Essay Grade

6/24/2019
Business Case for a New Economic Opportunity Scoring Guide
Business Case for a New Economic Opportunity Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Analyze the
opportunities and
risks relevant to a
proposed economic
initiative.
Does not identify
opportunities and
risks relevant to a
proposed economic
initiative.
Fails to analyze
some relevant
opportunities or
risks, or fails to
compare
opportunities to
risks.
Analyzes the
opportunities and
risks relevant to a
proposed
economic initiative.
Analyzes the opportunities and
risks relevant to a proposed
economic initiative, and
impartially considers
conflicting data and other
perspectives.
Propose ethical and
culturally sensitive
solutions to address
the risks associated
with an economic
initiative to ensure
the future security
of a care setting.
Does not propose
solutions to address
the risks associated
with an economic
initiative to ensure
the future security of
a care setting.
Proposes
solutions but they
are not ethical, not
culturally
sensitive, not
equitable, or fail to
sufficiently
mitigate identified
risks.
Proposes ethical
and culturally
sensitive solutions
to address the
risks associated
with an economic
initiative to ensure
the future security
of a care setting.
Proposes ethical and culturally
sensitive solutions to address
the risks associated with an
economic initiative to ensure
the future security of a care
setting, and identifies related
assumptions.
Analyze the costs
and benefits of a
proposed economic
initiative over a fiveyear time horizon.
Does not analyze the
costs and benefits of
a proposed
economic initiative
over a five-year time
horizon.
Attempts analysis,
but misinterprets
or fails to
complete the
template, or fails
to create
recommendations
related to the
cost-benefit
analysis.
Analyzes the costs
and benefits of a
proposed
economic initiative
over a five-year
time horizon.
Analyzes the costs and
benefits of a proposed
economic initiative over a fiveyear time horizon; and
identifies knowledge gaps,
unknowns, missing
information, unanswered
questions, or areas of
uncertainty (where further
information could improve the
analysis).
Propose potential
ways to keep costs
under control while
maximizing the
benefits of an
economic initiative
and ensuring that it
remains ethical and
culturally equitable.
Does not propose
potential ways to
keep costs under
control while
maximizing the
benefits of an
economic initiative
and ensuring that it
remains ethical and
culturally equitable.
Proposes
potential ways to
keep costs under
control but they
are impractical or
fails to consider
relevant effects on
benefits, ethics, or
equity.
Proposes potential
ways to keep costs
under control while
maximizing the
benefits of an
economic initiative
and ensuring that
it remains ethical
and culturally
equitable.
Proposes potential ways to
keep costs under control while
maximizing the benefits of an
economic initiative and
ensuring that it remains ethical
and culturally equitable; and
impartially evaluates pros and
cons of cost containment.
Justify the relevance
and value of the
quantitative and
qualitative
economic, financial,
and scholarly
evidence used to
support
recommendations
throughout a report.
Does not attempt to
justify the relevance
and value of the
quantitative and
qualitative economic,
financial, and
scholarly evidence
used to support
recommendations
throughout a report.
Attempts to justify
the relevance and
value of evidence
used to support
recommendations,
but justification
lacks logic or
clarity.
Justifies the
relevance and
value of the
quantitative and
qualitative
economic,
financial, and
scholarly evidence
used to support
recommendations
throughout a
report.
Justifies the relevance and
value of the quantitative and
qualitative economic, financial,
and scholarly evidence used
to support recommendations
throughout a report; and
suggests criteria that could be
used to evaluate the evidence.
https://courserooma.capella.edu/bbcswebdav/institution/NHS-FP/NHS-FP6008/180700/Scoring_Guides/a02_scoring_guide.html
1/2
6/24/2019
Business Case for a New Economic Opportunity Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Communicate a
business case in a
logically structured
and concise manner,
writing content
clearly with correct
use of grammar,
punctuation, and
spelling.
Does not
communicate a
business case in a
logically structured
and concise manner,
writing content
clearly with correct
use of grammar,
punctuation, and
spelling.
Communicates in
a manner that is
not consistently
clear, logically
structured, or
concise; errors in
grammar,
punctuation, or
spelling distract
from the
message.
Communicates a
business case in a
logically structured
and concise
manner, writing
content clearly
with correct use of
grammar,
punctuation, and
spelling.
