Individual Project Plan- Price is Firm

 Please create another executive summary due to the one in the business plan has already been submitted.

As a culminating project, this assignment has two parts: an executive  summary and a project plan created in either MS Project (PC) or Apple  Merlin (MAC). Those experiencing problems with Project software may  complete this portion of the assignment in Excel. Use prior course  information and data gathered for your CLC Business Plan to complete  this assignment.

Write an executive summary of your CLC Business Plan.

Write a project plan in Microsoft Project or Apple Merlin. Excel may be substituted as needed.

1. Examine your CLC Business Plan: Extract the distinct activities  needed to start up the business: (a) Identify tasks needed to complete  the project. (b) Develop a completion schedule. (c) Assign resources to  project tasks.
2. Be creative. For example: If your plan calls for three nurses, you  will need to plan for hiring, and training. Create arbitrary timelines  for each activity. They could be very general (2 weeks to hire, 2 weeks  to train) or they could dive much deeper (1 week to write hiring ad, 1  week to place ad, 2 weeks to accept applications, 1 week to review, 3  weeks for interviews, 1 week for offer-letters, 2 weeks to establish in  HR system, etc.). Do this for each section of the CLC Business Plan.

1

Running Head:

MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP

MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP

23

Medical Professions Providing Healthcare Services, LLP

Green Group Business Plan Outline

Ma Vicky Caspe

Lily Che

Melissa Martin

Mary Nda

Kendra Smith

Grand Canyon University: HCA – 620

January 31, 2018

EXECUTIVE SUMMARY

Medical Professionals Providing Healthcare Services, LLP (“MPPHS”) is a Phoenix-based company specializing in providing quality healthcare services in urban and economically-depressed communities. Incorporated in June, 2012 we boast a strong executive team, led by our founder Dr. Mary Xing (Jones) and Chief Medical Officer Dr. Michael Tompkins. We have grown over the past 5+ years from a single-room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS serves over 600 patients a day with a daily room occupancy approaching 95%.

As MPPHS grows, so does the competition, as larger medical institutions such as John C. Lincoln, The Valley Health System and the Mayo Clinic begin to take notice. In addition, the need to improve efficiency across the board (patient wait times, billing, staffing, etc.) has taken on greater significance, as our ability to properly serve customers is beginning to adversely affect overall operations.

Mission

As a participant in the healthcare management and services field within the medical industry, MPPHS prides itself on offering its services to a populace who historically has not had access due to financial constraints, societal norms and environmental conditions. Our mission has not changed since inception:

To provide all regardless of economic and social standing equitable access to quality healthcare while focusing on the why (i.e. “why this patient is in our care”) instead of the who (i.e. “who is this person?”).

Company Objectives

MPPHS’ primary objectives are:

· Increase revenue by 10% Year-over-Year (YoY)

· Increase patient count by 5% YoY

· Increase bed capacity by 25% over the next 5 years

· Reduce response from 60 minutes to 45 minutes

· Reduce long-term operational debt by 25% over the next 5 years

MPPHS can accomplish this by developing an Electronic Medical Record (EMR) across all company-owned and operated facilities. Currently all staff submit paper records at the end of their shift to document control, which in turn manually inputs the information in the database developed internally by MPPHS technical staff. This was the process instituted from the company’s inception and has not been updated since. We have come to the realization this is an inefficient way to do business. Our wait times have gradually increase, exceeding one hour in some cases. Staff turnover is also increasing, reaching its highest of 85% retention. Historically MPPHS has been over 90% on-average.

By successfully implementing an EMR process and other related ones, MPPHS estimates we can improve our operational efficiency by 15% within 12 months. We feel we can mitigate some of the internal process issues that are plaguing us prior to embarking on the next phase of our growth stratagem, which is acquisition of smaller and/or similar size medical facilities.

Keys to Success

In order to provide the kind of care MPPHS desires and to accomplish the objectives we set forth for ourselves, there are many medical and technological advances we need to keep abreast and subsequently make. The successful integration of our existing business practices, medical equipment and software with the latest innovations in technology will aid us in response time, record-keeping and access to vital patient data. Prior to implementing our plan, we will vet several prospective vendors who are HIPPA-certified, have expertise in database management, offer secured cloud computing services, and have experience in the medical services field.

