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Assessment 3 Instructions:
Developing an
Implementation Plan
•
Develop a 6-7-page implementation
plan for the initiative you proposed in
Assessment 1. Include a budget for
material, staffing, and capital costs
over the first five years of the
initiative, as well as projected
earnings. In addition, include a
timeline, an organizational impact
analysis, and an explanation of the
effects of environmental changes on
the initiative.
Introduction
Note: Each assessment in this course
builds upon the work you have
completed in previous assessments.
Therefore, you must complete the
assessments in the order in which
they are presented.
As a master’s-level health care
practitioner, you may be expected to
create budgets and implementation
plans to ensure that initiatives to take
advantage of economic opportunities
for the organization are rolled out
successfully and can be sustained over
multiple years. Additionally, it is
important to be able to envision how
an initiative could be implemented in
different contexts and for different
purposes to ensure that the
investment remains a viable and
positive asset to your organization or
care setting.
Instructions
Develop a thorough implementation
plan for the economic initiative you
proposed in Assessment 1. Your plan
must include a budget for material,
staffing, and capital costs over the first
five years of the initiative, as well as
projected earnings. In addition,
include:
A plan and timeline for rolling
out the initiative.
• An analysis of how the initiative
may impact other aspects of the
organization or care setting.
• An explanation how the
initiative can remain viable in
the face of environmental
changes.
• Sufficient relevant and credible
supporting evidence.
Note: Remember that you can submit
all, or a portion of, your draft
implementation plan
to Smarthinkingfor feedback before
you submit the final version for this
assessment. If you plan on using this
free service, be mindful of the
turnaround time of 24–48 hours for
receiving feedback.
The requirements for your
implementation plan, outlined below,
correspond to the scoring guide
criteria, so be sure to address each
main point. Read the performance•
level descriptions for each criterion to
see how your work will be assessed.
In addition, be sure to note the
requirements for document format
and length and for supporting
evidence.
•
•
Create a budget for expected
costs and earnings over the first
five years of your proposed
initiative.
• What are the expected
material, staffing, and
capital costs of your
proposed initiative over
its first five years?
• What are the projected
earnings for your
organization or care
setting over the first five
years of your economic
initiative?
• How does this budget
take into account the
findings and feedback
you received on your
business case?
• What assumptions are
you basing your budget
on?
Create an implementation plan
for your proposed initiative
that enables achievement of
quality or service
improvements in an ethical and
culturally equitable way.
• Did you create a timeline
for the rollout?
• How will you work with
relevant stakeholders to
ensure that your
economic initiative is
•
implemented
successfully and
sustained?
• How will you ensure that
the rollout is conducted
in an ethical and
culturally equitable
manner?
• How will you ensure that
the desired quality or
service improvements
your economic initiative
will achieve are on track
during and after
implementation?
Analyze the impact of your
proposed initiative, once
implemented, on other aspects
of your organization or care
setting and ways in which
negative impacts could be
mitigated.
• What other aspects of
your organization or care
setting may be positively
or negatively impacted
by the implementation of
your proposed initiative?
• How will these other
aspects of your
organization or care
setting be affected? (For
example, increased
workload on a testing
department, borrowing
of staff hours from
another part of the care
setting, or better
communication with the
community.)
• How could you mitigate
at least some of the
•
•
negative effects on other
aspects of your
organization or care
setting?
Explain your strategies for
ensuring that your proposed
initiative can remain a viable
asset to the organization or care
setting in the face of dynamic
environmental forces.
• What are the
environmental risks to
your economic initiative?
• How could your
initiative, or aspects of it,
still be a viable benefit to
your organization or care
setting if the
environment shifts in
unpredictable ways?
• What strategies would
you propose
implementing to keep all,
or a portion of, your
initiative a viable net
benefit to your
organization or care
setting?
Justify the relevance and
significance of the quantitative
and qualitative economic,
financial, and scholarly
evidence you used throughout
your plan to support your
recommendations.
• How is the evidence
relevant to your
organization or care
setting?
• How is the evidence
relevant to your
proposed economic
initiative?
• How does the evidence
illustrate a solution that
has been successful in
the past?
• How does the evidence
illustrate that a
recommendation is the
best course of action for
your situation and
organization or care
setting?
• Write concisely and directly,
using active voice.
• Proofread your
document before you
submit it to minimize
errors that could distract
readers and make it
more difficult for them to
focus on the substance of
your implementation
plan.
• Adhere to the rules of grammar,
usage, and mechanics.
Example Assessment: You may use the
following to give you an idea of what a
Proficient or higher rating on the
scoring guide would look like:
• Assessment 3 Example [PDF].
ADDITIONAL REQUIREMENTS
Your assessment should also meet the
following requirements:
•
Format: Format your
implementation plan using
current APA style. Use the APA
Style Paper Tutorial [DOCX] to
help you in writing and
formatting your
implementation plan. Be sure to
include:
• A title page and
references page. An
abstract is not required.
