Can you PLEASE help me with this? I DO NOT have a financial background. :-( Resource: Preopening Budget Example. Previous paper (Strategic Plan Part II) at the end.

Create a 3- to 5-year financial plan to implement the goals and objectives created in Part II of your strategic plan. The deliverables for the financial plan include a projected budget created in Microsoft Excel and a report in Microsoft Word that clarifies and explains the financial plan.

Section One: Projected Budget

Create a projected budget. The projected budget should be a Microsoft Excel spreadsheet that contains a 3- to 5-year financial projection that includes detailed expenditures, income, contingency, gain or loss, capital outlay, and ROI (if applicable). Include budget strategies to increase volume and budget assumptions.

Section Two: Financial Plan Explanation

Write a 1,050- to 1,400-word narrative discussing the fiscal details of the plan and the assumptions that were used in developing the projected budget.

Include all the elements required in the projected budget.

Include capital expenditure planning and contingency plans for unexpected events.

Budget summary: When explaining your budget:

Describe the organization's current business model.

Evaluate the impact of internal resources and financial capabilities on the business model implementation.

Determine how the organization's internal resources and financial capabilities affect your financial plan.

Determine how they will affect implementation of the plan.

Explain the details of the budget assumptions and the strategies to increase volume.

Cite at least 4 peer-reviewed, scholarly, or similar resources to support your information.

Pre-opening Budget Example

Sample Strategic Planning Spreadsheet
Diagnostic Imaging
			Purchase &		Hire & Train				Strategies to Increase Volume
			Install		Staff				Purchase and install a new MRI.
			MRI						Train or hire additional staff to operate new MRI.
Revenue			Year 1		Year 2		Year 3		Increase marketing to physicians.
CT			$2,000,000		$2,200,000		$2,420,000		Assumptions
MRIs			$8,000,000		$8,800,000		$9,680,000		Increase in revenue/year			10.00%
General diagnostic			$6,000,000		$6,600,000		$7,260,000		Increase in salaries/year			4.00%
Interventional			$12,000,000		$13,200,000		$14,520,000		Increase in supply expense/year			5.00%
									Travel as a % of revenue			0.50%
Total revenue			$28,000,000		$30,800,000		$33,880,000		Maintenace as a % revenue			1.00%
									Contracts as a % of revenue			2.00%
Expenses									Marketing as a % of revenue			0.50%
									Misc as a % of revenue			1.00%
Salaries			$18,200,000		$20,020,000		$22,022,000		Salaries as a % of revenue			65.00%
Supplies			$4,200,000		$4,410,000		$4,630,500
Travel			$140,000		$154,000		$169,400
Maintenance			$280,000		$308,000		$338,800
Contracts			$560,000		$616,000		$677,600
Marketing			$140,000		$154,000		$169,400
Miscellaneous			$280,000		$308,000		$338,800
Total expenses			$23,800,000		$25,970,000		$28,346,500
Net profit			$4,200,000		$4,830,000		$5,533,500
Capital outlay			$2,500,000		$0		$0

Strategic Plan Part II

By definition, a strategic plan is designed to be used for 3 to 5 years or more. An Organizational Structure requires strategic planning for the organization to function properly. As an organization it is important for Heart2Heart Outreach Center to conduct an environmental scan. The intent of this paper is to conduct a SWOT analysis, which will help determine performance gaps. The organization will assess its internal strengths and weaknesses and analyze the industry for opportunities and threats. An environmental analysis will disclose the organization's present and prospective customers and evaluate the impact of the following factors: Consumer and social, competitive, technological, economic, and legal and regulatory. These factors are important when developing a new health care organization and ensuring the success of the company.

Our organization conducted a SWOT Analysis, which is an analysis and or the study of an organizations internal strengths and weakness, along with its external opportunities or threats (see illustration below).

