Stage 4
by Kyami Clarke
FILE
TIME SUBMITTED 10-DEC-2019 05:09AM WORD COUNT 5063
CHARACTER COUNT 29359
ISTAGE4.DOCX (34.61K)
%41
SIMILARITY INDEX
EXCLUDE QUOTES OFF
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Stage 4
ORIGINALITY REPORT
Stage 4
WRITECHECK REPORT
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Article Error You may need to remove this article.
Article Error You may need to use an article before this word.
Article Error You may need to use an article before this word.
Article Error You may need to use an article before this word.
Article Error You may need to use an article before this word. Consider using the article the.
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Article Error You may need to remove this article.
Prep. You may be using the wrong preposition.
Article Error You may need to use an article before this word.
Missing "," You may need to place a comma after this word.
Missing "," You may need to place a comma after this word.
Missing "," You may need to place a comma after this word.
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Compound These two words should be written as one compound word.
Article Error You may need to use an article before this word.
Missing "," You may need to place a comma after this word.
Missing "," You may need to place a comma after this word.
Proofread This part of the sentence contains a grammatical error or misspelled word that makes your meaning
unclear.
Article Error You may need to remove this article.
Missing "," You may need to place a comma after this word.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the sentence to be sure
that it has correct punctuation and that it has an independent clause with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the sentence to be sure
that it has correct punctuation and that it has an independent clause with a complete subject and predicate.
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Article Error You may need to remove this article.
Article Error You may need to use an article before this word.
Sentence Cap. Remember to capitalize the first word of each sentence.
Article Error You may need to use an article before this word.
Article Error You may need to remove this article.
Article Error You may need to use an article before this word.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the sentence to be sure
that it has correct punctuation and that it has an independent clause with a complete subject and predicate.
Sentence Cap. Remember to capitalize the first word of each sentence.
Article Error You may need to remove this article.
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Missing "," You may need to place a comma after this word.
Missing "," You may need to place a comma after this word.
Wrong Form You may have used the wrong form of this word.
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Proofread This part of the sentence contains a grammatical error or misspelled word that makes your meaning
unclear.
S.
PROCUREMENTREPORT.pdf
by Sesanth Kumar CHITTALURI
Submission date: 17-Dec-2021 01:22PM (UTC+0000)
Submission ID: 166817296
File name: PROCUREMENTREPORT.pdf (843.41K)
Word count: 4835
Character count: 28599
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PROCUREMENTREPORT.pdf
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to University of Northumbria at
Newcastle
Student Paper
PROCUREMENTREPORT.pdf
PAGE 1
PAGE 2
Article Error You may need to remove this article.
Prep. You may be using the wrong preposition.
Article Error You may need to remove this article.
PAGE 3
Article Error You may need to use an article before this word.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and tha ...
multitest
by Michael Carpenter
WORD COUNT 2436
CHARACTER COUNT 13586
TIME SUBMITTED 05-DEC-2013 12:50AM
Verb
Verb
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39 %
SIMILARITY INDEX
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multitest
ORIGINALITY REPORT
WRITECHECK REPORT
PAGE 1
Verb
This verb may be incorrect. Proofread the sentence to make sure you have used the correct form of the verb.
PAGE 2
Verb
This verb may be incorrect. Proofread the sentence to make sure you have used the correct form of the verb.
Article Error
You may need to use an article before this word. Consider using the article the.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Article Error
You may need to remove this article.
Prep.
You may be using the wrong preposition.
Article Error
You may need to remove this article.
PAGE 3
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Article Error
You may need to use an article before this word.
Article Error
You may need to use an article before this word. Consider using the article the.
Article Error
You may need to remove this article.
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
P/V
You have used the passive voice in this sentence. Depending upon what you wish to emphasize in the sentence, you may want to
revise it using the active voice.
PAGE 4
Sentence Cap.
Remember to capitalize the first word of each sentence.
Article Error
You may need to remove this article.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Article Error
You may need to use an article before this word.
PAGE 5
Sentence Cap.
Remember to capitalize the first word of each sentence.
Missing ","
You may need to place a comma after this word.
Article Error
You may need to remove this article.
Article Error
You may need to use an article before this word. Consider using the article the.
Article Error
You may need to use an article before this word.
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Article Error
You may need to remove this article.
Run-on
This sentence may be a run-on sentence. Proofread it to see if it contains too many independent clauses or contains independ.
Demographic Winter”: Does it Have an Impact on Indonesia? Population Economic...Tri Cicik Wijayanti
The Turnitin report provides an analysis of a 9,185 word document submitted by An. Dr. Rosyadi et al. identifying potential issues. It found a 6% similarity index with internet sources and publications. The report notes several potential grammatical errors including fragments, run-on sentences, incorrect verb forms, wrong prepositions, missing commas, incorrect article usage and passive voice. It provides the location within the paper for 25 such issues and suggests how to address them to improve clarity, grammar and style.
The document discusses four sentences containing errors related to syntax rules and one error-free sentence. The errors identified include incorrect verb tense following "to infinitive", using an incorrect vocabulary adjective, subject-verb agreement, and a spelling error. The corrections and explanations provided focus on proper application of syntax rules for verb forms, word choice, subject-verb agreement, and spelling.
This document provides guidance on common writing errors such as proper noun vs common noun usage, subject-verb agreement, noun-pronoun agreement, apostrophe usage, comma vs semicolon, prepositions, spelling out acronyms and numbers, tone, sources, plagiarism, paragraph structure, APA format, and reading instructor feedback. The document emphasizes proper grammar, style conventions, and academic integrity in college writing.
PROCUREMENTREPORT.pdf
by Sesanth Kumar CHITTALURI
Submission date: 17-Dec-2021 01:22PM (UTC+0000)
Submission ID: 166817296
File name: PROCUREMENTREPORT.pdf (843.41K)
Word count: 4835
Character count: 28599
11
1
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Prep. Article Error
Article Error
Frag.
Frag.
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Frag.
Frag.
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Article Error Frag.
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52%
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INTERNET SOURCES
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PUBLICATIONS
52%
STUDENT PAPERS
1 52%
Exclude quotes On
Exclude bibliography On
Exclude matches < 10 words
PROCUREMENTREPORT.pdf
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to University of Northumbria at
Newcastle
Student Paper
PROCUREMENTREPORT.pdf
PAGE 1
PAGE 2
Article Error You may need to remove this article.
Prep. You may be using the wrong preposition.
Article Error You may need to remove this article.
PAGE 3
Article Error You may need to use an article before this word.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and that it has an independent clause
with a complete subject and predicate.
Frag. This sentence may be a fragment or may have incorrect punctuation. Proofread the
sentence to be sure that it has correct punctuation and tha ...
multitest
by Michael Carpenter
WORD COUNT 2436
CHARACTER COUNT 13586
TIME SUBMITTED 05-DEC-2013 12:50AM
Verb
Verb
Article Error
Sp.
Article Error
Prep.
Article Error
S/V Article Error
Article Error
Article Error
S/V
P/V
Sentence Cap.
Article Error
Sp. Sp.
Article Error
Sentence Cap. Missing ","
Article Error
Article Error
Article Error
S/V
Article Error
Run-on
Sp.
Pronoun Sp.
Article Error P/V
Wrong ArticleRun-on
Article Error P/V
Article Error Proofread
Sp.
Sp.
Sentence Cap.
Missing ","
Sp.
Wrong Form
P/V
Article Error Sentence Cap.
Article Error
Article Error
P/V
Article Error
39 %
SIMILARITY INDEX
EXCLUDE QUOTES OFF
EXCLUDE BIBLIOGRAPHY OFF
multitest
ORIGINALITY REPORT
WRITECHECK REPORT
PAGE 1
Verb
This verb may be incorrect. Proofread the sentence to make sure you have used the correct form of the verb.
PAGE 2
Verb
This verb may be incorrect. Proofread the sentence to make sure you have used the correct form of the verb.
Article Error
You may need to use an article before this word. Consider using the article the.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Article Error
You may need to remove this article.
Prep.
You may be using the wrong preposition.
Article Error
You may need to remove this article.
PAGE 3
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Article Error
You may need to use an article before this word.
Article Error
You may need to use an article before this word. Consider using the article the.
Article Error
You may need to remove this article.
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
P/V
You have used the passive voice in this sentence. Depending upon what you wish to emphasize in the sentence, you may want to
revise it using the active voice.
PAGE 4
Sentence Cap.
Remember to capitalize the first word of each sentence.
Article Error
You may need to remove this article.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Sp.
This word is misspelled. Use a dictionary or spellchecker when you proofread your work.
Article Error
You may need to use an article before this word.
PAGE 5
Sentence Cap.
Remember to capitalize the first word of each sentence.
Missing ","
You may need to place a comma after this word.
Article Error
You may need to remove this article.
Article Error
You may need to use an article before this word. Consider using the article the.
Article Error
You may need to use an article before this word.
S/V
This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Article Error
You may need to remove this article.
Run-on
This sentence may be a run-on sentence. Proofread it to see if it contains too many independent clauses or contains independ.
Demographic Winter”: Does it Have an Impact on Indonesia? Population Economic...Tri Cicik Wijayanti
The Turnitin report provides an analysis of a 9,185 word document submitted by An. Dr. Rosyadi et al. identifying potential issues. It found a 6% similarity index with internet sources and publications. The report notes several potential grammatical errors including fragments, run-on sentences, incorrect verb forms, wrong prepositions, missing commas, incorrect article usage and passive voice. It provides the location within the paper for 25 such issues and suggests how to address them to improve clarity, grammar and style.
The document discusses four sentences containing errors related to syntax rules and one error-free sentence. The errors identified include incorrect verb tense following "to infinitive", using an incorrect vocabulary adjective, subject-verb agreement, and a spelling error. The corrections and explanations provided focus on proper application of syntax rules for verb forms, word choice, subject-verb agreement, and spelling.
This document provides guidance on common writing errors such as proper noun vs common noun usage, subject-verb agreement, noun-pronoun agreement, apostrophe usage, comma vs semicolon, prepositions, spelling out acronyms and numbers, tone, sources, plagiarism, paragraph structure, APA format, and reading instructor feedback. The document emphasizes proper grammar, style conventions, and academic integrity in college writing.
This document discusses common errors in sentence structure and punctuation that are frequently tested on the ACT: sentence fragments, run-ons and comma splices, misplaced modifiers, non-parallel construction, and incorrect use of apostrophes. It provides examples of each error type and strategies for identifying them, such as checking that modifiers are placed near the words they modify and that lists have parallel grammatical structure. Mastering the rules of sentence construction and punctuation is important for the ACT English section.
This document provides an overview of proper grammar rules, specifically around comma usage. It begins by stating that the idea of "proper English" is subjective, and the purpose of language is effective communication. It then explains that standard English is expected in academic settings. The document dedicates most of its length to explaining the six main rules for comma usage: 1) between two independent clauses joined by a conjunction, 2) after an introductory clause, 3) around dependent clauses in the middle of a sentence, 4) to separate items in a list, 5) to set off a quote, and 6) in dates. Examples are provided to illustrate each rule.
This document provides guidance on writing a cover letter for an academic essay. It explains that the cover letter should introduce the essay to the reader and provide context about the writing process that the reader would not otherwise know. It recommends discussing strengths and weaknesses of the essay, revisions made, lessons learned, and influences from others. The letter should be about half a page and reflect both the pleasures and struggles of writing. Common writing errors like comma splices, fused sentences, and fragments are also defined and examples are provided for correcting these issues.
Punctuation marks are essential in writing to show sentence structure and clarify meaning. This document provides guidance on using commas, semicolons, colons, apostrophes, hyphens, and other punctuation correctly. Rules and examples are given for using each punctuation mark in sentences, lists, quotations, abbreviations and more. Mastering punctuation helps create writing that is easy to understand.
Use what you have learned so far to bring variety in your writing. U.pdfrohit219406
Use what you have learned so far to bring variety in your writing. Use the following lines or your
own sheet of paper to write six sentences that practice each basic sentence pattern. When you
have finished, label each part of the sentence (S, V, LV, N, Adj, Adv, DO, IO).
1. ________________________________________________________________
2. ________________________________________________________________
3. ________________________________________________________________
4. ________________________________________________________________
5. ________________________________________________________________
6. ________________________________________________________________
Solution
The sentences you have encountered so far have been independent clauses. As you look more
closely at your past writing assignments, you may notice that some of your sentences are not
complete. A sentence that is missing a subject or a verb is called a fragment. A fragment may
include a description or may express part of an idea, but it does not express a complete thought.
Fragment: Children helping in the kitchen.
Complete sentence: Children helping in the kitchen often make a mess.
You can easily fix a fragment by adding the missing subject or verb. In the example, the sentence
was missing a verb. Adding often make a mess creates an S-V-N sentence structure. Figure 3.1
illustrates how you can edit a fragment to become a complete sentence.
Editing Fragments That Are Missing a Subject or a Verb
Fragment: Told her about the broken vase.
Complete sentence: I told her about the broken vase.
Complete sentence: The store down on Main Street sells music.
Common Sentence Errors
Fragments often occur because of some common errors, such as starting a sentence with a
preposition, a dependent word, an infinitive, or a gerund. If you use the six basic sentence
patterns when you write, you should be able to avoid these errors and thus avoid writing
fragments.
When you see a preposition, check to see that it is part of a sentence containing a subject and a
verb. If it is not connected to a complete sentence, it is a fragment, and you will need to fix this
type of fragment by combining it with another sentence. You can add the prepositional phrase to
the end of the sentence. If you add it to the beginning of the other sentence, insert a comma after
the prepositional phrase. Look at the examples. Figure 3.2 illustrates how you can edit a
fragment that begins with a preposition.
Example A:
[Incorrect: After walking over two miles. John remembered his wallet. Correct: After walking
over two miles, John remembered his wallet. Correct: John remembered his wallet after walking
over two miles.]
Example B:
[Incorrect: The dog growled at the vacuum cleaner. When it was switched on. Correct: When the
vacuum cleaner was switched on, the dog growled. Correct: The dog growled at the vacuum
cleaner when it was switched on.]
Clauses that start with a dependent word—such as since, because, without.
The semicolon has two main uses: to connect two independent clauses and to serve as a "super comma" when items in a list already contain commas. It can also be used in a few minor situations, such as introducing a list preceded by a connecting word or joining two sentences connected by a conjunction when the first sentence already contains commas. Mastering the two primary uses of connecting independent clauses and serving as a super comma will allow you to use semicolons correctly in most situations.
This document provides the agenda and notes for an EWRT 1A class. It includes presentations and workshops on revision strategies, MLA formatting, editing for wordiness, compound sentences, and dangling modifiers. It also provides guidance on developing revision strategies like reading aloud, isolating specific problems, and using surface level techniques. Students are assigned homework to revise their draft essay using feedback, and submit it in MLA format along with posting drafts and revisions of descriptive passages.
The document discusses paraphrasing and its importance in academic writing. It defines paraphrasing as restating the ideas of another in one's own words and provides reasons for paraphrasing, including avoiding plagiarism. The document also offers techniques for paraphrasing, such as using synonyms, changing word order or grammar, and provides examples of paraphrasing. It emphasizes accurately conveying the meaning of the original text when paraphrasing.
This document discusses revising and proofreading business messages to improve conciseness. It provides tips for eliminating wordiness including reducing wordy phrases and outdated expressions. Examples show revising sentences by using more precise verbs and vivid adjectives. The document also discusses proofreading techniques such as using proofreading marks and having others check work.
