Lunch with the President of the Local Hospice

1. The local library holds a monthly town hall meeting attended by more than 100 residents, recorded for the internet, and covered in several local news media outlets. You are asked to present a program identifying ways to improve your community’s health. What are the key points your audience should take away?

2. The president of the local not-for-profit hospice wants to have lunch. She is concerned that your HCO is not referring as many patients as it should. Should you invite her to lunch? If so, what should you do to prepare? If not, does her interest require any other action?

3. 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. Make a checklist of questions you need to think about before you respond.

4. Pursuing excellence in care, your large, not-for-profit HCO has moved many outcome 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?

5. 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?

1. Key Points for Improving Community Health:
   • Emphasize the importance of preventive care and healthy lifestyle choices.
   • Advocate for increased access to healthcare services, especially in underserved areas.
   • Encourage community involvement in health initiatives and programs.
   • Highlight the significance of mental health awareness and support.
   • Stress the benefits of regular exercise, proper nutrition, and stress management.
   • Promote initiatives for combating substance abuse and addiction.
   • Discuss the importance of vaccination and disease prevention measures.
   • Advocate for policies that support a clean and safe environment.
   • Encourage collaboration between local healthcare providers, organizations, and government agencies.
2. Lunch with the President of the Local Hospice:
   • Yes, invite her to lunch.
   • Prepare by reviewing your organization’s referral practices and statistics.
   • Be ready to discuss any concerns or barriers that may be affecting referrals.
   • Offer to collaborate on finding solutions that benefit both organizations and the community.
   • Show willingness to address any issues raised and improve communication channels between your organizations.
3. Questions Before Implementing the Patient-Centered Medical Home Concept:
   • What are the specific goals and objectives of implementing this concept?
   • What resources (financial, personnel, technological) will be required?
   • How will this impact current workflows and operations?
   • What training and support will be provided to staff members?
   • How will success be measured and evaluated?
   • What are the potential barriers or challenges to implementation?
   • How will patient engagement and satisfaction be enhanced?
   • What role will technology play in facilitating this transition?
4. Arguments for Transitioning to a Population Health Mission:
   • Improved health outcomes for the community as a whole.
   • Cost savings through preventive measures and reduced hospitalizations.
   • Enhanced reputation and standing within the community.
   • Alignment with industry trends and future healthcare needs.
   • Increased focus on social determinants of health and equity.

   Counterarguments and Responses:

   • Concerns about initial costs: Highlight long-term savings and potential funding sources.
   • Resistance to change from some stakeholders: Emphasize the benefits and involve them in the planning process.
   • Lack of expertise in population health management: Propose partnerships or hiring experts.

   Community Coalition Proposal:

   • Yes, propose developing a community coalition to facilitate collaboration and resource-sharing among various stakeholders.
   • Highlight the benefits of collective action in addressing complex health issues.
   • Emphasize the importance of community engagement and ownership in promoting population health.
5. Organizing a Systematic Response to Population Health Needs:
   • Establish task forces focusing on specific areas such as emergency care, mental health support, and diseases associated with aging.
   • Task Forces:
     • Emergency Care Task Force
     • Mental Health Support Task Force
     • Aging Diseases Task Force
   • Tasks:
     • Assess current resources and identify gaps in service delivery.
     • Develop strategies and interventions to address identified needs.
     • Coordinate with relevant stakeholders and community organizations.
     • Monitor and evaluate the effectiveness of implemented interventions.
   • Members:
     • Representatives from healthcare providers, community organizations, government agencies, and relevant experts.
   • Consultant Assistance:
     • Population health management experts for guidance on strategy development and implementation.
     • Data analysts for assessing population health needs and forecasting demand.
     • Public health specialists for designing and evaluating interventions.

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