Assignment: Maternity Extension Marketing Plan Paper

Assignment: Maternity Extension Marketing Plan Paper ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Assignment: Maternity Extension Marketing Plan Paper Instructions: Prepare a Marketing Plan related to your Strategic Plan. Consider the Four “P”s of Marketing. The University of Texas N5342 Maternity Extension Marketing Plan Paper Include correct use of APA Style Guidelines with: Market share analysis Competition (8 points) Payor mix (and any changes that would have to be made) (8 points) What is the product you are promoting? What activities are to be promoted? (11 points) Who is to do the promotion activities (9 points) Assignment: Maternity Extension Marketing Plan Paper What are the time frames? (9 points) What markets are being targeted? (20 points) How will you know the marketing plan is effective? i.e. Outcome measures or controls (20 points) Identify one to two items that could cause disruption of your plan e.g. Main physician support leaves area (5 points) Scholarly paper written in APA 6th edition; 4-5 pages minimum excluding title page and reference page (10 points) Please review the Sample Assignment located in the Resources folder on the left-side Course Menu.- attached Assignment: Maternity Extension Marketing Plan Paper module_3_rubric_.docx agency_strategic_plan.doc sample_marketing_plan_2016.pdf Assignment: Maternity Extension Marketing Plan Paper. Expectations: • Follow the grading rubric above. Please Note: This assignment submission is enabled with Unicheck to check for plagiarism. I would encourage you to submit a draft of your work early so that you can then view your plagiarism report. This submission box will allow you to then resubmit your final work if you need to make revisions. Graders will only assess your latest submission. Rubric Marketing Plan Marketing Plan Criteria Ratings This criterion is linked to a Learning Outcome1a. Market Share Analysis: Competition: 8 pts. 8.0 to >7.0 pts 7.0 to >6.0 pts 6.0 pts 6.0 to Exemplary Proficient Assessment of the competition is complete, with specifics about the neighborhood and location Assessment of the competition is complete, with specifics about the neighborhood and location noted with opportunity for improvement Meets Minimal Requirements Needs Impro Limited description of competition Missing identifi compet minima informa This criterion is linked to a Learning Outcome1b. Market Share Analysis: Payor Mix (and any changes that have been 8.0 to >7.0 pts 7.0 to >6.0 pts 6.0 pts 6.0 to Exemplary Proficient The payor mix of the organization is identified and there is reference to changes that would need to be made to The payor mix of the organization is identified and there is reference to changes that would need to be made to accommodate Meets Minimal Requirements Need Impr Payor mix is identified; however, no discussion regarding Payor clearly and n conne projec Marketing Plan Criteria Ratings made to it): 8 pts. accommodate the project This criterion is linked to a Learning Outcome2. What activities are to be promoted? 11 pts. the project with opportunities for improvement connection to the project 11.0 to >10.0 pts 10.0 to >9.0 pts 9.0 to >8.0 pts 8.0 to Exemplary Proficient Activities that will be promoted in marketing the project are clearly identified. Budget for marketing is presented and elements in budget relate to the marketing of the project Activities that will be promoted in marketing the project are clearly identified. Budget for marketing is presented and elements in budget relate to the marketing of the project with opportunities for improvement Needs Improvement Meets Requir No clear identification of activities to be promoted. No budget for marketing. Limited activiti need to promot Discuss limited Marketing Plan Criteria Ratings This criterion is linked to a Learning Outcome3. Who is to do the promotion activities?: 9 pts. 9.0 to >8.0 pts 8.0 to >7.0 pts 7.0 pts 7.0 to Exemplary Proficient Personnel who will be promoting the activities in marketing the project are clearly identified. Personnel who will be promoting the activities in marketing the project are identified. Meets Minimal Requirements Needs Impro Limited thought to the personnel who will need to be involved. Discussion is limited. No clea identifi person involve 9.0 to >8.0 pts 8.0 to >7.0 pts 7.0 pts 7.0 to Exemplary Proficient Time frames for promoting the activities in marketing the project are clearly identified. Time frames for promoting the activities in marketing the project are identified. Meets Minimal Requirements Needs Impro Limited thought to the time frames for marketing. Discussion is limited. No clea identific market frames This criterion is linked to a Learning Outcome4. What are the time frames?: 9 pts. This criterion is linked to a Learning