Option 1 – Last names beginning with A – H: Primary care clinic in your home state (California).
The Final Project
will be a cumulative project that you will develop during the course. Each week, you will complete a section of the project for your assigned clinic, using the templates and examples available. See attached files
The Sunnyvale Care Clinic (state the option assigned). Be sure to use the Final Project Assumptions See attached
List of the project objectives with a description.
List of project deliverables.
Patient visits by year graph.
Start-up costs
Pro Forma for a minimum of three years
oRevenue
§Gross revenue
§Contractual adjustments
§Net revenue
oOperating Expenses
§Salaries
§List each position: Students should use actual average salaries for positions
§Total Salaries
§Benefits (Calculated at 30% of salaries)
§Total Salaries & Benefits
oOther expenses
§Central sterile supply
§Dietary
§Depreciation hazardous waste disposal
§Insurance
§Maintenance/Housekeeping
§Laundry/Linen
§Miscellaneous (Define what is included in this category)
§Office supplies
§Rent
§Repair of equipment
§Staff development
§Telephone
§Utilities
oTotal Other
oTotal Expense
oNet Income
Project Timeline
Gantt Chart
Critical Pathway
Summary of project
oProcess for selecting site location.
oSummary of the communication plan for the project.
oAnalysis of when the clinic has a positive net income (Net revenue – Total Expense). If the clinic does not have a positive net income, what recommendations would you make to decrease costs or increase revenue? Include specific rationale for the recommendations.
The Final Project
Must be 10 to 12 double-spaced pages in length (not including title and references pages) and formatted according to APA style.
Must include a separate title page with the following:
oTitle of paper
oStudent’s name
oName of Institution (The University of Arizona Global Campus)
oCourse name and number
oInstructor’s name
oDue date
Must use at least three sources
HIM 445 Week 4 Assignment 1
Joshua Colaci
HIM 445
Professor S. Bufkin
5/1/2023
HIM 445 Week 4 Assignment 1
In the business setting, managing the quality of services requires strategic interventions
for addressing such issues. Quality management is a practice that eliminates waste while
improving the efficiency of the underlying tasks and operations executed within the business
environment. Firms must invest in such interventions to promote the quality of their outcomes.
Therefore, understanding the foundations for strategic improvements in enhancing organizational
performance is essential. In this report, the primary focus is on using a quality improvement tool
to resolve the organization’s challenges in the context. For example, the firm has reported
numerous challenges like long consumer waiting times, prolonged appointment duration, and
inaccuracies in computing the co-pay amounts. This information can be used to generate a Pareto
chart. A Pareto chart is a graphical tool for representing information depending on severity
(Alkiayat, 2021). For example, a hospital may use a Pareto chart as a tool for understanding the
complaints that have the most significance depending on their frequency. Therefore, this tool is
vital for influencing positive decisions.
In this case, it is observed that the facility has reported several complaints from
consumers. For example, most consumers complain about the long waiting time that exceeds 20
minutes. On the same note, it is observed that a large proportion of the consumers complain
about the incorrect entries on the co-pay amounts that the firm has recorded. These challenges
have various impacts on consumers. For example, these challenges affect consumer trust and
alignment with the organizational goals of successful interactions due to increased
dissatisfaction. Therefore, it is essential to use a reliable model for understanding the issues
based on their impacts and magnitude on the firm to design the ideal corrective actions. The
outcomes of the initial assessment processes will inform the resulting actions. In the chart below,
a comparison of the cumulative percentages of the frequencies and the total records for each
entry is presented. These comparisons present insights into the issues requiring instant attention
while outlining the challenges the facility may operate with before implementing the ideal
solutions. A Pareto chart operates under the principle of the 80-20 rule (Addis, 2019).
