1 Running Head: MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP 23 Medical Professions Providing Healthcare Services, LLP Green Group Business Plan Outline Ma Vicky Caspe Lily Che Melissa Martin Mary Nda Kendra Smith Grand Canyon University: HCA - 620 January 31, 2018 EXECUTIVE SUMMARY Medical Professionals Providing Healthcare Services, LLP (“MPPHS”) is a Phoenix-based company specializing in providing quality healthcare services in urban and economically-depressed communities. Incorporated in June, 2012 we boast a strong executive team, led by our founder Dr. Mary Xing (Jones) and Chief Medical Officer Dr. Michael Tompkins. We have grown over the past 5+ years from a single-room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS serves over 600 patients a day with a daily room occupancy approaching 95%. As MPPHS grows, so does the competition, as larger medical institutions such as John C. Lincoln, The Valley Health System and the Mayo Clinic begin to take notice. In addition, the need to improve efficiency across the board (patient wait times, billing, staffing, etc.) has taken on greater significance, as our ability to properly serve customers is beginning to adversely affect overall operations. Mission As a participant in the healthcare management and services field within the medical industry, MPPHS prides itself on offering its services to a populace who historically has not had access due to financial constraints, societal norms and environmental conditions. Our mission has not changed since inception: To provide all regardless of economic and social standing equitable access to quality healthcare while focusing on the why (i.e. “why this patient is in our care”) instead of the who (i.e. “who is this person?”). Company Objectives MPPHS’ primary objectives are: · Increase revenue by 10% Year-over-Year (YoY) · Increase patient count by 5% YoY · Increase bed capacity by 25% over the next 5 years · Reduce response from 60 minutes to 45 minutes · Reduce long-term operational debt by 25% over the next 5 years MPPHS can accomplish this by developing an Electronic Medical Record (EMR) across all company-owned and operated facilities. Currently all staff submit paper records at the end of their shift to document control, which in turn manually inputs the information in the database developed internally by MPPHS technical staff. This was the process instituted from the company’s inception and has not been updated since. We have come to the realization this is an inefficient way to do business. Our wait times have gradually increase, exceeding one hour in some cases. Staff turnover is also increasing, reaching its highest of 85% retention. Historically MPPHS has been over 90% on-average. By successfully implementing an EMR process and other related ones, MPPHS estimates we can improve our operational efficiency by 15% within 12 months. We feel ...

1. 1
Running Head: MEDICAL PROFESSIONS PROVIDING
HEALTHCARE SERVICES, LLP
MEDICAL PROFESSIONS PROVIDING HEALTHCARE
SERVICES, LLP
23
Medical Professions Providing Healthcare Services, LLP
Green Group Business Plan Outline
Ma Vicky Caspe
Lily Che
Melissa Martin
Mary Nda
Kendra Smith
Grand Canyon University: HCA - 620
January 31, 2018
EXECUTIVE SUMMARY

2. Medical Professionals Providing Healthcare Services, LLP
(“MPPHS”) is a Phoenix-based company specializing in
providing quality healthcare services in urban and
economically-depressed communities. Incorporated in June,
2012 we boast a strong executive team, led by our founder Dr.
Mary Xing (Jones) and Chief Medical Officer Dr. Michael
Tompkins. We have grown over the past 5+ years from a single-
room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS
serves over 600 patients a day with a daily room occupancy
approaching 95%.
As MPPHS grows, so does the competition, as larger medical
institutions such as John C. Lincoln, The Valley Health System
and the Mayo Clinic begin to take notice. In addition, the need
to improve efficiency across the board (patient wait times,
billing, staffing, etc.) has taken on greater significance, as our
ability to properly serve customers is beginning to adversely
affect overall operations.
Mission
As a participant in the healthcare management and services field
within the medical industry, MPPHS prides itself on offering its
services to a populace who historically has not had access due
to financial constraints, societal norms and environmental
conditions. Our mission has not changed since inception: To
provide all regardless of economic and social standing equitable
access to quality healthcare while focusing on the why (i.e.
“why this patient is in our care”) instead of the who (i.e. “who
is this person?”).
Company Objectives
MPPHS’ primary objectives are:
· Increase revenue by 10% Year-over-Year (YoY)
· Increase patient count by 5% YoY
· Increase bed capacity by 25% over the next 5 years

