maternity hospital business plan

Medical Clinic Business Plan PDF Example

• February 28, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful medical clinic. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your medical clinic’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a medical clinic business plan but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the healthcare industry, this guide, complete with a business plan example, lays the groundwork for turning your medical clinic concept into reality. Let’s dive in!

Our medical clinic business plan is carefully designed to cover all the important parts needed for a good strategy. It explains how the clinic will run, how we’ll take care of patients, how we’ll tell people about our services, what the healthcare situation is like, who our competitors are, who’s in charge, and how much money we expect to make.

• Executive Summary : Provides an overview of the Medical Clinic’s business concept, healthcare market analysis , management structure, and financial strategy.
• Facility & Location: Describes the clinic’s physical setup, including its architectural design, medical equipment, patient amenities, and the strategic choice of its location to maximize accessibility for its target patient base.
• Treatments & Pricing: Enumerates the healthcare services the clinic will provide, from general medical consultations to specialized treatments, alongside a transparent pricing model .
• Key Stats: Shares industry size , growth trends, and relevant statistics for the healthcare market.
• Key Trends : Highlights recent trends affecting the healthcare sector, such as technological advancements, patient care innovations, and regulatory changes.
• Key Competitors : Analyzes the main competitors in the vicinity and differentiates the clinic based on services, patient care quality, and operational efficiency.
• SWOT: Strengths, weaknesses, opportunities, and threats analysis tailored to the healthcare context.
• Marketing Plan : Strategies for attracting and retaining patients, including digital marketing, community health programs, and patient service excellence.
• Timeline : Key milestones and objectives from the clinic’s establishment through the first year of operation, including licensing, staff recruitment, and service launch.
• Management: Information on the healthcare professionals managing the medical clinic and their roles, emphasizing their medical expertise and healthcare management experience.
• Financial Plan: Projects the clinic’s 5-year financial performance, including revenue from medical services, operational costs, profits, and expected expenses, ensuring a sustainable and profitable healthcare service model.

Medical Clinic Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

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Executive Summary

The Executive Summary introduces our medical clinic’s business plan, offering a concise overview of the clinic and its healthcare services. It details our market positioning, the comprehensive medical services we provide, its location, size, and an outline of our day-to-day operations. 

This section will also delve into how our clinic will integrate into the local healthcare market, including an assessment of the direct competitors in the area, identifying who they are, and highlighting our clinic’s unique selling points that set us apart. 

Additionally, it includes information about our management and co-founding team, outlining their roles and contributions to the clinic’s success. A summary of our financial projections, including expected revenue and profits over the next five years, will also be presented to offer a clear view of our clinic’s financial outlook.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Dive deeper into Executive Summary

Business Overview

For a medical clinic, the Business Overview section can be concisely structured into 2 main components:

Facility & Location

Briefly describe the clinic’s facilities, highlighting the state-of-the-art medical equipment, patient-centric design, and a welcoming atmosphere that ensures comfort and privacy.

Mention the clinic’s strategic location, emphasizing its accessibility and conveniences such as proximity to main transit routes and ample parking. Explain how this location was selected to serve the clinic’s target patient demographics effectively.

Treatments & Pricing

Detail the comprehensive range of medical services provided, from routine health check-ups to specialized treatments in areas like cardiology, pediatrics, or orthopedics.

Describe your pricing model, ensuring it mirrors the high standard of care offered and is competitive within the healthcare market. Highlight any health plans, membership options, or loyalty programs designed to offer added value to patients, fostering long-term relationships and patient loyalty.

Make sure to cover here _ Clinic & Location _ Treatments & Pricing

Market Overview

Industry size & growth.

Start your medical clinic business plan by looking at how big the healthcare world is, especially for the services you provide like general health, special treatments (skincare, children’s health), or quick care. Think about how this area is growing and where you might find new chances to grow.

Key market trends

Then, talk about what’s new in healthcare, like how people want care that’s just for them, using tech to help patients (like video doctor visits or digital health records), and focusing on keeping people healthy before they get sick. Point out that people are looking for services that meet their specific health needs and that there’s a growing interest in clinics that care for the whole person.

Key competitors

Lastly, look at who you’re up against, which could be big hospitals, small clinics that focus on one area of health, or even online health services. Think about what makes your clinic different and better, maybe because of the great care you give, the wide range of services you have, or new ways you’re bringing health care to people. This part should clearly say why people need medical services, who else is providing them, and how your clinic can stand out and do well in this busy world.

Make sure to cover here _ Industry size & growth _ Key market trends _ Key competitors

Dive deeper into Key competitors

First, conduct a SWOT analysis for the medical clinic , identifying Strengths such as a team of expert medical professionals and a comprehensive suite of healthcare services. Weaknesses might include factors like high operational costs and the complexity of insurance processes. Opportunities can arise from the growing emphasis on health and wellness and the potential for telemedicine services. Threats could stem from increased competition and the impact of economic downturns on discretionary healthcare spending.

Marketing Plan

Next, develop a marketing strategy aimed at attracting and retaining patients. This strategy should focus on targeted advertising to reach specific demographics, offering promotional incentives for referrals, maintaining an active and engaging presence on social media, and fostering community ties through health education and events.

Finally, create a detailed timeline that marks essential milestones for the clinic. This includes the initial setup and opening phase, followed by the launch of marketing initiatives, efforts to expand the patient base, and strategies for broader service offerings, all designed to ensure the clinic progresses with a clear and defined purpose.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Dive deeper into SWOT

Dive deeper into Marketing Plan

The management section focuses on the medical clinic’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the medical clinic toward its financial and operational goals.

For your medical clinic business plan, list the core team members, their specific responsibilities, and how their expertise supports the medical clinic’s mission.

Financial Plan

The Financial Plan section is a comprehensive analysis of the medical clinic’s financial strategy, including projections for revenue, expenses, and profitability. It lays out the clinic’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your medical clinic business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your main assumptions (e.g. prices, customers, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

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Hospital Business Plan

Starting a hospital is a huge responsibility because taking care of millions of people in a year is difficult. If you are considering starting a hospital, then staffing, financial and business planning are necessary, for which a business plan is vital.

Need help writing a business plan for your hospital business? You’re at the right place. Our hospital business plan template will help you get started.

Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

• Fill in the blanks – Outline
• Financial Tables

How to Write A Hospital Business Plan?

Writing a hospital business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Products and services:.

Highlight the hospital services you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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2. Business Overview

The business overview section of your business plan offers detailed information about your business. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

Describe your business in this section by providing all the basic information. Describe what kind of hospital you run and the name of it. You may specialize in one of the following hospital businesses:

• General hospitals
• Specialty hospitals
• Teaching hospitals
• Children’s hospitals
• Outpatient clinics
• Rehabilitation hospitals
• Maternity hospitals
• Describe the legal structure of your hospital, whether it is a sole proprietorship, LLC, partnership, or others.
• Explain where your business is located and why you selected the place.

Mission Statement:

Business history:.

If you’re an established hospital, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Future Goals:

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your target market and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Competitive Analysis:

Market trends:.

Analyze emerging trends in the industry, such as changes in patient behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your hospital business plan:

• Conduct market research, industry reports, and surveys to gather data.
• Provide specific and detailed information whenever possible.
• Illustrate your points with charts and graphs.
• Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to patients. To write this section should include the following:

Describe your facilities:

Mention the hospital facilities your business will offer. This list may include,

• Intensive care
• Neonatal care
• You can also mention the number of beds & specialized units

Medical specialties:

Quality measures:.

This section should explain how you maintain quality standards and consistently provide the highest quality facility.

Additional Services:

In short, this section of your hospital plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Marketing Strategies:

Sales strategies:, testimonial and success stories:.

Overall, this section of your hospital business plan should focus on patient acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your hospital business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for the hospital, such as operating rooms, tables, surgical lasers, surgical drills & saws, vital signs monitors, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your hospital business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your hospital, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

• Add a table of contents for the appendix section to help readers easily find specific information or sections.
• In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
• Provide data derived from market research, including stats about the industry, user demographics, and industry trends.
• Include any legal documents such as permits, licenses, and contracts.
• Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your healthcare business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

Fill-in-the-blanks and automatic financials make it easy.

This sample hospital business plan will provide an idea for writing a successful hospital plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our hospital business plan pdf .

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Frequently asked questions, why do you need a hospital business plan.

A business plan is an essential tool for anyone looking to start or run a successful hospital. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your hospital.

How to get funding for your hospital business?

There are several ways to get funding for your hospital, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

Small Business Administration (SBA) loan

Crowdfunding, angel investors.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your hospital?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your hospital business plan and outline your vision as you have in your mind.

What is the easiest way to write your hospital business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any hospital business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

About the Author

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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Home » Healthcare » Group Home

A Sample Maternity Group Home Business Plan Template

A maternity group home or preferably the Maternity Group Home Program (MGH) is a niche-group home facility that supports community-based, adult-supervised, transitional living arrangements for homeless pregnant or parenting young women who are between the ages of 16 and 22, as well as their dependent children.

The maternity group home business is designed to provide an environment where young mothers can function independently in the community. Available statistics show that there are over 400 maternity homes in the United States as of 2022.

Steps on How to Write a Maternity Group Home Business Plan [Sample Template]

1.  executive summary.

Safe Hands® Maternity Group Home Facility, Inc. is a maternity group home that will be based in Charleston, West Virginia. The organization will provide an apartment for ladies and their children. The resident under our care will be under the supervision of a live-in Resident Advisor. Our program will provide individualized instruction in life skills and appropriate child development and parenting.

We will also operate an on-site clinic that provides health education and preventative services for the girls and their children. We will house between 5 to 15 pregnant girls (excluding their children) per time in a family setting that will enable them to enjoy full use of community resources, including health care, social, and recreational opportunities.

Mrs. Florence John is the founder and CEO of Safe Hands® Maternity Group Home Facility, Inc.

Company Profile

A. our products and services.

Safe Hands® Maternity Group Home Facility, Inc. will provide a facility and a wide range of services that revolve around;

• Supervised housing for pregnant young girls and their kids
• Life skills training
• Mental health counseling
• Medical screening and referrals
• Case management
• Pregnancy and parenting instruction

b. Nature of the Business

Our Group Home facility will operate as a nonprofit organization. We will source finance from donor organizations, individuals, and relevant government agencies.

But in some cases, we will charge residents or their family members for the services rendered howbeit, we are designed not to make profits.

c. The Industry

Safe Hands® Maternity Group Home Facility, Inc. will operate under the group homes industry.

d. Mission Statement

Our mission is to provide safe and secured maternity housing programs that support young girls in need of a stable home environment to reach their goals in education, employment, financial stability, prenatal care, health, and more.

e. Vision Statement

We envision a world where homeless pregnant girls live in a family-style residence for a maximum of 18 months and work closely with case managers to accomplish several goals.

f. Our Tagline (Slogan)

Safe Hands® Maternity Group Home Facility, Inc. – Every Homeless Pregnant Girl Deserves Care!

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Safe Hands® Maternity Group Home Facility, Inc. will be formed as a nonprofit corporation at the state level and will apply for 501(c)(3) tax exemption at the federal level.

h. Our Organizational Structure

• Head of Group Home (President)
• Matron/House Manager (Administrator)
• Nurse’s Aides
• Caregivers/Social Worker
• Account Officer
• Front Desk Officer
• Security Guards

i. Ownership/Shareholder Structure and Board Members

• Florence John (Owner and Chairman/Chief Executive Officer) 51 Percent Shares
• Lovelyn Wade (Board Member) 19 Percent Shares
• Annable Humprey (Board Member) 10 Percent Shares
• Sharon Greene (Board Member) 10 Percent Shares
• Tessy Rohr (Board Member and Sectary) 10 Percent Shares.

SWOT Analysis

A. strength.

• Ideal location for a maternity group home facility
• Highly Experienced and Qualified Employees and Management
• Access to Pool of Donor Organizations
• Highly Secured and Clean Facility
• Well structured programs

b. Weakness

• Inability to initially manage the organization without the support of donations and grants
• Financial limitations
• Operating from a leased facility
• Inability to retain our highly experienced and qualified staff longer than we want

c. Opportunities

• The population of homeless pregnant girls in the United States is growing
• Government funding and private donations are anticipated to increase for group homes.
• The group homes industry is projected to reverse its decline trend and increase in the coming years.
• A pool of finance from donor organizations, individuals, and relevant government agencies.

i. How Big is the Industry?

The group homes industry that maternity group home is a subset of is worth over $8 billion in the United States and there are about 9,623 licensed and registered Group Homes with a workforce of about 124,872 scattered all across the United States.

ii. Is the Industry Growing or Declining?

Available statistics point to the fact that the industry is presently not growing and revenue for the industry has been adjusted from an increase to a decline of 8.1 percent in 2020 due to declining federal funding and donations. Since many operators are nonprofit, maternity group homes rely on federal funding and private donations. Since unemployment and consumer spending are anticipated to decline in 2020, leading to fewer donations, profit is set to decline.

Please note that in the coming year (2022), the revenue for the industry is anticipated to decline slightly, but as the economy recovers and COVID-19 cases subsequently drop in line with the nationwide vaccination rollout, industry revenue will likely increase.

iii. What are the Future Trends in the Industry

The group homes industry is changing, and players in the industry are improvising. No doubt, technology and customized software, and of course national campaigns against teen pregnancy will change the landscape of the maternity group homes industry going forward.

iv. Are There Existing Niches in the Industry? 

No, there are no niche ideas when it comes to the maternity group home line of business. This is so because maternity group home is a niche idea in the group homes industry.

v. Can You Sell a Franchise of your Business in the Future?

Safe Hands® Maternity Group Home Facility, Inc. has plans to sell franchises in the nearest future and we will target major cities with growing numbers of homeless pregnant young girls in the United States of America.

• Lack of support from stakeholders and the government
• Drop in the number of teen pregnancies
• Unfavorable government policy and regulations.
• Community resistance (May not want such facility to be located in their community)
• Liability problems
• The arrival of competitors within our market space.

i. Who are the Major Competitors?

• Yes Youth Emergency Services
• Valley Youth House
• Viola’s House
• The Children’s Village
• Miryam’s House
• Mother Child
• Good Counsel Homes
• Alexandria’s House
• Hope House Colorado.

ii. Is There a Franchise for Maternity Group Home? 

There is no known maternity group home franchise currently.

iii. Are There Policies, Regulations, or Zoning Laws Affecting Maternity Group Homes?

Yes, there are county and state regulations or zoning laws for group homes (maternity group home facility inclusive). The law in the United States states that before a non-medical home care facility such as a maternity group home can commence operations, there should be at least six residents and at least one trained caregiver there 24 hours a day and 7 days a week.

So also, a standard maternity group home is expected to have a house manager, night manager, weekend activity coordinator, and 2 or more caregivers depending on the size of the facility.

Marketing Plan

A. who is your target audience.

i. Age Range

Our target market is for young pregnant homeless girls between the age of 16 and 22

ii. Level of Educational

We don’t have any restriction on the level of education of those we will accommodate in our maternity group home.

iii. Income Level

We don’t have any cap on the income level of those who we will accommodate in our maternity group home. Besides, most people who are admitted to a maternity group home have no source of income because they are homeless in the first place.

iv. Ethnicity

There is no restriction when it comes to the ethnicity of the people we will welcome to our maternity group home.

v. Language

There is no restriction when it comes to the language spoken by the people we will welcome to our group home, but we will prefer people that speak English and Spanish.

vi. Geographical Location

Any young girl from any geographical location will be welcomed in our maternity group home.

vii. Lifestyle

Safe Hands® Maternity Group Home Facility, Inc. will not restrict any homeless pregnant girl from accessing our facility and services based on their lifestyle, culture or race.

b. Advertising and Promotion Strategies

• Host Themed Events That Catch The Attention of Pregnant homeless girls.
• Tap Into Text Marketing.
• Use FOMO to Run Photo Promotions.
• Share Your Events in Local Groups and Pages.
• Turn Your Social Media Channels Into a Resource
• Develop Your Business Directory Profiles
• Build Relationships With Other Nonprofits and related organizations in our Area

i. Traditional Marketing Strategies

• Marketing through Direct Mail.
• Broadcast Marketing -Television & Radio Channels.
• OOH, Marketing – Public Transits like Buses and Trains, Billboards, Street shows, and Cabs.
• Leverage direct sales, direct mail (postcards, brochures, letters, fliers), print advertising (magazines, newspapers, coupon books, billboards), referral (also known as word-of-mouth marketing), radio, and television.

ii. Digital Marketing Strategies

• Social Media Marketing Platforms.
• Influencer Marketing.
• Email Marketing.
• Content Marketing.
• Search Engine Optimization (SEO) Marketing.
• Affiliate Marketing
• Mobile Marketing.

iii. Social Media Marketing Plan

• Start using chatbots.
• Create a personalized experience for our teens (housemates).
• Create an efficient content marketing strategy.
• Create a community for our donors and volunteers.
• Gear up our profiles with a diverse content strategy.
• Use brand advocates.
• Create profiles on the relevant social media channels.
• Run cross-channel campaigns.

c. Pricing Strategy

When working out our pricing strategy, Safe Hands® Maternity Group Home Facility, Inc. will make sure it covers upkeep, medications, premium, economy or value, and full rehab package for each homeless pregnant girl and their child. In all our pricing strategy will reflect;

• Cost-Based Pricing
• Value-Based Pricing
• Competition-Based Pricing.

Sales and Distribution Plan

A. sales channels.

Our channel sales strategy will involve using partners and third parties—such as referral partners, affiliate partners, religious organizations, nonprofit organizations, and charity to help refer pregnant homeless girls to us.

b. Inventory Strategy

The fact that we will need toiletries, medications, beddings, and foodstuffs means that Safe Hands® Maternity Group Home Facility, Inc. will operate an inventory strategy that is based on a day-to-day methodology for ordering, maintaining, and processing items in our warehouse. We will develop our strategy with the same thoroughness and attention to detail as we would if we were creating an overall strategy for the business.

c. Payment Options for Customers

Here are the payment options that Safe Hands® Maternity Group Home Facility, Inc. will make available to her donors and contributors;

• Payment via bank transfer
• Payment with cash
• Payment via credit cards
• Payment via online bank transfer
• Payment via check
• Payment via mobile money transfer

d. Return Policy, Incentives, and Guarantees

At Safe Hands® Maternity Group Home Facility, Inc., we offer services, and the nature of services we offer does not accommodate return policy, but we will guarantee our housemates that they will have a comfortable time with us.

e. Customer Support Strategy

Our customer support strategy will involve seeking customers’ feedback. This will help us provide excellent customer service to all our housemates and donors, it will help us to first understand their needs, experiences, and pain points. We will also work with an effective CRM software to be able to achieve our customer support strategy.

Operational Plan

Our operational plan will cover capacity planning, location planning, layout planning, quality planning, and methods planning.

Overall, we plan to expand our revenue by 25 percent in the second year and the plan will include a marketing, sales, and operations component. The operations component of the plan would include attracting grants and fundraising strategies that will boost our service offerings and support revenue growth.

a. What Happens During a Typical Day at a Maternity Group Home?