Communicates a business
case in a logically structured,
clear, concise, and persuasive
manner; grammar,
punctuation, and spelling are
without errors.
Effectively support a
report with relevant
economic data and
scholarly sources,
correctly formatting
citations and
references using
current APA style.
Does not effectively
support a report with
relevant economic
data and scholarly
sources, correctly
formatting citations
and references using
current APA style.
Includes data or
sources that lack
relevance, or
incorrectly formats
citations or
references.
Effectively
supports a report
with relevant
economic data and
scholarly sources,
correctly
formatting citations
and references
using current APA
style.
Effectively supports a report
with relevant economic data
and scholarly sources,
correctly formatting citations
and references using current
APA style. Citations are free
from all errors.
https://courserooma.capella.edu/bbcswebdav/institution/NHS-FP/NHS-FP6008/180700/Scoring_Guides/a02_scoring_guide.html
2/2
NHS-FP6008 Assessment 2 Context
Assessment 2 Context
Competitive Markets, Market Power in Health Care, and Risk
Mitigation
Effective leaders need to objectively evaluate data, consider more than a single perspective on
an issue, and propose a reasonable recommendation based upon quantitative and qualitative
data. Of significant note is the utility of maintaining a systems-based perspective, balancing
near- and long-term organizational interests, and evaluating the economic alternative within the
industry or operating environment.
Consider your current or desired future work setting. What are some of the problems, dilemmas,
or issues for which economic decisions must be made? Examples of such decisions may be
determining optimal staffing ratios, purchasing a new piece of medical capital equipment, hiring
a consultant versus using inside talent, or embarking on a large-scale marketing campaign.
When you have been involved in economic decision making in the past, what types of decisions
were involved? Did you review only cost data? Were you on a team that evaluated the shortand long-term impact of a decision involving a purchase or investment for a health care
organization? If you were, try to recall the decision-making process. One of the most
challenging aspects of effective decision making is identifying not only the ideal option, but one
that is feasible and realistic given finite organizational resources.
Economic decision making involves consideration of possible alternatives, and weighing risks
versus benefits. Examples of decisions that may involve risk assessment are financing the
expansion of a new hospital wing, funding a new patient safety team, entering into a joint
venture to share services with an industry partner, or launching an innovative clinical initiative
using 3D printers to construct pediatric heart valves. Regardless of the economic decision
selected, effective health care executives constantly engage in risk assessment. This can be a
mixture of informal or formal processes, but it is wise to conduct a detailed risk assessment
before embarking upon any major economic decision. The skill of assessing risk is one that is
constantly utilized by health care leaders, so this exercise has immediate applicability to the
workplace.
Comparative economic analysis (CEA) is quite useful in the health care workplace, especially
given the uncertain nature of reimbursement and emerging regulations. Health care leaders
must consider a variety of options and assure that the alternatives under consideration have
been properly valued for the sake of comparison. Regardless of the comparative economic
analysis method or problem—human capital, risk preference, contingent evaluation, or costbenefit ratio analysis—that you select, you will be able to apply the comparative analysis tools in
your workplace setting as well as in your daily life.
1
Overview
Report on risk and mitigation and the costs and benefits of a proposed initiative.
As a master’s-level health care practitioner, you are expected to consider a
number of factors when analyzing the feasibility of a new initiative. For example,
you need to keep in mind the various types of risk (such as patient safety,
physical plant, financial, or reputation), as well as the present and future value of
the service line or economic opportunity into which you are investing resources.
You also must balance the competing considerations of your ethical and moral
responsibility to provide quality care to patients and populations, while also
protecting your care setting’s assets and economic viability in the near and long
terms.
Note: Complete the assessments in this course in the order in which they are
presented.
By successfully completing this assessment, you will demonstrate your proficiency
in the following course competencies and assessment criteria:
•
•
•
•
Competency 1: Analyze the effects of financial and economic factors (such as costbenefit, supply and demand, return on investment, and risks) in a health care
system on patient care, services offered, and organizational structures and
operation.
• Analyze the opportunities and risks relevant to a proposed economic
initiative.
• Analyze the costs and benefits of a proposed economic initiative over a fiveyear time horizon.
Competency 2: Develop ethical and culturally equitable solutions to economic
problems within a health care organization in an effort to improve the quality of
care and services offered.
• Propose potential ways to keep costs under control while maximizing the
benefits of an economic initiative and ensuring that it remains ethical and
culturally equitable.
