Adeptus Health International <Project Name> Project Management Plan Version: <1.0> <Draft>Adeptus Health Internationalproject Management plan Version 1.0 10/12/2015VERSION HISTORY [Provide information on how the development and distribution of the Project Management Plan was controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.] Version # Implemented By Revision Date Approved By Approval Date Reason 1.0 <Author name> <mm/dd/yy> <name> <mm/dd/yy> <reason> UP Template Version: 11/30/06 Note to the Author [This document is a template of a Project Management Plan document for a project. The template includes instructions to the author, boilerplate text, and fields that should be replaced with the values specific to the project. · Blue italicized text enclosed in square brackets ([text]) provides instructions to the document author, or describes the intent, assumptions and context for content included in this document. · Blue italicized text enclosed in angle brackets (<text>) indicates a field that should be replaced with information specific to a particular project. · Text and tables in black are provided as boilerplate examples of wording and formats that may be used or modified as appropriate to a specific project. These are offered only as suggestions to assist in developing project documents; they are not mandatory formats. When using this template for your project document, it is recommended that you follow these steps: 1. Replace all text enclosed in angle brackets (e.g.,, <Project Name>) with the correct field values. These angle brackets appear in both the body of the document and in headers and footers. To customize fields in Microsoft Word (which display a gray background when selected): a. Select File>Properties>Summary and fill in the Title field with the Document Name and the Subject field with the Project Name. b. Select File>Properties>Custom and fill in the Last Modified, Status, and Version fields with the appropriate information for this document. c. After you click OK to close the dialog box, update the fields throughout the document with these values by selecting Edit>Select All (or Ctrl-A) and pressing F9. Or you can update an individual field by clicking on it and pressing F9. This must be done separately for Headers and Footers. 2. Modify boilerplate text as appropriate to the specific project. 3. To add any new sections to the document, ensure that the appropriate header and body text styles are maintained. Styles used for the Section Headings are Heading 1, Heading 2 and Heading 3. Style used for boilerplate text is Body Text. 4. To update the Table of Contents, right-click and select “Update field” and choose the option- “Update .

1. Adeptus Health International
<Project Name> Project Management Plan
Version: <1.0> <Draft>Adeptus Health Internationalproject
Management plan
Version 1.0
10/12/2015VERSION HISTORY
[Provide information on how the development and distribution
of the Project Management Plan was controlled and tracked.
Use the table below to provide the version number, the author
implementing the version, the date of the version, the name of
the person approving the version, the date that particular
version was approved, and a brief description of the reason for
creating the revised version.]
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
<Author name>

2. <mm/dd/yy>
<name>
<mm/dd/yy>
<reason>
UP Template Version: 11/30/06
Note to the Author
[This document is a template of a Project Management Plan
document for a project. The template includes instructions to
the author, boilerplate text, and fields that should be replaced
with the values specific to the project.
· Blue italicized text enclosed in square brackets ([text])
provides instructions to the document author, or describes the
intent, assumptions and context for content included in this
document.
· Blue italicized text enclosed in angle brackets (<text>)

3. indicates a field that should be replaced with information
specific to a particular project.
· Text and tables in black are provided as boilerplate examples
of wording and formats that may be used or modified as
appropriate to a specific project. These are offered only as
suggestions to assist in developing project documents; they are
not mandatory formats.
When using this template for your project document, it is
recommended that you follow these steps:
1. Replace all text enclosed in angle brackets (e.g.,, <Project
Name>) with the correct field values. These angle brackets
appear in both the body of the document and in headers and
footers. To customize fields in Microsoft Word (which display
a gray background when selected):
a. Select File>Properties>Summary and fill in the Title field
with the Document Name and the Subject field with the Project
Name.
b. Select File>Properties>Custom and fill in the Last Modified,
Status, and Version fields with the appropriate information for
this document.
c. After you click OK to close the dialog box, update the fields
throughout the document with these values by selecting
Edit>Select All (or Ctrl-A) and pressing F9. Or you can update
an individual field by clicking on it and pressing F9. This must
be done separately for Headers and Footers.
2. Modify boilerplate text as appropriate to the specific project.
3. To add any new sections to the document, ensure that the
appropriate header and body text styles are maintained. Styles