• The facility is open for the day
• The facility is cleaned and prepared to receive any pregnant young girl experiencing housing crisis or homelessness
• Housemates are welcomed and prepped for the day
• Housemates are provided with programs that will help them go through the process of safe delivery and effectively care for their babies.
• House chores are carried out at different intervals during the day
• Administrative works are done
• The facility is closed for the day and housemates go back to their rooms to get it arranged and then go to bed.

b. Production Process (If Any)

There is no production process when it comes to a maternity group home business.

c. Service Procedure (If Any)

There is no service procedure when it comes to a maternity group home business.

d. The Supply Chain

Safe Hands® Maternity Group Home Facility, Inc. will rely on trained social workers, counselors, religious organizations, and government agencies in our city to refer pregnant homeless girls to us. So also, we have been able to establish business relationships with wholesale suppliers of beddings, toiletries, medications, and foodstuffs et al.

e. Sources of Income

Safe Hands® Maternity Group Home Facility, Inc. will make money from;

• Contributions for partners and donors
• Grants from government agencies and charity organizations
• Community support.

Financial Plan

A. amount needed to start our maternity group home.

Safe Hands® Maternity Group Home Facility, Inc. would need an estimate of $650,000 to successfully set up our maternity group home in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation.

b. What are the Cost Involved?

• Business Registration Fees – $750.
• Legal expenses for obtaining licenses and permits – $7,300.
• Marketing, Branding and Promotions – $5,000.
• Business Consultant Fee – $2,500.
• Insurance – $5,400.
• Rent/Lease – $200,000.
• Other start-up expenses including, commercial satellite TV subscriptions, stationery ($500), and phone and utility deposits ($2,800).
• Operational Cost (salaries of employees, payments of bills et al) – $40,000
• Start-up inventory – $15,000
• Store Equipment (cash register, security, ventilation, signage) – $4,750
• Furnishing and Equipping – $80,000
• Website: $600
• Miscellaneous: $2,000

c. Do You Need to Build a Facility? If YES, How Much Will It Cost?

Safe Hands® Maternity Group Home Facility, Inc. will not build a new facility; we intend to start with a long-term lease and after 10 years, we will start the process of acquiring our own facility.

d. What are the Ongoing Expenses for Running a Maternity Group Home?

• Cost of stocking up supplies such as medications, toiletries, and beddings et al
• Cost of food supplies and ingredients
• Utility bills (gas, internet, phone bills, signage and sewage et al)
• Salaries of employees

e. What is the Average Salary of your Staff? List the Job Position and their proposed salary based on industry rate and your startup capital

• Head of Group Home (President) – $45,000 Per Annum
• Matron/House Manager (Administrator) – $36,034 Per Annum
• Nurse’s Aides – $29,660 Per Annum
• Caregivers/Rehab Counselors – $32,878 Per Annum
• Fundraiser – $36,500 Per Annum and based on target
• Account Officer – $35,000 Per Annum
• Front Desk Officer – $28,000 Per Annum
• Cleaners – $22,000 Per Annum
• Security Guard – $22,000 Per Annum

f. How Do You Get Funding to Start a Maternity Group Home

• Raise money from personal savings and sale of personal stocks and properties
• Apply for a loan from your bank/banks
• Pitch business ideas and apply for business grants and seed funding from the government, and donor organizations
• Source for soft loans from family members and friends.

Financial Projection

A. how much should you charge for your service.

At Safe Hands® Maternity Group Home Facility, Inc. we will make our facility free of charge since we hope to attract enough grants and funds from donors.

Sales Forecast?

• First Fiscal Year (FY1): $500,000
• Second Fiscal Year (FY2): $620,000
• Third Fiscal Year (FY3): $750,000

b. Estimated Profit You Will Make a Year?

Safe Hands® Maternity Group Home Facility, Inc. will operate as a nonprofit organization.

c. Profit Margin of a Maternity Group Home 

Safe Hands® Maternity Group Home Facility, Inc. is designed not to make profits hence we don’t have a profit margin for our services.

Growth Plan

A. how do you intend to grow and expand .

Safe Hands® Maternity Group Home Facility, Inc. will grow our maternity group home by first opening other outlets in key cities in the United States of America within the first five years of establishing the organization and then will start selling franchises from the sixth year.

b. Where do you intend to expand to and why? (Geographical locations)

Safe Hands® Maternity Group Home Facility, Inc. plans to expand first to Denver, Colorado, and then to Washington, D.C., Tulsa, Oklahoma, Oklahoma City, Oklahoma, Baltimore, Maryland, Kansas City, Missouri, and Fayetteville, North Carolina.

The reason why we intend to expand to these geographical locations is that available statistics show that the cities listed above have the highest number of pregnant homeless girls in the United States.

The founder of Safe Hands® Maternity Group Home Facility, Inc. plans to exit the business via family succession. We have placed structure and processes in place that will help us achieve our plan of successfully transferring the business from one family member to another and from one generation to another without hitches.

More on Group Home

• UNC Chapel Hill

Building the Clinical and Business Case for Opening Maternity Care Units in Critical Access Hospitals

April 21, 2021

By Mark Derewicz

Amid a trend of closures of rural maternity units across the United States, UNC Health launched an innovative maternity unit in a rural county with a high rate of infant mortality to address a critical public health issue.

NEJM Catalyst published this article co-authored by Cristy Page, MD, MPH, executive dean of the UNC School of Medicine and the William B. Aycock Distinguished Professor of Family Medicine, and Adam Zolotor, MD, DrPH, professor of family medicine.

More than one-half of women in rural communities do not have access to local hospital obstetrical care, increasing the risk of poor health outcomes. Despite these increased risks to moms and babies, rural maternity units continue to close. The authors describe a model in which a state public academic health system opened a rural maternity unit and illustrate how maternity care in a Critical Access Hospital (CAH) can be positively positioned to benefit the CAH, the health system, and the community. The program design was based on seven supportive factors that collectively created a robust continuum of maternity services and a strong case for sustainability. With the loss of hospital obstetrical services in rural counties, devising innovative strategies to sustain and launch maternity units in rural communities is a critical public health priority.

The entire article is available only to NEJM subscribers.

Filed Under:

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How To Write a Business Plan for Hospital in 9 Steps: Checklist

By alex ryzhkov, resources on hospital.

• Financial Model
• Business Plan
• Value Proposition
• One-Page Business Plan
• SWOT Analysis
• Business Model
• Marketing Plan
• Bundle Business Plan & Fin Model

Welcome to our blog post on how to write a business plan for a hospital! In today's rapidly growing healthcare industry, starting a hospital that focuses on providing quality, personalized medical services is a promising venture. According to recent statistics, the global healthcare market is projected to reach a value of $12.3 trillion by 2026, with a compound annual growth rate of 6.7%. This presents a great opportunity for entrepreneurs looking to make a difference in the lives of patients and contribute to the advancement of healthcare technology.

Before diving into the details of writing a business plan for your hospital, it's crucial to identify the market need and demand for this type of healthcare facility. Conducting a thorough market research will help you understand the current trends and assess the potential demand for specialized medical services. By analyzing competition and industry trends, you can gain insights into successful strategies and differentiate your hospital from others.

Developing a solid financial plan is essential for securing funding and partnerships. It involves outlining the hospital's projected revenue, expenses, and investment requirements. By preparing a comprehensive financial plan, you can demonstrate the viability and profitability of your venture to potential investors or lenders.

Defining the hospital's vision, mission, and values sets the foundation for its overall purpose. This helps in establishing a clear direction and guiding the decision-making process. Creating an organizational structure and identifying key roles ensures smooth operations and effective management of resources.

Formulating a comprehensive marketing strategy is crucial for attracting patients and building strong referral networks. It involves defining your target audience, identifying the best channels to reach them, and creating compelling messaging that highlights the unique benefits of your hospital.

Lastly, assessing the legal and regulatory requirements is vital to ensure compliance with healthcare laws and regulations. This includes obtaining the necessary licenses, permits, and certifications to operate your hospital.

By following these nine steps, you will be well-equipped to write a comprehensive business plan for your hospital. Stay tuned for our upcoming blog posts, where we will dive deeper into each step to provide you with practical insights and actionable tips.

Identify The Market Need And Demand

One of the first and most crucial steps in writing a business plan for a hospital is to identify the market need and demand for the services you intend to provide. Understanding the needs and preferences of potential patients is essential for developing a successful hospital that can effectively meet their healthcare requirements.

To gather this important information, conducting a thorough market research is key. This research should focus on the local healthcare landscape, demographics, and the specific services and medical treatments currently available in the area. By analyzing this data, you can identify any gaps or unmet needs in the market that your hospital can fulfill.

During the market research process, it is also important to evaluate the demographic trends and population dynamics in the area. Understanding factors such as age distribution, income levels, and prevalent medical conditions can help you tailor your services to the specific needs of the target population.

By thoroughly understanding the market need and demand for your hospital's services, you can develop a business plan that is aligned with the needs of the community you aim to serve. This will help ensure the success and sustainability of your hospital in the long run.

Conducting a Thorough Market Research

Conducting thorough market research is an essential step in developing a business plan for a hospital. This research will help you gain a clear understanding of the market need and demand, enabling you to make informed decisions about your hospital's offerings and target audience.

When conducting market research for a hospital, consider the following:

• Identify your target market: Determine the specific demographic and geographic characteristics of the population you intend to serve. This will help you tailor your services and marketing efforts accordingly.
• Analyze market trends: Stay updated with the latest trends in the healthcare industry. Identify emerging technologies, treatments, and practices that can distinguish your hospital from the competition.
• Assess competition: Study your competitors' offerings, pricing strategies, and marketing tactics. This will allow you to identify gaps in the market and position your hospital uniquely.
• Explore patient preferences: Understand what patients value when it comes to healthcare services. Conduct surveys or interviews to gather insights on their preferences, expectations, and experiences with existing healthcare providers.
• Evaluate regulatory factors: Familiarize yourself with the legal and regulatory requirements applicable to hospitals in your region. This includes licensing, documentation, and compliance with healthcare regulations.

Tips for Conducting Market Research for a Hospital

• Utilize online resources: Make use of online databases, industry reports, and market research tools to gather data on healthcare trends, market size, and consumer behavior.
• Engage with industry experts: Seek guidance from healthcare professionals, consultants, and experts who have in-depth knowledge of the industry. Their insights can provide valuable guidance during the research process.
• Consider qualitative and quantitative research: Combine qualitative methods like interviews and focus groups with quantitative techniques such as surveys and data analysis. This will provide a comprehensive understanding of your target market.
• Continuously update your research: Regularly review and update your market research to stay on top of industry developments and changing market dynamics. This will help you adapt your business plan accordingly.

By conducting thorough market research, you will be equipped with the necessary information to develop a business plan that aligns with the needs and expectations of your target market. This research will serve as a foundation for making informed decisions and ultimately contributing to the success of your hospital.

Analyze Competition And Industry Trends

One crucial step in developing a successful business plan for a hospital is to thoroughly analyze the competition and industry trends. This analysis provides valuable insights into the current market and helps identify opportunities and potential challenges that the hospital may face. Below are some important points to consider during this analysis:

Identify competitors: Begin by identifying existing hospitals and medical facilities that may be direct competitors. Research their offerings, facility size, capacity, and reputation within the community. Understanding their strengths and weaknesses will help you position your hospital effectively.

Study industry trends: Stay up-to-date with the latest trends in the healthcare industry. Identify key innovations, advancements in medical technology, and emerging treatments or services that could impact the hospital's success. This will help you adapt and stand out in a rapidly evolving industry.

Analyze market demand: Evaluate the current and projected demand for healthcare services in the target area. Consider factors such as population growth, demographic trends, and the prevalence of specific medical conditions. Understanding market demand will help in planning the hospital's service offerings and staffing requirements.

Evaluate competitive advantages: Identify what sets your hospital apart from the competition. This could include specialized services, unique treatment approaches, advanced technology, or a focus on personalized patient care. Highlighting these competitive advantages in your business plan will attract potential patients and investors.

• Use online resources, industry publications, and professional networks to gather information on competitors and industry trends.
• Engage with healthcare professionals, potential patients, and community members to gain insights into their expectations and preferences.
• Consider conducting surveys or focus groups to gather more specific feedback and opinions on the market and competition.
• Regularly revisit and update the analysis of competition and industry trends to stay ahead of the curve and maintain a competitive edge.

Develop A Solid Financial Plan

A solid financial plan is crucial for the success of any business, including a hospital. It provides a roadmap for achieving financial stability and sustainability. Here are some important steps to take when developing a solid financial plan for a hospital:

• Estimate costs and revenue: Start by estimating the costs involved in setting up and running the hospital. This includes expenses such as equipment, facility construction or lease, staff salaries, operational costs, and marketing expenses. Additionally, analyze the expected revenue sources, such as patient fees, insurance reimbursements, and potential partnerships or collaborations.
• Financial projections: Utilize the market research and competition analysis to make informed financial projections. This will include forecasting the number of patients, expected reimbursement rates, and expected revenue growth over a specific period of time. Be sure to consider factors such as seasonality, demand fluctuations, and potential economic changes.
• Budget allocation: Once you have estimated costs and revenue and made financial projections, prioritize how you will allocate your budget. Consider allocating resources for essential needs such as medical equipment, technology, employee training, marketing, and community outreach programs. Create a detailed budget plan that includes both recurrent and capital expenses.

Tips for developing a solid financial plan:

• Consult with financial advisors or experts in the healthcare industry to ensure accuracy and validity of financial projections.
• Consider different funding sources, such as private investors, loans, grants, or public funding programs specifically targeting healthcare projects.
• Account for contingency funds to handle unexpected expenses or emergencies.
• Regularly revisit and update your financial plan to reflect changing market conditions, trends, and regulatory requirements.

Developing a solid financial plan requires a thorough understanding of the healthcare industry, market dynamics, and financial management principles. It's essential to invest time and effort into this step to lay a strong foundation for the hospital's financial success.

Secure Funding and Partnerships

Once you have developed a solid financial plan, the next crucial step in starting a hospital is securing funding and building partnerships. This stage is vitally important as it determines the financial stability and sustainability of your hospital.

1. Identify potential funding sources: Start by exploring various funding options available to you. This may include approaching investors, applying for grants and loans, or seeking partnerships with other organizations. Assess the pros and cons of each option to determine the best fit for your hospital.

• Prepare a comprehensive business plan and financial projections to convince potential investors or lenders of your hospital's viability.
• Consider partnering with organizations that share a similar mission and vision to leverage their expertise, resources, and infrastructure.

2. Craft a compelling funding proposal: Develop a persuasive funding proposal that clearly outlines your hospital's mission, goals, financial needs, and potential benefits for investors or partners. Emphasize the unique value proposition and the impact your hospital can make in the healthcare industry.

3. Build strategic partnerships: Collaborate with other healthcare organizations, research institutions, or technology companies to access resources, expertise, and specialized services. Look for complementary strengths that align with your hospital's vision and objectives.

• Network within the healthcare industry to build connections and explore potential partnership opportunities.
• Consider joining professional associations or attending industry conferences to connect with potential partners.

4. Establish trust and credibility: Demonstrate your hospital's potential by showcasing the qualifications and expertise of your team, highlighting successful case studies, or sharing testimonials from satisfied patients or partners. Establishing credibility is crucial to attract investments and create fruitful partnerships.

5. Think beyond financial support: While securing funding is a primary concern, also consider the value that partners can bring beyond monetary contributions. Look for partners who can offer strategic guidance, business acumen, or access to a broader network of healthcare professionals and resources.

6. Seek legal and financial advice: Consult legal and financial experts to ensure that your funding and partnership agreements are robust and legally sound. They can assist in negotiating favorable terms and protecting your hospital's interests.

By carefully navigating the funding and partnership landscape, you can secure the necessary resources and allies to propel your hospital towards success. Remember, building strong partnerships is not just about financial support but also finding collaborative opportunities that align with your hospital's vision and values.

Define The Hospital's Vision, Mission, And Values

Defining the vision, mission, and values of your hospital is crucial for establishing its identity and guiding its direction. These elements serve as the foundation for your organization and shape its culture, goals, and strategies.

When crafting the vision statement , consider the long-term aspirations and purpose of your hospital. It should succinctly describe the desired future state and the impact you aim to make in the community. This statement should inspire and motivate both your staff and patients.

The mission statement clarifies the fundamental purpose and reason for the existence of your hospital. It outlines the primary services you will provide and the target population you aim to serve. This statement should be concise and clearly communicate the value you intend to deliver.

The values of your hospital outline the guiding principles and beliefs that underpin your organization's culture and conduct. These principles should align with the overall mission and vision. They provide a framework for decision-making, as well as help ensure consistency in providing patient care.

Tips for Defining Your Hospital's Vision, Mission, and Values:

• Involve key stakeholders, including staff, patients, and community members, in the process to gain diverse perspectives and foster a sense of ownership.
• Keep your statements concise and easily understandable to ensure clarity and coherence.
• Ensure that your vision, mission, and values are in line with the market need identified and the unique value proposition of your hospital.
• Regularly revisit and refine your vision, mission, and values to adapt to changes in the healthcare landscape and the evolving needs of your patients.

By clearly defining your hospital's vision, mission, and values, you establish a strong foundation that guides decision-making, fosters a sense of purpose among your staff, and communicates the unique value your hospital brings to the community.

Outline The Organizational Structure And Key Roles

In order to effectively run a hospital, it is crucial to clearly outline the organizational structure and identify the key roles within the healthcare facility. This will help ensure smooth operations, effective communication, and proper allocation of responsibilities. Here are some important steps to consider when outlining the organizational structure and key roles:

• Identify the leadership positions: Start by identifying the key leadership positions that will oversee the hospital's operations. This typically includes roles such as Chief Executive Officer (CEO), Chief Medical Officer (CMO), and Chief Nursing Officer (CNO).
• Define the departments: Next, outline the various departments within the hospital, such as administration, nursing, finance, human resources, and medical services. Each department should have a designated leader responsible for managing day-to-day operations and ensuring departmental goals are met.
• Establish reporting lines: Clearly define the reporting lines within the organizational structure to ensure efficient communication and decision-making processes. Indicate who reports to whom, and establish a hierarchical structure that promotes accountability and clarity.
• Identify key roles: Determine the key roles within each department and specify the responsibilities and qualifications for each position. This may include physicians, nurses, therapists, administrative staff, and other healthcare professionals required to deliver quality care.
• Promote teamwork and collaboration: Emphasize the importance of teamwork and collaboration among different departments and roles within the hospital. Encourage regular meetings, cross-functional projects, and open communication channels to foster a culture of cooperation and interdisciplinary care.
• Delegate authority: Delegate authority and empower individuals within their respective roles to make decisions and take ownership of their responsibilities. This encourages autonomy and accountability, and enables efficient problem-solving and decision-making processes.
• Consider developing an organizational chart to visually represent the hierarchical structure and reporting lines within the hospital.
• Regularly review and update the organizational structure to ensure it aligns with the evolving needs of the hospital and changing healthcare landscape.
• Communicate the organizational structure and key roles to all employees to ensure clarity and understanding of their responsibilities and reporting lines.

By carefully outlining the organizational structure and key roles, a hospital can establish a strong foundation for effective management, collaboration, and seamless delivery of quality healthcare services.

Formulate A Comprehensive Marketing Strategy

A comprehensive marketing strategy is essential for successfully promoting and positioning your hospital in the healthcare industry. It involves identifying your target audience, creating effective messaging, choosing the right marketing channels, and continuously evaluating and adapting your strategies to ensure maximum reach and impact.

