Week 7 Collaborative Learning Community (CLC) Assignment

Stephen Kennedy

MIS690-O500 – Applied Capstone Project

Prof. Janet Durgin

22nd February 2021

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 WEEK 7 CLC ASSIGNMENT 2

Week 7 Collaborative Learning Community (CLC) Assignment

Question 6:

When conducting a cost benefit analysis, we analyze decisions, systems, and projects,

and establish value for intangibles through assessment of associated costs and benefits. This will

help in developing conclusions around the advisability and feasibility of the project

(Smartsheet.com, 2021). A cost benefit analysis would help in decision-making, agnostic

evidence-based assessments of the model absent external factors like opinions and bias, and an

1. What are model deployment costs? Research and describe two similar models for cost
benchmarks.
2. What is a proposed task and timeline for deploying your model? Create a schedule using
MS Project 2016 or another free software app.
3. What specific training will be required for those who will be using the model on a regular
basis? Be sure to review and reference the Topic 7 study materials related to models.
4. Can this model be used on a repetitive basis? Explain.

5. How will model quality be tracked over time? Be sure to review and reference the Topic
7 study materials related to models.

6. What specific benefits to the organization will be realized over time as a result of using
the model? Be sure to review and reference the Topic 7 study materials that cover cost and
benefit analysis.

accurate view of consequences of the model implementation in preparation for strategic business

operations at IHS.

Effects on Stakeholders and Participants - It is expected that the stakeholders are going to

understand the relationship between the cash being spent in marketing and sensitization for IHS

and enrollments at 65 for beneficiaries of Medicare and Medicaid, and how it impacts the

revenue stream of IHS. There are data analysis problems that are tied to the business problem

and understanding these can help to better analyze where there is wastage in costs. The costs for

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 WEEK 7 CLC ASSIGNMENT 3

the population include actual cost of healthcare delivery, inpatient treatment, and hospitalization

costs in terms of stays and days, normal hospital and departmental visits be beneficiaries, tests

and imaging costs, E&M costs, procedure actual costs, and outpatient costs. If the stakeholders

evaluate these costs and compare the revenue stream, enrollments, and health outcomes of the

patients enrolled into IHS and find that there are high-level benefits that accrue over the lifetime

of the project, that is the Medicare and Medicaid enrollments over the long run, then the benefits

can be summed up to establish the possible feasibility and advisability of the project. The model

is a good tool for establishing the linear regressions and relationships between inputs and outputs

of the program, thus making it possible to determine the best direction to take to cut costs.

Social Benefits – Patients from the target population would be assessed for instances of

negative feedback from treatment procedures, which can then be used as a qualitative measure

for the new direction taken with IHS pending evaluation of the effectiveness of the model since

the ultimate goal would be to increase effectiveness of treatments while reducing costs. The

target would be to restore the costs to a 100% marginal cost from the current 130% marginal cost

resulting form the 30% increase recorded in the last five years. The social benefits would be

established through reduced return visits that would otherwise increase costs in outpatient and

other departmental and general hospital admission or treatment charges. Imaging and tests would

be appraised for quality and immediacy so that the treatment process can be hastened, and

medical procedures started early with the support of evidence-based data analyses.

Appraising Desirability – If the model creates a plan that promotes faster treatment and

reductions in costs, then the next step would be to run the model over in different setting and for

a different program to assess its applicability and desirability.

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 WEEK 7 CLC ASSIGNMENT 4

Weighing the Investment Opportunities – It would be tested for scalability and validity

through the model evaluation stage (Smartsheet.com, 2021), and following evaluation of

outcomes, and if found to provide positive result, can be utilized across other business areas like

logistics and transportation to enhance the organizations ergonomics.

Assessing the Change Initiatives – I anticipate that the change would be in the form of a

policy change that impacts Medicare providers, suppliers, and participants so that they are

required to appraise their services and ensure that patients within the target population receive

Part A and Part B coverage at affordable costs, and that data is available for participants whose

services do not accept Medicare assignment are screened from among the approved TPAs.

Patients would be advised to crosscheck their healthcare providers with the use of

Medicare.gov’s Physician Compare Tool so that they seek services preferably from doctors

participating in Medicare program. The policy would also require changes in individual

providers and facilities that are Medicare assigned so as to qualify as a preferred provider to run

the program. This would be possible as a result of the data analysis conducted using the model.

Developing Benchmarks for Other Models – Comparing the outputs over the long-run

can be possible for three different models proposed in the model development phase to establish

which one gives the best predictions and analysis of historical data to easy decision-making

based on the outputs and predictions. The final step could be to final decision-making on which

model to pursue to increase the efficiency of the business operations at IHS. Any risks associated

with the model would be outlined at the initial implementation of the model so that any

discrepancies in the data may be noted early and corrected while observing changes in healthcare

outcomes and program outcomes (Smartsheet.com, 2021). A final point worth noting is that

healthcare procedures do not affect participants in a similar manner, and the sensitivity of the

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 WEEK 7 CLC ASSIGNMENT 5

changes and alterations may not be easy to assess (Smartsheet.com, 2021). The only possible

measure of outcomes would be self-reported instances of positive or negative treatment

outcomes. Additionally, revenue and costs are moving targets that are determined by activities

like external variables outside the program’s or physician’s control. Therefore, accuracy based on

costs, revenue and cash flow, and value may not be possible since we would be dealing with

uncertainties that are tied to human activities and human elements. The long-run benefits and

costs would be a better measure of cost-benefit analysis for IHS (Smartsheet.com, 2021).

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 WEEK 7 CLC ASSIGNMENT 6

References

Smartsheet.com. (2021). An Expert Guide to Cost Benefit Analysis. Retrieved from

https://www.smartsheet.com/expert-guide-cost-benefit-analysis

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