Please read the provided case. Complete the tasks.

About a week before the executive director of a new moderate$-$sized physician organization in integrated health system interview, the spokesperson for the search committee tells you: We want to build a group that attracts the best doctors, makes quality a habit, make competitive incomes, and take paying patients from all forms of insurance. We don$$t have some important questions we know we'll have to address, such as how big we should be$,$ how to control our referral specialist numbers, and what specialties to include. We copied the hospital's credentialing system verbatim, and we're not sure that's all we need because it doesn't do much for outpatient care. Some doctors think we should have specialty departments, others want geographic directors, and most would like autonomy. We are doing okay on HEDIS reports, patient satisfaction data, and some process measures like scheduling delay, but system wants benchmark performance on them within $3$ years. Also have cost reports that show we$$re a little over the system average for many common problems. They want overall costs down $15$ percent in $2$ years. Some doctors think these goals are impossible, but the system shows us data from other cities and competitive info where the goals have already been met. We're going to have to meet the goals, but don't know how we'll do it$.$

Tell us how we should organize to get all this done. You know spokesperson outlined the right agenda. The market is demanding cost and quality improvement, and the system will not tolerate failure on the goals. You decide to outline your response in detail, making sure you hit all the points and give answers that will get you the job as well as establish a basis for doing the work.