1. Use the
contractor budget to set realistic priorities by establishing task-specific
resource estimates and expectations. Use detailed agendas to identify up
front the expected outcomes from meetings (and not just the meeting process
and logistics). Each task force should be expected to have a very specific
and scientifically/operationally grounded plan by March 2007.
2. Set aside the
amount of resources expected to be needed to provide general opportunities
for the Collaborative to meet with the goal of reinforcing individual firm
commitment and work in this area. These should cover a specified number of
meetings/calls with whatever preparation in between is decided is warranted.
Set detailed agendas for these meetings in ways that support sharing of
ongoing work and discussions of shared concerns, as well as reporting on task
force progress.
3. Set specific
goals for what each task force is to accomplish and devote resources only to
these goals. Use the available resources to help staff the task forces with
analysis on options, the state of the art, etc. Identify two or three
specific things (not sets of things) that will be "NHPC general goals" for
concrete accomplishments.
4. Primary data
collection: Learn from the hospital industry model (described by AHA/HRET at
the CHCS Quality Summit in December 2006) to build consensus strategies on
how to collect these data in ways that are scientifically grounded,
consistent with external user demands (e.g. OMB, Medicare, NQCA), and
flexible enough that firms can decide how much detail to collect. Focus on
approaches to collecting data that are likely to work for most plans and are
well tied into the evolving techniques. Be cautious about making compromises
that deal expediently with integrating some leading plan practices but may
constrain appropriate national solutions. Given that firms wanted to pursue
primary data collection primarily for the purposes of standardization, best
practices, and perhaps even promoting national policy in this area, the use
of pilot testing under this topic area seems superfluous. Therefore, drop
the concept of pilots—individual firms may pursue pilot testing of concepts
on a purchaser or market basis if it makes sense to them.
5. Language
access lines: Use a fixed amount of the budget (e.g. $20,000) to commission
a synthesis paper on the existing requirements/models/state of the art that
can be shared broadly with plans. Use the Collaborative to work in 1-2 local
markets (if a local strategy makes sense) to test out better ways of applying
evidence to make concrete improvements.
6. "Big B/Little
B": This project means different things to different people. Probably the
most reasonable thing that the NHPC can do as a whole is to spend $20,000
commissioning a paper that makes the case for why working on this area has
payoffs for purchasers and health plans. Share with firms materials, if they
exist, on plan-based strategies for judging return on investment, but do not
make these a focus of the Collaborative because each firm is likely to vary
in its needs and approach and could consume resources better used for the
collective good.
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