Competency 3: Justify the qualitative and quantitative information used to guide
economic decision making to stakeholders and colleagues.
• Justify the relevance and value of the quantitative and qualitative economic,
financial, and scholarly evidence used to support recommendations
throughout a report.
Competency 4: Develop ethical and culturally equitable economic strategies to
address dynamic environmental forces and ensure the future security of an
organization’s resources and its ability to provide quality care.
Propose ethical and culturally sensitive solutions to address the risks
associated with an economic initiative to ensure the future security of a care
setting.
Competency 5: Apply various communication methods in order to clearly,
effectively, and efficiently relate information to stakeholders and colleagues related
to economic data, findings, and strategies.
• Communicate a business case in a logically structured and concise manner,
writing content clearly with correct use of grammar, punctuation, and
spelling.
• Effectively support a report with relevant economic data and scholarly
sources, correctly formatting citations and references using current APA
style.
•
•
Questions to Consider
•
As you prepare to complete this assessment, you may want to think about other
related issues to deepen your understanding or broaden your viewpoint. You are
encouraged to consider the questions below and discuss them with a fellow learner,
a work associate, an interested friend, or a member of your professional community.
Note that these questions are for your own development and exploration and do not
need to be completed or submitted as part of your assessment.
•
What kinds of quantitative data can support proposals for change in a health care
setting? What kinds of qualitative data can do so?
What are the five different types of comparative economic analysis?
What are some realistic and feasible recommended alternatives for health care
issues and problems that currently impact your work? What would be the costs of
pursuing those alternatives? What would be the benefits?
When and how are the following methods for valuation best used?
• Human capital.
• Risk preference.
• Contingent valuation.
• Cost-benefit ratio.
•
•
•
Assignment Instruction
In this assessment, you will conduct a risk and mitigation analysis and costbenefit analysis and report on your findings.
Scenario
The senior management of your care setting has reviewed your Executive Brief:
Proposal of a New Economic Opportunity and has decided that it has merit. As a
result, you have been asked to take a more detailed look at the feasibility and
cost-benefit considerations of implementing your proposed economic initiative
over the next five years. The senior management is looking for a 3–5-page report
that builds a business case for your economic initiative by analyzing ways to
mitigate the risks associated with your original proposal and a completed costbenefit analysis using the Cost-Benefit Analysis Template, linked in the
Resources.
Directions
You have been asked to ensure that your report addresses the following. Note:
The bullet points below correspond to grading criteria in the scoring guide. Be
sure your work is, at minimum, addressing each of the bullets below. You may
also want to read the scoring guide and the Guiding Questions: Business Case
for a New Economic Opportunity document, linked in the Resources, to better
understand the performance levels that relate to each grading criterion:
Part 1: Risk and Mitigation Analysis
Complete the following:
• Analyze the opportunities and risks relevant to your proposed economic
initiative.
• Propose ethical and culturally sensitive solutions to address the risks
associated with your economic initiative to ensure the future security of your
care setting.
Part 2: Cost-Benefit Analysis
Complete the following:
• Analyze the costs and benefits of your proposed economic initiative over a
five-year time horizon.
• Propose potential ways to keep costs under control while maximizing the
benefits of your economic initiative and ensuring that it remains ethical and
culturally equitable.
Address Generally Throughout Business Case
Complete the following:
• Justify the relevance and value of the quantitative and qualitative economic,
financial, and scholarly evidence you used to support your recommendations
throughout your report.
• Communicate your business case in a logically structured and concise
manner, writing content clearly with correct use of grammar, punctuation,
and spelling.
• Effectively support your report with relevant economic data and scholarly
sources, correctly formatting citations and references using current APA
style.
Example Assessment: You may use the assessment example, linked in the
Assessment Example section of the Resources, to give you an idea of what a
Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
•
•
•
Length: 3–5 double-spaced, typed pages. Your paper should be succinct yet
substantive.
• Be sure to include a title page and reference list.
• Your completed Cost-Benefit Analysis Template should be included as an
appendix within your final business case submission.
APA format: Resources and citations are formatted according to current APA style.
Resources: Cite 4–5 authoritative and scholarly resources. Be sure to include
specific economic data and support as part of your cited resources.
