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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

 

Mission

 

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

 

basis.

 

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

 

vendors.

 

Table 1 - Top Five EMR Vendor Comparison

 

Vendor KLAS

 

Interoperability

 

ranking KLAS

 

Strengths KLAS

 

Weaknesses KLAS

 

MD

 

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

 

competitors

 

and providers

 

(Green, 2015) The vendor is

 

seen as

 

inflexible and

 

closed off

 

(Green, 2015) Above

 

market

 

average in

 

effective

 

and

 

productiv

 

e usage

 

(Tate,

 

2015) AthenaHealth 2 Offers lowcost solutions

 

and perceived

 

as easy to

 

connect and

 

proactive

 

(Green, 2015). Sharing

 

between clients

 

could is weak

 

(Green, 2015) Did not

 

measure

 

up (Tate,

 

2015) Cerner 3 Strong tools

 

for building

 

complex

 

connections

 

are offered

 

(Green, 2015). Clients felt

 

irritated by

 

costs and clientto-client sharing

 

software

 

(Green, 2015) MEDITEC

 

H 4 Vendor

 

appreciated by

 

clients for its

 

transparent

 

efforts

 

(Green, 2015). Lower level of

 

sharing overall

 

due to weaker

 

tools (Green,

 

2015). Slightly

 

above

 

market

 

average in

 

effective

 

and

 

productiv

 

e usage

 

(Tate,

 

2015)

 

Below

 

market

 

average in

 

effective

 

and

 

productiv

 

e usage

 

(Tate,

 

2015) references

 

Great customer

 

service, EMR can be

 

easily implemented

 

with some upgrades to

 

existing IT

 

infrastructure, cost

 

within budget,

 

excellent

 

functionality, ease of

 

user interface, and

 

departmental

 

integration. Excellent

 

references.

 

Great customer

 

service, EMR

 

implementation

 

requires significant

 

upgrades to existing

 

IT infrastructure, cost

 

over budget,

 

suboptimal

 

functionality.

 

Acceptable

 

references.

 

Acceptable customer

 

service, EMR

 

implementation

 

requires significant

 

upgrades to existing

 

IT infrastructure, cost

 

over budget,

 

suboptimal

 

functionality.

 

Excellent references.

 

Poor customer

 

service, EMR can be

 

implemented with

 

minimal upgrades to

 

existing IT

 

infrastructure, cost

 

within budget,

 

suboptimal

 

functionality.

 

Reasonable

 

references. GENERIC HOSPITAL

 

Greenway 5 7

 

Shows

 

confidence

 

with new oneto-many

 

connection for

 

sharing

 

(Green, 2015) Clients were

 

frustrated with

 

connections

 

communication

 

s and smaller

 

practices lacked

 

connections

 

(Green, 2015). Did not

 

measure

 

up (Tate,

 

2015). Acceptable customer

 

service, EMR requires

 

substantial upgrades

 

to existing IT

 

infrastructure for

 

implementation, cost

 

over budget,

 

suboptimal

 

functionality.

 

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

 

Younger

 

Ages Between 15

 

and 44

 

Ages Between 45

 

and 64

 

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

 

African-American

 

Asian

 

Caucasian

 

Hispanic

 

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

 

200

 

47.8

 

Kaiser Hospital

 

142

 

8.1

 

Santa Rosa Memorial

 

218

 

6.0

 

Marin General Hospital

 

164

 

5.3

 

Queen Valley Hospital

 

159

 

4.1

 

Sutter Hospital

 

94

 

1.8

 

Sun Valley Hospital

 

71

 

1.5

 

Community General

 

39

 

0.6

 

Hospital

 

(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

 

EMR

 

Implementation

 

Patient Information

 

Management

 

Laboratory

 

Pharmacy

 

Radiology Duration (days)

 

548 Start

 

Wed 12/14/16 Finish

 

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

 

87

 

100 Wed 3/15/17

 

Wed 6/14/17

 

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

 

Thu 10/12/17

 

Thu 3/1/18 GENERIC HOSPITAL

 

Imaging

 

Nutrition and Food

 

Service

 

Clinical Information

 

System

 

Epic Go-Live Test

 

(MHS, 2007) 13

 

17

 

24 Fri 10/13/17

 

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

 

Wed 4/4/18 190

 

(Does not include the

 

holidays)

 

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

 

operational;

 

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.

 

Training

 

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,

 

2016).

 

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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