nevada medical center business plan

Getting Your Healthcare Small Business Started

Starting a small business in the healthcare industry can be both rewarding and challenging. Here are some tips to help you navigate the process:

1. Understand the Industry Regulations

As you know, healthcare is a heavily regulated industry, and compliance is crucial. Make sure you understand the local, state, and federal regulations that apply to your specific type of healthcare business. This might include licensing requirements, health and safety standards, and data protection laws (like HIPAA in the U.S.). Consulting with a legal expert who specializes in healthcare law can be a valuable investment.

2. Develop a Clear Business Plan

A well-thought-out business plan is essential for any successful business. For healthcare, your plan should detail:

• The services you will offer
• Your target market
• Staffing needs and qualifications
• Financial projections including startup costs, ongoing expenses, and revenue streams
• Marketing strategies Ensure your plan also addresses how you’ll handle challenges unique to healthcare, such as patient privacy concerns and high equipment costs.

For more information on business planning, visit our Business Plans Made Simple guide .

3. Secure Financing

Healthcare businesses often require significant upfront investment for equipment, facilities, and technology. Explore different funding options such as small business loans, investment,  grants, or partnerships with other medical professionals. Presenting a strong business plan can increase your chances of securing the necessary funding.

4. Choose the Right Location

Location can significantly impact the success of a healthcare business. Consider accessibility for patients, proximity to other medical services, and local competition. If your business requires patient visits, look for locations that are easy to reach, have adequate parking, and are welcoming and comfortable.

5. Invest in Quality Equipment and Technology

In healthcare, quality equipment and technology can improve patient outcomes and operational efficiency. Research the best options for your specific services and consider investing in advanced technology that can keep you be competitive and compliant with industry standards.

6. Build a Qualified Team

Your staff will play a crucial role in the success of your business. Hire qualified professionals who are not only skilled but also share your commitment to patient care. Regular training and development opportunities can keep your team updated on the latest in healthcare practices and technologies.

7. Focus on Patient Experience

A positive patient experience can set your business apart from competitors. This includes everything from the initial contact and ease of scheduling appointments to the quality of care and follow-up. Implement systems to gather patient feedback and use this information to continually improve your services.

For more ideas to elevate your patient experience, visit our blog post Enhancing Care Through Experience.

8. Market Your Services Effectively

Marketing is vital to attract and retain patients. Develop a marketing strategy that might include an informative website, social media presence, participation in local health fairs, and partnerships with other local businesses. Personalized communication and patient education are also effective marketing tools in healthcare.

9. Prepare for the Unexpected

In healthcare, you must be prepared for emergencies and unexpected situations, such as public health crises. Have contingency plans in place, including emergency funding reserves, backup suppliers, and disaster recovery procedures. Making sure you have the right insurance coverages is a great place to start.

10. Stay Informed and Flexible

The healthcare industry is constantly evolving. Stay informed about the latest trends, technologies, and best practices. Be prepared to adapt your business model to meet changing regulations, patient needs, and technological advancements.

Starting a healthcare business requires careful planning and adherence to many regulations, but with the right approach, it can be a fulfilling way to make a significant impact in your community.

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Nevada’s health care industry faring well; health care consumers,  not so much 

By: camalot todd - december 22, 2023 6:00 am.

Sunrise Hospital and Medical Center, owned by the largest for-profit health system in the US, Hospital Corporation of America, charges among some of nation's sharpest mark-ups versus the actual cost of care, according to a recent report on health industry profitability. (Photo: Bryan Steffy/Getty Images)

Nearly two-thirds of Nevadans experienced health care affordability burdens in 2022, forgoing health insurance, struggling to pay medical bills, and delaying medical visits for dental care, addiction treatment, and mental health care. 

The health care industry was doing well in 2022 though, according to a recent analysis by the United States of Care, a non-partisan non-profit dedicated to improving access to quality health care, released at the end of November.  

Health care premiums in Nevada grew at a significantly higher rate than the cost of covered insurance claims, contributing to record-breaking health insurance company profits . The Nevada Department of Insurance (DOI) does not oversee provider and hospital rates, but does oversee the rates for small group and individual insurance plans in Nevada. 

And Nevada hospitals saw patient revenues outpace operating expenses, according to an analysis by the United States of Care, a non-partisan non-profit dedicated to improving access to quality health care released in November.

“The findings are stark. You see on one hand people who really struggling with affordability in really profound ways and on the other hand, you have a health care industry that is profiting and doing financially very well,” Liz Hagan, director of policy solutions at United States of Care, said in an interview.

Nevada’s insurance companies and hospitals both saw profit margins upwards of 15%, according to the report. 

The state’s largest private health insurance companies, UnitedHealth Group, Centene, and Anthem Blue Cross Blue Shield, are some of the most profitable Fortune 500 companies. UnitedHealth Group earned $28.4 billion in national profits in 2022, a 19% increase from 2021, according to the report.

In addition to revenues from the individual insurance market, the three companies cover 900,000 Nevadans who pay for Medicare Advantage plans, with sales each estimated to be worth $2 billion each. They also cover a bulk of the 46% of Nevadans with employer coverage. 

Representatives from U nitedHealth Group, Centene, and Anthem Blue Cross Blue Shield did not respond to requests for comment.

Compared to most of the rest of the nation, Nevada’s hospital industry is substantially more privatized.  At 55.3%, the state ranks 13th for the highest percentage of for-profit hospitals, according to 2021 data, which is the most recent cited in the analysis by the United States of Care.

The analysis cites this as one of the reasons for higher health care costs in the state, noting that despite the COVID-19 pandemic disrupting hospital operations, hospital recovered financially with the help of federal relief funding and that the for-profit hospital’s patient revenues in the state have outpaced the amount they spend on operating.

Sunrise Hospital and Medical Center, owned by the largest for-profit health system in the US, Hospital Corporation of America, charges patients the second highest prices versus the actual cost of care of any hospital in the nation, at an average bill mark-up rate of  12.9.

Representatives from Sunrise Hospital and Medical Center did not respond to requests for comment.

These profit margins don’t translate into better care — Nevada ranks 41st on overall health system performance, and last on prevention and treatment, according to the report. Nor do the poor rankings translate into stagnant prices —in 2023, Nevada consumers faced a 9% increase in health insurance premiums, according to the report. 

The impact of rising health care costs permeates other facets of life — higher hospital bills and health premiums have also been used to justify the increase in car insurance premiums and intensify health care debt, causing people to cut back on other household spending, deplete savings, skip payment of other bills, or delay attending college, buying a home or change their living situation, according to KFF, a non-profit foundation that does research, journalism, and communications programs on health care.

There have been some state-level efforts to curb the affordability crisis in Nevada health care including reducing prescription drug prices and developing a healthcare growth benchmark through the Patient Protection Commission. 

State lawmakers have laid the groundwork to create a public option health insurance program designed to offer coverage at lower costs. However, while filing for a federal waiver necessary to implement the public option, the administration of Gov. Joe Lombardo prioritized the federal funding for a reinsurance program for insurance companies.

Our stories may be republished online or in print under Creative Commons license CC BY-NC-ND 4.0. We ask that you edit only for style or to shorten, provide proper attribution and link to our website. AP and Getty images may not be republished. Please see our republishing guidelines for use of any other photos and graphics.

Camalot Todd

Camalot Todd is a former staff writer at Nevada Current.

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How to Write a Business Plan for an Outpatient Medical Practice

Noah Parsons

16 min. read

Updated February 7, 2024

Free Download:  Sample Medical Practice Business Plan Template

So you’re thinking about starting your own outpatient medical practice.

You probably have many good reasons to open a private practice. Private practices can be lucrative, although it requires you to spend time building relationships with patients while also attending to all business processes that are part of running your practice .

Maybe you want more autonomy over your practice and your workflow. Or maybe you hope to expand your services to underserved areas or specific populations based on your expertise.

If you’re thinking about starting an outpatient medical practice, one of the first things you should do is write a business plan. Even if you’re able to self-fund your practice and don’t need outside investment, your business plan is a great tool for thinking through all the different aspects of building a profitable and sustainable practice.

You should go into this thinking about your business plan as a living document, not something you do once and then file away forever. Use it as a tool, especially around your financials. Revisit and update it regularly by comparing your forecasts to your actuals and adjusting as necessary.

To help you get started, you can download our free business plan template . If you’ve never written a business plan before, Bplans also offers a library of sample medical business plans that you can review or even download to use as a model.

• Executive summary

The first section that will appear in your business plan is the executive summary . But before you dive right in, it’s the section of your plan that you should actually write last. It’s a summary and an overview of your outpatient medical practice and your plans, so it will be easy to put together after you’ve written the rest of your plan.  

Executive summaries are short—keep it to one to two pages. Keep in mind that if you’re using your plan to get funding, investors and banks tend to read your executive summary to get a sense of whether to read on and consider your request. Do not neglect it; just write it last.

Your executive summary will include the following sections:

• Who you are: Your business name, location, and contact information.  
• What you offer and the problem your business solves: What does your practice offer and why is it needed? This is your value proposition .
• Target market: Who is your ideal patient? Do they self-pay or use insurance? Be specific.
• Competition: Who else is offering similar services?
• Team: Who is on your management team?
• Financial summary: Explain your business model, startup costs, revenues, and liabilities to the company. Mention your funding needs.
• Milestones and traction: How have you validated that there’s a need for your practice in your location?

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Now that you’re familiar with what’s included in your executive summary, tuck that information away, and get to work on the rest of your plan.

Think of the next few sections of your plan as the overarching description of your practice’s business opportunity. You’ll cover the problem you’ve identified and the solution that your practice offers. Then you’ll think through your ideal customer , your competition , and your opportunities for growth . This section area should describe the services you provide and how they benefit your patients.

• Problem and solution

First, describe the problem that you’ve identified and how your practice solves that problem. Here’s a brief example:

The problem : There is a lack of affordable pediatric and gynecological care available in coastal areas of Lane County, Oregon. Many patients have to travel miles to the closest practice.  

The solution : Dr. Gardner plans to open Ocean Lane Outpatient Care to serve smaller Oregon coastal communities scattered outside of major towns with major hospitals. Due to her focus on pediatric and gynecological care, Dr. Gardner’s particular services are especially valuable in this location due to the lack of available service providers in the area. Dr. Gardner’s practice will accept private insurance and Medicaid, as well as a sliding scale for patients in a certain income bracket.   

The services section identifies what kind of medical practice you are opening. Restate who your practice serves and what kind of services you specialize in. Talk about how your practice approaches treatment and what goals you have in addition to providing quality care. Here’s an example from a sample business plan for a medical practice.

Include a breakdown of all services furnished by the clinic, being as granular as possible. For example:

Gynecology:

• Annual women’s wellness exam

Pediatrics:

• Immunizations
• Youth eating disorder treatment
• Target market

Next, talk about your ideal patients. If you’re in the earliest stages, you’ll want to do some research that verifies your hypotheses.

For example, Dr. Gardner would have needed to verify her assumption that people in coastal towns in Oregon are in need of pediatric and gynecological services—a need that isn’t currently satisfied by available resources.

A formal market analysis can help verify that there’s a need for your particular practice in your intended location.  

Your target market section should include:

• TAM, SAM, and SOM: Total Available Market (TAM), Segment of the Available Market (SAM), Share of the Market (SOM). Here, you are looking at the difference between targeting everyone: TAM (all people who need medical care—so all humans in your area), versus your ideal clients: SAM (maybe this is those with certain insurance or ability to self-pay), versus the number of new patients you think you can realistically reach: SOM, especially within your first few years. The idea is that not everyone will be an ideal patient. It matters because you can waste a lot of money with marketing outreach to everyone, instead of targeting a specific population that is more likely to be looking for your services.
• Buyer persona : Imagine there’s one specific patient who represents your ideal patient. Be specific. Maybe she’s 34 years old, has private insurance, is relatively healthy, but needs more regular medical care and advice.  
• Competition and competition matrix : List competitors and analyze what makes them competitive. For instance, your competitors might be large hospitals because of the wide range of services they offer. You might also be competing with local chiropractors or other alternative medicine practices that already have a foothold in local communities.
• Future products and services : Name the products/services you will offer as your practice grows and earns more money and as your patients develop new needs. Maybe you will want to open a second location when you gain enough patients. Or maybe you will want to extend your practice’s hours of operation.

