Posted: May 1st, 2025

Benchmark – Budget Presentation

assessment Description

The purpose of this assignment is to discuss considerations when developing the budget for a business plan.

Create a presentation for your stakeholders regarding your funding needs in order to compete for budgetary allowance. In 12-15 slides (not including title and reference slides), address the following information:

Analyze the funding requirements needed to implement your business plan. Address both known expenses and potential hidden expenses.

Discuss ethical financial practices and describe why your budgetary needs are sustainable based on principles of corporate responsibility.

Discuss the impact finances have on structural and organizational models of health care. Explain how this directly relates to your business plan.

• Describe how your business plan will directly benefit the organization’s strategic plan.
• Include comprehensive speakers’ notes on each slide with substantive information.
• Consult a minimum of three peer-reviewed resources.
• Refer to the resource, “Creating Effective PowerPoint Presentations,” located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

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ClC Business Plan
Antwanetta Boswell
Grand Canyon University
HCA-620
Professor Griffin
07/12/2024
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I. Introduction
Integrating modern technology and managing a 200-bed urban hospital requires good
communication. Medical centers network to improve communication. Thirty primary care
physicians manage the hospital and four neighborhood clinics. Offering thorough and well￾organized therapy to a wide range of people in this extensive network offers positives and cons.
Improving patient care, clinical operations, and data management starts with an EMR system
(Singh et al., 2022).
The hospital and its clinics’ electronic medical record system installation timeline is
contained in this communication plan. The project intends to improve patient record storage,
speed up information flow between the main hospital and satellite clinics, and promote patient￾centered care. The new Electronic Medical Records (EMR) system will consider internal and
external communication needs for a smooth transition. It will notify and prepare all parties for
changes.
II. Needs Assessment
The 200-bed metropolitan hospital and its clinics employ paper medical records, which
hinders healthcare quality and efficiency. Finding, editing, and moving patient data from paper
records takes time. This method is inefficient. Inefficiency can delay medical care and increase
errors from illegible handwriting or misplaced paperwork. Paper-based systems may also lose
crucial patient data in critical situations or across clinics.
EMR systems can address these challenges and improve patient care. Doctors can swiftly
analyze patient histories and make correct recommendations with an EMR system. EMR systems
safeguard patient data from unwanted access and breaches. EMRs increase healthcare
communication. To coordinate patient treatment, hospital clinics must communicate.
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Cultural, literacy, and language difficulties must be addressed to guarantee the electronic medical
record (EMR) system fits hospital and clinic patients’ different needs. User-friendly interfaces,
specialist reading and language support, and staff cultural competency training should be
implemented. These features improve EMR system architecture for efficiency and usability,
boosting patient engagement and satisfaction.
III. Internal Communication Plan
Electronic Medical Record (EMR) deployment requires good communication between
hospitals and clinics (Janett & Yeracaris, 2020). Complete internal communication supports
problem-solving and efficient improvement. These communications target doctors, nurses,
clinicians, IT, and admin. The project will be implemented using communication approaches
adapted to each group’s needs and characteristics.
Staff functions and interests will be met through various communication methods. Top
executives can update the team at town hall gatherings. Meetings will cover IT integration and
clinical operations for departmental challenges. Internal email notifications and updates circulate
information swiftly. Dedicated project websites provide self-service and simple access to crucial
information. Tools, updated information, and a FAQ will be on the website.
Methodical communication will occur throughout the process. Project status and updates
will be communicated to staff during design, implementation, and training. Everyone will be
prepared and informed when important events like new training modules or the system with
better communication. This strategy manages expectations and resolves conflicts swiftly.
Staff will know about scheduled sessions in advance so they can make arrangements.
Internal communication will update staff on EMR adoption goals and progress. This requires
sharing project objectives, timelines, and results. We will provide resources and training. Users
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may quickly contact the help desk, technical, and user support. Q&A sessions will address staff
concerns and input. This facilitates group conversations and problem-solving. In these ways, the
company will inform stakeholders with vital messages, fostering teamwork and EMR system
efficiency.
IV. External Communication Plan
Patient, community, and regulatory agency involvement in EMR system installation is
maintained through effective external communication. These communications reach EMR users,
hospital and clinic community partners, and healthcare regulators.
To satisfy stakeholders, we will use numerous communication methods. The EMR
