You are the CFO of a large academic medical center and your organization is in the process of implementing a new electronic health rec
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 opportunities for 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 would take 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.
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 |
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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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