UT Arlington Texas Health Care Facility Comprehensive Strategic and Marketing Plan PPT

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Business Finance

The University of Texas at Arlington

Description

Purpose:

  • The purpose of this part of the project is to demonstrate the student's ability to develop a concise presentation suitable to present to a Board of Governors.
  • The presentation introduces a comprehensive strategic and marketing plan with operating projections for a health care organization or department within selected urban or rural settings.

Guidelines:

  1. Include speaker notes on PowerPoint presentation that would have been used for narrated presentation. Narration is NOT necessary. (10 Points)
  2. Visual Presentation:
    1. Attractiveness & quality of visuals (color, font, image, text) (10 points)
    2. Readability & Flow (10 Points)
    3. Correct spelling & use of grammar & Reference Slide (10 Points)
  3. Content of Presentation:
    1. Description of agency/facility (10 Points)
    2. Patient care delivery process/Model of care (5 Points)
    3. Description of the strategic plan (10 Points)
    4. Description of the marketing plan (10 Points)
    5. Discussion of Product/Service Line and Volume Projections (15 Points)
    6. Summary of proposal – Why should the Board Members approve your proposal? (10 Points)
    7. Reference slide (graded under visual presentation)


Unformatted Attachment Preview

Please submit your final Presentation by 23:59 (CST) on the Saturday of Module 5. Rubric Comprehensive Strategic and Marketing Plan PowerPoint Presentation Revised Comprehensive Strategic and Marketing Plan Powe Criteria This criterion is linked to a Learning OutcomeSpeakers Notes(10 points) This criterion is linked to a Learning OutcomeAttractiveness and Quality of Visuals (color, font, image, text)(10 points) This criterion is linked to a Learning OutcomeReadability and Flow(10 points) This criterion is linked to a Learning OutcomeCorrect spelling, grammar, APA, Reference slide.(10 points)Correct spelling, grammar, APA, Reference slide.(10 points) This criterion is linked to a Learning OutcomeDescription of the agency/facility (10 points) Rat 10.0 to >9.0 pts Accomplished Speakers Notes are robust and demonstrate strong preparation for formal presentation. 10.0 to >9.0 pts Accomplished Accomplished use of visuals and color; slides are not crowded; utilization of images include proper citations. 10.0 to >9.0 pts Accomplished 9.0 to >8.0 pts Proficient 9.0 to >8.0 p Proficient Speakers Not more succinc 9.0 to >8.0 pts Proficient Use of visuals and c crowded; utilization 8.0 to >0 p Needs Imp Improveme 10.0 to >9.0 pts Accomplished No spelling or grammatical errors. APA format without errors. Reference slide is present are in proper APA format. 10.0 to >9.0 pts Accomplished Description of the agency is comprehensive and detailed. 9.0 to >7.0 pts Proficient Description of the agency is areas. Comprehensive Strategic and Marketing Plan Powe Criteria This criterion is linked to a Learning OutcomePatient Care Delivery process/model of care(5 points) This criterion is linked to a Learning OutcomeDescription of the strategic plan (10 points) This criterion is linked to a Learning OutcomeDescription of the marketing plan (10 points) This criterion is linked to a Learning OutcomeProduct/service line & Volume projections (15 points) This criterion is linked to a Learning OutcomeSummary (10 points) Total Points: 100.0 PreviousNext Rat 5.0 to >4.0 pts Accomplished Patient care delivery process or model is comprehensive and detailed. 10.0 to >9.0 pts Accomplished Strategic plan is presented clearly . 10.0 to >9.0 pts Accomplished Marketing plan is presented clearly . 9.0 to >7.0 pts Proficient There is limited presentation of the 9.0 to >7.0 pts Proficient There is limited presentation of the 15.0 to >14.0 pts Accomplished Projections of volumes for the two areas are presented to promote the adoption of the project in a comprehensive manner; a table or graph to illustrate monthly and annual volume is present. 10.0 to >9.0 pts Accomplished Presentation summary ends with a strong supporting argument for the project to be approved. 4.0 to >3.0 pts Proficient Limited presentation of pati model of care. 14.0 to >11.0 pts Proficient Projections of volumes f the adoption of the proje for improvement; a table volume is present. 9.0 to >8.0 pts Proficient Proposal summary does no governing board should ap Running head: STRATEGY AND MARKETING PLAN Comprehensive Strategic and Marketing Plan Ugonma Darling Anyanwu, RN. BSN. The University of Texas at Arlington College of Nursing. In partial fulfilment of the requirements of NURS 5342: Management of Nursing Operations Candida Constantine-Castillo DHA, MSN, MBA, FACHE, CEN, CPHQ, CPHRM, CENP, NEA-BC, HACP, CNML November 29th, 2019 . 1 STRATEGY AND MARKETING PLAN 2 Table of Contents Contents Table of Contents ............................................................................................................................ 