The Children 's Miracle Network

St. Jude Children 's Research Hospital is asking for help from parents to support the hospital’s funding. This hospital was established in February 4, 1962 and their purpose “is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment” (StJude.org). The survival rate has arised and children are able to stay at no cost due to donation. They have raised survival of childhood of cancer from 20% to 80%. The St. Jude Children’s Research hospital advertisement is highly effective because it uses three different rhetorics. Firstly, it uses ethos to appeal to the credibility of the hospital by

St. Jude Children’s hospital was established in February of 1962 with the “sole purpose of conducting basic and clinical research and treatment into catastrophic childhood diseases” (StJude.org). They have raised survival of childhood cancer from 20% to 80% since their opening through their research (Cancer.org). Even with an average of 7,800 patients a year and a 1.8 million daily operating cost, parents never pay anything for their child’s stay (StJude.org). The survival rate has raised and children are able to stay at no cost due to donations. Most of these donations come from people around the world that see St. Jude’s effective and strong advertisements. I will be analyzing three rhetoric’s ethos, logos, and pathos the hospital used to raise funds and make it effective.

Children’s Miracle Network, headquartered in Salt Lake City, Utah, was formed in 1983 by Marie Osmond, John Schneider, Mick Shannon and Joe Lake as what started out as a Telethon. The company then quickly expanded into a major non-profit organization. Throughout the late 20th century, CMN employed multiple fundraising tactics and acquired various corporate and celebrity sponsors (About Us, 2016). Since 1983, CMN has raised over $5 billion to aid over 170 children’s hospitals, support research, help families financially and generate awareness (Financials, 2016).

St. Jude’s target for marketing fundraising is far larger than most charities. Their target; preschoolers, professionals, 8th graders and 80 year olds, television, radio, local drives, school drives, trike-a-thons, math-a-thons, local, county, state and national events. Some of the big ones that you may be familiar with; the “Dream Home Giveaway”, the “Thanks and Giving Campaign” and the radio-a-thon “Country Cares”. Because of last year’s St. Jude’s NFL event, 18% of American’s said they planned to support St. Jude’s “Thanks and Giving Campaign” during this past holiday season. No opportunity is turned away.

And the time for this strategic plan is five years, with four key goals, measuring and reporting the progress of the goals (Seattle Children Hospital, 2012).

This plan functions as a guide in conducting daily business activities as well as making short-term and long-term decisions (Lorette, n.d.). Also, it includes a communication plan which will help the organization in promoting the hospital on national as well as international stage. In addition, there are sales plan and customer service plans which will help the organization to interact with the current and future potential customers

Imagine being surrounded by bright lights, loud buzzing sounds, and strange people. There you lay helpless in a hospital bed, feeling confused, scared, and overwhelmed. You search for comfort and answers from someone- anyone. Thousands of children each year will experience these same emotions during their initial trip to the Janeway Hospital. The Janeway Children’s Hospital Foundation is a registered charitable organization that was created to raise funds to help benefit the health and welfare of children. The foundation strives to provide the much needed funds that will allow support staff at the Janeway to embrace and comfort children in times of great despair and discomfort. The Janeway Children’s Hospital Foundation is a worthwhile foundation

I think that people should donate to Toys for Tots because Toys for Tots helps toddlers who don't have toys and if people don’t have toys they turn into Grumpy mean people.I realize that some people might not think they should not waste their money on this but just think about it.Imagine you're a toddler alone in the streets of a city.Now imagine that your in the city but this time your not alone you have your best friend with Mr.Cuddles you never leave anywhere with out him and its so much fun having him with you.Now I wont you to think about the 2 choices tell me which one youd rather be in.Not convincing enough?Fine I will give you 3 reasons you should support Toys for Tots.

