“The definitive factors in determining whether someone is in good health extend significantly beyond access to care and include the conditions in their life and the conditions of their neighborhoods and communities.”— John Auerbach, Centers for Disease Control and Prevention
Community health services almost always begin with a vision of uplifting the whole people. From this vision, leaders step in to help their community access better health-care. The process of translating this vision into reality is most often where the core vision for health-care gets lost.
Some “real world” health implementation challenges include:
- Professionals apply known practices to address local needs… only to find existing practices do not impact community outcomes.
- Community stakeholders identify urgent health needs… only to find existing services cannot respond to emerging trends.
- Community leaders fund unmet health needs… only to find there is no demand for health services to address the need.
Ignorance is not usually intentional, nor is it always a bad thing. In health-care, ignorance becomes a problem when systems become blind to unmet needs and “real world” operating conditions. As a result, health care systems will fail to perform or even abandon their original vision for care altogether.
At Consortia Care, we were founded with the vision of transforming community health care. It soon became apparent that existing funding eco-systems were working against us, and our vision for health-care. To begin, few government contracts existed for a health-care start-up. Private insurance also excluded nurses from coverage, in many cases paying for unregulated care (like massage) but not regulated nursing supports. Likely due to the culmination of multiple barriers, many community nursing supports that did exist were fairly basic and unskilled.
We cared to address unmet health needs in the community with expert care. So, here at Consortia Care we continued to provide services to disadvantaged and unfunded groups… even when it wasn’t profitable. It was then that the problem became apparent. Why are we running a deficit month-over-month for care that should be funded? And, if we truly wanted to uplift the community, shouldn’t we start by building an eco-system that sustains quality care?
Consortia Care gradually shifted from being a service provider to consultative care. Because the current system failed to meet key health needs, we insisted on building new systems of care. For example, we developed a one-month home care program for Seniors that was fully-funded by private benefits so older adults could regain function and independence. Our team also helped train other health professionals on emerging methods in psychological counselling. As part of this journey, we discovered other health professionals who wanted to collaborate.
From Good to Great
To offer “first class” health care, you have to be willing to ask what great looks like.
What does great health-care actually look like? More importantly, does great look anything like what you plan to do?
At Consortia Care, we start with these questions because it prepares us to provide the critical supports you need for project success. Our services include:
- Health administration — recruitment, policies & procedures, QI initiatives, interim management of clinical affairs
- Clinical operations — program development, accreditation support, staff education and training
- Contract health services — direct clinical care, counselling, health promotion & prevention, managed health programs