2 Executive Summary ........................................................................................................................ 3 Description of the Facility .............................................................................................................. 4 Description of the Agency .............................................................................................................. 4 Models Used To Conduct Business at the Facility ......................................................................... 5 Goals for the three-year Plan .......................................................................................................... 5 Year One ..................................................................................................................................... 6 Year Two .................................................................................................................................... 6 Year Three .................................................................................................................................. 7 Facility’s SWOT analysis ............................................................................................................... 7 Strengths ..................................................................................................................................... 7 Weaknesses ................................................................................................................................. 7 Opportunities............................................................................................................................... 8 Threats......................................................................................................................................... 8 Revenue Analysis per year.............................................................................................................. 9 Marketing plan .............................................................................................................................. 11 Competition................................................................................................................................... 12 External market analysis ........................................................................................................... 12 Internal market analysis ............................................................................................................ 12 Payer mix .................................................................................................................................. 12 Promoted activities.................................................................................................................... 12 Responsible parties and the allocated time frame ......................................................................... 13 Targeted markets ........................................................................................................................... 13 Outcome measures ........................................................................................................................ 14 Potential disruptions...................................................................................................................... 15 Conclusion .................................................................................................................................... 15 References ..................................................................................................................................... 16 STRATEGY AND MARKETING PLAN 3 Executive Summary Healthcare is an essential thing in all people’s life. The facility in Texas aims to provide the best possible health services by helping to increase the well-being of people. The agency, The Texas Health and Human Services Commission (HHSC), is responsible for offering services within the counties in Texas. The agency has been making changes since 2016 in an effort to help cater to the needs of the people of Texas and to offer better services that are focused on improving the well-being of a majority of the people. The Texas Health care facility is the facility of focus and has been offering its healthcare services since 1958 when they first opened . The facility has about 500 beds, but these beds have proven not to be enough in recent times as the number of patients that require services from the facility has risen considerably. There has been a demand for better services, but the lack of enough space and qualified staff has contributed to the facility being unable to meet the needs of many patients, which makes many of them seek treatment in private facilities. The marketing strategy that has been planned is likely to be successful if implemented as planned. The process of marketing should target both the patients who can help increase the revenue of the facility but also the many different employees that the facility should add to their payroll. It is