When formulating your marketing strategy, keep the following key aspects in mind:

Tips for Formulating A Comprehensive Marketing Strategy:

• Identify your target audience: Determine the demographics and characteristics of the patients you want to attract. This enables you to tailor your marketing efforts towards their specific needs and preferences.
• Create compelling messaging: Develop a clear and persuasive message that highlights the unique value proposition of your hospital. Emphasize the personalized care, cutting-edge technology, and evidence-based treatment you offer.
• Choose the right marketing channels: Utilize a mix of traditional and digital marketing channels to reach your target audience effectively. Consider strategies such as search engine optimization (SEO), social media marketing, email campaigns, and referral programs.
• Build strong relationships: Cultivate relationships with referring physicians, healthcare professionals, and community organizations. Establish partnerships to increase referrals and enhance your reputation within the healthcare community.
• Monitor and evaluate: Regularly measure the effectiveness of your marketing efforts by tracking key performance indicators (KPIs). Analyze data, gather feedback, and adapt your strategies accordingly to ensure maximum impact and return on investment.

A comprehensive marketing strategy plays a vital role in attracting patients, establishing your hospital's brand, and maintaining a competitive edge in the healthcare industry. By understanding your target audience, crafting compelling messaging, choosing the right channels, and continuously evaluating your strategies, you can position your hospital as a trusted provider of high-quality and personalized medical services.

Assess Legal And Regulatory Requirements

Ensuring compliance with legal and regulatory requirements is crucial when setting up a hospital. This step involves researching, understanding, and meeting the various laws and regulations that govern the healthcare industry.

• Obtain necessary licenses and permits: Familiarize yourself with the licensing requirements specific to hospitals in your jurisdiction. Determine the necessary permits and certifications required to operate legally.
• Comply with healthcare regulations: Understand and comply with regulations related to patient privacy, data protection, health and safety standards, and medical waste management. Implement appropriate policies and protocols to ensure compliance.
• Stay updated with healthcare laws: Keep abreast of any changes or updates in healthcare laws and regulations that may have an impact on your hospital. This includes staying informed about reimbursement policies, billing regulations, and insurance requirements.
• Secure professional licenses and certifications: Ensure all healthcare professionals working at the hospital possess valid licenses and certifications. Perform necessary background checks and verification procedures to maintain quality and patient safety standards.
• Implement proper documentation and record-keeping practices: Establish systems for accurate and organized documentation to comply with medical record-keeping requirements. Adhere to guidelines for the storage, retention, and disposal of medical records.
• Seek legal counsel: Consult with healthcare attorneys or legal experts with experience in the healthcare industry to navigate the complex legal landscape.
• Stay updated with changes: Regularly review and update your knowledge on relevant laws and regulations to ensure ongoing compliance.
• Establish a compliance team: Assign responsibilities to a dedicated compliance team or officer to monitor and enforce adherence to legal and regulatory requirements.

In conclusion, developing a business plan for a hospital requires careful consideration and thorough research. By following the nine steps outlined in this checklist, you can ensure that your hospital is well-prepared to meet the market demand, provide high-quality care, and comply with legal and regulatory requirements. By focusing on personalized medical services, leveraging cutting-edge technology, and adopting a multidisciplinary approach to treatment, your hospital can strive towards providing the best possible outcomes for patients.

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Launching a Birth Center

284 285 Launching a Birth Center CYNTHIA FLYNN AND BRIANNA HONEA BENNETT LEARNING OBJECTIVES Upon completion of this chapter, the reader will be able to: 1.    Assess community need and create a mission statement for a new birth center 2.    Understand the different kinds of business structures 3.    Explain the elements of a business plan 4.    Project start-up utilization, revenue, and expenses for a new birth center 5.    Anticipate the unique business challenges that birth centers may face   This chapter is a brief summary of the process of getting a birth center launched. The material is divided into three major sections. The Early Planning section describes a process for assessing the community’s need for a birth center and identifying and addressing any regulatory, financial, or other barriers to starting the birth center. Next, the Start-Up section identifies all of the resources needed before the birth center opens for business. Finally, the Business Plan section describes how the revenue and expenditures of the birth center will be accumulated and dispersed during the first 5 years of operation. After 5 years, the birth center’s volume of business has either reached its breakeven or, in some cases, the volume and profitability of the center are large enough to warrant creating a larger or second center. EARLY PLANNING Community Assessment 286 Starting a birth center requires an assessment of the community’s readiness to accept and grow the center. The Commission for the Accreditation of Birth Centers (CABC) has compiled a list of indicators that can be helpful in assessing the community (CABC, 2015). These include: •    Definition of the expected area that will be served by the birth center. Consider both distance and travel time at different times of the year in estimating the service area. •    Demographics and vital statistics of the population served, including race, ethnicity, cultural and religious background, socioeconomic status, education, and immigration status. Data from the National Vital Statistics Reports for 2013 showed that the percentage of non-Hispanic White births that occurred in a birth center was 0.66%, whereas the percentage of Hispanic births that occurred in a birth center was only 0.17%, or about a quarter of the rate for Whites (Martin, Hamilton, Osterman, Curtin, & Mathews, 2015). Understanding how demographic subgroups in the service area view birth center care and assessing their access to care is critical to sound planning for sustainability and growth (see Chapter 5 ). •    Current availability of and access to maternal and newborn services, including practitioners, hospital obstetrical and newborn services, home birth services, family-centered maternity care programs, birth rooms/suites, and clinics for underserved families, that is, a complete picture of services available for pregnant women. As these data are compiled, it is also useful to assess the availability of potential collaborators and assess whether there are other new services in planning stages. •    Availability of ancillary services, such as ambulance, ultrasound, laboratory, and medical waste disposal services. These services should be easily available to support the operations of a birth center. •    Total birth volume in the service area, perinatal outcome data. Nationally, birth center births comprise about 0.5% of the 4 million births each year. In some smaller communities, birth centers may accommodate as many as 30% of the births. However, now it is more common that after 5 years, the birth center(s) midwives in a community will be attending at most 1% to 3% of the births (2–6 times the national average of birth 287 center births), depending upon community receptivity. For planning purposes, calculating 3% of the total volume of births in an area gives a rough estimate of the likely maximum demand for birth center services. In communities with a single hospital that has a very high cesarean rate, the demand for birth center care may be greater.   It is also useful to consider whether women are choosing to leave the area in order to receive midwifery and/or birth center services, whether women currently choosing home birth would prefer birth center birth, or whether women are receiving suboptimal care due to the high cost of accessing currently available services; these factors can indicate that there is a need for a birth center in the community. At the national level, a well-designed study showed that about a quarter of women who gave birth in the hospital definitely want a birth center for their next birth and an additional 39% would consider it (see Chapter 5 ). However, there are not easy ways to gather such helpful information for a specific community; focus groups or formal surveys may be needed to obtain these data. Taking the time to do a thorough community assessment will ensure that the assumptions made in the business plan will have a sound basis in reality. The assessment will also be helpful in preparing for accreditation. Periodic updates of the community assessment make it more likely that the birth center staff will continue to be aware of any changes that may occur in the service area. Mission Statement A mission statement is a statement describing the purpose of the birth center and what it intends to accomplish. Typically, it will appear on the birth center’s web page, Facebook page, press releases, and similar sources available to the public (see Box 13.1 ). The mission statement also forms the basis of the strategic plan, which includes specific, measurable, attainable, realistic, and time-specific (SMART) goals and a design for achieving them. McMurry University (n.d.) suggests nine components to consider in constructing a mission statement: 1.    Customers: Who are the birth center’s customers? 2.    Products or services: What are the birth center’s major services and/or products? 288 3.    Markets: Where does the firm compete? 4.    Technology: What is the firm’s basic technology (For birth centers: What is the basic approach to caring for women, especially at the time of birth?) 5.    Concern for survival, growth, and profitability: What is the birth center’s commitment toward economic objectives? 6.    Philosophy: What are the basic beliefs, core values, aspirations, and philosophical priorities of the birth center? 7.    Self-concept: What are the birth center’s major strengths and competitive advantages? 8.    Concern for public image: What is the birth center’s public image? 9.    Concern for employees: What is the birth center’s attitude/orientation toward employees? Structure of the Business In most jurisdictions, a business license and/or occupancy permit is required before the business opens. In order to apply for a business license, decisions must be made about the legal structure of the business. In addition, programmatic decisions should be made about how the birth center will operate.   BOX 13.1 Sample Mission Statement Anytown Birth Center provides maternity services in the greater AnyCounty area for women who are expecting a normal pregnancy. Services include prenatal care, including childbirth education, childbirth at the birth center in a homelike environment, breastfeeding support, and postpartum care, including a home visit. We are committed to spending the necessary time throughout the maternity period to ensure that women feel supported to have a healthy pregnancy, safe delivery, and successful parenting experience. We strive to have the best maternity outcomes in the area for healthy women by providing personalized care for each woman using the midwifery model of care. We provide excellent care not only to our clients, but to our staff as well, with a generous benefit package and adequate time for them to be with their own families. 289 Types of Legal Structure The broad types of legal structure used by birth centers, some with several subcategories, are a sole proprietorship, an S-corporation, a partnership, a limited liability company, and a not-for-profit or for-profit corporation (C-corporation). Some states have an additional structure, a benefit corporation, which is a hybrid between a not-for-profit and a for-profit company whose success is measured both by sustainability and by the specific benefits it provides to society, rather than monetary returns to its investors (B-corporation). The Small Business Administration (SBA) has extensive, user-friendly information about each type of structure, which legal structures will work best in a specific situation (requirements, advantages and disadvantages), and how to get started with each one (SBA, n.d.-a). A question asked by many start-ups is whether to be for-profit or not-for-profit. The primary advantages of a not-for-profit are that they do not pay ordinary income taxes, and they can accept tax-deductible donations from individuals and grants from foundations. The primary challenges of not-for-profits are that there must be a board of directors that has final responsibility for all decisions, including employment of the senior management team—that is, the founder—and, in exchange for not paying income taxes, a 990 form must be filed each year. The 990 is a public document that includes detailed financial and other information about the firm, and verification that guidelines about the percentage of income that is used for various functions (including salaries) are being met. The primary advantages of a for-profit are that the founder retains control of the firm, its financials are not public documents, and the allocation of the company’s resources is determined by the center’s management team. The tax implications for the various forms of for-profit companies are discussed in the SBA monographs for each type of business structure (SBA, n.d.). Another resource is “Should Your Business Be Nonprofit or For-Profit?” (Chen, 2013). Board of Directors If the birth center is organized as a not-for-profit organization, a board of directors is required. Many for-profit corporations also have a board that serves similar functions. Selecting directors who possess the skill set necessary to do the job is important. Skills include being able to read and analyze financial statements, understanding contracts and the health care system, the willingness to be politically engaged on behalf of the birth center, and the ability to think about long-term goals and strategies. In the case of not-for-profits, board members are expected to make an annual 290 contribution to the birth center. In the case of for-profits, boards frequently include the investors. Professionals with the skills for the board of directors may include accountants, lawyers, people with master of business administration degrees (MBAs), business owners, and other seasoned business professionals. Although business people can be immensely helpful, one of the most important attributes of a good board member is mission buy-in and understanding of the birth center culture. Choosing board members who are supportive and offer compassion, insight, and sound guidance is most important. Board members who have been a client or family member of a birth center client have a quicker learning curve than those who have not, and are often more invested in the mission of the organization. Birth centers are also encouraged to have a citizen’s advisory group composed of clients of the center, especially if they lack a board of directors. This group can provide feedback to management regarding marketing, client care, ease of use of the facility, and trends in the community that affect the birth center. Open and Closed Models Most birth centers are “closed models,” which means that the providers who practice at the birth center are its owners or employees. This model is advantageous because everyone provides care using the same protocols; the clients are all clients of the birth center, and therefore known to the providers and birth center management; and employees are required to participate in emergency drills and quality improvement initiatives as part of their job descriptions. Some birth centers use an “open model.” This means that providers who are not employees of the birth center can attend births at the facility. This model is particularly helpful in communities that already have several independent practitioners, especially early on before the birth center is filled to capacity. These independent providers would bill insurers separately. However, the birth center can bill a service fee for the use of the facility, just as a hospital would, which is a supplemental source of income. Open model birth centers do require additional management skills. Each midwife must be credentialed as a birth center provider, and it is recommended that they sign a contract with the birth center stating their mutual obligations. In order to ensure that space is available for everyone planning to use the birth center, outside practitioners need to apprise birth center management of their clients planning a birth center birth by 30 weeks of pregnancy. Birth center management should review the prenatal record at about 36 weeks for consistency with birth center risk assessment policies, 291 and start a birth center record for the client. Original records of the period from admission to discharge remain at the birth center. When the mother and newborn are discharged from the practitioner’s care at about 6 to 8 weeks postpartum, notes from the postpartum period should be provided to the birth center so that the birth center has a record of the full episode of maternity care. All practitioners should participate in regular fire and emergency drills for mother and fetus/baby, and in quality improvement/peer review activities. A process should be documented for suspension or termination of privileges. Finally, decisions must be made about any enhanced services that are planned (see Chapter 10 ). Examples of such services offered by birth centers include childbirth education and related classes (e.g., parenting, car seat safety, and so forth), retail store, breastfeeding support for women who are not clients, milk bank, doulas, patient navigators, peer counselors, massage or chiropractic care, acupuncture, yoga or prenatal exercise, nutrition counseling, and social work. Choosing which services to offer, and deciding whether to contract for the services or hire employees, depends both on the space available and community demand, as well as the availability of management time to ensure the quality of such services. Space Considerations Licensure If the birth center is located in a state that requires licensure, there may be regulations about spaces the facility must include and their size. A common criterion is that birth rooms must be larger than a minimum square footage and the smallest dimension (width) must be at least a certain size. Although a birth center is a “maxi-home” rather than a “mini-hospital,” some states do require that hallways between the door that an ambulance would use and each birth room be a certain width. There may be Americans With Disabilities Act (ADA) requirements for the size of the bathroom, and other access factors. When choosing a space for the birth center, all such regulations need to be taken into consideration. Accreditation The CABC has indicators for space that show that the birth center is in compliance with the American Association of Birth Centers’ (AABC) Standards for Birth Centers. For example, birth centers must have adequate space for families, including a kitchen and a family room, with a place for children to play while awaiting the birth. Exam rooms must be large enough to accommodate family members. Most birth centers have 292 at least one large room that can be used for classes, a reception area, a lending library, the family room, and/or staff meetings. Space is also provided for clean and dirty utility areas, laboratory equipment and supplies, a staff lounge, work areas for all staff and contractors, secure records storage, plenty of storage for supplies, medicines and equipment, adequate hand-washing facilities, and bathrooms. Some centers have one exam room large enough to include a rocking chair and supplies for breastfeeding support. Other Space Guidelines The American Institute of Architects (AIA) has specific building guidelines for birth centers that are different from either a midwifery office or a hospital (American Institute of Architects Academy of Architecture for Health & Facility Guidelines Institute, 2011). Another resource is the National Fire Protection Association (NFPA) Life Safety Codes, available at no cost by registering at their website ( www.nfpa.org ). Beginning in section 3.3.33, the Code states that birth centers that do not provide sleeping facilities, and have fewer than four patients at a time (not including infants) be classified as business occupancies (NFPA, 2015). Therefore, they do not require the same fire protection controls as hospitals and ambulatory surgery centers. Some state or local jurisdictions require adherence to AIA and/or NFPA recommendations for licensure or occupancy permits, or they have developed their own guidelines. Learning what is required in advance facilitates the constructing or remodeling of the intended space and prevents rework and delays. Planning for Growth Expected Volume at Capacity The community assessment gives a good indication of the potential demand for birth center services in the service area. Consider having one birth room for approximately 100 births. If the facility is built to fire standards for a birth center (business occupancy), there will be at most three birth rooms (~300 births/year at full capacity) and possibly a “swing” room that is ordinarily used another purpose, such as breastfeeding support, and that can be used before admission for women in early labor on busy days. Some birth centers that do not provide well-woman care use birth rooms for prenatal and postpartum visits. Exam rooms can be smaller than birth rooms and do not need showers and/or tubs, or emergency and other birth equipment. It is usually more cost-efficient to plan for at 293 least one exam room per two birth rooms. If the birth center provides well-woman care for its clients, consider one exam room for each birth room. Number of Employees and Contractors at Capacity Many birth centers begin with a single entrepreneurial midwife who has no employees or contracted help. Although this model provides a needed service to the community while containing costs, it can limit the growth of the center because the management burden in the early years is especially large. Hiring independent contractors during the early growth phase can help to provide flexibility and increased capacity until there is sufficient volume to hire regular employees. Examples of tasks that can be contracted include billing, answering service, childbirth education, doula services, birth assistants, and accounting. As the birth center grows, it becomes cost-efficient to bring some services in-house. Birth centers that only offer prenatal and birth care can anticipate each provider will attend about six to seven births per month, or up to 75/year per midwife. Beyond this volume, quality care may be diminished. If the birth center also offers home birth, the annual number of births will likely need to be reduced in order to account for travel time to homes and the necessity to provide coverage in multiple locations. If the birth center also offers hospital birth, the need to cover two locations and to attend women who have longer than usual labors (such as induction) may again necessitate a reduction in volume per midwife. Location Ideally, the birth center would be located near a hospital in case there is a need for an emergency transport. Access by public transportation is a plus, as is street visibility. Parking is important and some jurisdictions have requirements about the number of parking places needed based on the square footage of the facility. Own Versus Lease Once an approximate idea of the space required is calculated, a decision must be made about whether to lease office space, purchase an existing structure, or build a new facility. The primary advantage of leasing space is that the initial capital necessary for getting started is significantly less than purchasing or building. Also, many amenities may already be in place, such as ADA bathrooms, parking, and floor covering, and the landlord 294 may also be willing to make certain tenant improvements as a part of the contract. Longer leases ensure that the birth center will not need to renegotiate its lease or move frequently, but there will be a penalty for terminating the lease early. In considering the cost of the lease, it is important to understand which costs, such as housekeeping, maintenance, security, and utilities, are the responsibility of the landlord versus the tenant, and the conditions under which these expenses can increase. If the space is leased, the primary asset of the business is the equipment and furniture. Purchasing an existing building or house provides a “hard” asset for the business that may prove useful if a loan is needed for construction/remodeling in order to get started, or a line of credit later. However, purchasing ties up cash that could be used as a reserve for the inevitable variations in monthly income that occur with a new business, and the asset cannot necessarily be sold easily when necessary. Building a new facility is similar to purchasing an existing building. One difference is that it is likely to be more expensive per square foot, since it is new. Also, the time from purchase of the land to opening is longer than the time from purchase of an existing building to opening in the best of circumstances. On the positive side, a new facility can be built so as to ensure that all licensing and accreditation requirements are met, and that the desired amenities are included. Zoning A critical consideration in choosing property is the zoning. In most jurisdictions, commercial zoning is required for a birth center, so most residences cannot be used as a birth center. Rezoning a residential property can be a lengthy, time-consuming, expensive process with uncertain results. When a properly zoned house in a good location that meets budget constraints is found, applying the previous considerations ensures that the space is adequate and that it can be licensed and accredited. The budget will need to include all of the normal expenses of home ownership, such as taxes, insurance, yard work, pest control, repairs and maintenance, and any other local fees, such as for irrigation. Most office space is zoned commercial, so leasing space for a birth center is not straightforward. However, some local jurisdictions have several types of commercial zoning, which may restrict where the birth center can be located. The local zoning regulations should be examined prior to negotiating the lease. With new construction, it is best to have the local zoning office provide a letter in writing that the property that is being considered can be used for a birth center. Early Planning Budget 295 Producing a complete financial plan requires time, energy, and resources, all of which require a budget. For the early planning budget, most of the time and expense budgets relate to gathering data. Formal surveys or focus groups, or the engagement of a consultant to gather information, may require cash expenditures. An example of an early planning budget worksheet is shown in Table 13.1 . START-UP Introduction to the Financial Plans 296 Building a realistic budget for a birth center presents challenges because the industry is still small and there are many variations from center to center in terms of local costs for the major expenses, the amount reimbursed by payers in different areas, the design of the space, and the programs offered. Budgeting also involves making assumptions regarding growth, inflation, staffing, payer mix, and service mix. Therefore, it is important to be clear about the assumptions that are being made. As soon as possible, these assumptions should be tested against actual experience and adjusted accordingly. Following is an example of the process used to construct a financial plan for launching a birth center in Anytown, USA. Once the thought processes behind the elements of the plan are described, examples of spreadsheets can be constructed to incorporate these elements. Spreadsheets should be constructed using formulas that allow the assumptions to be modified as needed. Start-Up Expenses Expenses that will be incurred before the first day that clients are seen are grouped as start-up expenses. In the best of circumstances, once the early planning is completed, there are usually still at least 3 months of work to do prior to opening. Certificate of Need Many states have a Certificate of Need (CON) program . These programs were originally developed to ensure that hospitals did not overbuild, and then charge more for beds that were used in order to cover the costs of empty beds. More information about CONs and a map of the states that require a CON for health care facilities is available from the National Conference of State Legislatures (2016). Some of these states have a CON process for other health care facilities, but do not require that birth centers go through this process. Each state’s regulations have to be checked to know whether a CON is needed and the specific requirements to obtain one. Ordinary Business Expenses 297 Setting up a birth center is similar to setting up any other business. Space must be purchased or leased, and constructed or built out for birth center use, all according to federal, state, and local regulations and AABC’s Standards for Birth Centers so that CABC accreditation is possible. Regulatory fees for incorporation, occupancy, licensure, and accreditation must be paid. Accounts need to be set up to pay local, state, and federal taxes, along with workers’ compensation and unemployment taxes. Some types of revenue received by the birth center prior to opening must be treated as income for tax purposes. An accountant can help with setting up a chart of accounts and a cost accounting system. Bank accounts with appropriate signatories need to be opened. Business insurance such as property insurance (e.g., fire, hazards), general liability insurance (e.g., slip and fall), and directors and officers insurance must be purchased. An insurance broker can advise about other types of business insurance that are available, such as employee theft, data breaches, or income maintenance in case of natural disaster. AABC membership dues for a developing birth center may be paid by the time of opening, or may be paid sooner in order to be able to access the wealth of helpful information contributed by experienced birth center owners. Preparing the Space to Do Business A telephone system must be chosen, and accounts set up with a telephone carrier, water and sewer providers, an electricity provider, an Internet provider, garbage disposal, and a hazardous waste disposal provider. The space must be equipped with furniture, fixtures, furnishings, office equipment, medical equipment, office supplies, medical supplies, and information technology (IT) equipment. Examples of “shopping lists” for such items for a birth center with three birth rooms are provided in a sample worksheet in Table 13.2 . Hiring Staff Once a certificate of occupancy is obtained from the local planning office, employees may be recruited and hired. Salary Determination For the business to be successful and sustainable, everyone—including the founder(s)—needs to be paid a fair market wage. Undercapitalized birth centers are often tempted to “defer” the salary of the founder indefinitely and/or expect staff to work for less than they are worth. A better strategy is to time-limit any deferral and create a believable strategy for repaying the “loan,” and ensure that enough capital is in place to pay staff adequately. If job advertisements state that the birth center is offering competitive wages, some idea of what those wages should be can be inferred from the current wages of the applicants. Median salaries and the range for most jobs in most market areas can be found at this website ( www.salary.com ).   298 TABLE 13.2 Supplies and Equipment Worksheet   Capital Equipment Detail   Budget   Furniture/Fixtures      Tubs (3)      Beds/mattresses (3)      Exam table      Linens/pillows      Washer/dryer      Kitchen equipment      Rugs, lamps, décor items      Total       Office Equipment      Desks      Chairs      Telephone system      Work spaces      Copier/Fax (or lease)      Postage meter      Filing cabinets/safe storage      Computers      Total       Medical Equipment      Rocking chairs (3)      Birth instruments (5 sets)      Autoclave (reconditioned)      Microscope      Birth stool      Infant scales      Adult scale      Blood pressure cuffs (3)      Stethoscopes (3)      299 Dopplers (3)      Oto/ophthalmoscope      Oxygen tanks with regulators      Laryngoscope      IV pole      Fire extinguishers (4)      Glucometer      Total       Medical Supplies      Disposable infant bag & mask (3)      Laryngeal mask airways (3)      Medications      Suture      IV solutions      IV tubing/catheter/needles      Amnihooks      Syringes      Bulb syringes      DeLee mucous traps      Gloves (sterile and nonsterile)      U/A strips      Lancets      Doppler gel      Exam lubricating gel      Autoclave bags      Cleaning solutions for instruments, counters, tubs      Exam table paper      Patient drapes      Underpads      300 Gauze pads      Misc. supplies      Total            IV, intravenous; U/A, urinalysis     Consider how salary increases and bonuses will be determined from the start. Besides cost of living and merit increases, consider “step” increases for longevity and/or total years of experience as a mechanism for encouraging staff retention. Providing raises for well-trained, productive, loyal employees is preferable to the higher costs of replacing an employee, especially a midwife. Employees earning less than $50,000/year cost about 20% of their annual salary to replace, and a physician or executive director costs more than 200% of their annual salary to replace. Registered nurses and midwives fall somewhere in between (Boushey & Glynn, 2012). Benefit Determination Most birth centers offer the same benefits to all employees. Exceptions are the vacation and continuing education benefits for the clinical provider staff, which are often larger than for the administrative staff, in order to compensate for the fact that providers will be required to work weekends and holidays, and their licenses require continuing education. Birth centers that offer a health savings account (HSA) allow the employee to have some choice in how benefit dollars are spent. It is wise to state both the salary and the approximate current combined value of the benefits in a formal job offer. Few start-ups can afford to have the combined value of the benefits exceed 20% of the salary. Examples of benefits provided by birth centers include: 301 •    Health, vision, and dental insurance coverage/health savings account •    Short/long-term disability insurance/life insurance •    Vacation, sick, and parenting leave •    Retirement contribution •    Malpractice insurance/tail insurance •    Continuing education •    Licensing fees/Drug Enforcement Administration (DEA)-controlled substance license •    Profit sharing •    Bonuses •    Cell phone subsidy