Ideal patient profile

Your ideal patient profile identifies the type of patient whom you hope to attract and retain. To clarify, this does not mean you only serve your ideal patient type. Rather, focusing your outreach efforts on attracting your ideal patient will allow you to grow your practice more effectively than targeting a large number of patients who may or may not be in the market for your practice’s specialty.

When developing your ideal patient profile, consider:

• Who you enjoy working with
• Who needs the services you provide
• Who can and will pay your pricing (or have an insurance plan that you want to accept)

For instance, because Dr. Gardner specializes in preventive and curative care, a patient seeking palliative treatment for terminal cancer is not the ideal patient. This patient would not receive the best care for their needs from Dr. Gardner’s services.

Acquiring a new patient is six to seven times more expensive than retaining a current patient. In order to support and retain current patients, develop a strategy to proactively meet their needs and set benchmarks to measure the success of your strategy.

• Execution: How your practice will respond to the opportunity

First, your business plan laid out the opportunity at hand. Now, the rest of your plan will focus on how to take advantage of that opportunity. Now is the time to lay out what you’ll do to attract patients and set up a viable business model with healthy financials.

Components of this section include:

• Your marketing and sales plan
• Strategic partnerships or alliances
• Your operations plan
• Your team and company information
• Financial plan
• Milestones and metrics that you’ll need to hit to be viable
• Your key assumptions and risks
• Your funding ask and exit strategy, if applicable
• Marketing and sales plan

The marketing and sales component of your plan should include how you plan to reach the patients in your target market, how you’ll bill for your services, and what you need to do to bring in the right number and type of patients.

• Positioning : Describe how you will present your company to your customers with your positioning statement . Think about answering these questions: What are you offering your patients that they can’t get elsewhere? Why should they pick you instead of another practice? Where do you see yourself in the competitive landscape? Use this model to help:

“For [target market description] who [target market need], [how our business offering meets the need]. Unlike [key competition], it [most distinguishing feature].”

For [coastal community members] who [require gynecological care], Ocean Lane Outpatient Care [provides both pediatric and women’s health services]. Unlike [other area medical practices], Ocean Lane Outpatient Care is [conveniently located near the communities it serves and can fill the gap between pure pediatric care and full-blown adult care for young women].

• Pricing and billing : Medical pricing is complex, especially if you plan to work with insurance companies. Practice Builders says that “a 10 percent increase in pricing can result in a much better return than a 10 percent reduction in costs—or even a 10 percent increase in patient volume.”

Make sure you price your services at what they are worth and explain your pricing to your patients. Consider the demographics your practice serves when you choose your pricing. Research other practices in the area and learn more   about how you can choose the best prices for your patients and your practice.Also, consider how you will get patients to keep coming back to your practice. Sometimes you can increase sales by upselling and cross-selling , or offering complementary services.

If you accept insurance, the contracts you set up with insurance companies for reimbursement will probably dictate your pricing, so this is a good place to talk about your negotiation strategy as well.

• Update your website and social media frequently and ensure your website is mobile-friendly and share-friendly with credible links added.
• Make sure all communications with and about patients are HIPAA-compliant . Download a HIPAA Compliance Guide to ensure you are following regulations.
• Maintain a positive online reputation for your practice as a key management technique. You can do this by claiming your profile on any third-party sites that list it. Encourage your patients to review you online, too.
• Strategic alliances : List any people or organizations with whom you are working. You will most likely need to partner with a regional lab for medical testing. Opening an on-site lab can be costly for a smaller practice. You will most likely need to partner with a nearby hospital as part of a referral system or to share select services and equipment.

The operations section of your business plan covers how your business works, from the logistics to the technology.

• Technology: Describe how your technology works, but do not go into too much detail. Investors can ask for more information if they want to. Will you rent or buy equipment ? The technology you need ranges from simple items like thermometers to more complex items like centrifuges.
• Billing and information storage: Provide a brief overview of how you will manage information technology and patient records to promote safety, efficiency, and compliance with HIPPA  regulations and industry standards. Explain your usage of Electronic Medical Record (EMR) software in this section.
• Payment types you accept: Consider payment types such as private pay, private insurance, Medicaid/Medicare, etc. What kind of referrals can you offer to the uninsured or those who cannot afford your services?
• Milestones and metrics

In this part of your plan, you set measurable, achievable milestones, such as the number of new patients added per month in the first year of operations. Milestones can be about any aspect of your medical practice as long as they emphasize growth. For metrics , decide which numbers to check regularly to track your company’s health. This area should also include information about traction (past successes) and risks:

• Traction: Look back at major milestones you have achieved. Hopefully, they demonstrate that your business model works and that you are filling a need for your market. If you’re looking to attract private funders, this section is important since it shows your initial success .
• Key assumptions and risks : Acknowledge the assumptions you are basing your business on. Set out to prove them right if you can. Also, discuss risks so that investors know you have considered what could go wrong and that you have a plan for dealing with challenges. Malpractice suits and changing healthcare regulations are risks specific to the healthcare field. Malpractice insurance is a must for addressing the former. Changing healthcare regulations can affect the volume of patients who are able to afford your services.

Your team can be more important than your product or service. Describe your team here, even if it is just you and a receptionist who answers the phone in your office building.

• Management team and qualifications: Address who works for you, what do they do, and how much you pay them. Compile the details of their relevant experience and education.
• Hiring plans : Outline who, if anyone, you need to hire to fill skills gaps in your management team and how much you plan to pay them.
• Company overview

The company overview tells about who you and your staff are and appeals to potential investors. Keep it short—it should be the shortest chapter of your business plan but is still very important.

It needs to include these elements:

• Mission statement : Your mission statement articulates your goals for what your company does for its customers, employees, and owners. It will read something like this: “Our mission is to provide X (services) for Y (customers) by Z (methods).” For instance, Ocean Lane Outpatient Care is dedicated to providing quality care for all the inhabitants of coastal Lane County by providing affordable and versatile services.”
• Intellectual property : List any patents you have or have pending, and mention any core technology you are licensing from another company.
• Legal structure and ownership : Explain your business structure and who owns how much of it. More on considerations for physicians and legal structure here.
• Business location : Describe the company’s location and any facilities it owns.
• Company history if it’s an existing company

Having a solid financial plan is critical, whether you’re seeking funding or not.  A typical financial plan includes projections by month for the first year and annual projection for the next three to five.

Include these key elements:

• Profit and loss statement : this explains how your business made a profit or incurred a loss in a given amount of time (typically three months) by listing all revenue and expenses, then documenting the total amount of net profit or loss.
• Cash flow statement: documentation of how much cash the business brought in, how much it paid out, and the amount of its ending cash balance (on a monthly basis).
• Balance sheet : snapshots how your company is performing at a given moment by including how much money you have in the bank, how much your customers owe you, and how much you owe your vendors.
• Sales forecast : projections of what you think you will sell in a given timeframe (one to three years).
• Business ratios : Comparisons of your company’s financials with numbers from the industry profile.
• Keep it brief. For example, Dr. Gardner will employ administrative aides and nurses.
• Use of funds : Needed if you’re seeking investment or a loan. This section explains how you will use investors’ money.
• Exit strategy : You only need this if you’re seeking outside investment. An exit strategy is a method by which entrepreneurs and investors, especially those that have invested large sums of money, transfer ownership of their business to a third party to recoup money invested in the business. Common exit strategies include being acquired by another company, the sale of equity, or a management or employee buyout.

When writing your financial plan, make sure to consider startup costs . For a medical practice, average startup costs can include initial fees, malpractice insurance, cost of renting or leasing office space, and the cost of any legal or tax advisors.

Consider submitting your plan to at least five to 10 banks if you need help financing your startup costs. Many banks have divisions designated to providing loans to new dental and medical practices , so submit your plan to that division if you can. Startup costs can be high in the medical field, so make sure not to underestimate them.

Finally, your appendix is the holder for any supporting information such as charts, images, graphs, and more. If you need to include large sets of data or pages of information, put it here. That way, it is available but does not distract from the plan’s most important pieces.

For instance, you can expand on your personnel plan with charts of each employee’s annual insurance costs. You can also include versions of your profit and loss statements and other financials that extend further into the future.

Don’t forget to go back to your executive summary! Remember to keep it brief and write it based on what you have written already.

When you’re ready to write your business plan, there are an array of resources available to you. Download our free business startup checklist to think about the next steps. Also, check out our free business plan template . Reviewing sample business plans in the medical field can help you get a better sense of the process and information you’ll provide. Downloading this plan for a family medicine clinic will probably be most helpful if you’re setting up a primary care practice.

Remember that this plan is a living document. Schedule a regular business plan review meeting. You should review your trajectory and compare your financial projections to your actuals frequently to keep your practice on track.

Noah is the COO at Palo Alto Software, makers of the online business plan app LivePlan. He started his career at Yahoo! and then helped start the user review site Epinions.com. From there he started a software distribution business in the UK before coming to Palo Alto Software to run the marketing and product teams.

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Best Life Insurance for Older Adults

Prudential life insurance.

Prudential Life Insurance is available in all states except New York. New York residents can buy the Pruco Life of New Jersey VUL Protector plan. This plan allows buyers to pull money out of their plan to pay for nursing home expenses. Cash value policy premiums are fixed, so you won't have to worry about extra costs later on. Internal costs are low, which minimizes risk. Due to age, many older adults want a safe investment option for their money. Prudential VUL Protector invests to avoid loss. That also means you're not as likely to see big increases in your available funds outside of what you deposit.

Read our Prudential Life Insurance review .

Best Life Insurance for Long-Term Care

Columbus life.

Columbus Life offers a wide range of riders to customize your policy with affordable premiums. The company also allows you to convert term policies to whole life insurance policies until the end of your term (generally around age 70). For this and many other reasons, customer satisfaction is high.

When using living health benefits (otherwise known as accelerated death benefits), buyers are allowed to pull money from policies early to pay for medical bills, living costs, etc. under certain circumstances. Most companies use a discounted death benefit, which reduces your final payout using two models. Columbus uses the lien method, which makes it easier to calculate the financial impact of pulling money out early.

Best Life Insurance for High Returns on Income

Allianz life.

Allianz Life plans are geared towards high-income adults looking for more tax-free income. Allianz offers a 40% multiplier bonus with a 1% annual assets charge. In short, the professionals managing your investments take 10%. Overall, your investments would pull in an extra 14%-1% asset charge. This means you end up with 3% more than what you deposit every year your life policy is active. This plan offers strong returns when using a life policy to supplement your retirement savings. Allianz also offers specialized plans to grow your income by as much as 20% according to some estimates.

Of note: Allianz also offers plans for foreign nationals, including those with H-1B visas.

Best Life Insurance for Agent Support

New york life insurance.

New York Life Insurance agents go through extensive training before they ever hit the sales floor. What does this get you? Policies vary widely, and New York Life offers both large and small payouts. Some policies have significant penalties for early withdrawal, but taking a loan offers more options. Whatever your questions, New York Life agents are trained to offer comprehensive support giving you accurate information about its policies every time. The company comes in at position eight in J.D. Power's latest life insurance customer satisfaction study.

Read our New York Life Insurance review here.

Best Life Insurance for Term Life

North american company.

North American Company offers term policies alongside accelerated death benefits for critical, chronic, and terminal illnesses and more. The company allows one conversion on a 20-year policy at 15 years or 70 years old (whichever is earlier). The conversion cannot happen later than the five-year marker regardless of which policy you choose or the length. North American Company also offers a term policy with a lower premium renewable up to the age of 95 for qualifying insureds.

Types of Life Insurance

While there's many different types of life insurance policies , broadly speaking, there are two types of life insurance: temporary and permanent. Let's go over each in detail.

Temporary life insurance

Temporary life insurance is often called term life insurance. This type of policy covers you for a set amount of time before expiring, usually between 10-30 years. If you pass away after your policy expires, your family won't receive any benefits. Additionally, your policy won't accrue cash value like a permanent policy. That said, some term life insurance policies offer a conversion from term to whole life insurance, so you can extend your coverage. 

Because its benefits aren't guaranteed, term life policies are generally cheaper than permanent life insurance. That said, the vast majority of term life insurance policies never pay out. on

Permanent life insurance

Permanent life insurance is an umbrella term for a variety of life insurance policies that will insure you indefinitely and guarantee a payout as long as you maintain your policy. Policy types that fall under permanent life insurance includes:

• Whole life insurance
• Universal life insurance
• Variable life insurance
• Variable universal life insurance
• Simplified life insurance
• Guaranteed issue life insurance

These policies vary widely in purpose and intended buyers, but all guarantee death benefits to your loved ones. Some permanent life insurance policies, like whole, universal, and variable have a cash value component , which you can use as a savings tool or to leave your heirs a larger death benefit.

