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Please see our attached business plan according to that I need to do the assignment below.

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Please see our attached business plan according to that I need to do the assignment below.

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.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

Running head: GENERIC HOSPITAL 1 Generic Hospital Electronic Medical Record System Implementation Business Plan


Purple Group


Gracy Zachariah


Julie Fixemer


Andrew Cadriel


Matilde N. Romanowski


Grand Canyon University: HCA 620


December 14th, 2016


Dr. Justin Crockett Table of Contents Generic Hospital Electronic Medical Record System Implementation


o Mission


o Goals Generic Hospital Description Hospital Services Business Profile Market Analysis


o Electronic Medical Record (EMR) Vendor Market Analysis


o Generic Hospital Market Analysis Area Demographics Competitors Operational Plan Management Team Financial Analysis


o EMR Vendor Estimated Cost Analysis


o Generic Hospital?s Historical Financial Performance Trends GENERIC HOSPITAL 2 Generic Hospital Electronic Medical Record System Implementation




To seamlessly implement Generic Hospital?s first state-of-the-art single vendor electronic


medical record (EMR) system in all departments, clinics, and primary care physician (PCP)


offices within the budget and a timeline of 18 months.


Goals To improve the quality of patient care, safety, and outcomes; To improve patient satisfaction and experience at Generic Hospital, its community


clinics, and PCP offices; To streamline workflows, improve job satisfaction, and retain clinical staff; To seamlessly share vital patient medical information within Generic Hospital, its


community clinics, and PCP offices to enhance continuity of care; To expedite medical decision making, reduce delays in treatment, decrease medical


errors, minimize costly hospital readmissions, decease healthcare costs, and increase


revenues; To implement a user friendly solution with an effective deployment strategy that includes


training, education, and transition/change support in particular to frontline users (clinical


staff); To maintain Generic Hospital?s position as the premier Level II Trauma Center and the


first hospital of choice in its service area.


Generic Hospital Description


Generic Hospital is a 200-bed Level II Trauma Center with five surgical suites, two


intensive care units, three step-down units, five adult acute care units, a pediatric unit, an internal


and family medicine on-site clinic, an emergency department, and four general/family medicine


clinics strategically located within our community. Generic Hospital is associated with 30-PCPs


and employs more than 800 physician?s assistants, nurse practitioners, nurses, physical GENERIC HOSPITAL 3 therapists, and other support staff that provide care to an estimated 1,750 patients on a daily




Generic Hospital serves an ethnically and generationally diverse inner-city community of


about 600,000 people including infants, teenagers, young adults, adults, and senior citizens. As a


Level II Trauma Center, Generic Hospital has the ability to initiate and provide definitive care


for all injured patients, including 24-hour immediate coverage for general, orthopedic, and


neurosurgery surgery, anesthesiology, emergency medicine, radiology, and critical care


(American Trauma Society, n.d.). Generic Hospital also covers tertiary care needs such as


hemodialysis and cardiac surgery as well as continuing education programs for all staff and


trauma prevention (American Trauma Society, n.d.).


However, Generic Hospital?s current information system (IS) is unable to meet the needs


of its patients, the community, the clinics, PCPs, and staff (clinical and administrative). Generic


Hospital?s IS consists of disparate departmental ancillary applications including MEDITECH for


admissions/discharge/transfers (ADT) and billing, LCMC for laboratory, CareFusion for


pharmacy, X-Ray for imaging, and paper charts. The abovementioned departmental ancillary


applications are not coordinated or synchronized and do not communicate vital patient data in a


timely manner to frontline clinicians throughout the hospital?s units, community clinics, and PCP


offices. Generic Hospital?s IS is costly because of the high number of labor hours needed to


maintain and support the multiple departmental ancillary applications, delays in treatment due to


the cumbersome clinical staff workflows and their inability to make quicker more accurate


clinical decisions because of the lack of timely access to vital patient data. More importantly,