necessary for the management to get employees with the right skills as they will determine the ability of the facility to serve the patients. Additional training can also be added to help guarantee that the services that are offered are of the best quality, and the patients become loyal patients who can increase the revenue that the company gets as a whole entity. STRATEGY AND MARKETING PLAN 4 Description of the Facility Texas Healthcare Facility was opened in March 1958 and has been offering medical services to its residents and is currently licensed for 500 beds. The services at the hospital include emergency services, cardiovascular care, maternity, women, and children care. Other services offered at the facility include surgical and laboratory. The facility is located in Bandera County, which is one of the small counties in Texas with a population of approximately 20,485 people, according to the year 2010 census, and sits within an area of 792 square meters (2,051 km2). Until the facility opened its doors, the residents of this area would travel as far as Bexar and Bell Counties to seek proper medical care. Medical facilities in these two counties, as much as they offer similar services like Texas Health care facility, are more established with a broader range of services, including mental health care. Description of the Agency The Texas Health and Human Services Commission is an agency within the Texas Health and Human Services System. In September 2016, Texas began transforming how it delivers health and human services to qualified Texans, with a goal of making the Health and Human Services System more efficient and effective. The state of Texas has been making changes to the way services are delivered to help make the process more efficient and effective to those that are qualified. The agency has allowed the integration of many services and benefits has enabled people to easily find out about the benefits and services that they are eligible for. The new system that was brought in 2017 has helped increase the level of accountability for various people. The restructured agency includes the Texas Health and Human Services Commission (HHSC) and the Texas Department of State Health Services (DSHS). Both agencies are working with well-defined performance metrics for all areas of the firm and clearly set objects for the STRATEGY AND MARKETING PLAN 5 agencies. The headquarters of the agency is located in Austin, Texas, and the leader of the agency currently is Dr. Courtney Phillips. Models Used To Conduct Business at the Facility The facility uses a private model of healthcare delivery to help with the delivery of services. The facility also accepts both government-provided healthcare insurance as well as insurance from private companies. The process is thus very effective when it comes to helping increase the number of patients that get to visit the facility and the medical practitioners that offer the needed services. The facility is a for-profit facility that aims to make a profit from its operations, and it helps increase access to medical care and the services that are available to the patients. The agency, on the other hand, makes use of two agencies, these being the Texas Health and Human Services Commission (HHSC) and the Texas Department of State Health Services (DSHS). Notably, the subdivision of the agency and the allocation of various duties has made it possible to increase the efficiency with which operations are conducted, and it has also improved the general reach to the members of public that depend on these services. Goals for the three-year Plan Among the goals that the agency has placed for the three years is to help improve the purchasing and procurement processes. It is meant to help enhance the value of money that the agency gets. Second, they plan to leverage the use of technology in the different activities that they are involved in so as to increase the accessibility that the public has to their services. The agency also hopes to increase the capacity and transparency in the services that they offer in order to aid with the increase in accountability for all internal processes. STRATEGY AND MARKETING PLAN 6 Year One Recently, HHSC released the agency’s Business Plan for 2020- Blueprint For A Healthy Texas- Making a positive difference in the lives of the people we serve. The one-year goal for HHSC regulatory division is to publish our renewed goal and foster our guiding principles to all HHSC employees. It will ensure all are on board and have a good understanding of our vision and mission, particularly our 2020 blueprint business plan and ensure we are living up to our principles; Quality, Consistency, Efficiency, and Accountability. One strategy could be distributing fliers to people visiting the agency for enlightenment. Year Two With the mental health unit fully operational, there is an expected increase in revenue, which is attributed to continued marketing of the additional unit, as well as more patients with mental disorders can visit the facility for specialized