4. used for the Section Headings are Heading 1, Heading 2 and
Heading 3. Style used for boilerplate text is Body Text.
4. To update the Table of Contents, right-click and select
“Update field” and choose the option- “Update entire table”
5. Before submission of the first draft of this document, delete
this “Notes to the Author” page and all instructions to the
author, which appear throughout the document as blue italicized
text enclosed in square brackets.]
TABLE OF CONTENTS
41Introduction
41.1Purpose of Project Management Plan
42Executive Summary of Project Charter
42.1Assumptions/Constraints
43Scope Management
43.1Work Breakdown Structure
43.2Deployment Plan
43.3Change Control Management
44Schedule/Time Management
54.1Milestones
54.2Project Schedule
54.2.1Dependencies
55Cost/Budget Management
56Quality Management
57Human Resource Management
58Communications Management
58.1Communication Matrix
59Risk Management
69.1Risk Log
610Issue Management
610.1Issue Log
611Procurement Management
612Compliance Related Planning

5. 7Appendix A: Project Management Plan Approval
8APPENDIX B: REFERENCES
9APPENDIX C: KEY TERMS
10APPENDIX D: SUMMARY OF SPENDING1 Introduction1.1
Purpose of Project Management Plan
[Provide the purpose of the project charter.]
The intended audience of the <Project Name> PMP is all project
stakeholders including the project sponsor, senior leadership
and the project team.2 Executive Summary of Project Charter
[Provide an executive summary of the approved project charter.
Provide a reference to the approved Project Charter. Elaborate
on any sections within the Project Charter that need further
detail contained within the PMP.]
2.1 Assumptions/Constraints
[Insert summary of any changes from the project assumptions
and/or constraints that were originally outlined in the project
charter.]
3 Scope Management
[Insert the project’s scope management plan or provide a
reference to where it is stored.]
3.1 Work Breakdown Structure
[Insert the project’s work breakdown structure or provide a
reference to where it is stored.]3.2 Deployment Plan
[Example: The project involves deploying an application to
state health partners. This section would discuss the approach
for rolling out the application to the end users, including
conducting environment assessments, developing memorandums
of understandings, hardware/software installation, data

6. conversion.]
3.3 Change Control Management
[Example of Change Control: If a development server for your
project is administered by another organization that is
responsible for installing machine upgrades and there are
scheduled outages that will impact your project schedule.
Changes to the project will need to be made to deal with the
potential impact of the scheduled outage.]4 Schedule/Time
Management
[Example of schedule management approach: Establish a
baseline within the first two weeks of the project and monitor
progress against the baseline on a weekly basis. The Project
Manager will be responsible for ensuring the project schedule is
updated with the latest information and never more than three
business days out of date. For variances on executive milestones
greater than 10%, the project may choose to use guidance
specified by CPIC. See the CDC UP Project Schedule document
for more guidance on project schedules and for Project Schedule
templates.]
4.1 Milestones
The table below lists the milestones for this project, along with
their estimated completion timeframe.
Milestones
Estimated Completion Timeframe
[Insert milestone information (e.g., Project planned and
authorized to proceed)]
[Insert completion timeframe (e.g., Two weeks after project
concept is approved)]
[Add additional rows as necessary]
4.2 Project Schedule
[Insert the project’s schedule or provide a reference to where it

7. is stored.]4.2.1 Dependencies
[Insert the schedule/project dependencies (both internal and
external).]5 Cost/Budget Management
[Insert the project’s cost management plan or provide a
reference to where it is stored.]6 Quality Management
[Example: For an information system, controlling the
consistency of screen layouts would include reviewing all
screens to make sure they match the standards. Quality
measures may be no bugs or defects for certain critical
requirements, consistent screen layouts, or correctly calculating
variables. Quality may be ensured through inspections, audits,
formal testing and documentation of defects in a defect tracking
system to ensure defects are fixed, retested and closed. Some
projects may choose to use a traceability matrix to determine if
critical requirements have been met.]7 Human Resource
Management
[Insert the project’s human resource management plan or
provide a reference to where it is stored.]8 Communications
Management
[Insert the project’s communication management plan or
provide a reference to where it is stored.]8.1 Communication
Matrix
[Insert the project’s communication matrix or provide a
reference to where it is stored.]
Stakeholder
Messages
Vehicles
Frequency
Communicators
Feedback Mechanisms

