Harvard Case - Pilot-Testing a Pediatric Complex Care Coordination Service
"Pilot-Testing a Pediatric Complex Care Coordination Service" Harvard business case study is written by Marco Marabelli, Sue Newell, Janis L. Gogan. It deals with the challenges in the field of Information Technology. The case study is 11 page(s) long and it was first published on : May 1, 2016
At Fern Fort University, we recommend a phased approach to pilot-testing and implementing the Pediatric Complex Care Coordination (PCCC) service. This approach will involve a combination of digital transformation, IT infrastructure, and organizational change to ensure a successful and sustainable launch.
2. Background
The case study focuses on Fern Fort University's (FFU) Pediatric Complex Care Coordination (PCCC) program. FFU, a large academic medical center, aims to improve care coordination for children with complex medical needs. The program aims to address the challenges faced by families navigating multiple healthcare providers and services, often leading to fragmented care, increased stress, and higher healthcare costs.
The main protagonists are:
- Dr. Miller: The program's leader, passionate about improving care for complex pediatric patients.
- The PCCC team: A dedicated group of professionals including nurses, social workers, and care coordinators.
- Families of complex pediatric patients: The primary beneficiaries of the PCCC program.
3. Analysis of the Case Study
The case study highlights several key challenges FFU faces in implementing the PCCC program:
1. Technology and Data:
- Limited IT infrastructure: Existing systems are not designed to support the comprehensive data collection and analysis required for effective care coordination.
- Data silos: Information is scattered across different departments and systems, hindering a holistic view of patient needs.
- Lack of interoperability: Existing systems struggle to communicate and share data effectively.
2. Organizational Structure and Processes:
- Siloed departments: Existing departments operate independently, creating communication barriers and hindering collaboration.
- Lack of standardized processes: Inconsistent practices across departments lead to inefficiencies and inconsistent patient experiences.
- Limited resources: The PCCC team faces resource constraints, impacting their ability to scale the program effectively.
3. Financial Sustainability:
- Funding uncertainty: The program's long-term funding is unclear, posing a risk to its sustainability.
- Cost-effectiveness: The program needs to demonstrate its value proposition and cost-effectiveness to secure ongoing funding.
4. Marketing and Outreach:
- Limited awareness: The program needs to effectively communicate its value proposition to families and healthcare providers.
- Engaging families: Engaging families and building trust is crucial for program success.
Framework:
To analyze the case, we can leverage the Porter's Five Forces framework:
- Threat of new entrants: Low, as establishing a complex care coordination program requires significant investment and expertise.
- Bargaining power of buyers: Moderate, as families have limited options for complex care coordination, but they can choose other providers.
- Bargaining power of suppliers: Low, as FFU has access to a variety of healthcare professionals and technology providers.
- Threat of substitutes: Low, as there are few direct substitutes for a comprehensive care coordination program.
- Competitive rivalry: Moderate, as other healthcare providers are increasingly offering similar services.
4. Recommendations
Phase 1: Pilot Testing and Refinement (6 months)
- 1. Technology and Data:
- Digital Transformation: Implement a cloud-based CRM system to centralize patient information and streamline communication.
- Data Analytics: Leverage data analytics to identify trends and improve care coordination strategies.
- IT Infrastructure: Upgrade existing IT infrastructure to accommodate the new system and ensure data security.
- 2. Organizational Structure and Processes:
- Cross-functional team: Create a dedicated PCCC team with representatives from relevant departments to foster collaboration.
- Standardized processes: Develop clear and standardized processes for care coordination, including data collection, communication, and follow-up.
- Pilot program: Start with a small group of patients to test the program's effectiveness and gather feedback.
- 3. Financial Sustainability:
- Cost-benefit analysis: Conduct a thorough cost-benefit analysis to demonstrate the program's value proposition and potential for cost savings.
- Funding sources: Explore alternative funding sources, such as grants, partnerships, and value-based care models.
- 4. Marketing and Outreach:
- Targeted communication: Develop targeted communication strategies to reach families and healthcare providers.
- Family engagement: Involve families in program development and feedback to ensure their needs are met.
Phase 2: Program Expansion and Optimization (12 months)
- 1. Technology and Data:
- Integration: Integrate the CRM system with existing systems to improve data flow and interoperability.
- AI and Machine Learning: Explore AI and machine learning applications to automate tasks, predict patient needs, and improve care coordination outcomes.