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• Cost Outcomes and Finances of Freestanding Birth Centers
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• Preparing the Workforce
• Birth Center Regulation in the United States

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Hospital Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business ideas » Healthcare and Medical » Hospital and Clinic

Are you about starting a hospital/healthcare center? If YES, here is a complete sample hospital business plan template & feasibility study you can use for FREE .

Okay, so we have considered all the requirements for starting a hospital . We also took it further by analyzing and drafting a sample healthcare service marketing plan template backed up by actionable guerrilla marketing ideas for hospitals. So let’s proceed to the business planning section.

It might no longer be new to you that health is indeed wealth. We all have come to know that aphorism without no hassle.

It is therefore in place to say that when one has a sound health, one can be of optimum relevance to the society. This is one of the reason those who are in the medical line are solving this problem through diverse healthcare businesses. One healthcare business that is focus here is the hospital business.

Starting a hospital is one of those businesses that require you to first look at the existing laws in the country or the State you reside, before going all out to start the business. This is so because there is hardly any country that does not pay serious attention on their health sector.

The health industry is usually highly regulated so as to guide against the infiltration of quacks or substandard hospital or health facilities.

If you have interest in starting your own hospital business, then you would need to pay a visit to the health and medical regulatory body in your country ( the department / ministry of health and medical services ) to get all the needed information that is required before you can legally start your own hospital business in your city.

Also the business plan is something that you have got to tackle with before launching out in business. Very vital information such as the vision, mission, marketing plans, legal documents, as well as many other things will be looked in a business plan. Here is a sample hospital business plan that is capable of leading you all the way;

A Sample Hospital Business Plan Template

1. industry overview.

No doubt, the healthcare cum medical industry of which hospital business is a subset of, is perhaps one of the fastest growing and largest industries in the world; this is so because the wealth of any nation depends on the health of the nation.

Obviously there is hardly any country where the healthcare industry is not handled with all seriousness. As a matter of fact, the healthcare industry is known to gulp well over 10 percent of gross domestic product (GDP) of most developed countries.

Basically, a healthcare provider is a health professional such as nurse or doctor et al or an establishment such as a hospital or a medical clinic or a healthcare center / facility that provides preventive, curative, promotional, rehabilitative or palliative healthcare / medical services in a systematic way to individuals, families or communities.

The hospital industry comprises of operators who are licensed as general medical and surgical hospitals that provide surgical and nonsurgical diagnostic and medical treatment to inpatients with medical conditions. In general, hospitals maintain inpatient beds and usually provide other services such as outpatient services, operating room services and pharmacy services.

There is indeed a very large market for hospital (healthcare service) providers in the united states and of course in most parts of the world.

For instance, the World Health Organization (W.H.O) estimated that there are about 9.2 million physicians, 19.4 million nurses and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million pharmacists and other pharmaceutical personnel, and over 1.3 million community health workers worldwide. This goes to show that the healthcare industry is indeed one of the largest segments of the workforce of any nation.

It is on record that in 2011, healthcare costs paid to hospitals, physicians, nursing homes , diagnostic laboratories, pharmacies, medical device manufacturers and other players in the healthcare system business value chain consumed an estimated value of 17.9 percent of the Gross Domestic Product (GDP) of the United States; this is indeed the largest of any country in the world.

As a matter of fact, experts projected that the healthcare share of the GDP of the United States will continue to grow, reaching 19.6 percent of GDP by 2016. The Healthcare cum Hospital industry is indeed a very massive industry in the U.S.

Statistics has it that The Hospital industry in the United States of America, is worth $986bn, with an estimated growth rate of 3.4 percent.

There are about 3,184 registered and licensed hospital businesses in the United States and they are responsible for employing about 5,513,669 people that comprises of doctors, nurses, pharmacists, dentist, opticians, surgeons and other health and non – health workers.

It is important to state that there is no hospital with a lion share of the available market in the United States. If you are considering starting your own hospital in the United States, then you should try and work around the industry barriers.

The truth is that, the barriers to entry in the Hospitals industry are high and this is due to the significant regulatory requirements and the experience and strength of incumbents. For example, medical licensure creates a barrier to entry in the healthcare sector.

As a matter of fact, it is absolutely compulsory for any investor who is looking towards starting a hospital to meet extensive federal, state and local laws and regulations. These regulations relate to the adequacy of medical care, equipment, personnel, operating policies and procedures.

Regulations also involve maintaining adequate records, preventing fires, setting rates and complying with building codes and environmental protection laws. These regulations make it difficult and costly for aspiring entrepreneurs to enter the industry.

Over and above, if you are determine and you are ready to go all the way, you will surely succeed in establishing your hospital in the United States of America and you will be glad you did because it is indeed a profitable line of business.

2. Executive Summary

Joan & Phil® Hospital, LLC is a standard, licensed and certified hospital service provider that will be located in the heart of Miami Beach, Florida – United States of America. We have been able to acquire a standard facility that is highly suitable for the kind of hospital business we want to operate.

Joan & Phil® Hospital, LLC is in the hospital industry to provide healthcare services such as Inpatient care, Outpatient care, Anatomical pathology services, Diagnostic X-ray services, Clinical laboratory services, Operating room services and other medical services. We are well trained and equipped to service the market segments that require healthcare services.

We are in the hospital business to deliver excellent healthcare services to all those who will patronize our services. We will also ensure that in the line of carrying out our duty, we comply with the laws and health regulations in Florida and The United States of America. Our employees are well trained and qualified to handle the wide range of healthcare services.

Joan & Phil® Hospital, LLC will operate a 24 hours 7 days a week healthcare service; our hospital will be opened round the clock to attend to clients (patients). We have a standard medical call center that is manned by trained health workers.

Our work force is going to be well trained to operate within the framework of our organization’s corporate culture and also to meet the needs of all our customers. Joan & Phil® Hospital, LLC will ensure that all our patients cum customers are given first class treatment whenever they visit our hospital.

We have a CRM software that will enable us manage a one on one relationship with our customers no matter how large the numbers of our customers’ base grows. Joan & Phil® Hospital, LLC is a family business that is owned and managed by Dr. Marvin Clarkson and his wife Joan Clarkson (Nurse). Dr. Phil Clarkson is going to be the Medical Director (Chief Executive Officer) of the hospital;

He is a qualified and well trained Medical Doctor with well over 15 years of experience working as a medical doctor and medical researcher with the United States’ government. He will be ably supported by his wife Joan Clarkson who has grown in her career to become one of the most respected senior nurses in Miami, Florida.

3. Our Products and Services

Joan & Phil® Hospital, LLC is in the business of ensuring that our patient / clients are well treated and taken care of and our services will be carried out by highly trained professional doctors, dentist, surgeons, opticians, nurses, nurse’s aides, mental health counselors, chiropractors, medication management counselors, physical therapists and other health and non – health workers, who know what it takes to give our highly esteemed customers (patients) value for their money.

These are the healthcare services that Joan & Phil® Hospital, LLC will be offering;

• Inpatient care
• Outpatient care
• Anatomical pathology services
• Diagnostic X-ray services
• Clinical laboratory services
• Operating room services
• Occupational, Physical, and Speech Therapy
• Personal Injury Case Management

4. Our Mission and Vision Statement

• Our vision is to become the number one choice when it comes to healthcare service delivery in the whole of Florida and also to be amongst the top 20 ( hospital ) healthcare service provider in the United States of America within the next 10 years.
• Joan & Phil® Hospital, LLC is in business is to establish a first class hospital that will take care of both highly placed clients and lowly placed clients as long as they can afford our services.
• We want to become one of the leaders in the hospital cum healthcare services industry in Florida, and in The United States of America.

Our Business Structure

Joan & Phil® Hospital, LLC is a business that will be built on a solid foundation. From the outset, we have decided to recruit only qualified professionals (doctors, dentist, surgeons, opticians, nurses, nurse’s aides, chiropractors, medication management counselors, physical therapists and other health and non – health workers) to man various job positions in our organization.

We are quite aware of the rules and regulations governing the hospital cum healthcare industry which is why we decided to recruit only well experienced and qualified employees as foundational staff of the organization. We hope to leverage on their expertise to build our hospital brand to be well accepted in Florida and the whole of the United States.

When hiring, we will look out for applicants that are not just qualified and experienced, but honest, customer centric and are ready to work to help us build a prosperous business that will benefit all the stake holders ( the owners, workforce, and customers ).

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of five years or more. These are the positions that will be available at Joan & Phil® Hospital, LLC;

• Chief Medical Director / Chief Executive Officer
• Doctor / Surgeon / Dentist

Nurses / Nurse’s Aides

• Information Technologist (Contract)
• Admin and Human Resources Manager
• Sales and Marketing Executive
• Accountant / Cashier
• Customer Care Executive

5. Job Roles and Responsibilities

Chief Medical Director / Chief Executive Officer:

• Responsible for providing direction for the business
• Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
• Attend to high profile clients and severe medical cases
• Responsible for fixing prices and signing business deals
• Responsible for recruitment
• Responsible for payment of salaries
• Responsible for signing checks and documents on behalf of the company
• Evaluates the success of the organization
• Responsible for providing professional medical services to our patients
• Responsible for offering occupational, physical, and speech therapy
• Responsible for handling medical emergencies.

Pharmacist:

• Responsible for managing the daily activities in the company (dispensary store)
• providing advice about health issues, symptoms and medications in response to customer enquiries
• Responsible for recruiting, training and managing staff
• Responsible for processing prescriptions and dispensing medication
• Responsible for ordering, selling and controlling medicines and other stock
• Responsible for meeting medical representatives
• Responsible for managing the organizations’ budgets
• Responsible for keeping statistical and financial records
• Responsible for preparing publicity materials and displays
• Handle marketing services
• Interfaces with third – party providers (vendors)
• Handle any other duty as assigned by the Medical Director.
• Responsible for managing our patients
• Handles personal injury case management
• Responsible for offering medication management services
• Assist the doctors in treating patients

Sales and Marketing Manager

• Manage external research and coordinate all the internal sources of information to retain the organizations’ best customers and attract new ones
• Model demographic information and analyze the volumes of transactional data generated by customer
• Identifies development opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of development projects.
• Writing winning proposal documents, negotiate fees and rates in line with organizations’ policy
• Responsible for handling business research, market surveys and feasibility studies for clients
• Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
• Develop, execute and evaluate new plans for expanding increase sales
• Create new markets cum businesses for the organization
• Empower and motivates the sales team to meet and surpass agreed targets

Information Technologist

• Manage the organization website
• Handles e-commerce aspect of the business
• Responsible for installing and maintenance of computer software and hardware for the organization
• Manage logistics and supply chain software, Web servers, e-commerce software and POS (point of sale) systems
• Manage the organization’s CRM software application
• Handles any other technological and IT related duties.

Accountant / Cashier:

• Responsible for preparing financial reports, budgets, and financial statements for the organization
• Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
• Responsible for financial forecasting and risks analysis.
• Performs cash management, general ledger accounting, and financial reporting for one or more properties.
• Responsible for developing and managing financial systems and policies
• Responsible for administering payrolls
• Ensuring compliance with taxation legislation
• Handles all financial transactions for Joan & Phil® Hospital, LLC
• Serves as internal auditor for Joan & Phil® Hospital, LLC.

Client Service Executive

• Welcomes clients and potential clients by greeting them in person or on the telephone; answering or directing inquiries.
• Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
• Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
• Manages administrative duties assigned by the creative director in an effective and timely manner
• Consistently stays abreast of any new information on the organizations’ products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries
• Responsible for cleaning the hospital facility at all times
• Ensure that toiletries and supplies don’t run out of stock
• Cleans both the interior and exterior of the hospital facility
• Handle any other duty as assigned by the admin and HR manager.

6. SWOT Analysis

Joan & Phil® Hospital, LLC is set to become one of the leading hospital cum healthcare service providers in Florida which is why we are willing to take our time to cross every ‘Ts’ and dot every ‘Is’ as it relates to our business. We want our hospital to be the number one choice of all residence of Miami and other cities in Florida.

We know that if we are going to achieve the goals that we have set for our business, then we must ensure that we build our business on a solid foundation. We must ensure that we follow due process in setting up the business.

Even though our Chief Medical Director (owner) has a robust experience in health management services, public health and medical research, we still went ahead to hire the services of business consultants that are specialized in setting up new businesses to help our organization conduct detailed SWOT analysis and to also provide professional support in helping us structure our business to indeed become a leader in the hospital / healthcare industry.

This is the summary of the SWOT analysis that was conducted for Joan & Phil® Hospital, LLC;

Our strength lies in the fact that we have a team of well qualified professionals manning various job positions in our hospital. As a matter of fact, they are some of the best hands in the whole of Miami Florida.

Our location, the Business model we will be operating on, opening 24 hours daily and 7 days in a week, multiple payment options, well equipped medical call center and our excellent customer service culture will definitely count as a strong strength for us.