ORGANIZATION and
MANAGEMENT

Start-up Summary

MPPHS started in June, 2012 from a vision the late Dr. Abraham Jones had when visiting his family members in Waxahachie, Texas after Hurricane Katrina. While volunteering at a local shelter shortly after the storm, he spoke with countless individuals discussing their health issues. He came away with plenty, and decided to leave his position as Medical Director of the Mayo Clinic – Scottsdale to start MPPHS. He leaned on the expertise and support of his wife of over 30 years Dr. Mary Xing.

Completely self-funded (the Jones invested over $275,000); MPPHS opened its first clinic in a strip mall in South Phoenix. Consisting of 600 square feet, the name of the clinic was called Jones Community Health Center, mainly due in part of having difficulty coming up with one. After spending another $25,000 on hiring a marketing professional, they settled on the name
Medical
Professionals
Providing
Healthcare
Services (MPPHS).

Listed below is a statistical breakdown of the $275,000-plus the Jones invested to start MPPHS and how the funds were allocated (
Note: MPPHS expensed items out for 12 months):

· Facility Lease & CAM –
$15,000

· Incorporation –
$1,000

· Licensing & Permitting –
$5,000

· Capital Equipment Expenditures (medical equipment, supplies, etc.) –
$100,000

· Working Capital (Personnel, insurance, etc.) –
$60,000

· Operating Supplies & Expenses –
$20,000

· Professional Services (marketing, consulting, bookkeeping) –
$50,000

· Contingency –
$25,000

TOTAL:
$276,000

Ownership

MPPHS, classified as a Limited Liability Partnership, is filed in the State of Arizona. Founded by Dr. Mary Xing and her late husband Dr. Abraham Jones, MPPHS is led by several medical professionals with over 120 combined years of experience. Dr. Xing is the majority owner, holding a
52% equity stake. Dr. Michael Tompkins, Dr. Lucille Smith (Chief Financial Officer) and Dr. Michelle Yung (Chief Administrative Officer) each hold
16%.

PRODUCT and
SERVICES

The Electronic Medical Record (EMR) software that was chosen for MPPHS is from the company called Cerner. The specific brand is Canopy. Cerner is a charting, lab result collecting, and report printing application. This product is widely used in surrounding facilities and is said to be user friendly. The company has many options of upgrades and customizable details.

They have options for inpatient setting, outpatient and same day surgeries to be able to use the same system and share information between the specialties. All of the training is included in the purchase of the system. There are monthly updates that can be run to maintain the system and make changes as the hospital sees fit. Using the subscription model is how Cerner functions (see Figure 1 below).

Figure 1: Subscription model example.

There is a large upfront payment for initial insulation and development, following that are smaller payments to help with monitoring and upgrades of the system as needed. A benefit to their model is the hospital will not responsible for the upkeep. When explaining and selling this program to the stakeholders we must use the Multilevel model because we will need to have buy in from the top down. Once we have the support of the leaders then we will need to get support of the ancillary staff and the nursing staff. Each presentation will be adjusted accordingly for the individual group.

MARKETING ANALYSIS

Market Segmentation

Increase in figure of illnesses and growing petition for excellence care by the clients is flagging the method for the general evolution of the EMR knowledge worldwide. Beginning of joint health care amenities sending stand with the benefit of electronic medical record knowledge has directed to the varied status of electronic medical record software between clinics and hospitals. Growth in the quantity of hospitals and clinics is similarly predicted to increase the global mandate for EMR knowledge worldwide.

In 2009, the (HITECHA) Health Information Technology for Economic and Clinical Health Act proved Medicare and Medicaid enticements to inspire the extensive implementation of EMR structures amongst inpatient and ambulatory health care workers. Petition and development will expected continue greater throughout the following 5 years (Reportlinker, 2015). As a consumer of Cerner, EMR product, MPPHS dedicated its finest accessible and effective way to reach out our clients through this portal. An Electronic Medical Record is further helpful than paper accounts since it lets doctors to:

· Trace information within a period

· Find clients for health screenings and visits

· Observing clients for specific restrictions like immunizations and vital signs understandings

· Expand general excellence of care practice

The data kept in electronic medical records isn’t simply distributed with doctors external of a procedure. A client’s data should be written out and sent by mailing confidentiality to experts and added associates of the care team.

