Organizational Structure and Strategy at Cheyenne Regional Medical Center

Abstract
Cheyenne Regional Medical Center (CRMC) is community-owned, not-for-profit hospital that is familiar yet unique with its organizational structure. The organization chart is typical of publically owned hospitals with county commissioners appointing the governing board and the governing board responsible for selecting the CEO and other executive positions. Although the structure is typical of a not-for-profit, Cheyenne Regional is surprisingly top heavy with twelve executive positions. These positions are not accidental but created in response strategy goals, community needs, and external forces. Overall, the hospital has strong leaders that collaboratively create the value pillars that drive the organization’s success. Suggestions for improvement of operations and structure are to combine specific positions while building some form of executive information management position to foster the growing need for connectivity and the weight it bears on reimbursement.

Cheyenne

Executive positions in the C-Suite include the typical CEO, CFO, CNO, COO, CMO, and President of the Medical Group, but now have extended to Vice President of Optimization, Vice President of Population Health, Chief Experience Officer, Chief Compliance Officer, Chief Legal Officer, and Chief Administrative Officer. Historically CRMC has had only six to eight executive positions, but has created positions in response to the changing healthcare environment and divisionalized current positions. Advocates of this structure argue that there is no need to create executive level positions when the hospital has been tasked by the governing board to cut $17 million from the budget. Still, research as shown that there is a need to think “outside the box” with executive positions with hospitals shifting from a volume to a value-based