8. 9 Risk Management
[Insert the project’s risk management plan or provide a
reference to where it is stored.]9.1 Risk Log
[The Risk Log is normally maintained as a separate document.
Provide a reference to where it is stored.]
10 Issue Management
[Insert the project’s issue management plan or provide a
reference to where it is stored.]10.1 Issue Log
[The Issue Log is normally maintained as a separate document.
Provide a reference to where it is stored.]
11 Procurement Management
[Example: This can include information such as ensuring project
team members are assigned computers, how development and
test servers are procured or can go into more detail and include
an acquisition strategy that details how the project will be
staffed (e.g., performance based fixed price contract, CITS
contractors).]12 Compliance Related Planning
[Insert a list of compliance related processes the project must
adhere to. For assistance with determining which compliance
processes need to be followed visit
http://www2.cdc.gov/cdcup/document_library/project_assessme
nt.asp]

9. Appendix A: Project Management Plan Approval
The undersigned acknowledge they have reviewed the <Project
Name>Project Management Plan and agree with the approach it
presents. Changes to this Project Management Plan will be
coordinated with and approved by the undersigned or their
designated representatives.
[List the individuals whose signatures are desired. Examples of
such individuals are Business Steward, Project Manager or
Project Sponsor. Add additional lines for signature as
necessary. Although signatures are desired, they are not always
required to move forward with the practices outlined within this
document.]
Signature:
Date:
Print Name:
Title:
Role:
Signature:
Date:
Print Name:

10. Title:
Role:
Signature:
Date:
Print Name:
Title:
Role:
APPENDIX B: REFERENCES
[Insert the name, version number, description, and physical
location of any documents referenced in this document. Add
rows to the table as necessary.]
The following table summarizes the documents referenced in
this document.

11. Document Name and Version
Description
Location
<Document Name and Version Number>
[Provide description of the document]
<URL or Network path where document is located>
APPENDIX C: KEY TERMS
[Insert terms and definitions used in this document. Add rows
to the table as necessary. Follow the link below to for
definitions of project management terms and acronyms used in
this and other documents.
http://www2.cdc.gov/cdcup/library/other/help.htm
The following table provides definitions for terms relevant to
this document.
Term
Definition
[Insert Term]
[Provide definition of the term used in this document.]
[Insert Term]
[Provide definition of the term used in this document.]
[Insert Term]
[Provide definition of the term used in this document.]
APPENDIX D: SUMMARY OF SPENDING
[You may double-click on the table to edit it according to the
information applicable to this project.]
Budget ItemPY-1PYCYBYBY + 1BY + 2BY + 3BY + 4Total
Planning:
Budgetary Resources $ - $ - $ - $ -
$0.00

12. Outlays $ - $ - $ - $ -
$0.00
Development &
Implementation of
Project:
Budgetary Resources $ - $ - $ - $ -
$0.00
Outlays $ - $ - $ - $ -
$0.00
Total, sum of stages:
Budgetary Resources
$ - $ - $ - $ -
$0.00
Outlays
$ - $ - $ - $ -
$0.00
Operations &
Maintenance:
Budgetary Resources $ - $ - $ - $ -
$0.00
Outlays $ - $ - $ - $ -
$0.00
Total, all stages:
Budgetary Resources
$ - $ - $ - $ -
$0.00
Outlays
$ - $ - $ - $ -
$0.00
Government FTE cost $ - $ - $ - $ -
$0.00
PY: Previous Year; CY: Current Year; BY: Budget Year

13. [Insert appropriate disclaimer(s)]
PAGE
Revision Date: Error! Unknown document property name.Page 2
of 21
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Sheet2
Sheet3
MGT411 Innovative and Creative Business Thinking
University of Phoenix Material
Innovative Technology Worksheet
Your company, a large online high school, is planning to
implement a new innovative social networking technology for
their students. The technology would allow students to get to
know one another, network, and participate in school activities,
such as having virtual student body elections and virtual student
committees. The company feels that the ability to have this type
of interaction and involvement among students will set the
school above the competition.
As the Chief Innovation Officer, you are responsible for the

14. implementation and evaluation of the chosen technology. The
company must decide between developing their own social
networking system or acquiring a small online high school that
has already started development on a similar type of system and
is struggling financially. Your director, the company CEO, has
come to you with some specific concerns and questions
regarding which technology to select.
Submit a one-page response to your director answering all of
the following questions:
1. What factors must be considered when implementing an
innovative technology internally? What factors must be
considered when implementing an externally acquired
innovative techology? How do the implementaion issues differ?
How are they the same?
2. What factors must be considered when evaluating an
internally implemented innovative technology? Why?
3. What factors must be be considered when acquiring an
innovative technology externally? Why?
Page 1
mgt411r1
MGT411 Innovative and Creative Business Thinking
University of Phoenix Material
Organizational Ecosystem Case Study
Wal-Mart Stores, Inc. is a leading company in its industry and a
widely recognized name, both domestically and internationally.
Additionally, Wal-Mart has taken steps to ensure the success of
not only its company but also their business ecosystem.
Wal-Mart Stores, established in 1969, is the largest retail
company in the world, with over 4,000 stores in 12 countries.
Wal-Mart has three types of retail stores: discount stores,