Draft 1by Alberto CoelloWORD COUNT 2243CHARACTER COUNT.docxjacksnathalie
Draft 1
by Alberto Coello
WORD COUNT 2243
CHARACTER COUNT 11990
TIME SUBMITTED 24-JUL-2013 09:48AM
PAPER ID 342162773
Possessive
Article Error
Proofread
Missing ","
Run-on
Awkward
Proofread
Missing ","
Article Error
Article Error
S/V
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Article Error
Article Error
Del.
Run-on
Hyph.
Article Error
Hyph.
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Missing ","
P/V Wrong Article
Missing ","
Sp.
FINAL GRADE
95 / 100
GRADEMARK REPORT
GENERAL COMMENTS
PAGE 1
PossessivePossessive
Additional Comment: groups'
A rticle ErrorA rticle Error You may need to use an article before this word.
ProofreadProofread This part of the sentence contains an error or misspelling that makes your meaning unclear.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
Run- onRun- on This sentence may be a run-on sentence.
PAGE 2
ProofreadProofread This part of the sentence contains an error or misspelling that makes your meaning unclear.
Additional Comment: Probably prefer "invaded" to intruded.
A w kw ardA w kw ard An awkward sentence can take a variety of forms, so defining the awkward sentence as an error is difficult.
Sometimes there may not be anything wrong with the sentence, but it may just be rough reading:
Combining those chemicals could be dangerous, which is a good idea to wear goggles.
Speaking strictly grammatically, the sentence above is functional. However, is the adjective clause "which is a good idea
to wear goggles," the best possible choice of sentence structure? What is the relationship between the adjective clause
"which is a good idea to wear goggles" and the independent clause "Combining those chemicals could be dangerous?" If
an adjective clause is the correct usage, then what is "which is a good idea to wear goggles" modifying? Might there be a
different type of relationship between clauses? Might it be a cause-and-effect relationship? If it is cause-and-effect, then
a coordinating conjunction such as "so" might be more effective:
Combining those chemicals could be dangerous, so it is a good idea to wear goggles.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
A rticle ErrorA rticle Error You may need to use an article before this word.
A rticle ErrorA rticle Error You may need to use an article before this word.
S /VS /V This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Additional Comment: The majority of
Missing " ,"Missing " ," Review the rules for using punctuation marks.
PAGE 3
A rticle ErrorA rticle Error You may need to use an article before this word.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
A rticle ErrorA rticle Error You may need to remove this article.
A rticle ErrorA rticle Error You may need to use an article before this word.
PAGE 4
A rticle ErrorA rticle Error You may need to use an article before ...
SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
Ssalinas_ThreeMountainsRegionalHospitalCodeofEthics73119.docx
Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
Three Mountains Regional Hospital Code of Ethics
Sharlene Salinas
Professor Bradshaw
HSA4210
July 31, 2019
Three Mountains Regional Hospital Code of Ethics
Progressive developments in science and technology in the 20th century contributed to advances in healthcare and medicine that have helped many lives. Healthcare professionals are confronted with ethical dilemmas and moral questions as the context in which healthcare is provided keeps on changing. Healthcare specialists are required to be dedicated to excellence within their professional practice of promoting community, organizational, family, and individual health. Healthcare code of ethics provides a platform for shared professional values (Wocial & Tarzian, 2015). It is the responsibility of healthcare specialists to reach the best possible standards of conduct and to encourage these ethical practices to those with whom they work together. Healthcare professionals are facing challenges as the context in which healthcare is provided keeps on changing.
The Three Mountains Regional Hospital code of ethics will clarify the roles and responsibilities within the healthcare profession. The code of ethics will also guide the healthcare professionals on addressing common ethical questions. With 15,000 admissions annually, the Three Mountains Regional Hospital requires a code of ethics that will guide the healthcare professionals in the hospital in dealing with such a capacity. Healthcare professionals from the hospital will be defined by their purpose but not their job description (Turner & Epstein, 2015). The proposed code of ethics will inform individual decision-making when faced with ethical situations within a given relationship or role at the Three Mountains Regional Hospital.
Ethics are an essential part of healthcare, and they should provide value in practical situations. The proposed code of ethics will provide a structure and shape to the Three Mountains Regional Hospital’s environment and summarize the healthcare organization’s ethical position. The code of ethics will describe the ethical attitude shared by healthcare workers at Three Mountains Regional Hospital, and it will be valuable and influential on the success of the healthcare organization. The mission of the code of ethics is to guide the hospital is leading the way to a healthier community through the provision of quality care.
Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
· Protect the intellectual, physical, and electronic property of the hospital (Hoppe & Lenk, 2016).
· Promote a healthy, secure, and safe working environment (Merry & Walton, 2017).
· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
· Protect and respect the privacy and confidentiality of all individuals and informat.
Spring 2020Professor Tim SmithE mail [email protected]Teach.docxsusanschei
Spring 2020
Professor: Tim Smith E mail: [email protected]
Teaching Assistant: Ray Kim E mail [email protected]
Office hours: PLF South 113 TBA
EVOLUTION OF ROCK
MCY 127
Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docxsusanschei
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
Sports Business Landscape Graphic OrganizerContent.docxsusanschei
This document outlines key aspects of careers in the sports business industry including content providers, distribution channels, goods and service providers, common job titles, typical training and education requirements, standard job roles and responsibilities, average salary outlooks, current job availability in various locations, and overall job outlooks along with potential pros and cons of different positions.
Spring 2020Carlow University Department of Psychology & Co.docxsusanschei
Spring 2020
Carlow University
Department of Psychology & Counseling
Professional Counseling Program
LGBT Lives Cultures & Theories
PRC-742-G1, PY-235-DA, WS-237-DA
3 Credits; No Prerequisites
Course Syllabus- Spring 2020
Wednesday’s 6:00pm-8:30pm
Instructor: Michelle Colarusso, Ph.D., LPC, NCC Office: TBD
Cell phone: 724-396-9769 E-mail: [email protected]
Office hours: By appointment only Location: Antonian Hall 403
Carlow's Mission Statement
The mission of Carlow University, a Catholic liberal arts university, is to involve persons, primarily women, in a process of self-directed, lifelong learning which will free them to think clearly and creatively, to discover and to challenge or affirm cultural and aesthetic values, to respond reverently and sensitively to God and others, and to render competent and compassionate service in personal and professional life.
Course Description
This course will address issues related to counseling gay, lesbian, bisexual and transgender clients. These include issues of sexual identity development, coming out, homophobia and heterosexism, family and relationship issues, multicultural issues, youth, aging, spirituality, HIV/AIDS, and substance abuse as well as ethical and professional issues in working with gay, lesbian, bisexual and transgender clients through affirmative counseling/therapy.
Learning Outcomes and Assessment
What students will learn
How students will learn it
How students will demonstrate learning
Impact dominant culture has on LGBT individuals
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Multifaceted issues facing specific LGBT populations
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Familiarize themselves with theories of identity development
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Affirmative counseling/therapy and their knowledge and skill in providing it.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Variety of counseling issues that have particular relevance to LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Access to local and national resources available to assist in work with LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Course Requirements and Resources
Methods of Involvement & Examination
Methods of Instruction
Classes will consist of didactic and experiential elements, including lectures, large and small group discussions, modeling, structured role-plays and simulations, live or video demonstrations, and student presentations in class and on CelticOnline/Schoolology. Primary methods include lecture/discussion, readings, and a variety of experiential exercises. Students will immurse themselves into the LGBTQ Cul.
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMESSpotlight ARTWORK.docxsusanschei
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
Spotlight ARTWORK Tara DonovanUntitled, 2008, polyester film
HBR.ORG
What Is
the Theory
f ̂ Fiof
y
Firm?
Focus less on competitive advantage and more on growth
that creates value, by Todd Zenger
f asked to define strategy, most execu-
tives would probably come up with
something like this: Strategy involves
discovering and targeting attractive
markets and then crafting positions that
deliver sustained competitive advan-
tage in them. Companies achieve these
positions by configuring and arranging
resources and activities to provide either
unique value to customers or common
value at a uniquely low cost. This view of strategy as
position remains central in business school curricula
around the globe: Valuable positions, protected from
imitation and appropriation, provide sustained profit
streams.
Unfortunately, investors don't reward senior
managers for simply occupying and defending po-
sitions. Equity markets are full of companies with
powerful positions and sluggish stock prices. The
retail giant Walmart is a case in point. Few people
would dispute that it remains a remarkable firm. Its
early focus on building a regionally dense network
of stores in small towns delivered a strong positional
advantage. Complementary choices regarding ad-
vertising, pricing, and information technology all
continue to support its low-cost and flexibly mer-
chandised stores.
Despite this strong position and a successful stra-
tegic rollout, Walmart's equity price has seen little
growth for most of the past 12 or 13 years. That's be-
cause the ongoing rollout was anticipated long ago,
and investors seek evidence of newly discovered
value—value of compounding magnitude. Merely
sustaining prior financial returns, even if they are
outstanding, does not significantly increase share
price; tomorrow's positive surprises must be worth
more than yesterday's.
Not surprisingly, I consistently advise MBA stu-
dents that if they're confronted with a choice be-
tween leading a poorly run company and leading a
well-run one, they should choose the former. Imag-
ine assuming the reins of GE from Jack Welch in Sep-
tember 2001 with shareholders' having enjoyed a 40-
fold increase in value over the prior two decades. The
expectations baked into the share price of a company
like that are daunting, to say the least.
To make matters worse, attempts to grow often
undermine a company's current market position.
As Michael Porter, the leading proponent of strat-
egy as positioning, has argued, "Efforts to grow blur
June 2013 Harvard Business Review 73
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
uniqueness, create compromises, reduce fit, and
ultimately undermine competitive advantage. In
fact, the growth imperative is hazardous to strategy."
Quite simply, the logic of this perspective not only
provides little guidance about how to sustain value
creation but also discourages growth that might in
einy way move a compeiny away from i.
Sport Ticket sales staff trainingChapter 4Sales .docxsusanschei
Sport Ticket sales staff training
Chapter 4
Sales Staff
Developed not born
Skill set of a seller
Different to skill set of a manager
Sales process
Develop lifelong relationship with purchaser
Best source of increasing business
Upselling
Referrals
Sales Department
Recruit
Train
Develop
Motivate
Retain
Recommendations
Balance in house and outsourced
Communication between sales manager and sales staff
Success celebrations
Gather feedback from sales staff
Recruiting/Hiring
Personality, creativity (intangibles)
Fit with organization
Dress for success (opportunity taken seriously)
Positive attitude
Welcoming personality
Poised/confident (not over confident)
Initiative (carry conversation)
Energy, enthusiasm, commitment
Sales positions
10-20 inside sales staff
Supervisor to staff ratio 1:8
Annual training
New employee training (1 week to 1 month)
Ideal structure
8-16 Part-time
2 ½ months than ready to replace nonperforming FT
6-8 full time season ticket dedicated
3-6 full time group sales dedicated
Self-training
One book per month, mentor, seminars, practice
Sales Culture
Desired outcomes
Effectiveness
Productivity
Stability
Long term growth
Created by the sales manager (leadership)
Orlando Magic three A’s
Action
Visible displays
Find needs, wants, desires of employees
Reward accomplishments
Attitude
Believe in sales staff
Atmosphere
Visible signs of success
gong
Retaining/Motivating
Database management
Lead distribution
Reporting
Evaluation
Satisfy need of employees first
Better able to meet customer needs
Achieve organizational goals
Four types of sales employees
Competitor
Rivalries, win contests
It’s All About me
Recognized as best
Achiever Team Builder
Recognition of achievements, group success
Empathetic Seller
Cultivate relationships, not volume producers
Sales Career
Exploration
Establishment
Maintenance
Disengagement
Employee rate feeling appreciated and informed as top want
Sport Consumer Incentivization
Chapter 3
Incentives
Depend on consumption motives
Items of perceived value that add to offer
Overcome indifference or resistance
Later stage of buying/communication process
Price based incentives
Discounting core product damaging
Contingency based
Consumer action (provide info, prior purchase, etc) prior to price reduction
Attract infrequent customers
8% increase in attendance (top 10, 2004)
“cherry pickers” – only attend with promotion
MLB
14% increase, 2% watering down effect, more is better, weekdays (vs. high attendance – max total entertainment value)
Incentives continued
Rule changes, star players (consumption incentive)
Place based incentives
26 fundamental motives for sport consumption
Primary motives
Achievement
Ordinary runners (sense of accomplishment)
Perfect attendance
Vicarious achievement (enhance self esteem through success of athlete)
Sponsors – increased sales volume, exposure
Craft
Developing or observing physical skill
Winning record – highest predictor of attendance/s.
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, gl.docxsusanschei
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, glass plates, phenolic sheets, polyurethane resin; modules 100 x 100 x 8 cm
Installation view at Lehmann Maupin Gallery, New York
Why We Love
to Hate HR
...and What HR
Can Do About It
by Peter Cappelli
SPOTLIGHT ON RETHINKING HUMAN RESOURCES
Peter Cappelli is a
professor of management
at the Wharton School and
the author of several books,
including Will College
Pay Off? A Guide to the
Most Important Financial
Decision You’ll Ever Make
(PublicAffairs, 2015).
HBR.ORG
July–August 2015 Harvard Business Review 55
These feelings aren’t new. They’ve erupted now
and in the past because we don’t like being told how
to behave—and no other group in organizational life,
not even finance, bosses us around as systematically
as HR does. We get defensive when we’re instructed
to change how we interact with people, especially
those who report to us, because that goes right to the
core of who we are. What’s more, HR makes us per-
form tasks we dislike, such as documenting problems
with employees. And it prevents us from doing what
we want, such as hiring someone we “just know” is
a good fit. Its directives affect every person in the
organization, right up to the top, every single day.
The complaints also have a cyclical quality—
they’re driven largely by the business context. Usu-
ally when companies are struggling with labor issues,
HR is seen as a valued leadership partner. When
things are going more smoothly all around, manag-
ers tend to think, “What’s HR doing for us, anyway?”
This doesn’t mean that HR is above reproach.
Quite the contrary: It has plenty of room to improve,
and this is a moment of enormous opportunity. Little
has been done in the past few decades to examine the
value of widely used practices that are central to how
companies operate. By separating the effective from
the worthless, HR leaders can secure huge payoffs for
their organizations. But it’s important to understand
HR’s tumultuous history with business leaders and
the economy before turning our attention to what the
function should be doing now and in the future.
The “Personnel” Pendulum
How top executives feel about HR pretty reliably re-
flects what’s going on in the U.S. economy. When the
economy is down and the labor market is slack, they
see HR as a nuisance. But sentiments change when
labor tightens up and HR practices become essential
to companies’ immediate success.
Think back to the Great Depression. People would
put up with nearly anything to stay employed. Line
managers complained that personnel departments
were getting in the way of better performance, which
they thought could be achieved with the “drive” sys-
tem: threatening workers and sometimes even hit-
ting them if they failed to measure up.
Similarly, business leaders didn’t put a lot of
stock in HR during the 2001 and 2008 recessions, be-
cause employees—keenly aware of how replaceable
th.
Sponsorship Works 2018 8PROJECT DETAILSSponsorship tit.docxsusanschei
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH
– Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark
in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi
Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the.
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This document discusses common errors in sentence structure and punctuation that are frequently tested on the ACT: sentence fragments, run-ons and comma splices, misplaced modifiers, non-parallel construction, and incorrect use of apostrophes. It provides examples of each error type and strategies for identifying them, such as checking that modifiers are placed near the words they modify and that lists have parallel grammatical structure. Mastering the rules of sentence construction and punctuation is important for the ACT English section.
