Question 1

Q: Could SNHN suggest/release some resources or good practice examples of ICMs? (eg King’s Fund UK, but maybe there are other more relevant examples) and that could assist orgs in this new way of working?

A: There is substantial literature and evidence supporting this approach to commissioning, which confirms we’re moving in the right direction. We have included some resources below to provide further insight and guidance.

Literature scan

• The Kings Fund – Place based systems of care
• MCRI – What works for place-based approaches in Victoria 
• Victorian Primary Care Partnerships – Exemplar Primary Care Partnership Initiatives

Examples of integrated care hubs

• Healthy homes – Health New Zealand
• Lancashire and South Cumbria Provider Collaborative
• Bromley by Bow Centre, UK
• Frome Model of Enhanced Primary Care
• The Trieste Model

Question 2

Q: To help us prepare for the workshops, we need greater level of insight into the structure of the service specifications that syndicates will be expected to respond to. That is, will the proposals be grouped by health area (e.g. Mental Health, Aged Care) or will they be grouped by geography, or social demographic information? It is difficult to have exploratory conversations with other organisations without knowing the scope of services that SNHN is looking to combine.”

A: To support effective preparation for the upcoming workshops, syndicate proposals will be grouped by both health area and geography within each of the three specified regions. As you are aware, the initial focus of the hubs is Mental Health, Suicide Prevention, Alcohol and other Drugs. We are looking for syndicates to submit a proposal that will deliver a tailored service for each geographical region across these health areas. We expect that approaches may vary dependent on the population health needs of Hornsby, Ryde and Northern Beaches. Where relevant, additional social and demographic factors may also be considered to further refine the grouping and support a more targeted and impactful response.

Question 3

Q: “Financial: Increase funding for service providers through MBS items and philanthropic investment” – more clarity required.  For example, what would this mean, look like for community services (MBS items?)  Re philanthropic investment – how would this be driven?

A: SNHN is actively reviewing how MBS can support its funding strategy for the hubs. Our team is currently identifying specific MBS opportunities not only for GPs and Allied Health providers, but across our broader community service portfolio. In parallel, our Business Development unit has initiated targeted outreach to philanthropic partners aligned with our work. While both initiatives are in development phases, they represent strategic priorities in our effort to create diverse, sustainable funding streams for long-term service delivery. We will provide comprehensive updates as our policy discussions and partnership engagements progress.

Question 4

Q: It is important to note the success of this model is determined, not merely by the lead agency’s commitment and the willingness of other contributors to embrace and advocate for system change, but also on the support of service providers to offer a comprehensive network of integrated services to ensure the client and their families receive the right care, at the right time and in the right place” – This is an aspirational statement, and whilst it is positive that there is a commitment and a desire for the sector to this way of working, it needs to be framed in more concrete terms.  Plus consider if/how services can find the bandwidth/be supported to shift towards this way of working when the sector is already under pressure.

A: To ensure the success of this model, we will work with service providers during the three co-design workshops to identify the specific supports required to deliver a comprehensive and integrated network and model of care.

This includes understanding what is needed to:

• Coordinate effectively with SNHN as the lead agency as well as the other syndicate partners
• Deliver timely, and appropriate care across different service types and locations
• Ensure clients and their families can access the right care, at the right time, in the right place
• Contribute to and advocate for broader system change in a sustainable way

These workshops will focus on defining the practical enablers—such as workforce capacity, digital infrastructure and referral pathways that will allow service providers to fully participate in and benefit from the model.

Question 5

Q: It is important to note the success of this model is determined, not merely by the lead agency’s commitment and the willingness of other contributors to embrace and advocate for system change, but also on the support of service providers to offer a comprehensive network of integrated services to ensure the client and their families receive the right care, at the right time and in the right place” – This is an aspirational statement, and whilst it is positive that there is a commitment and a desire for the sector to this way of working, it needs to be framed in more concrete terms.  Plus consider if/how services can find the bandwidth/be supported to shift towards this way of working when the sector is already under pressure.

A: To ensure the success of this model, we will work with service providers during the three co-design workshops to identify the specific supports required to deliver a comprehensive and integrated network and model of care.

This includes understanding what is needed to:

• Coordinate effectively with SNHN as the lead agency as well as the other syndicate partners
• Deliver timely, and appropriate care across different service types and locations
• Ensure clients and their families can access the right care, at the right time, in the right place
• Contribute to and advocate for broader system change in a sustainable way

These workshops will focus on defining the practical enablers—such as workforce capacity, digital infrastructure and referral pathways that will allow service providers to fully participate in and benefit from the model.

Question 6

Q: Under the new strategy, will service providers only be commissioned by SNHN if they commit to a syndicate approach with other commissioned service providers or will there be flexibility for service providers to partner with other service providers who are not currently commissioned by SNHN?

A: SNHN’s preference is syndicate proposals involving existing providers. However, we will consider other proposals if a strong case is made demonstrating the need to engage additional providers and the benefits, they bring to the service model