Running head: BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
Business Case for a New Economic Opportunity
Learner’s Name
Capella University
Health Care Economics and Decision Making
Business Case for a New Economic Opportunity
December, 2017
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
1
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
2
Business Case for a New Economic Opportunity
Whilborne Medical Center (WMC) is a multispecialty health care facility situated in
proximity to an industrial park. Its management is planning to start a new economic initiative in
the form of an urgent care center (UCC) within WMC’s premises. The UCC will not only help
provide quality health care to the community but also provide an additional revenue stream for
WMC. The objective of this business case is to present a detailed report on the feasibility and
cost–benefit considerations of implementing the proposed economic initiative over the next five
years. The business case includes an evaluation of various risks and opportunities associated with
the new initiative. It recommends ways to lessen the risks associated with setting up the UCC
and strategies for controlling costs and maximizing benefits.
Opportunities Associated With the Proposed Economic Initiative
An economic and environmental analysis was performed to determine the opportunities
and risks associated with the UCC. WMC is situated near Maxima Industrial Park. Most of the
patients treated at WMC are among the 30,000 workers from different companies in the
industrial park. Additionally, the area has around 3,000 locals. The UCC may cater to the nonemergent needs of both the workers from the park and the locals in the area.
UCCs present an opportunity to reduce overcrowding in the ED at WMC. Often, EDs
have to tend to patients whose cases are urgent, but do not merit the emergent care that EDs
provide (Qin, Prybutok, Prybutok, & Wang, 2015). Non-emergent cases can be diverted to the
UCC, where health care personnel will be able to treat workers of the industrial park who walk in
with work-related injuries or for preventive care. Additionally, any urgent health care needs of
the local community may be met by the UCC. The ED will be able to exclusively tend to the
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Comment [A1]: This is great that your
initiative can help address a larger problem
within the U.S. health care system as well as
help your organization.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
3
more emergent cases, while the UCC will exclusively tend to the urgent care cases received by
WMC. Thus, an additional revenue stream for WMC will be created with the addition of the
UCC.
Additionally, UCCs must serve a high number of patients to break even (Yee, Lechner, &
Boukus, 2013). Therefore, location near a target patient population is an important factor in the
success of a UCC (Gurganious & Greenfield, 2015). The required target population for the UCC
is found in the 30,000 workers employed at Maxima Industrial Park. WMC has developed a
relationship with workers from the park through the annual health checkups it organizes. The
UCC can benefit from this relationship as there is a high likelihood that employees who are
satisfied with the care they received at WMC will return to the UCC for urgent care issues.
A competitor analysis conducted in the area shows that there are two primary health
clinics, but no UCCs in WMC’s vicinity. Most patients prefer primary health clinics over UCCs
and EDs (Qin et al., 2015). This issue is mitigated by the number of work hours that EDs and
UCCs have over primary health clinics. With the introduction of a UCC, patients will be able to
avail after-hours health care for minor illnesses on any day of the week at lower costs compared
to primary health clinics (Chang, Brundage, & Chokshi, 2015). Also, as patients can go to a
UCC without an appointment (unlike a primary health clinic), they will find the UCC more
accessible for treating minor illnesses (Yakobi, 2017). These advantages over its competitors will
help WMC capture a significant market share in the urgent care segment.
Risks Associated With the Economic Initiative and Ways to Address Them
The potential risks associated with the setting up of a UCC were identified. It was
observed during the competitor analysis that a retail health clinic inside a Walmart store situated
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
4
near WMC could pose a threat to the UCC. Retail health clinics are walk-in clinics located inside
grocery stores or supermarkets. They mainly provide convenient care to retail store customers
suffering from minor illnesses. Like UCCs, many retail health clinics offer after-hours care and
easy accessibility without an appointment; at the same time, the health care cost at these clinics
is less than it is at UCCs (Chang et al., 2015). Therefore, the presence of the retail health clinic
puts the financial security of the UCC at risk as it might appear more attractive to patients in
need of urgent care.
A UCC is equipped to handle a wider number of ailments than a retail health clinic
(Chang et al., 2015). Being affiliated with WMC, the UCC can provide its patients access to
more facilities such as scans and tests that are not provided by retail health clinics and other
UCCs. These factors set the UCC at WMC apart from its competitors and can be used to promote
the clinic. Clients will consider the UCC a convenient and viable option for their healthcare,
where multiple tests can be done if needed. Additionally, the UCC must also ensure that the
focus of the clinic is on providing a convenient and satisfactory experience for the patient
(Gurganious & Greenfield, 2015). If patients receive quick and timely care from excellent
service providers, they will be encouraged to visit again and refer new patients to the UCC.