This principle shows that at least 80% of the problems and consequences recorded within
an operating environment are associated with 20% of the causative variables (Mureșan et al.,
2019). This principle is vital for responding to the facility’s issues in this context. It is essential to
mention that most issues affecting the facility come from the prolonged waiting time. At least 98
consumers have complained about the prolonged waiting time at the facility. This trend has
affected consumer satisfaction rates. The second most essential challenge facing the facility is
the inaccuracies in the co-pay entries. This problem affects about 75 of these clients, who
complained about the inaccuracies of the entries, which may undermine the overall satisfaction
rates. The facility’s success in addressing the presenting challenges may depend on the impacts
of the selected corrective interventions. Selecting the ideal interventions may enable the facility
to prevent these incidents from happening. The chart below shows that long hold times and
unavailability of appointments are the least concerning problems since they affect 41 and 35
clients, respectively.
Pareto Chart
120
120.00%
100
100.00%
80
80.00%
60
60.00%
40
40.00%
20
20.00%
0
0.00%
Wait time in the Co-pay amount is
exam room
incorrectly
exceeds 20
calculated by staff
minutes
Customer is on
hold too long
Frequency/Week
An appointment is
not available
within 48 hours
Cummulative perc
Solutions to the problems
The facility must select strategic interventions to overcome the consumers’ current issues
and problems. For example, one recommendation is that the facility should expand its workforce
by increasing the number of employees working in the examination room. Hiring more workers
will reduce the overall workload for each employee while reducing the waiting time. On the
same note, this intervention will enable the facility to create a reliable platform for improving the
quality of care offered to each patient since the examination room waiting time will be reduced.
The second strategy is to automate the co-pay entry tasks. Currently, many patients have
complained about the increasing errors in the co-pay entries. Such a trend has an adverse effect
on the facility and the clients due to reduced trust and increased dissatisfaction. Working on this
issue will require the facility to invest in the necessary technologies. For example, investing in
automation will reduce the risks of human errors recorded in current practices. Such an
intervention will reduce these risks while containing the operational costs for the facility.
Another solution that will help the facility overcome the current issues is investing in an
automated scheduling solution. This solution will allow the facility to schedule its clients
according to the available appointment slots. Each client will then be informed about the
available slots via email or telephone. The primary benefit of this solution is that it will reduce
the time required to travel to the facility leading to an enhanced patient satisfaction trend.
References
Addis, S. (2019). Study the application of statistical quality control techniques in shoe
manufacturing for quality improvements. European Journal of Engineering and
Technology, 7(6).
Alkiayat, M. (2021). A practical guide to creating a Pareto chart as a quality improvement
tool. Global Journal on Quality and Safety in Healthcare, 4(2), 83–84.
Mureșan, P. I., Miloșan, I., Senchetru, D., Reit, A. N., Machedon, T. P., & Oancea, G. (2019).
Study of health and safety in the manufacturing industry using Pareto analysis.
In MATEC Web of Conferences (Vol. 299, p. 05008). EDP Sciences.
1
Week 3 Assignment 2
Joshua Colaci
HIM 445
Professor S. Bufkin
4/23/23
2
Part One
Project Timeline and Gantt Chart
The below diagram in a Gantt chart illustrates the project timeline of the Primary Care
Clinic. The medical clinic is based at Scripps Drive Medical Office Market. The purpose of this
Gantt chart is to graphically depict the timeline or schedule of the project, which was authorized
on April 17, 2023. It is a type of bar chart illustrating the overall task distribution within 36 days.
It shows the starting end points of each task in terms of days (Baim-Lance, Onwuegbuzie &
Wisdom, 2020). It shows the exert dates when each task is carried out and the date when it is
completed. As shown in the chart, the project includes elements such as planning, dependencies,
and resources. The healthcare organization management in Primary Care Clinics used the chart
to plan its primary care project, which was increasingly demanded in the market. It helped the
company to schedule, manage and monitor specific tasks and resources in the project.
The number of tasks involved in the project amounted to ten. They included labor and
resources acquisition, creation of the project charter, project Charter approval, site selection,
lease/purchase completion, construction specifications, capital equipment and furniture
specifications, construction, installation of equipment, and final project closing. Most of these
tasks were dependent, also called task dependencies. Task dependency is the relationship
between tasks following their given sequence. It means that many of the project tasks had to wait
for the completion of the previous task for them to commence. For instance, project charter
approval could only be made possible if the tasks in project charter creation had been completed.