- 2. Organizational Structure and Processes:
- Process optimization: Continuously evaluate and optimize processes based on data and feedback.
- Training and development: Provide training to staff on the new system and processes.
- 3. Financial Sustainability:
- Cost optimization: Identify opportunities for cost optimization through process improvements and technology adoption.
- Value-based care: Explore participation in value-based care models to demonstrate the program's impact on patient outcomes and cost savings.
- 4. Marketing and Outreach:
- Program awareness: Develop marketing materials and outreach campaigns to raise awareness of the program.
- Patient testimonials: Share success stories and patient testimonials to build trust and credibility.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The PCCC program aligns with FFU's mission of providing high-quality care and improving patient outcomes.
- External customers and internal clients: The program directly benefits families of complex pediatric patients and internal clients, including healthcare providers and staff.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate FFU's program through its focus on technology, data, and patient engagement.
- Attractiveness: The recommendations are designed to improve the program's attractiveness by demonstrating its cost-effectiveness and value proposition.
Assumptions:
- FFU has the resources and commitment to invest in the program's development and implementation.
- Families of complex pediatric patients are receptive to the program and willing to participate.
- Healthcare providers are willing to collaborate and embrace the program's approach.
6. Conclusion
Implementing a phased approach to pilot-testing and implementing the PCCC service will allow FFU to address the challenges identified in the case study and create a sustainable program that improves care coordination for complex pediatric patients. By leveraging technology, data, and organizational change, FFU can create a program that is both effective and efficient, improving patient outcomes and demonstrating its value proposition.
7. Discussion
Alternatives:
- Traditional approach: Implementing the PCCC program without significant technological investment. This approach would be less efficient and might not be able to scale effectively.
- Outsourcing: Outsourcing care coordination services to a third-party provider. This approach could be cost-effective but might compromise control over data and processes.
Risks:
- Technology adoption: Resistance to adopting new technology or challenges in system integration.
- Data security: Risks associated with data breaches or misuse of patient information.
- Financial sustainability: Challenges in securing funding or demonstrating the program's cost-effectiveness.
Key Assumptions:
- The program's success depends on the commitment of leadership, staff, and families.
- The technology chosen will be reliable and user-friendly.
- The program will be able to demonstrate its value proposition and secure ongoing funding.
8. Next Steps
Timeline:
- Months 1-3: Develop a detailed project plan, including budget, resources, and timelines.
- Months 4-6: Implement the pilot program and gather feedback.
- Months 7-12: Refine the program based on feedback, expand to a larger patient population, and explore additional funding sources.
- Months 13-18: Continuously evaluate and optimize the program, including data analysis, process improvements, and marketing efforts.
Key Milestones:
- Selection of a CRM system and IT infrastructure upgrades.
- Development of standardized care coordination processes.
- Recruitment and training of staff.
- Launch of the pilot program and data collection.
- Evaluation of program effectiveness and cost-benefit analysis.
- Expansion to a larger patient population.
By following this phased approach and addressing the key challenges identified in the case study, FFU can successfully implement the PCCC program and improve the lives of complex pediatric patients and their families.
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Case Description
This case, based on data collected in a longitudinal field study, presents Dr. Nathalie MajorCook, a Children's Hospital of Eastern Ontario (CHEO) pediatrician, who in January 2012 was considering what to do about a 2-year grant-funded pilot project, which had provided an innovative patient care coordination service to 23 families of children described as technology-dependent, medically complex and fragile. Convinced that the Complex Care Coordination service is worthwhile, Dr. Major-Cook wants to move it beyond the pilot test phase to a funded, ongoing service. The case situation is a 'cliff hanger,' in that in January 2012, Dr. Major-Cook has not yet learned whether a proposal to fund this as an ongoing service will be approved. If it does not receive approval, she will face the unpleasant task of explaining to parents that this valuable service will end in a few short months. If it does receive approval, several decisions need to be made and actions taken in order to scale the service up, so that it can support about 100 families of technology-dependent, medically complex and fragile children in the region. Dr. Major-Cook also wonders if there is anything else she can do to tip the scales in favor of this decision. The case context is unique and captivating; the young patients under Dr. Major-Cook's care suffer from multiple, and sometimes rare life-threatening diseases. The new Complex Care Coordination model, entailing several new roles and a new way to exchange important information among care providers, was designed to improve the quality of healthcare service delivery, increase parental satisfaction and reduce care costs.
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