UCCs are known for providing immediate care to many patients in a relatively short time
(Yakobi, 2017). The staff and management of the UCC will have to be aware that the highvolume, speedy health care delivery environment leaves room for errors such as misdiagnoses.
These errors can result in the UCC and its staff facing serious legal risks. Therefore, it is
important for the UCC to maintain meticulous documentation to insulate itself from the
consequences of misdiagnoses or medical malpractice. The symptoms, physical observations,
and lab results which are used to develop a plan to administer care should be identified to ensure
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Comment [A2]: It is good that you have
identified this threat…this is something that
could undermined the economics of your
initiative.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
5
that the plan has clarity and is logical (“Why good documentation matters”, 2016). It is also
binding on UCC physicians to set patients’ expectations by communicating with them effectively
about the nature of services provided (“Helping patients make informed decisions”, 2014). These
measures ensure that, despite the difficulties resulting from high demand, both patients and
health care practitioners are mindful of the treatment that is administered.
Cost–Benefit Analysis of the Proposed Economic Initiative
After considering the opportunities and risks involved, the costs and benefits of setting up
a UCC are analyzed. To assess the economic feasibility of setting up a UCC, the present value of
the estimated costs and benefits and the net benefit over a 5-year time horizon are calculated
using a present value discount rate of 11%. The present value discount rate has been determined
based on the standard cost of capital and the estimated target returns. The estimated capital cost
includes minor construction costs and the cost of purchasing furniture and equipment. These are
conservatively projected to be $350,000 in the current year (Golinkin & Danielle, 2013). The
estimated operating costs comprise expenditure on salaries paid to the staff; basic utilities such as
electricity, gas, and the Internet; insurance (including insurance for staff, business liability,
building, furniture, and equipment); and other operating expenses such as administrative and
marketing costs.
On an average, most UCCs have two full-time (or part-time) physicians, two nurse
practitioners, and three medical assistants or other clinical staff (Weinick, Bristol, & DesRoches,
2009). It is assumed that two physicians, two nurse practitioners, three medical assistants, and a
medical receptionist will be recruited by the UCC. Based on the national average recruitment
incentives, staff salaries (per annum) in the first year of operation are assumed to be around
$232,000 for a full-time physician, $112,000 for a nurse practitioner, $35,000 for a medical
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
6
assistant, and $32,000 for a receptionist (U.S. Bureau of Labor Statistics, 2017). The actual
growth rate of an employee’s salary in the U.S. is 2.7% per annum (Economic Policy Institute,
2018). For this analysis, salaries of the employees of the UCC are assumed to increase at a
conservative rate of 3% per annum. Additional costs will be incurred in years four and five to
hire a full-time nurse practitioner (year four) and a full-time physician (year five) to cater to the
increased number of patients.
The cost of basic utilities is assumed to increase by around 5% per annum, as utilization
of basic utilities will increase owing to an increase in patient volume. Considering that new staff
will be hired in the fourth and fifth years of operation, insurance costs are assumed to increase in
these 2 years owing to addition of staff. Other operating costs are assumed to be around 12% of
annual revenue based on WMC’s financial statements. As per the cost–benefit analysis, the
present value of the total costs over the 5-year period is estimated at $5,489,745.62, using a
present value discount rate of 11% (see Appendix for more information on cost–benefit analysis
over a 5-year period).
Benefit (revenue) was calculated based on the fee collected from each patient and the
number of patients expected to make use of the medical services at the UCC. Most clinics tend to
the needs of an average of around 357 patients every week and charge an average fee of
approximately $156 per patient visit (AMN Healthcare, 2015; Yakobi, 2017). Therefore, the
estimated revenue earned during the first year of operations will be $2,730,000. It is also
assumed that the revenue will increase by 5.3% per annum over the 5-year period based on the
national average (“Urgent Care Center Market”, 2018). Based on the estimated revenue over the
5-year period and the 11% present value discount rate, the present value of total benefits is
estimated at $11,037,800.03 (see Appendix for more information on cost–benefit analysis over a
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
7
5-year period). The net benefit, calculated by subtracting the present value of total benefits from
the present value of total costs, is estimated at $5,548,054.41 over a 5-year period (see Appendix
for more information on cost–benefit analysis over a 5-year period). Based on the positive net
benefit, it can be concluded that this initiative will be an economically viable one.
