Review the supplied data presented in the Business Plan Scenario.Write a 1,050- to 1,400-word paper in which you identify and recommend technology needs, hours of operation, and services offered for the health care organization.Include the following in your paper:Recommend which services should be provided at the center and describe why they are appropriate at this site.Describe the hours of operation and why you recommend those hours.Describe the major equipment and technology needed to provide the recommended service. Include a projected cost for that equipment.Discuss the type of corporation you think the center should consider (e.g., a department of the hospital or an LLC) and why.Cite at least 2 peer-reviewed, scholarly, or similar references.Format your paper according to APA guidelines.Below is the Business Plan Scenario (You used this on the paper from last week)Business Plan Scenario Background Community Hospital is a 180-bed acute care hospital that is qualified as a not-for-profit facility. The hospital was originally a county-owned facility and transferred status to an independent facility three years ago. The hospital receives no external funding from governmental agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Bedford, which is a city of 50,000 people with 80,000 people in the regional market. The hospital provides a general range of acute care services including medical and surgical, rehab and emergency care. The president of the hospital has asked you to evaluate the feasibility of establishing an off-site urgent care center at a local mall. You will use data provided in this scenario to make your decisions and recommendations. Current Performance Analysis Mission and Vision Our Mission- To improve health by providing high-quality care through a comprehensive range of services. Our Vision- Community Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five-year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Market Forces Affecting Hospital Volumes Patients The continued growth of chronic disease will require changes to the care management model. Percent of population by age: Five years ago Five years from now Under 18 24 18 18 to 44 46 32 45 to 65 26 30 Over 65 4 20 Over 53% of residents have at least some college education, with just over 29% possessing an associates, bachelors, or graduate degree. Over 90% of residents possess at least a high school diploma. The average unemployment rate in the county is currently 9.9%: Market share distribution percentage with major competitor: Five Years Ago Last Year Community Hospital 48 35 Competitor 30 43 Out of County Hospitals 22 22 Patient Origin by Zip Code 96101 is Community Hospital zip code 94963 is major competitor hospital zip code Payment Continued focus on pay-for-performance and increased wellness programs. Affordable Care Act creating more covered lives, however often with high deductibles. The median household income for county residents is $59,548. On average, households in county earn more than the state median household income of $44,446 and more than the national average of $53,650. The addition of a new automotive manufacturing plant to the local market this coming year is projected to add 1,500 production line jobs and 300 administrative jobs by year end. Median income for the production positions is estimated at $45,000 and will provide health, vision, and dental insurance benefits. Current Payer Mix Projected Payer Mix 5-years Percentage of Population by Insurance As part of your review of this data, consider that a portion of the population will become Medicare eligible, the addition of manufacturing positions that include benefits will increase commercial insurance coverage and changes from the Affordable Care Act will increase the number of patients in the market with insurance coverage. Employers Expected growth in large employers with addition of automotive factory in northwest sector of county. Physicians Continued shortage of medical staff, especially in orthopedics, oncology, and primary care will require increased recruitment efforts. Competitors Other hospital in county, Hanover County Hospital, has an updated facility, which has drawn more market share to their facility. Competitor Key Areas of Competition New Programs and Facilities Risk to Market Share Primary Competitors Hanover County Hospital Facility upgrade Quality Scores Significant renovation of core hospital to update aesthetics Added new wide-bore MRI machine last year Reaching 95% percentile in five of six HCAPS categories Drawing patients to newer facility Accommodates heavier patients Patient perception of higher quality and patient satisfaction Medical Center in county south of Stevens Physician clinics Financial stability E-visits with specialists Low debt and high cash on hand Drawing patients out of primary and specialty care at Stevens Ability to cash flow projects Secondary Competitors Retail pharmacy instant clinic Low acuity office visits Pharmacy added instant clinic in north end of county 6 months ago Loss of patients from primary care physicians practices Technology Addition of e-visits by large hospital system in adjoining county has drawn more market share to their physician practices. Regulatory Changes Health care reform through the Affordable Care Act has increased the number of patients with some form of insurance payment. These patients are now seeking care in greater numbers from a primary care physician. Community Hospital currently struggles with accommodating patient scheduling requests to establish care with a primary care physician. Financial summary This year Last year Operating Revenues Net revenues from services to patients 343,737,280 344,726,245 Other operating revenues 16,846,309 20,311,534 Total operating revenues 360,583,589 365,037,779 Operating Expenses Salaries and benefits 192,053,379 182,853,245 Supplies and other expenses 130,173,477 135,560,131 Depreciation 18,969,799 20,644,157 Interest 2,695,623 2,226,437 Foundation 628,184 1,182,308 Total operating expenses 344,520,462 342,466,278 Income from Operations 16,063,127 22,571,501 Urgent Care Location Options Location One is located at a strip mall on the north side of town with a twenty-minute drive to the main Community Hospital campus. The potential lease space is a vacant storefront that previously housed a video store. The building is mostly an empty shell that would require $30,000 in renovation to create acceptable medical office space with four exam rooms. Lease cost of location is $3,000 per month for a total of 1,800 square feet. Utilities are not included in the lease rate. Location Two is located at a strip mall location on the south side of town with a thirty-minute drive to the main Community Hospital campus. The lease space is a vacant grocery store. The building is mostly an empty shell that would require $35,000 in renovation to create acceptable medical office space with four exam rooms. However, the total space is very large, at 5,000 square feet, so there are other options available that could also be housed in that space. Lease cost of location is $6,500 per month for a total of 5,000 square feet. Utilities are not included in the lease rate. The owner is not willing to subdivide the space for lease by multiple parties.