This document provides an overview of proper grammar rules, specifically around comma usage. It begins by stating that the idea of "proper English" is subjective, and the purpose of language is effective communication. It then explains that standard English is expected in academic settings. The document dedicates most of its length to explaining the six main rules for comma usage: 1) between two independent clauses joined by a conjunction, 2) after an introductory clause, 3) around dependent clauses in the middle of a sentence, 4) to separate items in a list, 5) to set off a quote, and 6) in dates. Examples are provided to illustrate each rule.
This document provides guidance on writing a cover letter for an academic essay. It explains that the cover letter should introduce the essay to the reader and provide context about the writing process that the reader would not otherwise know. It recommends discussing strengths and weaknesses of the essay, revisions made, lessons learned, and influences from others. The letter should be about half a page and reflect both the pleasures and struggles of writing. Common writing errors like comma splices, fused sentences, and fragments are also defined and examples are provided for correcting these issues.
Punctuation marks are essential in writing to show sentence structure and clarify meaning. This document provides guidance on using commas, semicolons, colons, apostrophes, hyphens, and other punctuation correctly. Rules and examples are given for using each punctuation mark in sentences, lists, quotations, abbreviations and more. Mastering punctuation helps create writing that is easy to understand.
Use what you have learned so far to bring variety in your writing. U.pdfrohit219406
Use what you have learned so far to bring variety in your writing. Use the following lines or your
own sheet of paper to write six sentences that practice each basic sentence pattern. When you
have finished, label each part of the sentence (S, V, LV, N, Adj, Adv, DO, IO).
1. ________________________________________________________________
2. ________________________________________________________________
3. ________________________________________________________________
4. ________________________________________________________________
5. ________________________________________________________________
6. ________________________________________________________________
Solution
The sentences you have encountered so far have been independent clauses. As you look more
closely at your past writing assignments, you may notice that some of your sentences are not
complete. A sentence that is missing a subject or a verb is called a fragment. A fragment may
include a description or may express part of an idea, but it does not express a complete thought.
Fragment: Children helping in the kitchen.
Complete sentence: Children helping in the kitchen often make a mess.
You can easily fix a fragment by adding the missing subject or verb. In the example, the sentence
was missing a verb. Adding often make a mess creates an S-V-N sentence structure. Figure 3.1
illustrates how you can edit a fragment to become a complete sentence.
Editing Fragments That Are Missing a Subject or a Verb
Fragment: Told her about the broken vase.
Complete sentence: I told her about the broken vase.
Complete sentence: The store down on Main Street sells music.
Common Sentence Errors
Fragments often occur because of some common errors, such as starting a sentence with a
preposition, a dependent word, an infinitive, or a gerund. If you use the six basic sentence
patterns when you write, you should be able to avoid these errors and thus avoid writing
fragments.
When you see a preposition, check to see that it is part of a sentence containing a subject and a
verb. If it is not connected to a complete sentence, it is a fragment, and you will need to fix this
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fragment that begins with a preposition.
Example A:
[Incorrect: After walking over two miles. John remembered his wallet. Correct: After walking
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over two miles.]
Example B:
[Incorrect: The dog growled at the vacuum cleaner. When it was switched on. Correct: When the
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cleaner when it was switched on.]
Clauses that start with a dependent word—such as since, because, without.
The semicolon has two main uses: to connect two independent clauses and to serve as a "super comma" when items in a list already contain commas. It can also be used in a few minor situations, such as introducing a list preceded by a connecting word or joining two sentences connected by a conjunction when the first sentence already contains commas. Mastering the two primary uses of connecting independent clauses and serving as a super comma will allow you to use semicolons correctly in most situations.
This document provides the agenda and notes for an EWRT 1A class. It includes presentations and workshops on revision strategies, MLA formatting, editing for wordiness, compound sentences, and dangling modifiers. It also provides guidance on developing revision strategies like reading aloud, isolating specific problems, and using surface level techniques. Students are assigned homework to revise their draft essay using feedback, and submit it in MLA format along with posting drafts and revisions of descriptive passages.
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Draft 1by Alberto CoelloWORD COUNT 2243CHARACTER COUNT.docxjacksnathalie
Draft 1
by Alberto Coello
WORD COUNT 2243
CHARACTER COUNT 11990
TIME SUBMITTED 24-JUL-2013 09:48AM
PAPER ID 342162773
Possessive
Article Error
Proofread
Missing ","
Run-on
Awkward
Proofread
Missing ","
Article Error
Article Error
S/V
Missing ","
Article Error
Missing ","
Article Error
Article Error
Article Error
Del.
Run-on
Hyph.
Article Error
Hyph.
Missing ","
Article Error
Missing ","
P/V Wrong Article
Missing ","
Sp.
FINAL GRADE
95 / 100
GRADEMARK REPORT
GENERAL COMMENTS
PAGE 1
PossessivePossessive
Additional Comment: groups'
A rticle ErrorA rticle Error You may need to use an article before this word.
ProofreadProofread This part of the sentence contains an error or misspelling that makes your meaning unclear.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
Run- onRun- on This sentence may be a run-on sentence.
PAGE 2
ProofreadProofread This part of the sentence contains an error or misspelling that makes your meaning unclear.
Additional Comment: Probably prefer "invaded" to intruded.
A w kw ardA w kw ard An awkward sentence can take a variety of forms, so defining the awkward sentence as an error is difficult.
Sometimes there may not be anything wrong with the sentence, but it may just be rough reading:
Combining those chemicals could be dangerous, which is a good idea to wear goggles.
Speaking strictly grammatically, the sentence above is functional. However, is the adjective clause "which is a good idea
to wear goggles," the best possible choice of sentence structure? What is the relationship between the adjective clause
"which is a good idea to wear goggles" and the independent clause "Combining those chemicals could be dangerous?" If
an adjective clause is the correct usage, then what is "which is a good idea to wear goggles" modifying? Might there be a
different type of relationship between clauses? Might it be a cause-and-effect relationship? If it is cause-and-effect, then
a coordinating conjunction such as "so" might be more effective:
Combining those chemicals could be dangerous, so it is a good idea to wear goggles.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
A rticle ErrorA rticle Error You may need to use an article before this word.
A rticle ErrorA rticle Error You may need to use an article before this word.
S /VS /V This subject and verb may not agree. Proofread the sentence to make sure the subject agrees with the verb.
Additional Comment: The majority of
Missing " ,"Missing " ," Review the rules for using punctuation marks.
PAGE 3
A rticle ErrorA rticle Error You may need to use an article before this word.
Missing " ,"Missing " ," Review the rules for using punctuation marks.
A rticle ErrorA rticle Error You may need to remove this article.
A rticle ErrorA rticle Error You may need to use an article before this word.
PAGE 4
A rticle ErrorA rticle Error You may need to use an article before ...
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SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
Ssalinas_ThreeMountainsRegionalHospitalCodeofEthics73119.docx
Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
Three Mountains Regional Hospital Code of Ethics
Sharlene Salinas
Professor Bradshaw
HSA4210
July 31, 2019
Three Mountains Regional Hospital Code of Ethics
Progressive developments in science and technology in the 20th century contributed to advances in healthcare and medicine that have helped many lives. Healthcare professionals are confronted with ethical dilemmas and moral questions as the context in which healthcare is provided keeps on changing. Healthcare specialists are required to be dedicated to excellence within their professional practice of promoting community, organizational, family, and individual health. Healthcare code of ethics provides a platform for shared professional values (Wocial & Tarzian, 2015). It is the responsibility of healthcare specialists to reach the best possible standards of conduct and to encourage these ethical practices to those with whom they work together. Healthcare professionals are facing challenges as the context in which healthcare is provided keeps on changing.
The Three Mountains Regional Hospital code of ethics will clarify the roles and responsibilities within the healthcare profession. The code of ethics will also guide the healthcare professionals on addressing common ethical questions. With 15,000 admissions annually, the Three Mountains Regional Hospital requires a code of ethics that will guide the healthcare professionals in the hospital in dealing with such a capacity. Healthcare professionals from the hospital will be defined by their purpose but not their job description (Turner & Epstein, 2015). The proposed code of ethics will inform individual decision-making when faced with ethical situations within a given relationship or role at the Three Mountains Regional Hospital.
Ethics are an essential part of healthcare, and they should provide value in practical situations. The proposed code of ethics will provide a structure and shape to the Three Mountains Regional Hospital’s environment and summarize the healthcare organization’s ethical position. The code of ethics will describe the ethical attitude shared by healthcare workers at Three Mountains Regional Hospital, and it will be valuable and influential on the success of the healthcare organization. The mission of the code of ethics is to guide the hospital is leading the way to a healthier community through the provision of quality care.
Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
· Protect the intellectual, physical, and electronic property of the hospital (Hoppe & Lenk, 2016).
· Promote a healthy, secure, and safe working environment (Merry & Walton, 2017).
· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
· Protect and respect the privacy and confidentiality of all individuals and informat.
Spring 2020Professor Tim SmithE mail [email protected]Teach.docxsusanschei
Spring 2020
Professor: Tim Smith E mail: [email protected]
Teaching Assistant: Ray Kim E mail [email protected]
Office hours: PLF South 113 TBA
EVOLUTION OF ROCK
MCY 127
Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docxsusanschei
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
Sports Business Landscape Graphic OrganizerContent.docxsusanschei
This document outlines key aspects of careers in the sports business industry including content providers, distribution channels, goods and service providers, common job titles, typical training and education requirements, standard job roles and responsibilities, average salary outlooks, current job availability in various locations, and overall job outlooks along with potential pros and cons of different positions.
Spring 2020Carlow University Department of Psychology & Co.docxsusanschei
Spring 2020
Carlow University
Department of Psychology & Counseling
Professional Counseling Program
LGBT Lives Cultures & Theories
PRC-742-G1, PY-235-DA, WS-237-DA
3 Credits; No Prerequisites
Course Syllabus- Spring 2020
Wednesday’s 6:00pm-8:30pm
Instructor: Michelle Colarusso, Ph.D., LPC, NCC Office: TBD
Cell phone: 724-396-9769 E-mail: [email protected]
Office hours: By appointment only Location: Antonian Hall 403
Carlow's Mission Statement
The mission of Carlow University, a Catholic liberal arts university, is to involve persons, primarily women, in a process of self-directed, lifelong learning which will free them to think clearly and creatively, to discover and to challenge or affirm cultural and aesthetic values, to respond reverently and sensitively to God and others, and to render competent and compassionate service in personal and professional life.
Course Description
This course will address issues related to counseling gay, lesbian, bisexual and transgender clients. These include issues of sexual identity development, coming out, homophobia and heterosexism, family and relationship issues, multicultural issues, youth, aging, spirituality, HIV/AIDS, and substance abuse as well as ethical and professional issues in working with gay, lesbian, bisexual and transgender clients through affirmative counseling/therapy.
Learning Outcomes and Assessment
What students will learn
How students will learn it
How students will demonstrate learning
Impact dominant culture has on LGBT individuals
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Multifaceted issues facing specific LGBT populations
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Familiarize themselves with theories of identity development
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Affirmative counseling/therapy and their knowledge and skill in providing it.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Variety of counseling issues that have particular relevance to LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Access to local and national resources available to assist in work with LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Course Requirements and Resources
Methods of Involvement & Examination
Methods of Instruction
Classes will consist of didactic and experiential elements, including lectures, large and small group discussions, modeling, structured role-plays and simulations, live or video demonstrations, and student presentations in class and on CelticOnline/Schoolology. Primary methods include lecture/discussion, readings, and a variety of experiential exercises. Students will immurse themselves into the LGBTQ Cul.
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMESSpotlight ARTWORK.docxsusanschei
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
Spotlight ARTWORK Tara DonovanUntitled, 2008, polyester film
HBR.ORG
What Is
the Theory
f ̂ Fiof
y
Firm?
Focus less on competitive advantage and more on growth
that creates value, by Todd Zenger
f asked to define strategy, most execu-
tives would probably come up with
something like this: Strategy involves
discovering and targeting attractive
markets and then crafting positions that
deliver sustained competitive advan-
tage in them. Companies achieve these
positions by configuring and arranging
resources and activities to provide either
unique value to customers or common
value at a uniquely low cost. This view of strategy as
position remains central in business school curricula
around the globe: Valuable positions, protected from
imitation and appropriation, provide sustained profit
streams.
Unfortunately, investors don't reward senior
managers for simply occupying and defending po-
sitions. Equity markets are full of companies with
powerful positions and sluggish stock prices. The
retail giant Walmart is a case in point. Few people
would dispute that it remains a remarkable firm. Its
early focus on building a regionally dense network
of stores in small towns delivered a strong positional
advantage. Complementary choices regarding ad-
vertising, pricing, and information technology all
continue to support its low-cost and flexibly mer-
chandised stores.
Despite this strong position and a successful stra-
tegic rollout, Walmart's equity price has seen little
growth for most of the past 12 or 13 years. That's be-
cause the ongoing rollout was anticipated long ago,
and investors seek evidence of newly discovered
value—value of compounding magnitude. Merely
sustaining prior financial returns, even if they are
outstanding, does not significantly increase share
price; tomorrow's positive surprises must be worth
more than yesterday's.
Not surprisingly, I consistently advise MBA stu-
dents that if they're confronted with a choice be-
tween leading a poorly run company and leading a
well-run one, they should choose the former. Imag-
ine assuming the reins of GE from Jack Welch in Sep-
tember 2001 with shareholders' having enjoyed a 40-
fold increase in value over the prior two decades. The
expectations baked into the share price of a company
like that are daunting, to say the least.
To make matters worse, attempts to grow often
undermine a company's current market position.
As Michael Porter, the leading proponent of strat-
egy as positioning, has argued, "Efforts to grow blur
June 2013 Harvard Business Review 73
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
uniqueness, create compromises, reduce fit, and
ultimately undermine competitive advantage. In
fact, the growth imperative is hazardous to strategy."
Quite simply, the logic of this perspective not only
provides little guidance about how to sustain value
creation but also discourages growth that might in
einy way move a compeiny away from i.
Sport Ticket sales staff trainingChapter 4Sales .docxsusanschei
Sport Ticket sales staff training
Chapter 4
Sales Staff
Developed not born
Skill set of a seller
Different to skill set of a manager
Sales process
Develop lifelong relationship with purchaser
Best source of increasing business
Upselling
Referrals
Sales Department
Recruit
Train
Develop
Motivate
Retain
Recommendations
Balance in house and outsourced
Communication between sales manager and sales staff
Success celebrations
Gather feedback from sales staff
Recruiting/Hiring
Personality, creativity (intangibles)
Fit with organization
Dress for success (opportunity taken seriously)
Positive attitude
Welcoming personality
Poised/confident (not over confident)
Initiative (carry conversation)
Energy, enthusiasm, commitment
Sales positions
10-20 inside sales staff
Supervisor to staff ratio 1:8
Annual training
New employee training (1 week to 1 month)
Ideal structure
8-16 Part-time
2 ½ months than ready to replace nonperforming FT
6-8 full time season ticket dedicated
3-6 full time group sales dedicated
Self-training
One book per month, mentor, seminars, practice
Sales Culture
Desired outcomes
Effectiveness
Productivity
Stability
Long term growth
Created by the sales manager (leadership)
Orlando Magic three A’s
Action
Visible displays
Find needs, wants, desires of employees
Reward accomplishments
Attitude
Believe in sales staff
Atmosphere
Visible signs of success
gong
Retaining/Motivating
Database management
Lead distribution
Reporting
Evaluation
Satisfy need of employees first
Better able to meet customer needs
Achieve organizational goals
Four types of sales employees
Competitor
Rivalries, win contests
It’s All About me
Recognized as best
Achiever Team Builder
Recognition of achievements, group success
Empathetic Seller
Cultivate relationships, not volume producers
Sales Career
Exploration
Establishment
Maintenance
Disengagement
Employee rate feeling appreciated and informed as top want
Sport Consumer Incentivization
Chapter 3
Incentives
Depend on consumption motives
Items of perceived value that add to offer
Overcome indifference or resistance
Later stage of buying/communication process
Price based incentives
Discounting core product damaging
Contingency based
Consumer action (provide info, prior purchase, etc) prior to price reduction
Attract infrequent customers
8% increase in attendance (top 10, 2004)
“cherry pickers” – only attend with promotion
MLB
14% increase, 2% watering down effect, more is better, weekdays (vs. high attendance – max total entertainment value)
Incentives continued
Rule changes, star players (consumption incentive)
Place based incentives
26 fundamental motives for sport consumption
Primary motives
Achievement
Ordinary runners (sense of accomplishment)
Perfect attendance
Vicarious achievement (enhance self esteem through success of athlete)
Sponsors – increased sales volume, exposure
Craft
Developing or observing physical skill
Winning record – highest predictor of attendance/s.