The highest corporations in the EMRs economy in relations of income produced since 2011, were (Perna, 2012):

· Cerner

· McKesson

· Siemens

· GE

· Healthcare

· Epic

· Allscripts.

Target Market Segment Strategy

Based on mechanisms, the market has been divided into services and software. The services section is likely to appear as the greatest profitable workings part in the worldwide EMR economy concluded the estimated time. The amenities part is presently the furthermost striking section in relations of profits in the market and is appraised to interpretation for more than 61% market part by the end of 2015. Nevertheless, market reception of innovative software inventions and increase in creation improvements and adjustments is predicted to energy the arrival of advanced electronic medical record structures done the estimated time.

This economy breakdown is worldwide, yet drift examination concentrates on the U.S. as the major health care advertisement and the greatest motivation for electronic medical record adaptation. As administration strategy methods the spinning fact on inducements in this economy, as a huge modification in merchant sell part happens and original merchants show a superior part, it is an exciting period for economy experts.

The trend and usage among of EMR hospital and EMR physician market will increase its size in 2018. Involved in the account are data persuading the business, infographics, lifespan, and business approaches. This market share is supported by topmost companies in the business. Profits are stated created on global statistics with a fixated assessment on US players and US inclinations (Kudrow, 2016).

Industry Analysis

The EMRs economy is aggressive, with more than thousand doctors; nevertheless, growing unions and achievements in the business will cause in the decrease number of players. Native and international merchants were calculated in the entire quantity of electronic medical record contributors yet weren’t measured as main competitors in global advertisement contribution. Corporations are still modest by presenting first-class resolution correspondences to cloistered hospitals and clinics.

Cerner has developed many businesses since the earlier years. In 2011, Cerner got personnel administration software merchant Clairvia; in 2012, it bought behavioral health skill merchant Anasazi Software; lastly in 2013, it assimilated populace health and client interaction software merchant PureWellness.

Cerner has recorded into many firms as share of its labors to be an influential in the HIT (health information technology) area. In September 2014, Cerner declared alliance with Children’s National Health System in Washington, D.C., to advance the country’s leading study institution dedicated to HIT, and in December 2014, the corporation publicized a firm with Claritas Genomics to progress accessible research lab key for molecular diagnostics intended for new era system work flow, targeting to develop the practice of modified treatment throughout the health care business. In October 2014, the Salt Lake City-based Intermountain Healthcare declared an enterprise with Cerner to execute Cerner software in its 22 hospitals and 185 ambulatory clinics. The execution presently in development, will shape on Intermountain’s scientific and information storing skills to shape one of the greatest innovative EMR classifications in the country.

STRATEGY AND IMPLEMENTATION

Before now, the implementation of electronic medical records have been done in numerous hospitals around the world. The main reason why the implementation of EMR is important in most health care facilities is to improve patient care, improve the availability of patient data (Hartswood et al., 2003) and also to enhance cost effectiveness (Grimson et al., 2000). There are some considerations that must be looked into:

1. Staffing: For the implementation of EMR to work, staffing is very necessary, a team of our best IT experts will be assigned to the areas needed (Step Down Unit, Intensive Care, Urgent Care, etc). Full timers will be trained to be “super users” to help during this implementation process and they are required to help in training staffs. In some health care facilities, online training are also required to avoid in-person training instead which this will require more staffing; for any health care facility to go-live on any EMR, education will be the key factor to the successful implementation of EMR (D’ Huyvetter et al., 2014).

2. Financial Stability: BECAUSE most EMR technology can be very expensive especially for smaller hospitals, it is always advisable that any health care facility that want to implement the use of any EMR technology should be financially stable. Larger hospitals or urban area hospitals are at most times have more financial stability compare to smaller hospitals (Jaana et al., 2012) or rural area hospitals.

3. Mature Vendors: Because the implementation of EMR can be very challenging in hospitals compare to other health care facility because of confidentiality and security and the large amount of patient data one has to deal with. It is important that a mature vendor is selected, one that knows which EMR that will fit better for that particular hospital (Ovretveit et al., 2007) will be needed. Also, it is important to get a known vendor that has been successful in the market and one that can be trusted. And in this case, we have identified that Cerner meets all qualifications to provide us with the Canopy EMR software.

