Health care provider case study

A large, regional healthcare provider is developing a new, integrated wellness and prevention program (IPPP) for their patients.

This involves developing an overarching strategy and aligning existing prevention capabilities. The client has employed Point 3 to facilitate the development of the plan’s strategy, conceptual design, and roadman for initial implementation.

Describe how you would approach this effort. Approach: aridly, the approach has three steps starting with the leadership team and then engaging the entire organization: I. Leadership Strategy Development and Plan II. Organization Engagement and Strategy Refinement Ill.

Initial Implementation Once the leadership participants are confirmed with the sponsor, facilitated Northrop will be structured to shape the key deliverables: business strategy, conceptual design and roadman.

Workshops will focus on: Finding a common understanding of what is a successful IPPP. This includes: Identifying current challenges for the healthcare provider as a whole and specific to an ‘WAP Agreeing to the existing strengths overall but with a focus on existing prevention capabilities Understanding what has and has not worked in the past Defining a common IPPP vision and values Defining what capabilities are needed and how to measure a successful IPPP.

Capabilities will shape the conceptual design and span such things as: Technology Business processes Applications People/organization structure Information Geographic location Identifying the activities (immediate and future) to create a new IPPP.

For example: Case Study – Heal tenure Provider People – assessing the organization’s culture and behaviors for integrative Unless, prevention and medical care Process – redesign business processes to emphasis case management and cross organization collaboration per patient(s) or member(s) Technology – data conversion to a common roll schedule for compliance standards across the network e. G.

ICED 10 Activity timing will determine when capabilities are in place to chart a roadman of changes to the organization. He second step is the most intensive and often the most overlooked when developing strategy. The leadership team will be required to engage the broader organization to test the strategy, conceptual design and roadman. This requires cascading participation from management, team leaders and front-line staff. For a healthcare provider this is critical given the complexity and diversity of the network Complementary service providers, insurers, medical providers, members and patients).

Input is also required regarding how best to monitor progress, to measure outcomes and to continuously collect feedback once implementation is underway.

Step II has the following benefits: Improve the leadership team’s work by adding operational detail Create strategy awareness so the organization’s day-to-day decision making better aligns with the tragic vision and intent. Start to foster ownership and champions for IPPP changes Ill.

Initial Implementation rhea third step focuses on identifying the activities that can be implemented first. Activities will be assessed by not only business value to achieve a new IPPP but also by other planning constraints such as the availability of people with the right skills, funding and interdependencies with existing project work. Step Ill also requires the establishment of implementation processes to monitor progress, to measure outcomes and to continually improve implementation methods based on feedback.