Our perceived weakness lies in the point that we are just starting out and we may not have the required finance to sustain the kind of publicity that we intend giving the business and also the finance needed for the acquiring some of the latest medical and surgical equipment et al.

• Opportunities:

The opportunities that are available to hospitals cum healthcare services providers are unlimited considering the fact that hospital is not only meant for those who are sick and need treatment; people who are not sick may be required to conduct routine medical checkups from time to time and we are going to position our hospital to make the best out of the opportunities that will be available to us in Florida.

Just like any other business, one of the major threats that we are likely going to face is economic downturn and unfavorable government policies (healthcare reform). It is a fact that economic downturn affects purchasing power. Another threat that may likely confront us is the arrival of a new and bigger / well established hospital or healthcare brand in same location where our hospital is located.

7. MARKET ANALYSIS

• Market Trends

The hospital cum healthcare industry is indeed a thriving and dynamic industry; with the aid of technology, it is becoming easier to treat, manage and cure some ailments that before now are not easy to handle. No doubt there are many ways of providing healthcare services in this changing era since the place of delivery may be in the patient home, the community, the workplace, or in health facilities.

The hospital industry has recently begun consolidating, largely due to the pressures of healthcare reform. The truth is that, the demand for hospital cum healthcare services has steadily grown over the last five years, as healthcare reform legislation broadened insurance coverage and the plummeting unemployment rate increased disposable income.

As an investor in the hospital cum healthcare industry, in order to maintain an advantaged position in this competitive industry, you should source for the most skilled and specialized healthcare professionals. One thing about this industry is that labor costs is on the high side. However, hospitals have also faced nurse and physician shortages and have struggled to recruit qualified personnel.

Industry profitability has generally risen over the past five years due to increases in service prices. No doubt the home healthcare industry will continue to grow and become more profitable because the aging baby-boomer generation in Unites States is expected to drive increasing demand for healthcare services.

8. Our Target Market

Joan & Phil® Hospital, LLC is in business to service a wide range of customers in Miami Beach, Florida – United States of America and other cities such as Green – acres City, Miami, Jacksonville, Clearwater, Tampa, Fort Lauderdale, North Miami, West Palm Beach, Palm Harbor, Deltona, Orlando, Palm Bay and Panama City et al.

We will ensure that we target but self – pay customers (who do not have health insurance cover), and those who have health insurance cover. Generally, every living person, whether old or young will at one point or the order need to visit the hospital.

The fact that we are going to open our doors to a wide range of customers does not in any way stop us from abiding by the rules and regulations governing the hospital cum healthcare industry in the United States. Our staff is well – trained to effectively service our customers and give them value for their monies.

Our customers can be categorized into the following;

• The whole residents within the area where our hospital is located
• Expectant Mothers
• Injured Sports Men and Women
• Corporate organizations such as banks, insurance companies, manufacturing companies, oil and gas companies et al
• Health Management Organizations (HMOs)

Our Competitive Advantage

Aside from the competitions that exist amongst various hospitals, they also compete against other healthcare services providers such as home healthcare services providers, health centers and community clinics et al.

To be highly competitive in the hospital cum healthcare industry means that you should be able to deliver consistent quality patient service and should be able to meet the expectations of your patients at all time; they should experience improvement in their health when they patronize your hospital.

Joan & Phil® Hospital, LLC is coming into the market well prepared to favorably compete in the industry. Our hospital facility is well positioned ( centrally positioned ) and visible, we have enough parking space with good security. Our staff is well groomed in all aspect of healthcare service delivery and all our employees are trained to provide customized customer service to all our clients (patients).

Our services will be carried out by highly trained professionals ( doctors, dentist, surgeons, opticians, nurses, nurse’s aides, chiropractors, medication management counselors, physical therapists and other health and non – health workers ) who know what it takes to give our highly esteemed customers value for their money.

We are going to be one of the few hospitals cum healthcare service providers in the whole of Florida that will run a standard medical call center for 24 hours a day and 7 days a week. We have enough trained health workers that are ready to run a shift system.

Lastly, all our employees will be well taken care of, and their welfare package will be among the best within our category (startups hospitals cum healthcare service providers in the United States) in the industry. It will enable them to be more than willing to build the business with us and help deliver our set goals and achieve all our business aims and objectives.

9. SALES AND MARKETING STRATEGY

• Sources of Income

Joan & Phil® Hospital LLC will ensure that we do all we can to maximize the business by generating income from every legal means within the scope of our industry. Below are the sources we intend exploring to generate income for Joan & Phil® Hospital, LLC;

10. Sales Forecast

It is important to state that our sales forecast is based on the data gathered during our feasibility studies, market survey and also some of the assumptions readily available on the field. We have been able to critically examine the healthcare market and we have analyzed our chances in the industry and we have been able to come up with the following sales forecast.

The sales projection is based on information gathered on the field and some assumptions that are peculiar to similar startups in Miami – Florida. Below is the sales projection for Joan & Phil® Hospital, LLC it is based on the location of our hospital and of course the wide range of our services and target market;

• First Year-: $100,000 ( From Self – Pay Clients / Patients ): $250,000 ( From Health Insurance Companies )
• Second Year-: $250,000 ( From Self – Pay Clients / Patients ): $500,000 ( From Health Insurance Companies )
• Third Year-: $500,000 ( From Self – Pay Clients / Patients ): $1,500,000 ( From Health Insurance Companies )

N.B : This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. Please note that the above projection might be lower and at the same time it might be higher.

• Marketing Strategy and Sales Strategy

The marketing and sales strategy of Joan & Phil® Hospital, LLC will be based on generating long-term personalized relationships with customers. In order to achieve that, we will ensure that we offer top notch all – round healthcare services at affordable prices compare to what is obtainable in Florida.

All our employees will be well trained and equipped to provide excellent and knowledgeable healthcare services and customer service.

We know that if we are consistent with offering high quality healthcare service delivery and excellent customer service, we will increase the number of our customers by more than 25 percent for the first year and then more than 40 percent subsequently.

Before choosing a location for our hospital, we conducted a thorough market survey and feasibility studies in order for us to be able to be able to penetrate the available market and become the preferred choice for residence of Miami Beach, Florida – United States of America and other cities such as Green – acres City, Miami, Jacksonville, Clearwater, Tampa, Fort Lauderdale, North Miami, West Palm Beach, Palm Harbor, Deltona, Orlando, Palm Bay and Panama City et al where our services will be available.

We have detailed information and data that we were able to utilize to structure our business to attract the numbers of customers we want to attract per time.

We hired experts who have good understanding of the hospital cum healthcare industry to help us develop marketing strategies that will help us achieve our business goal of winning a larger percentage of the available market in Florida. In summary, Joan & Phil® Hospital, LLC Services will adopt the following sales and marketing approach to win customers over;

• Introduce our business by sending introductory letters to residence, business owners and corporate organizations
• Advertise our hospital in community based newspapers, local TV and local radio stations
• List our hospital on yellow pages ads (local directories)
• Leverage on the internet to promote our hospital
• Engage in direct marketing
• Leverage on word of mouth marketing (referrals)
• Enter into business partnership with health management organizations, government agencies and health insurance companies.
• Attend healthcare related exhibitions / expos.

11. Publicity and Advertising Strategy

We are in the hospital business -to become one of the market leaders and also to maximize profits hence we are going to explore all available conventional and non – conventional means to promote our hospital. Joan & Phil® Hospital, LLC has a long term plan of opening of hospital in key cities around Florida which is why we will deliberately build our brand to be well accepted in Miami Beach before venturing out.

As a matter of fact, our publicity and advertising strategy is not solely for winning customers over but to effectively communicate our brand to the general public. Here are the platforms we intend leveraging on to promote and advertise Joan & Phil® Hospital, LLC;

• Place adverts on both print (community based newspapers and magazines) and electronic media platforms
• Sponsor relevant community health programs
• Leverage on the internet and social media platforms like; Instagram, Facebook , twitter, YouTube, Google + et al to promote our brand
• Install our Bill Boards on strategic locations all around Miami Beach Florida.
• Engage in road show from time to time
• Distribute our fliers and handbills in target areas
• Ensure that all our workers wear our branded shirts and all our vehicles and ambulances are well branded with our company’s logo et al.

12. Our Pricing Strategy

Joan & Phil® Hospital, LLC will work towards ensuring that all our services are offered at highly competitive prices compare to what is obtainable in The United States of America.

On the average, hospitals and healthcare service providers usually leverage on the fact that a good number of their clients do not pay the service charge from their pockets; private insurance companies, Medicare and Medicaid are responsible for the payment.

In view of that, it is easier for hospitals and healthcare service providers to bill their clients based in their discretions. However, in some cases hospitals and healthcare service providers also adopt the hourly billing cum per visit billing method.

For example, it is easier and preferable for hospitals and healthcare services providers to bill personal injury case management services by the hour as against a fixed price.

• Payment Options

At Joan & Phil® Hospital, LLC, our payment policy is all inclusive because we are quite aware that different people prefer different payment options as it suits them. Here are the payment options that will be available in every of our outlets;

• Payment by cash
• Payment via Point of Sale (POS) Machine
• Payment via online bank transfer (online payment portal)
• Payment via Mobile money
• Check (only from loyal customers)

In view of the above, we have chosen banking platforms that will help us achieve our payment plans without any itches.

13. Startup Expenditure (Budget)

If you are looking towards starting a hospital, then you should be ready to go all out to ensure that you raise enough capital to cover some of the basic expenditure that you are going to incur. The truth is that starting this type of business does not come cheap.

You would need money to secure a standard hospital facility, you will need money to acquire medical equipment and supply and you would need money to pay your workforce and pay bills for a while until the revenue you generate from the business becomes enough to pay them.

Besides it is expensive to acquire a standard well – equipped ambulance. The items listed below are the basics that we would need when starting our hospital in the United States, although costs might vary slightly;

• The Total Fee for Registering the Business in the United States – $750.
• Legal expenses for obtaining licenses and permits – $1,500.
• Marketing promotion expenses for the grand opening of Joan & Phil® Hospital, LLC in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of – $3,580.
• Cost for hiring Business Consultant – $2,500.
• Cost for Computer Software (Accounting Software, Payroll Software, CRM Software, Microsoft Office, QuickBooks Pro, drug interaction software, Physician Desk Reference software) – $7,000
• Insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $3,400.
• Cost for payment of rent for 12 month at $1.76 per square feet in the total amount of $105,600.
• Cost for hospital remodeling (construction of racks and shelves) – $20,000.
• Other start-up expenses including stationery ($500) and phone and utility deposits ($2,500).
• Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $300,000
• The cost for Start-up inventory (stocking with a wide range of products) – $150,000
• Storage hardware (bins, rack, shelves,) – $3,720
• Cost for Nurse and Drugs Supplies (Injections, Bandages, Scissors, et al)- $3,000
• Cost for medical equipment – $300,000
• Cost of purchase of ambulance and other vehicles : $100,000
• The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, tables and chairs et al): $4,000.
• The cost of Launching a Website: $700
• Miscellaneous: $10,000

We would need an estimate of $1.2M to successfully set up our hospital in Miami Beach – Florida. Please note that this amount includes the salaries of all the staff for the first month of operation.

Generating Funding / Startup Capital for Joan & Phil® Hospital, LLC

Joan & Phil® Hospital, LLC is a private business that is solely owned and financed by Dr. Phil Clarkson and his wife Joan Clarkson (Nurse). They do not intend to welcome any external business partners, which is why he has decided to restrict the sourcing of the start – up capital to 3 major sources.

These are the areas Joan & Phil® Hospital; LLC intends to generate our start – up capital;

• Generate part of the start – up capital from personal savings
• Source for soft loans from family members and friends
• Apply for loan from my Bank

N.B: We have been able to generate about $200,000 ( Personal savings $150,000 and soft loan from family members $50,000 ) and we are at the final stages of obtaining a loan facility of $1M from our bank. All the papers and document have been signed and submitted, the loan has been approved and any moment from now our account will be credited with the amount.

14. Sustainability and Expansion Strategy

The future of a business lies in the numbers of loyal customers that they have the capacity and competence of the employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business close shop.

One of our major goals of starting Joan & Phil® Hospital, LLC is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running.

We know that one of the ways of gaining approval and winning customers over is to offer our healthcare services a little bit cheaper than what is obtainable in the market and we are well prepared to survive on lower profit margin for a while.

Joan & Phil® Hospital, LLC will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our organizations’ corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of three years or more. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List / Milestone

• Business Name Availability Check:>Completed
• Business Registration: Completed
• Opening of Corporate Bank Accounts: Completed
• Securing Point of Sales (POS) Machines: Completed
• Opening Mobile Money Accounts: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of Insurance for the Business: Completed
• Leasing of facility and remodeling the facility: In Progress
• Conducting Feasibility Studies: Completed
• Generating capital from family members: Completed
• Applications for Loan from the bank: In Progress
• Writing of Business Plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents and other relevant Legal Documents: In Progress
• Design of The Company’s Logo: Completed
• Graphic Designs and Printing of Packaging Marketing / Promotional Materials: In Progress
• Recruitment of employees: In Progress
• Purchase of Medical Equipment and Ambulances et al: In Progress
• Purchase of the Needed furniture, racks, shelves, computers, electronic appliances, office appliances and CCTV: In Progress
• Creating Official Website for the Company: In Progress
• Creating Awareness for the business both online and around the community: In Progress
• Health and Safety and Fire Safety Arrangement (License): Secured
• Opening party / launching party planning: In Progress
• Compilation of our list of products that will be available in our pharmacy store: Completed
• Establishing business relationship with vendors (wholesale pharmaceutical companies): In Progress .

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How to Choose a Maternity Hospital

When choosing a maternity hospital, take into consideration these important factors for a safe and comfortable childbirth experience.

This article is based on reporting that features expert sources.

If you're in the early stages of pregnancy or considering getting pregnant, chances are you're already starting to consider where you want to deliver your baby.

Getty Images

You're sifting through search results online long before you're packing your hospital bag , but it's hard to tell what you'll need. The photos look charming, but which facility is going to respect your labor choices? They have excellent patient reviews on their front page, but which one is the safest?

Here are some tips on how to narrow down your search and, ultimately, how to choose a maternity hospital that suits your needs.

Location and Accessibility

When choosing a maternity hospital, the first step is to narrow down facilities based on location and accessibility.

Here are some questions to ask yourself:

• Which facilities are in my immediate geographical location?
• Is my pregnancy high risk enough that I should only consider care at the nearest maternity hospital?
• Does my birth provider have privileges at multiple maternity hospitals or only one?
• Which hospitals accept my insurance plan and are in network?

Hospital Facilities and Amenities

While many hospitals may look picture perfect online, it's important to remember that not all hospital amenities are created equal.

According to Dr. Kecia Gaither, a double board-certified OB-GYN and maternal-fetal medicine provider, amenities that make a difference include:

• Pain services , such as epidurals, nitrous oxide (laughing gas), oral medications, guided meditation , aromatherapy and tools, like peanut balls.
• Neonatal intensive care unit (NICU) availability.
• Clinical excellence status.

Some amenities that aren't worth it and may come with large price tags include:

• Private chef-prepared food.
• XM satellite radio.
• Manicures and/or pedicures.
• Concierge services to help with ancillary tasks, like arranging newborn photography or gifts.

Medical Staff and Expertise

Where you deliver your baby is closely tied to your maternity care provider.

“People are usually going to make that decision based on their first finding a physician or midwife they feel that they connect with,” explains Dr. Jennifer Frink, an OB-GYN and medical director of Ascension Maternal Health Service Line and Ascension Michigan Women's Health Service Line in Kalamazoo, Michigan.

Deciding who will be providing your care is as important as where you’re getting your care.

"You want to have a team of professionals that, once they listen to those things, are going to give you some options that are medically appropriate for you,” Frink adds. “Oftentimes, that provider will have different hospitals where they practice as options."

Items to address about your maternity hospital and care team include:

• Does the facility have maternal-fetal medicine specialists or perinatologists (doctors who are specially trained in high-risk pregnancies)? These specialists deal exclusively with anomalies or other high-risk issues in pregnancy and delivery, Gaither says. If you are at high risk due to gestational diabetes , preeclampsia or any other known issue, you'll have peace of mind knowing specialty care is on-site.
• Does the hospital offer alternative labor and delivery experiences? Alternative birth practices include access to midwives, water birth and delivering in various birth positions, such as hands and knees. They may also include alternative pain management options, such as water therapy and nitrous oxide. Not all facilities offer these alternatives, so you'll want to check with the hospital if these are services you're interested in using.
• Do they have group prenatal care? Group prenatal care programs, such as CenteringPregnancy, allow expectant mothers at similar stages of their pregnancy to receive prenatal education and social support with their peers, along with one-on-one physical checkups. Emerging research, like a study in the January 2019 Journal of Women’s Health, suggests that group prenatal care is associated with a lower risk of having a preterm birth or having a baby with low birth weight.

Maternity Services and Procedures

When choosing a maternity hospital, you'll want to research each facility's maternal and fetal outcomes, including cesarean section, early elective delivery and episiotomy rates.

Because public data on these metrics are increasingly available from individual maternity hospitals and statewide websites, you should be able to collect this information. However, if you can’t find it, ask your OB-GYN for more information about the hospitals in your area. U.S. News also provides ratings on maternity hospitals based on these metrics.

C-section rate

It’s important to look at a hospital's C-section rate and compare it with other facilities in the region.

To gauge hospital quality, ask your doctor or use the Centers for Disease Control and Prevention's Cesarean Delivery Rate by State online tool .

Here is why the C-section rate matters:

• C-sections are a major surgery and have more risks than a vaginal delivery. These risks can include maternal bleeding or respiratory difficulty for newborns.
• C-sections require longer maternal recovery time by at least a few weeks compared with vaginal deliveries.
• Data shows that a facility, not just individual physicians, drives C-section rates. The maternity hospital you choose may impact the odds of you needing a C-section. Individual facility protocols, as well as how well-equipped the hospital is to manage higher-risk vaginal deliveries, can influence these chances.
• If you've had a previous C-section, your provider should still discuss the risks and benefits of attempting to deliver vaginally with a subsequent pregnancy, known as a trial of labor after cesarean, or TOLAC. When it results in a successful delivery, it's called a vaginal birth after cesarean, or VBAC .

Keep in mind that high-risk academic centers, also known as teaching hospitals, often have a higher C-section rate because they have more high-risk deliveries and multiple births. To get a better idea of the C-section rate for low-risk pregnancies, ask for the NTSV C-section rate, which stands for nulliparous, term, singleton and vertex pregnancies. These terms describe a first-time mother who is only pregnant with one full-term baby in a headfirst position for delivery. In other words, they have fewer risk factors that would typically be associated with a C-section delivery.

Early elective delivery rate

Performing C-sections or inducing labor before 39 weeks of gestation without medical necessity is known as early elective delivery. Hospitals must report these early elective deliveries. A high rate of early elective deliveries is considered a red flag in terms of maternity hospital quality.

"We know that babies that are born before 39 weeks ‘just because’ don’t do as well as babies that are allowed to deliver when their moms go into labor naturally,” Frink says.

She explains that this is because the mother and baby may not be ready to naturally deliver and inducing labor may not be well tolerated.

However, early deliveries aren’t always avoidable, especially if there are complications, like water breaking early or high maternal blood pressure.

