In this series, we get to know our co-operative members. Today we talk with ProCare Network Ltd about being a co-operative, their vision, and how they keep shareholders engaged.
ProCare is a co-operative of some 170 general practices across greater Auckland covering over 750,000 patients. They provide advocacy, practice support, maintain clinical standards, and innovate in areas such as mental health that individual practices could not hope to do with their own resources. They also act as the contracting agent for their member general practices in dealing with the DHBs and various government ministries.
Alongside the co-op, they operate a Primary Health Organisation (PHO) and a Foundation, and have several subsidiaries such as Home Care Medical and Fresh Minds, for the benefit of all.
They acknowledge that with the rollout of the Health and Disability Reforms, their sector is about to go through profound change, change which they support and change that will require them to change as well, something they are fully committed to doing.
Tell us about the vision for ProCare?
ProCare is a network of healthcare professionals dedicated to helping New Zealanders make good choices for their wellbeing. We believe that every New Zealander has the right to live well. That is why we strive to be the most progressive, trusted healthcare network – so people can achieve greater well-being for themselves and their whanau.
What are your main points of difference being a co-operative?
ProCare is owned by primary healthcare clinicians and we all believe strongly in the ethos that healthcare decisions on the front line are best made by professional clinicians. Being in touch with the medical professionals within the co-operative environment, and through them, the over 750,000 patients in greater Auckland, keeps us abreast of issues and needs as they arise. As a co-operative, we focus on supporting our practices to provide the highest quality clinical care possible.
What are the key issues you are currently trying to address?
The overarching key issue of the moment is to work with the Government and the Ministry of Health to resolve the details of what the primary health care sector will look like going forward post the current reforms, what the structure will look like and how communications and funding will be managed. Other issues are ongoing advocacy for primary healthcare professionals, and to ensure equity of health outcomes and honouring the commitments made to Maoridom in the Treaty.
What trends are you seeing and what is your organisation doing to make itself future-proof?
Our sector is indeed in a state of profound change, so we are working on bringing together the various strands of endeavour to get good outcomes based on a more holistic approach focused on communities. We are working with the Ministry of Health and forging close relationships with both of the new agencies being created (Health NZ and the Māori Health Authority) to ensure a good outcome is achieved, whilst continuing to ensure good clinical processes are at the forefront. We are also providing virtual health care services, such as video consults for patients, seven days a week, via CareHQ. On top of that, we are supporting our practices to provide more services to their patients via patient portals.
Co-operation among co-operatives is a Rochdale Principle from 1844: how do you work with fellow co-operatives?
ProCare is a relatively new co-operative having been formed in 2018, so we are still working to develop relationships with other co-operatives. Having said that, we are very mindful of the Rochdale Principles and we are currently working with the NZPM Co-operative to distribute 5000 free face masks donated by NZPM, to those most in need within and around our network of medical practices.
For ProCare, what are the main benefits of being a co-operative?
The main benefits of being a co-operative flow from the members and the executive focussed on and acting in our population’s best interests. After significant consultation, we were able to develop a Population Health Strategy in 2019, and enter into initiatives focused on healthy living environments, mental health, better use of technology to deliver healthcare and getting people back into the workforce.
How do keep your shareholders engaged?
Communicate, communicate and then communicate some more! A mantra we live by at ProCare. Examples of this are:
- Weekly clinical and general newsletters go to all of our members
- During Covid-19 lockdowns, we were, at times, in daily communication with our members making sure we provided them with as much information about the evolving situation as we could
- We have a dedicated member’s website which provides practices with up-to-date news, clinical programmes information and, most importantly, comprehensive data reporting specific to their practices
- We conduct regular ongoing education meetings for clinicians and practice support staff – something is on every month
- ProCare Directors and Executives make in-person visits to medical practices which belong to the co-operative to listen to concerns and issues
- We have a team of practice support staff who interact with our member practices every day, and we provide support services such as recruitment and other HR services as requested
- We hold an AGM which we encourage all our members to attend, and numbers of attendees are indeed ramping up
If you want to learn more about ProCare and what they do for their members, and the wider community, visit here.
