1. The local library holds a monthly town hall meeting attended by more than 100 residents, recorded for the internet, and covered in several local news media outlets. You are asked to present a program identifying ways to improve your community’s health. What are the key points your audience should take away? 

2. The president of the local not-for-profit hospice wants to have lunch. She is concerned that your HCO is not referring as many patients as it should. Should you invite her to lunch? If so, what should you do to prepare? If not, does her interest require any other action? 

3. Your HCO is integrating several primary care physician groups into a primary care service line. Several of the physician leaders approach you, saying that they would like to move toward implementing the patient-centered medical home concept, working toward reduced hospital and emergency care. Make a checklist of questions you need to think about before you respond. 

4. Pursuing excellence in care, your large, not-for-profit HCO has moved many outcome measures to the best quartile. Associate turnover is down, patient satisfaction and market share are increasing. Senior leadership concludes that long-run success requires a shift to a population health mission. What arguments would you prepare to address the governing board? What counterarguments would you expect, and how would you respond? Should you explicitly propose developing a community coalition? 

5. A large, not-for-profit HCO begins its move from providing excellence in care to supporting population health with a comprehensive review of population health needs. It forecasts current and benchmark demand for specific exhibit 9.1 services. The near term shows high emergency and inpatient use and shortages of support for mental illness and several diseases associated with aging. How should it organize a systematic response? What task forces, what tasks are they charged with, and who are their members? What consultant assistance would be helpful?