3. · Reduce response from 60 minutes to 45 minutes
· Reduce long-term operational debt by 25% over the next 5
years
MPPHS can accomplish this by developing an Electronic
Medical Record (EMR) across all company-owned and operated
facilities. Currently all staff submit paper records at the end of
their shift to document control, which in turn manually inputs
the information in the database developed internally by MPPHS
technical staff. This was the process instituted from the
company’s inception and has not been updated since. We have
come to the realization this is an inefficient way to do business.
Our wait times have gradually increase, exceeding one hour in
some cases. Staff turnover is also increasing, reaching its
highest of 85% retention. Historically MPPHS has been over
90% on-average.
By successfully implementing an EMR process and other related
ones, MPPHS estimates we can improve our operational
efficiency by 15% within 12 months. We feel we can mitigate
some of the internal process issues that are plaguing us prior to
embarking on the next phase of our growth stratagem, which is
acquisition of smaller and/or similar size medical facilities.
Keys to Success
In order to provide the kind of care MPPHS desires and to
accomplish the objectives we set forth for ourselves, there are
many medical and technological advances we need to keep
abreast and subsequently make. The successful integration of
our existing business practices, medical equipment and software
with the latest innovations in technology will aid us in response
time, record-keeping and access to vital patient data. Prior to
implementing our plan, we will vet several prospective vendors
who are HIPPA-certified, have expertise in database
management, offer secured cloud computing services, and have
experience in the medical services field.
ORGANIZATION and MANAGEMENT

4. Start-up Summary
MPPHS started in June, 2012 from a vision the late Dr.
Abraham Jones had when visiting his family members in
Waxahachie, Texas after Hurricane Katrina. While volunteering
at a local shelter shortly after the storm, he spoke with
countless individuals discussing their health issues. He came
away with plenty, and decided to leave his position as Medical
Director of the Mayo Clinic – Scottsdale to start MPPHS. He
leaned on the expertise and support of his wife of over 30 years
Dr. Mary Xing.
Completely self-funded (the Jones invested over $275,000);
MPPHS opened its first clinic in a strip mall in South Phoenix.
Consisting of 600 square feet, the name of the clinic was called
Jones Community Health Center, mainly due in part of having
difficulty coming up with one. After spending another $25,000
on hiring a marketing professional, they settled on the name
Medical Professionals Providing Healthcare Services (MPPHS).
Listed below is a statistical breakdown of the $275,000-plus the
Jones invested to start MPPHS and how the funds were
allocated (Note: MPPHS expensed items out for 12 months):
· Facility Lease & CAM – $15,000
· Incorporation – $1,000
· Licensing & Permitting – $5,000
· Capital Equipment Expenditures (medical equipment, supplies,
etc.) – $100,000
· Working Capital (Personnel, insurance, etc.) – $60,000
· Operating Supplies & Expenses – $20,000
· Professional Services (marketing, consulting, bookkeeping) –
$50,000
· Contingency - $25,000
TOTAL: $276,000
Ownership

5. MPPHS, classified as a Limited Liability Partnership, is filed in
the State of Arizona. Founded by Dr. Mary Xing and her late
husband Dr. Abraham Jones, MPPHS is led by several medical
professionals with over 120 combined years of experience. Dr.
Xing is the majority owner, holding a 52% equity stake. Dr.
Michael Tompkins, Dr. Lucille Smith (Chief Financial Officer)
and Dr. Michelle Yung (Chief Administrative Officer) each hold
16%.
PRODUCT and SERVICES
The Electronic Medical Record (EMR) software that was chosen
for MPPHS is from the company called Cerner. The specific
brand is Canopy. Cerner is a charting, lab result collecting, and
report printing application. This product is widely used in
surrounding facilities and is said to be user friendly. The
company has many options of upgrades and customizable
details.
They have options for inpatient setting, outpatient and same day
surgeries to be able to use the same system and share
information between the specialties. All of the training is
included in the purchase of the system. There are monthly
updates that can be run to maintain the system and make
changes as the hospital sees fit. Using the subscription model is
how Cerner functions (see Figure 1 below).
Figure 1: Subscription model example.
There is a large upfront payment for initial insulation and
development, following that are smaller payments to help with
monitoring and upgrades of the system as needed. A benefit to
their model is the hospital will not responsible for the upkeep.
When explaining and selling this program to the stakeholders

