Question: What are two of three alternative solutions with recommended feasible strategies

Scenario: The CEO of North Eastern Hospital (NEH), Jim James, had been playing the waiting game, assuming that he had plenty of time to prepare for how his institution would be impacted by the Affordable Care Act (ACA). When the Supreme Court upheld the constitutionality of President Obama's signature legislation in June 2012, Jim realize he and his staff needed to quickly rethink the hospitalist position and shift strategies. While they had initially seen the healthcare reform provisions of the ACA as burdensome, now he wanted the staff to think about the opportunities that it offered and how we could embrace NEH and help it to fulfill this mission in serving the community.

The more Jim read and thought about the provisions of the new law, the more convinced he became of the benefits. Since a primary goal of the ACA was to bring the uninsured into coverage, large number of uninsured in the community will soon have access to care. With insurance company being required to provide coverage for those with pre-existing conditions, for these folks would also have access.

There were many negative stereotypes associated with both groups. While some of the people were indeed very ill, it was also clear that the fact that people didn't have insurance did not necessarily mean they were sick. In reality, many were healthy individuals, who for whatever reason were uninsured. Some more seasonal workers in organizations that didn't provide coverage to their employees, others opted not to buy coverage and those who just could not afford it and would not be subsidized. Additionally some with pre-existing conditions had in the past been denied insurance coverage on the basis of relatively minor problems such as sinusitis, a prior knee injury, removal of a small benign tumor, and so on.

This looked to Jim like it bonanza. Jim wanted to find ways to connect these groups to his hospital, as well as its associated outpatient clinics and excellent pool of physicians and other healthcare professionals. This led him to thinking about new programs, modifying existing programs, developing marketing strategies, finding ways to capitalize on the pent-up demand for services in the short run, and becoming the provider of choice in the long