I need help with the excel portion please which is the document titled "WK11ProjP2BennettA"

Executive Summary, Overview, and Financial Data for Investment in the Rural Urgent Care Center I. Executive Summary Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment. II. Program Overview: Market Opportunities and Utilization Patterns The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED's caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)1. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable. Figure 1 1 Centers for Disease Control, National Hospital Ambulatory Care Survey. Advisory Board Company. Washington, D.C. 2015 Laureate Education, Inc. Page 1 of 7 Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention. The RUC will also address community needs for convenient, reliable access to care. Current alternatives to RUCs include the ED, which like other comparable U.S. and U.K. EDs, has long wait times and potentially stressful patient environments. Decreasing wait times is positively correlated with better outcomes. Figure 2 Services To meet the needs of the community and provide the appropriate level of care without unnecessary duplication of a resource-intensive emergency department, the RUC will provide basic emergent procedures, diagnoses, and treatments. Nursing triage Physician assessments Minor procedures Basic lab services Basic diagnostic imaging Vital signs IV therapy EKG Wound care The potential to house ambulance services out of the RUC provides additional requirements and opportunities. To accommodate the needs of the EMS crew, multiple waiting room/bunk rooms will be added to the facility, as well as a separate entry point for the ambulance service. Supplies will also be warehoused at RUC for easy restocking of ambulances. The RUC can also be part of the disaster-planning strategy by providing easy access to needed equipment and supplies during emergencies. 2015 Laureate Education, Inc. Page 2 of 7 Other Potential Offerings The RUC could offer opportunities to leverage the convenient retail setting to provide additional revenue-generating clinical services. For example, Occupational Safety Testing could be provided utilizing a secure bathroom to provide basic drug testing. Currently, the service is offered at the hospital, but is much better suited for a freestanding center. The RUC's diagnostic lab and x-ray services could also be offered on a referral basis for local GPs, providing a more convenient location for these services than the hospital and creating greater access to care. Yearly Staffing Costs by Clinical Lead Model Facility 2015 Laureate Education, Inc. Page 3 of 7 Facility design must meet the needs of clinicians and consumers. Consumers invariably associate the quality of healthcare services with the aesthetics of the site of care. The facility will be designed to blend into the local architecture to be a part of both the eastern and western communities. The RUC will have the following basic space layout: Facility Description Space Description Central nursing/Physician station Exam rooms Treatment room Radiology room Staff offices Reception/waiting area Employee break room Medical records Laboratory Restrooms EMS facilities Utility rooms Subtotal: Usable Square Footage Circulation, mechanical, telecom/IT, other space Total Facility Size Quantity 1 5 1 1 2 1 1 1 1 3 2 2 Square Feet Per Room 500 100 150 200 100 400 250 250 200 50 80 150 Total Space 500 500 150 200 200 400 250 250 200 150 160 300 3,260 915 4,175 Operating Model The RUC will open after the normal working hours of local physicians. These operating hours also align with the peak ED visit times, which significantly trail off after midnight. III. Market Profile 2015 Laureate Education, Inc. Page 4 of 7 Market Overview Define your service area. RUC Service Area Area Number of persons in RUC service area Total 3 years ago 64,009 2 years ago 64,209 1 year ago 64,395 Demand Forecasting Adjusted Demand of Services Forecast IV. Financial Analysis Capital Requirements To estimate the total funds required for launch prior to commencement of operations, the hospital has developed the following assessment of anticipated expenses related to the building of a single RUC with 3,260 sq. ft. of usable space and 4,175 gross sq. ft., as described in an earlier section relating to facility design and a basic review of expected equipment costs. Capital Requirements per RUC Site 2015 Laureate Education, Inc. Page 5 of 7 Total Construction Cost Contingencies, Professional Fees, Management & Overhead, Equipment Total Project Costs $3,246,605 $2,216,341 $5,462,946 Construction Costs per Square Foot Project Costs per Square Foot Square Footage $777.63 $1,308.49 4,175 Reimbursement Model The RUC will charge a flat per-visit fee of $450, based on similar current hospital ED visit charges. This rate will stay constant. Contractual discounts for insurance is 30% of gross patient revenue. Expenses Services Offered 2015 Laureate Education, Inc. Page 6 of 7 Nursing Triage Physician Assessments General Services Potential Diagnoses Common illness Respiratory illness Allergies Bladder infections Eye/ear/sinus infection Strep throat Mononucleosis Pregnancy testing Skin rashes Sport injuries/sprains/strains Monitoring Services Emergency transfer to KEMH Vital signs IV therapy (antibiotic, hydration) EKG Wound care Immunizations, TD, Pneumovax, Flu Vaccines Minor Procedures Incision and draining of abscess Excision of skin Aspiration of cyst Sutures Lab Services Blood Urine Other Diagnostic Imaging Ultrasound X-ray 2015 Laureate Education, Inc. Page 7 of 7 Rural Urgent Care Centers Business Plan I. Executive Summary II. Program Overview Location Services Other Professional Offerings Facility Operating Model III. Market Profile Market Overview Demand Forecasting IV. Financial Analysis Pro-Forma Income Statement for UCC (A \"Week 11 Business Plan Excel Template\" has been provided in the assignment instructions and in the Learning Resources). 1 2 Pro Forma Income Statement Year 1 Year 2 Visits Revenue Per Visit Year 3 4,882 $450 5,126 $450 5,382 $450 $0 $0 $0 Excess of Rev over Exp. From Operations Cummulative Income $0 $0 $0 $0 $0 $0 Net Cash from Excess Rev (excl Depreciation) Cummulative Income Net Cash $0 $0 $0 $0 $0 $0 Gross Revenue Patient Reveue Gross Patient Revenue Deductions from Patient Revenue Contractual Total Deductions from Revenue Net Patient Revenue Operating Expenses Salaries and Wages Employee Benefits Utilities Repair/Maintenance Housekeeping Telephone Service Depreciation Malpractice Miscellaneous/Other Variable Medical Supply Costs Other Non-Personnel Costs Total Operating Expenses Year 4 Year 5 5,652 $450 5,934 $450 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0