“There are plenty of times when there is something going on with the mom or baby, and the safest thing in that setting is to have a delivery," Frink says. "But there are pretty strict criteria for what those things are. A hospital that stays away from those early elective deliveries values the importance and the safety of physiologic labor."

Episiotomy rate

An episiotomy is a surgical cut made to the vagina during childbirth to help prevent vaginal tearing. Routine use of episiotomy is not recommended, except when indicated in certain clinical situations, like fetal distress.

"Episiotomies have become something that used to be done routinely and now are very rarely needed," says Dr. Holly Loudon, chair of obstetrics, gynecology and reproductive science at Mount Sinai West and Mount Sinai Morningside in New York City.

Birthing Experience

The birthing experience is crucial when factoring in how to choose a maternity hospital. Questions to ask your maternity care team about labor and delivery include:

Can I tour a maternity hospital virtually before making a decision?

Before you choose a birthing setting, it’s helpful to get a feel for it first. Many facilities offer both virtual and in-person tours. Although not always necessary, check to see if they have private birthing rooms or suites for some additional space.

What pain control options do you offer, including and beyond epidurals?

When considering your pain management options, be sure to check that an anesthesiologist is readily available to get your epidural quickly. However, it's also important to ask what other pain management options are offered.

“You may want to know what other options are available for pain control and support during labor, such as nitrous oxide, as well as being able to walk around or use a peanut ball to find a better position,” Loudon says.

Will my birth plan and preferences be considered?

Issues like whether you want to walk around during labor, have access to birthing tubs, wear your own maternity gown or delayed cord clamping may be important to you. Ask the maternity hospital what policies or procedures they have in place for these common birth plan preferences. Ask the hospital how many support people are allowed to be with you, and if a birth doula counts as one of them.

Will I have induced labor? What goes into that decision? 

With induced labor, various medications or other methods are used to stimulate contractions instead of waiting for labor to begin on its own. Certain pregnancy complications or medical conditions of the mother may make labor induction necessary or safer.

Does your facility offer VBAC/TOLAC? 

If you’re interested in VBAC, ask if the facility allows it.

Because trying to have a VBAC comes with the risk of the C-section scar on the uterus opening, known as uterine rupture, a hospital must be equipped to respond quickly.

“The risk is less than 1% for an average patient undergoing a trial of labor,” says Dr. Julia Cormano, an associate professor of obstetrics, gynecology and reproductive sciences with UC San Diego Health System . “But it can be a very dangerous outcome. It requires an emergency C-section ... where people can respond within seconds.”

Do you offer gentle C-sections? 

Women who need C-sections may have the option to feel more connected during childbirth. Gentle C-sections, also referred to as family-centered C-sections, is a method of cesarean delivery that aims to foster early interaction and bonding between the mother and newborn by incorporating practices such as immediate skin-to-skin contact and breastfeeding , a calm environment and clear surgical drapes to see the baby.

"It can make the cesarean birth more like a vaginal birth experience and less like an operation,” Loudon says.

Postnatal Support

Don't end your maternity hospital search after finding a facility that caters to your labor and delivery preferences. Postnatal care is crucial and shouldn't be overshadowed by labor care, because complications can arise even after a successful labor and delivery. Here are some considerations for choosing a maternity hospital with proper postnatal support.

NICU and emergency capabilities

If it’s likely that your baby will spend some time in neonatal intensive care after delivery or your pregnancy is considered high risk, you might ask:

• Is there an anesthesiologist and pediatrician in the hospital 24/7?
• What is the blood bank’s availability – are transfusions possible around the clock?
• Does your hospital have a neonatal intensive care unit ? If so, what level is the NICU? Hospital NICU levels vary –  level I, II, III or IV. If your baby requires more advanced NICU treatments, like needing to be on a ventilator and the hospital only has a level I or II NICU, your baby may need to be transferred to a higher acuity hospital. Gaither says if you are aware your baby has a prenatal diagnosis and will be born with a medical condition, then you should be especially cognizant of the NICU services your hospital of choice offers.
• Does the NICU have private rooms? “Increasingly, in new hospitals, rather than the NICU being one giant space, there are individual rooms for these babies so that parents can room in, even once (parents) are discharged from the hospital ,” Cormano says. However, this option is still fairly uncommon.
• How often can I see my baby in the NICU? Some facilities may have specific visiting hours. In contrast, other maternity hospitals may offer tech options for parents like real-time, 24/7 video access to their newborns in intensive care.
• How does a hospital handle emergencies during childbirth, and what resources are available? Ask if your baby unexpectedly is in need of NICU care, and the hospital does not have a NICU, where does the baby get transferred to? How does the baby get transferred?

Postpartum care for you and your baby

When considering how to choose a maternity hospital, don't discount the support you'll need after labor and delivery.

You may need to ask:

• Does this hospital have a special care nursery? This is a form of step-down care for babies that don't quite need NICU level of support, but they might need more attention than what a typical postpartum ward could offer. This could include late preterm infants or those with issues with jaundice or low blood sugar.
• What support services does a maternity hospital provide for breastfeeding mothers? Breastfeeding is shown to be optimal for babies, but it’s definitely a learning experience for new mothers. Ask about international board-certified lactation consultants on staff.
• Is this facility baby-friendly? This means that the hospital will have staff trained to troubleshoot difficulties with breastfeeding, allow babies to room in with mothers instead of be sequestered in a newborn nursery and they won't give baby formula samples on behalf of formula manufacturers, which can discourage breastfeeding.

Hospital Reviews and Patient Experiences

Expectant parents should have all the resources and support that they need for a healthy prenatal, delivery and postpartum course in order to properly know how to choose a maternity hospital.

“One of the most important things for a lot of the patients that we serve is: Do they make it easy for me?” Frink says. “Do they find a way to get me the care and that’s convenient for me? Do they acknowledge and respect the history, and sometimes the baggage, I bring in?”

Asking questions like these will help you understand if a facility can meet your individual requirements:

• Does the hospital offer additional resources, like maternal health navigators and community health workers who can help families with available community resources and follow families through their hospital stay?
• Do you have a program that gives car seats or cribs to people in need?
• Do you have transportation options like Lyft or Uber rides, or bus or subway tokens, for my appointments?
• Can you connect me with food programs if needed?

As mentioned, you can look through the U.S. News Maternity Care ratings to find high-performing maternity care near you. These ratings highlight key factors of care for uncomplicated pregnancies. If your pregnancy is complicated or high risk and requires more intensive care, see the Best Hospitals for Neonatology rankings for the care of a high-risk newborn.

What to Know About Postpartum Psychosis

Claire Wolters Aug. 22, 2023

The U.S. News Health team delivers accurate information about health, nutrition and fitness, as well as in-depth medical condition guides. All of our stories rely on multiple, independent sources and experts in the field, such as medical doctors and licensed nutritionists. To learn more about how we keep our content accurate and trustworthy, read our  editorial guidelines .

Cormano is an OB-GYN and assistant professor of obstetrics, gynecology and reproductive sciences with UC San Diego Health System.

Frink, an OB-GYN and medical director of Ascension Michigan Women's Health Service Line, practices out of Ascension Borgess Hospital in Kalamazoo, Michigan.

Gaither is a double board-certified OB-GYN and maternal fetal medicine provider. She is also the director of perinatal services and maternal-fetal medicine at New York City Health and Hospitals, Lincoln in the Bronx.

Loudon is the chair of obstetrics, gynecology and reproductive science at Mount Sinai West and Mount Sinai Morningside and an associate professor at Icahn School of Medicine at Mount Sinai in New York City.

Tags: pregnancy , women's health , children's health , obstetrics and gynecology

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Ben Harder and Min Hee Seo May 22, 2024

Designing maternity care spaces: a research design process involving staff and users’ requirements to improve a Midwifery-Led Unit layout

The research study aims at identifying the optimal birth layout according to users’ needs and staff organization, in supporting the design of a new Midwifery-Led Unit in Italy. Midwifery-Led Units are connected to reduced childbirth medical interventions and better health outcomes. This model of care needs a proper architectural response that lacks knowledge around physiological birth space design. The Research Group (architects, environmental psychologists and midwives) entrusted with reshaping an existing Midwifery-Led Unit project, analysed how to better respond to the specific spatial and organizational needs. The process, initially based on literature review, case studies and interdisciplinary meetings lead to the analysis of critical aspects of the preliminary project. To better investigate some relevant architectural topics and set new requirements, supplementary research was conducted to understand stakeholders’ needs. Spatial layout analysis was compared to users' perception, experience, thoughts and expertise collected through questionnaires and focus groups. The research identified new requirements and design suggestions able to address the future design process and project, and created a new layout for a Midwifery-Led Unit. The results, as translation of spatial and environmental users’ needs, increased the knowledge about birth spaces and represents an innovative model for Hospital Management and Technical Office. The findings represented the base field to create a built environment able to improve health outcomes, achieve healthy behaviors and foster staff practice, also inside a traditional and rigid hospital layout.

Type of the Paper: Peer-reviewed Conference Paper / Full Paper

Track title: 1. Integration of needs – inclusive, integrated design enabling health, care and well-being

Designing maternity care spaces: a research design process involving staff and users' requirements to improve a Midwifery-Led Unit layout

Nicoletta Setola 1 *, Eletta Naldi 2 and Alessia Macchi 3

1 Department of Architecture, TESIS Centre, University of Florence, Italy; [email protected]; https://orcid.org/0000-0002-0632-5354 2 Department of Architecture, TESIS Centre, University of Florence, Italy; [email protected]; https://orcid.org/0000-0001-5732-4776 3 Department of Architecture, TESIS Centre, University of Florence, Italy; [email protected]; https://orcid.org/0000-0003-2403-2026

Abstract: The research study aims to identify the optimal birth layout according to users' needs and staff organisation to support the design of a new midwifery-led unit in Italy. Midwifery-led units are connected to reduced childbirth medical interventions and better health outcomes. This model of care needs a proper architectural response that lacks knowledge around physiological birth space design. The Research Group (architects, environmental psychologists, and midwives) entrusted with reshaping an existing Midwifery-Led Unit project analysed how to better respond to the specific spatial and organisational needs. The process, initially based on a literature review, case studies, and interdisciplinary meetings, led to the analysis of critical aspects of the preliminary project. Supplementary research was conducted to investigate relevant architectural topics and set new requirements to understand stakeholders' needs. Spatial layout analysis was compared to users' perceptions, experiences, thoughts, and expertise collected through questionnaires and focus groups. The research identified new requirements and design suggestions to address the future design process, as well as a new layout for a midwifery-led unit. As a translation of spatial and environmental users' needs, the results increased knowledge about birth spaces and represented an innovative model for hospital management and technical offices. The findings represent the foundation for creating a built environment that improves health outcomes, promotes healthy behaviors, and fosters staff practice within a traditional and rigid hospital layout. Keywords: healthcare facilities; birth spaces; users' needs; spatial layout _______________________________________________________ 1. Introduction In the last twenty years, we have seen, almost all over the planet, an exponential increase in the rate of caesarean sections and unnecessary medical interventions at birth. The Euro-Peristat Project Report (2018) shows a serious situation in Europe, as the critical threshold defined by the WHO is a rate of 15%. Studies have shown that excessive use of caesarean and medical interventions at birth (such as episiotomy and induction), when not necessary, influences the woman's health conditions, with long-term implications, for example, on epigenetics and chronic diseases (Dahlen et al., 2016). In Italy, the average number of caesarean sections is 31%, with a greater distribution in the central south and some areas of the north of the country (Ministero della Salute, 2020). To tackle this problem, in recent years, different types of directives and guidelines have been issued to encourage and support physiological birth: at the international level, for example, the WHO released Recommendations (WHO, 2018a; 2018b); in Europe, the standards for managed units of midwives have come out (Rocca-Iehnacho et al., 2018); in Italy, the Ministry of Health launched the recent guidelines for low midwifery risk that provide indications for the management of low-risk pregnancy and childbirth by midwives as a modality associated with a reduction in medical interventions (caesarean section, episiotomy) and greater satisfaction of women (Ministry of Health, 2017). Therefore, it is recognised that midwifery-led units and birth centres are connected to reduced childbirth medical interventions and better health outcomes (Sandall et al., 2016). This model of care needs a proper architectural response that lacks knowledge of physiological birth space design. Many research studies in health sciences and architecture have been carried out on the influence of space on the labour and delivery process (Nilsson et al., 2020), with important results confirming the role of the built environment, its impact on the physiological birth process, and women's experience and midwifery practice and behaviour (Foureur et al., 2010; Setola et al., 2018). However, we observe a shortage of this kind of information in the application of technical guidelines and, among the professional designers, a lack of knowledge about birth physiology and its consequent application to the architectural project. Following the request by the Italian Ministry of Health to the Regional Health Trusts to equip themselves with physiological areas with low midwifery risk within the maternal and child departments, some hospitals have decided to improve the conditions of assistance for users by building new facilities or renovating some parts of them to accommodate those areas, such as midwifery-led units and birth centres. The case examined in this paper concerns the collaboration carried out by the research group with one of the hospitals building a new maternity child pavilion, which includes a birth centre within it. This centre is equipped with five birth rooms and is located on the second floor of the new pavilion, on the same floor as the midwifery and gynaecology wards. In contrast, the traditional labor-delivery area is located on the ground floor and connected via elevators. The entire research collaboration aimed to investigate the relationship between space and users' perceptions of birthplaces, identify the best spatial and environmental conditions for the new Birth Centre, and support a participatory process for users to help implement awareness of birth as a physiological event. In this paper, we focus on the process of spatial design research and the description of the birth centre's final layout elaborated by taking into account the users' requirements detected, along with the collaboration with the midwifery and environmental psychology disciplines. 2. Theories and Methods The hospital was already in possession of a preliminary design project for the entire maternity and infant building, including the birth centre area. Then the research group was entrusted with reshaping this existing Birth Centre project to better respond to the specific spatial and organisational needs. The research was developed in three phases: 1) the evaluation of the existing project according to the requirements given by the scientific literature; 2) the analysis of the spatial layout and the users' perception, helping to identify the best environmental conditions; 3) the drafting of guidelines for the project and the new design solution, which should be the subject of a future co-design process. In phase one, the critical aspects of the layout were identified according to the results that emerged from the scoping review by Setola et al. (2019) and the knowledge acquired by the research group after the field visits to more than fifteen birth centres in Europe. These critical aspects of the preliminary project were identified (Figure 1):

The position of the accesses and, therefore, the paths of the entire floor seem to suggest the possibility that the Birth Centre is a transit for other hospital users, thus creating an interference of different flows;

The dispersion of spaces dedicated to midwives' work could alter their management and control skills, as well as decrease internal communications. The staff may not carry out the reception functions in the unit if this does not coincide with the working station;

The dispersion of spaces for socialisation, such as living rooms and kitchens, does not favour communication and sociability between the different users (midwives, supporters, and mothers);

The lack of a visual message revealing the birth philosophy of the centre. It is important to give the unit a character and distinctive identity from the outset. The views that open at the entrance and in the internal path from the corridors to the rooms are important to strengthen the communication of positivity. The area dedicated to the entrance must have a defined character to instill in the visitor not only ease of orientation but also the perception of transition in a "non-hospitalised" environment.

The elongated shape of the room dedicated to the three great moments of the birth event (labour, birth, and post-birth) prevents optimal use of the available square metres as it requires a serial arrangement of the furnishings and does not allow for different configurations to be identified in accordance with the needs of these three moments;

The proximity of social spaces to the birth rooms could lead to problems in the control of noises that would compromise privacy and control and the woman's ability to relax. From the literature studies, it is not clear whether a separation of the unit between the more social area and that of the rooms is a positive element or a detriment to the sense of openness that the birth centre should offer to users.

The articulation of the space in the birth room does not favour the freedom of movement and flexibility of the environment to ensure maximum emotional and physical freedom for the woman, who needs different situations depending on the stages of labour and delivery.

The bed has a dominant position in the room and constitutes the visual and emotional focus of the environment. It is proposed as a preferential place in which to give birth, to the detriment of using more functional positions for physiological birth. The type of bed can significantly affect the atmosphere of the environment, as well as the flexibility and practicality of the room. Some studies recommend not using a regular hospital bed, but rather a double bed as well as a mobile bed, to give the environment as much flexibility as possible.

The lack of furniture to facilitate physiological childbirth, such as a tub, birthing couch, ball, bars, lianas, bean bags, and furniture for the comfort of users (e.g., a wardrobe for personal items, seats for supporters), The furnishings and objects to support childbirth are fundamental elements both for the practice of childbirth and for the organisation of space. The goal is to provide as much support as possible for women's various activities without reducing the degree of flexibility in the room.

The lack of an adequate interface space between room and corridor preserves a sense of privacy, control, and relaxation. It is assumed that the activities taking place in the room should not be seen from the outside corridor. Therefore, together with the strategic location of the furnishings concerning the entrance, an additional device is recommended to mitigate the room's exposure.

Figure 1. Preliminary project layout and critical aspects. The colour of the big dots is related to the writing of the same colour (© TESIS -DIDA) To better investigate some relevant architectural topics and set new requirements, phase two was dedicated to understanding stakeholders' needs. Spatial layout analysis, users' perception questionnaires, and focus groups were used to achieve this goal. The spatial analysis was conducted through field visits to the existing facility and configurational layout analysis, in which geometric measurements were detected, such as distances, heights, and sizes, but also configurational measures such as Integration and Visibility through the use of Space Syntax techniques (Hillier, 2007). The perception of users (mothers and midwives) was detected through the administration of questionnaires concerning the affective quality of spaces (Perugini et al., 2002), humanization (Andrade et al., 2012), experience (Fenaroli and Saita, 2013), the BESP questionnaire specifically built for the physical characteristics of the space, and focus groups. Employing the interpretative analyses of the data through statistical software, they were then compared to the spatial data to find associations that confirmed the importance of some topics for women and midwives and to identify measures that could represent these issues and guide the project. The specific results of these analyses are reported in a paper by Setola et al. (2022). Table 1. Inputs for the new layout design according to users' needs.

