University of Texas at Arlington Comprehensive Strategic & Marketing Plan

University of Texas at Arlington Comprehensive Strategic & Marketing Plan University of Texas at Arlington Comprehensive Strategic & Marketing Plan I’m trying to study for my Management course and I need some help to understand this question. University of Texas at Arlington Comprehensive Strategic & Marketing Plan The purpose of this project is the opportunity to develop a comprehensive strategic plan, marketing plan, operating budget, and variance monitoring system for an agency or multi-unit department within selected urban or rural settings. University of Texas at Arlington Comprehensive Strategic & Marketing Plan Students will use the Strategic Plan and Marketing Plan assignments presented in Modules 2 & 3 for preparation of this assignment. Project Components: The Executive Summary (1-2 pages) will provide readers a synopsis of the overall project. The Executive Summary may be submitted as the first 1-2 pages of the final paper or as a separate document (student choice). The Executive Summary is for the busy administrator/board member to get an overview of what this project is about. What is it, why do we need it, how much is it going to cost? The Word Document and line graphs (3 year revenue projections from Strategic Plan assignment) for the completed project should be posted in the Assignment Drop Box in BLACKBOARD. Evaluation: The Executive Summary and Written Paper will be evaluated: Executive Summary Clarity and succinctness of project. Captures the reader with facts Includes: statistical information statement of need connection between the proposal and the organization’s mission/vision summary of the business plan Written Document: Table of Contents– Remember to include this Content: Description of agency/facility Patient care delivery process/Model of care: Describe the process/models that are used to conduct business at this facility. Description of the Strategic Plan: Insert your revised Strategic Plan from Assignment in Module 2, using sentences to link that assignment to this final paper. Address the edits suggested by faculty following submission of that assignment. Description of the Marketing Plan: Insert your revised Marketing Plan from Assignment in Module 3, using sentences to link that assignment to this final paper. Address the edits suggested by faculty following submission of that assignment. Conclusion summarizing and tying the components of the Strategic Plan to the Marketing plan References (Must include two scholarly journal articles not included in the course assigned readings) Scholarly paper written in APA Format (6th ed.), 8-10 pages minimum excluding title page, table of contents, and reference page. comprehensive_strategic_and_marketing_plan_final_project_paper__rubric.docx marketing_plan_.docx agency_strategic_plan.doc ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS Comprehensive Strategic and Marketing Plan Final Project Paper Comprehensive Strategic and Marketing Plan Final Project Paper Criteria This criterion is linked to a Learning OutcomeExecutive Summary: 10 pts. This criterion is linked to a Learning OutcomeOrganization and Formatting: 10 pts. This criterion is linked to a Learning OutcomeAgency Description: 10 pts. This criterion is linked to a Learning OutcomeDescription of the Strategic Plan: 20 pts. Ratings 10.0 to >9.0 pts Accomplished Description of the project: Identifies strategy, why is it needed, and how does it fit in this organization? Potential revenue from the project; Summary of why the project should be approved (10 points) 10.0 to >9.0 pts Accomplished Table of Contents is present with hyperlinks; APA, Grammar, spelling and/or punctuation accurate, and errors rare; Conclusion paragraph summarizes the project and identifies the outcome requested. (10 points) 10.0 to >9.0 pts Accomplished Description of the agency is complete and model of care is described. (10 points) 20.0 to >19.0 pts Accomplished Strategic plan is adjusted from Module 2 feedback and transition paragraph added to “flow” into final paper. (20 points) 9.0 to >8.0 pts Proficient Limited description or 1-2 items missing. (98 points) 9.0 to >8.0 pts Proficient TOC is present and organized; however some sections missing; APA, Grammar, spelling and/or punctuation accurate, with a few errors; Conclusion paragraph is limited. (9-8 points) 9.0 to >6.5 pts Proficient Limited description of the agency; limited description of patient care delivery process (9-7 points) 8 N M m a 8.0 t Nee TOC APA punc Con inco 6.5 to Need Agen delive points 19.0 to >15.0 pts Proficient Some areas of the plan were adjusted; however, lacking some important elements. (19-15 points) Comprehensive Strategic and Marketing Plan Final Project Paper Criteria This criterion is linked to a Learning OutcomeDescription of the Marketing Plan: 20 pts. This criterion is linked to a Learning OutcomeProduct/Service Line & Volume Projections: 20 pts. This criterion is linked to a Learning OutcomeReferences: 10 pts. Ratings 20.0 to >19.0 pts Accomplished Market plan is adjusted from Module 3 feedback and transition paragraph added to “flow” into final paper (20 points) 20.0 pts Accomplished The product/service line for the project is identified; Projections of volumes are presented in a table or graph to illustrate monthly and annual volume (20 points) 10.0 pts Accomplished Multiple references (greater than 5) from a variety of academic sources within the last 5 years. Two references must be from sources beyond the course. All references are cited in the paper. (10 points) 19.0 to >15.0 pts Proficient Some areas of the plan were adjusted; however, lacking some important elements. (19-15 points) 20.0 to >15.0 pts Proficient The product/service line for the project is identified; Projections of volumes are presented in a table or graph to illustrate monthly and annual volume; however discussion is limited. (19-15 points) 10.0 to >8.0 pts Proficient Fewer than five references from a variety of academic sources; references within the last 10 years. One reference from sources beyond the course is present. All references are cited in the paper (9-8 points) 8.0 t Need Sour olde sour (No secti Running head: MARKETING PLAN FOR MATERNITY EXTENSION. 1 Marketing Plan for Maternity Extension 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 22nd , 2019 . MARKETING PLAN FOR MATERNITY EXTENSION. 2 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). University of Texas at Arlington Comprehensive Strategic & Marketing Plan 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 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. 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 is the only place that they can be served better. There is 80 % of admission of the expectant mothers in private hospitals MARKETING PLAN FOR MATERNITY EXTENSION. 3 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 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 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 MARKETING PLAN FOR MATERNITY EXTENSION. 4 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. University of Texas at Arlington Comprehensive Strategic & Marketing Plan 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. Nurses in the region will also be a target. Pediatricians and gynecologists will be highly needed. Outcome measures The outcome is what determines the service effectiveness. Several evaluations will be conducted to check the effectiveness of the marketing plan. Physician satisfaction and early transfer rate will be reviewed. Depending on the outcome, the team behind marketing will MARKETING PLAN FOR MATERNITY EXTENSION. 5 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. 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 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 MARKETING PLAN FOR MATERNITY EXTENSION. 6 was to complete the promotions. The disruptors that could disrupt the project are to be reviewed. The market share was to be well analyzed. 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. 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. Westwood, J. (2013). How to write a marketing plan. Kogan Page Publishers. 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. 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).University of Texas at Arlington Comprehensive Strategic & Marketing Plan 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 . University of Texas at Arlington Comprehensive Strategic & Marketing Plan 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. 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, whic … Purchase answer to see full attachment Student has agreed that all tutoring, explanations, and answers provided by the tutor will be used to help in the learning process and in accordance with Studypool’s honor code & terms of service . Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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