calculate jirana NPV, IRR, MIRR, payback period and discount payback period 3.5 years 11%cost of capital
Paragraph Styles ranna Healthcare owns and operates a 268-bed hospital in the San Jose area. The hospital is jiranna Healthcare's main facility and is home to more than 80 onsite specialty and surgery clinics, employing over 5,000 staff. In addition to the main hospital, Jiranna Healthcare has 18 satellite clinics, which can contain primary care services, such as pediatrics, family medicine, and geriatric health. These facilities (the hospital plus outlying clinics) serve a total enrollee population of 97,000 Currently, Jiranna Healthcare's centralized call center schedules primary care appointments, handling an average of 1,500 to 2,000 calls daily with a staff of 20. Patients routinely have difficulty obtaining urgent or acute care (primary care) in a timely fashion. Additionally, in three out of four cases, the majority of Jiranna Healthcare's primary care centers are unable to meet access standards. These access issues have a secondary effect on the call center, which experiences a much higher call rate because members have to call back multiple times to find available appointments. The existing process leads to overutilization of emergency departments for urgent care and primary care concerns. In addition, patient satisfaction has steadily declined as a result of the continued lack of appointment availability To address this problem, there is a proposal to implement a centralized nurse triage line, an offsite phone center that would be staffed by registered nurses with a multitude of specialties, including emergency room (ER) nurses, critical care, surgical, and even some nurse practitioners. These nurses are able to offer callers medical advice encompassing the treatment of fevers, wound care, and emergent conditions, such as chest pain. The nurses are trained to triage conditions to the appropriate level of care, be that at home, at an urgent care center, or at an emergency department. The major cost impact is the increased salary requirement for the phone center staff, which will entail approximately 33 multi-discipline employees, based on workload and enrollment data. Additional elements of the proposal include hiring an information technology (IT) specialist to manage the triage line's computer system and facility renovations. The main benefit of this proposal is the projected cost in patient care as a result of moving primary care out of the expensive emergency-room setting Assignment The "Capital Project Case Study, Part 2" spreadsheet provides cash flow data (costs and benefits) for the proposal. Download and save this Excel spreadsheet, and use the information provided to complete Paragraph Styles ranna Healthcare owns and operates a 268-bed hospital in the San Jose area. The hospital is jiranna Healthcare's main facility and is home to more than 80 onsite specialty and surgery clinics, employing over 5,000 staff. In addition to the main hospital, Jiranna Healthcare has 18 satellite clinics, which can contain primary care services, such as pediatrics, family medicine, and geriatric health. These facilities (the hospital plus outlying clinics) serve a total enrollee population of 97,000 Currently, Jiranna Healthcare's centralized call center schedules primary care appointments, handling an average of 1,500 to 2,000 calls daily with a staff of 20. Patients routinely have difficulty obtaining urgent or acute care (primary care) in a timely fashion. Additionally, in three out of four cases, the majority of Jiranna Healthcare's primary care centers are unable to meet access standards. These access issues have a secondary effect on the call center, which experiences a much higher call rate because members have to call back multiple times to find available appointments. The existing process leads to overutilization of emergency departments for urgent care and primary care concerns. In addition, patient satisfaction has steadily declined as a result of the continued lack of appointment availability To address this problem, there is a proposal to implement a centralized nurse triage line, an offsite phone center that would be staffed by registered nurses with a multitude of specialties, including emergency room (ER) nurses, critical care, surgical, and even some nurse practitioners. These nurses are able to offer callers medical advice encompassing the treatment of fevers, wound care, and emergent conditions, such as chest pain. The nurses are trained to triage conditions to the appropriate level of care, be that at home, at an urgent care center, or at an emergency department. The major cost impact is the increased salary requirement for the phone center staff, which will entail approximately 33 multi-discipline employees, based on workload and enrollment data. Additional elements of the proposal include hiring an information technology (IT) specialist to manage the triage line's computer system and facility renovations. The main benefit of this proposal is the projected cost in patient care as a result of moving primary care out of the expensive emergency-room setting Assignment The "Capital Project Case Study, Part 2" spreadsheet provides cash flow data (costs and benefits) for the proposal. Download and save this Excel spreadsheet, and use the information provided to complete