Generic Hospital?s archaic IS jeopardizes our patients? safety and well-being. The hospital?s


outdated and obsolete IS also threatens the organization?s financial stability and its position as


the premier Level II Trauma Center in the service area. GENERIC HOSPITAL 4 To remedy this critical situation and create more effective and efficient staff workflows


that will improve care quality, reduce delays in treatment, save lives, and at the same time


decrease overhead expenditures and contain costs, our information technology (IT) team


proposes the implementation of a single vendor EMR system. The EMR system will seamlessly


integrate all of our disparate departmental ancillary applications into one user-friendly software


application. The EMR system will effectively eliminate the need for multiple user names and


passwords as well as paper charting, which will streamline workflows and access to vital patient


data. A single vendor EMR will also considerably reduce the manpower and labor hours required


to maintain the system and support end-users. The implementation of an EMR system is not only


cost effective, it will allow Generic Hospital to maintain its position as the market leader, expand


and streamline existing services while reducing costs and increasing revenues as a result of an


increase in patient satisfaction, increase in patient numbers, and a reduction in overhead


expenditures (HealthIT.Gov, 2014).


Generic Hospital?s Services


The services provided by Generic Hospital, its associated community clinics, and PCPs include: Outpatient internal and family medicine consultations;


Inpatient and outpatient surgical procedures (adult and pediatric);


Diagnostic laboratory and radiological services;


Emergency services;


Primary care physician services;


General trauma services (including traumatic brain injuries);


Walk-in consultations in the clinics;


Emergent care services in the clinics;


Pharmacy and physiotherapy services;


Clinical nurse specialists in the areas of diabetes, hypertension, chronic kidney disease,


health promotion, infection control, pain management, respiratory care, and palliative


care (St. John?s Hospital, 2016).


Business Profile GENERIC HOSPITAL 5 Established in 1969 Generic Hospital owns and operates four strategically located innercity community clinics, its flagship location that has 200 beds, has a close-knit associations with


30 highly respected PCPs in the service area, and is known for its cardiothoracic, urology, and


neurosurgery specialties. Generic Hospital is a well-established healthcare organization that has


earned the trust of the community and the respect of its competitors through years of outstanding,


quality and cost effective healthcare services. Generic Hospital is the premier Level II Trauma


Center in its service area with a total market share of 47.8 % of inpatient admissions and 48.6%


of primary care services.


Market Analysis


EMR Vendor Market Analysis


To select the EMR vendor that best suited Generic Hospital?s patient population, staff


workflows, existing IT infrastructure, IT staffing resources, strategic initiatives, budget, and also


met federal regulations under the HITECH Act, the information technology (IT) project


management team researched the top EMR vendors. Using various reputable resources including


peer-to-peer interviews, KLAS (vendor performance database), U.S. Department of Health and


Human Services (certified IT product list), and HIMSS Analytics (industry research firm) the


project management team narrowed the search down to five top EMR vendors (Sugrue, 2015).


These top five EMR vendors, compared in Table 1, include Epic, AthenaHealth, Cerner,


MEDITECH, and Greenway (Green, 2015). A Request for Proposal (RFP) with Generic


Hospital?s specific EMR requirements and IT specifications was sent out to all of the above EMR




Table 1 - Top Five EMR Vendor Comparison


Vendor KLAS




ranking KLAS


Strengths KLAS


Weaknesses KLAS




Usability Generic Hospital?s


RFP Bid Response


Evaluation Based on


Customer Service,


Existing IT


Infrastructure, Cost,


Functionality, and GENERIC HOSPITAL 6 Epic 1 Interoperabilit


y team savvy


and well


respected by




and providers


(Green, 2015) The vendor is


seen as


inflexible and


closed off


(Green, 2015) Above




average in








e usage




2015) AthenaHealth 2 Offers lowcost solutions


and perceived


as easy to


connect and




(Green, 2015). Sharing


between clients


could is weak


(Green, 2015) Did not




up (Tate,


2015) Cerner 3 Strong tools


for building






are offered


(Green, 2015). Clients felt


irritated by


costs and clientto-client sharing




(Green, 2015) MEDITEC


H 4 Vendor


appreciated by


clients for its






(Green, 2015). Lower level of


sharing overall


due to weaker


tools (Green,


2015). Slightly






average in








e usage










average in








e usage




2015) references


Great customer


service, EMR can be


easily implemented


with some upgrades to


existing IT


infrastructure, cost


within budget,




functionality, ease of


user interface, and




integration. Excellent




Great customer


service, EMR




requires significant


upgrades to existing


IT infrastructure, cost


over budget,










Acceptable customer


service, EMR




requires significant


upgrades to existing


IT infrastructure, cost


over budget,






Excellent references.


