There is a Capstone Proposal attached. It has been pre-filled out with the initial proposal. Read the pdf attached “Does Your Project Have a Purpose?" In this assessment, you will complete the Purp

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MHA CAPSTONE PROPOSAL

Expansion on Telehealth at Dallas Presbyterian Hospital

University of Phoenix

MHA/599: Capstone: Leading the Organization Through Change

Dr. Coralene Quimby-Worrell

May 2025

In response to growing healthcare access disparities and the need for innovative care delivery models, this capstone project proposes a comprehensive business development strategy to expand telehealth services at Dallas Presbyterian Hospital. The initiative aims to address critical operational challenges, including reducing avoidable emergency room visits, minimizing patient no-shows, and enhancing care access for older adults and individuals in rural or underserved areas. By leveraging strategic partnerships with local insurance providers, healthcare professionals, and telehealth technology vendors, the project seeks to improve digital access to both primary and specialty care. Furthermore, it prioritizes compliance with CMS telemedicine reimbursement guidelines, cost-effective care delivery, and elevated patient satisfaction. This proposal aligns with Dallas Presbyterian’s long-term vision of delivering affordable, accessible, and technologically advanced healthcare solutions.

The plan to create a business development strategy and expand telehealth services at Dallas Presbyterian Hospital is the main focus of my Capstone project. The initiative addresses important challenges such as reducing non-essential visits to the ER, reducing no-show appointments, and improving access to the healthcare system for older and rural populations.
The purpose is to create a complete strategy that improves digital access to primary and specialty care. Those who live in underserved areas with limited options for in-person care, have older age, or limited mobility, are among the target groups. The purpose of this project is to guarantee compliance with CMS guidelines for telemedicine reimbursement, improve patient satisfaction, and reduce the cost of providing care.
We will work with local insurance companies, health professionals, and telehealth vendors to meet these goals. Through these collaborations, Dallas Presbyterian will be able to improve the visibility of digital health services, guarantee a successful rollout, and complete a steady integration with current hospital operations. The scheme is in line with the long-term goal of the hospital to innovate and provide access to affordable, technologically advanced health services.

SWOT Analysis

Strengths: We’ve got a lot going for us. The hospital’s got a great reputation—people trust us, and that’s huge. Our IT systems are already in a good spot to handle this kind of digital upgrade. Plus, we have a talented team of healthcare pros ready to make telehealth work and keep it running smoothly.

Weaknesses: That said, there are some hurdles. A lot of our older patients aren’t super tech-savvy, which could make it tough for them to jump on board with telehealth. The upfront costs for new tech and training staff are pretty steep, too. And let’s be real—some of our team might push back on changing how things are done, which could slow us down.

Opportunities: There’s a ton of potential here. CMS is expanding telehealth reimbursement policies, which is basically a green light for virtual care. People in rural and underserved areas are clamoring for remote healthcare options, and we’re in a prime spot to deliver. Teaming up with telehealth tech companies and insurers could really level up what we’re able to offer.

Threats: Of course, there are risks keeping an eye on. Because no one wants their data to be compromised, cybersecurity is important. We also have to stay on top of HIPAA rules to avoid any trouble. Plus, virtual-first clinics are popping up everywhere, and the rules around telehealth funding can be a bit of a wild card, which might make things tricky down the road.

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Bashshur, R., Doarn, C. R., Frenk, J. M., Kvedar, J. C., & Woolliscroft, J. O. (2020). Telemedicine and the COVID-19 pandemic: Lessons for the future. Telemedicine and e-Health, 26(5), 571–573. https://doi.org/10.1089/tmj.2020.29040.rb
The function of telemedicine during the epidemic and its quick uptake are highlighted in this article. It highlights the need for reliable infrastructure and legal adjustments to support telehealth's future growth.
Dorsey, E. R., & Topol, E. J. (2020). Telemedicine 2020 and the next decade. The Lancet, 395(10227), 859. https://doi.org/10.1016/S0140-6736(20)30424-4
In order to future-proof healthcare delivery, this study highlights long-term trends in telemedicine and promotes proactive investment in virtual platforms.
Kruse, C. S., Krowski, N., Rodriguez, B., Tran, L., Vela, J., & Brooks, M. (2017). Telehealth and patient satisfaction: a systematic review and narrative analysis. BMJ Open, 7(8), e016242. https://doi.org/10.1136/bmjopen-2017-016242
The need of this expansion plan is further supported by a thorough assessment showing high levels of patient satisfaction with telehealth because of its accessibility, effectiveness, and convenience.

Uscher-Pines, L., Sousa, J., Raja, P., Mehrotra, A., Barnett, M., & Huskamp, H. A. (2020). Suddenly becoming a “virtual doctor”: Experiences of psychiatrists transitioning to telemedicine during the COVID-19 pandemic. Psychiatric Services, 71(11), 1143–1150. https://doi.org/10.1176/appi.ps.202000250
Examines the shift of mental health practitioners to online platforms, highlighting obstacles and effective tactics related to Dallas Presbyterian's staff development and digital transformation.

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Complete the table by adding the estimated capital expense to the second column.

Then, calculate the total projected capital expense.

These capital expense items will be used for multiple years and will be depreciated or expensed over 5 years. The total capital expenses must be divided by 5 to calculate annual depreciation expense. Calculate annual depreciation expense and place it in the last row of the table.

Determine how many physicians, nurses, and staff are needed to operate the program in the second column and enter their annual salary in the third column.

Complete the table by multiplying the number of staff by the annual salary projection of those positions to obtain the total salary projection in the fourth column.

Calculate the totals for the number of staff, annual salary projection, and total salary projection at the end of each column.

Benefits expenses are estimated to be 25% of salaries. The benefits expense should be added to the total salary projection from the table above to calculate total salaries and benefit expense.

Complete the table by placing the correct calculation in the second column.

Consider all of the operating expense categories in the first column, then place the estimated operating expenses for each category in the second column.

Calculate the total annual operating expenses and place it in the last row of the table.

Consider all of the following sources for income, funding, and/or cost-sharing in the first column, then place the total for each category in the second column.

Calculate the total revenue or funding and place it in the last row of the table.

Total Annual Expense Projections

Note: If desired, for patient-related programs, divide the total annual expense projection by net patient reimbursement to calculate the number of patients that would need to breakeven. The total number of annual patients for breakeven may then be divided by the total number of days the operation will be open to estimate the daily patient volume for breakeven.

Refer to the total annual expense type listed in the first column, then place the total of each in the second column.

Calculate the total annual expense projection and place it in the last row of the table.

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American Hospital Association. (2022). Telehealth: A Path to Virtual Integrated Care. Retrieved from https://www.aha.org/telehealth