System Implementation

You are the CFO of a large academic medical center and your organization is in the process of implementing a new electronic health record (EHR) and practice management (PM) system. Several of your providers are complaining about conversion to the new EHR and PM system and are resisting change.
Review “Perspective 13.5: Financial Benefits From IT,” on page 616 of your Financial Management of Health Care Organizations text by Zelman, McCue, Glick, and Thomas (linked in Resources). This section discusses the benefits realized by Banner Health System when they invested in IT.
Conduct additional research on the benefits of IT and develop a presentation that you will give to all internal stakeholders to convince them to embrace the conversion. Complete the following:
Apply a cost-benefit analysis to consider potential profit and risks to your organization based on the experience of Banner Health System. Use Plowman’s spreadsheet “Cost Benefit Analysis Template” to display your data.
Utilize professional research to analyze opportunitiesfor your organization based on potential profits and risks. Include a discussion on improved quality of care that may be realized.
Devise a strategy to influence multiple levels of your organization, especially providers. Describe at least two steps you wouldtake to influence others and enlist endorsements for the conversion.
Identify the key stakeholders to gain support for this initiative and explain how you will gain their support.
Evaluate two state-of-the-art systems currently being used in other organizations that your organization may consider for this conversion.
Evaluate the strategic position of your organization after this IT implementation in relation to the use of technology such as hand-held devices, patient portals, et cetera.
Evaluate the probable expectations of your providers and patients surrounding this conversion.
Develop a strategic plan for this implementation based on the expectations of providers and patients.
Create a 15–20 slide PowerPoint presentation that includes the above points.
Health Admin
ATTACHED FILE(S)
CBA Template
COST-BENEFIT ANALYSIS TEMPLATE
Step 1: Enter cost amounts as future value (FV) expectations. The future value will be automatically converted to present value (PV). Step 2: Enter benefit amounts as FV expectations. The FV will automatically be converted to PV. Step 3: Subtract the total PV benefits from the total PV costs to get the net benefit.
Costs Current Year (CY) CY +1 CY +2 CY +3 CY +4 CY +5 Total Costs
Total Costs (Future Value) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0
Total Costs (Present Value) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0
blank row
Benefits Current Year (CY) CY +1 CY +2 CY +3 CY +4 CY +5 Total Benefits
Total Benefits (Future Value) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0
Total Benefits (Present Value) $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0 $ – 0
blank row
Present Value Discount Rate 2%
PV Denominator 1.00 1.02 1.04 1.06 1.08 1.10
Net Benefit $ – 0
End of worksheet
5/11/22, 9:52 PM System Implementation Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8007/220400/Scoring_Guides/u05a1_scoring_guide.html 1/2
System Implementation Scoring Guide
Due Date: End of Unit 5
Percentage of Course Grade: 20%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Apply a cost-benefit
analysis to consider
potential profits and
risks to a medical
health system.
11%
Does not apply a
cost-benefit
analysis to consider
potential profits and
risks to a medical
health system.
Applies some
components of a
cost-benefit analysis
to consider potential
profits and risks to a
medical health
system.
Applies a cost-
benefit analysis to
consider potential
profits and risks to
a medical health
system.
Applies a cost-benefit
analysis to consider potential
profits and risks to a medical
health system and addresses
the pros and cons of the
potential initiative.
Analyze
opportunities
researched about a
medical health
system based on
potential profits and
risks.
11%
Does not analyze
opportunities
researched about a
medical health
system based on
potential profits and
risks.
Either does not
analyze
opportunities or
does not base them
on potential profits
and risks for a
medical health
system.
Analyzes
opportunities
researched about a
medical health
system based on
potential profits
and risks.
Analyzes opportunities
researched about a medical
health system based on
potential profits and risks and
correctly assesses the key
opportunities and threats.
Devise a strategy to
influence multiple
levels of an
organization,
especially providers,
to endorse an
information
technology
conversion.
11%
Does not devise a
strategy to influence
multiple levels of an
organization,
especially
providers, to
endorse an
information
technology
conversion.
Partially devises a
strategy to influence
multiple levels of an
organization,
especially providers,
to endorse an
information
technology
conversion.