	SWOT Analysis
	Location of Factor	Type of Factor
		Favorable	Unfavorable
	Internal	Strengths	Weaknesses
		Access to many different resources and information.	Shortage of certain services
		Innovative Culture: Leads to customized solutions. Unique services at low costs, which will increase profits.	New facility has to establish brand image Has to appear cost and quality proficient
		One stop shop for almost every medical related issue	Absence of a well formed organization structure since it is a new venture
		Knowledgeable and experienced team.	Difficult to attract donations as the organization is new in the field
		All Insurance accepted	Trust issues of the public
		Value Chain system	Present state of weak market base and popularity
	External	Opportunities	Threats
		Ability to contract with other health care facilities and work together	Competitors offer services which the organization lacks in.
		Innovation New Services Emerging Market	Intense competition. Bad economy (reduced number of patients)
		Organizing health care events to promote education on health and other resources	Constant change in medical technology
		Collaborate with various health plan providers who provide operational grants.	Effectiveness of the facilities provided
		The name of 'Non-Profit Organization' could be used to attract people	Threats related to insurance issues
		Marketing through social media to gain an advantage over competitors	The state of economy and availability of requirements

Assessment of Internal Strengths and Weaknesses

Our organization has access to many different resources and information available to help the community. Individuals will have a wide range of services offered to them, such as medical care to housing assistance. Encounters with our competitors in which they offer supplies we may be lacking in. Improving our market base and informing the community of our organization to acquire patients and residents.

Analysis of Opportunities and Threats

Our organization will have the ability to contract with other health care facilities and work together to provide care and services to those in need. Also organizing health care events to promote education on health and other resources. Our organization could face certain threats, such as the constant changes in medical technology. The services rendered are not effective and efficient for the consumers.

Present and Prospective Customers

Heart2Heart Outreach present and prospective customers are low income families, insured and uninsured. Clients and prospective clients are our customers. Donors are our customers since we rely on their generosity to provide specific goods or items as well as contribute financially. Volunteers are our customers as well since they give their time. We ensure we value them and treat them with respect to sustain their contributions and or services because we want them to tell others to visit, encourage others to give and continue giving, and get others to give their time and themselves to continue volunteering.

Evaluation of the Impact Factors:

Consumer and Social:

The organization is a boon to the lower class of the society.

This helps them to get treatment of the same level as of the rich people.

The customers will be happy about the services they get for reasonable prices.

The motivation given by the organization would be taken up by other organizations in other fields as well to help the public.

This would lead to the total upliftment of society.

Competitive:

The competition would be tight in such a field

The root of popularity is in the opinions of previous customers.

A good opinion will require good service.

Competitors would try to introduce newer technologies to gain advantage.

This has to be faced using proper counter strategies

Technological:

Importance of technology is rapidly increasing in the medical field.

Latest technology is a key factor which would attract customers.

Along with the introduction of new technology, people with expertise in operating them also has to be employed

With use of such technologies, people can live healthier, more productive and independent lives.

Economic:

People with lower economic backgrounds are helped the most

Since the organization does concentrate on profit, trust of public will increase

There would be economic issues in the beginning, since the organization is a new one.

It would also be difficult in the beginning to gain economic or financial support.

Legal and Regulatory:

There would be legal documents to be verified

Any public related issue will require proper legal backup

There has to be proper regulatory authority inside and outside the organization.

Authorities should be able to counter and defend possible legal attacks from competitors.

Significance and Implications of an External Environmental Analysis

The purpose of environmental analysis is for our organization to identify all the external and internal elements that can impact and or affect our companys operations and performance. We conducted an environmental analysis to categorize and organize/structure changes and issues created by competitors; to identify and analyze current important changes and factors that will impact our organization; and to forecast events and changes that will have a significant impact our organization.

Evolving External Issues that can have an Impact on the Strategic Plan

The following illustration provides examples of factors that can have an impact on the strategic plan. These factors need to be considered in the strategic planning process (see illustration below).

External environment is uncontrollable factors the organization faces. The leaders of our company cannot control general economic conditions, changes to law(s), or competitors. However the leaders of our organization do have some control as to how our business reacts to changes in its external environment. Factors involved in evolving external issues that can have an impact on the strategic plan include Human Resource, organization culture and structure, management, assets, and financial strength.

Benefits of Competitive Analysis as Part of the Strategic Planning Process

Competitive analysis involves collecting and or gathering data of competitors. Competitive analysis can also provide us with a better understanding of the health care industry/market. Competitive analysis allows our leaders to develop strategies to identify and target underserved or unserved gaps in the market. According to Small Business Chron, 2017, a competitor map is a strategy that identifies competitors in terms of their unique service models (Small Business Chron, 2017). A competitor map can also identify most competitors pricing strategies in the local area. Geographic competitor maps can help us identify gaps in the market and identify local competitors and in surrounding areas. It can also identify areas that do not have nonprofit health care facilities but hospitals.