treatment. The new mental illness unit will also be in apposition to provide specialized mental illness treatment not only to Californians but to patients from other states. At this stage, the unit revenue is expected to contribute to the facility’s revenue by at least 10%. Also, at this stage, the only increment in the facility’s costs are the salaries costs for the hired practitioners and caregivers. With the increased volumes, the unit may consider more expansion in terms of overnight patient stay where necessary and in cases where a patient requiring acute care may require overnight observation before discharge. This will translate to more revenue for the unit as well as the facility as a whole. (Matarrita-Cascante, D. 2015) STRATEGY AND MARKETING PLAN 7 Year Three This is the final phase, where the new unit is expected to be fully independent to cater to the direct costs within it as well as contribute to the facility’s total revenue by at least 14%. It is also expected that increased volumes of revenue are realized as the unit is expected to be receiving more referrals from nearby counties. By the end of year three, the unit is fully established, with fully qualified personnel, specialized medical services offered. At this level, the unit is expected to break even, and the profitability levels increased. (Matarrita-Cascante, D. 2015) Facility’s SWOT analysis Strengths California Health care Facility is one of its kinds in Central East of California hence strategically located to offer these new services to its residents as well as those from the surrounding counties. The facility is also reputed to have the most qualified and competitive medical personnel, i.e., Physicians, Nurses, Psychiatrists, and other caregivers. Due to the facility’s geographical location and the nature of the new mental health unit, the facility has an assured consistent growth as, according to statistics, mental health within California and America at large has been deteriorating over the years. This then results in the facility gaining a reputation for its new service provision of mental illness treatment. (Pennel, C. L 2015) Weaknesses Being a facility located in a sparsely populated area, one of the challenges is the accessibility of the facility by other counties within the first year of operations before the facility can market the new unit. Another weakness is that due to low and noncompetitive salaries for STRATEGY AND MARKETING PLAN 8 qualified nurses, there is a high Nurse turnover that may end up affecting consistent and competent service production hence lower revenue, which may, in return, result in slower growth. The facility is also limited in space where it may not be able to cater for people with a mental health condition requiring longer stay during treatment. The expansion can only accommodate not more than 15 patients at a time. In the case of patients requiring more extended stay, they may have to be referred to other more established facilities. A primary nurse is assigned to a group of patients based upon the nurse's skills and patient acuity, and that nurse is responsible for the delivery of care to those patients for the entire shift, assisted by non-licensed patient care technicians (PCT). It may result in reduced productivity as one shift is supposed to run for 12 hours. Opportunities Being the only facility offering mental health care in a small community, the facility has an opening for further growth and being designated as an excellence center. This, in return, will market the facility more. (Burdine, J. N 2015) There is also an opportunity of receiving referrals from nearby facilities that are not offering the same mental illness treatment as Texas Health care foundation. Also, with HHS reaching out to partners to assist in improving their services, this is an opportunity to enhance the services in terms of staffing, efficiency in service provision, the consistency as well as accountability processes. (Pennel, C. L 2015) Threats Being a small facility located in a sparsely populated area, one of the risks is that in case of a patient requiring more specialized care or a more extended stay in the facility than its STRATEGY AND MARKETING PLAN 9 possible, accessing other major facilities offering the same service is relatively challenging. (P., Olson, B. A 2017). Another challenge is that going by the facility’s pay mix, private pay is only 6%, which means that most patients are dependent on insurance. It means that if the recovery process from the insurers is delayed, then the facility may end up suffering cash flow problems. Revenue Analysis per year The revenue, costs, and profitability have been analyzed below with the following highlights; Revenue increased by 10% in the second year, 14% in the third year, and 20% in the fourth year. Direct costs have been increased consistently by 30%, marketing costs by 20%, Expansion costs increased by 30%, Physicians costs have been calculated at an hourly rate of Usd84. 