Poor customer


service, EMR can be


implemented with


minimal upgrades to


existing IT


infrastructure, cost


within budget,










Greenway 5 7






with new oneto-many


connection for




(Green, 2015) Clients were


frustrated with






s and smaller


practices lacked




(Green, 2015). Did not




up (Tate,


2015). Acceptable customer


service, EMR requires


substantial upgrades


to existing IT


infrastructure for


implementation, cost


over budget,






Acceptable references After careful review and scrutiny of each of the five abovementioned EMR vendors? RFP


responses, and market research findings, the IT project management team felt that the Epic EMR


was the best overall fit for Generic Hospital. The Epic EMR was selected mainly because of its


large market share, experience in complex environments, the simplicity of their user interface,


their savvy interoperability team, ease of integration, excellent customer support, long-term cost


efficiency, and short-term return on investment (personal communication; Green, 2015; Tate,


2015). The Epic EMR is certified by the U.S. Department of Health and Human Services and


meets the federal requirements mandated by the HITECH Act for Meaningful Use and


interoperability (personal communication). Furthermore, the Epic EMR will require minimal


additions to our current IT support and nursing informatics staffing resources.


Epic Systems Corporation (2016) is a privately owned multibillion dollar organization


founded in 1979. The organization prides itself with developing healthcare software that helps


people stay well, get well and that will help future generations live healthier lives (Epic, 2016).


Currently 190 million Americans have their medical records managed, updated, and stored in an


Epic EMR database (Epic, 2016). Through Epic?s trademark features Care Everywhere Network


and MyChart Generic Hospital will easily and effortlessly meet HITECH?s mandates of


interoperability and Meaningful Use respectively (Epic, 2016). Additionally, the Epic software


operates under the HL7 standards that allow for ease of interoperability with its competitors GENERIC HOSPITAL 8 (Salgaonkar, 2013). The Epic EMR is known for its high-level functionality and ease of user


interface throughout the healthcare industry and as a cost effective and efficient system that


improves care quality, improves workflows, helps to minimize medical errors, and reduces costs.


Generic Hospital Market Analysis


Generic Hospital, the in-house internal and family medicine clinic, four strategically


located general medicine community clinics, and 30-member PCP group serve a large and


diverse inner-city population. More than 1,750 patients of all ages receive care on a daily basis


via Generic Hospital and its affiliated clinics and PCPs. Generic Hospital?s market share in the


service area is an estimated 47.8% of all inpatient admissions and 48.6% of primary care services


(Sonoma Valley Hospital [SVH], 2012).


Area Demographics


Recent population estimates reveal that Generic Hospital?s combined service area


encompasses a population of 600,000 with 15% ages 14 and younger, 35% between the ages of


15 and 44, 30% between the ages of 45 and 64, and 20% age 65 and older [Figure 1] (SVH,


2012). Generic Hospital?s service area ethnic mix consists of 30 % African-American, 10%


Asian, 20% Caucasian, 35% Hispanic, and 5 % other [Figure 2]. Population density projections


show that Generic Hospital?s combined service area population will have a slight decrease in the


next five years (SVH, 2012). The decrease in population will be in the number of people between


the ages of 45 and 64 as they become part of the greater than 65 years of age population (SVH,


2012). However, the Hispanic population is expected to grow 13% within the next five years


(SVH, 2012). The median household income for Generic Hospital?s combined service area is an


estimated $65,051 annually (SVH, 2012). In the next five years the median household income is


expected to increase by 15% to $74,574 (SVH, 2012).


Figure 1 GENERIC HOSPITAL 9 Generic Hospital Service Area Patient Age Distribution


Ages 14 and




Ages Between 15


and 44


Ages Between 45


and 64


Age 65 and Older Figure 2 Generic Hospital Service Area Ethnic Mix










Other Inner-city populations tend to experience health issues due to problems such as economic decline,


job loss, socioeconomic factors, and disease related to race and ethnicity (Prewitt, 2004). The population GENERIC HOSPITAL 10 also shows to have 23.6% of people under the age of 65 being uninsured, a majority of these coming from


inner-city pockets throughout Generic Hospital?s service area (U.S. Census Bureau, 2015). Competitors


Generic Hospital?s market share and presence are listed in Table 2 (SVH, 2012). Generic


Hospital captured 47.8 % of all inpatient admissions and 48.6% of primary care services from


the combined service area (SVH, 2012).


