To ensure access to quality care, no healthcare organization will be able to operate in isolation. Working together to provide effective patient care is also known as network care. A strategic plan is essential to promote coordination, collaboration and integration among various healthcare providers and institutions and to streamline and optimize network care.
An overarching goal of the strategic plan for network care is to improve overall health through seamless collaboration and coordination among professional parties and others directly involved around the patient; the ‘network’. By drawing up a well-thought-out strategic plan in advance in which goals are defined; (consultation) structures are determined and the resources needed are laid down, you prevent good intentions from getting stranded in avoidable pitfalls.
Avoidable pitfalls for network care
Below is an overview of the avoidable pitfalls of network care; we will explain these in more detail in the coming weeks.
- Lack of clear governance and leadership: Inadequately defined roles, responsibilities and decision-making structures within the network can lead to uncertainty and conflict. The lack of strong leadership and effective governance policies can undermine collaboration between organizations and negatively affect overall network performance. Want to learn more about governance within networked care? Read more about it in our next publication on governance on March 21.
- Different perspectives and goals: Different professionals within healthcare often have different perspectives, goals and priorities. It can be difficult to reconcile these and define and achieve a common goal.
- Information sharing and privacy: Sharing relevant information between healthcare providers will become mandatory in the coming years. Ensuring unity of language, patient privacy and compliance with legal requirements is more challenging.
- Communication: Coordinating communication between different teams, departments and disciplines is often suboptimal. Miscommunication can lead to errors in care delivery.
- Technology challenges: Implementing and using common technologies for communication and data exchange (unity of technology) can be challenging or even problematic because of differences in systems and interoperability. Achieving simultaneous urgency among providers, especially among organizations from different healthcare sectors, is also challenging.
Strategic Plan
To determine strategy within network collaboration, an important first step is to define the roles and responsibilities of various organizations and professionals within the network. This includes identifying leadership persons or organizations, establishing communication structures and creating clear expectations for collaboration.
Strategic goals
A strategic plan for networked care provides a framework for improving health care through integrated collaboration and coordination among health care providers, with an OGSM model, for example, providing useful guidance for formulating and implementing these strategies.
By establishing shared goals and identifying responsibilities, organizations arrive at optimal forms of collaboration and governance structures. Which structure is appropriate varies by organization and depends on the goals set by the organization or network of departments or organizations. Part of a strategic plan for optimal collaboration is examining the current governance structure. Learn more about what structure your organization applies or should apply in our article on Governance within Network Care published March 21. After determining an appropriate structure, networks face other challenges such as defining the tactical goals and with this setting up the processes to start or improve the network.
Tactical goals
Once strategic goals are determined by consensus, tactical goals are established. These goals are the concrete steps taken to achieve the network’s strategic goals. They tend to be short- to medium-term, with a focus on day-to-day operations and concrete actions. By defining specific actions, resources and timelines, they ensure the effective implementation of strategies and answer crucial questions about how to achieve the desired success. This is the process in which the network establishes Key Performance Indicators (KPIs), measures them and makes adjustments as needed (think: Process Mining, Process Improvement such as Kaizen).
By defining these measurable goals, healthcare providers and organizations can monitor and evaluate their progress. Measuring progress and successes against these KPIs allows them to determine what is working well and where improvements are needed. Moreover, understanding progress is essential to encourage engagement and to notice and address any obstacles on time, which is crucial for the successful implementation of strategies and, by extension, networked care.
Operational goals
Once tactical goals are clear in order to measure strategic goals, it is important to establish and highlight operational goals. Operational goals focus on immediate tasks and processes required for ongoing activities. These activities/goals should be in line with the tactical organizational goals.
The human touch
Proper and attentive management of this change process is important to minimize resistance to change and ensure the involvement of all stakeholders. The organizational structure, consultation structure and responsibilities of the people in the organization are geared toward achieving the goals of effective and efficient processes. Consultation is crucial to adjust your processes across boundaries in the structure to achieve your goals.
In brief
The importance of collaborations between different organizations within networked care is undeniable, as it plays an integral role in promoting efficient and effective health care and health in general. By sharing resources, expertise and information, organizations can create synergies, improving their ability to address complex health challenges and provide appropriate care focused on patient well-being. Curious about how this can be applied in your organization or network? Contact the author of this article Bram Louman via +31645069544 or b.louman@supplyvalueconsulting.com.
