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Supporting Primary Care Networks

Standardized Model 

 
This document accompanies an Excel workbook to identify “what needs to be done” and “when,” as well as the nature and amount of resources needed to make it happen. These standardized worksheets generate the information needed by the PCI Program Office and Primary Care Initiative Committee (PCIC) to assess and approve the funding required for the development of the PCN. Completing the standardized worksheets in the project plan template also ensures the PCN undertakes a rigorous, sound, and collaborative planning process. Programming based on collaborative planning by all stakeholders has increased success with implementation.

PCNs are to use the template with the standardized worksheets. This involves estimating the number of hours required for different activities, which will be multiplied by the hourly rates for the individuals involved, and then added to the estimated costs for various other resources needed (legal services, administrative support, etc.). The result is the estimate of total Business Plan Development funding required for completion of the entire project.

The Summary Budget worksheet in the model provided also serves as the project financial update that must be submitted to the PCI Program Office with each of the deliverables that advance the PCN to the next planning stage. (These four updates replace the monthly status reports previously required.)

Planning Effective Strategies: The Case for Service Planning Teams

PCNs are encouraged to focus on a limited number of priority initiatives and to model the use of multidisciplinary teams from the very beginning of the PCN development process. One effective method for planning is to collect input from the physician group to identify problem areas, identify priorities within the PCN's service responsibilities, and establish a planning team for each area of service responsibility (e.g., mental health) identified as a priority for the PCN. The PCI Program Office can assist by providing explanation.

PCNs using the service planning team approach are advised to limit the number of teams to no more than five. This will help the PCN concentrate on priority initiatives. When substantial progress has been made in addressing a priority initiative, the PCN can switch its focus to a new priority initiative.

Each service planning team develops an outline of the programming needed to address local gaps in service delivery. Each team should include physician representation, RHA representation (it is essential to include management of affected regional programs), and the project manager.

This description of a typical process is intended to assist PCNs with developing estimates of resources required. It is not the only approach to planning a PCN and is not intended to limit the planning team’s creativity.