Major Project 2

Coastal Medical Center Questions and Exercises:

Please read the case study and answer the relevant questions below.

BOOK LINK

Section 1 – Section Highlights included:

1. Discuss the role of the board of trustees in providing oversight to CMC. Has the board met it’s fiduciary responsibility?

2. Does the CMC board regularly monitor performance? If so, how and how often?

3. Does the CMCM board hold management accountable for achievement of the strategic plan? If so how?

4. Recommended changes to the role the board as well as types of member who should be appointed to the board.

5. CMC’s past CEO Don Wilson provided leadership to a highly successful healthcare organization for more than 20 years and was considered a visionary. Develop a list of five areas in which you think Wilson’s performance was particularly outstanding.

6. Does the quality of the new leadership at CMC set the stage for future success?

Section 2: - No chapter highlights for this section.

1. Does any information in the case study suggest that CMC once embraced transformation leadership? If so, why does the medical center no longer embrace this style?

2. How would you describe CMC’s leadership characteristics?

3. Develop a plan or process by which transformational leadership might be implemented at CMC?

4. Assess the level of leadership ethics currently in place at CMC. Address any problems you see and propose potential solutions.

Section 3. Section Highlights included:

1. Many stakeholders described the past CEO of CMC, Don Wilson, as a visionary who helped the organization grow and prosper for more than 20 years. His successor, Ron Henderson, took the organization from profitability to significant financial losses within two years and was fired as a result. Name five areas in which Mr. Henderson’s performance was weak.

2. Of the five areas of new business initiatives to improve performance, which one should be the first priority.

3. How is CMC positioned relative to its competitors?

4. How should CMC create new and innovative approaches to community needs?

5. What do you see as the future of strategic planning at CMC?

Section 4: - Section Highlights included.

Use the preceding tables to answer these questions.

1. Looking at the data provided, calculate the potential lost revenue for ED visits over the past year.

2. Using the data provided, calculate the potential lost downstream hospital revenue from ED admissions who walked out over the past year.

3. Make a recommendation to Mr. Henderson, Dr. Warren, and Dr. Jones for how to deal with the ED problem.

Section 5: - Section Highlights included.

1. Outline a general strategic healthcare marketing plan that is appropriate for CMC.

2. CMC is experiencing declining inpatient and outpatient volumes. Develop a list of five marketing initiatives to improve clinical workload.

3. Who should be involved in developing the CMC marketing plan, and at what point in the planning process should you consult them?

4. How will you know your healthcare marketing plan is a success?

Section: 6 - Section Highlights included.

1. CMC failed to plan for investment in HIT. Develop a list of three HIT systems the center should consider implementing and the implementing and the impact they could have on the organization.

2. Develop an IT strategic plan for CMC.

3. Who should be involved in the IT strategic planning, and a what point should you involve them?

4. How would you determine whether the IT strategic plan was successful?

Section 7. - Section highlights provided.

1. Who should be involved in developing the healthcare business plan?

2. How will you know if the healthcare business plan is a success?

3. What is the value of the healthcare business plan for CMC’s future success?

Section 8: - Section Highlights included.

1. Over the past two years, CMC has experienced declining performance. Develop a motivating statement that will generate support among CMC’s employees for the implementation of the strategic plan. Also, make three suggestions for delivering an effective presentation. On CMC’s financial data.

2. In the future, when CMC allocates its resources during the strategic planning process, which is more important, developing the strategic plan or communicating the strategic plan?

Section 9 - Section highlights included.

1. Using the material from this chapter and the CMC case study, do you think adoption of the ACO model is a viable strategy for CMC?

2. How would you assess physician engagement at CMC?

3. How should physicians be involved in strategic planning at CMC, and at what point should you involve them?

4. What do you see as the future of physician involvement at CMC ?

1. Is Dr. Gonzales’s solo practice viable for the future?

2. Should Dr. Gonazales recruit new providers or merge with another practice?

3. Should Dr. Gonzales do just primary care or consider a multispecialty group? Identify the pros and cons of each decision.

4. Can expanding the practice size reduce expenses, increase net income, maintain the practice’s independence, and increase contracting power?

5. Should Dr. Gonzalez sell her practice to CMC and become an employee?

6. How many years should the contract be guaranteed if she sells to CMC?

7. What compensation model is appropriate, including base salary and increases based on productivity or downstream revenue?

Section 10. - no section highlights.

1. What type of PAC does CMC provide? What is it’s competition in this area?

2. Outline a PAC plan appropriate for CMC.

3. Who should be involved in strategic planning for PAC services, and at what point should strategic planners involve these individuals?

4. How will you now if CMC’s PAC plan is a success?

Section 11 - No Section Highlights

1. Would developing an IDS Coastal Medical Center improve the efficiency and quality of its healthcare services?

2. Name five areas in which CMC has some components of an IDS already in place. Next, Develop a list of five areas or activities that CMC could successfully integrate into a health system.

3. Would an IDS improve CMC’s negotiating power with managed care organizations I.e insurers?

4. From your perspective, does CMC need to develop an IDS, or does it need just a quick fix for its operational problems?

Section 12 - No Section Highlights

1. Appendixes C pg. 66 and G pg. 72 of the CMC comprehensive case study provide Hospital Compare data for CMC and its competitors in the local market. How does CMC’s quality compare with that of its competitors? List five areas in which CMC’s value could be improved.

2. Should CMC expect to receive a pay for performance bonus for its quality scores?

3. Should value-based purchasing be incorporated into CMC’s strategic planning process? Outline a process that will allow CMC to take advantage of future value based purchasing initiatives.

4. What type of organizations should CMC use as benchmarks?

5. How will you know whether the CMC plan to increase healthcare value is a success?

Section 13- no section highlights.

The newly hired CEO has been investigating the declining performance of CMC and was given clear direction by the board of trustees to get the organization back on track. How can PHM and precision medicine help CMC move forward on a new road to success?

1. If CMC decides that genomics and precision medicine are an appropriate strategic planning focus, where would it go to find the human capital necessary to move forward?

2. How can you develop an estimate of the profitability of precision medicine at CMC?

3. How can CMC use PHM to improve performance?