Keys to Success
Based on a grassroots understanding of the challenges rural networks face, Georgia's Health Policy Center has identified "Keys to Success" for network development. The Keys fall into one of the four categories below:
- Clear Vision and Intent
- Culture of Caring
- Sustainability Based on Demonstrated Value
- Technical Assistance and Benchmarking
Clear Vision and Intent
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1. Active, Effective Leadership
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Governing Board
- Leader should be strong, bold, proactive, creative, connected, empowered and inspirational
- Decision-making structure and function appropriate for network's strategic goals and activities
- Commitment to vision and mission of network - time, attention, action, advocacy within respective institutions (personally and professionally)
- Participation in continuous Strategic Planning and Board Development processes - including self-assessment
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Clinical
- Leader should be strong, bold, proactive, creative, connected, empowered and inspirational
- Physician leadership is ESSENTIAL
- Organized volunteerism
- Physician-led development of clinical programs - peer recruitment
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Management
- Characterized by leadership, vision and action
- Excellent management, communication and consensus-building skills
- Entrepreneurial perspective
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Governing Board
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2. Access and Health Status programs driven by needs and assets
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Health system change and program design/implementation are based
on clear understanding of:
- Population health and human service needs and disparities
- Bold goals based on needs and assets
- Health system assets and needs
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Health system change and program design/implementation are based
on clear understanding of:
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3. Win/Win Partnerships
- High level of collaboration, trust, and openness in communication
- Balance in excersize of control and power
- Value created for all members without unequal member subsidization
- Some or most of services/products are strategic in nature, warranting each party's investment of time and resources
- Urban or regional members support local rural health systems in sustaining the broadest appropriate range of local services.
- Rural partners coordinate with regional systems for services not offered locally
Culture of Caring
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4. Whole Patient Care supported by an integrated delivery system
- Health systems functionally and clinically restructured FOR PRIMARY PURPOSE of improving care and quality of life for patients
- Patients treated holistically - preventive, physical, behavioral, social, spiritual needs addressed - in culturally sensitive manner
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Elements of the system include excellent primary care connected
to:
- Preventive services
- Hospital Care
- Specialty and Tertiary Services
- Behavioral Health
- Pharmaceutical Access
- Social Service
- Emergency and Non-emergency Transportation
- Quality of care standards developed/mutually agreed upon
Communication and Campaigning
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5. Stakeholder support and participation
- Civic leaders, providers, and potential patients are aware of programs and contribute time, input, resources
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6. Effective communication and advocacy
- Outreach to potential patients and partners
- "Internal Marketing" for partner institutions
- Advocacy at local, state and national levels driven by community-based research
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7. Pacing Events
- Opportunities to make progress leaps
- Opportunities to learn smarter, bolder, faster ways to work
8. Internal and External Marketing
- Build emotional commitment through recognition and celebration
Sustainability Based on Demonstrated Value
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9. Infrastructure to support mission
- Sufficient qualified staff
- Reciprocal accountability
- Technology - i.e., Information Systems to manage eligibility, enrollment, referral and case management
- Sound business strategies
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10. Financial resources for long-term viability
- Public and Private Investments
- Partner Contributions ($, In-Kind)
- Business Lines and Entrepreneurial Activities
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Public Financial Support
- Local and State Government
- Federal opportunities - i.e., FQHC, CAH
- Enrollee/Member Contributions
- Involvement in Philanthropic Community
- Innovative arrangements with payers
- Grants - not as sole source of revenue
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11. Evaluation of activity and impact
- Return on community investment
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Documentation of interventions and subsequent change in:
- Health status and disparities in health
- Access
- Cost
- Patient and Provider Satisfaction
Technical Assistance and Benchmarking
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12. External facilitation and technical assistance
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TA Providers
- Credible and Neutral
- Utilize a broad array of tools
- Offer systematic but flexible technical assistance
- TA providers build relationships based on constant contact
- Planning
- Implementation
- Replication
- Best Practices
- Evaluation
- Expansion/Replication
- Mediation
- Peer Learning
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TA Providers