This is a 150 answer on what 10 Technologies are keeping hospitals competitive? Link is below for reference. APA referencehttp://www.beckershospitalreview.com/healthcare-in...

The book you going to be reading for to do this paper is called Stone, D., Patton, B., & Heen, S. (2010). Difficult Conversations: How to Discuss What Matters Most. Penguin Books. ISBN: 978-0-14-311844-2..Health professionals are often called upon to develop and lead psychoeducational groups for their clients, community members or other health professionals. Therefore, it is important for students pursuing careers in the health professions to develop basic competency in leading such groups.You will pursue a topic of interest, and that will be the basis of your psychoeducational group protocol. During class #3, you will choose topic in collaboration with your small group members. Each group member will explore and lead a group on a different topic. You will lead your group about a topic at the end of the semester. We will discuss potential topics during class 3. In order to successfully lead a group, it is necessary to gather your resources, develop a timeline, and write a plan detailing the presentation. This plan is your group proposal.Your group protocol should be submitted using the following format and include all the information requested as per the description below.A. Introduction:B. Objectives:1.2.Etc.C. Strategies to engage participants:1. Main points of mini-lecture2. Description of activityD. Preparation:E. Procedure:F. References (separate page)Description of sections:A. Introduction: Describe what your topic is and why it is relevant to your potential group members. Included in this section will be a citation(s) from your literature review which describes the relevant research you will use to support your topic. An average introduction is not shorter than ½ page, and no longer than 1 pageB. Objectives for your session- Objectives are the goals you are setting for your session. Think about what your members will know/learn as a result of being in this group. Three or four objectives are typical; you may have more but be aware that the objectives should be attainable as the result of this one group that you will lead. It will be easier for you if you keep your objectives measurable; what will your group members be able to DO as a result of this activity?C. Strategies- Describe how you plan to engage participants in exploring and learning about the session’s topic. This should include a brief introductory lecture (identify main points of your lecture in the group proposal), followed by one or more of the following: paper and pencil activity, game, or exercise (briefly name/describe any activity, game or exercise you will be using- e.g.: rock painting activity).D. Preparation- Describe what you will do to prepare for the session (i.e. make handouts, obtain materials, ensure adequate set-up, etc.).E. Procedure: You can use the Nina Brown text or Jacobs text for help with this section. Significant time and preparation should be spent on writing this section. This lays out the lan for your session. Your procedure section is to include an estimated time-frame for each part of the session. In the procedure section, include the following:a) Tell me what you will say to how you will introduce the session; what will you say as you begin your group?b) Tell me what you will say when you introduce an activity or exercise.c) Tell me what you will have the group members do.d) Describe the activity in detail, and what you will do to organize the activity, and keep your group members engaged throughout the activity. (C and d can be combined, but you need to detail both the activity, and process).e) Provide a description of how you will process the group activity with your members. Develop and write 4-5 questions that you can ask which will help you to learn how your members have benefitted from the activity.Processing: Provide sample questions that you may tentatively use to facilitate discussion during the last ten minutes of your group. Consider questions that focus on what the group members will have just experienced within your group, how their group experience might relate to their everyday life, and how the group members may consider using what they learned in the future.