A Path to Clinical Quality Integration Through a Clinically Integrated Network: The Experience of an Academic Health System and Its Community Affiliates

Lawrence S Friedman; Amy M Sitapati; Jennifer Holland; Franklin Gaylis; David Kraus; Michael Rufo; Jeffrey Pan; Duncan Campbell; Christopher A Longhurst

doi:10.1016/j.jcjq.2020.09.004

A Path to Clinical Quality Integration Through a Clinically Integrated Network: The Experience of an Academic Health System and Its Community Affiliates

Jt Comm J Qual Patient Saf. 2020 Sep 20:S1553-7250(20)30240-3. doi: 10.1016/j.jcjq.2020.09.004. Online ahead of print.

Authors

Lawrence S Friedman, Amy M Sitapati, Jennifer Holland, Franklin Gaylis, David Kraus, Michael Rufo, Jeffrey Pan, Duncan Campbell, Christopher A Longhurst

PMID: 33092990
DOI: 10.1016/j.jcjq.2020.09.004

Abstract

Introduction: Academic medical centers (AMCs) and community physicians seeking to establish a clinically integrated network (CIN) may benefit from a road map to navigate the opportunities and challenges of such an organizational structure. Creating and participating in a CIN requires careful consideration, investment of time, financial resources, alignment of a new quality infrastructure, shared governance, and vision.

Potential benefits, challenges, and regulatory considerations: Potential AMC benefits include geographic clinical expansion, the ability to provide care for a broader population of patients, a mechanism to collaborate with regional physician graduates, and an expansion of available teaching sites for trainees. Potential benefits to community practices include propagation of high-value care, enhanced access to evidence-based protocols and priority measures, preparation for value-based reimbursement structures, and connection to an institution that produces future health care practitioners. Challenges to CIN creation include goal alignment, trust between AMC and community partners, acceptance of common quality measures and benchmarks, access to shared data, and local adoption of quality improvement activities.

Quality and information technology considerations: At inception the mission was to create an innovative academic-community alliance delivering high-quality, high-value, personalized care. Defining the clinical quality goals, measurement, governance, and improvement strategy, as well as information technology structure and decision making, are described.

Future directions: The network continues to grow and now includes more than 350 physicians, in 16 different specialties across 50 different independent medical practices throughout Southern California. We believe this builds a firm foundation for value-based health care.

Keywords: Conceptual article; academic health care organization; clinically integrated network; quality data integration.