Sometimes I feel like I have nothing “new” to report to blog readers—yes, we all get that. Then suddenly after a period of low profile, stars align and a clear re-visioning emerges that needs to be validated externally.
That’s been happening for NNPEN over the past 6 months. Our founding vision has been to connect NPEs w/ each other and with sustaining start-up resources. But that really doesn’t describe an outcome, more like a process. We shifted gears to update the vision to something measurable: a performance metric. Simply put, our vision has become to not only attract as members NPEs who are assessing their readiness to be owners and connect them with each other; it will also measure the NNPEN model as an accelerator in the transition of NPEs into practice owners.
We are betting the house on this re-visioning of NNPEN success. Covid crises are terrible things to waste, and we haven’t. During Q4 2020 we will greet a client’s inaugural NP cohort enrolled in a twelve-week Business Basics interactive online course developed by NPs and their advisors for NPs. The twelve-week course will be followed by a period of mentorship that lasts at least through opening the NP practice’s doors. Payor mix and sustainability of the practices will also be measured.
On the homepage of our website we share the question that has driven NNPEN from day one:
To preserve the benefits of nurse-led care, the number of nurse-led start-ups must grow substantially and operate sustainably…How will that happen?
We are getting closer to figuring out a cost-effective model to increase primary care access in this country: our beta partnership of hi-tech Business Basics learning and lo-tech hand-holding is about to begin! For all of us, it (hopefully)is a roadmap for proof of the concept that NPs’ cultural aversion to risk can be not only neutralized but leveraged to the practice and patients’ advantage.