Also, the process of leasing or purchasing the site for the primary care site depended on the
selection of an appropriate site first. The only tasks that were considered independencies
3
included labor and resources acquisition, project charter creation, and site selection. These tasks
did not need a complete process of another task to be carried out.
Moreover, as shown in the chart, the project also had constraints. Project constraints go
hand in hand with dependencies. They are boundaries within which the management must
observe while in the process of project completion. Critical constraints faced by the company
included time, cost, and project scope. For instance, the chart below shows that the project had to
stop during weekends and holidays. The team members went off during the weekends, thereby
pausing on Sundays and Saturdays. Besides, some tasks went beyond their deadline dates. These
included the creation of a project charter, construction specifications, and construction
specifications. Exceeding the time limit set for these tasks caused the other task dependencies to
delay. For instance, the specifications of capital equipment and furniture were postponed for two
days, as shown, due to the failure of construction specifications to meet its deadline provided
specifications of capital equipment and furniture were dependable to the completion of
construction specifications.
The organization project is estimated to take approximately 38 days for its completion.
These days are distributed to each task based on the weight of the tasks. However, the number of
working days when weekends and holidays are eliminated accumulates to 29 days. These are the
days when the project team members will be engaging in the project tasks. So far, the project’s
tasks are labor and resource acquisition. The chart indicates a 100 percent completed activity for
the task. The task of project approval is almost finished, as the chart indicates its completion rate
at 75 percent, meaning the more significant portion of the task has been completed. As shown in
the chart, other tasks are halfway completed, as indicated at the rate of 50 percent.
4
References
Baim-Lance, A., Onwuegbuzie, A. J., & Wisdom, J. P. (2020). Project management principles
for optimizing publication productivity of mixed methods studies. The Qualitative
Report, 25(3), 646-661.
1
Week 2 Assignment
Joshua Colaci
HIM 445
Professor S. Bufkin
4/17/2023
2
Project’s Title, Project Manager’s Name, and Date of Authorization
The project title is Primary Care Clinic located at Scripps Drive Medical Office Market.
Sacramento’s Scripps Drive Medical Office Market is a 1,800 square feet space and can be
rented for $2.6 per square foot per month. The location is strategic owing to its proximity to
support infrastructure such as a hospital, Sutter, and Mercy Hospitals. It is easily reachable by
car, bike, or foot, making it convenient for people from neighboring communities. Additionally,
the site is easily noticeable from Scripps Drive, University Avenue, and Howe Avenue and is in
a safe neighborhood with good security. This location is suitable due to its affordability,
convenience, and accessibility because of the large aging population in the area. The date of
authorization is April 17, 2023. The project manager’s name is Eddie Kings and the contact
information is (916) 555-7467.
Business Needs and Project Objectives
The nationwide median incidence rate for demand for primary care is estimated to rise at
a compound annual growth rate of 1.7% between 2023 and 2026 (Jain, 2022). This point out that
Americans are projected to need 1.2 primary care visits every year. That proportion has been
rising since 2011 after the first baby boomers reached 65, and this group has been the quickestgrowing age cohort since then. As a greater part of the populace turns to this age group,
healthcare needs rise. Moreover, demand for health services is projected to increase as baby
boomers become aged, medical treatment progresses, and the accessibility of healthcare enlarges.
Medical professionals are concentrated on renovating existing buildings instead of establishing
novel facilities and changing medical care from inpatient to outpatient to satisfy demand and
minimalize costs (Santana et al., 2021). Regardless of the expansion of outpatient services, the
3
need for inpatient treatment is expected to rise. As a result, there is a need to authorize
Sacramento’s Scripps Drive Medical Office Market’s Primary Care Clinic.
