1. Pat Schou, Executive Director
Illinois Critical Access Hospital Network
April 13, 2010
2. Group of generally like organizations “coming
together” for a common purpose and joint
programs
◦ Difference between group and network
A network has a written agreement that defines its
purpose, member roles and responsibilities
A network is not owned/dominated by one entity
A network functions according to an explicit strategic
plan that included accountability.
3. What can organizations do together?
What can organizations do/accomplish?
What do we want to do – long range?
What should we do to start?
Why start?
5. Takes time to develop a network
FORM EVOLVE MATURE
6. Formative Evolving Mature
Program planning and Joint program Administrative
evaluation marketing consolidation
Performance Shared services New clinical services
benchmarking
Professional peer Common treasury New lines of business
networks services (money in)
Network resource Clinical service Common budgeting
manual extensions and resource planning
7. Does the service or program provide value to the
members?
Does the service or program provide value to the
network?
Is the service needed?
Do you have the necessary resources to be
successful?
How will you announce the service and measure
success?
How will the service be developed? Staff?
Members? Consultants?
8. Informal
Affiliations
Memorandum of Agreements
Not for Profit
◦ 501 (c) (3)
◦ 501 (c) (6)
◦ Cooperative
For Profit
◦ Networks are not an association
9. Bylaws and/or agreement
Dues/assessments
Leadership
Horizontal or vertical
Time frame and support
10. Flex Grant sponsored a program on network
development summer 2002
18 IL CAHs chief executive officers had a
vision to create its own network to share
resources in event we lose grant funding and
support
Articles of Incorporation filed for 501 ( c) (3)
non-profit corporation
$5,000 annual dues; 5,000 initial assessment
9 member governing board elected April
2003
11.
12. Center for Rural Health concerned about
losing rural funding and state support moved
Flex and SHIP grants to ICAHN
Infrastructure to administer the grants and
build the network was needed
Executive Director hired December 2003; IT
coordinator added to continue IT support and
IT network
Office established
13. What can a network do to improve viability of
a hospital and provide in member services?
14. What can ICAHN Benchmarking
members do better Voice for CAH
together? program
◦ Hospital operations – Shared services
best practices
◦ Education and training 50 CAHs – 1250
◦ Grants beds; net revenues
◦ User Groups (50 x 15 million)
◦ Connectivity Provide primary and
◦ Purchasing/buying emergency services
power for 60% Illinois
counties
Your ideas…
15. Infrastructure
Connectivity – communication
Value – member services
Relationships - sustainability
16. Telehealth Services: video conferencing; list
servers; hands on technical assistance; survey
member IT needs and readiness; increase
awareness through education
User groups: Nurse leaders; ancillary;
business office/HIM; CFOs; materials
managers; QI
Member connection and create comfort level
ICAHN staff support
and communication
17. User Groups/list serves
Benchmarking – quality scorecard and
financial benchmarks
Access to grants
Education programs/workshops
Peer review
Shared services and products
Group purchasing/buying power
◦ (Sponsorship program)
18. External Partners: Center for Rural Health; Illinois
Hospital Association; universities; IL Rural Health Association;
AHEC; other state associations and organizations; business
partners
Internal Partners: Members working
with other members; local networks
19. Be a partner who can be trusted
Respect the need to effect your future
Respect the partners
Involve all in the planning
Share your big picture
Agree on accountability up front
Communicate
Work towards win-win
Understand influence
20. Staff…employee versus contractor
Capital
Accounting system
Communication with members
Office space
Project to start
21.
22.
23.
24. • ICAHN Quality Statewide workshops –
Scorecard; Financial EMS, Facilities, RHC,
and Productivity Annual CAH; EMTALA
Benchmarks Joint programs – IHA
• External Peer Review and HFMA
Network Insurance; Interim Cost
• User Groups – now 12 Report; Managed Care
and list serves (3-4 x Contracting
year meetings) Information technology
• Group Purchasing – services/CIO
OSF/Amerinet; other Critical Access
products; after hrs. Recruitment Services
pharmacy (CARS)
• Grants – added Programs in
pharmacy; Flex HIT; development
SIU; FCC, Verizon, IFMC
25. ICAHN Mission is to strengthen Illinois critical
access hospitals through collaboration and
accomplished by these core activities:
ensure funding and resources; become recognized resource
for CAHs in IL; promote use of HIT among members; maintain
user groups and focus on improving hospital operations and
connectivity; offer educational opportunities and resources;
offer programs that are self-sustaining and add value; and
offer shared services that offer value to members.
27. 50 Member strong – interest from other
groups to join
Net assets of $425,000 (budget $4.5 M)
Active participation from all members
First resource for members
28. User Group Survey - December/January
Annual member survey (35/50 response) –
January 2009
Focus Groups
at Annual Meeting
• Advocacy for CAH
• Place around the table
29. • User Group – Meetings 100% valuable and
prefer on-site and 4 x a year
• Focus Group – Networking; voice for all CAHs;
resource; education; business opportunities;
cutting edge; members are involved;
sustainability to keep what we have and grow
• Member Survey – Networking most valuable;
services and staff rated 4 + on (1-5 scale)
▫ Issues: Workforce; Reimbursement: CAH
program; Physical Plant; IT; Medicaid
30. Members are involved and committed from
CEO to staff and department director
Value is no longer an issue
CAHs and ICAHN are now included in state
discussions (IHA, HFS, HIE, IDPH, etc)
Development has reached the next level..
◦ Always must be ready to “kick it up a notch”
31.
32. Relationship with other organizations – don’t
want to duplicate; trust: what is ICAHN
purpose?
Creating infrastructure – staff…do you hire
employees or independent contractors?
Policies and procedures; need competent
staff as you technical assistance often
Developing programs and services – work
with members takes longer
33. • Initiative I: Maintain current • Initiative III: Establish a
programs and services and business development
expand staff competency and process for purposes of
administrative infrastructure increasing sustainability
for continued growth
and generating new
Initiative II: Identify strategic
•
partners and become revenue sources as well
intentional about relations as provide opportunities
and expectations for members to obtain
operational efficiencies
• Initiative IV: Expand
current ICAHN efforts
and leadership role in the
implementation and
integration of
information technology
services for its members
34. Membership dues - • Office and supplies
$7,000/yr • Staff – employees and
Grant administration – contractual staff
fees and support staff • Benefits
and office • Insurance – employee
Sponsorships and network
• Legal fees
Purchasing Services
• Accounting (Quick Books)
IT services • Education and meetings
Critical Access Hospital • Initiatives
Recruitment Services • Network support – IT
Business Development • Other
Revenues Expenses
35. • Rural Environment - keeping pulse on
membership and communities
• Reimbursement – program changes…federal
program ….Stimulus Package
• Collaboration…while partners want to
collaborate?
• Fresh…providing continued good programs
and being open to new ideas
• Sustainability
• Relationships with other
networks/organizations
36. Connectivity – sharing and learning;
exchanging ideas and solutions
Resources
“Better Together”
