MHCD Solutions

May 12, 2017

Read The Full Prompt

(NOTE: The Open Knowledge site is, as its name suggests, open to be viewed by the public.  When completing this assignment, please be aware that–although only members of the group can post to this site–the content of the site is available to the general public.)

Part 1: Issue/Problem Identification (Due by Monday, May 1, 2017)

Now that we have completed our second module (Manage for Performance), we ask you to describe an issue or problem that has been particularly challenging for you or your organization.  What has been troubling you at work?  Are there any changes would you like to make but have been  struggling to figure out how, when, or where to start?  The issue or problem you propose can be drawn from a wide range of areas, such as operations (e.g., improving flow of patients through radiology or the ED), leadership (e.g., improving organizational or team performance), strategy (e.g., building a disease-specific clinical program), or any other discipline we have examined in the program.

The problem you propose should be one that you have not yet “solved” and that, in your view, could benefit from the input from your MHCD colleagues. Whatever you do, don’t let your current lack of an “answer” discourage you from proposing an issue; in fact, such issues are precisely the ones we would like you to bring forward. Perhaps your problem is one that others have experienced in a similar form within their own organizations.  You won’t know unless you offer up the challenge.

A paragraph or two (typically a 300-500 words) should be sufficient to describe your problem. Feel free to use any visuals (e.g., charts, exhibits, web links to video) that would help others grasp the nature of your challenge in a clear and concise manner.

This part of the assignment is due by Monday, May 1.

Part 2: Commenting on Problems (Due by Friday, May 12, 2017)

Using the commenting function in Open Knowledge, please provide your comments or advice on at least five (5) issues or problems proposed by others.  Are there examples that you might suggest they look to in trying to develop a solution?  Are there individuals that you might suggest they contact? Are there ways in which you might suggest that they refine the statement of their problem? Again, please remember that your comments are open to be viewed by the general public.

Please complete your five required comments by Friday, May 12.  Of course, we would like you to comment on as many proposals as possible, so please don’t see five as a limit.

Also, please use the site to engage in back-and-forth discussions (e.g., those who propose solutions should feel free to react to the comments and suggestions of others in the interest of getting a dialogue going). You never know who might get enticed to enter a given discussion. Your participation will ensure that as many participants as possible get helpful feedback on their problems.  In the process of helping others, we hope you might learn from them as well.

Submitted (63)

Developing a Shared Services Model that Works
Kristy Nichols
Posted on April 30, 2017 at 4:10 pm
Managing growth in the health care environment and continuing to innovate through greater levels of integration and shared services.
Challenges with In-Patient Throughput
Melissa Kline
Posted on May 1, 2017 at 5:35 pm
How have you addressed in-patient throughput issues?
Organisational structuring of merged laboratory departments
Posted on April 29, 2017 at 2:20 am
Is there any other solution to managing also another similar department at a different hospital site, other than assigning deputies at both sides ?
Effectively Manage Inpatient throughput
C.Okey Agba
Posted on May 1, 2017 at 3:36 am
How do you effectively manage inpatient throughput with : Limited skilled Nursing Facilities Limited long term care facilities No insurance coverage for a large segment of population Culture that prefers to be at hospital rather than discharged
Maintaining growth sustainability
Posted on April 27, 2017 at 5:58 am
Maintaining growth sustainability working in a global city is providing a lot of opportunities to grow and achieve benchmarks,for us and also for other competitors. Dubai has grown tremendously in healthcare in the last five year, with many new hospitals [...]
Vertical integration in a changing landscape
Last modified on May 1, 2017 at 3:10 pm
Integrating a large public psychiatric unit with private primary care units
Shared Governance
Posted on April 20, 2017 at 5:20 am
Shared governance in large healthcare organizations--future or fantasy?
Adverse Event Falls with Harm
Posted on April 24, 2017 at 4:04 pm
Prevent #Falls with Harm
Engaging Physicians in a New Communication Curriculum
Posted on May 1, 2017 at 10:31 am
Engaging Physicians in a new patient communication initiative
Optimizing changeover in the operating rooms – the Anesthesia view
Posted on April 30, 2017 at 8:17 am
OR changeover time - is there a balanced incentive model?
Managing Cardiac Call Coverage – Employed Provider Dilemma
Harvard - 1
Last modified on April 30, 2017 at 2:38 pm
Due to the changing reimbursement environment and aging population, independent cardiologist practices have been failing within the south Florida market. In an effort to stabilize their cardiac surgery programs, large health systems have chosen to quickly employ cardiologists, interventionists, and [...]
Shared value initiated by BioPharma
Last modified on April 29, 2017 at 3:02 pm
BioPharma knows what to do but not how to...what are the steps required?
E-Platforms: In an ambulatory vertically integrated health model
Posted on April 28, 2017 at 11:31 pm
Investigating e-platforms for an ambulatory vertically integrated health model, which syncs information from various services for various stakeholders.
ROI for Department of Strategy, Business Development & Outreach
Sunita Panesar
Posted on May 1, 2017 at 11:31 pm
Roswell Park Cancer Institute (RPCI) in Buffalo, NY is America’s first cancer center founded in 1898 by Dr. Roswell Park. It is the only upstate New York facility to hold the National Cancer Institute (NCI) designation of “comprehensive cancer center”.  [...]
Risk reduction in elective surgeries
Last modified on May 1, 2017 at 2:39 pm
Incentivizing risk reduction for elective procedures.
Primary Care Growth Strategy
Neil Pithadia
Posted on April 24, 2017 at 6:21 pm
In order to be ahead of the ACA, we need to grow our primary care base.
‘ElderlyCare (ER-)Spots’ in Rotterdam
Last modified on April 19, 2017 at 6:58 am
The case/initiative described is all about creating time, attention and expertise to take better care of multi complex elderly people, create more value AND lowering costs by organizing this care in a better way. I am very curious for your [...]
Capacity problems in the OR
Isabelle Opitz
Posted on May 1, 2017 at 12:52 pm
OR capacity
Parking at Saint Charles Hospital: A Horrible First Impression
Posted on April 30, 2017 at 12:49 pm
Saint Charles Hospital exists in an urban location with almost no room left for expansion in all directions. Parking is at a premium every day and is very limited. In today's environment with a strong focus on patient experience many [...]
Managing a Manager
Jeff L
Posted on April 30, 2017 at 4:16 pm
Managing an Underperforming Division
Strategic Decision – Merge or Stay Independent
Joe Alhadeff
Posted on May 3, 2017 at 9:33 pm
We are currently faced with a very important strategic decision for our organization, merge with a larger hospital system or continue to stay independent. Merger mania has definitely hit South Central Pennsylvania and we are now the only independent hospital [...]
Engaging Physicians in Dashboards development.
Posted on May 3, 2017 at 5:29 pm
Creating  a Data Oriented Management culture. Engaging Physicians in Dashboards development.
The Dilemma of a Repless Model
Last modified on May 1, 2017 at 9:49 pm
Repless Model is a great idea to reduce costs of a total joint replacement episode but introduces unique challenges.
Building a workforce- in regional towns
Posted on April 18, 2017 at 12:36 am
Globally skilled workforce is concentrated in bigger cities and towns. In smaller towns and cities people live mostly for lifestyle and familyreasons; need some ideas in terms of attracting and retaining skilled workforce.