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, gl.docxsusanschei
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, glass plates, phenolic sheets, polyurethane resin; modules 100 x 100 x 8 cm
Installation view at Lehmann Maupin Gallery, New York
Why We Love
to Hate HR
...and What HR
Can Do About It
by Peter Cappelli
SPOTLIGHT ON RETHINKING HUMAN RESOURCES
Peter Cappelli is a
professor of management
at the Wharton School and
the author of several books,
including Will College
Pay Off? A Guide to the
Most Important Financial
Decision You’ll Ever Make
(PublicAffairs, 2015).
HBR.ORG
July–August 2015 Harvard Business Review 55
These feelings aren’t new. They’ve erupted now
and in the past because we don’t like being told how
to behave—and no other group in organizational life,
not even finance, bosses us around as systematically
as HR does. We get defensive when we’re instructed
to change how we interact with people, especially
those who report to us, because that goes right to the
core of who we are. What’s more, HR makes us per-
form tasks we dislike, such as documenting problems
with employees. And it prevents us from doing what
we want, such as hiring someone we “just know” is
a good fit. Its directives affect every person in the
organization, right up to the top, every single day.
The complaints also have a cyclical quality—
they’re driven largely by the business context. Usu-
ally when companies are struggling with labor issues,
HR is seen as a valued leadership partner. When
things are going more smoothly all around, manag-
ers tend to think, “What’s HR doing for us, anyway?”
This doesn’t mean that HR is above reproach.
Quite the contrary: It has plenty of room to improve,
and this is a moment of enormous opportunity. Little
has been done in the past few decades to examine the
value of widely used practices that are central to how
companies operate. By separating the effective from
the worthless, HR leaders can secure huge payoffs for
their organizations. But it’s important to understand
HR’s tumultuous history with business leaders and
the economy before turning our attention to what the
function should be doing now and in the future.
The “Personnel” Pendulum
How top executives feel about HR pretty reliably re-
flects what’s going on in the U.S. economy. When the
economy is down and the labor market is slack, they
see HR as a nuisance. But sentiments change when
labor tightens up and HR practices become essential
to companies’ immediate success.
Think back to the Great Depression. People would
put up with nearly anything to stay employed. Line
managers complained that personnel departments
were getting in the way of better performance, which
they thought could be achieved with the “drive” sys-
tem: threatening workers and sometimes even hit-
ting them if they failed to measure up.
Similarly, business leaders didn’t put a lot of
stock in HR during the 2001 and 2008 recessions, be-
cause employees—keenly aware of how replaceable
th.
Sponsorship Works 2018 8PROJECT DETAILSSponsorship tit.docxsusanschei
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH
– Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark
in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi
Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the.
SPM 4723 Annotated Bibliography You second major proje.docxsusanschei
SPM 4723
Annotated Bibliography
You second major project for the course will be an annotated bibliography. Instead of writing a
paper, an annotated bibliography requires you to research a particular legal topic or question, of
your choosing, in sports and find academic and law review articles that address that topic. You
will develop a question about a legal topic in sports and find seven law review articles to
summarize. Each article summary should be 300-350 words in length and should both explain
the contents of the article and its relevance to your question or topic. The summaries should be
written in your own words. You are required to select law review articles using LexisNexis. The
format for the annotated bibliography is explained below.
Please put your topic as the title for your paper. Next, each annotation should begin with the
APA citation for the article in bold print (do not include web links), followed by a summary of
the article (300-350 words) explaining how it addresses your question. The complete annotated
bibliography should be double-spaced, 12pt Times New Roman font with one-inch margins. You
will be submitting it through Turnitin via Canvas, do not include your name, course number,
date or UFID on your annotated bibliography (similar to the case briefs). You should start each
annotation on a separate page, and please remember to begin each annotation with the APA
citation for the article as instructed above. This assignment is due on Wednesday, April 22nd.
1.Which of the following is not a key component of the conceptual framework of accounting?
Select one:
a. internal users
b. the objective of financial reporting
c. cost constraint on useful financial reporting
d. elements of the financial statements
2.The balance sheet and income statement for Joe's Fish Hut are presented below:
Joe's Fish Hut
Balance Sheet
As at December 31
2016
2015
ASSETS
Current Assets
Cash
$180,623
$60,300
Accounts receivable
$18,900
$14,200
Inventory
$23,600
$25,300
Total Current Assets
$223,123
$99,800
Property, plant & equipment
$129,000
$184,000
Less: Accumulated depreciation
$-26,900
$-21,600
TOTAL ASSETS
$325,223
$262,200
LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts payable
$28,000
$41,800
Current portion of bank loan
$9,500
$9,500
Total Current Liabilities
$37,500
$51,300
Non-current portion of bank loan
$71,000
$42,000
TOTAL LIABILITIES
$108,500
$93,300
Shareholders' Equity
Common shares
$80,000
$54,400
Retained earnings
$136,723
$114,500
TOTAL SHAREHOLDERS' EQUITY
$216,723
$168,900
TOTAL LIABILITIES AND EQUITY
$325,223
$262,200
Joe's Fish Hut
Income Statement
For the Year Ended December 31, 2016
Sales
$137,000
COGS
$83,200
Gross Profit
$53,800
Operating Expenses
Insurance Expense
$1,600
Rent Expense
$5,380
Salaries Expense
$5,150
Telephone Expense
$840
Interest Expense
$1,340
Depreciation Expense
$5,300
Total Operating Expenses
$19,610
Operating Profit Before .
Speech Environment and Recording Requirements• You must have a.docxsusanschei
Speech Environment and Recording Requirements
• You must have an audience of at least 5 adults 18 years or older for all speeches. The audience must be live and in person, that is, physically present. Virtual attendance is not permitted. Your video recording must show the 5 individuals sitting as ENGAGED audience members. The audience should be visible before, during, and after the speech and you should be facing your audience. The camera should be placed behind your audience.
• You are required to record and post all 3 speeches in order to earn a passing grade in this course.
• The video must be of a high enough quality that the instructor is able to see your full facial expressions and gestures. Your instructor will need to be able to hear your voice very clearly. You risk a failing grade if your instructor is not able to discern facial expressions or subtle changes of vocal intonation on the recording.
• Be sure to record your presentation from head to toe. Your instructor needs to be able to see your posture and other elements.
• Be certain to record your video in landscape (wide), not portrait (tall).
• You may not stop the recording and re-record a section of your speech. What you
submit must be a complete presentation from start to finish with NO EDITING. You could record your speech a few times and then pick the best presentation to send. Just make sure you only submit one copy of your best speech.
• You will upload your speech following the YouTube directions and proper privacy guidelines. Speech capture directions and instructions are in Module 1 of the Blackboard online classroom.
• Be certain to provide a video link to your speech that is available for your instructor and college administrators to view without requiring passwords or special permissions. Submitting a link that does not immediately provide this access results in a failing grade for your speech and could result in a failing grade for the course. You cannot use Google Hangouts or other mediated communication in place of a live audience. Your live audience must be physically present at the location you deliver your speech.
• Any attempt to circumvent live speech audience requirements perceived by your instructor as deceptive, dishonest or otherwise disingenuous results in a zero for your speech with no opportunity to make it up and may result in a failing grade in the course and referral to the appropriate FSCJ administrative official for academic dishonesty.
• The video link (URL) you provide for your speech must remain posted, active and viewable until 14 calendar days following the official scheduled end of the semester, according to the official FSCJ academic calendar. Removing your speech from the URL or link you provide automatically reverts any score you have to a zero and will result in a failing grade for the course.
• Attempts to work around presenting in front of a live audience are considered academic dishonesty.
• Posting your speech on a screen or readin.
Sped4 Interview 2.10.17 Audio.m4aJodee [000008] And we are .docxsusanschei
Sped4 Interview 2.10.17 Audio.m4a
Jodee: [00:00:08] And we are looking at the collaborative process between secondary special ed teachers and transitioning and transition specialists when transitioning students with autism spectrum disorder or other disabilities from secondary to higher. OK so the first question is is describe the condition process as you understand it from the guidelines of the secondary transition plan.
Sped4: [00:00:52] OK. So first thing is a series of assessments that are appropriate for assessing it can include you know obviously interviewing the teacher not not the teacher the student and then sometimes parents are involved in that process. Then there's other batteries of tests. Things like the couter doing AZCIS things other interests inventories and things of that nature to get that. Looking at transcripts students grades grade reports in those things and taking those all that data and that assessment information and looking at that.That's my understanding and interpretation and kind of what I do.
Jodee: [00:01:46] So you know it's the responsibility of the secondary teacher special ed teacher as the case manager to interview the students. And you know one of the big pieces that we look at is the age appropriate goals. You know if you've got a student who is who is autistic academically They're very bright. They can do the work but they have absolutely zero social skills. And they want you maybe studied to be. They want to go into broadcast journalism or something along those lines. So it's like having you determined you know is it like a collaborative effort. You determine and work with the other person you know because sometimes you have to be that person and say yes might not be the best fit for you. How does that kind of playing into things.
Sped4: [00:02:51] I don't know like I don't mind doing that or being the one.
Sped4: [00:02:58] I haven't run into that exact situation but I have other situations where students wanted to go straight to university from high school and just had these visions of grandeur. But their GPA would not allow for that or they had other deficiencies and things of that nature. And so it's just it's sometimes it's like literally printing out the requirement and showing them just saying you know these aren't going to work. It's not a possibility. However it doesn't mean that you can't go on to higher education. And just providing them alternative routes like one if there is enough time if there for example is there a sophomore or a junior. You know we look at like Well is there enough time to get rid of these deficiencies. Can you take some of these courses. Can you do that to get your GPA up to get rid of the deficiencies et cetera. Is that feasible. Is that feasible with money or mom is mom and dad going to pay for that you know. And is there enough time or looking. OK well if that's not an option then community college is not necessarily a bad thing to do it right. When did yo.
Sped Focus Group.m4aJodee [000001] This is a focus group wi.docxsusanschei
Sped Focus Group.m4a
Jodee: [00:00:01] This is a focus group with the secondary special education teachers. So anybody feel free to chime in and we just talked about the secondary transition plan and theoretical principles of Situation and support. So the first question is How does political correctness influence transition process. So think about some of the terminology that's changed. For example we don't refer to kids with cognitive impairment as being mentally retarded. So how does that PC influence the transition process. And anybody can feel free to speak up if they would like.
TS5: [00:00:49] Well I guess I'll start because I'm probably the least politically correct person around. I think you make an example of the fact of you know you know with. What you can and cannot say Well not everybody is up to date on the current lingo and everybody apparently might may be in denial about where their child is at cognitively when using certain terms they may expect more from their or their child than they're actually capable because we're not using terms of people understand or that people use. Obviously I'm not talking about in a hurtful way but you know I mean I have a student now that he's I guess they went out of their way to label him. You know he has a label of autism. But I keep telling these people on my autism is not his problem his cognitive is his problem as long as that IEP keeps talking about autism then that seems to be the direction of where they want to go with the services. And and I keep saying that autism is not the problem. So that's just my 2 cents on.
Jodee: [00:02:12] How has that worked so far just to kind of pair off your response on that TS5 how has it like you're able to see that it's not the Autism that's a problem. How do you stear that to the correct path and have deal with this and what the kid is capable of doing regarding transition.
Sped5: [00:02:34] Well I was fortunate in this area where I think it was an issue of the mom was in denial that it wasn't all the other teachers were like no. This is what this is what he needs. You know because of the IEP I'm trying to get him. You know support all the time and it's just a matter of when they look at the IEP and says why is it that it will be this and this and I'm like I didn't write the IEPP I didn't put down autism. I'll just tell you what I see now what I have and that's what it is. And so it wasn't until at an an IEP meeting that the other teachers who see them every day too are like no this is where he's at. He needs the support he needs this because of x y z. So you know that's just for example.
Jodee: [00:03:25] Okay TS7 I'm going to kind of put you on the spot on for a minute when we talked a couple of days ago about that one student what were some of the things that you might have encountered in working with the parents on regarding transitioning him. And you know just to give a bit with a bit of background history it was a young man diagnosed with.
Specialized Terms 20.0 Definitions and examples of specialized.docxsusanschei
Specialized Terms
20.0
Definitions and examples of specialized terms for adaptive behavior assessments including content and statistical terms are proficient.
Limitations of Standardized Assessments
20.0
Substantial explanation of at least two limitations of standardized assessments is provided.
Consultative Role of Special Education Teacher
20.0
The description of consultative role of the special education teacher in helping parents/ guardians understand the process of assessments and terminology is expertly addressed.
Aesthetic Quality
5.0
Design is pleasing. Skillful handling of color, text and visuals creates a distinctive and effective presentation. Overall, effective and functional audio, text, or visuals are evident.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
5.0
Submission is virtually free of mechanical errors.
Organization
5.0
The content is well-organized and logical. There is a sequential progression of ideas that relate to each other. The content is presented as a cohesive unit and provides the audience with a clear sense of the main idea.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
5.0
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
Total Percentage
100
.
Special notes Media and the media are plural and take plural verb.docxsusanschei
Special notes: Media and the media are plural and take plural verbs. The use of personal pronouns "we" and "you" are unacceptable in academic writing except when otherwise indicated. The use of the first person "I" is not called for in this assignment.
Write a 700- to 1,050-word paper in which you answer the following questions:
· What were the major developments in the evolution of mass media during the last 120 years or so? Discuss at least five forms of major mass media in order of development. Choose from movies, recorded music, radio, television, video games, internet streaming, and social media. Newspapers may be included but only those developments in the last 120 years or so. We are not requesting the history of mass media, mass media developments before 1900, and identification of communications devices that are person to person and not mass media such as the telegraph and telephone.
· What innovations did each provide to consumers (what was new about them)? How did each medium change the lives and behavior of people after its introduction?
· What is meant by the term media convergence, and how has it affected everyday life?
· Conclude with a reflection on why media literacy is important for responsible media consumption today.
Format your essay according to appropriate course-level APA guidelines. Spelling and grammar check your work.
Note: your first paper will be annotated with regard to formatting, spelling, grammar, and usage, for which you will not be penalized, but you are responsible for applying these notes to subsequent assignments.
.
