CW360 / DESIGN LIBRARY
Make responsibility and authority visible.
The comprehensive executive summary organizes the enterprise into 22 functional departments. They describe future-state operating anatomy—not 22 existing jobs or an automatically active healthcare organization.
One architecture. Different activation decisions.
A general business, a managed company and a behavioral-health provider do not activate the same functions. The source calls for an engagement-specific D01–D22 activation matrix.
| Code | Meaning |
|---|---|
| O — Own | CW360 owns the function and final authority |
| D — Direct | CW360 holds delegated final operating authority |
| M — Manage | CW360 manages workflow, personnel, performance and execution |
| S — Support | CW360 advises or performs assigned support |
| A — Assure | CW360 audits, monitors, tests and reports |
| R — Reserved | Authority stays with the owner, governing body, provider, medical leader or another named party |
D01–D22: the operating anatomy.
The table includes the executive summary’s enterprise-wide refinement of D13. D07 and D11 still require corporate and healthcare subfunctions to be distinguished.
| Department | Function | Source grouping |
|---|---|---|
| D01 | Governing Body and Board Committees | Enterprise governance |
| D02 | Office of the CEO, Strategy and Enterprise PMO | Enterprise governance |
| D03 | Office of the Chief Clinical Officer and Clinical Governance | Behavioral health |
| D04 | Medical and Psychiatric Governance | Healthcare infrastructure |
| D05 | Quality Improvement, Outcomes and Program Evaluation | Healthcare infrastructure |
| D06 | Compliance, Ethics, Privacy, Accreditation and Enterprise Risk | Healthcare infrastructure |
| D07 | Health Information Management, Documentation Integrity and Document Control | Shared / healthcare |
| D08 | Revenue Cycle Management, Payer Operations and Provider Credentialing | Healthcare infrastructure |
| D09 | Finance, Accounting, Treasury, Grants and Procurement | Enterprise governance |
| D10 | Human Resources, People Operations and Workforce Academy | Enterprise governance |
| D11 | Information Technology, EHR, Cybersecurity, Data and Telehealth | Shared / healthcare |
| D12 | Legal Affairs, Contracts, Corporate Records and Policy Governance | Enterprise governance |
| D13 | Research, Curriculum, Enterprise Innovation, Product Development and Replication | Enterprise-wide refinement |
| D14 | Site Administration, Facilities, Safety, Transportation and Daily Operations | Enterprise governance |
| D15 | Access, Referral, Screening, Intake, Assessment, Orientation and Utilization Management | Behavioral health |
| D16 | Adult Clinical Services | Behavioral health |
| D17 | Youth and Family Clinical Services | Behavioral health |
| D18 | Case Management, Care Coordination, Community Navigation and Social-Needs Support | Behavioral health |
| D19 | Peer Recovery Support, Family Peer Support, Peer Club, Alumni and Continuing Recovery Community | Behavioral health |
| D20 | Crisis, High-Risk Response, Safety Planning and Care Transitions | Behavioral health |
| D21 | Nursing, Medication Management, Infection Prevention, Laboratory and Health Support | Healthcare infrastructure |
| D22 | Community Partnerships, Referral Development, Marketing, Cultural Responsiveness and Client Experience | Enterprise governance |
Eight central offices, not 22 executives.
The summary proposes a leaner CW360 center: Managing Member/PMO; Enterprise Studio; Management Services; CCO; People Operations/Workforce Academy; Finance/Administration; Quality/Risk/Data/Document Governance; and Partnerships/Growth. Actual staffing, delegation and adoption remain organization-specific.
Bring the model into real operation.
Define the receiving organization, authority, scope, people, tools and review evidence before adopting or launching a service.
Source basis: Comprehensive Executive Summary §8–14 Website adaptation; source-model details are not an announcement of service availability.