Many businesses equate accountability to financial success. You will need to think through all the financials to provide a sustainable foundation for your capstone proposal. You are tasked with developing a high-level budget projection, meaning the cost of providing the program or healthcare service, including staffing, running the facility, and other areas such as information technology, supply chain, and its potential patient and financial impacts, and overhead expenses. This will be a projection of your planned revenue and funding streams, including patient revenue (if applicable), organizational budget for non-patient revenue-generating programs/projects. and any other funding, such as governmental and/or private grants, partnerships, or investor funding, etc. You will assess the break-even analysis, financial feasibility, and cost/benefit of the program, and whether the program/project would be considered successful after one year. Please explain your assessment process and decisions.
Assessment Preparation
Budget and Financials
It’s crucial to assess the overall feasibility of the program/project/plan, including break-even analysis. Consider patient volumes, financial feasibility, cost/benefit of the program, and whether the program/project would be considered successful after one year. Consider any non-financial feasibility issues, such as competition, supply chain shortages, staffing issues, etc., in your response.
Complete the tables within the Budget and Financials section of the Capstone Proposal Template to calculate the expenses for your proposal.
Breakeven Analysis
Address the following section of your proposal in 350 words:
Explain the assessment process and your decision.
Compare your total annual expense projection to your total revenue or funding and evaluate your potential for breaking even. Consider the following in your evaluation:
- What are your results?
- What could you adjust to make the proposal successful?
- How can you ensure the sustainability of your proposal based on current projections?
- Could patient volume be increased?
- Could staff be reduced or added as volume grows?
- Could services/products be added?
Note: If desired, for patient-related programs, divide the total annual expense projection by net patient reimbursement to calculate the number of patients that would need to break even. The total number of annual patients for breakeven may then be divided by the total number of days the operation will be open to estimate daily patient volume for breakeven.