SPECIAL ISSUE ON POLITICAL VIOLENCEResearch on Social Move.docxsusanschei
SPECIAL ISSUE ON POLITICAL VIOLENCE
Research on Social Movements and Political Violence
Donatella della Porta
Published online: 15 July 2008
# Springer Science + Business Media, LLC 2008
Abstract Attention to extreme forms of political violence in the social sciences has been
episodic, and studies of different forms of political violence have followed different
approaches, with “breakdown” theories mostly used for the analysis of right-wing radicalism,
social movement theories sometimes adapted to research on left-wing radical groups, and
area study specialists focusing on ethnic and religious forms. Some of the studies on extreme
forms of political violence that have emerged within the social movement tradition have
nevertheless been able to trace processes of conflict escalation through the detailed exam-
ination of historical cases. This article assesses some of the knowledge acquired in previous
research approaching issues of political violence from the social movement perspective, as
well as the challenges coming from new waves of debate on terrorist and counterterrorist
action and discourses. In doing this, the article reviews contributions coming from research
looking at violence as escalation of action repertoires within protest cycles; political
opportunity and the state in escalation processes; resource mobilization and violent
organizations; narratives of violence; and militant constructions of external reality.
Keywords Political violence . Social movements
Attention to extreme forms of political violence in the social sciences has been episodic, with
some peaks in periods of high visibility of terrorist attacks, but little accumulation of results.
There are several reasons for this. First, some of the research has been considered to be more
oriented towards developing antiterrorist policies than to a social science understanding of the
phenomenon. In fact, “many who have written about terrorism have been directly or indirectly
involved in the business of counterterrorism, and their vision has been narrowed and distorted
by the search for effective responses to terrorism…. [S]ocial movement scholars, with very few
exceptions, have said little about terrorism” (Goodwin 2004, p. 259). Second, studies of
different forms of political violence have followed different approaches, with “breakdown”
theories mostly used for the analysis of right-wing radicalism, social movement theories
sometimes adapted to research on left-wing radical groups, and area study specialists focusing
on ethnic and religious forms. Third, and most fundamentally, there has been a tendency to reify
Qual Sociol (2008) 31:221–230
DOI 10.1007/s11133-008-9109-x
D. della Porta (*)
Department of Political and Social Sciences, European University Institute,
Badia Fiesolana, Via dei Roccettini 9, 50016 San Domenico di Fiesole Firenze, Italy
e-mail: [email protected]
definitions of terrorism on the basis of political actors’ decisions to use violence (Tilly 200.
SPECIAL ISSUE CRITICAL REALISM IN IS RESEARCHCRITICAL RE.docxsusanschei
This document provides an introduction to critical realism as a philosophy and framework for information systems research. It discusses the key concepts of critical realism such as the ontological view that an objective reality exists independently of our knowledge, and the stratified view of reality consisting of the real, actual, and empirical domains. Critical realism supports methodological pluralism using a variety of quantitative and qualitative methods to study different types of objects. The document also discusses how critical realism has been applied in social science research, focusing on the work of Margaret Archer and Tony Lawson in developing critical realist approaches within their fields.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
3. Stage 4
ORIGINALITY REPORT
Stage 4
WRITECHECK REPORT
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when you proofread your work.
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sentence to make sure the subject agrees with the verb.
Run-on This sentence may be a run-on sentence. Proofread it to
see if it contains too many independent
clauses or contains independent clauses that have been
combined without conjunctions or punctuation. Look at
the "Writer's Handbook" for advice about correcting run-on
sentences.
8. PAGE 13
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11. PAGE 22
Stage 4by Kyami ClarkeStage 4ORIGINALITY REPORTStage
4WRITECHECK REPORT
Stage 4
by Kyami Clarke
FILE
TIME SUBMITTED 10-DEC-2019 05:09AM WORD COUNT
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CHARACTER COUNT 29359
ISTAGE4.DOCX (34.61K)
13. OFF
Stage 4
ORIGINALITY REPORT
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sentences.
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sentences.
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22. • And document use-cases and relate them to functional
requirements
2
The purchase of an EHR system will have a profound effect on
your practice or healthcare institution. It is important
that you develop a plan for assessing your institution’s needs to
facilitate vendor selection. Today we are going to
discuss twelve steps in the decision-making process when
choosing an EHR system. Though neither these steps,
nor the order in which you choose to execute them are written
in stone, we have chosen to present them in a logical
progression to help you understand the importance of
developing a plan that will work for your organization and to
help ensure that you are capable of making a high quality
decision when it comes to EHR selection.
The article “How to Select an Electronic Health Record System”
lists 12 recommended steps to evaluating an EHR
system:
1. Identify the decision makers
2. Clarify your goals
3. Determine functional requirements and write a request for
proposal, or RFP
23. 4. Determine RFP recipients
5. Review RFP responses
6. Attend vendor demonstrations
3
7. Check references
8. Rank vendors
9. Conduct site visits
10. Select a finalist
11. Solidify organizational “buy-in”
12. Negotiate the contract
Now, let’s discuss each of the steps in some detail.
4
People, as well as whole institutions, are often resistant to
change. Despite the fact that many agree on the benefits of
using
electronic records, resistance will certainly become evident
24. when discussing conversion to an EHR system within your own
institution. Success or failure will often hinge on how well the
EHR system is received by managers and practitioners alike, as
well as on ensuring staff and management are comfortable that
their concerns have been adequately addressed during the
decision-making process.
Here are some tips to help ensure adequate buy in for your EHR
selection process:
In many healthcare institutions, the selection of EHR systems
has been led by committed physicians who devote much time
and
energy into learning about EHR systems and promoting
adoption to their peers. Consider this tactic when considering
who will be
involved in the selection process. Also, remember to keep your
committee as diverse as possible, being sure to invite influential
people from all elements of the institution, managers and staff
alike, to assist with the selection efforts.
5
Before evaluating EHR systems, you must evaluate your
institution. In this stage, you’ll want to examine what it is you
want to
25. accomplish with your new EHR system. Define which
inefficiencies and limitations you currently see in your
environment today.
For instance, do lab reports take too long to be added to the
patient chart? Are your billing codes consistently outdated?
Be sure to identify the overall business strategy for your
organization and be sure that these goals are in alignment there
as well.
6
A critical step to purchasing any health information technology
is performing a requirements analysis of your environment. In
the
past, performing a requirements analysis often involved asking
stakeholders what they wanted in the application they were
seeking.
For clinical information systems, this process has not worked
well, primarily because most stakeholders simply have not been
exposed to these systems adequately to understand their overall
potential and possible limitations, often resulting in
assessments with minimal functionality or unrealistic
26. expectations.
Today, most experts recommend a three-step process for
identifying functional and non-functional requirements:
1. Understand existing standards
2. Understand the market place and
3. Apply “use cases”
7
Functional requirements can be defined as those processes that
you want a system to perform. These can be discussed as an
overview or can be analyzed in great detail. The more granular
you get with your requirements, the better overall understanding
you will have of how the systems will work and the impact
implementation will have on workflow and processes. There are
copious examples of functional requirements, from results
reporting, to remote access, and on and on.
8
Conducting a needs assessment will assist in these efforts.
Once you have identified the functionalities your system should
27. have, rank them in order of importance. It may be helpful to
classify them as “must-haves”, “want-to-haves”, and “not-
criticals”.
Perhaps results reporting is more important in your institution
than electronic fax reports. Maybe remote access is critical
because of the number of satellite locations.
Next, map these needs you have identified to the specific
system features and functionality which will address them.
9
Be sure to take time to learn what’s available from the many
vendors providing EHR solutions. Browsing the internet for
ideas, as
well as reading up on vendor specifications and trade
publications, can give you an idea of what functionality
requirements are
most often associated with your particular organization and thus
can paint a picture of the “market norm.”
10
Now let’s discuss the HL7 EHR System Functional Model,
which is a repository of standard EHR functions that could be
28. very
helpful in your assessment.
HL7, which stands for Health Level Seven, is an all-volunteer,
non-profit organization involved in the development of
international healthcare standards for storing & exchanging
clinical and administrative data.
The February, 2007, version of the Functional Model contains
more than 160 functions which form a superset of possible EHR
functions – more than any one system is likely to need. Subsets
of these functions, called “functional profiles”, are then created
and described for use in specific healthcare settings, such as
behavioral health, child health, and emergency department.
Each functional statement has corresponding “conformance
criteria” which provide more detail about how the system can
carry
out the task.
11
Healthcare organizations can use this model to help generate
their EHR requirements.
29. The following steps provide a good start in taking advantage of
the functional model as a tool.
Learn the key words used in developing criteria:
• Shall is used to indicate a mandatory requirement for an EHR
system to achieve conformance with the standard.
• Should indicates an optional or recommended action for an
EHR system.
• May indicates an optional or permissible action for an EHR
system.
Learn to read the model. Understand that there are over 160
functions divided into three sections:
1. Direct care
2. Supportive
3. Information infrastructure
and that it is represented as a hierarchical list.
Lastly, review the model (particularly a relevant Functional
Profile, if available) and select sections relevant to your
particular
healthcare setting, then evaluate each of these functions to
determine relevance to your organization.
12
30. Let’s look at an example of an HL7 functional statement and its
related conformance criteria.
The functional statement says the system “provide[s] patient
data in a manner that meets local requirements for de-
identification”.
To meet the standard for this function, four conformance
criteria are given:
1. “The system shall provide de-identified data according to
realm-specific law or custom when requested by an authorized
internal or external party.
2. The system should comply with I.2.4, Extraction of health
record information (conformance criteria 2). (The system should
provide de-identification functionality for extracted
information.)
3. The system may provide the ability to export deidentified
data to authorized recipients.
4. The system may provide a key with de-identified data to
enable re-identification of the data or the contact of primary
care
provider.”
31. 13
Non-functional requirements refer to attributes of the system as
a whole or its environment rather than to specific tasks that the
user needs to accomplish (like writing an electronic
prescription).
Nonfunctional requirements include:
• Usability is the ease with which a system can be learned and
used. An example of a nonfunctional requirement for usability
would be that the end user can navigate to any page in the EHR
in five clicks or fewer.
• Reliability is the degree of uptime the system must perform
for the users. An example of a nonfunctional requirement for
reliability would be that the EHR system will have redundant
back ups allowing for 99.5% uptime.
• Performance usually refers to how well the system works for
the user in measurable degrees. Examples of performance
would be response time and capacity.
• Supportability is the application’s ability to be easily modified
or maintained to accommodate typical usage or change
scenarios.
14
32. • Scalability is the ability to increase the number of users or
applications associated with the product.
• System requirements would include minimum and
recommended required operating systems, commercial-grade
software
development tools, specific hardware or platform requirements,
and any environmental requirements such as redundant
environmental controls.
• Legal and regulatory requirements would include
telecommunication requirements, compliance, etc.
• Security is the ability to provide confidentiality, data
integrity, and data availability, for example as mandated by
HIPAA. An
example of a nonfunctional requirement for security would be
the capability to log all patient access by any user in the system
and retaining such logging for one year.
15
A use case is a technique for documenting the potential
requirements of a new system or any type of system change.
Each use
case provides one or more scenarios that explain how the system
33. should interact with the end user or another system
component to achieve a specific goal or function. Use cases are
usually written in simple terms and focus on how workflow
processes correspond with system or application processes to
accomplish the goal.
16
As an example, here is a use case scenario for writing a
prescription for a patient before an EHR is available. The
analyst
gathers this information from interviews, observations, or any
combination of the two.
• First, Joe pulls out his prescription pad and pen.
• Next, Joe consults with a pocket drug reference to check the
usual dosage.
• Then, Joe glances at Jane's allergy list to make sure she is not
allergic to the new medication.
• Next, Joe handwrites the drug name and the "sig" - in other
words, the dose, route, frequency, quantity, and number of
refills.
• Finally, Joe hands the handwritten prescription paper to Jane
for her to bring to the pharmacy.
17
34. Now this use case describes the same task with an EHR, also
known as “e-prescribing”:
• First, Joe activates the e-prescribing module within the EHR.
• Next, Joe searches for and selects the drug he wants to
prescribe, and he sees the usual dosage, frequency, etc.,
presented
as options on-screen
• Next, the e-prescribing system checks behind the scenes to see
whether Jane is allergic to the selected medication or
whether it has any significant interactions with her other current
prescriptions.
• Then Joe fills in the required data to complete the
prescription. If it is a commonly prescribed medication, he
quickly selects a
complete prescription (i.e. drug, dose, route, quantity, refills,
etc.) from a list of common options for that drug.
• Finally, Joe asks Jane from which pharmacy she would prefer
to pick up the medication, selects that pharmacy in the system,
transmits the e-prescription, and tells Jane it should be available
for pickup shortly.
As you can see from comparing the tables, the analyst expects
to see significant improvement in this process once the EHR
35. system has been installed. The analyst will use this scenario to
compare performance ratios with each of the EHR vendors.
There could be dozens of use cases to consider when choosing a
new EHR system before it is all said and done. The case study
analyst will look at each of the various components including
needed software, hardware, data transmission, change in work
flow, etc…that would provide the best fit for seeing each of
these scenarios to completion.
18
Now let’s discuss how you would create a Request For
Proposal, or RFP, following a specific outline to tell
prospective vendors
what they need to know about your practice in order to provide
you with useful information about their products. This will help
ensure that the responses you receive can be easily compared.
A typical outline for an RFP includes:
Cover letter
Introduction and selection process
Background information, including organization size and
specialty and current systems and hardware in place
Desired EHR functionality
36. Vendor information you should receive should (at the very
least) include:
Product description
Hardware and network components needed
Customer maintenance and support and warranties
Training available
System implementation plan
19
Proposed costs
Sample contract and
Applicable references
19
There are more than 200 different EHR systems currently
available on the market. How can you narrow the list to only
those
EHR systems most relevant for your organization?
37. Start with these four questions:
1. Does the software have a history of interfacing with your
practice management system, or PMS? To work
effectively, your PMS (which generally performs operational
functions such as patient scheduling, billing, and
reporting) and the EHR must be able to share data. This is
typically done through a software interface. Building,
maintaining, and updating an interface requires the cooperation
of personnel from both companies. Be sure that
these two systems can talk to each other with a minimal amount
of customization.
2. Is the EHR typically marketed to practices of your size?
EHR vendors typically market their systems to one of three
scales: small practices, with 1 to 15 providers; medium-sized
practices, with 10 to 99 providers; or large practices,
with 100 or more providers.
3. Does the EHR have favorable published ratings? Several
excellent sources for EHR ratings are available. In 2003,
for example, the American College of Rheumatology, in
conjunction with the Aurora Consulting Group, evaluated
EHRs in small practices. Also, trade shows such as Healthcare
Information and Management Systems Society, or
HIMSS, or Towards an Electronic Patient Record, or TEPR, can
provide opportunities to see vendors’ wares and
glean knowledge from show-goers.
4. Does the EHR meet your organization’s functionality needs?
Will the EHR adequately address all or most of the
goals and functionality requirements you are looking to address
with your new EHR system? Compare each system
to your checklist and rankings and determine which ones should
receive an RFP.
38. 20
Now that you have received responses to your RFP, take one or
two sessions as a committee to review the proposals and select
the best candidates based on your criteria.
Next, set up vendor demonstrations with each of your
contenders. Prepare a couple of patient scenarios for them to
document,
and use a standardized rating form. Use the same approach with
each vendor to ensure consistent ratings.
21
Check at least three references for every vendor that is still in
the running. Ideally, references should include one or more
physician users, an information technology (IT) person, and a
senior management person. The vendor will provide you with a
list
of references – note that these are likely the vendor's happiest
customers, and they may even be financially rewarded for
talking
to you (e.g., discounts on service fees or individual rewards), so
39. be skeptical. Nonetheless, these folks can be very informative
and honest, in our experience. If you know a person or group
not on the vendor's reference list who has used their product,
call
them too. Have a prepared list of questions for these phone
calls.