15. supercenters, and neighborhood markets, as well as Sam’s Club
warehouse stores. Between the various types of Wal-Mart and
Sam’s Club stores, Wal-Mart Stores, Inc. offers merchandise
and services that range for grocery goods and household
supplies to tire and lube service, clothing, and vision centers.
Additionally, Wal-Mart has an online music store, a private
label cosmetics brand, and pre-paid debit cards for low-income
US customers. Some of the company’s private-label brands are
Sam’s Choice, Equate, No Boundaries, Mainstays, and Parent’s
Choice. Wal-Mart also stocks several licensed brands, including
General Electric, Disney, McDonalds, and Mary-Kate and
Ashley. For the fiscal year ending in January 2008, Wal-Mart
reported over $375 billion in revenue (Wal-Mart Stores, Inc.
Company Profile, 2008).
Wal-Mart has dominated its market, in part, due to the way it
approached its business ecosystem (Iansiti & Levien, 2004).
There are many examples of Wal-Mart’s ecosystem approach,
including their procurement system and their recent focus on
more specialized stores.
Keeping its ecosystem in mind, Wal-Mart has built a
procurement system that not only enhances its performance, but
the performance and operation of businesses within its
ecosystem. Wal-Mart Stores, Inc. requires that all of its
suppliers operate the RetailLink® system (Requirements, 2008).
RetailLink® is a one-of-a-kind system that allows suppliers to
receive real-time data regarding their product in individual
stores. Such real-time data allows suppliers to effectively plan
for and execute distribution, while also personalizing their
product supply by store. According to Iansiti & Levien (2004),
“Wal-Mart’s procurement system offers it’s suppliers
invalueable real-time information on customer demand and
preferences, while providing the retailer with a significant cost
advantage over its competitiors” (p. 69).

16. Stankevich (2002) noted the success of Wal-Mart’s system in
terms of micromarketing and efficiency. Jon Ragsdale, vice
president of marketing at Dickies, discussed with Stankevich
the way RetailLink® brought to light the differences in demand
for different sizes and colors of products in different markets.
Ragsdale noted, “Before RetailLink®, we were using pretty
much a cookie cutter approach to stores” (para. 10).
In recent years, Wal-Mart has begun to take a more specialized
approach by offering different goods and adjusting the layout of
the stores based on location demographics. Once a one shop fits
all store, Wal-Mart now has several stores that cater to the
needs of a specific location. One store in Plano, TX has been
adapted to appeal to the higher number of affluent customers in
that area. The store now offers consumer-electronic specialists,
that are more versed in the specifics of electronics than a
typical sales associate. Also, that particular store adapted the
sporting goods section to have more of a child focus, based on
the notion that more affluent individuals purchase their sporting
goods from country clubs (Zimmerman, 2006).
In terms of competition, Wal-Mart plays an interesting role.
While the most obvious conclusion is that Wal-Mart is the
biggest competition for small businesses and retailers, it is
apparent that their approach to a business ecosystem is also
positive for small business owners. “For small manufacturers
and small consumer-goods companies, Wal-Mart is the customer
they pray for and the one that can propel their company into
big-time sales. Wal-Mart is the ‘elephant’ they dream of
bagging” (Campbell, 2005, para. 5).
Questions
After reading the case study on Wal-Mart, use the case study
and information from your weekly readings to answer the
following questions in 200 to 300 words each.