restricts patient portal access to medical records. Patients will mainly use this health information
portal. EMR system problem-solving forums will include community partners. Press releases and
media relations will inform stakeholders and the public of EMR deployment successes. The
hospital website has updates and a FAQ list to help patients meet their needs. Regular regulatory
communication will guarantee the EMR system meets HIPAA and other requirements.
Communication will be controlled to satisfy everyone and maintain transparency.
Community partners and patients will receive regular EMR updates. Patients will receive EMR
training if needed. Promote proactive communication to reassure patients about data security and
privacy and establish trust in their health data.
EMR system benefits like better patient care coordination, and faster medical record
access will be shown via public data (Tapuria et al., 2021). Full explanations should ease
patients’ data privacy and security concerns. Give clear patient portal guidelines to facilitate the
move. The hospital and clinics will interact externally with all necessary parties to ensure a good
response and effective EMR adoption.
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V. Project Management
EMR implementation requires strong project management in hospitals and clinics. The
first and most crucial step is choosing a skilled provider. Several factors determine vendor
selection. The system must serve hospitals and clinics. Integration with current systems requires
interoperability. The cost must fit the budget. Customer service must be consistent to help and
resolve issues (Xu et al., 2020). Proponents, system demos, and healthcare facility endorsements
will be assessed to assess vendor project preparedness.
Project management requires workforce and training. Experts will build, deploy, train,
and support EMR systems. Project managers, clinical representatives, administrative workers,
and IT professionals will collaborate. The new EMR system will be taught to all workers
intensively. It provides extensive training for all users and personalized training for physicians
who need help integrating the technology into their clinical practices. Staff will receive
individualized EMR training for quick proficiency.
Integration with existing systems is critical. To improve workflow, the EMR will be
integrated with imaging, laboratory, dictation, billing, and quality systems (Liu & Huang, 2020).
A thorough integration approach will identify and resolve compatibility and data migration
difficulties.
EMR geography must be addressed. Large workstations, servers, and administrative and
medical practitioner workstations need space. We have spatial constraint-overcoming strategies.
Concepts may include office makeover or expansion.
From concept to deployment, a complete implementation plan will steer the project. The
timeline includes design, implementation, testing, and training. Detail monitoring and revisions
will keep the project on track and achieve its goals. Project managers will coordinate and
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integrate each component to provide a smooth transition to the new EMR system, increasing
patient care and operational efficiency.
VI. Conclusion
EMR implementation at the 200-bed urban hospital and clinics is specified in the CLC
Business strategy. This strategy covers vendor selection, staff recruiting and training, space
needs, staffing and training methodologies, and internal and external communication. The
technique ensures that stakeholders are well-informed and prepared for the scenario, that the
system integrates seamlessly with existing procedures, and that resources are efficiently allocated
by systematically addressing each factor.
Electronic Medical Record (EMR) should be beneficial. The new system improves
healthcare practitioner coordination, data security, and fast access to complete medical
information to improve patient care. EMR deployment will speed up administrative processes,
enhance hospital-stakeholder communication, and reduce paper data storage. These changes will
make healthcare more efficient, effective, and patient-centered.
The company prioritizes EMR efficiency. The team prepares, communicates, and
prioritizes stakeholder satisfaction for a smooth transition and project success. We promise to
improve workflow and treatment standards to position the hospital and clinics for long-term
success.
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References
Janett, R. S., & Yeracaris, P. P. (2020). Electronic Medical Records in the American Health
System: challenges and lessons learned. Ciência & Saúde Coletiva, 25(4), 1293–1304.
https://doi.org/10.1590/1413-81232020254.28922019
Liu, B. J., & Huang, H. K. (2020, January 1). Chapter Four – Picture archiving and
communication systems and electronic medical records for the healthcare enterprise (D.
D. Feng, Ed.). ScienceDirect; Academic Press.
https://www.sciencedirect.com/science/article/pii/B9780128160343000043
Singh, S., Kumar Sharma, S., Mehrotra, P., Bhatt, P., & Kaurav, M. (2022). Blockchain
technology for efficient data management in healthcare system: Opportunity, challenges
and future perspectives. Materials Today: Proceedings.
https://doi.org/10.1016/j.matpr.2022.04.998
Tapuria, A., Porat, T., Kalra, D., Dsouza, G., Xiaohui, S., & Curcin, V. (2021). Impact of patient
access to their electronic health record: systematic review. Informatics for Health and
Social Care, 46(2), 194–206. https://doi.org/10.1080/17538157.2021.1879810
Xu, Y., Shieh, C.-H., van Esch, P., & Ling, I-Ling. (2020). AI customer service: Task
complexity, problem-solving ability, and usage intention. Australasian Marketing
Journal (AMJ), 28(4). https://doi.org/10.1016/j.ausmj.2020.03.005