Running head: ENTITY RELATIONSHIP DIAGRAM 1 ENTITY RELATIONSHIP DIAGRAM 2 Entity Relationship Diagram Douglas A Peters DBM/502 July 2, 2019 Mirajkar Sridhar Overview Estations Inc., a company that was formed from the merger of two giant tech companies Major Electric Corp (MEC) and The Electric Car Company (TECC) jointly established a business entity known. The purpose of this business merger was to develop operational stations in areas that were geographically close to the city. Proximity to the town was an essential enabler of the city dweller not only to park their electric cars during daily office hours but also to recharge them. The company intends to utilize the Shelf Software for many of the primary purposes. Also, there is the need to come up with various stations meant for electric car parking while they work in the office. As the cars park, they can also recharge the batteries as this also saves more time. The company is in the process of establishing an exceptional organization upon which I will head significant methods, including management of database, creation, and administration of application as well as software. The first step upon assuming my roles as the head of the new organization will be to identify the entities. The significant objects include Estations.inc formed from the merger of two major tech giants. The second entity will be the new organization where I will be the head. The fourth entity will be the parking, and the fourth entity will be the creation of application as well as the management of the database. The other necessary process will be defining the primary keys. The primary keys could be Estation Inc as to the name of the company, the name of the new organization that Estatino envisions to establish, the Car parking program, a code recording system for the electric cars, electric cars, and the employees. In this ERD paper, I intend to conduct comprehensive research on the contemporary state of Estations Inc. and especially the signs of progress the company wants to make after its merger. As a new entity, the company has envisioned to accomplish various goals including the establishment of a new company, creation of an electric car park, creation of applications as well as the appropriate use of the database to increase profitability. It is also important to note that since its merger, Estation Inc. has recorded an increase in the number of electric parking in areas proximity to the city. Information needs here apply in the sense that the company will need tracking application and devices to track the reserved parking spaces. The Entity-Relationship- diagram below has captured Estation’s information need for the company’s attempt to accomplish its project scope. Estation Parking ERD System The figure above shows the proposed ERD system for Estation Inc. electric car parking. Model Changes and Normalization Since Estation Inc. is a ...

1. Running head: ENTITY RELATIONSHIP DIAGRAM
1
ENTITY RELATIONSHIP DIAGRAM 2
Entity Relationship Diagram
Douglas A Peters
DBM/502
July 2, 2019
Mirajkar Sridhar
Overview
Estations Inc., a company that was formed from the merger of
two giant tech companies Major Electric Corp (MEC) and The
Electric Car Company (TECC) jointly established a business
entity known. The purpose of this business merger was to
develop operational stations in areas that were geographically
close to the city. Proximity to the town was an essential enabler
of the city dweller not only to park their electric cars during
daily office hours but also to recharge them. The company
intends to utilize the Shelf Software for many of the primary
purposes. Also, there is the need to come up with various
stations meant for electric car parking while they work in the
office. As the cars park, they can also recharge the batteries as

2. this also saves more time. The company is in the process of
establishing an exceptional organization upon which I will head
significant methods, including management of database,
creation, and administration of application as well as software.
The first step upon assuming my roles as the head of the new
organization will be to identify the entities. The significant
objects include Estations.inc formed from the merger of two
major tech giants. The second entity will be the new
organization where I will be the head. The fourth entity will be
the parking, and the fourth entity will be the creation of
application as well as the management of the database.
The other necessary process will be defining the primary keys.
The primary keys could be Estation Inc as to the name of the
company, the name of the new organization that Estatino
envisions to establish, the Car parking program, a code
recording system for the electric cars, electric cars, and the
employees.
In this ERD paper, I intend to conduct comprehensive research
on the contemporary state of Estations Inc. and especially the
signs of progress the company wants to make after its merger.
As a new entity, the company has envisioned to accomplish
various goals including the establishment of a new company,
creation of an electric car park, creation of applications as well
as the appropriate use of the database to increase profitability.
It is also important to note that since its merger, Estation Inc.
has recorded an increase in the number of electric parking in
areas proximity to the city. Information needs here apply in the
sense that the company will need tracking application and
devices to track the reserved parking spaces. The Entity-
Relationship- diagram below has captured Estation’s
information need for the company’s attempt to accomplish its
project scope.
Estation Parking ERD System
The figure above shows the proposed ERD system for Estation
Inc. electric car parking.

