Have you visited your own network?

  |   Thought Leadership

Bored and frustrated with the current level of Health & Social Care Integration Babble?


From a health perspective, integration has become a discussion about size, scale and bureaucratic responses such as Alliance Based Contracts. You’re nobody until you have visited Valencia or Geisinger?


Let us focus back in the UK and ask has any network piloted an integration programme focused on the value of its Clinical Network. More integration babble? Perhaps but could your recently formed Integrated Programme Board articulate its own:


Clinical Relationships-the construct of the clinical network relationships for employed, affiliated and clinicians at large within its designated health economy.


Network Adequacy-benchmark of its core clinical network against access and quality standards by specialty and clinical group to identify where there are gaps as well as oversupply.


Priority High Value Clinicians and Clinical Groups-use of selective criteria and scoring for clinicians to be included in a narrow, high value network based on quality, cost, operations, and access.


Why would your recently formed Integrated Programme Board need to do this? In simple terms integration has already become an institutional response, and so the key is to find the most responsive and patient centred one.


So rather than focus on International comparisons, Mergers and new Contractual vehicles it would seem sensible to focus on the clinical networks that offer the highest clinical value in their own locality. Then at least you will know about the clinical teams that deliver care and not the machinery that holds their employment contract or that binds the monthly contract meeting.


At least your integration plan would be able to articulate its sense of:


Clinical alignment: Integrating clinical practice and leveraging the combined strength of evolving clinical teams across social care-primary care-secondary care-mental health.


Seamless co-ordination: The delivery mechanisms between employed and affiliated clinical groups who operate under the same care delivery process.


Positioning: creating care partner relationships with clinicians to serve existing populations and meet rising demands.


Clinical Performance: Identifying the optimal complement for the network with the right clinicians, in the right location, with the right performance to meet the quality and cost value proposition that integrated care might bring.