OPERATIONAL PLAN

As the Information Technology project manager of MPPHS, we have been able to single out and secure an EMR software from Cerner called Canopy. We have created a production workflow that will be detailed below.

Location and Facility Management

The EMR software, Canopy, will be provided to MPPHS on a yearly basis subscription. The software itself does not have a permanent location at our facilities but physicians and authorized staff will have access through the company’s network on site only. If there are any technical difficulties or questions in maneuvering through the software, our IT department located in the basement of the hospitals will be available to resolve any issues. The service number to our IT department is (480) 851-5400.

Equipment and Material

The main equipment that will be utilized to house the EMR software are computers. There will not be any changes to the desk area where the computers are located because the new computers we opt for are established from the same company and the specification on its size is similar.

Requirements to use Canopy with a Desktop or Laptop

Hardware

· A desktop or laptop with running supported Operating System and browser.

· Minimum: A recent 4.0+ Ghz dual-core CPU (example: Core i4). Optimal: Recent 4.0+ Ghz quad-core CPU (example: Core i7).

· Minimum 8 GB RAM.

· Minimum 16 GB free hard drive space.

· Network Interface Card (NIC).

· A monitor that is capable of at least 1680 x 1050 resolution.

· Audio, preferably speakers

· Power outlets should be readily available where laptops will be used.

Operating System

· PC operating systems: Windows 7 or 10

· Mac operating systems: Mac OS X 10.12/10.13 (Sierra/High Sierra).

Software and Configuration

· Drivers and OS should be up to date.

· Popup blocking should be disabled in order for Canopy to function properly.

· If running AVG AntiVirus (AVG) Avast software, “avgantivirus.com” must be excluded from Adobe Ad Blocker and Script Scanning.

· If running other virus protection software, the web protection add extension must be added in the browsers’ settings. The configuration will allow Canopy to work within MPPHS’s network.

MPPHS’s current facilities do have some qualified computers but at least half has to be upgraded or replaced (about 15 computers for each department).

Costs of Upgrades or Replacements

· 1 HP Elite 8000 = $500, Bundle of 100 deal = $40,000

· 1 iMac 7th Generation = $1200, Bundle of 100 deal = $100,000

Considering the large difference in costs in terms of operating equipment, MPPHS opts for the HP Elite 8000 bundle deal. For the computers’ maintenance, HP offers warranty and repair services up to five years for an additional $10,000.

Daily Operation

The integration of Cerner’s product, Canopy, to MPPHS’s network will be running everyday, for 24 hours at our hospital facilities. At our smaller clinics, operation hours are from 9AM to 7PM, Mondays through Fridays. Authorized users must have a company account to access any computer. Besides a computer account, users also must be approved by their director of department in order to access the EMR software, Canopy. To get access and receive approval, the director must email the IT department, consisting of reason for approval and the employees’ company identification number.

After approval, the employee is able to create their own password for their access into the EMR software. Whenever accessing the EMR application, staff will be required to sign in with their company identification number and created password. The application will log out automatically after 10 minutes of idle time. This is so because patient personal health information is protected by the Health Insurance Portability and Accountability Act (HIPAA) and will not be jeopardized. The maintenance of the software is to keep it updated when there is one due. A company standard will be constructed in order to keep beverages or foods away from the desktops to prevent damages that may not be covered in the warranty service.

Risks

There are two main risks involved with the use of the Cerner EMR product, Canopy. The first one is the leak of private patient health information and misuse of that and then there are natural disasters that may occur and cause loss function of the product.

In the event of discovered misuse of private patient health information, the director of the department the event takes place in should be notified, the Human Resources Department should be contacted as well. The person handling this would be Leah Lewis, Human Resources Department Chairman. Her contact information is llewis@MPPHS.org and (480) 851-7023. In cases of natural disasters, details of procedures will be outlined below.

Power Outage

· At each facility, we will have emergency standby diesel generators.

· Contact out electric utility (480) 851- 4601 for updates in outage.

· Generators will run for at least 24 hours.

· Emergency generators will be tested every month to ensure its efficiency and reliability to sustain operation.

Earthquakes

· Evacuate to the nearest assigned site.

· If passage is blocked, try to get under a stable door frame or desk.

· Do not try to save any equipment.

· Directors/supervisors/managers of each department should have roll call of employees.

