You’re on a PIT that’s charged to improve your HCO’s strategic scorecard, and a number of additions and deletions have been suggested. It’s clear that the PIT will need some criteria for deciding what to include. What will you emphasize when you explain the charge to them?

Pursuing the nurse’s complaint in the previous question, you look up the lab’s patient waiting time results and goals on its scorecard. It’s not there, but patient satisfaction is lower than nursing or most other CSS. You talk to the lab manager, who says that delays happen sometimes, and they’re not avoidable. He adds that the EHR records arrival and service times by patient.

As CEO, you’re concerned with some of the results on the accounting/finance (A/F) scorecard. The cost and quality scores are excellent, but A/F worker satisfaction is low, and customer (both patients and other HCO units) satisfaction is worse. You’ve arranged a meeting with the CFO. What is key the “takeaway” you want convey?

A new member of the board quality committee wants to know more about “standard work”—that is, functional protocols. You say, “They are guidelines for clinical procedures, like hand-washing and catheterization.” You continue:

According to the article, “Transforming Culture in Healthcare,” culture change requires that HCOs engage with its physicians to transform organizational culture to transition to a focus on achieving higher value for its patients. Which of the following factors sometimes prevents organizations from accomplishing this cultural transformation?

The external audit report suggests that the auditing firm sells software that is “bullet-proof” on upcoding but maximizes income. The finance committee receives and discusses the report. The most recently appointed member says, “I move we ask the CFO to install the software.” As CEO, you say:

Reviewing the scorecards of the clinical support services (CSS) you manage, you know they have several opportunities to increase appropriate demand. Which of the following would you not recommend as a way to increase volume and cut unit cost?

You’re an intern at a high-performing HCO with a community health mission. Your preceptor says, “We’re about to start our annual review process. We need to put together the book for the board retreat. Here’s last year’s. Look it over. It was organized into ‘Customers/Market,’ ‘Med Staff and Associates,’ ‘Insurance Trends,’ and ‘Financials.’ I wonder if we can organize it better?” It’s clear this isn’t an amateur effort, so you’ll start with something like, “Last year’s arrangement was certainly strong. Do you think we should add a section about…”

Following up on the previous question where an HCO can pursue multiple arrangements for the provision of clinical support services to the organization. Of the following alternatives for CSS, which one provides the HCO with the least control over CSS operations?

A colleague at the HCO where you are a manager says, “Rounding takes a lot of time. I wonder why the senior leadership team wants us to spend five hours a week at it.” You think before you answer, and conclude that your strongest response is: