Not-for-profit HCO
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 to address the governing board? What counterarguments would you expect, and how would you respond? Should you explicitly propose developing a community coalition?
A large, not-for-profit HCO begins its move from providing excellence in care to supporting population health with a comprehensive review of population health needs. It forecasts current and benchmark demand for specific exhibit 9.1 services. The near term shows high emergency and inpatient use and shortages of support for mental illness and several diseases associated with aging. How should it organize a systematic response? What task forces, what tasks are they charged with, and who are their members? What consultant assistance would be helpful?
Sample Solution
Addressing the Governing Board on Population Health Mission Shift:
Arguments for the Shift:
- Sustainability: Focus on prevention and population health can lower long-term costs and ensure financial viability.
- Proactive care: Addressing social determinants of health and community needs prevents avoidable emergencies and improves overall population health.
- Community well-being: Aligns the HCO with community needs and improves the overall health of the population served.
Full Answer Section
- Future trends:Responding to shifts in healthcare payment models and patient expectations.
- Competitive advantage:Positions the HCO as a leader in population health, attracting patients and partners.
- Short-term costs:Acknowledge upfront investments, highlight long-term savings and potential grant funding.
- Impact on current patients:Emphasize continued dedication to individual care while expanding outreach to underserved populations.
- Loss of focus:Assure that core values and commitment to individual care remain central.
- Uncertain outcomes:Emphasize data-driven approach, pilot programs, and potential for positive impact.
- Benefits:Leverage community resources, improve health equity, enhance trust and buy-in.
- Challenges:Alignment, managing diverse interests, long-term commitment.
- Proposal:Pilot coalition focusing on specific needs like mental health or chronic disease management.
- Community Needs Assessment:Analyze data, identify priority areas, engage community stakeholders. Members: Public health officials, community activists, patients.
- Care Delivery Redesign:Develop innovative models for preventive care, chronic disease management, and mental health support. Members: Clinicians, population health experts, data analysts.
- Social Determinants of Health:Address factors like housing, food insecurity, and transportation. Members: Social workers, community organizations, government representatives.
- Partnerships and Funding:Secure grants, collaborate with other healthcare providers and community organizations. Members: Development specialists, government relations, community leaders.
- Population health experts can provide strategic guidance and best practices.
- Data analysts can help interpret data and track progress.
- Community engagement specialists can facilitate collaboration and trust-building.
- Start small, scale up:Pilot programs and phased implementation demonstrate effectiveness and manage risks.
- Strong communication:Engage stakeholders early and often, transparently sharing data and progress.
- Data-driven decision making:Monitor outcomes, evaluate impact, and adapt strategies based on evidence.