Week 11 Project
Final Project: Evaluation Plan for Accountable Care Organization Formation
Consider the following scenario:
You are a health care administrator for a large community hospital in an urban market. Your hospital has already made substantial investments in health information technology and physician participation. In response to health care reform, several competing hospitals are starting to form ACOs to participate in new payment models designed to reduce costs and improve population health.
The board of directors for your hospital has requested that you lead the development of an evaluation plan to assess the potential impact of ACO formation. In particular, the board wants to understand how the ACO will align with the organization’s strategy and what information will be required to assess the impact of the ACO on your organization’s performance.
For this Assignment, reflect on the scenario presented, and consider how you might implement an evaluation plan for the desired outcomes and goals described. Consider what steps you might take as a current or future health care administrator and how an evaluation plan should be developed for a project such as that described in the scenario.
The Assignment Questions andFinal Project Template:
Describe the measures and methods you would use for the evaluation plan, and explain why you would use them. Be sure to include what type of data you need to collect and a definition of the metrics you would use.
Propose and develop a timeline for the implementation and evaluation plan for the scenario described. Be sure to highlight any challenges or opportunities in regard to adhering to the proposed timeline you develop. Suggest additional strategies you might recommend to ensure the implementation and evaluation plans are completed on time. Be specific and provide examples.
Explain how the evaluation plan contributes to the feedback loop for effective management of an ACO.
Explain how you will ensure that the evaluation plan you propose is aligned strategically with the mission of the ACO and why.
Final Project Template
Evaluation Plan for Accountable Care Organization (ACO) Formation
Aarons, G. A., Farahnak, L. R., Ehrhart, M. G., & Sklar, M. (2014). Aligning Leadership Across Systems and Organizations to Develop Strategic Climate to for Evidence-Based Practice Implementation. Annual review of public health, 35, 255.
Barasa, E. W., Molyneux, S., English, M., & Cleary, S. (2015). Setting healthcare priorities in hospitals: A review of empirical studies. Health Policy and Planning, 30(3), 386–396.
Batalden, P. B., & Davidoff, F. (2007). What is “quality improvement” and how can it transform healthcare?. Quality and safety in health care, 16(1), 2-3.
Berwick, D. M. (2008). The science of improvement. Jama, 299(10), 1182-1184.
Chassin, M. R., & Loeb, J. M. (2013). High? Reliability health care: Getting there from here. Milbank Quarterly, 91(3), 459–490. Retrieved from the Walden Library databases.
Clark, J., Singer, S., Kane, N., & Valentine, M. (2013). From striving to thriving: Systems thinking, strategy, and the performance of safety net hospitals. Health Care Management Review, 38(3), 211–223. Retrieved from the Walden Library databases.
Ferlie, E. B., & Shortell, S. M. (2001). Improving the quality of health care in the United Kingdom and the United States: A framework for change. Milbank Quarterly, 79(2), 281–315.
Grol, R. P. T. M., Bosch, M. C., Hulscher, M. E. J. L., Eccles, M. P., & Wensing, M. (2007). Planning and studying improvement in patient care: The use of theoretical perspectives. Milbank Quarterly, 85(1), 93–138.
Kraft, S., Carayon, P., Weiss, J., & Pandhi, N. (2015). A simple framework for complex system improvement. American Journal of Medical Quality, 30(3), 223-231.
Longest, B. B., Jr., & Darr, K. J. (2014). Managing health services organizations and systems (6th ed.). Baltimore, MD: Health Professions Press.
McAlearney, A. S., Garman, A. N., Song, P. H., McHugh, M., Robbins, J., & Harrison, M. I. (2011). High-performance work systems in health care management, part 2: Qualitative evidence from five case studies. Health Care Management Review, 36(3), 214–226.
McConnell, K. J., Lindrooth, R. C., Wholey, D. R., Maddox, T. M., & Bloom, N. (2013). Management practices and the quality of care in cardiac units. JAMA internal medicine, 173(8), 684-692.
Nolan, T. W. (2007). Execution of strategic improvement initiatives to produce system-level results [White paper]. Institute for Healthcare Improvement. Retrieved from http://www.ihi.org/resources/Pages/IHIWhitePapers/ExecutionofStrategicImprovementInitiativesWhitePaper.aspx
Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review, 91(10), 50–70. Retrieved from the Walden Library databases.
Zismer, D.K. (2013). Connecting operations, operating economics, and finance for integrated health systems. Journal of Healthcare Management, 58(5), 314-319.