We also need to analyze technology/innovation development(s) as direct competitors in this industry, to compete. In this highly competitive industry, we can gain a significant competitive advantage by learning what our competitors are doing or improving for future services offered and or rendered. Knowing the directions our competitors are heading can help us provide services that trump competitors in terms of functionality, price, and quality care and or service.

Organization Assessment

Heart2Hearts ability to accomplish its mission, goals, and objectives is contingent upon the ability to attract best and qualified scientific, medical and support staff; To provide excel in service and efficient access to medical care at affordable price; To develop, share, evaluate and apply new medical technologies; To excel in specialized medical support through education comprehensive research.

Heart2Hearts ability to respond to internal and external changes and challenges is contingent upon adapting. A lack of inherent clarity of purpose exists, so the mission creeps and become the most important threat to non-profit clinic. For a non-profit clinic, fund raising is most important issue and it requires lot of efforts achieve greater scale of money. The board members of the non-profit clinic must engage deeply and directly into their work and otherwise they need much strategic guidance to run our organization.

Goals and Objectives (3-5 year period)

The focus is on development of our organization in the first year, internal consolidation with value addition as a focus for the second year, and customer focus for growth in the third year. A development plan with target goals and objectives for next three years have been prepared (see illustration below).

2017	Goals and Objectives
Appoint Directors & Heads of various departments. Each Director shall head one or two technical divisions.	Appoint each director as members of Board.
	The directors shall prepare and set goals for one year for their departments.
	Set personal goals for their team members
	Directors shall create a vision and look ahead plan for their respective departments and agree with the Board for implementation plans.
Board of Directors to approve a look ahead plan for next three years.	CEO to prepare a strategic plan for development of the organization for next three years.
	The key development areas shall be to add two additional Medicare departments.
	Set a business goal for each year for the organization
	Plan some strategic alliance and growth plan.
Create own website	An organization website to be operational by the end of 2017.
	Shall provide all possible information to the Medicare providers and customers.
	Shall ensure at least three corporate donations through this website.
2018	Goals and Objectives
Prepare an organization structure with clear line of responsibilities and roles.	Develop a responsibility matrix for all staff, accepted by the board of directors.
	Provide training to all team members on mission & vision, their roles and reporting structures.
	Each department shall have their clear goals and means to achieve.
IT system to be fully functional.	Plan and implement an internal data and information sharing system, with communication facilities.
	HR to ensure a merger with an IT company to set up and manage the internal and external communication system.
	Ensure on line trainings and ERP system is operative.
	Ensure travel budget is reduced to half.
Value for money for customers, Internal efficiency and Improvement Areas.	The directors shall set service improvement plans.
	Ensure reduction of customer complaints by 50%.
	Reduce the patient time spent in hospital by 10 minutes.
Add two new services to the hospital portfolio.	Contract ambulance service providers Minimum 5 ambulances to be on board.
	Start Orthopedic department as it is seen as a potential growth area.
	Set performance measurement systems to ensure efficiency and cost reduction by 5%.
	Add new wing for emergency and trauma care center.
2019	Goals and Objectives
Customer Meet	Plan and hold a 2-day meet the customer seminar.
	Marketing with HR to develop a plan and hold a 2 day seminar with Insurance providers, corporate donation providers, Government Agencies and other corporate alliance hospitals
	Plan regular video conferences and personal meetings with Insurance agencies and corporate donation providers, one per month to ensure donations double in this year.
An internal one week conference to review the performance in last two years.	HR to organize a one week seminar on company performance.
	Complete board to attend this conference.
	Take out five clear business and corporate governance related strategies for implementation in next two years.
Prepare a marketing plan with targets and budget requirement	Prepare two year look ahead plan for their respective departments.
.	Marketing team shall present their plan in two parts (1). Three monthly plans for one year. (2). A yearly plan for three years.

Conclusion

For Heart2Heart Outreach to prosper and grow, leaders must be able to identify, anticipate, and handle change in both our external and internal environment. Change is inevitable and constant, and for this reason our leaders must be proactive and or effectively implement a strategy that identifies the change(s) and modifies daily operations and activities, which is by establishing, implementing, and practicing an effective strategic plan.