Consider asking questions from each reference centered around
these areas:
•Background
•Provider usage
•Training and support
•Implementation & hardware and
•Satisfaction
22
Now that you've reviewed the RFPs, seen the vendor demos, and
done all the reference checks for each vendor you are
considering, it's time to rank the vendors and narrow the field to
two or three vendors for whom you should set up site visits to
view the software in action. Site visits can take up lots of time
and can require the organizational efforts of a master to get
your
40. team together at a common time, making more than three visits
pretty much impractical.
Before you rank the vendors, you should formally weigh your
priorities in the following areas:
• Functionality. How well does the product perform to your
specifications?
• Total cost. How much will the product cost, including all the
needed hardware, software, technical support, etc.?
• Vendor Services. Will the vendor provide the expected
service, training, and initial implementation support, and will
they be
there for the long haul?
Once you've selected your final contenders, plan site visits to
see how the systems perform. Go to practices that are similar in
size and configuration to yours. If possible, go to one that is
using the same practice management system, or PMS, that you
are
using. Bring at least one physician and the most senior
management person that will be responsible for the EHR
purchase. Plan
to visit with physicians and observe them with patients. Also
talk to their back-office personnel, relevant management, and
key IT
41. personnel. Take notes.
23
Finally, after each site visit, go back to your vendor rankings
and see if they still agree with your latest findings. Select your
top contender
and a runner-up. If negotiations don't go well with your number
one choice, you may want to fall back on your runner up instead
of
wasting more time reevaluating the vendor pool again.
23
Earlier, as part of the RFP, you asked each vendor to list the
minimum and recommended hardware and software
requirements
for installing their version of the EHR in your institution’s
environment. Choosing the right hardware is important to
ensure that
your EHR’s performance potential is fully realized and to
minimize installation and performance issues down the road.
Hopefully, your institution, as part of the decision-making
process, your institution has already come to terms that at least
42. some
technology will need to be acquired or upgraded to
accommodate the integration of a new EHR system.
Prior to solidifying a deal with a particular vendor, take a hard
look at these requirements, being sure to address these issues:
Take an inventory of your current server, workstation, and
mobile technology hardware (such as laptops and PDAs) as well
as
the current operating systems and applications being deployed
and used in your computing environments. Do the vendor’s
specifications align well with your current technologies?
If the vendor recommendations exceed your current hardware
and software requirements, is your organization prepared to
dedicate the financial and organizational resources needed to
meet these recommendations?
24
Your organization is likely already using different patient
management software. Your EHR will need to be able to
communicate
with this pre-existing system. Does the EHR you’re considering
43. integrate well with these existing packages, or will you need to
budget for customized interface engines or even new PM
software applications? We will discuss interfaces and interface
engines
in more detail in a later unit.
Purchasing an EHR is usually a long-term commitment. EHR
software life cycles can often span decades. Your organization
will
want to have the flexibility to integrate new computing
technologies as they become available. Is the vendor up to date
on these
emerging technology trends, and are they committed to ensuring
that their software will be scalable for the foreseeable future?
25
Hopefully, if you are choosing an EHR system for a smaller
practice, you have already included all the relevant decision-
makers
in the selection process. Larger organizations may require
additional “selling.” Consider inviting the vendor to do a public
demonstration or a presentation to the stakeholders group to
help solidify commitment.
44. As noted before, typical EHR contracts span from 10 years to
lifetime. If the contract is to terminate in 10 years, be sure you
know what happens after that. Current and future costs should
be spelled out, as should the role the vendor will play and the
amount of time the vendor will commit to the implementation
process. Be sure to consider the possibility that the vendor
could go
out of business before you do. Request that the vendor's source
code be put into escrow, and clarify the circumstances under
which you could get access to it. Have a lawyer experienced in
software contracts help with this step.
26
Now that we’ve walked through those steps on evaluation and
selection of EHRs, let’s look briefly at the process as
recommended by HealthIT.gov, a website launched in
September, 2011, by ONC, the Office of the National
Coordinator for
Health Information Technology. They list 9 steps, which should
sound very familiar after our prior discussion:
1. “Site visits for EHR solution
2. Develop and distribute request for proposals (RFPs)
3. Review vendor proposals
45. 4. Conduct vendor demonstrations
5. Review specialty specific functionality and general usability
6. Identify hardware and IT support requirements
7. Rank EHRs and compare functionality, usability, and pricing
8. Negotiate contract and licensing agreements
9. Purchase an EHR solution”
27
This concludes Unit 3, System Selection – Functional and
Technical Requirements.
In summary, it is important to follow a step-wise method
carefully in evaluating and selecting an EHR, and we have
walked
through 12 such steps from the informatics literature and looked
at the 9 similar steps recommended by the federal government.
You should determine and prioritize your functional
requirements using various sources, including the HL7
Functional Model, and
create use cases to help determine and illustrate those
requirements. And do not forget to pay close attention to the
software and
hardware requirements of the systems you consider.
47. discuss the differences in COTS (Commercial Off-The-Shelf)
and
in-house/homegrown systems and how to select the system to
meet the needs of the end users
1
There are many important steps to choosing the correct system
for your institution and ensuring that it will be quickly adopted
by
your users.
Discussion will begin with COTS (Commercial Off-the-Shelf)
and MOTS (Modifiable Off-the-Shelf) versus in-house software
products; their advantages and disadvantages, along with costs
associated with them.
We’ll also discuss EHR certification and ARRA’s meaningful
use criteria with regard to EHR systems.
Finally, we will touch on some typical costs associated with
selection and implementation of EHR systems.
2
48. COTS, or Commercial Off-the-Shelf, is a term used to describe
a product that is implemented "as-is" while MOTS, or
Modifiable Off-the-Shelf, refers to a commercially available
software product which can be, to some extent, modified
by the purchaser, vendor, or contractor to better suit the
purchaser’s specific needs. For the purposes of this
discussion we will refer to both variants as COTS products.
COTS systems are designed by a software vendor to address the
needs of many different purchasers. The services
provided are those most popular and often most generic, that are
desired by the majority of the customer base.
Most software can be considered COTS; operating systems,
office productivity software, and Internet communication
programs are examples. Because it can be sold to a larger
market, COTS software may be available at relatively low
cost.
At present, well over 200 software companies offer some sort of
off-the-shelf EHR solution. Some of these solutions
include “freeware” solutions, which are open-source products
freely available for use, with commercial support.
3
49. There are several advantages to buying complete off-the-shelf
products.
For starters, vendor companies have already put up the up-front
costs associated with developing and testing the product. This is
especially advantageous for smaller healthcare settings that
cannot afford an extensive IT development team. As part of the
roll-
out process, vendors often will work with the clinical IT teams
to ensure the product is successfully integrated within the
healthcare setting and plays well with preexisting software
components. When things do go wrong, the vendor provides
additional troubleshooting and support and usually works with
the IT staff to resolve software glitches and bugs. The COTS
products also generally have previously developed training
documentation. This can mean that difficulties in learning the
new
system have been addressed in previous installations at other
institutions.
Because the vendor generally has already created training
programs and materials to help ensure a successful adoption of
the
product into the workplace, users and administrators can often
50. be brought up to speed faster than with an in-house product.
4
Because many EHR systems are proprietary, access to the
source code is often limited or nonexistent. This reduces the
flexibility of the program and makes the institution dependent
on the vendor to make enhancements to the system, which are
often costly.
Compatibility is also a concern as EHR vendors must contend
with an ever-increasing variety of hardware and software
combinations. Add in the staggering number of drivers,
peripherals, testing devices, and so on, and it becomes obvious
that
there is no way the vendor can test compatibility for all possible
combinations. The issue is compounded with every new
upgrade, which holds the potential to “break” something that
was working perfectly in the earlier version. If a COTS product
is in
your institution’s future, you will need a plan that adequately
addresses which users will receive upgrades and when, as well
as
contingency plans for use in the event that the upgrade is not
successful. Be sure that an adequate test environment exists in
51. your institution and that upgrades are thoroughly tested before
deployment.
Each vendor is different with regard to frequency of upgrades.
Reputable vendors theoretically are motivated to maintain a
high
level of product quality; however, this is not a guarantee. Keep
open lines of communication with your vendor and stay abreast
of
product issues and pending upgrades. Never assume the vendor
will meet upgrade release dates and never assume a certain
level of quality until you have tested the product in your own
institution's environments.
Another disadvantage to purchasing a COTS product is the
inability to find a product that fits your institution “just
perfectly,” often
5
requiring workflow changes on an institutional level for
successful adoption of the product.
5
52. Some institutions decide to build their own in-house EHR
solution. In-house software is developed by the operating
institution
and installed and managed by an existing IT team.
This kind of development is only undertaken by larger
organizations with their own IT departments.
Development of the EHR system will often start through
extension of existing In-House systems. Alternatively, the
institution may
elect to use an open-source or otherwise modifiable system and
(depending on the software license) adapt it solely for its own
use, or participate in further public development by contributing
changes back to the source.
6
More often than not, the decision to build an EHR in-house is
driven by the desire to make a product that can fully integrate
with
existing software and/or closely match institutional processes
and objectives.
The existing IT infrastructure and personnel will guide
53. development of the system to ensure maximum compatibility
with existing
processes.
7
There are several obstacles to creating your own in-house EHR
solution.
First of all, you need to have the right team in place. If you
decide to build an in-house solution, you will be spending a lot
of
time, money, and energy in recruiting and retaining quality IT
developers capable of implementing such a large-scale project.
Not
many people take into consideration the costs involved in
recruiting and hiring the right software development team along
with
the associated hardware and software needed to develop,
compile and test coding components. You should expect to
expend
years of effort and dedicated resources toward the development
and implementation process of an in-house EHR solution.
54. Secondly, you should have a person capable of monitoring and
assessing the quality of the work, the output, and the
productivity
of the team hired. This consultant or project manager represents
another added expense.
Likewise, your IT team will need to stand on its own when
testing, troubleshooting, debugging, or adding enhancements to
the
EHR system throughout the product's entire lifecycle. This takes
lots of time and resources. Products developed by vendors
have the advantage of multiple clients providing feedback and
bug reporting.
Lastly, before the product can be successfully rolled out to your
users, planning programs and materials must be created,
generally from scratch.
8
Given these obstacles, it's not surprising that many healthcare
institutions – especially those that are not large institutions with
adequate
resources – choose to go with a COTS or MOTS software
solution.
55. 8
The Office of the National Coordinator for Health Information
Technology (ONC), as empowered by the US Department of
Health
and Human Services, provides for a certification program for
Health Information Technology providers and systems.
According to ONC, “Certification of Health IT will provide
assurance to purchasers and other users that an EHR system, or
other
relevant technology, offers the necessary technological
capability, functionality, and security to help them meet the
meaningful
use criteria established for a given phase. Providers and patients
must also be confident that the electronic health IT products
and systems they use are secure, can maintain data
confidentially, and can work with other systems to share
information”
Given that use of a certified system means eligibility for
payments from Medicare and Medicaid incentive programs – up
to
$44,000 for individual practitioners, and over $2 million for
participating hospitals – there is strong incentive for any EHR
system
56. or module to become certified by an ATCB.
9
A Final Rule on an initial set of standards, implementation
specifications, and certification criteria for adoption by the
HHS
Secretary was issued on July 13, 2010. This Final Rule
represents the first step in an incremental approach to adopting
standards, implementation specifications, and certification
criteria to enhance the interoperability, functionality, utility,
and
security of health IT and to support its meaningful use. The
certification criteria adopted in this initial set establish the
required
capabilities and related standards and implementation
specifications that certified electronic health record (EHR)
technology will
need to include in order to, at a minimum, support the
achievement of meaningful use Stage 1 (beginning in 2011) by
eligible
professionals and eligible hospitals under the Medicare and
Medicaid EHR incentive programs.
10
57. Certification of EHR systems accomplishes four major goals:
It reduces the risks to investment in EHR systems, which
represent a sizable business investment, by providing additional
assurance that the system is worthwhile.
It may facilitate interoperability between EHR systems, as
multiple systems would adhere to the same set of standards.
As mentioned previously, certification is a prerequisite for
Medicare and Medicaid incentive payments, among other
stimulus
incentives.
Finally, certification requires that EHR systems and networks
protect the privacy of personal health information.
11
Choosing to narrow your search to certified EHR products also
allows you, as the evaluator, to be assured that each of the
certified software products will meet similar standards for basic
functionality, interoperability, and security. This will allow you
to
58. focus your evaluation more on any special or unusual needs of
your institution. It’s important to note that interoperability is at
an
early stage and requirements for interoperability are still being
established.
Note: Certification examines only the system itself, and does
not evaluate the company’s service aspects or financial
solvency.
You should perform this type of due diligence yourself. It is
important to know that your vendor has a good reputation and
plans
to provide continuous support for your software throughout the
product’s lifecycle.
12
ARRA (American Recovery and Reinvestment Act of 2009),
commonly referred to as the “stimulus bill”, is the economic
package
passed by the U.S. Congress in February 2009. Of the $787
billon in expenditures, $22 billion were allocated to facilitate
modernization of health information technology systems.
The HITECH Act, part of the stimulus package, aims to induce
more physicians to adopt EHRs with potential payments of more
than $40,000/yr via Medicare or more than $60,000/yr via
59. Medicaid during the initial years of the program.
Starting in 2015, failure to meaningfully use health IT will lead
to financial penalties, starting with 1% reduction in Medicare
reimbursement and growing over time.
13
The meaningful use of EHRs, promoted by US government
incentives, can be broken into five categories:
1. Improve Quality, Safety, Efficiency, and Reduce Health
Disparities
2. Engage Patients and Families in Their Health Care
3. Improve Care Coordination
4. Improve Population and Public Health
5. Ensure Adequate Privacy and Security Protections for
Personal Health Information
14
Let’s take a look at each of these five categories in better detail,
starting with number one: Improve Quality, Safety, and
Efficiency, and Reduce
60. Health Disparities.
In order to meet this criteria, EHR systems are expected to:
• Use Computerized Provider Order Entry, or CPOE, which
allows the authorizing provider to enter the order directly, for at
least 10% of all orders, of any type
• Implement drug-drug, drug-allergy, & drug-formulary checks
• Maintain an up-to-date problem list of current and active
diagnoses, based on ICD-9 or SNOMED
• Maintain active medication list
• Maintain active medication allergy list
15
Furthermore the government requires EHR systems to:
• Record demographics (preferred language, insurance type,
gender, race, ethnicity, date of birth, date and cause of death in
the event of mortality)
• Record and chart changes in vital signs: height, weight, blood
pressure; calculate and display BMI; plot and display growth
chart, including BMI, for children from 2-20 years old.
61. 16
Compliance also means providers must use technology to:
• Record smoking status for patients 13 years old or older
• Incorporate clinical laboratory test results in the EHR as
structured data
• Generate lists of patients by specific conditions
• Report hospital quality measures to CMS or to the states
• Implement five clinical decision support rules relevant to
specialty or high clinical priority, including for diagnostic test
ordering, along with the ability to track compliance with those
rules
• Submit claims electronically to public and private payers
17
In order for EHR systems to meet the specifications laid out for
category two, Engage Patients and Families in Their Health
Care, EHR systems
are expected to:
• Provide patients with an electronic copy of their health
information (including diagnostic test results, problem list,
62. medication
lists, allergies, discharge summary, procedures) upon request
• Provide patients with an electronic copy of their discharge
instructions at the time of discharge, upon request.
18
In order for EHR systems to meet the specifications laid out for
category three, Improve Care Coordination, EHR systems are
expected to:
• Electronically exchange key clinical information (problem list,
medication list, allergies, and diagnostic test results) among
care providers and patient-authorized entities
• Perform medication reconciliation at relevant encounters and
each transition of care
• Provide summary of care record for each transition of care and
referral
19
In order for EHR systems to meet the specifications laid out for
category four, Improve Population and Public Health, EHR
systems are
expected to have the capability to:
63. • Submit electronic data to immunization registries
• Provide electronic submission of reportable lab results (as
required by state or local law) to public health agencies.