Table 2 ? Generic Hospital?s Inpatient Admissions Market Share


Hospital Name


Total Beds


Market Share %


Generic Hospital






Kaiser Hospital






Santa Rosa Memorial






Marin General Hospital






Queen Valley Hospital






Sutter Hospital






Sun Valley Hospital






Community General








(SVH, 2012)


Generic Hospital?s competitive edge is due to its status as the premier Level II Trauma


Center in the service area, its renowned cardiothoracic, urology, and neurosurgery services, and


its close-knit affiliation with 30 of the most highly respected and well-known PCPs in the


community. Nonetheless to maintain its competitive edge and continue to serve its diverse innercity community Generic Hospital needs to enter the 21st century with the implementation of a


state-of-the-art user friendly and interoperable EMR system immediately. In an effort to sustain


and gain market share Generic Hospital will implement an advertising, marketing, and


public/community relations campaign that will start six months prior to the Go-live event. This


strategic community outreach plan will include radio and TV spots in English and Spanish,


strategically placed billboards in underserved areas, and news media outreach to promote and


highlight Generic Hospital?s quality of care, cost effective healthcare services, exemplary 47 year


service to the community, and the implementation of its state-of-the-art the Epic EMR that will GENERIC HOSPITAL 11 allow its patients to have greater participation in their healthcare and access to their medical


records from home using the internet via the MyChart feature.


Internal promotion and marketing of the Epic EMR implementation will include: A global e-mail to all employees about the decision to implement a state-of-the-art EMR system


that will facilitate and streamline their workflows; A countdown clock to the Epic launch date on Generic Hospital?s intranet homepage; Periodic global e-mails on the progress of the project; and Town-hall meetings from Generic Hospital (broadcast via closed-circuit TV to the community


clinics and PCP offices) conducted by the EMR implementation management team where


employees can voice their concerns, ask questions about the project and how it will impact


patient care, their daily workflows, and facility operations. Operational Plan


Integrating, designing, configuring, testing, training, and implementing the Epic EMR


will be accomplished within an estimated 18 month period, with an estimated start date of


December 14, 2016 and approximate end date of January 18, 2019. During this period the


departmental ancillary applications including patient information management


(admissions/discharges and transfers [ADT]), pharmacy, laboratory, radiology, imaging, nutrition


and food services, and clinical information systems (elimination of paper charts) will be


integrated, coordinated, and configured. Two sets of team champions have been selected to assist


in the implementation of the Epic EMR. Each group of 14 team champions will be assigned to


participate in the design and configuration of the EMR or in the integration, synchronization, and


coordination of the departmental ancillary applications as well as the integration and conversion


of paper charts to electronic format.


The EMR design and configuration team champions will be headed by the Chief Nursing


Informatics Officer (CNIO) who will be assisted by Generic Hospital?s IT project manager. The


Chief Information Officer (CIO) will be in charge of ensuring that the existing and newly GENERIC HOSPITAL 12 acquired IT equipment is functioning optimally utilizing existing IT staff resources by the GoLive test date (Monday, January 21, 2019). Additionally the CIO will head the integration,


coordination, and synchronization EMR team champions assisted by the Epic project manager.


The Chief Operations Officer (COO) will be in charge of ensuring that all the staff is


appropriately scheduled for training and support prior to the transition from the current disparate


departmental ancillary applications and paper charting to the Epic EMR. The COO will have two


staff members assist in the development of the organization-wide Epic training schedule and 20


temporary Epic-certified trainers to train clinical and administrative staff (see EMR


implementation organizational chart). IT user support and EMR maintenance in-house staff will


be trained at Epic Headquarters (see Table 4 for estimated training dates).


During the initial phase of the Epic EMR implementation (design, configuration, and


integration of ancillary applications) 15 temporary IT and nursing/medical informatics staff will


be required in order to meet the system design and configuration deadlines as outlined in Table 3.