17. 1. What is a business ecosystem? Do all businesses function
within an ecosystem? Why or why not?
2. What potential role does the ecosystem play in Wal-Mart’s
innovation efforts? Provide examples.
3. In terms of innovation and creativity, what are the advantages
and disadvantages of functioning within an ecosystem?
References
Campbell, A. (September 19, 2005). On Wal-Mart, small
businesses and business ecosystems. Small Business Trends.
Retrieved June 13, 2008 from
http://www.smallbiztrends.com/2005/09/on-wal-mart-small-
businesses-and.html/
Iansiti, M. and Levien, R. (March 2004). Strategy as ecology.
Harvard Business Review. 82(3). 68-78. Retrieved on June 13,
2008 from Ebscohost database.
Requirements. (2008). Wal-Mart. Retrieved on June 16, 2008
from http://walmartstores.com/Suppliers/248.aspx
Stankevich, D. (March 1, 2002). Sizing the market: Wal-Mart
masters the micromarketing of clothing. Velocity Company.
Retrieved on June 16, 2008 from
http://www.velocity.biz/company/pr_sizing_walmart_retaillink.
htm
Wal-Mart Stores, Inc. Company Profile. (May 2008).
Datamonitor Business Information Center. Retrieved on May 30
from Marketline Business Information Center.
Zimmerman, A. (2006, September 7). Thinking local: To boost
sales, Wal-Mart drops one-size-fits-all approach. The Wall
Street Journal. p. A1. Retrieved on June 13, 2008 from ProQuest
database.
Page 1

18. mgt411r1
Innovation is a process that Huffman Trucking will be manage
with in long term perspective rather than in long time
increments. To do that the innovation process must be divided
in three stages to be implemented. The first stage will be the
identification of the goals, the second stage the short term of
deliver, and the third stage the development term. By
identifying the goals and the exploration activities related, the
course of action and motivation to the entire innovation process
will be established. The managers will be responsible to
evaluate the performance in relation to the goals and define if
the goals are completed or need modifications. ("How Do You
Measure Innovation Results and Outcomes and Motivate the
Organization", 2013).
Innovation is defined as the creation of new ideas by capturing
value through a new way of thinking and doing. Through focal
points Huffman Trucking will be measuring the success by
comparing the past with the current innovation performance.
Also by the demonstration of the ability to capture profit and
value from that innovation. ("How Do You Measure Innovation
Results and Outcomes and Motivate the Organization", 2013).
The expected innovation potential with the effective capability
of innovation must be measured. The capability of the firm to
realize the growth and potential for innovation will be
considered at the last stage. Metrics has to be created to balance
the innovation management strategies, platforms, process and
systems. ("How Do You Measure Innovation Results and
Outcomes and Motivate the Organization", 2013).
How The System Will Affect the Hiring Process
The hiring process starts with the recruiters when they
perform the initial screenings of the applicants. The applicants
must have already have certain basic qualifications, which were
mentioned in the job postings, for them to be reviewed by the
recruiters. The recruiters will then make recommendations of
applicants to the hiring managers. The hiring managers will

19. interview the applicants for the job specific application and
decide whether to continue with the hiring process. If the
applicant is chosen as a new employee candidate they will then
be sent to the human relations department. The human relations
department will then coordinate for the applicant to provide a
background check, drug test, and complete new employee
paperwork. The employee will also be given a benefits package
enrollment. The benefits package will reward any employee
with innovative thinking that will better prepare the
organization by improving its strategy and success. There can
also be a sign on bonus with certain stipulations so as to
maintain the employee for a certain amount of time.
Hiring incentives affect both employers and employees.
The employer can be able to receive tax benefits while the
employee is rewarded with bonuses. The financial factors can
determine the decisions that are to be made. Another factor
that is beneficial for both is job security. Once the employer
gives an employee a bonus it is considered to be an investment
in the organization.
According to "50 Creative Rewards ( With Tips ) To Incentive
Inovation" (2013), (There’s value to recognition all by itself.
69% of employees say that they would work harder if they were
better recognized. This doesn’t even mean tangible awards of
any sort, but simply an acknowledgment of the value of
contributions).
Long before your company can reward the great ideas, company
executives must first foster the creation of those ideas.
Innovation ideas could be divides in two ways.
1. Projects or problems the company wants to resolve.
2. Projects or new ideas coming from employees that solve
company problems, new devices, or to make company processes
more efficient.
Huffman Trucking employees are divided in two categories.
1. 925 drivers
2. 425 support personnel
Executives may reward these two categories of employees in

20. different ways, but first they need to stablish specific goals and
be able to track every employee efforts.
The drives could be recognize by offering goals or project
related to their job. One of the projects could be to be more
efficient during their route in germs of gas consumption and
truck maintenance. Complete the route in a timely manner, but
keeping in mind the hours of sleep during their daily route.
Support personnel may be rewarded for projects finished
on time, better and more efficient processes and for ideas for a
more efficient company
Types of rewards
Recognize and reward a well-done initiative by offering a day
or two of optional time off.
Reward a department by treating all employees by department to
lunch. Gratify the end of a long and successful project by giving
your key employees a gift certificate from specialized stores.
Reward committed employees by offering flexible work hours,
like flex Monday and Friday
Project Management Plan
Frank Lynch
October 12, 2015
Professor Donna Karch