• Provide electronic syndromic surveillance data to public
health agencies.
20
In order for EHR systems to meet the specifications laid out for
category five, Ensure Adequate Privacy and Security
Protections for Personal
Health Information, EHR systems are expected to protect
electronic health information created or maintained by the
certified
EHR technology through the implementation of appropriate
technical capabilities.
21
The Stage 2 and Stage 3 Meaningful Use requirements are not
officially defined as of 2011. However, according to the
Department of Health & Human Services, “we [can] expect that
64. stage two meaningful use requirements will include rigorous
expectations for health information exchange, including more
demanding requirements for e-prescribing and incorporating
structured laboratory results and the expectation that providers
will electronically transmit patient care summaries to support
transitions in care across unaffiliated providers, settings and
EHR systems.”
22
Startup costs include:
• New hardware and network components, including servers,
switches, cabling, racks
• Software components, including purchasing and licensing the
EHR product, along with any customization and support
contracts
and
• Interfaces, including laptops, workstations, PDAs, etc.
Bear in mind that licensing options vary and different licensing
options may be available for each product. As an example, a
65. single user license or tiered pricing (where the fees are different
depending on the level of access the user has to the system)
may be quite viable for a small practice. On the other hand, site
licensing (a single fee covering all potential employees for an
entity) may be a more viable option for larger entities but far
too costly for the smaller practice settings.
Maintenance costs include all costs associated with the
continued upkeep, maintenance, and upgrades to the system.
This
would include routine hardware replacement, software support
fees, licensing renewals, and major upgrades.
23
Training costs include fees incurred by the vendor to train new
system users and administrators during startup, as well as
training materials, simulators, etc., throughout the lifecycle of
the product.
What are the anticipated productivity costs associated with the
implementation of this product? Are the users going to have to
make significant changes in workflow resulting in substantial
loss in productivity?
66. Lastly, what consultants will you need to bring in to implement
the installation? Wireless and network upgrades may require
consultation to ensure optimal results. Will you be bringing in
an implementation specialist at $125/hour?
Be sure to consider these costs when selecting an EHR system.
24
This concludes System Selection – Software and Certification.
In summary, when choosing a system, be aware of broad
categories of systems available for selection. Weigh the
advantages
and disadvantages of them, paying special attention to the
required resources for development and maintenance.
Certification of
systems should be strongly considered. Finally, any system that
is considered and implemented should address the meaningful
use priorities.
25
68. This is component 14, unit 3. We will be discussing how
organizations select an Electronic Health Record (EHR),
Lessons from the
Frontlines. A tremendous amount of work is involved in
selecting an EHR. We can't cover all the topics today but we
will be discussing
four of the principle tasks involved in selecting an EHR.
1
This unit will prepare students to be able to:
1. Demonstrate concept knowledge of the request for proposal
(RFP) process
2. We will talk about stakeholders’ involvement, and their roles
in selecting an EHR
3. Then we will review the costs that needed to be calculated
when selecting an EHR, the capital, the maintenance and
staffing costs.
4. Lastly, we will discuss the importance of evaluating the
financial strength of each vendor being evaluated.
2
A request for a proposal, or RFP, is a document that is sent to
suppliers. It invites them to submit a proposal to provide goods
and
services. Remember that it's only to be used for complex
projects that require the vendor or supplier to be creative. Very
importantly it
assists with internal alignment. It's one of the best means to
force an organization to describe its needs before involving a
vendor.
69. Assembling the responses to the RFP helps an organization
compare vendors and understand potential project risks.
3
However, you need to remember that the RFP process is very
time consuming for both the purchaser and the vendor. And it is
always
difficult to accurately describe all the requirements and, and
even when you get all of the results in. Additionally, it's hard to
make the
comparisons and score responses.
4
What does an RFP include? It will include an overview of the
business issues, what are you trying to accomplish? It will
include a
description of the product or the services that you require. It
needs to detail all the business requirements. It requires specific
instructions on how the proposal will be formatted, when it will
be returned by the vendor, detailed instructions on how to select
the
vendors, what is the required timeline and many, many
questions and must include who to contact for the vendor if they
have any
questions.
5
70. In addition to RFP's, there are other request formats that could
be useful during your search for an Electronic Medical Record
(EMR).
There's a request for quotation, when you actually know exactly
what you want and you're looking to find out what the prices are
when
price is the main factor.
6
You can issue a request for information, which is used to find
out who's a potential seller of products and knowing the
capabilities of
those sellers in the market.
7
Before a request for proposal goes out, a request for
qualifications (RFQ), an RFQ could be issued to find out who
you would send the
RFP to.
8
HIMSS is an excellent source for sample RFP documents.
They're meant to act as tools used by health organizations and
other
healthcare providers in developing it’s own RFP. Remember
they're meant to be starting points for your RFP. The questions
and
71. requirements are meant to be illustrative and not exhaustive.
You cannot take an RFP from the HIMSS site and simply issue
it. It's
meant to help you get started in developing your own after
extensive meetings with stakeholders and detailed determination
of your
own specifications.
9
And remember that access to the sample RFP documents
requires active HIMSS membership.
10
As an example, I was able to find, on the HIMSS website, an
ambulatory EHR sample RFP. Remember, it's provided as a tool
for your
organization to use and develop its own RFP. It's a structured
approach to listing the various criteria that may be relevant in
the RFP
process. It's part of the series of documents that list the common
features and questions that need to be answered for enterprise
systems that are normally evaluated by an RFP but require
extensive editing by you and your organization. Now that we've
discussed
the RFP process, let's move on to stakeholders, another
important aspect of selecting an EHR.
11
72. Involving stakeholders is a crucial aspect of the project. The
notion of stakeholder dates back to a 1963 internal
memorandum at
Stanford, which defined stakeholders as quote, those groups
without whose support the organization would cease to exist,
close
quotes. It was later championed by Edward Freeman in the 80's
and gained wide acceptance in business practice.
12
Stakeholder theory is a theory of organizational management in
business ethics that talks about morals and values and managing
an
organization. Management needs to give due regard to the
interest of groups. Stakeholder theory addresses the principle of
who or
what really counts.
13
Every organization and every type of organization has its own
set of stakeholders. In addition, every project will have its own
stakeholders. In selecting an EHR, the project won't involve
everyone in the organization but it will involve many of the
principal
stakeholders. Here we list a set of stakeholders who may be
involved in an EHR selection process: physicians, nurses,
clerical staff,
lab staff, management, and you also need to remember your
product suppliers and even patients and the community as you
73. research
your needs to select an EHR. All of these groups should be
involved, at least at some level, in your discussions and in
developing
your detailed selection specifications. Knowing who to involve
is the first step. It’s important to know exactly how to engage
your
stakeholders.
14
One of the most important roles that stakeholders can play is to
help develop communication plans, which are targeted to the
specific
stakeholders involved. Using stakeholders to review all
communication is very important. They also know how to
develop the benefit
discussions and plans and track the benefits for their specific
groups. A stakeholder will also know the business processes
involved
and assist in developing a gap analysis between the current
situation and the desired outcome, which then is described as a
gap and
which will be filled by the new system. They will also help
develop policy and procedure changes. As business processes
change,
policy and procedures need to be adapted and specific
stakeholders will assist. Most importantly is their assistance in
developing
targeted lesson and learning plans for the specific groups.
Physicians will be trained differently than nurses, will be
trained differently
than clerical staff.
74. 15
An important aspect of selecting an EHR is the determination of
the total project costs. I cannot understate how important it is to
do a
good job of determining project costs. Many projects fail due to
inadequate funding. There are several types of costs involved in
a
project. The first that will be dealt with is the capital costs.
These are onetime costs to set up the system, to purchase
products and
materials, and to hire consultants. It involves software,
hardware and labor. These can all be capitalized because they're
onetime
costs. Capitalized costs are amortized such that the recorded
cost of that asset is distributed over the estimated useful life of
the
system. Another aspect of the project cost is that of license. A
license is an official legal permission to use or own a specific
thing. It
principally applies to software projects and involves application
software and also the operating systems for the hardware on
which
the software products run.
16
After a project goes live, maintenance costs kick in. These are
the recurring operational or running costs of a system. It
includes labor
costs, license costs and various OTPS, other than personnel
costs. Maintenance costs for licenses typically incur about 15 to
75. 20
percent costs annually. A very, very critical component of a
project is the staffing costs. You need to also remember to
include all the
costs of staff, including fringe benefits and other administrative
overhead costs such as desktop computers, laptops,
administrative
overhead, cell phones, travel costs, and training. Remember
adequate funding can make or break a project.
17
On this screen is a very detailed list of staffing costs and OTPS
costs that come from an actual ambulatory EHR project. This
project
was an enterprise scaled project with costs estimated to be 65
million dollars over 10 years. On the staff costs, at the top is,
physician
champion, application, coordinators, database administrators,
network support, trainers, go live support, help desk support
and at the
bottom, it includes the very important calculation of fringe
benefit for all the staff.
18
From the same project, on the OTPS side, is a full range of
costs from software license, and notice that it includes the
maintenance
cost. This was a 10-year cost projection for the project.
Implementation fees are estimated because it depends on the
actual number
76. of incurred hours. Contingencies are listed here and are a very
important component of project costing and include,
contingencies for
software, hardware, network, data center, consulting fees and
even desktop scanners.
19
An often-overlooked aspect of selecting an EHR is the
performance of a financial strength analysis of the involved
vendors. Many
companies supply credit information on businesses corporations
but Dunn & Bradstreet may be one of the most famous and in
fact a
colloquial term is to do a Dunn & Bradstreet on a company. But
available are other companies such as Experian, Equifax,
MarketWatch, InfoUSA and even Yahoo! Financial. On this
page is listed their websites. For a fee these companies perform
financial
strength analyses. It's an important aspect and should be
remembered that it needs to be done before signing a contract
with the
vendor. It’s not a onetime purchase of a product from a
company. Instead a very long relationship will be developed
with these
companies. You need to know how strong the financials are
since you don’t want to be purchasing an EHR system from a
company
that will go out of business.
20
77. In addition to hiring a company to do a financial strength
analysis, there are other steps that can be performed. Vendors
should be
willing to share an audited financial statement. This is a lot
easier with publicly traded companies because they're available
on their
website by law. But even a non public company should be
willing to share audited financials. It’s essential to review the
management
team. What is their tenure? What is their industry experience?
And importantly, what is the turnover in the company? How
long has
the management team been with the company? Does the
company turnover senior management almost annually? Does
the company
generate cash? This is known as liquidity. Cash is important in
all companies and helps during economic downturns so that they
are
able to continue to develop software and deliver services. In
addition it’s crucial to check references on companies. It will be
useful to
call on the phone and most importantly visit customer sites.
Talk directly with current users of the system and check
references
carefully. An often-overlooked step is to talk directly with the
CFO of any company before signing a contract. You can ask
very direct
and pointed questions about the company’s financial strength
and a CFO will answer those questions. We've gone through
several
aspects of selecting an EHR but by no means has this been an
exhaustive list of steps involved in selecting an EHR. These are
just
some of the most important steps and unfortunately too often
overlooked.
79. systems-1.379705
https://creativecommons.org/licenses/by-nc-sa/3.0/us/
Welcome to Installation and Maintenance of Health IT Systems.
Unit 4: Structured Systems Analysis and Design.
This component covers fundamentals of selection, installation,
and maintenance of typical Electronic Health Records (EHR)
systems.
This unit will discuss generalities about project management
along with the role of the project manager. It will also cover in
some
detail the various components of a typical project plan and how
to design a project plan for a typical EHR system.
1
The selection, installation, and adoption of a new health IT
system is a major undertaking, requiring the talents and
coordination of
many people in order to ensure success. Today’s lecture will
outline steps used in successfully managing such an undertaking
from
start to finish.
Objectives for this unit are to:
• Identify the 8 basic components to a project plan
• Define the role of a project manager
• Equate the basic project plan components to a typical EHR
implementation plan
• Create a project plan for system design and implementation
80. 2
Project management can be defined as a carefully planned and
organized effort to accomplish a specific, and usually one-time,
objective.
There are several facets to successfully managing any project,
including:
• developing the plan and managing its implementation, along
with the various controls put into place to ensure that
performance is
sustained and that objective timelines can be adequately met;
• being able to adjust the plan for any errors or unforeseen
circumstances while ensuring the overall success of the project;
• and lastly, once the project implementation is complete, being
able to measure the success outcomes in relation to the project
expectations in some sort of quantifiable way.
3
A project is usually defined in phases. The number and types of
phases are solely dependent on the project at hand; however,
some
of the more common phases include:
• Determining feasibility: the process of determining if
undertaking the project will net beneficial outcomes for the
organization as a
whole?
81. • Definition, and determining the scope of the project: Who is
affected by this project…both directly or indirectly? Who will
be
involved with the project? What other factors are relevant to the
success of the project?
• The project planning phase: Developing a roadmap for project
success as well as tools for measuring that success when
completed.
• The project implementation phase: Actually DOING the work.
• Evaluation; and
• Support and maintenance: Determining the project’s net
benefit to the organization and putting in place processes to
ensure
longevity.
4
As this picture suggests, successful project management means
effectively balancing the components of time, cost, scope,
quality,
and expectations, each having a symbiotic relationship as
represented by the diamond shape in the center. This is referred
to in
project management circles as the “Project Diamond.” The
concept is quite simple: When a user requests an additional
report not
originally agreed on in the project specifications, the project's
scope and quality change, resulting in an imbalance and
skewing the
shape of the diamond unless changes in the remaining
82. components are made to bring the project back on track. We
refer to this
relationship as the “Project Diamond.”
5
Every project needs a someone who can lead the project from
start to finish: someone who is able to understand, relate to, and
coordinate between the project’s many facets.
This project manager is responsible for everything required to
ensure the project’s success, whether directly or indirectly.
It’s important to note that a project manager is NOT like a
typical hierarchical line management role. Rather, they can best
be viewed
as the center of everything relating to the project. Let’s look at
an illustration.
6
As you can see from this illustration, the project manager acts a
focal point where different aspects of the project come together.
The
project manager is responsible for coordinating project
activities as well as developing and maintaining the scope and
time table of the
project.
The four arrows represent the relationships between the project
manager and various groups typically associated with project
completion. It is not uncommon for the project manager to be in
83. both a supervisory position and at the same time subordinate to
stakeholders or upper management affiliated with the project.
The project manager must also be able to forge productive
relationships
with any internal and external elements such as other
departments and outside vendors or contractors of over which
he or she may
have no direct authority.
7
A project plan is basically a blueprint charting the entire
project’s expected progress from start to finish. A project plan
can contain as
little as a framework for the project or spell out every minute
detail– in other words, it can be either detailed or summarized –
as
needed to successfully manage the project itself.
A good project plan effectively balances all of the components
of scope, time, cost, quality, and outcome expectations while
minimizing costly errors, by adequately anticipating and
addressing problems early on which could negatively impact the
project’s
success.
8
A typical project plan formalizes the following:
• Agreements between the employer, the project team,
contractors and anyone else affiliated with the project
• The project’s primary purpose
84. • Organizational, institutional and project goals and objectives
as to their relationship to the project’s outcomes
• Scope and expectations
• Roles and responsibilities of Project staff/affiliates
• Assumptions and constraints
• Quality management approach
• Project management approach
and
• Policies and procedures that must be adhered to for the
project’s success.
