| ATTRIBUTES OF ORGANIZATIONAL MODELS | ||||
| TYPE I | TYPE II | TYPE III | TYPE IV | |
| Relationship of University to Clinical Enterprise | Unitary | Interlocking Directorate; School as Member of Dominant Coalition (Oligarchy) | Board Members of Equal Partners or Minority Position | None or Token Representation at Governance |
| Position of Academic Leader in Relation to Governanace | Chair of Board CEO/Direct Authority | Major Board/ Governance Office/ Indirect Authority | Board Member/ Influence within Organization | May Not Be Included; Influence (if any) May Be outside Organization |
| Relationship of University to Clinical System | Owns | Joint Venture Partner | Consortium MemberŅ One Among Equals | Client |
| Appointment Power of Dean for Department Chairs and Clinical Chiefs | Appoints Chairs and Clinical Chiefs | Appoints Chairs, Veto Power over Clinical Chiefs | Appoints Chairs/ Consulted on Appointment of Clinical Chiefs | Consulted on Appointment of Chairs and Clinical Chiefs |
| Production of Clinical Services by Physicians | Within System by Employed Physician Faculty | Full Time Faculty and Community Physicians Obligated to Delivery System by Contract With Faculty Appointment | By Faculty and Affiliates without Individual Contract or Faculty Appointment | Within System by Employed Physician Faculty and Other Physiciansj |
| Budgetary Control and Role of University | Establishes Budgetary Targets for Operating Units and All Affiliates | Participates in Overall Budgeting; Controls Medical Education | Request Budgetary Support; Negotitated with Partners | Receives Budgetary Allocation from Corporate System |
| University Contribution to Capital Requirements | "Owner," Very Significant; Requires Capital Market Access | "Major Investor," Significant; May Be Met from Operating Revenue | "Limited Partner," Modest; Major Capital Risk with Partners | "Associate," Minimal |
| Legal Feasibility | Complex in Public Sector; Private Organizations May Enjoy Advantages with Fewer Legal Obstacles to System Formation | Complex Interrelationship; Investment Requirment to Secure Governance Position | Contractual Relationship; Moderate Difficulty | Contracted or Owned Entity of System |
| Risk/Reward Potential for Funding Academic Mission | High Rewards and High Risk | Significant Risk; Investment Offers Profit and Loss Sharing Potential | Return and Risk Limited by Contract | Low Risk, Low Reward Potential |
A comprehensive summary table outlining the key attributes of each of the four models