6. we must use the Multilevel model because we will need to have
buy in from the top down. Once we have the support of the
leaders then we will need to get support of the ancillary staff
and the nursing staff. Each presentation will be adjusted
accordingly for the individual group.
MARKETING ANALYSIS
Market Segmentation
Increase in figure of illnesses and growing petition for
excellence care by the clients is flagging the method for the
general evolution of the EMR knowledge worldwide. Beginning
of joint health care amenities sending stand with the benefit of
electronic medical record knowledge has directed to the varied
status of electronic medical record software between clinics and
hospitals. Growth in the quantity of hospitals and clinics is
similarly predicted to increase the global mandate for EMR
knowledge worldwide.
In 2009, the (HITECHA) Health Information Technology for
Economic and Clinical Health Act proved Medicare and
Medicaid enticements to inspire the extensive implementation
of EMR structures amongst inpatient and ambulatory health care
workers. Petition and development will expected continue
greater throughout the following 5 years (Reportlinker, 2015).
As a consumer of Cerner, EMR product, MPPHS dedicated its
finest accessible and effective way to reach out our clients
through this portal. An Electronic Medical Record is further
helpful than paper accounts since it lets doctors to:
· Trace information within a period
· Find clients for health screenings and visits
· Observing clients for specific restrictions like immunizations
and vital signs understandings

7. · Expand general excellence of care practice
The data kept in electronic medical records isn’t simply
distributed with doctors external of a procedure. A client’s data
should be written out and sent by mailing confidentiality to
experts and added associates of the care team.
The highest corporations in the EMRs economy in relations of
income produced since 2011, were (Perna, 2012):
· Cerner
· McKesson
· Siemens
· GE
· Healthcare
· Epic
· Allscripts.
Target Market Segment Strategy
Based on mechanisms, the market has been divided into services
and software. The services section is likely to appear as the
greatest profitable workings part in the worldwide EMR
economy concluded the estimated time. The amenities part is
presently the furthermost striking section in relations of profits
in the market and is appraised to interpretation for more than
61% market part by the end of 2015. Nevertheless, market
reception of innovative software inventions and increase in
creation improvements and adjustments is predicted to energy
the arrival of advanced electronic medical record structures
done the estimated time.
This economy breakdown is worldwide, yet drift examination
concentrates on the U.S. as the major health care advertisement
and the greatest motivation for electronic medical record
adaptation. As administration strategy methods the spinning fact
on inducements in this economy, as a huge modification in
merchant sell part happens and original merchants show a
superior part, it is an exciting period for economy experts.
The trend and usage among of EMR hospital and EMR
physician market will increase its size in 2018. Involved in the

8. account are data persuading the business, infographics, lifespan,
and business approaches. This market share is supported by
topmost companies in the business. Profits are stated created on
global statistics with a fixated assessment on US players and US
inclinations (Kudrow, 2016).
Industry Analysis
The EMRs economy is aggressive, with more than thousand
doctors; nevertheless, growing unions and achievements in the
business will cause in the decrease number of players. Native
and international merchants were calculated in the entire
quantity of electronic medical record contributors yet weren’t
measured as main competitors in global advertisement
contribution. Corporations are still modest by presenting first-
class resolution correspondences to cloistered hospitals and
clinics.
Cerner has developed many businesses since the earlier years.
In 2011, Cerner got personnel administration software merchant
Clairvia; in 2012, it bought behavioral health skill merchant
Anasazi Software; lastly in 2013, it assimilated populace health
and client interaction software merchant PureWellness.
Cerner has recorded into many firms as share of its labors to be
an influential in the HIT (health information technology) area.
In September 2014, Cerner declared alliance with Children's
National Health System in Washington, D.C., to advance the
country's leading study institution dedicated to HIT, and in
December 2014, the corporation publicized a firm with Claritas
Genomics to progress accessible research lab key for molecular
diagnostics intended for new era system work flow, targeting to
develop the practice of modified treatment throughout the
health care business. In October 2014, the Salt Lake City-based
Intermountain Healthcare declared an enterprise with Cerner to
execute Cerner software in its 22 hospitals and 185 ambulatory
clinics. The execution presently in development, will shape on
Intermountain's scientific and information storing skills to
shape one of the greatest innovative EMR classifications in the
country.