2017 2018 2019 2020 6,201,600.00 6,821,760.00 7,776,806.40 9,332,167.00 1,860,480.00 2,046,528.00 2,333,041.92 2,779,650.10 1,240,320.00 1,364,352.00 1,555,361.28 1,866,433.40 Revenue Direct costs Marketing costs Expansion costs 1,860,480.00 2,046,528.00 1,285,200.00 1,285,200.00 - Physicians costs 1,285,200.00 1,285,200.00 STRATEGY AND MARKETING PLAN 10 Registered Nurses salaries 428,400.00 428,400.00 428,400.00 428,400.00 137,700.00 137,700.00 137,700.00 137,700.00 92,565.00 92,565.00 92,565.00 92,565.00 462,825.00 462,825.00 462,825.00 462,825.00 7,367,970.00 7,864,098.00 6,295,093.20 7,072,773.50 Assistive personnel Pay Overtime/merit costs Benefit costs Total costs Profit/(Loss) (1,166,370.00) (1,042,338.00) 1,481,713.20 2,259,393.50 This is illustrated in the graph below; Values in '000 Texas Health care Facility 10000 8000 6000 4000 2000 0 -2000 Revenue Costs 2017 2018 2019 Years 2020 STRATEGY AND MARKETING PLAN 11 As indicated in the above graph, in the first two years of operations after expansion, the facility realized losses (18.81% in 2017 and 15.28% in 2018) However the facility was able to break even by the end of year three and realized profits of 19.05% in 2019 which further increased to 24.21% by the end of the fourth year. It is attributed to reduced expansion costs after year two, as well as higher margins increase in revenue. Marketing plan Dallas's maternity hospital, mission statement,” makes life easy for the mother and the baby” is a marketing plan. Marketing plan refers to an operational document aimed at advertising the strategy of a particular organization (Westwood, 2013). Having more than 2000 expectant mothers in Dallas, there have been several days when the mothers used to give birth on the mattresses placed on the floors due to the shortage of beds. Others gave birth on their own due to a low number of nurses needed to take care of the mothers delivering, and then there were many referrals on the cases of caesarian delivery because of the shortage of qualified personnel. By expanding the maternity rooms and the labor words, then many mothers will deliver in better places and feel comfortable to have a conducive environment of receiving their bundle of joy. More so, employing more nurses is a great way to ensure that the mothers are handled and served well, and life made it easy for them. By expanding the maternity and employing more professionals in the same sector, more mothers will be reached out, and they will afford a smile for receiving excellent services for them and their babies. STRATEGY AND MARKETING PLAN 12 Competition External market analysis There are few maternity hospitals in Dallas that provide high-quality services to expecting mothers. It is the reason why many women will storm private hospitals to give birth. Even with fewer facilities, women want to get admitted to private hospitals because they think it is the only place that they can be served better. There is 80% of admission of the expectant mothers in private hospitals Internal market analysis Notable increase of expectant mothers has been recorded in the hospital. That means that the number will keep on increasing as the population in Dallas keeps on rising. Thus, there is the need to improve the facility to accommodate as many mothers as possible. When the mothers are handled well, then there will be fewer cases of child and mother mortality. Payer mix Having children through delivery or admitting mothers is not something to give hospital profit; the result is a broader range of payer mix. Mother’s payer mix totals to about 29% commercial, 7% chip, 24% Medicaid managed care, 36%medicaid, 4% pay, and 5% other modes of payment. Therefore, there will be no charges for the payer mix on the maternity programmer. Promoted activities The nurses who may want the mothers to be moved to other facilities with greater space will not need to. Increased space will accommodate many women, and it will be a great joy having all these mothers attended in the same place without the need to move to other places. A flat will be put into place to accommodate as many mothers as possible, the ground floor will have the STRATEGY AND MARKETING PLAN 13 labor ward while the second floor will be for the mothers who will have delivered, and then the nursery for the prematurely born babies will be at the first floor. Nurses will alternate their shifts for the day and nights and for the break time so that there will be no time that the mothers will lack attendants. Accommodations will be there day and nights for the seven days of the week. It means that no day or time will a mother not be admitted into the facility. Discharges will also take place every single day, including the weekends, so that the patients who are well can vacate the hospital to leave room for the others. Responsible parties and the allocated time frame The expansion of the maternity building is expected to take place in the middle of august 2020. The sectors accountable for promotions will start their work before the project is approved. The parties that will deal with the promotions will collaborate with the physicians, nurses, managers, and