How to Pick the Best Life Insurance Policy for You

Finding the right fit in life insurance starts with finding a trusted insurance agent. Because there are so many state regulations, shopping for homeowners or auto insurance can be easily done online. Life insurance is not required. So it's a voluntary purchase. Many buyers don't know what they need or when they need it. Before making your selection, consider a few things:

Some companies will sell you a policy for your child as soon as they're born. While this may seem morbid, early sign-up means lower rates for a policy your child could enjoy in the future. Regardless, early sign-up equates to more policy for lower premiums and a higher likelihood of acceptance. At 20, you may be healthier and be able to pay into the policy for a longer period compared to when you're 50 with more age-related conditions.

As a general rule, never agree to more than you can afford. For the average life insurance agent, their job is to sell you a large policy with a large commission. Consider not only how much you make now, but how likely your current income is to continue. If you work on a project basis and your project is scheduled to end in 12 months, you may want to reconsider a policy premium outside your monthly savings.

How much are you prepared to buy? Some people only want a small policy to cover funerals and other end-of-life expenses. Others build a life policy into their retirement plan. Whatever direction you're going, involving a financial planner could help you make the right decisions. Depending on the carrier, customers can also compare set limits with index universal life policies, which set no limit. These policies never expire, and the value builds over the entirety of your life.

Living Benefits

Life happens unexpectedly. You could be healthy one day and in the hospital the next. Many life policies offer living benefits. These allow you to draw a limited amount out of your policy to cover medical and other bills you cannot pay while sick.

Much like a 401(k), many life insurance policies have penalties for early withdrawal. No matter what policy you want, this question is critical to an informed decision. It's a question of how early you can withdraw and how much you'll lose from the total to have the money in 10 years instead of 30 or after death.

Some policies require insured parties to pay premiums for at least one year before any significant payout would be available. Suicide exclusions are common. Even with no medical exam policies, the company may still do a check for known conditions. An insurance company has to mitigate its risk.

Flexibility

Once you've been denied a life insurance policy, a mark goes on your record. No matter the reasons, other insurance companies may deny you coverage based on the first denial. So consider your whole situation and choose your policy carefully before you submit any applications. Some policies have greater flexibility if you lose your job or otherwise can't make payments. Others will lapse if you miss even one payment.

Payment Type

Even within whole life or term life insurance policies, customers have the option to choose guaranteed fixed or variable rates. Some have guaranteed payouts, but you'll need to ask your agent for details.

What is your intended use? Why are you shopping for a life insurance policy in the first place, and what are your goals? Many successful financial planners also have a background in life insurance. So while they may not be able to find you a specific life insurance policy, financial planners can help you set out a blueprint for your purchase.

Why You Should Trust Us: How We Reviewed the Best Life Insurance Companies

In life insurance, it's easy to get "sold a bill of goods." Many life insurance agents pass a state test to be thrown into the deep end. Agents sell the company product, but not all know the products. In this vein, we look at the products each company offers. We also look at agent training.

A good life insurance agent may not volunteer all facts upfront. But a company's agents should answer questions about its products accurately and in a way the average consumer can digest. Agents should be able to inform you about the long-term benefits and limitations. This will help customers find the right policy for their long-term plan.

We consider affordability, policy sizes available, and performance for a comprehensive assessment in our life insurance rating methodology . If you can, we recommend also working with a financial advisor to make a plan for your future with life insurance.

Our Expert Panel for The Best Life Insurance Companies

To inform our choices for the best life insurance companies, we spoke with the following experts:

• Paul LaPiana , head of product at MassMutual
• Barbara Pietrangelo , CFP, CLU, and chair of the nonprofit Life Happens
• Wykeeta Peel , Corporate Vice President and Market Manager, African American Market Unit at New York Life

The Experts' Advice on Choosing The Best Life Insurance for You

How much life insurance coverage do you believe the average buyer should have.

Paul LaPiana, Head of Product at MassMutual

"There are different approaches to determining how much life insurance you need. One is the 'human life' approach, which estimates the current value of your future earning potential. Another is securing specific coverage to pay off debts such as a mortgage or provide for the education of children. A comprehensive protection plan should provide the right amount of coverage over the course of your working life and into retirement."

Barbara A. Pietrangelo, Chair of Life Happens

"There is no one-size-fits-all life insurance policy because everyone is different. One way to get a rough estimate is to multiply your income by 10 to 15; another is adding $100,00 to that amount, should you have a child and anticipate college education expenses.

Your best bet is to talk to a financial professional or use the Life Insurance Needs Calculator on LifeHappens.org to analyze what's right for you."

Wykeeta Peel, Corporate Vice President & Market Manager African American Market Unit at New York Life

"As you consider what policy best meets your needs, it can help to answer four key questions: First, how much death benefit do you need? Second, how long will you need that coverage? Third, what is your budget (or how much monthly premium can you afford to pay?), and finally, what is your investment risk tolerance?

To determine how much death benefit makes sense, it's helpful to think beyond using life insurance to cover funeral expenses and consider whether anyone is relying on the policy owner's income to maintain a lifestyle, pay rent or a mortgage, or fund a child's education and for how long.

There are various rules of thumb regarding the right amount of Life insurance coverage. Some tips can be found online, but they only provide an estimate and don't necessarily factor in an individual's specific needs. In my opinion, human guidance, powered by technology, is required. Basically, it comes down to how much money your loved ones would need to remain on firm financial ground if your earnings were no longer in the picture and that is different for everyone."

What is the biggest opportunity you see for improvement in the life insurance industry?

"Increased accessibility through digital and other channels as well as through underwriting enhancements. Increased tailoring of products and features. And an increased emphasis on health and wellness programs."

"Having enough qualified insurance professionals to walk potential buyers through the multiple benefits of life insurance will be pivotal to the growth of the industry. Education is a key factor here, as professional agents also need to be able to explain life insurance and its benefits in an easy, digestible way, especially when there are so many misconceptions about life insurance."

"The need for life insurance is greater than ever. In fact, a recent New York Life Wealth Watch survey found that 37% of adults have been thinking about life insurance more often these days – and half of adults report that financial products that provide protection (50%) and reliability (50%) are more important now compared to last year. This may be especially true for middle-market and Cultural Market families.

Our organizational structure of having Cultural Market agents embedded in the communities where we live and work allows us to understand the needs of diverse communities and develop solutions that resonate with them."

What advice would you give to buyers who are debating whether or not to buy life insurance?

"It is difficult to say with any certainty how healthy you will be years from now. That's why securing life insurance, and insuring your insurability, today, when you are the youngest you'll ever be again, and perhaps your healthiest is a wise decision."

"Do you love someone? If the answer is yes, then life insurance is certainly something you should consider. Many buy gifts and experiences to express their love, but haven't considered that life insurance is just another way to say I love you. Nothing says support like ensuring your family's financial security and peace of mind."

"If you have someone depending on your income, you should consider purchasing life insurance. A death benefit from a life insurance policy can replace income from the loss of a breadwinner, ensure a family can stay in their home, fund educational or retirement expenses, address debt and so much more.

A life insurance policy can also help you grow your family's wealth over time. Once the risk of an unexpected loss has been managed, you can begin to think more broadly about your family's financial future. Life insurance can enable your mindset to shift from death to growth."

What's the most important thing buyers should look for when choosing a life insurance agent/company to buy from?

"With life insurance, you are securing a future commitment that may be decades away. Research the company behind the policy to ensure it has high financial strength ratings, longevity, and an excellent track record of paying claims."

"When looking for an insurance agent or company, be sure to do your research. When comparing companies, be sure to remember that the policy features that fit you and your loved ones best is the most important factor. Don't automatically assume you should buy from the higher-rated company.

If the policy from the other company has more of what you're looking for, it might be the better choice. If you're unsure where to start, try the Life Happens Agent Locator to find an insurance professional in your area."

• "The insurers' track record: At its core, life insurance is protection - a hedge against the unexpected - and you are paying premiums in exchange for the promise that the insurer will be there when you need them, so the financial strength and track record of the company backing your policy is critical.
• Customer service: Are service professionals available by phone and digital channels? Is there is an online dashboard where you can manage your policy? Beyond ensuring assistance is available after you purchase a policy, it's also critical to ensure you have access to trusted advice and guidance before you buy.
• Flexibility in conversion: How easy is it to change? Life can be unpredictable and while term insurance can cover your loved ones through a critical period of time, you may decide that access to cash value is an important piece of your strategy.
• Accelerated online applications : Online applications are convenient but don't replace human guidance. Keep in mind that accelerated online applications may have a maximum coverage amount, meaning that you may not be able to get all the coverage you may need exclusively through an online process.
• A range of payment options: It's important to understand how often you're required to make premium payments and whether and how often you can change the frequency of payments."

Best Life Insurance FAQs

According to JD Power's 2023 life insurance study, State Farm is the highest-rated life insurance company when it comes to overall customer satisfaction. However, you still may want to shop around for quotes from various insurers if you're looking to purchase a new policy.

There isn't one best life insurance company, because the best option for you will depend on the type of policy you're looking for. It's best to work with a qualified insurance agent to help you find the best coverage. If you're deciding between multiple similar options, it's also worth consulting J.D. Power's life insurance customer satisfaction study . The latest study ranks State Farm as the top pick for individual life insurance, outpacing Nationwide by three points.

The best type of life insurance policy for you will differ from someone else's, as your policy should be tailored to your needs. The best policy for you will be affordable and will offer the benefits best suited to your situation. For example, some policies are only meant to cover end-of-life expenses such as burial and funeral arrangements, whereas others include living benefits like a cash value insurance plan , which you can borrow against during your lifetime.

Some life insurance policies are advertised as "no medical exam." This doesn't mean the insurer won't ask you about known conditions or look at medical records. Policies with no medical exam also tend to offer lower benefits with higher premiums. Most companies have a network of medical examiners, some of whom can come to your home. You can find our guide on the best no exam life insurance here.

Each situation is different and requires a knowledgeable life insurance agent to assess your best options. Bring all your questions and the coverage you're looking for to an insurance agent near you to explore your options.

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Opening a Medical Center?

How to write a medical center business plan (fast), step by step (actionable) case study.

Writing a Medical Center business plan is no easy task – especially because of the amount of details involved.

You need to consider location, equipment, employment of specialist staff, as well as setting the goals for operating and growing the center and considering finances and information technology.

It’s a lot to think about!

This is why we’ve put together a Medical Center Business Plan – to give you ideas, tips and inspiration that will help you with your business plan.

Ready? Let’s do this.

#1 Executive Summary for a Medical Center Business Plan

The Executive Summary section of your business plan outlines what your business does. It summarizes the company’s key points and introduces the rest of your business plan’s content.

As this is a huge project, the main aim of this plan is to convince either your bank or an investor to invest in your business by providing start-up capital.

It’s vital that you provide a solid case for your business idea – which is why your executive summary is so important!

For the purpose of this medical center business plan, we’ve included the following:

Current Position

Mission statement, investment offer, exit strategy.

• Health Profile & the fact that it is a growing problem

Check it out and feel free to lift anything you want.

Executive Summary

The purpose of this proposal is to lay out our plans for the Africa Medical Center and to attract investment for the development and implementation of the facility. This document is open to review and amendments as the project plans develop.

Thanks to the advances in medicine, and the evolving healthcare system in Africa, more and more people are recovering from life threatening illnesses and injuries than ever before.

However, aftercare services for rehabilitating and recovering patients are severely lacking and this gap in the country’s healthcare system needs to be addressed quickly. At present, patients have to arrange their own aftercare treatment, often flying long distances, at great cost, to other countries.

It is our plan to open the very first rehabilitation Center of its kind in Africa. We want to offer local, high-quality day care and outpatient services to those in the immediate region and beyond.

We are looking to raise $3m in capital investment to cover land procurements and development costs.

The Africa Medical Center will offer client-focused rehabilitative care in Africa, with a view to expanding across the country in the future. Our facility will offer 40 beds and various treatment and procedure rooms, and will be subject to further expansion in the future.

Our services will include, but will not be limited to:

• Rehabilitation therapies (physiotherapy, hydrotherapy…)
• Cancer care
• Elective surgery
• Elderly care
• Speech and language therapy

We plan to operate on a referral system, receiving patients from hospitals in the region and beyond, insurance companies, clinics, private bookings and through consultants working within the hospital. Patients can also book into the hospital themselves.

