Practical Applications For Your Network

1

• Practical Applications For Your Network
• August, 2003
• Speaker Janet Bastian

2
History

• MHN started in 1987 as a for-profit company with
  shareholders. We did not qualify as a
  cooperative. We now have two trusts, LLC,
  captive, and a not-for-profit company.
• Think about Most networks have more than one
  corporate structure. Where do you want to go in
  the future? Grants, shared risk, working with for
  profit physician groups?

3
Membership

• We have hospitals, nursing homes, mental health
  centers and one tertiary center which contributes
  50,000 per year and initially offered
  significant staff support.
• Think about What are your goals vs. membership?
  Do you need a tertiary center? Do you lose
  independence? Do you need the money? What are
  their goals? Will changes in their administration
  change your relationship?

4
Governance

• We organized with 7 members and now have 31
  members. Our Board was made up of all members
  CEO which became inefficient. We adjusted to a
  model so that Shareholders have governance
  rights. Affiliates generally have a lower level
  of commitment and are considered customers.
• Think about Do you want anyone that applies?
  What is their commitment? Should you have more
  than one level of membership? Do you want to keep
  membership limited?

5
Dues

• We charge .01 of Medicare Cost report (.005 for
  affiliates). We dont change dues amount each
  year as that is a benefit of joining early.
• Think about Keeping dues high enough to assure
  that there is commitment and attention to the
  network. Dont reduce dues.

6
Funding

• We created programs with fees and became less
  dependent on dues. We do ask for contributions
  for specific programs.
• Think about An independent budget allows for
  long term sustainability. Dues do not become a
  issue each budget year or each time a program is
  proposed.

7
Participation

• We provide two face to face Board meetings per
  year. One includes dinner and one includes a two
  day strategic planning at a remote site.
  Telemedicine is available for other meetings
  every other month.
• Think about Meeting in person creates better
  relationships and more cooperation. Strategic
  planning is our most important and successful
  meeting.

8
Commitment

• Provide risk sharing in the programs. We
  developed self-insurance programs that require
  financial commitment. Rewards have been the
  highest of all programs.
• Think about Developing programs where long term
  commitment is necessary for the program success
  or membership will agree to sign a long term
  participation commitment.

9
Telemedicine

• This system offers wonderful opportunities to
  offer programs, education, and have meetings.
  Participation and communication are higher. The
  downside is that this system eliminates the
  relationship building.
• Think about A mixture of on-site and
  telemedicine Board meetings creates the most
  effective use of both methods.

10
Communication

• There is never too much communication with the
  members. It increases commitment and
  communication.
• Think about
• Value statement
• Newsletter
• Minutes forwarded after meetings
• Routine visits to each member
• Short e-mail updates
• Maps
• Timelines
• Attendance rosters
• Participation schedules

11
Image

• It helped to develop more credibility.
• Think about
• Logo
• Brochure of programs
• Standard stationary
• Same logo for all companies or programs

12
Relationships

• We have developed several programs in conjunction
  with other groups. They offer ready made
  programs, forms, legal documents, and expertise.
• Think about
• NCHN
• Local colleges
• Other networks

13
What Worked

• Programs in which
• A change is requested and member staff buy-in, or
• Member staff has no stake in the change
• Think about Member staff can make life easy or
  difficult. Stay with similar programs to create
  quick growth. Follow the continuum. Gain
  knowledge on core products.

14
What Didnt Work

• Dealing with personalities especially in the
  beginning - micromanagement.
• Think about You need a strong chairperson who
  will control the behavior.
• Trying to develop too many programs too quickly.
• Think about One or two programs a year is a
  successful network.
• Trying to develop broad programs with a shotgun
  approach.
• Think about Create specific and clear focus.

15
How to Sustain the Network

• Several items are mentioned in prior slides.
• Think about
• Relevancy
• Formalize policies, procedures, job
  descriptions
• Dont depend on grants use them to supplement
• Be careful when hiring staff keep low turnover
  
• Keep staff at appropriate level
• Involve staff from members