This is the “why” behind the Clinical Network Collaborative.

Think of the CNC as a space — a place where physicians and other healthcare leaders can engage in honest, grounded discussions about the challenges facing our systems and the solutions we’re working on for the betterment of patient care and the communities within which we serve.

Why this space matters

Healthcare is changing faster than most organizations can adapt. Across the country, we’re seeing:

  • Increasing pressure on physician enterprises to do more with less
  • Fragmented clinical networks
  • Governance structures that don’t always reflect the needs of our patients or practices
  • Clinicians feeling disconnected from system‑level decisions
  • Leaders searching for clarity in an environment defined by complexity
In our discussions, we will often use the term “clinical” and the phrase “clinical enterprise”. This are distinct from one another. While the clinical enterprise includes everything included in the word clinical, it also implies all of the administrative and support functions required to perform any clinical service. In order to properly address the changes that our impacting our practices we must consider the entire clinical enterprise. Clinicians’ failure in recognizing the entire clinical enterprise as part of our “clinical” is why it feels that all of us our working on the same thing, at the same time, with different outcomes and recommendations. We must engage the clinical enterprise on common problems if we hope to identify a single solution everyone might implement. Accessibility of information. Diverse topics and expert insights. Flexibility in learning.

WHAT DO WE MEAN BY CLINICAL?

In our discussions, we will often use the term “clinical” and the phrase “clinical enterprise”. This are distinct from one another. While the clinical enterprise includes everything included in the word clinical, it also implies all of the administrative and support functions required to perform any clinical service. In order to properly address the changes that our impacting our practices we must consider the entire clinical enterprise. Clinicians’ failure in recognizing the entire clinical enterprise as part of our “clinical” is why it feels that all of us our working on the same thing, at the same time, with different outcomes and recommendations. We must engage the clinical enterprise on common problems if we hope to identify a single solution everyone might implement.

  • Accessibility of information.
  • Diverse topics and expert insights.
  • Flexibility in learning.

THE CLINICAL NETWORK

The clinical network is something we all understand however, we may not have ever given it a second thought. It is the connection, or the way we connect, with all of the other clinical services within our clinical enterprise. It concisely describes how we collaborate with one another to effectively care for our patients.

It’s an important distinction in that thinking of our services as interdependent is crucial to understanding the value in collaboration.

 

In our discussions, we will often use the term “clinical” and the phrase “clinical enterprise”. This are distinct from one another. While the clinical enterprise includes everything included in the word clinical, it also implies all of the administrative and support functions required to perform any clinical service. In order to properly address the changes that our impacting our practices we must consider the entire clinical enterprise. Clinicians’ failure in recognizing the entire clinical enterprise as part of our “clinical” is why it feels that all of us our working on the same thing, at the same time, with different outcomes and recommendations. We must engage the clinical enterprise on common problems if we hope to identify a single solution everyone might implement. Accessibility of information. Diverse topics and expert insights. Flexibility in learning.

COLLABORATION — THE CURE

Confining our thinking to our own practice or group makes good business sense. It’s the strategy we’ve always relied upon when making decisions that impact our practice.

If that’s true in your case, how is your business going? Are you thriving?