Revenue will be generated directly through patient care services and through consultant charges and fees, and this is explained further in the document.

Our eight-year plan is to develop a fully established and equipped hospital offering A&E and an intensive care unit and wards.

The Executive Summary outlines what your business does, summarizes your key points, and prepares investors for the rest of your #businessplan. It’s vital you provide a solid case for your business idea, which is why your #executive #summary is so important! Tweet

We are currently in the research stages of the project, and looking into various locations including Area 1 and Area 2 as potential development sites. Research is also being carried out on the procurement of equipment and supplies. We have a number of investors interested in financing the project and we will also be approaching the African Government and international funding organizations for financial assistance through grants and incentives. Licenses to operate will also be required and this is another area we are in the process of researching.

The mission of the Medical Clinic will be to provide high quality health services and facilities within the community and to promote wellness to relieve suffering, and to restore health as swiftly and completely as possible.

Doctor Henry’s background is in physiotherapy and he has worked with the NHS for several years. It was on a recent trip back to Africa that he realized there are no dedicated rehabilitation facilities available in the country.

As mentioned previously, patients have to travel elsewhere to receive the treatment and aftercare  they require. This presents further risks to their health due to the extensive journeys and relatively cramped conditions.

It is therefore our vision to build and develop a world class medical facility offering outstanding care whilst also excelling in research, development and medical innovation. Proactive teams from multiple disciplines will ensure we can offer the widest range of services and treatment plans to our patients.

The rehabilitation center will ultimately serve the local community and beyond to improve people’s lives, increase positivity in each patient and enhance their wellbeing and lifestyle.

To get the project up and running, we will be looking for an investment of $3m USD. The land will cost approximately $400K with building costs estimated to cost approximately $1m USD. In addition to private investment, we are also in the process of approaching the African Government for grants and exemptions. More information is provided further in this document.

It is our goal to become the leading rehabilitation center in the region, offering the highest standards in care and leading the way in medical research.

The opportunities for private investment are substantial, but we must act fast. A growing number of multinationals are recognizing the opportunities to open facilities in the country and so it is essential that we get the ball rolling as quickly as possible. In doing so, we can establish the hospital as the leading medical facility of its kind and secure the best returns for our investors.

We will offer investors the option to exit with shares. More information will be provided once we have a clearer idea on exit strategy options.

Africa Health Profile

Africa, like most developing countries is witnessing rapid emergence of chronic diseases. This is partly due to the rapid urbanization and the change in lifestyle with shift to more sedentary lifestyle and change of diet to more refined food products. This has seen a rise of obesity, diabetes mellitus and hypertension with attendant increase in cardiovascular diseases including stroke. The World Health Organization reported a stroke prevalence of 3042/100,000 admissions.

Rehabilitative Care in Short Supply

Rehabilitative care for conditions such as cancer, stroke, recovery following elective surgery, recovery following injuries and other therapies is in very short supply and patients currently have to travel long distances to receive the care they need, often at a huge cost to their pocket and their health due to the travel involved.

According to the “African Journal of Disability”, the long queues in public facilities offering physiotherapy services show that the demand is high for these services. As a result, patients who require daily physiotherapy sessions often have to make do with one monthly session severely hampering their progress and recovery. Some people are being sent away and told that they need to come back another day.

Equipment Costs A Barrier

The cost of equipment is also quite expensive for most, and this has put off many individuals from setting up their own practices. Manufacturers have also reported they have large stocks of equipment sitting in warehouses because individual consultants cannot afford their purchase or upkeep.

Africa’s Current Health Care Provisions

Opting in to the National Insurance Fund is mandatory for all salaried employees, with contributions based on a graduated scale on income and automatically deducted through payroll. It is using mobile money to expand access to workers in the informal sector through creating a more convenient way to pay monthly premiums. It is our vision to become the primary partner for patient referrals once they have been discharged from hospital and require aftercare, day center care or further treatment for their condition.

A Growing Problem

An estimated one billion people worldwide experience some form of disability and are in need of health and rehabilitation. There is a severe shortage of rehabilitation personnel and services in Africa, and the graph below illustrates just how serious the situation is right now. Lower income countries like Africa, have a density of less than 0.5 personnel to every 10,000 people, and there is a huge gap to be filled with rehabilitative care.

As patients often need to arrange air travel to India, South Africa or other countries to arrange their care, or if they receive care in Africa, appointments are in short supply and so care may not be administered effectively, we aim to address the shortage by offering rehabilitation and recovery services that will help to fill these gaps and offer patients local care when it is needed the most.

According to the World Health Organization (WHO) stroke is the third most common cause of death in Africa, and this rate is on the rise, especially among young adults.

Rise In Severe Health Conditions And Rehabilitative Care Requirements

The occurrence of stroke and other diseases dramatically affects the lifestyles of the individuals involved and more than 50% of those affected need assistance with at least one activity of daily living. This may include washing clothes, housework or travelling on public transport. We will have a number of programs in place that offer one-to-one treatments depending on the severity and nature of the disease or illness. Our Stroke Recovery Program, for example, will help stroke victims to get back to the lives and activities they enjoyed before and to re-enable them to perform the skills essential to independence, wellbeing and making a living.

Heart disease is another disease that is on the rise. Over 200,000 patients in Africa are diagnosed with heart disease each year. Only three facilities in the whole of Africa have the capacity to offer heart surgeries, and many patients do not receive a high enough standard of rehabilitative care following surgery due to lack of facilities or trained staff. This can severely disrupt their recovery.

Cancer ranks third as a cause of death in Africa, after cardiovascular diseases and infectious diseases. It is responsible for 7% of total national mortality each year. There are very few cancer specialists in the country, and most specialists tend to be concentrated in and around Cape Town. Treatment is not the only issue where cancer is involved. The impact of cancer extends beyond the physical impact of the diseases, and even once in remission, patients can feel weak, traumatized and find it difficult to return back to normal life.

Road Traffic Injuries Causing Heavy Burden on Hospitals

Road traffic injuries create a huge burden on hospital services, and account for between 45% and 60% of all surgical ward admissions in Africa. A recent survey carried out by Macharia WM. shows that 51.9% of road traffic accident casualties stay in hospital for over a month, often receiving weeks of rehabilitative care.

Bridging the Gap In Africa’s Healthcare System

Offering a wide range of inpatient and outpatient services will help to seal the gaps in the local area, and ensure a much improved rate of rehabilitation and recovery. Patients coming to the Africa Medical Center will have a range of specialists needs that they cannot fulfil elsewhere. We will meet those needs.

Africa Medical Center will offer treatments and rehabilitation for a wide spectrum of conditions and injuries. Our main objective is to provide rehabilitative treatments that enable our patients to resume living in an independent and self-determined way, and to improve their quality of life. These treatments will help them with their reintegration into work, family and society.

Aim: Patients will receive the highest standards in care at all times.

We must maintain a high standard of care at all times, and to ensure our services are made available to those who need them at the time that they will offer the most benefit. Through careful and regular reviews of our services, adopting regular training and development programs for our staff and collecting and analyzing feedback and patient data, we can provide consistent levels of care throughout our facility.

• The hospital will provide high quality care for all patients
• The hospital will deliver consistently safe care
• We will offer the services that patients are unable to receive elsewhere
• We will deliver effective care at all times
• We will deliver our services 7 days a week

Aim: People will be proud to work for us.

It is our aim to become one of the leading rehabilitative facilities in the region, but we can only do this if we attract the right staff. Motivation, personal development and the wellbeing of our employees will be at the heart of everything we do. We want to attract the best medical talent in the region, and stand out as a leading edge, well-equipped and productive facility offering the best services to patients, and the best personnel remuneration and incentives for our staff.

We will achieve this aim by adopting the following:

• We will work hard to ensure our workforce is motivated and engaged
• We will recruit, retain and develop a workforce with the right people, the right skills and with qualifications from professional bodies
• We will proactively ensure the morale and wellbeing of our employees

Aim: Good performance will be at the heart of all we do.

Performance on paper is one thing, but the true evidence of good performance is in the wellbeing and recovery of our patients. It is our plan to expand the facility when the time is right, and patient needs and gaps in good quality care will help us to determine this time, and how best to move forward with this expansion. The land we will procure will provide enough space for ample expansion.

We also need to ensure we invest in the best equipment possible for our patients, and with this in mind, we will work hard to build good relationships with equipment suppliers in order to secure competitive prices and discounts where we can.

• We will constantly assess our performance in all aspects of our service delivery to ensure we achieve our operational, quality and financial targets
• We will invest in the innovative and high quality equipment to ensure the best outcomes for our patients
• We will optimize the use of our land and estate, expanding our services when the time is right
• We will work with suppliers to ensure the most cost effective goods and services
• We will work closely with teams and stakeholders to ensure mutually beneficial partnerships and business proposals.

#2 Medical Center Business Plan Company Profile Section

The Company Profile is also known as the Company Description. If it’s well written, your potential investors will find it easy to understand your business model, your mission and goals, and how it’s going to meet the needs of your target market.

In this example of a medical center business plan, we’ve included the following:

• Hospital and facilities
• Proposed location
• Target Market

The Business Model

Of course, generating revenue is of utmost importance to the running and future of the hospital and we are proposing a model that reflects how most private practices are run elsewhere in the world. We will essentially have three revenue streams to start with.

Our facilities are going to be significantly more advanced and equipped than any other clinic in the region and will therefore be a more attractive prospect for patients and consultants alike.

We will generate revenue in the following ways:

Room Charges

Private room with private bathroom: $220 per night (inclusive of nursing care, food and facilities)

Bay room bed with shared bathroom: $150 per night (inclusive of nursing care, food and facilities)

Consultant Annual Subscription Fee

Every clinician and consultant working at the hospital will be charged a set fee that gives them exclusive rights to book facilities and rooms within the hospital. We will charge this on an annual basis. The suggested amount is $1,000 although this is open to discussion. This is a sure source of income and will be of huge benefit to our cash flow from the moment the hospital is opened.

Consultant Fees

We will charge each consultant an hourly rate for booking rooms and facilities. The hospital will also receive a percentage of the fee charged for any inpatient procedures or treatments. The suggested rate is 20%. Consultants can also choose to have their own support staff or to use resident hospital staff.

At full capacity, the hospital will generate $8,000 per night from room bookings alone. A physiotherapist would typically charge $70 for a 30 minute session, although we will need to compare this figure with local rates to ensure we are competitive. Costs for procedures will usually be dictated by each consultant and we will work closely with them to ensure we have a clear pricing schedule in place.

The Hospital

We are currently in the process of researching suitable land for the hospital and we are in talks with local real estate agents to discuss our needs.

The hospital will initially accommodate 40 beds for overnight stays distributed as follows:

• 20 private rooms including private bathroom
• 20 beds distributed across 5 bays with one bathroom per bay

Treatment areas will consist of the following:

• Hydrotherapy pool with overhead harness to benefit the patient and promote physical wellbeing. This use of water will relievediscomfort and is a specific form of physiotherapy treatment conducted in a heated pool. Aquatic Physiotherapy treatment (individually or in groups) incorporates individual assessment, diagnosis and the use of clinical reasoning skills to formulate a treatment program appropriate to each patient’s needs. By combining hands-on pool based physiotherapy treatment techniques and specifically designed exercises supervised by physiotherapists with specific training in Aquatic Physiotherapy, hydrotherapy helps regain or enhance physical well being in a warm relaxing environment.
• 2 gyms in patient rehab – one featuring gym equipment for therapy sessions and a second studio room that can be equipped as needed or used as an aerobic
• Outpatient and Inpatient department for Physiotherapy

We plan to offer a wide range of services to our patients that will help to prolong and enhance the lives of those in pain, in need of aftercare therapies or who have other needs that require specialist assistance or treatment. Our services are flexible, diverse and will be continually developed so that they meet the needs of our patients and provide the highest standards of care. Services will be provided 7 days a week.

Our day center will offer the following treatments and services:

• Care and assistance for the terminally ill such as cancer
• Care for patients with diseases such as Parkinson’s disease or Alzheimer’s
• Care for the
• Care for patients with special needs such as a mental or physical

We want to create a pleasant and peaceful environment where patients and their families can feel relaxed and confident that they are receiving the best healthcare possible. Community is important to us and we feel our hospital will become the local hub for patients to visit, get well, share their stories and experiences and benefit from a very positive experience.