The translation of spatial and environmental users' needs emerged from the questionnaires and focus groups, leading to the creation of inputs for the new Birth Centre design that concern four areas: unit configuration, midwifery desk position, common spaces, and birth room (Table 1). Following these design guidelines, a new layout proposal was developed, which is now being examined by the hospital's stakeholders. 3. Results The new project proposal for the Birth Centre developed by the research group consists of a new layout that takes into account two main considerations. First of all, the project considers users' requirements detected in Phase 2. Secondly, the new layout respects further plant-engineering constraints that emerged during the design process: a reinforced concrete frame building with the presence of fixed shafts for vertical systems (water and sanitary) and ventilation and aeraulic systems passing from the false ceiling. The plant and structural requirements had to be respected as planned for all floors of the building. We describe below the new layout of the project according to four themes. 3.1. Relationship between social/public and birth activities In the new layout (Figure 2), there is a concentration of social spaces at the entrance, with the kitchen/living room placement immediately in view from the entrance. This design choice, on the one hand, limits the noise and flows in the area dedicated exclusively to birth; on the other, it maximises the possibility of communication and socialising among users. The other point is the birth philosophy transmission, which considers the visual message received upon entering the unit and should reveal the philosophy of the organisational model. It is important to give a characteristic and distinctive identity to the birth centre from the beginning, through the views of the entrance, and then throughout the entire path to the birth rooms, to strengthen the communication of positivity. The entrance must also have a delineated character to encourage orientation and perception of a transition to a non-hospitalised environment. As stated above, separating the more public and social activities from those related to birth limits the interference of noise and flows, which would compromise mothers' ability to relax, control the space, and feel privacy and intimacy within the birth rooms. The birth rooms have a dedicated corridor, almost of exclusive pertinence, as the area hosts only the birth rooms and their storage and is separated from the public flow. Finally, waiting areas immediately facing the birth rooms are designed to let supporters or partners wait next to the women. Figure 2. New project proposal: the relationship between social/public and birth activities. (© TESIS -DIDA) 3.2. Midwives' desk position and its role in the layout The midwives' desk and the other working spaces are centrally located in the unit, ensuring maximum user flow control (both external visitors entering and women) (Figure 3). The new proposal places the desk in a barycentric position. Thanks to its advancement with respect to the structural grid, it has good visibility of the entrance, public areas, and birth rooms. Midwives preside over the junction point between the most public and the most private areas. Another choice strongly characterises the midwives' spaces: both the desk and the back office are placed at a single point instead of being diffused in more units' rooms. The decision to unify their locations respects the organizational model and improves midwives' work. The model does not foresee a person at the reception desk in continuity, so midwives manage to carry out the functions of acceptance, reception, and assistance from a single location. The new project also includes a support space for midwives to rest and relax. It is placed near the working position and, thanks to a glass wall towards the public entrance area, allows midwives to remain vigilant about the events inside the birth centre. Figure 3. New project proposal: midwives' desk position and its role in layout. (© TESIS -DIDA) 3.3. Intended use and dimension comparison The new layout (Figure 4) highlights some dimensional and distribution choices that lead to an optimisation of the functions and their dimensions. Table 2 shows the most modified environmental units. In the new proposal, the birth rooms and their toilet, highlighted in orange, have a greater amount of square meters and storage. Conversely, both public and staff toilets have been reduced: the public one from two to one, and the toilets for the staff from three to two. Another choice that has led to dimensional savings is the distribution and type of social spaces. In addition to having a separate kitchen and living room, in the new layout, these spaces have been united and overlapped in a single room, offering a space to cook and eat, but also to socialise or relax. Instead of being concentrated in one place, the waiting areas are spread throughout the unit in various little locations. The staff area combines acceptance and work activities. This space savings has led to the possibility of introducing a staff rest area and a children's area. Figure 4. New project proposal: intended use and dimension comparison. (© TESIS -DIDA) Table 2. Main differences between the preliminary and new projects.

3.4. Characteristics of the birth room The new project (Figure 5) proposes a new configuration of the birth room with a 'squarer' shape to optimise the square meters. The room is not simply bigger, but especially its shape and configuration offer greater freedom of movement and flexibility in the environment, which can assume different configurations by moving the furniture and creating different spatial situations. The new configuration helps the mothers have the maximum emotional and physical freedom during the three significant moments of the birth event: labour, birth, and postpartum. In addition, an interface space is designed between the corridor and the door of the birth room so that the visibility of the room from the public space is greatly reduced. This positively influences the sense of control and relaxation for mothers and provides a greater sense of privacy and capacity for autonomy and control for women, as well as a greater perception of security. The furnishings selected for the new layout mirror the search for greater intimacy and domesticity to favour the physiology of childbirth and better physical and psychological conditions. The furnishings and objects supporting childbirth are fundamental for the practice of childbirth and the organisation of the space. Their choices and arrangements aim to provide as much support as possible to women's diverse activities without reducing their flexibility. Figure 5. New project proposal: characteristics of the birth room. (© TESIS -DIDA) 4. Discussion The research path, which included interdisciplinary meetings, surveys of user needs, and critical analysis of the initial layout, enabled us to highlight various design aspects. The new design solution shows that it is possible to distance oneself from a traditional hospital system design, characterised by rigid structural and plan constraints, and create something more distinctive, better focused on the organisational and care model required and on users' needs. The building is a triple-bodied courtyard layout, similar to many others on the national and international scene. The feature that immediately emerges by observing the layout is the use of curved lines both in the walls and in the flooring to define the spaces. This element is found in the scientific literature as an expression of the philosophy underlying the birth event (Lepori, 2008). Together with the other design choices illustrated above, such as attention to the entrance, the midwives' workstation, the presence of social spaces, and the care and extensiveness of the birth room, they demonstrate how the physiology of birth can be applied to the architectural project. It is not just about building beautiful rooms with comfortable colors and furnishings; the designer must commit to the spatial layout design. However, some problems remain open, such as the presence of natural light in the midwives' station and the possibility of creating a space dedicated to training and information for the community, which could represent a good means for disseminating the Birth Centre philosophy. These topics will be discussed directly with the operators. The layout proposal presented here will be the basis for some co-design sessions with the hospital staff to identify further detailed improvements. 5. Conclusions The project provides evidence of the importance of an interdisciplinary approach. The findings represent the basis for creating a built environment able to improve health outcomes, achieve healthy behaviours, and foster staff practice. The study identified new requirements and design suggestions to address the future design process and project, as well as a new layout for a midwifery-led unit. As a translation of spatial and environmental users' needs, the results increase knowledge about birth spaces and represent innovative hospital management and technical office models. Contributor statement Author 1: Conceptualisation, Writing-Original Draft, Methodology, Funding acquisition. Author 2: Formal Analysis, Visualisation, Writing-Original Draft. Author 3: Writing-Original Draft, Writing – Review & Editing. Contributors in environmental psychology Laura Migliorini and Paola Cardinali: Methodology, Data Curation, Formal Analysis. Acknowledgments The authors would like to thank the participants of this study who shared their experience, and the Hospital healthcare staff who shared their expertise and collaboration in supporting the research and discuss results.

Andrade, C., Lima, L., Fornara F., & Bonaiuto, M. (2012). Users' views of hospital environmental quality: Validation of the Perceived Hospital Environment Quality Indicators (PHEQIs). Journal of Environmental Psychology, 32, 97-111.

Dahlen HG, Downe S, Wright Ml, Kennedy HP, Taylor JY. (2016). Childbirth and consequent atopic disease: emerging evi- dence on epigenetic effects based on the hygiene and ePiic hypotheses. BMc Pregnancy childbirth 2016;16:4.

Euro-Peristat Project (2018). European Perinatal Health Report. Core indicators of the health and care of pregnant women and babies in Europe in 2015. Retrieved from www.europeristat.com

Fenaroli, V. and Saita, E. (2013) Fear of Childbirth: A Contribution to the Validation of the Italian Version of the Wijma Delivery Expectancy/Experience Questionnaire (WDEQ). Testing, Psychometrics, Methodology in Applied Psychology, 20, 131-154.

Foureur, M., Davis, D., Fenwick, J., Leap, N., Iedema, R., Forbes, I., & Homer, C. S. (2010). The relationship between birth unit design and safe, satisfying birth: developing a hypothetical model. Midwifery, 26(5), 520–525. https://doi.org/10.1016/j.midw.2010.05.015

Hillier, B. (2007) Space Is the Machine A Configurational Theory of Architecture. Space Syntax, Electronic Edition, London

Lepori, B. (2008). "The moving, feeling and dreaming body guides architectural design." In Fahy, K., Foureur, M., Hastie, C. (Eds.), Birth territory and midwifery guardianship (pp. 96–101). Oxford, England: Butterworth Heinemann Elsevier.

Ministero della Salute (2017). Direzione Generale della programmazione sanitaria e Direzione Generale della prevenzione sanitaria. Linee di indirizzo per la definizione e l’organizzazione dell’assistenza in autonomia da parte delle ostetriche alle gravidanze a basso rischio ostetrico (BRO). Retrieved from https://www.salute.gov.it/portale/documentazione/p6_2_2_1.jsp?lingua=italiano&id=2836

Ministero della Salute (2020). Report CEDAP. Retrieved from https://www.salute.gov.it/portale/documentazione/p6_2_2_1.jsp?lingua=italiano&id=3149

Nilsson, C., Wijk, H., Höglund, L., Sjöblom, H., Hessman, E., & Berg, M. (2020). Effects of Birthing Room Design on Maternal and Neonate Outcomes: A Systematic Review. HERD, 13(3), 198–214. https://doi.org/10.1177/1937586720903689

Perugini, M., Bonnes, M., Aiello, A., Ercolani, A.P. (2002), Il modello circonflesso delle qualità affettive dei luoghi: sviluppo di uno strumento valutativo italiano, Testing Psicotrerapia Metodologia, 9(4), pp.131-152.

Rocca-Iehnacho L., Batinelli L., Thaels E., Rayment J., Newburn M., Mc Court C. European Midwifery Unit Standards, 2018. City University of London. available at: https://www.midwiferyunitnetwork.org/wp-content/uploads/PDFs/LY1309BRO-MUNEt-Standards-PRINT-opt.pdf

Sandall, J., Soltani, H., Gates, S., Shennan, A., & Devane, D. (2016). Midwife-led continuity models versus other models of care for childbearing women. The Cochrane database of systematic reviews, 4(4), CD004667. https://doi.org/10.1002/14651858.CD004667.pub5

Setola, N.; Iannuzzi, L.; Santini, M.; Cocina, G. G; Naldi, E.; Branchini, L.; Morano, S.; Escuriet Peiró, R.; Downe, S. (2018). Optimal settings for childbirth. MINERVA GINECOLOGICA, vol. 70, pp. 687-699 https://doi.org/10.23736/S0026-4784.18.04327-7

Setola, N., Naldi, E., Cocina, G. G., Eide, L. B., Iannuzzi, L., & Daly, D. (2019). The Impact of the Physical Environment on Intrapartum Maternity Care: Identification of Eight Crucial Building Spaces. HERD, 12(4), 67–98. https://doi.org/10.1177/1937586719826058

Setola, N., Naldi, E., Cardinali, P., Migliorini, L. (2022). A Broad Study to Develop Maternity Units Design Knowledge Combining Spatial Analysis and Mothers’ and Midwives’ Perception of the Birth Environment, HERD: Health Environments Research & Design Journal. doi: 10.1177/19375867221098987.

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• License: CC BY help
• Review type: Open Review
• Publication type: Conference Paper
• Submission date: 22 March 2022
• Publication date: 25 May 2024

Setola, N., Naldi, E. & Macchi, A. (2024). Designing maternity care spaces: a research design process involving staff and users’ requirements to improve a Midwifery-Led Unit layout. The Evolving Scholar | ARCH22. https://doi.org/10.24404/6230fca94e5ba0e6193b6706

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Fertility Clinic Business Plan and SWOT Analysis

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Fertility clinics have become some of the most lucrative types of healthcare businesses within the United States. This is primarily due to the fact that these clinics receive a significant portion of their revenues directly from patients as well as a offsetting amount from private insurance companies. For high-end insurance plans, some or all costs relating to fertility issues are covered. However, many insurance businesses still do not provide a significant reimbursement for fertility services – and as such, the onus of paying for these fertility clinic services falls on the patient. It should be noted that given that many people are waiting until their early 30s to mid 30s to have children – the prevalence of fertility issues has increased. As such, the demand for in vitro fertilization as well as related services has exploded over the past 15 years. This trend is expected to continue in perpetuity as people are waiting longer before they have families.

As this is a healthcare business, many banks and lenders are more than happy to provide almost all of the capital necessary to launch a new fertility clinic. In the majority of states, these clinics must be owned and operated by a qualified physician that can render fertility services to the general public. If an individual is looking to start one of these businesses using bank capital then they are going to need a business plan. The fertility clinic business plan should feature a three-year profit and loss statement, cash flow analysis, balance sheet, breakeven analysis, and business ratios page. These figures should fall in line with industry standards. Beyond the financial model, a fully developed marketing analysis needs to be included in the documentation as well. This includes an examination of population base, population density, median household income, median family income, percentage of people that have private insurance, and the number of people that are waiting until there 30s before they have children. The last metric is extremely important to note as this will be one of the major determining factors as to whether or not this specific fertility clinic is going to be economically viable.

As it relates to fertility clinic marketing plan, this needs to be developed in conjunction with an advertising agency or marketing firm. There are usually a number of statistics that fertility clinics publish to the general public, and as such these need to be properly developed to showcase this to potential people that are looking to start families. A presence on the Internet is imperative given that people are going to want to know the backgrounds of any physician rendering the services before they commit to becoming patients of the clinic. This website should be listed on long all major search engines. Additional information that should be featured on the web platform include preliminary pricing information, insurance is accepted, hours of operation, and how to get an appointment with the business. Beyond an online and print marketing campaign, it is important that a fertility clinic developed ongoing relationships with area gynecologists, general practitioners, and endocrinologists that will refer women that have fertility issues to the company. Additionally, many fertility clinics also maintain ongoing referral relationships with urologists given that male infertility issues can also cause issues.

A fertility clinic SWOT analysis is also needed when raising capital. This document showcases the strengths, weaknesses, opportunities, and threats that are commonly faced. As it relates to strengths, the barriers to entry for new fertility clinic are extremely high given the fact that it must be a physician that owns and operates his business. The gross margins generated from services range anywhere from 85% to 95% depending on the procedures being offered. For weaknesses, the liabilities associated with a fertility clinic practice are somewhat hot. As such, there are expenses relating to maintaining an expansive malpractice insurance policy. Also, the general operating expenses of these businesses is also very high given that a number of nurses and allied health professionals must be hired to work in conjunction with the physician. As it relates to opportunities, these businesses will frequently hire associate endocrinologists and gynecologists that can work with the owner in expanding the billings of the business. For threats, there’s really no major threat that would impact the way that a fertility clinic does business. As many of these businesses receive their fees directly from patients, they are far less susceptible to changes in public health care policy.

A fertility clinic can be an extremely lucrative type of healthcare business. The average income generated by someone who owns and operates one of these businesses ranges anywhere from $300,000 per year to $600,000 per year depending on their location and types of payment accepted. The demand for service is expected to grow even more over the next two decades.

Fertility Clinic Business Plan (text of the plan – sample images only)

The purchased plan’s figures are specific for a fertility clinic.

1.0 Executive Summary

The purpose of this business plan is to raise $150,000 for the development of a fertility clinic while showcasing the expected financials and operations over the next three years. The Fertility Clinic, Inc. (“the Company”) is a New York based corporation that will provide fertility clinic services and related medical care to customers in its targeted market. The Company was founded in by Dr. John Doe.

1.1 The Services

Dr. Doe will render in vitro fertilization and related procedures within the greater targeted community. These services include examination, blood work, fertility consultations, sperm storage, embryo storage and related services.

The Company will also recognize revenues from the sale of fertility medical appliances prescribed by Dr. Doe. Most revenues will be collected directly from patients as fertility is typically considered to be an elective medical procedure.

The third section of the business plan will further describe the services offered by the Fertility Clinic.

1.2 Financing

Dr. Doe is seeking to raise $150,000 from as a bank loan. The interest rate and loan agreement are to be further discussed during negotiation. This business plan assumes that the business will receive a 10 year loan with a 9% fixed interest rate. The financing will be used for the following:

• Development of the Company’s Fertility Clinic location.
• Financing for the first six months of operation.
• Capital to purchase medical equipment.

Dr. Doe will contribute $25,000 to the venture.

1.3 Mission Statement

Dr. Doe’s mission is to become the recognized leader in its targeted market for fertility services.

1.4 Management Team

The Company was founded by Dr. John Doe. Dr. Doe has more than 10 years of experience as a practicing physician. Through his expertise, he will be able to bring the operations of the business to profitability within its first year of operations.

1.5 Sales Forecasts

Dr. Doe expects a strong rate of growth at the start of operations. Below are the expected financials over the next three years.

1.6 Expansion Plan

The Founder expects that the business will aggressively expand during the first three years of operation. Dr. Doe intends to implement marketing campaigns that will effectively target individuals and families that need free medical care within the target market.

2.0 Company and Financing Summary

2.1 Registered Name and Corporate Structure

Fertility Clinic, Inc. The Company is registered as a corporation in the State of New York.

2.2 Required Funds

At this time, the Fertility Clinic requires $150,000 of debt funds. Below is a breakdown of how these funds will be used:

2.3 Investor Equity

Dr. Doe is not seeking an investment from a third party at this time.

2.4 Management Equity

John Doe owns 100% of the Fertility Clinic, Inc.

2.5 Exit Strategy

If the business is very successful, Dr. Doe may seek to sell the practice to a third party for a significant earnings multiple. Most likely, the Company will hire a qualified business broker to sell the business on behalf of the Fertility Clinic. Based on historical numbers, the business could fetch a sales premium of up to 2 to 3 times earnings.

3.0 Medical Services

The primary source of revenue for the business will be the fertility based medical services provided by Dr. Doe. The Company will offer many of the services that are common within this specialty including in vitro fertilizations, consultations, examinations, and related procedures.

In the future, Dr. Doe will seek to hire additional physicians that will expand the Fertility Clinic organically through increased patient flow. These associate physicians may eventually acquire the practice from Dr. Doe upon his retirement or relocation.

4.0 Strategic and Market Analysis

4.1 Economic Outlook

This section of the analysis will detail the economic climate, the medical industry, the customer profile, and the competition that the business will face as it progresses through its business operations.

Currently, the economic market condition in the United States is moderate. Unemployment rates have declined while asset prices have risen substantially. However, the Fertility Clinic operates with great economic stability as people will continue to want to have children despite deleterious changes in the general economy.

4.2 Industry Analysis

Within the United States there are approximately 200,000 medical practices (excluding mental health practices) that comprise of one or more doctors that act in a private practice capacity. Each year, these practices generate more than $190 billion dollars of revenue and employ more than 1.8 million people (including the doctors). The growth of this industry has remained in lockstep with the growth of the general population. Approximately 5% of these doctors retire each year. Approximately 16,000 doctors enter private practice each year.

4.3 Customer Profile

The Fertility Clinic average client will be a  middle class man or woman living in the Company’s target market. Common traits among clients will include:

• Annual household income exceeding $75,000 per year.
• Lives or works no more than 15 miles from the Company’s location.
• Will spend $5,000 to $25,000 on fertilization services.

4.4 Competition

This is one of the sections we discuss in the purchased document.

5.0 Marketing Plan

The Fertility Clinic intends to maintain an extensive marketing campaign that will ensure maximum visibility for the business in its targeted market. Below is an overview of the marketing strategies and objectives of the Fertility Clinic.

5.1 Marketing Strategies

Dr. Doe intends on using a number of marketing strategies that will allow the Fertility Clinic to easily target men, women, and families within the target market. These strategies include traditional print advertisements and ads placed on search engines on the Internet. Below is a description of how the business intends to market its services to the general public.

The Fertility Clinic will also use an internet based strategy. This is very important as many people seeking local services, such as doctors, now the Internet to conduct their preliminary searches. Dr. Doe will register the Fertility Clinic with online portals so that potential customers can easily reach the business. The Company will also develop its own online website.

The Company will maintain a sizable amount of print and traditional advertising methods within local markets to promote the medical services that the Company is selling.

6.0 Organizational Plan and Personnel Summary

7.0 Financial Plan

7.1 Underlying Assumptions

The Company has based its proforma financial statements on the following:

• The Fertility Clinic will have an annual revenue growth rate of 16% per year.
• The Owner will acquire $150,000 of debt funds to develop the business.
• The loan will have a 10 year term with a 9% interest rate.

7.2 Sensitivity Analysis

In the event of an economic downturn, the Company will not see a major decline in revenues. Medical services are in demand regardless of the general economic climate as they are an essential service for health.