• A running head on all
pages.
• Appropriate section
headings.
• Length: Your implementation
plan should be 6–7 pages in
length, not including the title
page and references page.
• Supporting evidence: Cite 3–5
authoritative and scholarly
resources to support your
implementation plan. Be sure
that your sources include
specific economic data.
Portfolio Prompt: You may choose to
save your implementation plan to
your ePortfolio.
Competencies Measured
By successfully completing this
assessment, you will demonstrate
your proficiency in the following
course competencies and assessment
scoring guide criteria:
•
Competency 1: Analyze the
effects of financial and
economic factors (such as costbenefit, supply and demand,
return on investment, and
risks) in a health care system
on patient care, services
offered, and organizational
structures and operation.
Create a budget for
expected costs and
earnings over the first
five years of a proposed
initiative.
• Analyze the impact of a
proposed initiative, once
implemented, on other
aspects of an
organization or care
setting and ways in
which negative impacts
could be mitigated.
Competency 2: Develop ethical
and culturally equitable
solutions to economic
problems within a health care
organization in an effort to
improve the quality of care and
services offered.
• Create an
implementation plan for
a proposed initiative that
enables achievement of
quality or service
improvements in an
ethical and culturally
equitable way.
Competency 3: Justify the
qualitative and quantitative
information used to guide
economic decision making to
stakeholders and colleagues.
• Justify the relevance and
significance of
quantitative and
qualitative economic,
financial, and scholarly
evidence used
throughout an
implementation plan to
•
•
•
•
•
support
recommendations.
Competency 4: Develop ethical
and culturally equitable
economic strategies to address
dynamic environmental forces
and ensure the future security
of an organization’s resources
and its ability to provide quality
care.
•
Explain strategies for
ensuring that a proposed
economic initiative can
remain a viable asset to
an organization or care
setting in the face of
dynamic environmental
forces.
Competency 5: Produce clear,
coherent, and professional
written work, in accordance
with Capella writing standards.
• Write concisely and
directly using active
voice.
• Adhere to the rules of
grammar, usage, and
mechanics.
EXAMPLE 3
Implementation Plan for a New Economic Opportunity
Learner’s Full Name
School of Nursing and Health Sciences, Capella University NURS-FPX6008: Economics and Decision Making in
Health Care Instructor’s Name
Month, Year
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1
Implementation Plan for a New Economic Opportunity
The economic initiative proposed to the senior management of Whilborne Medical Center (WMC) is setting up an
urgent care center (UCC) on WMC’s premises. A UCC is a
health care facility that offers immediate care for injuries and illnesses that are not life- threatening (Yee et al.,
2013). The UCC at WMC will aim to deliver safe, timely, patient-centered, efficient, and effective health care to the
community as well as attempt to address health inequalities in the community.
An economic and environmental analysis was conducted to determine the feasibility of setting up the UCC, and a
business plan was presented to the senior management of WMC. The management believes that this initiative has
the potential to benefit the organization in the short and long term. With this in view, an implementation plan for
setting up the UCC has been prepared. The implementation plan includes a 5-year budget for the UCC, a timeline
for rolling out the UCC, an analysis of how the UCC might impact WMC, and an explanation of how WMC should
deal with dynamic environmental forces.
Budget for the Proposed Urgent Care Center
A budget has been prepared to show the projected revenue and the expenses that the UCC expects to incur over a 5year period following the completion of its construction. The budget has been created based on the assumption that
construction of the UCC will be completed by the end of 2018. Therefore, the budget plan contains revenue and
expenditure details for the first 5 years of operation, from 2019 to 2023.
Revenue per annum over a 5-year period has been calculated by multiplying the expected patient volume by average
consultation charges. It is estimated that around 357 patients will visit
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2
IMPLEMENTATION PLAN FOR A NEW ECONOMIC OPPORTUNITY 3
the UCC per week and around $156 will be charged per patient per visit (AMN Healthcare, 2015; Yakobi, 2017).
Thus, the revenue generated during the first year of operation is expected to be around $2,730,000. The UCC’s
revenue is expected to increase by 5.3% annually (“Urgent Care Center Market,” 2018). Operating expenses for the
UCC will comprise staff salaries, basic utilities, insurance, and other operating expenses (such as administrative and
marketing costs).
Staff salaries for the first three years include the salaries of a full-time physician ($232,000), a nurse practitioner
($112,000), a medical assistant ($35,000), and a medical receptionist ($32,000) (U.S. Bureau of Labor Statistics,
2017). However, in years four and five, new staff will be recruited to manage the increased number of patients. The
new staff will comprise a full-time nurse practitioner and a full-time physician, whose salaries will be calculated
taking into consideration the 2.7% per annum estimated actual growth rate of employees’ salaries (Economic Policy
Institute, 2018). Expenditure on basic utilities is assumed to increase by 5% each year. Insurance expenses are
assumed to increase in the fourth and fifth years of operation owing to recruitment of two staff members. Other
operating expenses are assumed to be 12% of annual revenue based on trends observed in WMC’s financial
statements.