It should be noted that, although the cost–benefit analysis suggests that setting up a UCC
is a viable option, some knowledge gaps and unknowns are bound to be present. The impact of
nonmonetary costs, such as the time and effort spent on marketing and ensuring a good patient
experience, has not been considered in the analysis. Nonmonetary costs can have an effect on the
patient volume and that, in turn, can affect the net benefit. An increase in capital and operating
costs due to some unexpected developments or unforeseen expenses can affect the net benefit
gained. The patient volume may also vary depending on unpredictable factors such as the health
care market environment. All these factors can have a significant impact on the result of the
cost–benefit analysis.
Ways to Control Costs and Maximize Benefits
It is essential for the senior management to regularly implement methods to control costs
and monitor the financial position of the UCC. Overhead costs that are not directly related to
providing health care services make up a large portion of the total costs of the UCC. Overhead
costs include expenditure on building maintenance, repairs, insurance, basic utilities, and
supplies. The UCC will keep a check on building maintenance costs by undertaking maintenance
checks on a regular basis. To avoid significant repair costs, the staff will ensure that equipment is
handled with care and maintained in good condition. By reviewing the usage of electricity, gas,
water, phone, and the Internet on an annual basis, the UCC will also control basic utility
expenses. Low-cost plans, based on the UCC’s requirements, will be chosen to control expenses
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
8
on phone and Internet services. To avoid wastage of supplies, the staff will be encouraged to use
office supplies with discretion. Impractical cost control measures might adversely affect staff
morale and performance. Therefore, care will be taken to ensure that all the measures undertaken
are relevant, ethical, and culturally equitable.
Along with keeping a check on the costs, efforts will be made to maximize the benefits.
A potential means of increasing the benefits of the UCC is sending automated health reminders
to regular clients. This will help ensure a regular inflow of clients. Providing consistently good
service to all patients will encourage them to come back to the UCC whenever they need
immediate medical attention. This will also help build strong patient trust and loyalty. Also,
understanding what motivates patients and their views about health care will help the UCC staff
to customize care and thus increase patient satisfaction and inflow (Qin et al., 2017). Therefore,
ensuring optimal utilization of resources and providing quality care will help the UCC maintain
its financial stability.
Conclusion
The UCC will cater to the urgent care needs of the community by providing quick,
affordable, and convenient health care services. The center’s proximity to the industrial area will
benefit workers who might require urgent care or want to get preventive health checkups done as
part of their employment requirements. Thus, the UCC will be able to generate an additional
revenue stream and contribute to the economic growth of WMC. Moreover, the cost–benefit
suggests that setting up the UCC will be an economically viable initiative. Ethical solutions such
as careful documentation of the treatment process and full communication of the plan of care
with the patient were recommended. These solutions, which reduce the risks associated with the
setting up of the UCC, will also help safeguard the future of WMC.
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Comment [A3]: Good strategy.
BUSINESS CASE FOR A NEW ECONOMIC OPPORTUNITY
9
References
AMN Healthcare. (2015). Convenient care: Growth and staffing trends in urgent care and retail
medicine. Retrieved from
https://amnhealthcare.com/uploadedFiles/MainSite/Content/Healthcare_Industry_Insights
/Industry_Research/AMN%2015%20W001_Convenient%20Care%20Whitepaper(1).pdf
Chang, J. E., Brundage, S. C., & Chokshi, D. A. (2015). Convenient ambulatory care—Promise,
pitfalls, and policy. The New England Journal of Medicine, 373(4), 382–388. Retrieved
from
http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocvie
w%2F1698429950%3Fac
Economic Policy Institute. (2018). Nominal wage tracker. Retrieved from
https://epi.org/nominal-wage-tracker/
Golinkin, W. F., & Danielle, B. (2013). The dollars and cents of running a clinic. In J. Riff, S.
Ryan, & T. Hansen-Turton (Eds.), Convenient care clinics: The essential guide to retail
clinics for clinicians, managers, and educators (pp. 179–186). Retrieved from
https://ebookcentral-proquestcom.library.capella.edu/lib/capella/detail.action?docID=1188973.
Gurganious, V., &am