Outcome5. What markets are being targeted?: 20 pts. 20.0 to >19.0 pts Exemplary Clear identification of markets to be targeted 19.0 to >18.0 pts 18.0 to >16.0 pts 16.0 to Proficient Needs Improvement Meets Requir Target markets are not identified or minimal discussion. Limited of mark targeted Identification of markets to be targeted is present with opportunities for improvement Marketing Plan Criteria This criterion is linked to a Learning Outcome6. How will you know the marketing plan is effective? i.e. Outcome measures or controls: 20 pts. This criterion is linked to a Learning Outcome7. Identify 1-2 items that could cause disruption in your plan e.g. Main physician support leaves area: 5 pts. This criterion is linked to a Learning Outcome8. Scholarly paper written in APA 6th Ratings 20.0 to >19.0 pts Exemplary Clear plan to evaluate the outcome of the marketing efforts. 19.0 to >18.0 pts 18.0 to >16.0 pts 16.0 t Proficient Needs Improvement Meets Requi No clear identification of evaluation of the marketing plan. Limite of e va Plan to evaluate the outcome of the marketing efforts is present – could be strengthened. 5.0 to >4.0 pts 4.0 to >3.0 pts 3.0 pts 3.0 to Exemplary Proficient Clearly and succinctly dentifies two items that might cause disruption and explanation of what would be done to counter those. Identifies two items that might cause disruption and explanation of what would be done to counter those. Meets Minimal Requirements Needs Impro Identifies one item that might cause disruption and limited explanation of how this would be handled No ide of any might plan. 10.0 to >9.0 pts 9.0 to >7.0 pts 7.0 to >6.0 pts 6.0 to >0 pts Exemplary Proficient UTA CON Title Page; Grammar, spelling, format, UTA CON Title Page; Grammar, spelling, format, references are APA Needs Improvement Meets Minim Requirement Headings not 6 few errors in c lacking introdu Marketing Plan Criteria Ratings edition: 10 pts. references are APA 6th edition Total Points: 100.0 6th edition with 12 errors More than three or four errors combined conclusion par incorrect Refer format Running head: TEXAS HEALTH CARE FACILITY STRATEGIC PLAN Texas Health Care Facility Strategic plan Ugonma Darling Anyanwu, RN. BSN. The University of Texas at Arlington College of Nursing. The University of Texas N5342 Maternity Extension Marketing Plan Paper Assignment: Maternity Extension Marketing Plan Paper. 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 16th, 2019 . 1 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN External Environmental Assessment The Texas Health and Human Services Commission (HHSC) 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. Sept. 1, 2017, marked another major milestone in this transformation. The new accountable, restructured system makes it easier for people to find out about the services or benefits for which they may qualify. Better integrates programs by removing bureaucratic silos and grouping similar programs and services together. Creates clear lines of accountability within the organization. Includes well-defined and objective performance metrics for all organizational areas. Texas Health and Human Services now consists of 2 agencies: the Texas Health and Human Services Commission and the Texas Department of State Health Services (DSHS). HHS is headquartered in Austin, TX. Dr. Courtney Phillips began serving as the system’s Executive Commissioner in October 2018. Texas Health care 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 foundation 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. 2 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN Mission statement and Vision statement The Texas Health and Human Services (HHS) system comprises more than 41,000 public servants under these two agencies. These agencies serve more than 7 million people each month and affect the lives of all Texans, from the food they eat to the health care they receive. The client-focused HHSC delivers hundreds of programs and services. It provides for those who need assistance to buy necessities, eat nutritious foods and pay for health care costs by administering programs such as TANF, SNAP food benefits, WIC, Medicaid and CHIP. The facility’s mission is “improving the health, safety, and well-being of Texans with good stewardship of public resources. The facility’s vision is making a positive difference in the lives of the people the facility serves.” HHSC highlights four Guiding Principles- Quality, Consistency, Efficiency, and Accountability. Goals for the three-year Plan Blueprint for a Healthy Texas is more than a framework that prioritizes and guides HHS work. Beyond outlining key priorities and initiatives, it sets forth strategies for how HHS divisions will accomplish the initiatives’ respective goals. The plan also identifies the measures that will be used to determine how each initiative improves HHS and positively impacts the lives of Texans. HHS identified commitments that serve as the foundation for the inaugural business plan. Each initiative, goal, measure and deliverable will focus on one or more of the following commitments: Efficiency, Effectiveness and Process Improvement. Purchasing: Improve Procurement and Contracting Processes. Team Texas HHS: Improve Our Culture, Recruitment and Retention. Technology & Innovation: Leverage Technology and Process Improvement. 