The total expected capital cost for the project is $350,000. One half of this cost will be funded through WMC’s
reserves, and a bank loan will be arranged to fund the other half. Therefore, WMC will need to take a loan of
$175,000 to fund this economic initiative. Assuming that the loan tenure is 5 years and the interest rate is 7% per
annum, the loan repayment is expected to be $41,580 per annum.
As per the budget, the UCC will earn a cash surplus during the first 5 years. The cash surplus generated in the fourth
and fifth years of operation may be lower than the third year owing to recruitment of staff members in these years.
The total cash surplus in the first 5 years is
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Comment [A1]: Great job thinking ahead!
IMPLEMENTATION PLAN FOR A NEW ECONOMIC OPPORTUNITY 4
estimated at $7,783,369.30 (see Appendix for more information on the 5-year budget for the proposed economic
initiative).
Rolling out the Economic Initiative
The first step in the implementation plan is to set a timeline to roll out the UCC to the public. It is assumed that it
will take around 2 months for WMC senior management to approve the project and for a bank to approve the loan.
Considering that construction of the UCC will take around 7 months, the process is scheduled to begin in June 2018
and is expected to be completed by December 2018. After discussing with WMC’s senior management, the plan is
to have the UCC fully operational from the first month of 2019.
Active engagement and participation by stakeholders can ensure better clinical outcomes and patient experience in
an urgent care setting. The board of directors of WMC and the senior management, the physicians, the nurses, and
other staff members of WMC are some of the relevant internal stakeholders of this economic initiative. For
successful implementation of the plan, it is crucial to collaborate with all internal stakeholders to obtain their inputs
during the initial stages of implementation and decision-making. Meetings will be held with the stakeholders on a
regular basis to discuss the progress of the UCC and devise ways to improve its health care services.
WMC has always strived to focus on the six areas of health care quality stated by the Institute of Medicine (IOM),
namely timeliness, safety, patient-centeredness, efficiency, equity, and effectiveness (Agency for Healthcare
Research and Quality, 2015). It will be communicated to all internal stakeholders that the UCC will also focus on
these six areas and that setting up the UCC will take WMC a step forward toward accomplishing its vision of
serving the community.
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
IMPLEMENTATION PLAN FOR A NEW ECONOMIC OPPORTUNITY 5
In order to make this initiative sustainable, the staff working at the UCC will be encouraged to keep WMC’s vision
in mind while trying to meet their short- and long-term goals.
Patients are the key external stakeholders in the health care business. If patients receive quick and timely care from
excellent service providers, they will be encouraged to visit again and refer new patients to the UCC. Being
compassionate with patients, dealing with them in an ethical and culturally sensitive manner, and communicating
medical information effectively will encourage patient loyalty while also ensuring that they adhere to their treatment
plan (“Helping patients make informed decisions,” 2014). The resultant increase in patient flow and goodwill will
help the UCC become a successful and sustainable venture.
To ensure that the rollout of the center is done in an ethical and culturally sensitive manner, the UCC will follow the
principles of the American Academy of Urgent Care Medicine, which includes not discriminating against patients
on the basis of gender, age, color, religion, culture, disability, or other characteristics (Agency for Healthcare
Research and Quality, 2015). The UCC will have a diverse workforce that can identify and relate to cultural
differences; familiarize themselves with health care delivery relevant to patients’ unique socioeconomic, linguistic,
and cultural requirements; and provide unbiased care. Hence, by delivering ethically and culturally sensitive health
care services, physicians will enhance patient experience and medical outcomes (Cigna, n.d.).
With all the stakeholders engaged in the process and focused on achieving the center’s vision, the rollout of the
UCC will be a success and it will help WMC to sustain itself within the health care business. However, the
implementation plan has some areas of uncertainty. The successful rollout of the UCC is highly dependent on the
timely disbursement of the loan required for the construction of the UCC. If the loan does not get disbursed on time,
then the
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
IMPLEMENTATION PLAN FOR A NEW ECONOMIC OPPORTUNITY 6
rollout will have to be set for a different timeline when the loan amount becomes available, and this will delay the
implementation plan. Also, it is uncertain whether the actual number of patient visits at the UCC will match the
estimated patient volume. This is because people in the community may not be aware of the benefits of availing care
at the UCC due to lack of sufficient information, misinformation, or misunderstanding. The center will then have to
bear the operating losses arising from low patient turnout. Further, an aging population suggests that the number of
people who will need health care is set to increase in the coming years (Yakobi, 2017). This will overburden all
health care practitioners at WMC.