The inpatient rehabilitation unit will occupy approximately 5,000 meters of space and will accommodate 40 beds, 20 private rooms and 5 bays. Private rooms will feature 1 bed and en-suite bathroom, and each bay will accommodate one bathroom per bay. The total land space we are looking to secure is around 8 to 10 acres to allow for future expansion.

We will also offer outpatient rehabilitation and follow- up appointments, elective day surgeries such as keyhole surgery or joint replacements, and elderly and cancer care.

In addition to the building and development of the site, we will also be looking to procure the following equipment:

• Motomed – 2 machines
• Parallel bars
• Moveable overhead harness
• Standing hoist
• Sliding sheets

Proposed Location

We are currently looking into selecting one of two possible locations for the rehabilitation center – Location 1 and Location 2. Both locations offer adequate land space and a number of amenities that would benefit the hospital once built. Both locations also offer adequate land space for expansion when the time comes.

Location 1 – Situated approximately 55 miles from Nairobi, on the outskirts of the Valley, the town has a population of about 4,800. Due to its proximity to Nairobi and its convenient position on the main highway, Location 1 is starting to attract the attention of new businesses and investors. The town is currently served by one government-run healthcare facility, ABC Health Center.

Location 2 – Another location we are considering is Location 2. Situated a mere 27 miles from Nairobi, the town is the administrative and commercial center for the city, and houses the government offices and main ministries. The town has witnessed major growth in recent years with a major road infrastructure and many real estate developments being completed in the area. Healthcare in the county is accommodated by over 300 health facilities.

Inpatient & Outpatient Services

Our team will provide an integrated therapy service for patients staying at the hospital, and offer treatments and therapies that put the patient on a personalized pathway to wellness. Whether they are referred from hospital following elective surgery, or require rehabilitation following a stroke or accident, we will tailor our treatments and therapies to suit the patient’s individual requirements.

The Therapies On Offer

The Africa Medical Center will employ the full spectrum of different therapeutic methods, and use every means possible within the areas of motor rehabilitation and cognitive therapy to ensure  our  patients  are  able  to return to an independent way of life as quickly as possible.

During cognitive, sensorimotor and social training treatments, our therapists from cross-disciplines will work closely together to achieve the best results. We will also get the patient’s family on board, and involve them in the therapy process.

The hospital will be a hive of activity each day, offering at least three activities in our gyms. These may range from low level aerobics up to more high impact classes that are designed to challenge our more able patients.

Our physiotherapy and outpatient unit will offer the following services:

Outpatient physiotherapy.

• Education and advice on manual handling and posture
• Educating carers on better patient enabling and care
• Hydrotherapy treatments
• Active lifestyle changes that improve health

Therapists will be supported by our Therapy Assistants who will assist patients with enjoyable and rewarding activities such as knitting, playing cards and other activities they enjoy.

We will offer the following therapies to inpatients and outpatients:

Hydrotherapy.

• Occupational therapy

Hydrotherapy involves the use of water to treat a variety of conditions including rheumatic conditions and arthritis. Using our specially adapted pool, we will provide a range of hydrotherapy services designed to help to build strength and range of movement. Each session will feature specially adapted exercises tailored to the needs of the individual.

Our physiotherapy department will treat a wide range of musculo-skeletal conditions such as joint pain, back pain, neck pain and other injuries resulting from trauma.

We will also offer post-operative physiotherapy care.

Our trained physiotherapists will have access to a number of treatment options and areas, and our services will include:

• Prescriptive exercises tailored to the individual’s needs
• Group exercise sessions
• Manipulation or mobilization of soft tissue and joints
• Acupuncture
• Advice on posture, pacing and lifestyle change if necessary
• Advice on return to work and normal life

Occupational Therapy

Our occupational therapy services will help our patients with health problems that prevent them from doing the things that matter to them. Our trained and experienced occupational therapists will work closely with patients to identify the difficulties they are facing, such as getting dressed, shopping and carrying out everyday activities. We will work out practical solutions, identify goals and use a variety of techniques to help our patients to lead as independent and enjoyable a life as possible.

Speech & Language Therapy

Our speech and language therapy services will provide life-changing support and treatment to adults and children who have difficulty with communicating, and also drinking, eating and swallowing. Our trained speech and language therapists will work closely with patients, parents and carers to deliver tailored treatment aligned to the patient’s individual problems.

Nutritional therapy offers personalized treatments adapted to the unique needs of each patient. These treatments will depend on a number of factors influenced by diet, lifestyle and environment. Our nutritional therapists will work with individuals to prevent and alleviate ailments by making recommendations regarding diet and nutrition.

Patient Referrals For Treatment

One question investors will have is how patients arrive at the hospital. It is our aim to be the referral Center of choice for hospitals in the immediate region and beyond. We will also be approaching insurance companies, private therapists and other avenues of referral to market our services. Patients can also come to us on a self-referral basis. Consultants affiliated with the hospital and booking out our facilities will also help to attract clients.

We have based our staffing proposal and costs based on the services we provide and the average cost of each consultant or specialist.

Our initial staffing plan will be as follows:

• 5 Physiotherapists at $700 USD each per month.
• 3 Occupational Therapists at $700 USD each per month.
• Speech and Language Therapists at $850 USD per month.
• 10 Nurses at $600 USD each per month.
• 6 Nursing Assistants at $250 USD each per month.
• 5 Therapy Assistants at $300 USD each per month.
• 2 Administrative and Accounting staff at $300 USD each per month.

We will require all staff to be fully experienced and to have a BSc degree in their field of expertise. Our inpatient therapists will be employed on a fulltime basis. The nursing to patient ratio will be 1 nurse to every 6 patients and nurses will be supported by nursing assistants also employed on a fulltime basis. We want to offer a flexible and accessible service that is available 7 days a week. For this reason, we will ensure that we have a therapist from each therapy discipline working in the Center every day. We will also welcome volunteers on an individual or group basis.

In terms of remuneration packages, we will introduce a banding system of grading seniority. For example,  a newly qualified nurse may join the hospital on pay grade 5, but will have the opportunity to progress to pay grade 9. Personal development and a motivated hospital team is important to us and we will be ensuring that staff members receive ongoing training and development as part of their role with us.

Our Target Market

Whilst most of our patients will be referred to us from their main hospital, patients will also self refer. We would be looking to attract patients to our full package treatments as these will generate the most income for the hospital and our investors.

Most expats prefer to use private healthcare facilities in Nairobi even though the costs may be significantly higher than treatment in a public facility. They know that they will receive a better quality of service and access to more experienced doctors.

Our hospital will be a very attractive proposition for patients who would otherwise have to pay for and arrange long haul flights to receive the treatment they need. We give them another option and a chance to receive their treatments and therapies close to their homes and families and to experience a more positive outcome.

The Patient Journey

The patient journey to and through our hospital will vary from patient to patient. Many will be referred directly from their main hospital or Doctor, whilst others will be referred by their insurance company. Some will book directly through our website or over the phone and the Consultants working with us will also bring their own clients. We will also make our facility available where possible to handle overflow from other clinics.

Initial assessment will determine the treatment path each patient will take whether they require elective surgery or aftercare services and therapies following treatment elsewhere. Each patient will receive individualized care especially tailored to ensure their health, wellbeing and recovery are our top priority.

SWOT Analysis

We have a clear view of our clinical services, strategic and performance objectives. We will and strive to be different than other existing services that exist and have developed the following SWOT analysis to illustrate this.

• Medical Clinic will be the first of its kind.
• Local identity, pride and commitment to the hospital.
• We will establish excellent ratings compared to those of our competitors.
• Proactive team offering multiple disciplines and expertise.
• We have few like-for-like competitors in our field of expertise.
• Constant training for our teams in new medical pathways.
• We will quickly become the first choice for rehabilitative care and elective surgeries in the region.
• Our staff will be proud to work for our hospital and their motivation and morale will further boost the wellbeing and recovery of our patients.
• Our estate footprint allows for further development.
• We will be close to the city and developed roads.
• Being the first of our kind, we are likely to suffer from teething problems at the start.
• This is a large undertaking and we will require full investment to be in place before we can begin development.
• Recruitment may be an issue at first, but we plan to initiate a large scale recruitment drive to attract consultants and other staff to our leading edge facility.

Opportunities

• The medical sector in Kenya is constantly growing, with more and more overseas companies opening clinics in the region. We plan to work closely with these clinics to attract referrals following elective surgeries and other procedures or ailments that require rehabilitative care.
• We plan to initiate many collaborative arrangements with companies and organizations across Nairobi and beyond. These organizations include other healthcare clinics and institutions in the local region, insurance companies, doctor’s surgeries and hospitals.
• We will tap into the latest technology to ensure a streamlined booking and admissions system and to ensure staff are able to collaborate well and share information easily.
• Our 8 year plan and our footprint give us the scope to expand our services in the future, plugging more gaps in the market and ensuring we can keep up with any competitors in the region that may spring up.
• Others are starting to see the same opportunities for rehabilitative care and therefore the time frame to start the project is limited. We must get the funding we need now to secure the land and begin development.

#SWOT #analysis is using your strengths to overcome weakness & using your opportunities to overcome threats! Tweet

#3 Medical Center Business Plan Marketing Strategy Section

The marketing strategy section of your business plan describes who your customers are going to be and how you plan to communicate to them the services or goods you are offering.

If your potential customers are not made aware of your business, you are not going to stay in business for very long!

Defining a marketing strategy in your business plan highlights your understanding and knowledge and emphasizes what makes your business concept compelling. It also outlines how you plan to attract and maintain a customer/client base.

Ask yourself:

• How are you planning to advertise to your market?
• What is your competitive edge?
• What is your development plan
• What are your funding options?

Let’s look at the following example.

We will be setting up a project website in the next few weeks where hospital plans, our vision and the latest development news will be published. As part  of our marketing strategy, we will be running a full advertising campaign targeting billboards, magazines and health and wellness websites – anywhere where our prospective patients may visit or publications they may read.

We will also be approaching local hospitals and insurance companies (Xplico Insurance, Jubilee Insurance etc.) to make them aware of the Center and the services we will be providing.

Competitors

We are in a very exciting and unique position in that there are currently no rehabilitation Centers of the type we propose in Africa. There are many rehab Centers offering support for drug and alcohol use, but not for rehabilitation due to injury, illness or post-op aftercare requirements.

Hospitals charge $250 USD for a private room. This includes a bed, nursing care and food. Bay rooms cost

$150 USD per night. Each consultant charges between

$50/100 USD depending on their skillset and the therapy being given.

Our charges will be lower without any compromise to the patient in quality of care or service. We will charge $220 USD for a private room which includes all services except consultant costs. A bay room will cost the patient $150 USD and this includes all services except consultant costs.

Development Plan

Once we secure the necessary investment to start development, we can begin right away.

Procuring the land – the first stage is to locate and procure the land required for the development. We are currently looking at land in Location 1 and Location 2, situated around 20 minutes from Nairobi.

Obtaining operating licenses – we will need to obtain a number of licenses that allow us to operate a medical facility in Africa. We are currently looking into the costs of these licenses and how much they will cost to renew on an annual basis.

Development begins – once the land has been procured, we will go ahead with development. Plans will be made available very shortly on our website.

Marketing – we will approach relevant organizations and local hospitals to inform them of our new facility and to negotiate referral procedures and any fees involved. We will also use our  website  to  market our services and take payment for any treatments or treatment packages.

Procuring equipment – we are currently in the process of researching equipment suppliers and drawing up costs.

Recruiting staff – using a medical recruitment portal and local advertising, we will start to build our team.

Funding Options

One of the biggest obstacles to starting a business in Africa is funding. Making connections in business can be a challenge, but we have a number of options we can consider. Given the unique position we are in and the demand for this service, we expect to secure funding very quickly. In addition to private investment from equity investors, we are in the process of researching other funding streams to help us get up and running.

Ensuring that you have a COMPLETE #financial #plan within your business plan will DOUBLE your chances of #investment and future growth of your business. Tweet

#4 Medical Center Business Plan Financial Section

Ensuring that you have a COMPLETE financial plan within your business plan will DOUBLE your chances of investment as well as the future growth of your business.

A lot of small businesses don’t have a financial plan and it’s essential to your long-term success and business growth.