department of public relations. There will be meeting conducted by the nurses for the questions and answers program before and after the project is approved. Once the project is approved, nurses and public relations personnel will do the distribution of the brochures that will outline the expansion of the maternity. The distribution is estimated to take place two months before construction takes place. The project will involve the expansion of the present facility, and thus media involving commercials will not be used. By utilizing the flyers, the total amount for budgeting the product will be$ 6,500. Targeted markets As the population is keeping on increasing, we need to improve the medical services that will cater to all the patients. The targets will be both regional markets in Dallas County. Targeting new patients will help the facility to make use of different expansion projects. The ability to STRATEGY AND MARKETING PLAN 14 increase the bed capacity will allow them to serve more patients and will also increase the revenue that the facility gets from the patients. Nurses in the region will also be a target. The lack of enough medical practitioners is a major problem that is affecting the facility, and this can be solved by hiring more nurses and increasing the services that they offer. Having more nurses will improve the quality of services that are offered and will go a long way in helping guarantee the well-being of different people. Lastly, pediatricians and gynecologists will be highly needed to offer services to the patients, and as such, more will be done to hire people with these qualifications to guarantee long term well-being, and the services offered will be the most appropriate and effective. Outcome measures The outcome is what determines the service effectiveness. Several evaluations will be conducted to check the effectiveness of the marketing plan. The first assessment is patient satisfaction, which will help explain if the facility is attracting new patients as well as meeting their expectations with respect to the services that they are offering. The patients are major determinants, especially considering that it is their satisfaction that determines the long term success of the facility. The patients will be asked to answer a questionnaire that will cover the details regarding the services that they received and the interactions that they had with the staff in different stages. Physician satisfaction and early transfer rate will be reviewed. Depending on the outcome, the team behind marketing will determine if the marketing plan is effective. The satisfaction survey of the nurses will also determine if the marketing plan was effective. The hospital will uplift the satisfaction of the physicians for better and specialized care to the patients. The number of STRATEGY AND MARKETING PLAN 15 physicians and nursing employees recruited will help determine if the marketing was able to reach the right people or it failed, and people with the necessary qualifications did not get employment. Potential disruptions Some valuables, at times, can disrupt a project that is well planned. According to the proposed project, the number of patients will determine the need for the extension of the maternity facility. The physician will cover the patients to determine the amount. The possible distractor here can be a physician vacating, leading to a lack of comprehensive coverage. If the staff members turn over in large numbers, that also could be another possible disruption. It means that the nurses would not be enough to cater for the additional patients. More so, the revenues would not be achieved due to the losses of the project. If the census could be very low, then this means that the project could be closed. Another potential disruption could be if there were deceased numbers of patients. If they could be a deceased number of patients, then project revenues would not be obtained. It would lead to adverse losses for the facility and the organization. If the deceased amount prolongs, then the census could terminate the project before having a chance to be launched. Conclusion In summary, the proceeding of the project was allowed to continue, and the maternity facility was to be expanded. The size was to be doubled, with a flat building being put into place to accommodate a significant number of mothers. Activities were to be promoted by the team that was to complete the promotions. The disruptors that could disrupt the project are to be reviewed, and the market share was to be well analyzed. The increase in the number of staff members and STRATEGY AND MARKETING PLAN 16 the capacity of the facility will allow the hospital to improve the quality of services and to increase the patients that are served. Through the implementation of planned marketing, the facility will be able to meet its three year goals. References Kash, B. A., & Deshmukh, A. A. (2013). Developing a strategic marketing plan for physical and occupational therapy services: a collaborative project between a critical