3. Model Changes and Normalization
Since Estation Inc. is a data warehouse enterprise, ac third
standard form of a normalized model is the most appropriate
option for this type of data model. Although the model does not
depict relational integrities are not encompassed into this
model, the ETL (extract, load, and transform) procedures will
be utilized in ascertaining that the database is connected within
the model (Allan et al., 2019). It is also important to note that
Estation has a substantial amount of data detailing from the
tracking systems, the parking, electric refilling data, and
employees. It is, therefore, best for the company to use the third
standard form of data as well as numerous source systems that
demand queries for complex businesses with voluminous data
such as Estation for appropriate consolidation of data. While I
realize various challenges related to the adoption and
integration of the 3NF model and particularly performance-
related challenges, the advantages of Estation using this model
as the company’s data storage system are indeed more
significant than the related performance malfunctions (Zhang et
al., 2017). Performance similar challenges can also be
optimized by the integration of appropriate designs, software,
and applications that I intend to create in pursuit of solving the
problems.
References
Allan, D., Lau, K. H. T., & Gong, Y. J. (2019). U.S. Patent
Application No. 10/216,814.
Zhang, L., Shi, L., Zhang, B., Zhao, L., Dong, Y., Liu, J., ... &
Pei, S. (2017). Probabilistic Entity-Relationship Diagram: A
correlation between functional connectivity and spontaneous
brain activity during resting state in major depressive
disorder. PloS one, 12(6), e0178386.

4. HCS/499 v4
Goals for Stevens District Hospital, Part 1
HCS/499 v4
Page 2 of 2
Goals for Stevens District Hospital, Part 1
Clear, actionable, and measurable goals are essential to
strategic planning. It is important that the goals are designed to
support the mission and vision of an organization.
Answer the following questions witha total of 260 to 350 words.
Your analysis should bebased on your review of the data
provided in the Stevens District Hospital strategic planning
scenario and your SWOT analysis.
Enter your answers beneath the prompts.
Identify a clear, actionable, and measurable technology goal for
the organization that clearly supports the mission and vision.
Analyze how this goal supports the mission and vision of the
hospital.
Explain how you would measure progress toward the goal.
· Discuss milestones necessary for progress.
· Discuss the criteria you would use to measure that the goal
was completed.
Cite 2 peer-reviewed, scholarly, or similar references according
to APA guidelines.References
Submit your assignment.
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground

5. Stevens District Hospital is a 162-bed acute care hospital that is
qualified as a not for profit facility. The hospital was originally
a county-owned facility and its status was transferred to an
independent facility three years ago. The hospital receives no
external funding from government agencies for operations. The
hospital is accredited by The Joint Commission and received
reaccreditation during their triannual survey last year. The
hospital has an aggressive quality management program and a
low volume of medical malpractice claims. The hospital is
located in Jefferson City, which is a city of 50,000 with 80,000
in the regional market. The hospital provides a general range of
acute care services, including medical/surgical, rehab, and
emergency care. Current Performance AnalysisMission and
Vision
Our mission: To improve health by providing high-quality care,
a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be
the health care provider of choice for physicians and patients.
Our five year vision is to create a large, multispecialty
physician practice system that would include at least six family
practice physicians and specialists in cardiology, oncology, and
women’s services. Currently, the hospital employs three family
practice physicians, one obstetrician, one medical oncologist,
and one non-invasive cardiologist. Previous Strategic Plan
Review
Goal
Accomplishments
Increase market share by recruiting three family practice
physicians.
The hospital was able to recruit only one family practice
physician to increase primary care market this past year. The
limited number of state medical school graduates makes local
recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline
of the 85th percentile.

6. The hospital improved HCAHPS scores in four of six criteria.
Lagging elements in HCAHPS scores are inpatient patient
satisfaction and primary care patient satisfaction.Market Forces
Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to
the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college
education, with just over 29 percent having an associate,
bachelor’s, or graduate degree. More than 90 percent of
residents have at least a high school diploma.
The average unemployment rate in the county is 9.9 percent:
Market Share Distribution Percentage With a Major Competitor
Five Years Ago
Last Year
Stevens District Hospital
48
35

