Structuring Our NetworkErie/Buffalo NY Network

Mary K. ComtoisJim Nowak

Laura Monte

Nature of our networkExisting legal relationships among our network partners (contractor/subcontractor, partnership, memorandum of understanding, … )

•Contractor and sub contractor•United Way, Health Foundation•No MOU’s in place

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Nature of our networkOur next step(s) to further develop the capability of our network:•Needs assessment of potential Cos•Determining gaps and capacity•Investigate the legal structure for the network•Identify needed network roles:

– Who would do quality improvement?– Who would do data collection?– Who would have fiduciary responsibility?– Boilerplate language for contracts– What is everybody’s role?– Who would have the billing function? Reach out to Ken Rogers or

Nick Everest.3

Our network as a community asset

Features that appeal to our customers

• Reach• Single point of access• Local knowledge of region

and population• One-stop shopping by

grouping of services• Experience and reliability• Name recognition

Features that appeal to contracting organizations

• Cost effectiveness• Reach• Ready access to clients• Single point of access

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Our network as a community asset

The next action(s) we will take to develop the image and influence of our network:•What is the network?•Formalize the network (large and comprehensive or small and flexible?)•Naming the network (Western NY Community Aging Network or WECan)•Conducting the market analysis•Develop image and influence of the network , i.e. continuing strategic direction discussions•Consider having service clusters •Initiating strategic policy discussion at the State level to develop the influence of the network

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Organizational issues we need to address

• Responsiveness based – on capacity and prioritization– and timeliness towards MCOs

• Draw the borders for the service area• Funding/cash flow issues for getting the network started and

scaling up

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Our network as a business enterprise

Entity/entities that can bill for services

• All service providers

Entity/entities that can receive and distribute payment

• Offices for the Aging• United Way (coordinated

evaluation)• Catholic Charities• Health Foundation?

(consider conflicts of interest)

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Our network as a business enterprise

Special requirements we must meet to secure and deliver on a contract•Develop the entity that absorbs the risk•Develop performance metrics that contracting organizations require•Clear picture on quality improvement center

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Our network as a business enterprise

Action steps(s) we will take to strengthen the business capability of our network:

•Conduct a market analysis•Discuss strategic partnership with Health Foundation•Identify potential sources of ‘start up’ money•Engage in strategic policy discussions with Greg Olsen, NYSOFA Acting Director, and with NYDOH on possibility of having OFA sponsored networks recognized as a comprehensive service system for MLTCs.

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Insights

Our biggest insight(s) from this session on Structuring Our Network is/are…

•We need to identify needed roles in a network that functions as a stand alone entity and who can best serve that role.•A neutral facilitator should be engaged to assist in this process

• Need to be careful to avoid conflict of interest

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Action Steps

The action step(s) we will take in the next month to further structure our network are:

• Explore State Comptroller’s office as a possibility for reimbursement of grant money? (Cost Effective Investment of Children at Risk?)

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Parking Lot (Issues for later, additional questions for speakers)

• Open dialogue with PACE programs to distinguish our effort and determine if there is overlap (eliminate perception of being a competing idea).

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