9. STRATEGY AND IMPLEMENTATION
Before now, the implementation of electronic medical records
have been done in numerous hospitals around the world. The
main reason why the implementation of EMR is important in
most health care facilities is to improve patient care, improve
the availability of patient data (Hartswood et al., 2003) and also
to enhance cost effectiveness (Grimson et al., 2000). There are
some considerations that must be looked into:
1. Staffing: For the implementation of EMR to work, staffing is
very necessary, a team of our best IT experts will be assigned
to the areas needed (Step Down Unit, Intensive Care, Urgent
Care, etc). Full timers will be trained to be “super users” to help
during this implementation process and they are required to help
in training staffs. In some health care facilities, online training
are also required to avoid in-person training instead which this
will require more staffing; for any health care facility to go-live
on any EMR, education will be the key factor to the successful
implementation of EMR (D’ Huyvetter et al., 2014).
2. Financial Stability: BECAUSE most EMR technology can be
very expensive especially for smaller hospitals, it is always
advisable that any health care facility that want to implement
the use of any EMR technology should be financially stable.
Larger hospitals or urban area hospitals are at most times have
more financial stability compare to smaller hospitals (Jaana et
al., 2012) or rural area hospitals.
3. Mature Vendors: Because the implementation of EMR can be
very challenging in hospitals compare to other health care
facility because of confidentiality and security and the large
amount of patient data one has to deal with. It is important that
a mature vendor is selected, one that knows which EMR that
will fit better for that particular hospital (Ovretveit et al., 2007)
will be needed. Also, it is important to get a known vendor that
has been successful in the market and one that can be trusted.

10. And in this case, we have identified that Cerner meets all
qualifications to provide us with the Canopy EMR software.
OPERATIONAL PLAN
As the Information Technology project manager of MPPHS, we
have been able to single out and secure an EMR software from
Cerner called Canopy. We have created a production workflow
that will be detailed below.
Location and Facility Management
The EMR software, Canopy, will be provided to MPPHS on a
yearly basis subscription. The software itself does not have a
permanent location at our facilities but physicians and
authorized staff will have access through the company’s
network on site only. If there are any technical difficulties or
questions in maneuvering through the software, our IT
department located in the basement of the hospitals will be
available to resolve any issues. The service number to our IT
department is (480) 851-5400.
Equipment and Material
The main equipment that will be utilized to house the EMR
software are computers. There will not be any changes to the
desk area where the computers are located because the new
computers we opt for are established from the same company
and the specification on its size is similar.
Requirements to use Canopy with a Desktop or Laptop
Hardware
· A desktop or laptop with running supported Operating System
and browser.
· Minimum: A recent 4.0+ Ghz dual-core CPU (example: Core
i4). Optimal: Recent 4.0+ Ghz quad-core CPU (example: Core
i7).
· Minimum 8 GB RAM.
· Minimum 16 GB free hard drive space.

11. · Network Interface Card (NIC).
· A monitor that is capable of at least 1680 x 1050 resolution.
· Audio, preferably speakers
· Power outlets should be readily available where laptops will
be used.
Operating System
· PC operating systems: Windows 7 or 10
· Mac operating systems: Mac OS X 10.12/10.13 (Sierra/High
Sierra).
Software and Configuration
· Drivers and OS should be up to date.
· Popup blocking should be disabled in order for Canopy to
function properly.
· If running AVG AntiVirus (AVG) Avast software,
“avgantivirus.com” must be excluded from Adobe Ad Blocker
and Script Scanning.
· If running other virus protection software, the web protection
add extension must be added in the browsers’ settings. The
configuration will allow Canopy to work within MPPHS’s
network.
MPPHS’s current facilities do have some qualified computers
but at least half has to be upgraded or replaced (about 15
computers for each department).
Costs of Upgrades or Replacements
· 1 HP Elite 8000 = $500, Bundle of 100 deal = $40,000
· 1 iMac 7th Generation = $1200, Bundle of 100 deal =
$100,000
Considering the large difference in costs in terms of operating
equipment, MPPHS opts for the HP Elite 8000 bundle deal. For
the computers’ maintenance, HP offers warranty and repair
services up to five years for an additional $10,000.
Daily Operation
The integration of Cerner’s product, Canopy, to MPPHS’s
network will be running everyday, for 24 hours at our hospital
facilities. At our smaller clinics, operation hours are from 9AM
to 7PM, Mondays through Fridays. Authorized users must have