Devises a strategy
to influence
multiple levels of
an organization,
especially
providers, to
endorse an
information
technology
conversion.
Devises a strategy to
influence multiple levels of an
organization, especially
providers, to endorse an
information technology
conversion, and provides
real-world examples to
support the strategy.
Explain how to gain
key stakeholder
support for a new
initiative.
11%
Does not identify
ways to gain key
stakeholder support
for a new initiative.
Identifies ways to
gain key
stakeholder support
for a new initiative
but does not explain
them.
Explains how to
gain key
stakeholder
support for a new
initiative.
Explains how to gain key
stakeholder support for a
new initiative by identifying
pertinent data and effective
arguments from health care
literature.
Evaluate state-of-
the-art information
technology systems
currently being used
in medical
organizations.
11%
Does not evaluate
state-of-the-art
information
technology systems
currently being
used in medical
organizations.
Evaluates state-of-
the-art information
technology systems
currently being used
in medical
organizations but
the evaluation is not
substantiated or
lacks important
components.
Evaluates state-of-
the-art information
technology
systems currently
being used in
medical
organizations.
Evaluates state-of-the-art
information technology
systems currently being used
in medical organizations,
indicating key criteria that
represent each system’s
effectiveness.
5/11/22, 9:52 PM System Implementation Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8007/220400/Scoring_Guides/u05a1_scoring_guide.html 2/2
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Evaluate the
strategic position of
a medical
organization after
the implementation
of new information
technology in
relation to the use of
remote information
access (hand-held
devices, patient
portals, et cetera).
11%
Does not evaluate
the strategic
position of a
medical
organization after
the implementation
of new information
technology in
relation to the use
of remote
information access
(hand-held devices,
patient portals, et
cetera).
Partially evaluates
the strategic
position of a
medical
organization after
the implementation
of new information
technology in
relation to the use of
remote information
access (hand-held
devices, patient
portals, et cetera).
Evaluates the
strategic position of
a medical
organization after
the implementation
of new information
technology in
relation to the use
of remote
information access
(hand-held
devices, patient
portals, et cetera).
Evaluates the strategic
position of a medical
organization after the
implementation of new
information technology in
relation to the use of remote
information access (hand-
held devices, patient portals,
et cetera) and recommends
immediate and long-term
next steps to promote growth
or overcome obstacles.
Evaluate the
probable
expectations of
providers and
patients
surrounding a new
conversion.
11%
Does not evaluate
the probable
expectations of
providers and
patients
surrounding a new
conversion.
Lacks important
points when
evaluating the
probable
expectations of
providers and
patients surrounding
a new conversion.
Evaluates the
probable
expectations of
providers and
patients
surrounding a new
conversion.
Evaluates the probable
expectations of providers and
patients surrounding a new
conversion and indicates
methods to validate these
assumptions, their values,
and possible gaps of missed
information.
Develop a strategic
plan that addresses
information
technology based
on the expectations
of providers and
patients.
11%
Does not develop a
strategic plan that
addresses
information
technology based
on the expectations
of providers and
patients.
Develops a strategic
plan that addresses
information
technology based
on the expectations
of providers and
patients but the plan
is not cohesive.
Develops a
strategic plan that
addresses
information
technology based
on the expectations
of providers and
patients.
Develops a strategic plan
that addresses information
technology based on the
expectations of providers and
patients, and outlines the
impact or obstacles to that
plan and implementation
timeline.
Demonstrate
professional
communication by
providing a logical,
substantive, and
relevant message,
while anchoring
recommendations in
evidence-based
practices.
12%
Does not
demonstrate
professional
communication by
providing a logical,
substantive, and
relevant message
or by anchoring
recommendations in
evidence-based
practices.
Demonstrates
professional
communication by
providing a logical,
substantive, and
relevant message,
or by anchoring
recommendations in
evidence-based
practices, but not
both.
Demonstrates
professional
communication by
providing a logical,
substantive, and
relevant message,
while anchoring
recommendations
in evidence-based
practices.
Demonstrates professional,
fair, and balanced
communication by providing
a logical, substantive, and
relevant message, while
anchoring recommendations
in evidence-based practices
from contemporary, credible
leadership literature.

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