21. Adeptus Health International is a health provider hospital
located in Lewisville, Texas, United States Of America. It
operates free-standing emergency rooms which is the largest
health emergency provider in the United States. Adeptus was
founded in 2002 with its first emergency room based in Dallas
suburb, Flower Mound in Texas headed by Thomas Hall, the
President, and Chief Executive Officer.
In 2014, Adeptus became a public company and it begun trading
in the New York Stock Exchange with 4.9 million shares at $22
per share. It is an independent hospital emergency provider
operating to take care of people who need health care attention
immediately. This company is of interest because of the rate at
which it is expanding to provide community medical care
emergency services without depending on the government.
Adeptus’ mission is to provide access to the highest quality
medical care to the community that it serves by changing the
delivery of emergency care and hence help save lives every day.
Since emergency care demand is increasing because of the
growing number of insured individuals, more emergency
facilities are needed in all the states, and one way of meeting
the growing demands is by building more emergency rooms.
Adeptus is utilizing the available market opportunity to increase
access to emergency care in the United States. According to
AHA, the number of emergency rooms increased by 46.7% since
1992 to 2002 but emergency departments’ number decreased by
11.4%. In 2012, there were 400 freestanding emergency rooms
in the whole of United States while the retail clinics and
ambulatory surgery centers were at 1,400 and 6,000
respectively.
Emergency care is critically an underserved market in the
United States.The increasing number of millions of Americans
who require immediate emergency care for injuries and illness,
can only be solved by increasing the number of freestanding
emergency rooms so that they can have an access to high quality
emergency care. This will ultimately improve patient
experience compared to the traditional hospital emergency

22. departments by providing access to qualified physicians and
reducing wait time.
CONSTRUCTION OF AN EMERGENCY FACILITY IN
ARIZONA
ADEPTUS HEALTH INC.
2941 LAKE VISTA DRIVE
LEWISVILLE, TX 75067
12/10/2015
Introduction
The aim of building more first choice free standing emergency
rooms in the United States by the Adeptus Health Inc. is to
increase access to health care for the millions of Americans who
experience injury and illness everyday and hence save as many
lives as possible. The purpose of constructing of an emergency
room in Arizona is to improve access to medical care in the area
and help save lives by decreasing patient wait time through the
presence of qualified health physicians.
Emergency care in the United States is underserved, and the
present system is overburdened by inadequate health experts
and emergency facilities. According to the American Hospital
Association, emergency demand has grown dramatically as the
need of emergency rooms increased from 90.8 million in 1992
to 133.2 million in 2002. However, the emergency room
departments have declined from 5,035 in 1992 to 4,460 in 2012.
Project Management Approach
The project manager has the overall mandate of overseeing all
of the project activities. The project team includes the quality
control and assurance group who has the task of finding out if

23. the project will have any negative impact on the environment.
The recourses for the project are from donors and well wisher
including the University Of Colorado Health.
Conclusion
Construction of a free-standing emergency facility in Arizona
will expand access to highest quality emergency care in the
community. In 2014, National Report Card, a D- grade was
given the access of emergency care in the United States by the
American College of Emergency Physician (ACEP). The low
grade is an indicator that emergency departments are few, and
the rising demands of the growing and aging population cannot
be met. Expanding emergency facilities in Arizona is a way of
increasing access to emergency care and help serve the core
mission of saving lives.
Adeptus Health Inc. promise is to deliver twenty-four new
facilities each year (Thomas, H. 2015) and constructing one in
Arizona is a way of keeping the promise. Adeptus is continuing
to work with various partners in different states so that they can
increase access to high-quality emergency care. In Arizona,
Adeptus Health Inc. operates Dignity Health Arizona General
Hospital and freestanding emergency rooms.
References
Ghose , C. (16 July 2014). "For-profit Adeptus Health faced
opposition in Colorado". American City Business Journals:
Columbus Business First. Retrieved 1 September 2014.

24. No, A. (1). to First Amended and Restated Advisory Agreement
by and between Grubb & Ellis Apartment REIT. Inc. and Grubb
& Ellis Apartment REIT Advisor, LLC, dated as of November,
26, 2008.