Through partnerships and alliances with other hospital, physician, and healthcare organizations they are able to influence member hospitals to benefit child health and children’s health care (childrenshospitals.org). By doing this they are emphasizing children’s hospitals as a vital

HCA’s commitments to improving and caring for the human life as well as their struggles towards delivering cost-effective and high-quality health care across America makes the hospital the largest in the nation. According to B. Herman, “Hospital Corporation of America is one of the largest for-profit healthcare providers in the world, and it plays an especially large role in the United States” (2014, para. 1). The hospital continues to build on their foundation that is greatly attributed to their values and mission, in which their primary focus is prioritizing the patients’ needs and services to improve the care the patients receive. Some of the approaches HCA uses to build on the foundation is by implementing strategic measures that offer support to their caregivers, providing the highest possible quality, and ensuring patient safety. The hospital’s management values investing in the community, an approach that has created a good reputation of HCA among different American societies. Further, HCA spends approximately $1.5 billion yearly towards keeping their facilities updated and modern. This is the key to successful operations that heavily rely on the ever-evolving technology. This paper explores the strategic planning analysis of HCA, in which it addresses the competitive analysis; internal and external assessments; competencies and resource; and the current and future direction of HCA.

Strategic Planning is also a big requirement for the award and the Mercy Health System is a successful integrated healthcare system, a strategy that underlies all planning efforts and is supported by the Culture of Excellence. Mercy Health System strategic planning consists of quality, servicing, partnering, and cost. For quality the strategic objective is to assure excellence in patient care, promote culture of patient safety, and advance information systems in technology. A long-term action plan is to Utilize caregiver teams to support evidence-based medicine, enhance processes to address national patient safety goals, implement integrated EMR. Short-term action plan would be to Implement concurrent review for core measures patients, improve communication of critical test results process, and apply Design, Build, and Validate phase of clinic. The Service side of strategic planning has a strategic objective to provide exceptional patient care, develop integrated programs and services, and promote community health initiatives. Its long-term action plan is to Maintain Customer Relationship Management committee to ID opportunities; expand Walworth Hospital and Medical Center. Implement initiatives based on community needs assessments. The short-term action plan will establish MHJ Inpatient PI team; implement action plan, Implement Community Health Center, In Partnering the strategic

A SWOT is often seen as the last step of strategic planning, where analyses are compiled for a Board of Directors to work from, which is completely acceptable in the healthcare environment, as analysis occur through many methods (van Wijngaarden, Scholten, & van Wijk, 2010). Currently, an internal strength of PMH, in which they are extremely successful at controlling, is their ability to capitalize on the strategic planning process. PMH recognizes that with constantly changing federal, state, and local laws, it is imperative to keep their mission and vision in the forefront, while introducing shorter-term strategic plans to address local needs as they develop. This organization has been proactive in the community by creating a rural health clinic, conducting a health needs assessment as recent ago as 2013, and are now in the planning stages of creating a satellite healthcare clinic to further reduce the burden to the hospital, creating more available and desired services for the community, and increasing revenue.

Triangulating between the complexities of their customer or patient, financial, learning and growth, and internal business processes and their need to be galvanized around a shared business vision and set of metrics, Duke Children's Hospital undertook a comprehensive Balanced Scorecard (BSC) strategy to unify the many diverse areas of their business model. By realigning processes and systems in these four central areas of their business, Duke Children's Hospital was able to align administrators, clinicians, nurses, and physicians on a single integrated platform designed to improve business processes while achieving higher quality clinical outcomes and attain higher levels of employee and patient satisfaction (Meliones, Ballard, Liekweg, Burton, 2001). By unifying the customer-based, financial, internal business, and learning and growth processes and systems throughout the hospital, costs were reduced $30M and net contribution margin increased by 15% while also increasing patient and staff satisfaction levels (Meliones, Ballard, Liekweg, Burton, 2001).

The broad focus of this case is one of strategy planning. Perpetual Mercy Hospital has to determine the best course of action to help the Downtown Health Clinic achieve its stated objectives of expanding the hospital’s referral base, increasing referrals of privately insured patients, establishing a liaison with the business community, and becoming self-supporting within three years of its opening. This last objective is jeopardized by the possibility of a competing clinic opening 5 blocks north of the DHC’s location. The underlying problem is that the DHC may not be self-sufficient within the projected timeframe, regardless of competition.

The organization benefits our community because the money that is earned stays on the island of Hawai’i and is specifically used for seriously ill children of the ages four to seventeen. One social issue that has contributed to the need for this service on my island is the awareness of terminal and serious illnesses. There are a various illnesses that lead to suffering and even death for children around the world and on the island that I live on. Since A Dream