HSM 541 Final Exam

1. (TCO A). You are the newly hired chief knowledge officer (CKO) for a mid-sized hospital in a semiurban area of the country. Your first task is to develop the organization's strategic plan that will shape the development of a comprehensive network of services for their community. The organization provides the usual array of inpatient services expected in a moderate-sized community hospital. A local nursing home and retirement community is for sale, and the organization is considering the purchase of that agency. Several physician practices are also interested in alliances with the hospital. There is a local county health department that provides some clinic services, primarily for the uninsured. You've been asked to give a presentation to the board of directors on options to restructure the local delivery of healthcare services. The hospital's president has asked you to focus your presentation on the common elements a comprehensive delivery system attempts to accomplish and to highlight innovative methods of restructuring. The presentation will lay out the requirements of an integrated healthcare delivery system. (Points : 25) Question 2. 2. (TCO B). You are the newly hired Vice President of Human Resources for the Bayside Regional Health System. You have the responsibility for all of the usual human resources functions, including retention plans, the training and development function, and the recruitment process. In addition, you have the additional departments of volunteers and the hospital chaplaincy services. You've identified a number of serious organizational issues. Turnover is high, there are many job vacancies, and a very high number of positions are considered hard-to-fill positions because of national workforce shortages. There are also a very high number of EEOC complaints over the past 5 years for an organization of this size. Employees were blunt in their criticisms of the organization and its management in an employee survey conducted just prior to your arrival. The board of directors and the president know that they have serious human resource issues. They understand that management practices have to change in order to compete in the local healthcare market as an employer-of-choice. As in any healthcare organization, fiscal resources are limited, but the board is firmly committed to investing in a well developed human resources plan that will decrease the turnover and stem the ever-growing turnover and vacancy rates. The president has asked you to attend the next board of directors meeting to share your plan for addressing these serious issues. What will you breakthrough results in the design process and make the most of one of the large capital investments. Designing a new ly integrated healthcare delivery system requires time, planning and lots of brainstorming. IFD includes representatives from the core services: internal medicine, physicians, lab, radiology and pharmacy in the planning and implementation. The process also includes facilities personnel, as w ell as patients and architects. The IFD approach in w orking w ith patients, physicians, design teams, management, staff and partners has made an indelible impact. Innovations in the creation of patient value expand the scope from the core clinical processes to consider a w ide array of issues, including patient preferences, technological possibilities, financial arrangements and integrated patient journeys. One example could be the follow ing: Standardizing rooms can result in less patient w aiting and less w asted provider care time. By know ing how