12. a company account to access any computer. Besides a computer
account, users also must be approved by their director of
department in order to access the EMR software, Canopy. To
get access and receive approval, the director must email the IT
department, consisting of reason for approval and the
employees’ company identification number.
After approval, the employee is able to create their own
password for their access into the EMR software. Whenever
accessing the EMR application, staff will be required to sign in
with their company identification number and created password.
The application will log out automatically after 10 minutes of
idle time. This is so because patient personal health information
is protected by the Health Insurance Portability and
Accountability Act (HIPAA) and will not be jeopardized. The
maintenance of the software is to keep it updated when there is
one due. A company standard will be constructed in order to
keep beverages or foods away from the desktops to prevent
damages that may not be covered in the warranty service.
Risks
There are two main risks involved with the use of the Cerner
EMR product, Canopy. The first one is the leak of private
patient health information and misuse of that and then there are
natural disasters that may occur and cause loss function of the
product.
In the event of discovered misuse of private patient health
information, the director of the department the event takes place
in should be notified, the Human Resources Department should
be contacted as well. The person handling this would be Leah
Lewis, Human Resources Department Chairman. Her contact
information is [email protected] and (480) 851-7023. In cases of
natural disasters, details of procedures will be outlined below.
Power Outage
· At each facility, we will have emergency standby diesel
generators.
· Contact out electric utility (480) 851- 4601 for updates in

13. outage.
· Generators will run for at least 24 hours.
· Emergency generators will be tested every month to ensure its
efficiency and reliability to sustain operation.
Earthquakes
· Evacuate to the nearest assigned site.
· If passage is blocked, try to get under a stable door frame or
desk.
· Do not try to save any equipment.
· Directors/supervisors/managers of each department should
have roll call of employees.
· Dial extension 3333 for updates on proceeding with action.
Floods
· Immediate evacuation from all electronics.
· Dial extension 5155 for Flood Assistance.
· If flood gets worse, the top floor will the best bet to not
drown.
Personnel Requirements
Our IT department in charge of operating the EMR software will
consist of the Director, Assistant Director, Floor Manager, IT
Representatives, and IT Technical Support Group (technicians).
For all of MPPHS’s facilities, we are looking for 30 more IT
Representatives and 15 IT Technicians. Our regional IT
Director is Susan Williamson. Her contact info is
[email protected] and (480) 851 - 5225. The person in charge of
hiring will be the regional Assistant Director, Gabriel
Cervantes, [email protected] (480) 851 - 7025. Human
Resources will conduct the interviews for selected qualified
applicants.
IT Representatives take calls from the facility they are in and
that entails of technical issues that can be addressed over the
phone. Technicians work with physical issues and some times
that may be repairing items. Qualifications for each position
will be outlined below.
IT Representative
Experience

14. * One (1) year of customer service experience in a service
related industry, preferably healthcare.
Education
* High school diploma or equivalent.
License, Certification, Registration
* N/A.Additional Requirements:* Effective telephone
communication skills and excellent interpersonal skills.
* Must obtain passing score on Customer Care Simulation
assessment.
* The Customer Care Simulation assessment score must be
current within one (1) year (contact Local HR Office for
testing).
* Must be able to effectively communicate, verbally and in
writing, in English.
* Must complete Service Orientation Assessment.* As part of
applicant process, must take Proofreading Assessment for non
MPPHS employees only.
IT Technician
Experience
* Three (3) years of technical support experience in a service
related industry, preferably healthcare.
Education
* High school diploma or equivalent.
* Associate’s, Bachelor’s or certificate in CompTIA A+
TechnicianAdditional Requirements:* Effective and excellent
interpersonal skills.
* Must obtain passing score on Technical Support Service
assessment.
* The Technical Support Service assessment score must be
current within one (1) year (contact Local HR Office for
testing).
* Must be able to effectively communicate, verbally and in
writing, in English.
* Must complete Service Orientation Assessment.* As part of

15. applicant process, must take Proofreading Assessment for non
MPPHS employees only.
FINANCIAL ANALYSIS

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