7. Competitor
30
43
Out of County Hospitals
22
22
Patient Origin by Zip Code
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Increases in the percent of population with chronic disease and
contributing factors will change significantly over the coming
five years.
Payment
There will be continued focus on pay for performance and
increased wellness programs. The Affordable Care Act is
creating more covered lives; however, there are often high
deductibles.
The median household income for county residents is $59,548.
On average, households in the county earn more than the state
median household income of $44,446 and more than the national
average of $53,650. The addition of a new automotive
manufacturing plant to the local market this coming year is
projected to add 1,500 production line jobs and 300
administrative jobs by year end. Median income for the
production positions is estimated at $45,000 and will provide
health, vision, and dental insurance benefits.
Projected Payer Mix 5-years
Current Payer Mix
Percentage of Population by Insurance

8. As part of your review of this data, consider that a portion of
the population will become Medicare eligible, the addition of
manufacturing positions that include benefits will increase
commercial insurance coverage, and changes from the
Affordable Care Act will increase the number of patients in the
market with insurance coverage.
Employers
There is expected growth in large employers with the addition
of the automotive factory in the northwest sector of the county.
Physicians
The continued shortage of medical staff, especially in
orthopedics, oncology, and primary care, will require increased
recruitment efforts.
Competitors
Hanover County Hospital, which is the other hospital in the
county, has an updated facility that has drawn more market
share to its facility.
Competitor
Key Areas of Competition
New Programs and Facilities
Risk to Market Share
Primary Competitors
Hanover County Hospital
· Facility upgrade
· Quality scores
· Significant renovation of core hospital to update aesthetics
· Added new wide-bore MRI machine last year
· Reaches the 95th percentile in five of six HCAHPS categories
· Drawing patients to newer facility
· Accommodates heavier patients
· Patient perception of higher quality and patient satisfaction
Medical Center in County South of Stevens
· Physician clinics
· Financial stability

9. · E-visits with specialists
· Low debt and high cash on hand
· Drawing patients out of primary and specialty care at Stevens
· Ability to cash flow projects
Secondary Competitors
Retail Pharmacy Instant Clinic
· Low acuity office visits
· Pharmacy added instant clinic in north end of county 6 months
ago
· Loss of patients from primary care physicians’ practices
Technology
A competing hospital has added e-visits for physician practices,
which is causing a shift of patients to the competitor hospital's
physician practices.
Regulatory Changes
Health care reform through the Affordable Care Act has
increased the number of patients with some form of insurance
payment. These patients are now seeking care in greater
numbers from a primary care physician. Stevens District
Hospital struggles with accommodating patient scheduling
requests to establish care with a primary care
physician.PlanPlanning Components Explanation
Goal
Objective
Actions
Definition
Organization goals that cover broad strategic issues, such as
quality, finances, growth
Broad action items that address organizational goals, such as
increasing market share, increased use of technology, increased
physician satisfaction
Action item that meets an objective, such as implementing

10. EMR, renovating physician lounge, increasing marketing for
specific products
Examples
· Improve HCAHPS scores by 5%
· Improve operating margin by 3%
· Increase market share in 96103 zip code by 5%
· Improve emergency department patient satisfaction survey by
5%
· Grow urgent care visits by 10%
· Implement urgent care center in north zip code
· Purchase tablets for physicians for EMR rounding
Measurement
· % increase in operating margin
· % change in market share
· % change in ED satisfaction survey
· % change in urgent care visits
· Number of patient visits at new urgent care center
· % increased use of EMRFinancial Summary
This year
Last year
Operating Revenues
Net revenues from services to patients
343,737,280
344,726,245
Other operating revenues
16,846,309
20,311,534
Total operating revenues
360,583,589
365,037,779

11. Operating Expenses
Salaries and benefits
192,053,379
182,853,245
Supplies and other expenses
130,173,477
135,560,131
Depreciation
18,969,799
20,644,157
Interest
2,695,623
2,226,437
Foundation
628,184
1,182,308
Total operating expenses
344,520,462
342,466,278
Income from operations
16,063,127
22,571,501
Volume changes last year versus this year
Last year
Admission ER visits DeliveriesSurgeries 4458 20930
405 6365 This year

12. Admission ER visits DeliveriesSurgeries 5147 26292
472 7284
Column2
96101 93921 92106 94963 0.42 0.12 0.16 0.2
Column2
[], 52%
96101 93921 92106 94963 0.42 0.12 0.16 0.2
Chronic Disease Predictions
5 yrs ago Obesity Diabetes Heart Disease 0.15 0.05 0.12 5
yrs ahead Obesity Diabetes Heart Disease 0.26 0.12 0.22
US Age Distribution 2010
Medicaid Medicare Commercial UninsuredOther 0.35
0.3 0.24 0.09 0.02
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.