access hospital and a graduate program in health care management. Health marketing quarterly, 30(3), 263-280. Knight, A. K., Blessner, P., Olson, B. A., & Blackburn, T. D. (2017). Strategic sourcing and corporate social responsibility: Aligning a healthcare organization's strategic objectives. Journal of Purchasing and Supply Management, 23(2), 94-104. STRATEGY AND MARKETING PLAN 17 Leger, J. M., & Dunham-Taylor, J. (2018). Financial management for nurse managers: merging the heart with the dollar (4th ed.). Burlington, MA: Jones & Bartlett Learning. Murtagh, C. (2014). Dressing Modern Maternity: The Frankfurt Sisters of Dallas and the Page Boy Label by Kay Goldman. Southwestern Historical Quarterly, 118(1), 103-104. Pennel, C. L., McLeroy, K. R., Burdine, J. N., & Matarrita-Cascante, D. (2015). Nonprofit hospitals’ approach to community health needs assessment — American journal of public health, 105(3), e103-e113. Westwood, J. (2013). How to write a marketing plan. Kogan Page Publishers. Please submit your final Presentation by 23:59 (CST) on the Saturday of Module 5. Rubric Comprehensive Strategic and Marketing Plan PowerPoint Presentation Revised Comprehensive Strategic and Marketing Plan Powe Criteria This criterion is linked to a Learning OutcomeSpeakers Notes(10 points) This criterion is linked to a Learning OutcomeAttractiveness and Quality of Visuals (color, font, image, text)(10 points) This criterion is linked to a Learning OutcomeReadability and Flow(10 points) This criterion is linked to a Learning OutcomeCorrect spelling, grammar, APA, Reference slide.(10 points)Correct spelling, grammar, APA, Reference slide.(10 points) This criterion is linked to a Learning OutcomeDescription of the agency/facility (10 points) Rat 10.0 to >9.0 pts Accomplished Speakers Notes are robust and demonstrate strong preparation for formal presentation. 10.0 to >9.0 pts Accomplished Accomplished use of visuals and color; slides are not crowded; utilization of images include proper citations. 10.0 to >9.0 pts Accomplished 9.0 to >8.0 pts Proficient 9.0 to >8.0 p Proficient Speakers Not more succinc 9.0 to >8.0 pts Proficient Use of visuals and c crowded; utilization 8.0 to >0 p Needs Imp Improveme 10.0 to >9.0 pts Accomplished No spelling or grammatical errors. APA format without errors. Reference slide is present are in proper APA format. 10.0 to >9.0 pts Accomplished Description of the agency is comprehensive and detailed. 9.0 to >7.0 pts Proficient Description of the agency is areas. Comprehensive Strategic and Marketing Plan Powe Criteria This criterion is linked to a Learning OutcomePatient Care Delivery process/model of care(5 points) This criterion is linked to a Learning OutcomeDescription of the strategic plan (10 points) This criterion is linked to a Learning OutcomeDescription of the marketing plan (10 points) This criterion is linked to a Learning OutcomeProduct/service line & Volume projections (15 points) This criterion is linked to a Learning OutcomeSummary (10 points) Total Points: 100.0 PreviousNext Rat 5.0 to >4.0 pts Accomplished Patient care delivery process or model is comprehensive and detailed. 10.0 to >9.0 pts Accomplished Strategic plan is presented clearly . 10.0 to >9.0 pts Accomplished Marketing plan is presented clearly . 9.0 to >7.0 pts Proficient There is limited presentation of the 9.0 to >7.0 pts Proficient There is limited presentation of the 15.0 to >14.0 pts Accomplished Projections of volumes for the two areas are presented to promote the adoption of the project in a comprehensive manner; a table or graph to illustrate monthly and annual volume is present. 10.0 to >9.0 pts Accomplished Presentation summary ends with a strong supporting argument for the project to be approved. 4.0 to >3.0 pts Proficient Limited presentation of pati model of care. 14.0 to >11.0 pts Proficient Projections of volumes f the adoption of the proje for improvement; a table volume is present. 9.0 to >8.0 pts Proficient Proposal summary does no governing board should ap
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Comprehensive Strategic
and Marketing Plan
Institution Affiliation
Date

DESCRIPTION OF FACILITY








The facility, Texas health care facility
was opened in 1958 with a capacity
of 500beds
Some of the services provided
include; maternity, surgical services,
childcare and emergency services
The facility is located in Bandera
county which has a populationof
about 20,485.
Residents of Bandera county had to
travel to neighbouring county to
access medical services before the
facility opened.

DESCRIPTION OF
AGENCY  The Texas Health and Human

Services Commission is an agency
within the Texas Health and
Human Services System.
 Texas county has changed its
tactics in trying to improve health
service provision.
 The agency is making it easily to
find out about the benefits and
services that the citizens are
eligible for.
 Accountability has improved in
the Texan health care system
after the restructuring of the
agency.

MODEL O...


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