Reference no: EM133476668

Question

1. Your HCO is integrating several primary care physician groups into a primary care service line. Several of the physician leaders approach you, saying that they would like to move toward implementing the patient-centered medical home concept, working toward reduced hospital and emergency care.

2. Pursuing excellence in care, your large, not-for-profit HCO has moved many outcomes measures to the best quartile. Associate turnover is down, patient satisfaction and market share are increasing. Senior leadership concludes that long-run success requires a shift to a population health mission.

What arguments would you prepare in support of this move?

What counter arguments would you expect, and how would you respond?

Should you explicitly propose developing a new community coalition? Why or why not?

3. The HCO's finance committee has set a limit of $100 million per year on new capital investment. Expansion of information technology will be expensive-at least $40 million per year for three years. The chief information officer has asked you to help develop a case for the investment. What are the next steps?

4. The KM planning committee would like to evaluate performance measures. They ask, "Does our system have all the right measures in place?" Your large, multiple-site HCO generates about 2,000 different measures each month, supporting several hundred operational scorecards and strategic scorecards for each service line or geographic site. "Are we missing measures that would improve mission achievement?" was the theme of the committee's discussion. You'll be forming a PIT. You want to explain to the PIT what constitutes a "right measure" and how we identify measures that will improve mission achievement.