3 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN Protecting Vulnerable Texans. Health & Safety: Improve Regulatory Processes that Protect Texans. Strengthening Advocacy: Increase Long-Term Care Ombudsman Capacity . Improving the Health and Well-Being of Texans. Behavioral Health: Enhance Behavioral Health Care Outcomes. Disabilities: Increase Independence and Positive Outcomes for People with Disabilities. Women & Children: Improve Health Outcomes for Women, Mothers and Children. Integrity, Transparency and Accountability. Medicaid Managed Care: Improve Quality and Strengthen Accountability. Quality Control: Identify and Mitigate HHS System Risks through Effective Audit Activities. Supplemental and Directed Payment Programs: Improve Accountability and Sustainability of Supplemental and Directed Payment Programs to Achieve Positive Outcomes. Customer Service and Dynamic Relationships. Services & Supports: Connect People with Resources Effectively. (Blackburn, T. D. 2017) 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. This will ensure all is on board and have 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 4 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN 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.The University of Texas N5342 Maternity Extension Marketing Plan Paper Assignment: Maternity Extension Marketing Plan Paper. This will translate to more revenue for the unit as well as the facility as a whole. (Matarrita-Cascante, D. 2015) 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 5 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN 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 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). This may result in reduced productivity as one shift is supposed to run for 12 hours. 6 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN 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 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. This 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. 7 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN 2017 2018 8 2019 2020 Revenue 6,201,600.00 6,821,760.00 7,776,806.40 9,332,167.00 Direct costs 1,860,480.00 2,046,528.00 2,333,041.92 2,779,650.10 Marketing costs 1,240,320.00 1,364,352.00 1,555,361.28 1,866,433.40 Expansion costs 1,860,480.00 2,046,528.00 Physicians costs 1,285,200.00 1,285,200.00 1,285,200.00 1,285,200.00 – – 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 Assistive personnel Pay Overtime/merit costs Benefit costs Total costs Profit/(Loss) 7,367,970.00 7,864,098.00 6,295,093.20 7,072,773.50 TEXAS HEALTH CARE FACILITY STRATEGIC PLAN 9 (1,166,370.00) (1,042,338.00) 1,481,713.20 2,259,393.50 This is illustrated in the graph below; Texas Health care Facility Values in ‘000 10000 8000 6000 Revenue Costs Profit/(Loss) 4000 2000 0 -2000 2017 2018 2019 2020 Years 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. This is attributed to reduced expansion costs after year two, as well as higher margins increase in revenue. TEXAS HEALTH CARE FACILITY STRATEGIC PLAN References 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. 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. 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. 10 Marketing Plan ICU – Page # Running head: MARKETING PLAN FOR ICU EXPANSION Marketing Plan for ICU Expansion The University of Texas at Arlington College of Nursing In partial fulfillment of the requirements of N5342 Management of Nursing Operations Marketing Plan ICU – Page # Marketing Plan Children’s Medical Center of Dallas’ mission statement is “to make life better for children” (Children’s, 2010, para. 1). According to Finkler, Kovner, and Jones (2007), a marketing plan is based on an organization’s mission and visions statements. With close to 700,000 pediatric patients in Dallas County, there have been many times over the past years that children have been turned away from Children’s due to no beds available (Cavazos, personal communication, October 2010). By providing additional bed capacity with the doubling of intensive care unit (ICU) beds and opening a new step down unit, Children’s will increase the capability to take care of any …The University of Texas N5342 Maternity Extension Marketing Plan Paper Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10