The primary objective of the Primary Care Clinic will be to guarantee that an efficient
health facility is accessible to the population of the community. This will guarantee the welfare
of the population. It will likewise aid in assessing the accessible services and healthcare needs of
the low-income affiliates of the adjacent communities. Moreover, the clinic will be used to create
awareness of certain diseases in the community. It will also help in the early prevention of
certain illnesses by spreading alertness amongst the community affiliates (Santana et al.,
2021). The Primary Care Clinic looks to maintain and manage a universal medical clinic to
sufficiently treat and manage universal medical conditions in an atmosphere wherein medical
facilities are insufficient. In the effort to address the obstacles to healthcare access, the objective
is to improve our patient’s well-being and health results by offering medical, psychological, and
preventive services for persons with a history of chronic illnesses. The holistic approach will
comprise a care team that will bring supplementary resources and will similarly focus on being
the connection to further comprehensive services whereas monitoring treatment and outcomes.
List of Project Deliverables
Primary care clinic is one of the most popular types of clinics focusing on primary care.
As a result, the list of deliverable services will include:
•
Primary care, comprising basic checkups, first aid, diagnostics, and pharmaceutical
intervention
•
Laboratory work and general medical tests services, such as urine tests and blood tests.
•
Annual physicals
4
•
Screening and management for conditions such as high blood pressure, high cholesterol,
or diabetes.
•
Treatment for common infections such as the flu, colds, or urinary tract infections (UTIs).
•
Care for minor symptoms like sore throat, nasal congestion, or cough.
•
Treatment of certain injuries like burns or minor cuts.
•
Support with the management of chronic disorders, such as asthma, diabetes, and obesity
•
Case management and referrals to other health amenities or specialists were as necessary.
The clinic will operate with a similar basic mission of ensuring that primary care and chronic
illness management are both available to community affiliates in need.
Project success criteria
The most important and demanding success criteria for the primary care clinic will be to
spend wherein the need is greatest. The management will actively seek out those in need of care
who do not tend to come forward during the early stages. This will enable patients and their
families to become active partners in the plan of the partnership’s approach. Continuous
improvement will be another success criterion for the project (Taylor, 2021). The best healthcare
management is open and responsible for their treatment and extensive health outcomes and
profoundly and consistently dedicated to tackling underperformance where it may be identified.
The clinic will focus on constant improvement based on the client or patient feedback to make
the delivery of services more effective. Empowering frontline personnel and colleagues to
reshape and reinvent care will help create clear and concrete improvements in patient experience
and service quality.
Approach to Managing the Project
5
The main stakeholders include Patients, Physicians, Pharmaceutical Firms, nurses, and
insurance firms. The need and expectations of the patients are proper healthcare services. The
need and expectation of nurses and Physicians is a proper working atmosphere. The expectation
and need of Pharmaceutical Firms and insurance firms is a good, supportive partner in their
service delivery (Maurer et al., 2022). A proactive approach is a strategy to apply in the
management of the clinic since it is a revenue-positive method for the management of medicinal
offices (Dineen-Griffin et al., 2019). When creating processes, management will always default
to the proactive when possible. For instance, management will ensure front office procedures for
patient check-in encompass reaching out via phone and email before an appointment time.
Another approach to management will involve getting staff Input. Asking personnel about their
views on various processes will be vital in the management of the project. No matter how
experienced the manager is as a clinician or healthcare bureaucrat, they need the input of the
personnel to manage it effectively. Talking to personnel who are experienced with managing
revenue and billing, caring for patients, or cleaning in a medical setting will help management
create procedures and management protocols that support staff morale. Communication will flow
from top to bottom and vice versa.
In summary, the project title is Primary Care Clinic located at Scripps Drive Medical
Office Market. The nationwide median incidence rate for demand for primary care is estimated
to rise at a compound annual growth rate of 1.7% between 2023 and 2026. The primary objective
of the Primary Care Clinic will be to guarantee that an efficient health facility is accessible to the
population of the community. Primary care clinic is one of the most popular types of clinics
focusing on primary care. The most important and demanding success criteria for the primary
care clinic will be to spend wherein the need is greatest. The management will actively seek out
6
those in need of care who do not tend to come forward during the early stages. The main
stakeholders include Patients, Physicians, Pharmaceutical Firms, nurses, and insurance firms. A
proactive approach is a strategy to apply in the management of the clinic since it is a revenuepositive method for the management of medicinal offices.
7
References
Jain, S. (2022). Projected Growth in Demand for Healthcare Services is Tepid. (n.d.).