· Dial extension 3333 for updates on proceeding with action.

Floods

· Immediate evacuation from all electronics.

· Dial extension 5155 for Flood Assistance.

· If flood gets worse, the top floor will the best bet to not drown.

Personnel Requirements

Our IT department in charge of operating the EMR software will consist of the Director, Assistant Director, Floor Manager, IT Representatives, and IT Technical Support Group (technicians). For all of MPPHS’s facilities, we are looking for 30 more IT Representatives and 15 IT Technicians. Our regional IT Director is Susan Williamson. Her contact info is SWilliamson2@MPPHS.org and (480) 851 – 5225. The person in charge of hiring will be the regional Assistant Director, Gabriel Cervantes, GCervantes@MPPHS.org (480) 851 – 7025. Human Resources will conduct the interviews for selected qualified applicants.

IT Representatives take calls from the facility they are in and that entails of technical issues that can be addressed over the phone. Technicians work with physical issues and some times that may be repairing items. Qualifications for each position will be outlined below.

IT Representative

Experience
* One (1) year of customer service experience in a service related industry, preferably healthcare.
Education
* High school diploma or equivalent.
License, Certification, Registration
* N/A.

Additional Requirements:

* Effective telephone communication skills and excellent interpersonal skills.
* Must obtain passing score on Customer Care Simulation assessment.
* The Customer Care Simulation assessment score must be current within one (1) year (contact Local HR Office for testing).
* Must be able to effectively communicate, verbally and in writing, in English.
* Must complete Service Orientation Assessment.

* As part of applicant process, must take Proofreading Assessment for non MPPHS employees only.

IT Technician

Experience
* Three (3) years of technical support experience in a service related industry, preferably healthcare.
Education
* High school diploma or equivalent.

* Associate’s, Bachelor’s or certificate in CompTIA A+ Technician

Additional Requirements:

* Effective and excellent interpersonal skills.
* Must obtain passing score on Technical Support Service assessment.
* The Technical Support Service assessment score must be current within one (1) year (contact Local HR Office for testing).
* Must be able to effectively communicate, verbally and in writing, in English.
* Must complete Service Orientation Assessment.

* As part of applicant process, must take Proofreading Assessment for non MPPHS employees only.

FINANCIAL ANALYSIS

References

D’Huyvetter, C., Lang, A. M., Heimer, D. M. & Cogbill, T. H. (2014). Effective Gained by Using Electronic Medical Record and Reports in Trauma Documentation. Journal of Trauma Nursing, 21(2), 68. Doi:10.1097/JTN.0000000000000031

Hartswood, M., Procter, R., Rouncefield, M., Slack, R. (2003). Making a Case in Medical Work: Implications for the Electronic Medical Record. Computer Supported Coop Work. 2003;12:241–266. doi: 10.1023/A:1025055829026.

Grimson, J., Grimson, W., Hasselbring, W. (2000). The SI Challenge in Health Care. Commun ACM. 2000;43(6):49–55. doi: 10.1145/336460.336474.

Jaana, M., Ward, M. M., Bahensky, J. A. (2012). EMRs and Clinical IS Implementation in Hospitals: A Statewide Survey. J Rural Health. 2012;28:34–43. doi: 10.1111/j.1748-0361.2011.00386.x.

Kudrow, B. (2016).
Electronic medical records (EMR) market: Growth Expected to be Driven by Rising Need for Integrated Healthcare System: Global Industry Analysis and Opportunity Assessment 2015–2025. Retrieved from: https://www.futuremarketinsights.com/reports/electronic-medical-records-market.

Ovretveit, J., Scott, T., Rundall, T. G., Shortell, S.M., Brommels, M. (2007). Improving quality through effective implementation of information technology in healthcare. Int J Qual Health Care. 2007;19(5):259–266. doi: 10.1093/intqhc/mzm031.

Perna, G. (2012).
EMR market dominated by top six companies. Retrieved from: https://www.healthcare-informatics.com/news-item/emr-market-dominated-top-six-companies

Reportlinker. (2015).
EMR 2015: The market for electronic medical records. Retrieved from:

https://www.prnewswire.com/news-releases/emr-2015-the-market-for-electronic-medical-records-300197753.html

image3

image4

image5

image6

image7

image1

image2