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
Purchase answer to see full
attachment