Www.trillianthealth.com. Retrieved April 17, 2023, from
https://www.trillianthealth.com/insights/the-compass/projected-growth-in-demand-forhealthcare-services-is-tepid
Maurer, M., Mangrum, R., Hilliard-Boone, T., Amolegbe, A., Carman, K. L., Forsythe, L.,
Mosbacher, R., Lesch, J. K., & Woodward, K. (2022). Understanding the Influence and
Impact of Stakeholder Engagement in Patient-centered Outcomes Research: a Qualitative
Study. Journal of General Internal Medicine, 37(S1), 6–13.
https://doi.org/10.1007/s11606-021-07104-w
Santana, I. R., Mason, A., Gutacker, N., Kasteridis, P., Santos, R., & Rice, N. (2021). Need,
demand, supply in health care: working definitions, and their implications for defining
access. Health Economics, Policy and Law, 18(1), 1–13.
https://doi.org/10.1017/S1744133121000293
Taylor, M. (2021). Success criteria for a reformed health and care system | NHS Confederation.
(n.d.). Www.nhsconfed.org. Retrieved April 17, 2023, from
https://www.nhsconfed.org/articles/success-criteria-reformed-health-and-care-system
HIM445
Project Management
Resource information and format
Patient visits
Option 1
Staffing
Option 1
Year 1
Primary Care Clinic
Year 2
Year 3
Assume 10%
increase
7500 over Year 1
Year 2
Year 1
Physician
ARNP or Physician assistant
Office Manager
Sr. LPN
Receptionist
Medical Assistant
2
0
1
2
1
1
Year 1
Assume 10%
increase over
Year 2
Year 3
2
0
1
2
2
2
Year 2
3
0
1
3
2
2
Year 3
Average expense per category in Year 1
▪ Central Sterile Supply
▪ Dietary
▪ Depreciation
▪ Hazardous waste disposal
▪ Insurance
▪ Maint/Housekeeping
▪ Laundry/Linen
▪ Miscellaneous (Define what is
included in this category)
▪ Office supplies
▪ Rent
$20 per month
$50 per month
$540 per month
$150 per month
$400 per month
$600 per month
$100 per month
$600 per month
$120 per month
Students should identify a property in their local area that
▪ Repair of Equipment
▪ Staff Development
▪ Telephone/Internet
▪ Utilities
Assumptions:
$30 per month
$200 per month
$120 per month
$200 per month
Average charge is $120
Contractual adjustment is 30%
Expenses increase by 5% in year
Initial capital costs for furniture, equipment, supplies and contingency is :
Option 1 Primary Care Clinic
$310,245
Option 2 Surgical Care Clinic
$345,345
Option 3 Dermatology Clinic
$275,000
Proforma Format
Revenue
Gross Revenue [# of visits X average charge]
Contractual
Adjustment
[.30 X average charge]
[Gross revenue – Contractual
adjustment]
Net Revenue
Year 1
Year 2
Year 3
0
0
0
0
0
0
0
0
0
Operating Expenses
Salaries
Physician
ARNP or
Physician
assistant
Office Manager
Sr. LPN
Receptionist
Students should use nationally
available average salaries for each
position. Remember to multiply the
average salary by the number of
Medical Assistant ftes.
Total Salaries
Benefits
[Calculated at 30% of salary]
Total Salary &
Benefits
[Add Salary & Benefits]
Other expenses
▪ Central Sterile Supply
▪ Dietary
▪ Depreciation
▪ Hazardous waste disposal
▪ Insurance
▪ Maint/Housekeeping
▪ Laundry/Linen
▪ Miscellaneous (Define what is
included in this category)
▪ Office supplies
▪ Rent
▪ Repair of Equipment
▪ Staff Development
▪ Telephone/Internet
▪ Utilities
Total Other
Expenses
0
0
0
Total Expenses
0
0
0
0
0
0
Net Income
Revenue minus expenses
Note: Some formulas were pre-populated to assist you in preparing the proforma
erty in their local area that is approximately 3,000 sq feet for a medical office
Year 4
Year 5
0
0
0
0
0
0
0
0
0
0
0
0
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