There will be a total of 43 IT and nursing/medical informatics staff (including temporary and


existing staff) working with the Epic IT project manager and Generic Hospital?s IT project


manager on the design, configuration, integration, coordination, and synchronization of the


system. Prior to the Go-Live date, the system will be tested throughout Generic Hospital?s units,


the community clinics, and PCP offices for a period of 60 days to ensure complete and seamless


departmental ancillary integration and optimal functionality.


Table 3 ? Estimated Timeline for Epic EMR Implementation (design, integration, configuration)


Task Name






Patient Information








Radiology Duration (days)


548 Start


Wed 12/14/16 Finish


Fri 1/18/19 65 Wed 12/14/16 Tue 3/14/17 65




100 Wed 3/15/17


Wed 6/14/17


Fri 10/13/17 Tue 6/13/17


Thu 10/12/17






Nutrition and Food




Clinical Information




Epic Go-Live Test


(MHS, 2007) 13




24 Fri 10/13/17


Fri 3/2/18 Mon 11/6/17


Wed 4/4/18 190


(Does not include the




60 Thu 4/5/18 Fri 1/18/19 Mon 1/21/19 Fri 4/12/19 The test environment that mirrors the live system will be created with a full set of


software and data files (California, 2016). As new modules and templates are implemented they


can safely be tested in this environment (California, 2016). Following Go-Live the testing


environment will serve as an area for troubleshooting, implementing new features and updates,


and creating scenarios for education in the future (California, 2016). Members of the management team will systematically test the EMR before live date


ensuring the system works effectively and efficiently. Testing of the system includes:


o Unit Testing ? verification that individual menus, templates, forms, etc., can be


accessed/displayed and/or printed and individual hardware devices are




o Component Testing ? verification that a system module logically flow and work


as intended;


o System Testing ? verification that all relationships between modules are in place


and functioning as intended. System testing confirms that all internal workflows,


handoffs, outputs and triggers are fully operational and effective;


o Integration Testing ? confirmation that all information flow and control processes


between the EHR system and external systems are working accurately. This


includes full evaluation of practice system interfaces including demographic


updates, billing charges, scheduling updates, etc.;


o Full Testing ? confirmation that the complete system performs as intended for all


internal and external uses (California, 2016). GENERIC HOSPITAL 14 Execution of testing will begin at the individual components of the system and build to


encompass multiple functioning components in a scenario (California, 2016). Generic Hospital,


its community clinics, and the PCP offices will have individual system checks as well as the link


between all areas integrated and configured. Utilization of a check-off sheet for system check


will verify that all areas of the system are functioning properly in test mode (California, 2016). A


series of deliberate errors will also be tested to verify system accuracy, efficiency and logic


capabilities. All errors and faults will be properly documented for troubleshooting and retesting


(California, 2016).


Contingency Manual processes for back up procedures include paper record keeping, results, ordering


and charting. Upon restoration of the EMR all information will be manually entered to


update the system; Off-site system and record back up allows systems to be recovered. Testing of the


recovery process will be performed prior to Go-Live.




The training program will be divided into four phases, each with a designated goal of


achievement (The HCigroup, 2016). The phases for the training program are: planning and training


readiness (I), implementation of training deployment (II), post Go-Live stabilization; transition to live


end-user training support (III), and live end-user training support and user skill optimization (IV) (The


HCigroup, 2016). These phases may consist of long durations, but they are designed to better prepare the


organization as staff adapts and adjusts daily workflows to using the Epic EMR system (The HCigroup,




Phase I will share a significant amount of information with operational and IT stakeholders (The


HCigroup, 2016). This phase also includes educating future trainers, super users and end users on similar


information (The HCigroup, 2016). This initial phase is designed to expose the clinical and administrative


staff to how this new technology will be incorporated into their daily workflows and tasks (The GENERIC HOSPITAL 15 HCigroup, 2016). To move forward into Phase II, employees must demonstrate an understanding and


awareness for how the change will occur and impact the positions around them (The HCigroup, 2016).


Phase II consists of more interaction than Phase I (The HCigroup, 2016). Phase II begins with multiple


sessions known as train-the-trainer (The HCigroup, 2016). The end of this phase is determined when the


end users are capable of using Epic successfully on the job for the first time (The HCigroup, 2016).


Employees will learn items s...


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