leaders must work in conjunction with divisonal regional medical directors and CEOs to meet overall organizational goals.
The problem: What is best for the Women’s service line and overall organization may not match what is best for a particular division. This issue is especially problematic when it comes to establishing quality agendas and management of the groups at the division level. So how would this group suggest setting up a structure to allow for accountability to both service line leaders and divisonal leaders in order to meet organizational goals?