We’ve listed here the key elements you need to have in a successful financial section:

• Initial Start Up Expenses – Especially if this is a start-up idea, it’s essential that you have a description of what you need for investment purposes.
• Sales Forecast – It’s essential to have an estimate of your monthly sales revenue as well as annual. This helps you understand your business and plan out any marketing and growth strategies.
• Direct cost of sales – Measures the amount of cash the company will have to spend to produce the goods or services sold by the company. The direct cost of sales only includes the expenses directly associated to production.
• Profit and Loss Forecast – This is a statement summarizing the revenues, costs and expenses incurred during a specific period.
• Balance Sheet – This is the financial position of the company and states its assets, liabilities and owners’ equity at a particular point in time. It illustrates the business’s net worth.
• Loan Repayment – This shows the lender or potential investor the act of paying back any monies.

So… Are you ready to look at some figures?

Financial Projections

Salary module.

Cashflow For 3 Years

Startup Costs

Income Statement for 3 Years

Balance Sheet for 3 Years

• Ecommerce Business Plan sample
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Additional Resources:

• 40 Common Business Plan Mistakes to Avoid when Writing your Plan
• What is a Business plan and why do you need one?
• How to Write a Business Proposal in 5 Easy Steps
• 10 FREE Business Name Generator Tools to find your perfect business name

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Nevada Business Magazine

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Healthcare heroes 2020.

September 1, 2020 By Nevada Business Magazine

Corporate Sponsor

Southwest Medical , part of OptumCare , was founded in Las Vegas in 1972 and is Nevada’s largest multispecialty medical group. For nearly 50 years, it has provided experienced, compassionate, innovative and high-quality care to patients throughout southern Nevada.

A healthcare provider that has been around that long knows that a community’s quality of life is directly related to the health of its members. That’s why Southwest Medical works not just to improve the healthcare system in Nevada, but to give back to the community whenever possible. They have an organization-wide response to ongoing social issues, not simply with corporate giving each year (including the American Cancer Society , the American Lung Association , the American Red Cross , Candlelighters Childhood Cancer Foundation of Nevada , the Las Vegas Metro Police Department Foundation and many more), but with the support of all of their employees, from executive leadership to frontline personnel.  

They accomplish much of this service through their 12 Employee Community Councils (“ECCs”) that are made up of every Southwest Medical employee. These ECCs identify charities and then support them regionally or organization wide. These volunteer efforts typically reach over 15,000 hours of service each year.  

The executive leadership of Southwest Medical also offers their support as board members and chairpersons for charities, committees and organizations across the region, including:

• Nevada COVID-19 Response, Relief & Recovery Task Force (Member; Dr. Robert McBeath, President, Optum Nevada)
• Nevada Gaming Control Board (Past Chairman; Dr. Tony Alamo)
• Down Syndrome Organization of Southern Nevada (Board Member; Dr. John Rhodes) S
• Project 150 (Founding Board Member; Dr. Robert McBeath)
• Tyler Robinson Foundation, founded by Imagine Dragons (Board Member; Toni Corbin, Executive Vice President Operations)
• Nevada Academy of Family Physicians (Board Member; Dr. Neil Gokal)

Southwest Medical also strongly supports a vibrant healthcare education system, by Nevada and for Nevada. They work in tandem with area university medical programs and are a major contributor to the UNLV School of Medicine . In 2016, they announced a $3 million grant and partnership between UNLV School of Medicine and United Health Foundation to advance healthcare innovation and access to care in Southern Nevada, especially for Medicaid patients and the medically underserved.

Of course, they have also reached out to the community during the COVID-19 pandemic, working diligently to inform people on how to protect themselves, their families and their friends, as well was ways to cope with the stress. And, during this unprecedented public health crisis, access to healthy meals has become a challenge for many. Earlier this year Southwest Medical worked with their counterparts at OptumCare and Health Plan of Nevada to reallocate their office campus cafeteria staff to provide over 10,000 meals each week for thousands of homeless people. The City of Las Vegas and Clark County partnered to transport and distribute those bagged meals.

A tradition of care is only as strong as the commitment to it. Having been a part of southern Nevada as long as Southwest Medical has, the organization knows the area’s residents – they know generations of them. More than serving people in their offices, in their healthcare centers and in their community centers, they reach out to the community as a whole.

The success of Healthcare Heroes depends on the steadfast support of our sponsors. Together we’ve been able to honor dozens of community leaders in healthcare for their work. The Nevada Business Magazine extends a heartfelt “THANK YOU” to all of this year’s sponsors and to everyone that helped make this program possible.

Associate Sponsors

City national bank.

• Roseman University of Health Sciences
• Touro University Nevada

Administrator Heroes

Northern Nevada

Lisa howard, executive director va sierra nevada health care system.

An administrator’s role is to motivate and lead others, remove barriers and be a champion for change, to achieve the strategic goals of the organization,” explained Lisa Howard, executive director of the VA Sierra Nevada Health Care System (VASNHCS). She has worked in VA for over 34 years and can’t imagine being in any other sector. She began her VA career in 1987, holding a number of leadership positions within the organization.

“Health and wellness are foundational to every aspect of our lives,” said Howard. “Further, the noble mission of the VA, being able to care for those who have borne the battle, is an incredible honor that I am proud to help fulfill.”

The pride she has in what she does is shown through the work she puts in every day and Howard sets the tone for her staff who served over 32,000 veterans last year. She is responsible for guiding the VASNHCS which provides healthcare veterans in 20 counties in northern Nevada and northeastern California. Howard said she is most proud of being able to help the VASNHCS move toward a servant leadership approach and shift the culture to one that is, “laser focused on improving customer experience, going above and beyond to serve veterans and protect their safety.” She continued that she is also proud that every single employee is empowered to speak their mind and offer their perspective without fear of reprisal.

Howard added, “I am motivated by the profound mission of caring for America’s heroes. They deserve honor and respect and I endeavor every day to be responsive to their needs. My heart is 100 percent aligned with serving these heroes.”

Southern Nevada

Toni Corbin

Mountain west region executive vice president southwest medical.

With over 30 years of experience in healthcare administration, Toni Corbin has dedicated her life to ensuring patients have exceptional, compassionate care. Serving as executive vice president for Southwest Medical, Corbin is responsible for the clinical, operational and financial administration of the organization and, ultimately, it’s 375,000 patients.

“An administrator creates a welcoming, open-minded culture and a safe environment for their team to feel comfortable voicing their opinion,” explained Corbin of her role. “They build and invest in relationships to include teaching, coaching and mentoring team members, while also clearly communicating expectations, goals and measuring performance.”

Motivated by her mother, who was a hospital-based nurse and single parent to two daughters, Corbin has been passionate about the healthcare field from a young age. Her mother’s compassion to help others inspired her to be a part of improving the healthcare system as an administrator.

“The most rewarding part of my job is connecting with patients,” explained Corbin. “Developing a relationship with the community we serve is very important to me. Understanding patient health needs and creating an integrated healthcare system that is able to provide helpful solutions for patients is what drives me.”

Since beginning her career at Southwest Medical in 1972, Corbin is most proud of all that she has helped the organization accomplish since then, including expanding and building 45 healthcare facilities in southern Nevada among other achievements.

“Southwest Medical serves a diverse patient population in southern Nevada and we have successfully built a comprehensive service portfolio that allows our patients to choose how they want to receive their healthcare services,” said Corbin.

She added, “It’s an honor to have received this award, but it’s truly the entire team that is deserving of the recognition – everyone from our front desk employees to our providers who all work tirelessly to ensure quality, patient-centered care

Care Provider Heroes

Olivia Moschetti

Field nurse saint mary’s home care.

Responsible for in-home patient care, some of Olivia Moschetti’s earliest memories are of providing care to a row of stuffed animals with a toy stethoscope as a child.

“I’ve wanted to work in healthcare since I was four years old,” said Moschetti. “I developed a passion for home care during my nursing school rotations. Before I graduated, I called the director of Saint Mary’s Home Care and asked what steps I need to take to work for them.”

She has worked with Saint Mary’s in various positions since 2009 and has served as a field nurse for Saint Mary’s Home Care since 2017. Moschetti is passionate about her work as a nurse and strives to make every patient feel cared for even beyond their medical needs.

“I feel most rewarded when I know that a patient would have ended up in the hospital or had an adverse outcome had I not been present in their home,” said Moschetti. “I am privileged to get to work with patients who are grateful for the work of a nurse.”

When asked how she would define a care provider Moschetti said, “A care provider goes beyond just completing tasks and considers each patient as a unique human with a perspective and experience to be considered.”

Moschetti has said that she feels privileged to be a part of her patient’s lives in a vulnerable time and she works hard to go above and beyond expectations for those she cares for. She truly feels she was called to be a care provider and exemplifies that calling in her daily work.

“My favorite times are when I am entrusted with memories from the generations that have gone before me,” she added.

Brian Iriye, MD

Managing partner high risk pregnancy center, mother program, farzad kamyar, md, director of collaborative care high risk pregnancy center, mother program.

Serving as leaders at the High Risk Pregnancy Center (HRPC) , Drs. Brian Iriye and Farzad Kamyar noticed a gap in treatment for pregnant women with substance use disorders. To fill that gap, they helped create a program from the ground up called the Maternal Opioid Treatment Health Education and Recovery or MOTHER program at HRPC.

“In the past 20 years, our nation has been deeply impacted by opioids. It is one of the great public health emergencies of our time.,” said Kamyar. “The work we do with the MOTHER program at HRPC has a direct impact in saving and improving the lives of both women and their children.”

“The practice has really set the standard for high risk healthcare,” added Iriye. He went on to explain that the MOTHER program was able to address an important issue that was previously without sufficient treatment. “We felt like we had to step in,” he said.

Both Drs. Iriye and Kamyar are exceptional leaders and physicians individually. Together, and with the help of their team, they have managed to care for a vulnerable population that had been overlooked.

“I feel that being able to hear about a patient’s life experiences is one of the greatest privileges we, as physicians have,” said Kamyar. “Sometimes just listening and trying to understand is one of the most effective forms of treatment we can offer.”

“Our practice has stepped up for the community that we love to provide a very important service,” added Iriye. “I am lucky enough to be around families during some of the most important and happiest moments of their lives.”

Educator Heroes

Sherry Stofko

Nursing educator saint mary’s regional medical center.

While educators are mainly known for writing curriculum and teaching classes, I believe, at the core, we serve as motivators, change agents, mentors, career coaches and disseminators of best practices within healthcare,” explained Sherry Stofko who serves as a nurse educator for Saint Mary’s Regional Medical Center. While it sounds simple, it covers a variety of roles from professional development specialist, crisis peer support team developer and leader, professional coach and mentor, among other things.

Stofko has nearly 25 years of experience in hospital settings and has been with Saint Mary’s since 2012. While with the hospital, Stofko has been instrumental in a variety of education programs including creating a multi-month residency program and co-developing and managing a clinical ladder program to help nurses succeed. In addition to her work at Saint Mary’s, Stofko founded an independent nursing education and consulting business called Capricorn Healthcare Consultants.

“I enjoy watching nurses become more engaged in their professional development,” said Stofko. “I believe the more I can engage nurses in their profession, the greater effect I have on the care we provide our community members.”

Stofko specifically has a heart for the northern Nevada community. “In 2002, I arrived in Carson City for a three-month traveling nurse assignment,” she reminisced. “I fell in love with the Reno-Tahoe area and never left. In 2013, after 17 years of direct patient-care nursing in emergency departments of all sizes and locations, I transitioned to nursing education.”

She added, “My personal joy is that I have a knack for making learning fun while still being meaningful, realistic and informative.”

Christina Madison, PharmD

Associate professor of pharmacy practice roseman university of health sciences founder and ceo the public health pharmacist.

Having volunteered as a candy striper at UMC at the age of 12, Dr. Christina Madison’s love of healthcare runs deep.

“I caught the teaching bug and a love for medical education during my residency and have been working in academia ever since,” Madison explained. She has been with Roseman University for 13 years and is an associate professor of pharmacy with the school. In addition, she started a public health consulting firm called the Public Health Pharmacist.

Madison places a high value on education and believes it is something that is carried on throughout an individual’s life. She defines an educator as, “Someone with a passion for knowledge that values the impact of spreading that knowledge to others.” Madison went on to add, “I am a lifelong learner and continue to grow. My goal is to impart that love of learning to my students so they can continue to make a positive impact on their communities.”

In addition to her work as an educator, Madison is an expert in public health and infectious disease, which has made her an asset during the coronavirus crisis. “I have had the opportunity to speak on behalf of Roseman to give my expert commentary to the public on updates regarding the coronavirus (COVID-19) infection and disease,” she explained. “Accurate, factual and reliable information getting out to the public has been imperative during these challenging times.”