9
Before beginning to write your final project plan, consider
performing a factor analysis. Factor analysis is “a disciplined
technique used
for investigating, analyzing, and understanding a project prior
to making any formal commitments.” A factor analysis allows
you to
consider all of the relevant system requirements and
environmental conditions necessary to ensure the project’s
success before
finalizing any commitments.
In other words, by examining where a project’s many variables
are interdependent upon one another, you will gain a better
understanding of the project’s importance as well as which
variables are most likely to hinder or help complete the project.
An example of one such factor to consider would be looking at
the client’s commitment level toward seeing the project to its
completion.
85. Another would be taking a look at your organization’s current
level of technology and determining its capabilities in relation
to the
project’s expected specifications.
10
When performing a factor analysis, there are at least ten areas
you should consider
1. Definition/Scope: Understanding the project’s primary
purpose as well as listing all of the major functions and
deliverables expected to complete the project is
very important. Likewise, by determining why the project was
created and what mission it fulfills within the organization is
crucial for determining the project’s
overall relevance and what support the project has.
2. Resources: A factor analysis attempts to identify all of the
necessary resources needed for the project’s success. This
includes monetary, technical, personnel,
or special materials needed.
3. Time: You should calculate the actual work time needed to
complete the project as well as the overall timeline.
4. Procedures: Most projects are subject to special polices and
procedures to ensure proper outcomes are realized. Here you
should catalog all of the relevant
organizational requirements as well as any regulatory policies
or mandates, financial reviews, special methodologies, or any
other requirements.
5. Environment: Explain the project's environmental factors that
may have spurred the project or could hinder its completion.
86. This could include geography,
culture, political environment, available technology, and so on.
6. Change: The factor analysis should take into account all
changes (procedural, policy, etc) that will be necessitated and
implemented because of the project and
any potential issues or risks associated with these changes. An
effective change management plan should then be developed to
adequately address these
issues.
7. Communications: A good communication strategy is key to
the success of a project. However, there are many factors such
as geographical location for
instance, that can inhibit this process. Determine the best
communication strategy for the project, considering any routine
meetings, reports, presentations, and
such needed to keep the project on track. Be sure to catalog any
foreseeable obsticles that will affect communication efforts and
plan accordingly.
8. Commitment: For a project to succeed it must gather
momentum and maintain a level of support from key proponents
capable of driving the project to
completion. Analyze and determine the degree of support for the
project from sponsors, users, and stakeholders. Are they willing
to commit to seeing the project
through to completion? What factors are currently driving
support for this project? Will those factors still be in play as the
project moves forward? What’s at stake
if the project is NOT completed?
9. Expectations: What positive outcomes can you expect from
completion of this project? What goal or objective will
completion of the project satisfy? To what
87. measurable degree?
10. Risk: Summarize any potential obstacles that will hinder
project completion. Additionally, take time to analyze the risks
associated with not completing the
project or portions of the project.
Completing the factor analysis will help you gain further insight
into the many different facets needing consideration and will go
a long way toward completing a
thorough project plan.
11
A typical project plan should have at least eight components,
each of which is essentially a work product resulting from
subtasks.
Introduction
The Introduction of the project plan should state the overall
purpose of the project. Ask yourself to define the mission you
are trying to
accomplish. The project description typically provides a short
statement about what the plan hopes to accomplish, as well as a
brief
background synopsis of how the project was originally derived.
What motivated, or demonstrated the need for, the project?
What
background history led up to this project being created?
Goals & Objectives:
A goal is a specific and desirable achievement that the
organization chooses as a focus in support of its overall
mission. Goals tend to
88. be long term while objectives, on the other hand, tend to be
short-term targets (typically 12-24 months or less) of defined,
measurable
achievement.
12
The expected project goals and objectives should be clearly
defined within the project plan. Reaffirm project objectives by
establishing the motives driving the project and determine how
completing the project will achieve specific aims for the
organization or
institution and its mission as a whole. Essentially you should
be able to identify the specific results to be realized and the
benefits to
be achieved, and establish a desirable and realistic time frame
for meeting the project objectives. A visible and reliable
method for
monitoring and measuring progress toward meeting these
objectives will also need to be devised.
13
Before we begin discussing scope, it’s important to note that, in
project management, there are two distinct definitions for
scope:
1. Project scope refers to the work needing to be accomplished
to deliver a product, service, or result with the specified
features and
functions as outlined.
2. Product scope can be defined as the features and functions
89. which characterize a product, service, or result.
Note that project scope defines a more work-oriented approach,
while product scope focuses on the functional requirements of a
deliverable. Defining the scope of a project is often neglected;
however, properly defining the scope in detail is critical to
properly
planning a schedule, budget and the needed resources to ensure
successful completion.
14
With that said, having clearly and concisely defined the scope
of a project is key to its success. The project scope should
describe,
from a quantitative perspective, what is to be accomplished.
Defining the scope aids in establishing realistic work plans,
budgets,
schedules, and expectations. Should identified work arise that
falls outside of the defined scope, it becomes the project
manager’s
responsibility to determine whether the additional work falls
out of the project’s scope and should be deferred, or whether
the scope
of the project should be expanded to include the work.
Expanding the project scope would mean making formal
changes to the work
plan, resource allocation, budget, and/or schedule.
Scope Definition
You will want to detail what work will be done and what
resources will be included in the project; we call this Scope
Definition. If the
project is part of a phased approach, it may include deliverables
90. from the previous stage and the scope may be characterized by
which objects will be further defined and developed. Focus on
the components identified within the project plan scope
definition.
Define the scope of the project by determining which criteria
constitute maintenance of the product. This will help prevent
the
occurrence of “scope creep”, a term that refers to the
incremental expansion of the scope of a project, as when
requirements are
introduced that were not part of the initial planning. Scope
creep is often due to inadequate planning or a failure to consult
all of the
stakeholder parties during the project’s initial stages, and it can
result in costly financial and scheduling overruns.
15
The deliverable scope of the project is a complete listing of the
products and/or other “deliverables” expected. These could
include
tangible items as well as specific results resulting from the
project’s completion. Every project plan should have a
deliverable scope.
It should Include a list of these deliverables often times with
more detailed explanations of each deliverable which may be
contained
within the project plan’s Appendix.
When writing a deliverable scope for a project plan be sure to
contain the following, for each deliverable:
• Name and a description
• Purpose behind creating the deliverable
• Major task(s) producing/updating the deliverable
• Expected audience
91. • Sign-off participants
Remember to include any project management deliverables,
including the project plan itself.
Milestones represent the timeline, or temporal scope, of the
project. Here you describe significant project accomplishments
that will
act as primary checkpoints marking the project’s progress.
These are generally points marking the completion of a specific
activity or
group of activities and resulting in a significant product or
result, such as equipment delivery, material delivery, review
meeting, or
approval checkpoint. Not every task completion date in the
project will be a milestone, but every milestone should be tied
to a
deliverable.
16
Include the estimated time of completion for each milestone.
Milestones are targets that should be met. If they are not met, it
is likely that the
project will not finish on time. Ensure that milestones are
clearly identified in the timeline and project plan.
16
Assumptions
Assumptions are necessary if we are going to make decisions
about the future. They help us fill the gaps where facts are
lacking but
92. are not always proven to be true. Use this section to describe
any assumptions made about the project or its completion
related to
items such as available resources, scope, expectations,
schedules, etc. Assumptions should be specific and measurable.
Be sure to
differentiate between assumptions made about the project and
real facts that can be proven.
For instance, when determining the project’s hiring budget you
can assume from the facts you are currently given whether or
not you
will be able to fully staff the project throughout it’s duration or
perhaps whether cut backs will be needed at a later phase of the
project
due to projected budgetary constraints.
Constraints
Describe and plan for any limitations under which the project
will need to be conducted, This could include any operational or
environmental parameters such as projected timeframes,
deadlines, available funding, staff skill levels, or resource
availability that
may or may not impede the project’s progress.
17
Related Projects
Other projects can be potentially impacted by your project as
well. Other projects may be dependent on deliverables
associated with
your project or your project may affect the parameters of other
projects. You should address these issues and ensure managers
of
93. these related projects should be kept in the communication loop
on all matters related to your project.
Critical Dependencies
Likewise, it is also essential that the critical dependencies
between related tasks and subtasks whether internal or external
to the
project be understood to ensure that tasks are sequenced
correctly so you can maximize efficiency and so that the project
can run
smoothly, minimalizing unwanted downtime.
Determine the relationship between work performed in a given
task or subtask with the work performed in other tasks or
subtasks.
Identify the predecessor and successor activities.
Identify any tasks within a related project on which this project
is dependent, and describe each relationship.
18
Quality management is the process of ensuring that the
project’s objectives, adequately meet expectations. Your project
plan should
identify and list the methods you plan to use to ensure your
deliverables are up to snuff and how that methodology aligns
appropriately
with any industry standards or regulations which must be
followed. This would include any project reviews or inspections
you plan to
conduct, along with any testing or test scripts and where in the
process each should occur to ensure quality guidelines are met.
You
should also define the specific and measurable standards used in
determining acceptable results.
94. Also list and describe any special tools, skills, and techniques
that will be needed on the project to perform the testing and
ensure
positive outcomes, including any specific hardware or software
packages. Some such packages would include project
management
software, measuring devices or testing software.
Lastly, define the specific quality management roles and
accompanying responsibilities that individuals will be assigned
to ensure
quality is adequately met on the project.
19
Project Management
Effective project administration is key to success. Ground rules
need to be set into place outlining acceptable standards for
providing
effective administration, communication, and project oversight.
Identify the administration policies agreed to by the project
team that govern the way in which the project will be
conducted. Such
standards include status reporting, staff meetings, product
review acceptance criteria, and celebration criteria. Describe
which
standards, if any, already exist within the organization and are
appropriate for the project. Such standards typically include
project
model management, technology, documentation management
and training techniques, naming conventions, quality assurance,
and
95. testing and validation. These may be standards that are
recognized and embraced as an industry standard or that are
specific to your
organization.
Define & describe the roles and responsibilities of each team
member, along with the overall communication plan to ensure
that team
members understand what is expected of them. Describe the
mechanism for communicating responsibilities across the
project team
and within the organization at large. Be sure to develop a
strategy that promotes communication among team members;
consider
using a directory of all team members and liaisons.
Identify how progress on the project will be determined and
how it will be communicated to those involved in or impacted
by the
project. Identify how often status reports will be distributed
and to whom. Determine how often progress meetings will be
held and
who is expected to attend.
20
Approvals
Unexpected situations and setbacks are bound to occur.
Likewise, project tasks need some sort of approval process to
ensure quality checks
have been sufficiently completed to move to the next phase It’s
important to develop an efficient approval strategy for
monitoring and moving the
process forward and can also anticipate and adequately address
96. any unexpected variations and modifications that become
necessary during
the project’s life cycle.
20
We have already discussed in detail the steps involved in
selecting an EHR system that’s right for your practice or
institution. Now
let’s review the steps for implementation as a whole.
Stage 1: Assessment
Your project team, represented by a variety of physicians, staff,
and stakeholders with the appropriate skills, is formed, and
regular
team meetings are conducted. These team meetings continue
throughout the six stages. The assessment stage helps prepare
for the
implementation by completing a “practice readiness
assessment”; this includes a profile of the organization in terms
of goals and
priorities, and an assessment of IT, healthcare, and business and
office personnel. A “hardware requirement analysis” is also
carried
out at this stage.
Step 2: Planning
The practice data collected from the previous stage is carefully
reviewed. Based on this, the electronic health records
implementation
goals are defined, and improvement opportunities are identified
and targeted.
Step 3: Selection
97. The EHR system's requirements are defined, including
configuration needs, and a selection process and details of the
goals that are
archieved based on the selection. The EHR system is also
selected in this stage.
21
Step 4: Implementation
Once the EHR selection has been made, a system
implementation plan is developed with the vendor, along with
timelines. The implementation
plan includes details on installing and configuring hardware and
EHR software. A plan for migrating any old data over to the
new system must
also be devised, including any necessary database conversions
in a manner that ensures data integrity. A staff training program
is initiated and
system testing follows. Then the staff begin to use the EHR
system. Throughout the process, a journal of experience and
processes is
maintained.
Step 5: Evaluation
A post-implementation review is conducted and the journal of
experience and processes is updated. The performance measures
created during
the planning phase are validated and an improvement plan is
prepared.
Step 6: Improvement
The EHR is then modified to resolve issues encountered during
the evaluation phase. Improvements are carried out as defined
in the
99. pace. For a
single physician practice you should expect the project to span
from 12-18 months at least from start to rollout; or longer for
practices
with multiple physicians.
Implementation of your EHR should be driven by the long term
goals you wish to achieve. You should begin by evaluating your
practice and looking for deficiencies or areas where
improvement can improve quality of care and efficiency.
Special areas to consider
could include coding, medication management, quality
improvement, patient satisfaction, and so on. There are many
goal setting
tools and resources available. MedQIC, an online goal-setting
tool hosted by the Centers for Medicare and Medicaid Services
is just
one such tool which may prove valuable but there are many
more.
Just like large practices, you should take care to include a
thorough workflow analysis, in your project plan, particularly
when it comes
to scheduling, triaging, patient registration, referral
management, visit documentation, orders, result management,
100. protocols,
treatment plans, clinical decision support, copayment capture,
claims processing, and billing. Other areas should be
considered as
well. Special consideration should also be given in office
environments where the transition to an EHR coincides with a
transition from
a paper tracking system to a paperless tracking system.
22
In a smaller practice, you will probably need to focus more on
up front and long term costs associated with choosing an EHR.
Establishing a budget early on will help guide you toward
selecting an appropriate EHR vendor. For instance, many
smaller practices
opt for a hosted EHR solution over an in-house solution, which
may help offset costs for maintenance and support of the EHR
infrastructure.
In smaller practices, building a PARTNERSHIP between your
practice and the EHR vendor is just as important if not more so.
You will
101. be more dependent on the vendor providing technical expertise
and even on-site support during and after the implementation
process
has begun. Choose a vendor that’s a good fit for your practice
and understands your goals and will work with you to develop a
project
plan that not only focuses on the technical requirements and
deliverables but also encompasses the project plan as a whole
including
time for analysis, staff training, and testing. Choosing a vendor
should not rest on cost analysis alone.
23
We’ve covered a lot of concepts in today’s lecture. Lets
summarize the important points:
Project management is the process of carefully planning and
organizing efforts for accomplishing a specific, and usually
one-time,
objective.
A project manager is directly responsible for activities of all
102. participants, tasks, & deliverables however, the project manager
may not
necessarily be the top level of the hierarchical management
structure.
Projects have major phases designed to move the project along
in a logical and timely progression
A factor analysis is often done before the project begins to help
determine scope resources and time needed to be successful.
24
A project plan is then developed and typically should have at
least eight components, each of which is essentially a work
product
resulting from subtasks. The project plan helps identify specific
details including workflow, teams, communication and
approvals
needed to ensure project success.
EHR project implementations follow similar patterns as many
other projects including six typical stages:
105. systems-1.379705
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This is Component 14 Unit 8: EHR go-live strategies.
1
At the end of this lecture, you will be able to evaluate training
and go-live strategies in terms of impact on cost and workflow.
More specifically, by the end of this unit, you will be able to
Describe characteristics of training and go-live strategies that
would facilitate implementation of a new Electronic Health
Record
(EHR) system.
Compare the advantages and disadvantages of a big-bang roll-
out versus a phased roll-out and vice-versa.
Identify staffing, command center and consultant considerations
Compare strategies for monitoring systems and change
management during the immediate post go-live period.
2