WMC must thus be ready to facilitate a larger number of patients than it may have anticipated. This negative impact
can be mitigated by expanding WMC over the next few years by using the revenue generated by the UCC. WMC’s
capacity and workforce could be expanded through the construction of additional departments or centers, addition of
facilities and equipment, and hiring of new staff.
Strategies to Deal With Dynamic Environmental Forces
Various environmental forces, such as the presence of a retail health clinic in the center’s vicinity and the possibility
of new UCCs being set up in the vicinity, could affect the urgent care services offered at WMC. The retail health
clinic and the UCC have some common key characteristics such as easy accessibility, extended hours, convenience,
and health care at affordable costs (Chang et al., 2015). This makes both clinics viable options for patients.
However, UCCs are particularly beneficial to patients who wish to avail immediate health care services from
physicians for conditions that are not life-threatening. UCCs, often staffed with emergency medicine physicians and
equipped with more testing facilities than a retail clinic, are capable of providing care with high acuity (Chang et al.,
2015). Therefore, by virtue of the
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IMPLEMENTATION PLAN FOR A NEW ECONOMIC OPPORTUNITY 7
convenient and quality health care it provides, the UCC is an economically viable asset for WMC.
Another factor that could affect the UCC at WMC is possible competition from upcoming UCCs and primary health
clinics in the vicinity. Patients will choose the UCC over other clinics in the neighborhood once they have complete
trust in it. Staff at the UCC will send out frequent health reminders to regular patients to ensure that the patients do
not miss their regular checkups. This will help the patients to not miss their regular checkups. Also, the staff will
analyze patients’ views on health care and customize care to improve patient outcomes and experience. This will not
only help increase patient visits but also improve patients’ level of trust in the UCC (“Helping patients make
informed decisions,” 2014). With all these measures in place, the UCC will be able to beat the competition from
upcoming UCCs, making it a viable asset to WMC in the face of unpredictable environmental situations.
Conclusion
The budget for the UCC shows that it will be economically viable for WMC. With the active commitment and
cooperation of all the key stakeholders at WMC and the strategies planned to face dynamic environmental forces,
the team endeavors to implement the initiative successfully. It is believed that the UCC will serve not only as an
additional revenue stream but also as a viable asset that provides quality community health care services.
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
References
Agency for Healthcare Research and Quality. (2015). The six domains of health care quality.
https://ahrq.gov/professionals/quality-patient- safety/talkingquality/create/sixdomains.html
AMN Healthcare. (2015). Convenient care: Growth and staffing trends in urgent care and retail medicine. https://
amnhealthcare.com/uploadedFiles/MainSite/Content/Healthcare_Industry_Insights/Indust
ry_Research/AMN%2015%20W001_Convenient%20Care%20Whitepaper(1).pdf
Chang, J. E., Brundage, S. C., & Chokshi, D. A. (2015). Convenient ambulatory care—promise, pitfalls, and policy.
The New England Journal of Medicine, 373(4), 382–388.
Cigna. (n.d.). Cultural competency in health care: Delivering quality care to an increasingly diverse population.
https://cigna.com/assets/docs/about-cigna/thn-white- papers/cultural- competency-in-health-care-final.pdf
Economic Policy Institute. (2018, April 6). Nominal wage tracker. https://epi.org/nominal-wage-tracker/
Helping patients make informed decisions. (2014, April). https://cmpa- acpm.ca/en/advice- publications/browsearticles/2014/helping-patients-make-informed- decisions
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
8
Qin, H., Prybutok, G. L., Prybutok, V. R., & Wang, B. (2015). Quantitative comparisons of urgent care service
providers. International Journal of Health Care Quality Assurance, 28(6), 574–594.
Urgent Care Center Market by Service (Acute Illness Treatment, Trauma/Injury Treatment, Physical Examination,
Immunization & Vaccination), Ownership (Corporate Owned, Physician Owned, Hospital Owned), and Region Global Forecast to 2023. (2018, March). https://marketsandmarkets.com/Market-Reports/urgent-care- centermarket- 197843477.html
U.S. Bureau of Labor Statistics. (2017). Occupational employment statistics.
https://www.bls.gov/oes/current/naics4_621400.htm
Yakobi, R. (2017). Impact of urgent care centers on emergency department visits. Health Care Current Reviews,
5(3). http://dx.doi.org/10.4172/2375-4273.1000204
Yee, T., Lechner, A. E., & Boukus, E. R. (2013). The surge in urgent care centers: Emergency department
alternative or costly convenience? Research Briefs.
https://researchgate.net/profile/Tracy_Yee/publication/257202014_The_surge_in_urgent
_care_centers_emergency_department_alternative_or_costly_convenience/links/5750682 008aed9fa2bd2d531

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