With all of her accomplishments, Madison finds her work as an educator most fulfilling. She is most rewarded in, “getting to educate the next generation of healthcare professionals and showing them how far we have come as a profession, and how far we are going.”

Community Partner Heroes

Josiah “Sy” Johnson

Chief of staff renown health.

I would define a community partner as a person or entity who recognizes greater good, external to themselves, and acts on that beyond the threshold of self-interest,” explained Josiah “Sy” Johnson. Johnson serves as chief of staff for Renown Health. He began his career in finance and accounting and moved into the healthcare realm nearly 20 years ago.

“I enjoyed working with healthcare organizations because the people and the values I found there resonated with me,” said Johnson. “People generally work in healthcare because they care about others and want to make a positive difference in other people’s lives.”

Johnson also wants to make a positive difference in people’s lives and feels he’s found a home that has allowed him to do that at Renown Health. In his role as chief of staff with the organization, Johnson is responsible for overseeing operations at Renown Regional Medical Center, Renown South Meadows Medical Center and Renown’s network service.

“I love contributing positively to the work we do and to the people doing the work,” said Johnson. “Any day I can go home after strenuous effort and note particular incidents where I know Renown achieved something meaningful for the people we serve, or where I feel I was able to contribute something meaningful to the life of an individual, I feel like was a worthwhile day.”

Johnson went on to explain how he is able to contribute to the community as a whole. “As a Renown Health executive, I feel responsible for the health of our community and for the wellbeing and development of our people at Renown,” he said. “Contributing to a successful team, focused on helping others, is my greatest joy working in healthcare.”

Shadaba Asad, MD

Medical director of infectious disease umc, luis medina-garcia, md, infectious disease physician umc.

During a global pandemic infectious disease specialists are vital to helping care for those impacted. Two such specialists have established themselves as invaluable physicians during this time. Drs. Shadaba Asad and Luis Medina-Garcia work together at UMC and are on the frontlines of helping those afflicted with COVID-19.

“To me, medicine is about public service,” explained Asad. “I’ve spent my career working for organizations that are deeply involved in serving their communities. Being a community partner means responding to the unique needs of the people you serve while striving to improve the lives of your friends and neighbors across the community.”

“A community partner rises to the occasion to meet the needs of its members, especially during difficult times,” added Medina-Garcia. “Throughout the COVID-19 pandemic, UMC has served as an integral partner to our community.”

Asad joined UMC in 2013 and was drawn to infectious disease medicine during her time as a medical student. Medina-Garcia too felt a calling to work in infectious disease medicine and joined Asad at UMC in 2016, having previously worked as a medical student at the hospital. Both are rewarded by the work they do and feel blessed to be able to assist the southern Nevada community during this time.

“At UMC, I have the opportunity to work with a world-class team of professionals who share my enthusiasm for serving the community,” said Asad. “I’m able to leave work every day knowing that I made a difference and had a positive impact on my community. That is an incredibly rewarding feeling.”

Medina-Garcia added, “There is nothing more rewarding than helping patients recover and return home to their families.”

Humanitarian Heroes

Michael Gardner, MD

Vice dean of clinical affairs and strategy unlv school of medicine president and ceo unlv school of medicine.

To me, a humanitarian is someone who puts the needs of others above themselves,” explained Dr. Michael Gardner. “It is reflected by a life of service.”

Serving in multiple roles at UNLV including vice dean for clinical affairs and strategy and a professor at the School of Medicine, president and CEO of UNLV Medicine, the clinical arm of the school, and an adjunct professor at the School of Public Health, Gardner illustrates a life of service. Originally from Texas, Gardner comes from a military family and worked as an active duty physician with the Air Force before moving to Las Vegas and working with the UNLV School of Medicine to help the new school get off the ground.

“My wife says I am a ‘fixer’,” explained Gardner. “She further labels me as fearless and not afraid to speak up to ensure the right things are done. Of course, my wife is always right.” Clearly an intelligent man, Gardner utilizes a hands-on approach that has been invaluable to the school. With Gardner’s assistance, UNLV Medicine mobilized a curbside testing center for COVID-19 which has been able help nearly 20,000 people. That’s just one example of dozens where Gardner was able to improve the organizations at which he worked.

“At each place I was asked to ‘fix something’, I was able to bring people together and make things better for the patients and communities,” he explained. “I have been blessed that I have been able to work with so many wonderful people in so many organizations where the primary focus has been serving those who often would not get care anywhere else. Being a part of that, helping with that effort and, later in life, leading that effort, has been a great reward for which I am grateful.”

Volunteer Heroes

Medical, Physician Assistant Nursing, Health Sciences and Social Work Students

University of nevada, reno school of medicine and university of nevada, reno.

Sometimes a group comes along with such an exceptional record of service that they must all be recognized together. Such are the students enrolled at the University of Nevada, Reno’s School of Medicine, Orvis School of Nursing, School of Community Health Sciences and School of Social Work. This group of students have led and participated in comprehensive volunteer efforts to assist during the COVID-19 crisis.

“Wishing I was able to be on the front lines as a nurse, and not yet having the qualifications, I began looking for other opportunities I could participate in to help during these hard times,” explained Taylor Tito, a UNR nursing student at the Orvis School of Nursing.

Michael Taylor, a medical student added, “Being sidelined during the spring of our third year of medical school was not something anyone wanted. Working closely with fellow nurses, physician assistants, social workers and physicians in the community, prior to COVID-19, motivated me to help them – as much as I could – from becoming overwhelmed with an influx of patients during this time.”

Since March of this year, the students have collectively logged over 4,900 volunteer hours from community call center triage to elderly community outreach and ensuring food security, and everything in between. Where this group saw a need, they worked to fill that need.

“By definition, a volunteer is someone who gives their time and effort to an organization,” said Alyssa Webb, a community health science student. “However, I think we can all agree it is something much deeper than that. Volunteers all come together to work for a common goal with the interest of helping others. Volunteering is about paying it forward.”

“We all stepped up in a time of great need and we did it without anything in return,” added Sierra Johnson a social work student. “We placed ourselves in other’s shoes, time and time again.”

Cassandra McDiarmid

Third-year medical student touro university nevada, college of osteopathic medicine.

“I think sometimes people think that volunteering requires a lot of time, skill or effort. In reality, the smallest thing can help someone else,” said Cassandra McDiarmid, a third-year medical student with Touro University Nevada. “We all have skills that can be used in a variety of ways and it’s important to come together as a community, especially in times of crisis, such as now, giving back and helping each other.”

McDiarmid has a passion for helping others, While serving in a variety of student leadership roles, McDiarmid used her skills to lead Touro University, and her fellow students, in the creation of #MedReady, a website that offers a variety of volunteer services to the community during the COVID-19 crisis. The website is McDiarmid’s brainchild and helps Touro students find volunteer opportunities in three primary areas, K-12 online tutoring, undergrad and MCAT online tutoring and general community assistance.

“We have been able to provide over 500 hours of medical volunteering, assisting at the Cashman Center with COVID screening,” she said. “We also provide pre-health profession mentoring and tutoring for the community, something I am extremely passionate about.”

She started the #MedReady system with the help of fellow Touro students Parisun Shoga and Ashlie Bloom and under the guidance of College of Osteopathic Medicine’s dean, Dr. Wolfgang Gilliar.

“The most rewarding thing has been hearing how much the people we are helping appreciate what we are doing, as well as hearing from our student volunteers at Touro the impact this has had on them,” said McDiarmid. “Early on in the COVID pandemic, the number of students who reached out to me and asked what we are doing and how we could help the community was astonishing. I’m so grateful to be a member of this community that just wants to help.”

McDiarmid has a bright future in medicine and plans to pursue a residency in obstetrics/gynecology. She is also currently conducting research in women’s health education to identify deficits in health knowledge and create ways to improve health literacy.

Innovator Heroes

Mark Pandori, PhD

Director, nevada state public health laboratory university of nevada, reno school of medicine.

To Mark Pandori, an innovator is someone who, “cares enough about the challenges they face [to] use their skills and experience to face the challenge in new and previously unrecognized ways.”

He serves as director for the Nevada State Public Health Laboratory (NSPHL) at the University of Nevada, Reno (UNR) School of Medicine in addition to serving as an associate professor of pathology and laboratory medicine. The NSPHL protects, maintains and improves the health of the community through the rapid detection of public health threats, including COVID-19. At the height of the pandemic, Governor Steve Sisolak called on Pandori to serve the COVID-19 task force because of his innovative approach to meet Nevada’s testing needs.

“In a public health lab, the testing and analyses that we do have two means of impact,” explained Pandori. “One is that they are medical and can help individuals live healthier lives. The other is that we can gather tremendous ‘intelligence’ about what is going on in the population as a whole. To be able to assist at both levels is very gratifying.”

Under Pandori’s leadership, the NSPHL was the first public health lab in the nation to construct collection kits, which are used to collect a specimen from a patient through nasal swabbing. By teaming up with UNR’s Department of Microbiology and Immunology, Pandori and his team have been able to facilitate faster testing for the state.

“Effective people pay attention,” said Pandori. “When you have situational awareness in your job, you will be able to make good decisions.”He went on to add that it’s important to, “recognize that what you do actually matters. When you are honestly convinced that your work matters to other people, or the world, then the rest takes care of itself.”

Kevin Kapov, DO

Chief clinical innovation officer southwest medical.

When “innovation” is part of an individual’s professional title, it’s likely a word they know well. That’s certainly true for Dr. Kevin Kapov who serves as chief clinical innovation officer at Southwest Medical. In his role, Kapov works to set the organization apart while improving health outcomes. This work led him to start the Center for Clinical Innovation to bring fresh ideas to a clinical environment.

“An innovator looks at the standard situation and thinks about it differently,” said Kapov. “I attempt to look at a task from the point of the end-user, be it the medical provider or patient. A successful outcome makes life easier for the end-user.”

The center that Kapov launched and helps run looks at possible innovations and tries to create clinical pathways to implement them for providers and patients. The center supports the innovations through technology, training resources and support.

“It is great to find solutions that result in an improved work environment for staff, a better outcome for the patient or improved efficiency in our ability to deliver care,” Kapov said.

The Center for Clinical Innovations has a variety of focuses the team looks at to improve in some way. Some of the innovations from the center, such as a continuous glucose monitoring program, have been scaled up and are being used throughout southern Nevada with the hope to expand the program nationwide.

Having joined Southwest Medical in 2013, Kapov has found a calling helping the organization provide innovations for providers and patients. “I entered healthcare later in life,” explained Kapov. “I enjoy assisting people in solving issues. Sometimes it just takes another set of eyes on the issue to get through it; that is what we do in medicine.”

Non-Profit Heroes

Cari Herington

Executive director nevada cancer coalition.

Having received her MBA from the University of Nevada, Reno, Cari Herington didn’t initially plan to work in healthcare.

“I really had no idea I would end up in healthcare,” she explained. “I graduated with a degree in business and marketing.” She was hired for a marketing position with an occupational medical company before moving to Reno and working at, what is now, the Renown Rehabilitation Hospital. “I suppose that healthcare really found me,” Herington added.

In 2011, she became the first executive director for the Nevada Cancer Coalition which brings together public and private partners across Nevada to collaborate on comprehensive cancer control efforts.

“The absolutely most rewarding aspect for me, both personally and professionally is connecting people,” said Herington. “Ultimately, seeing what can be accomplished when we all work together is the best.”

Under her guidance, the Nevada Cancer Coalition has become a vital force for cancer patients in Nevada helping to bring organizations together that normally wouldn’t be partners. The organization is working on a number of initiatives, from cancer awareness to educational efforts. Most recently, the organization launched ThriveNV which partners those in need of care with a patient navigator to help guide them through the healthcare continuum following a cancer diagnosis.

“It is a privilege to do this work, work I sincerely believe in, and I hope that shines through in what I do every day,” said Herington. “I am most proud of bringing together organizations across the state to make significant changes in reducing Nevada’s burden of cancer. From working together to build programs that fill gaps and address needs, to working together on statewide policy changes to increase access to care in our state, it’s big stuff. I’m extremely proud to be a part of it.”

Alan Ikeda, MD

Chief medical officer cure 4 the kids foundation.

“Every day I keep trying to do more for individual patients and their families,” explained Dr. Alan Ikeda.

Ikeda’s drive to do more is essential in his role as chief medical officer at Cure 4 the Kids Foundation where he consistently works to improve patient treatments and encourages collaboration with other organizations.

“We at Cure 4 the Kids Foundation believe that cancer treatment is more than just chemotherapy,” said Ikeda. “It takes a lot of hard work and effort to ensure treatment is accurate, streamlined and administered properly.”