7.3 Source of Funds

7.4 Profit and Loss Statement

7.5 Cash Flow Analysis

7.6 Balance Sheet

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Malone's Maternity

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Malone’s Maternity, a start-up company, is a boutique style retailer of maternity and child clothing and accessories. Malone’s Maternity will offer its customers a wide range of upscale products to choose from. The business has been formed as an Ohio corporation by Sandy Malone. By offering a nice selection of upper-end merchandise with benchmarked customer service, Malone’s Maternity will quickly gain market share.

The Market Malone’s Maternity has identified two distinct market segments to target. The first segment is the actual parents, those that are buying the products for themselves or for their spouses. This segment is growing at an impressive 9% annual rate and contains 135,457 potential customers. The second group are friends and other people buying gifts. This market segment has a 8% annual growth rate with 299,454 potential customers.

The Concept Imagine this. You walk into a new retail space and it is an upscale boutique, as if you were on Fifth Avenue or Beverly Hills Drive. But wait, the clothes are not for upscale models, but for expecting moms and their infants/kids. While this may seem a bit unusual, it is truly needed. Fashion conscious women have been looking for an upscale boutique where they can get good looking, chic clothing for themselves as well as fashionable clothes for the toddlers and a wide range of gifts and accessories. While there is one other store in the Cleveland Metropolitan area that sells clothes at a similar price point, the store itself does not communicate the feeling of an exclusive boutique. Malone’s Maternity will thrive by offering upscale products to upscale clients.

Management Malone’s Maternity will be led by its founder Sandy Malone. Sandy has an undergraduate degree in Sociology. Upon graduation Sandy went to work for Saks Fifth Avenue, an upscale retail chain. Within four years Sandy was one of the main buyers for the entire chain, a job that provided her with unique insight into the retail industry. Sandy spent several years in this position, collecting a wealth of knowledge and developing important skills. Then Sandy underwent the necessary practical experience for this venture, she had three children. Sandy became keenly aware of the lack of high end offerings available in the Cleveland area for expecting mothers and their small children. With this insight, industry experience, and important skill sets, Sandy will lead Malone’s Maternity to become the premier boutique in the area. Malone’s Maternity will achieve strong sales for years two and three while earning moderate net profit for those years.

1.1 Objectives

• To create a maternity clothes and accessory boutique.
• Quickly gain market share by addressing the upper-end price point of maternity and infant clothing.
• To become profitable within two years.

1.2 Mission

It is Malone’s Maternity’s mission to become the premier maternity boutique for the upscale expectant mother and her child. This will be accomplished by offering the newest fashions and the highest level of customer attention.

1.3 Keys to Success

• Offer the finest maternity clothing and accessories for the mothers and children.
• Pamper the customers.
• Develop a strict financial control regime for the business.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Malone’s Maternity was formed by Sandy Malone as an Ohio registered corporation.

2.1 Company Ownership

Sandy Malone is the primary shareholder in Malone’s Maternity.

2.2 Start-up Summary

Malone’s Maternity will incur the following start-up expenses:

• Point of purchase computer with back-end server.
• Additional computer for the office with an Internet connection and laser printer. Required software is Business Plan Pro, Microsoft Office, QuickBooks Pro.
• Three extension phone system.
• Copier and fax machine.
• Two office desk setups.
• Various shelving on the walls
• Build-out expenses including the shelving units, store fixtures, changing rooms, various chairs and couches, etc.

Malone’s Maternity is a new boutique that offers a wide range of fancy maternity clothes and accessories as well as baby clothing. The concept is to offer high-end products for both the mother and child in one store. This level of convenience is not offered by anyone else. While there is one other store that offers upscale maternity clothing, no one offers products for both mother and child in the same store. Some of Malone’s Maternity’s product offerings include:

• Maternity clothes.
• Baby clothes.
• New mother gift baskets.
• Gift registries.
• Fancy photo albums.
• New baby pamper kits (a nice assortment of oils, soaps, and other luxuries).
• Assorted fancy containers for diapers and wet wipes.

Market Analysis Summary how to do a market analysis for your business plan.">

Malone’s Maternity has identified two distinct attractive market segments. The first segment includes expecting and just delivered mothers. The second segment encompasses family, friends, coworkers, and others purchasing gifts. Malone’s Maternity operates within the large maternity industry, which offers a wide range of products for mothers and children. Malone’s Maternity will compete within the upper echelon of this market.

4.1 Market Segmentation

Malone’s Maternity has identified two particularly attractive market segments.

Parents – This segment is primarily the expecting mother, and also includes the father.

• Ages 24-34, median age 32.
• Household income above $80,000.
• Go out to eat 2.3 times a week.
• 89% have an undergraduate degree.
• 39% have a graduate degree.
• Spend $350 a month on clothing for themselves.

Family & Friends – This segment is buying gifts for the new parents and child. They are looking for something upscale, something that would be really enjoyed.

• Ages 32-57.
• Household income greater than $83,000.
• Go out to eat 2.1 times a week.
• 83% have an undergraduate degree.
• 23% have a graduate degree.

4.2 Target Market Segment Strategy

Malone’s Maternity has chosen parents, and family and friends, as the two most attractive segments to target. These segments are the most desirable because they have high levels of disposable income, and they spend it. The parents are used to having fashionable clothes and accessories and it is totally consistent with their purchasing patterns that this preference would remain unchanged once they get pregnant. Many expecting parents like to reward or pamper themselves with nice gifts when they’re pregnant.

4.3 Industry Analysis

The retail maternity and child industry is made up very specific retailers that generally do not have much crossover. This means that a retailer will concentrate on either maternity or children; it is rare for a retailer to offer products for both mother and child in the same store. While this is somewhat intuitive because it allows the retailer to remain focused on one thing, Malone’s Maternity believes that there are many lost opportunities in that case since maternity and children go hand in hand. Malone’s Maternity will capitalize on these missed opportunities and allow one-stop shopping for both mother and child.

Industry Trends

• There is a shift in the new millennium toward a younger mom, beginning at age 20.
• 82% of 20-24 year olds think motherhood is the most important job in the world compared with 72% of women age 24-34.
• Molded cup nursing bras are the fastest growing product. They tend to give mothers a fresh, young look while keeping them pretty and confident.
• There is an increase in active wear as a result of two factors:
• New research indicates it is beneficial for women to exercise during and after pregnancy.
• Women are becoming more athletic.
• Cotton/Lycra blend has become the fabric of choice for comfort.
• Cotton- for superior breathability.
• Lycra- its body sculpting properties offer youthful, natural looking support, forgiving fit and easy-care properties.

4.3.1 Competition and Buying Patterns

Malone’s Maternity faces competition from several sources.

• Mail order/Internet – Many retailers sell their products from remote locations that are accessible either by catalog or a Website. This provides the consumer with a wide selection. While this works for certain general items, it causes problems for clothing that must be tried on first. Especially for the expecting mother whose size is changing rapidly. Some mothers do not know what their size is due to fluctuation.
• Local retailers – There are six different retailers within a 20 mile radius of Malone’s Maternity. Five of them cater to the mid-price point. The sixth is a higher end store carrying some of the same merchandise for the mother Malone’s Maternity will carry. While this store has similar stock, the store itself does not feel like a boutique. They have high-end merchandise but the store experience does not translate into high-end boutique. The store is somewhat drab. All of the local competing stores sell only maternity items. They do not offer anything for children.

Strategy and Implementation Summary

Malone’s Maternity will leverage their competitive edge of product selection for both women and children to gain market share. Malone’s Maternity is the only store offering clothing and accessories for expectant and new mothers, as well as for infants and children. This will create unmatched convenience and lead to higher customer tickets.

The marketing strategy will be two-pronged in its attempt to increase the target customer’s awareness of Malone’s Maternity; a focused advertising campaign and the location of the retail space.

The sales strategy will be to offer the highest level of customer service. The ideal customer is accustomed to excellent service and Malone’s Maternity has the goal of impressing every customer with their benchmarked level of customer attention.

5.1 Competitive Edge

Malone’s Maternity’s competitive edge of product offerings for both mother and child offers two distinct advantages:

• Convenience – Having items for both mother and child makes a trip to Malone’s Maternity convenient. Gifts for both groups can be purchased at once.
• Higher tickets per customer – Because there are products for mothers and children, the ticket prices per customer will be higher as customers buy gifts for both as instead of only one. These customers typically buy gifts for both, but ordinarily have to travel to different stores to satisfy both needs.

5.2 Marketing Strategy

The marketing strategy has several approaches to develop awareness of this new boutique.

• Advertising – Ads will be placed in several different media, but primarily in the fashion section of Cleveland’s The Plain Dealer , the region’s largest newspaper. The Plain Dealer also has a child birth/care section each week and advertisements will be placed there as well.
• Location – Malone’s Maternity is located the store in an upscale mall that attracts a large amount of foot traffic. The additional money spent on rent will assist the marketing effort. By strategically locating the store in a posh, busy center Malone’s Maternity will increase awareness and traffic within the store.

5.3 Sales Strategy

The sales strategy will rely on customer service. All employees will receive training on customer attention. The overriding maxim is that all customers be given as much attention as they need, and, no customers should leave the store unsatisfied, even if they do not make a purchase. Employees will be taught how to handle any type of problem that may arise. All employees are empowered to remedy most problems. If something occurs that the employee is unable to fix, they will pass the issue on to the manager. The net effect of this approach is that customers are immediately greeted upon entering the store and in a subtle but helpful way their needs are met. Ensuring all customers are both satisfied and impressed with the service that they received, will ensure a steady increase in sales.

5.3.1 Sales Forecast

Malone’s Maternity has developed a sales forecast that is fairly conservative in its projections. This approach was chosen to increase the likelihood of achieving the sales goals. The following chart indicates that sales are expected to increase slowly. These forecasts will be monitored monthly to verify that the sales are rising as expected. The personnel needs, specifically for employees to help customers on the sales floor will be monitored to ensure that there are sufficient numbers of employees to serve the customers.

5.4 Milestones

Malone’s Maternity has identified four quantifiable milestones for the organization. By identifying four performance goals and setting the goals to be ambitious but obtainable, Malone’s Maternity will have developed a target for everyone to shoot for. The following table details the milestones.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

After three years in this position Sandy had the first of three children. What struck Sandy as being odd was how difficult is was to get nice maternity clothes and the fact that although the mother and child are intertwined, she was forced to go to two different stores when she wanted to get something for herself and for the upcoming child. This phenomenon was something that she was aware of throughout the pregnancy of all three children. While she saw a business opportunity after her first child, she was unable to act upon it since she was dedicating her time to raising the children. After the second child Sandy began taking several management courses thinking that once her children were older, she wanted to operate her own business, capitalizing on this market opportunity. By the time that the third child was two years old Sandy was seriously considering opening her own business. She recognized that it would occupy significant amount of her time initially, but that over time she would be able to build it into a thriving business.

6.1 Personnel Plan

Malone’s Maternity has identified the following people or positions that will be needed to smoothly operate the business:

• Sandy – As the owner, she will have a wide range of responsibilities including: purchasing, training and hiring, customer service, some accounting, and whatever else may come up.
• Sales staff – Malone’s Maternity will employ several sales staff to help assist customers.
• Manager – By year two Malone’s Maternity will hire a part-time manager to assist Sandy with operational responsibilities.
• Bookkeeper – This person will perform accounts payable and receivable functions.

Financial Plan investor-ready personnel plan .">

The following sections outline important financial information.

7.1 Important Assumptions

The following table details important Financial Assumptions.

7.2 Projected Cash Flow

The following chart and table show the Projected Cash Flow.

7.3 Break-even Analysis

The Break-even Analysis indicates what will be needed in monthly revenue to achieve the break-even point.

7.4 Projected Profit and Loss

The following table and charts illustrate the Projected Profit and Loss.

7.5 Projected Balance Sheet

The following table presents the Projected Balance Sheet.

7.6 Business Ratios

The following table indicates Business Ratios specific to Malone’s Maternity and to the industry. Their NAICS industry class is currently Woman’s clothing including, Maternity clothing 448120. Please note that the variance in gross margin between Malone’s Maternity and the industry as a whole can be explained by the fact that Malone’s Maternity is a high-end boutique that enjoys above industry margins.

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Mullica Hill hospital campus heads for big growth spurt

HARRISON TWP. — Construction could start as soon as this August on a third wing to the Inspira Mullica Hill hospital, as well as a separate “overbuild” or upper floor to expand the maternity care department

The proposed wing is a five-story tower with 150,000 square feet, while the overbuild floor is another 18,000 square feet. This is the most extensive change of the hospital since it opened in November 2019.

The township's Joint Land Use Board unanimously approved the proposal at a public hearing Thursday night.

More: Inspira opens Mullica Hill hospital to patients

More: Newly shipshape Glassboro VFW hosts congressman with news for borough

Hospital representatives said the construction is necessary because demand has greatly exceeded the growth projections that shaped the original planning. And demand appears likely to grow and evolve, said Michelle Marshall, an Inspira vice president.

“And it’s actually starting to create significant challenges for us,” Marshall said. “So, we’re seeing multiple days a month where our beds are at capacity.

"When our in-patient beds are at capacity, there’s a domino effect and it impacts our emergency rooms," Marshall continued. "It can lead to the emergency room needing to go on divert, which can create access issues for our patients. Something that we don’t want to see as a norm.”

Much medical care once provided in hospitals now is provided at satellite and other facilities, Marshall said.

But that has brought its own problems, she added.

Marshall said hospital patients now tend to need more care and to stay longer. An aging population contributes to demand for cancer, cardiac, and neurological care.

Other factors driving construction are the growth in Inspira’s graduate medical education program and in maternity cases.

Inspira will add 86 beds eventually, with 44 coming in a first phase. More intensive care unit beds and more medical-surgical beds are included.

On completion, she said, the three wings will have 296 beds available. Plus, one floor in the new tower will not be completely fitted out but kept available for when more beds might be needed.

Inspira architect Kent Doss said the original facility plans made allowance for these additions. “So, there’ll be minimal disruption associated with it,” he said.

The campus at 700 Mullica Hill Road was created with two lots. One lot was for the hospital itself and a 40-acre lot was set aside for future development.

Marshall said this project represents maximum use of the hospital lot. “So, if we have additional expansion, we would most likely would be looking at that ‘back 40’ and coming in with something for that,” she said.

Project attorney Niall O’Brien said the towers are limited to five stories under the redevelopment plan Harrison created for the area in which the hospital was built.

Joe Smith is a N.E. Philly native transplanted to South Jersey 36 years ago, keeping an eye now on government in South Jersey. He is a former editor and current senior staff writer for The Daily Journal in Vineland, Courier-Post in Cherry Hill, and the Burlington County Times.

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Green Party ditches plan to 'reduce' childbirth interventions, as it pledges 'game-changing' £50bn for healthcare

The Green Party confirmed on Sky News the controversial childbirth policy is being shelved until more expert advice emerges. It also today unveiled plans to pump £50bn into health and social care - funded by a "modest" tax on the "super wealthy".

Thursday 6 June 2024 14:52, UK

The Greens are shelving a pledge to reduce the number of medical interventions at childbirth, a senior party figure has told Sky News, as it unveils plans for a bumper health and social care package.

Concerns had been raised over the party's earlier pledge to reduce the number of medical interventions in childbirth.

The plan, which has since been deleted from its website, referenced the fact medical interventions in childbirth have escalated in recent years, "particularly the rate of caesarean sections which are expensive and, when not medically required, risky".

"We will work to reduce the number of interventions in childbirth and change the culture," it read.

Election latest: Tories took more cash from donor condemned by PM

Asked earlier on Sky News about the policy, deputy Green Party leader Zack Polanski said: "Pregnancy can be really traumatic for people, and this is a really sensitive subject.

"Ultimately, this will not be in our manifesto, which will be launching next Wednesday," he told Sky's Kay Burley.

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"It's not that we have changed our minds," he said when challenged, before adding advice would need to be issued by experts on the matter before the policy could be included.

'Game-changing social-care plan'

He was speaking to unveil the party's new "game-changing" £50bn plan for health and social care by 2030.

The package, which would be provided over the next five years, includes £30bn for the NHS to go towards increasing workers' salaries and providing better access to GPs and NHS dentists.

The remaining £20bn is earmarked for social care, which the party said would mend the "broken" system.

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Green Party co-leader Adrian Ramsay said earlier the policy would be funded by "asking the very richest in our society to pay a modest amount more in tax".

'NHS at breaking point'

He said: "Our NHS is at breaking point following 14 years of underfunding. Patients are stuck in hospital corridors, people can't see their GP or NHS dentist when they need to and staff are severely overstretched.

He added: "Our plans are credible, deliverable and fully funded."

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Mr Polanski told Ms Burley the tax would only apply to millionaires and billionaires: "Just a modest 1% on assets of over £10m of more, as well as bringing capital gains tax in line with income tax.

"At the moment, we're taxing unearned income less than we're taxing earned income, and that seems unfair. Taking all of these measures together raises about £40 to £60bn a year that we could put straight back into our National Health Service for real hope and real change."

Rival plans for healthcare

Labour has said it would help get the NHS "back on its feet" by delivering 40,000 extra appointments per week and upping evening and weekend clinics, bringing back the family doctor and improving local care.

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The Tories have pledged £1bn to increase the number of GP appointments , building 100 new GP surgeries and modernising a further 150.

The Liberal Democrats have committed £2.7bn to help "end the hospital crisis" by offering free personal care to free up beds and by helping the elderly to "stay in their own homes longer".

The Green Party has just one MP, Caroline Lucas in Brighton Pavilion, who is stepping down this year.

In this election the Greens are targeting Bristol Central, North Herefordshire and Waveney Valley - as well as Brighton Pavilion

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Elektrostal, visit elektrostal, check elektrostal hotel availability, popular places to visit.

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Switzerland's Upper House Rejects 5 Billion Swiss Franc Aid Plan for Ukraine

Switzerland's Upper House Rejects 5 Billion Swiss Franc Aid Plan for Ukraine

FILE PHOTO: A Swiss flag is pictured in front of the Burgenstock Resort where the Summit on Peace in Ukraine will take place June 15 and 16, in Lucerne, Switzerland, May 28, 2024. REUTERS/Denis Balibouse/File Photo

ZURICH (Reuters) - Switzerland's upper house of parliament on Monday rejected a 5 billion Swiss franc ($5.58 billion) aid contribution for Ukraine contained in a broader financial package on the grounds that the plan breached borrowing restrictions in the neutral country.

With 28 against and 15 in favor, lawmakers voted down the 15 billion franc package, which also included 10.1 billion francs in additional funding for the country's armed forces.

The plan's defeat had been widely anticipated in recent weeks, with legislators from the right particularly opposed to it.

Lawmakers argued the package was in violation of a so-called "debt brake" provision in Switzerland, and rejected it two weeks before the Swiss government is due to host a high-level summit aimed at helping to bring peace to Ukraine.

The package, which a separate parliamentary committee had backed in April, was conceived as an extraordinary contribution towards the security of Switzerland and "peace in Europe" because of the war being waged by Russia against Ukraine.

Switzerland has been under pressure from Western allies to do more to help Ukraine even as right-wing nationalist lawmakers press for the country to remain strictly neutral.

The aid for Ukraine was intended to support the reconstruction and repair of everyday infrastructure in the country.

($1 = 0.8967 Swiss francs)

(Reporting by Dave Graham; Editing by Paul Simao)

Copyright 2024 Thomson Reuters .

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