Under his leadership, the non-profit works to treat children holistically, looking at the individual rather than simply their disease. He advocates for inclusion in clinical studies and oversees medical staff, administrators and physicians within the organization to maintain high standards.

“We acknowledge that cancer treatment has an impact on the social, financial, education and emotional aspects for our children,” said Ikeda. “It impacts family time and enjoying other events. Thus, we have professionals in other areas such as physical therapy, child life, neuropsychology, teaching and counseling available on-site.” He went on to add, “In addition to the other support we provide, we are about to debut the state’s first education center within our clinic. Through a partnership with the Clark County School District (CCSD), Cure 4 the Kids Foundation will have a certified CCSD teacher on-site to work with children receiving treatment.”

Ikeda is passionate about his work and the mission of Cure 4 the Kids Foundation. “It’s an outstanding mission,” he said. “I believe that people recognize what we do is special and know that to make it happen it takes a lot of hard work and effort.”

Physician Heroes

Donald Mason, MD

Critical care medical director northern nevada medical center.

“A good physician will carefully listen to their patients,” explained Dr. Donald Mason. “This can be exceedingly difficult in these days of ever-increasing productivity demands.”

Mason serves as critical care medical director for Northern Nevada Medical Center (NNMC), which seems a far cry from his college studies in electrical engineering. But, it was that interest that led him to digital imaging, which was first being applied to medicine in the 1970s. Having a previous understanding of the complexities of healthcare from friends and family in the field, Mason decided to pursue a medical career. In that pursuit he discovered an affinity for intensive care and eventually landed at NNMC.

In addition to carefully listening to patients and their needs, Mason believes that physicians must know when to ask for help, and empathy is essential. “In the ICU (intensive care unit), this empathy needs to extend to the family,” Mason said. “As is often the case, they are proxies for the patient and are being asked to make complex and difficult decisions with imperfect tools at their disposal.”

Mason’s empathetic nature has served him well in his career as a physician and he is greatly admired by his colleagues for his work. When asked what he finds most rewarding in that work, he said it was being able to provide teaching moments to others, showcase his admiration to the staff he works with and, “obviously, the successes – both great and small.”

Mason went on to list the proudest moments in his career and said that it was, “Certainly those scattered victories where a patient for whom I was caring for was rescued from what seemed like certain death.”

Deborah Kuhls, MD

Professor of surgery, chief, section of critical care university of nevada, las vegas school of medicine medical director, trauma icu umc.

Dr. Deborah Kuhls is passionate about the work she does for the southern Nevada community. She has been in healthcare for 27 years and worked in Nevada for 20 of those years. She currently serves multiple roles as a professor of surgery for the University of Nevada, Las Vegas (UNLV) School of Medicine and a program director for the school’s Surgical Care Fellowship Program, among other roles. Kuhls is also a medical director for the trauma intensive care unit at UMC in southern Nevada.

Kuhls has been on the frontlines of the many crisis’ southern Nevada has faced in recent years from the October 1 shooting in 2017, where she quickly helped implement the hospital’s mass casualty plan, to the more recent COVID-19 pandemic sweeping the nation. Her calm and comprehensive leadership is directly responsible for saving countless lives.

When the UNLV School of Medicine began three years ago, Kuhls answered the call of educator to help train the next generation of physicians. She is an advocate for education and believes medical professionals have a responsibility to share their expertise to medical groups with less medical sophistication, both in the U.S. and around the world.

“The more you learn about Dr. Kuhls, the more you realize that she is a physician who believes in service responding to concern, and involvement by highest commitment,” said Peter Harasim, editorial associate director for the UNLV School of Medicine. “Dr. Kuhls understands that the cause of better healthcare in the community is still ahead of us, that it is an enduring purpose. It is a call to arms without bloodshed or violence, something that she has dedicated her life to. We are fortunate to have her in southern Nevada.”

Lifetime Achievement Heroes

Jen Richards, PhD

Chief nursing officer, acute care services renown health.

“I believe achievement is defined many different ways,” said Dr. Jen Richards. “From my perspective, it is about making a difference very day, sometimes large and often small, and leaving the world, your community, your work, in a better place than how you found it.”

Richards began her healthcare career in 1995 as a Certified Nursing Assistant (CNA) and discovered she had found her calling. She’s done everything from working on the frontlines of healthcare to serving as an educator and moving into leadership. Today she serves as chief nursing officer for the acute care services division of Renown Health.

Interestingly, Richards believed, from a young age, that she was destined to be a teacher. However, when someone close to her was involved in a serious car accident, and she saw the care he received while hospitalized, and the contributions of one nurse to that care, Richards saw her calling change. “First and foremost, I care about people,” said Richards. “I care about inspiring and empowering people to be their best selves. I love mentoring others and watching them achieve what is important to them, whether personally or professionally.”

Richards has just retired from her 21-year career at Renown. Looking back, she said the most rewarding part of her work is, “Seeing people set their mind to something and accomplish it. And, maybe to know that I was able to help in some small way.”

She added, “One thing I have learned is that there is never ending change in healthcare but what remains constant is the relationships we get to have with the people we do this hard work with every day.”

She sums up the concept of Lifetime Achievement with a quote from Ralph Waldo Emerson, “To know even one life has breathed easier because you have lived, this is to have succeeded.”

John Fildes, MD

Associate dean for external affairs, professor, and inaugural chair of the department of surgery university of nevada, las vegas school of medicine.

Dr. John Fildes began his career in healthcare in the South Bronx of New York during the 1980s. From there he served in a multitude of roles that encompassed research, education, trauma and surgical critical care, among others. In 1996, Fildes was recruited to help grow UMC from a Level 2 Trauma Center into a program with a solid reputational. In 1999, Fildes saw UMC become the first, and only, Level 1 Trauma Center in Nevada.

Today Fildes works as an associate dean for external affairs, a professor and was the inaugural chair of the Department of Surgery with the University of Nevada, Las Vegas (UNLV) School of Medicine.

“Lifetime achievement is the sum of notable success that someone achieves during their professional life,” explained Fildes. “Each of these successes must be evaluated on their merits and judged to be outstanding in their field.” With a lifetime of success to choose from, Fildes’ career would certainly fit that definition.

When evaluating what it takes to be successful, Fildes advice is to, “Always listen and seek to understand what you are hearing. Treat everyone the way you would want your family to be treated. Work hard, be thorough and always finish strong.” Finally, he added, “Always work toward the shared vision.”

Fildes truly has a heart for his patients and has made them the focus of his career. “Patient care is the most rewarding part of my work,” he said. “Patient care, at its core, is about alleviating pain and suffering while working towards a cure. I am grateful that I can help patients and provide a positive healthcare experience.”

Associate Sponsor

City National Bank is proud to join with our friends at Nevada Business Magazine in recognizing this year’s outstanding healthcare professionals in Nevada. Given the challenges with COVID-19, healthcare professionals deserve all the recognition and thanks for being on the frontlines of this pandemic. We applaud the amazing work they are doing to help people and communities impacted by this deadly disease.

Celebrating over 66 years in business, City National has a long-standing commitment to supporting its clients, colleagues and communities. The healthcare industry is one of the core business segments that the bank specializes in with dedicated healthcare bankers who know and understand the industry. City National’s commitment to the healthcare industry is also reflected in its involvement with Touro University as the school’s official bank. Serving as a member of the Touro’s Advisory Board, I have a greater appreciation for healthcare professionals and what medical students go through to become a part of this amazing industry.

Congratulations to all of the 2020 Healthcare Heroes in Nevada. You are making a real difference in the lives of so many people and communities you serve. Your tireless service and dedication to your profession is what puts you in an elite group of outstanding Healthcare Heroes. Thank you for all you do.

Paul Stowell Nevada Regional Executive City National Bank

City National Bank Member FDIC. City National Bank is a subsidiary of Royal Bank of Canada.

Roseman University

Now, more than any time in recent memory, healthcare professionals are in the spotlight as our communities navigate the COVID-19 pandemic. For months, they have demonstrated an unwavering commitment to providing compassionate care during challenging times. From physicians, nurses and pharmacists to researchers, techs and other ancillary staff on the frontlines, all healthcare professionals are heroes. They’re heroes to countless patients and their families who trust them to care for their loved ones. They’re heroes in their own families as they make tremendous sacrifices to care for the ill and, finally, they’re heroes to future generations of healthcare professionals inspired by their tenacity. For that, we salute all who have chosen a healthcare profession as their calling.

We applaud the thousands of healthcare professions serving in our communities and recognize those who stand out for their long-standing dedication, innovation, or selflessness to improve the quality of life of Nevadans. Each year Nevada Business Magazine’s Healthcare Heroes honors and celebrates those who have gone above and beyond to promote a healthy Nevada. As an institution whose mission is to advance the health and wellness of the communities we serve by educating current and future generations of health professionals, conducting research and providing patient care, Roseman University of Health Sciences is proud to be part of this program for more than decade. Afterall, the health and wellness of our communities directly impacts our state’s ability attract and retain businesses and develop a vibrant economy.

We extend our congratulations to all of the 2020 honorees for their extraordinary achievements.

Dr. Renee Coffman President & Co-Founder Roseman University of Health Sciences

Nevada Business congratulates the 2020 class of Healthcare Heroes and thanks all of our sponsors for making this program possible.

OptumCare: Corporate Sponsor

It means the world to us to give to the communities we live and work in – it’s something we have been doing for nearly 50 years. That’s why Southwest Medical, part of OptumCare works not just to improve the health care system in Nevada, but to give back to the community whenever possible.

Being part of Southern Nevada as long as we have, we know our residents. We know generations of them. And we also know that our regional quality of life depends on the health of its members. So, we give back. More than serving people in our offices, in our health care centers, and in our community centers, we reach out to the community as a whole.

We’re set up to care. We’ve formed an organization-wide response to ongoing social issues, not just with corporate giving, but with the support of all of our team members—from executive leadership all the way to our frontline personnel. We have 12 Employee Community Councils made up of every Southwest Medical employee. That’s more than 3,000 and counting! Our employees can identify charities (including the American Cancer Society, the American Lung Association, the American Red Cross, Candlelighters Childhood Cancer Foundation of Nevada, the Las Vegas Metro Police Department Foundation, and many more), and then support them regionally through their council, or organization wide. The executive leadership of both Southwest Medical and OptumCare also offers their support as board members and chairpersons for charities, committees and organizations across the region.

Amid the ongoing COVID-19 pandemic, I am proud to share that our medical practice has continued to set the trend in caring for our community. We were the first in Nevada to introduce curbside testing for COVID-19 (March 9, 2020) and I’m proud to say we also helped UNLV Medicine set up their curbside testing. Our patients began using our NowClinic video visit program in even greater numbers, as a way to minimize their exposure. We responded by adding about 400 health care providers to NowClinic — its care areas now include:

• Urgent Care
• Behavioral health
• Endocrinology
• OB/GYN care
• Rheumatology
• Geriatric care
• And — we have more specialty care areas on the way!

We’ve also used the Medicine on the Move mobile medical clinic to provide a safe space for parents to bring newborn babies for their pediatric appointments during the coronavirus outbreak.

We’re proud to have worked with our counterparts at OptumCare and Health Plan of Nevada to reallocate our campus cafeteria staff to provide over 10,000 meals weekly for thousands of homeless people during the start of the pandemic. The City of Las Vegas and Clark County partnered to transport and distribute those bagged meals.

And, through the news media, our community partners and through our social media channels, we’ve been working diligently to inform people about how to protect themselves, their family and the community, as well was ways to cope with the stress.

Janet Uthman: Cox Communications, Las Vegas

Steve Westerman: Cox Business, Las Vegas

Paul Krakovitz: Intermountain Healthcare

Edward Vance: EV&A Architects

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Nevada medical center business plan

Hey!  I need about 1500 words on this - 

https://nvmedicalcenter.org/wp-content/uploads/2017/01/nmc-bplan-v241.pdf 

This is the link for the business plan. (If it doesn't show up, google Nevada medical center business plan and it's the first link). 

The question is - 

If you were the leader of a foundation in the area, would you invest in this business?  Why or why not?  If not, what additional questions would you have for the authors of the business plan? You should support your answer by identifying KEY strengths and weaknesses of the attached business plan using what you’ve learned and using Porter’s 5 Forces. 

{This question is about the actual substance of the business plan, not format.  Evaluate the plan against the characteristics of a good business opportunity. }

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