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I. Introduction II. Situation Analysis A. Industry Review B. Company History III. Marketing A. Marketing History B. Current Marketing Plan 1. Product, Price & Place 2. Promotion C. Target Market D. Statement of the Problem E. Marketing Objective IV. IMC Objective V. Copy Platform A. Basic Problem B. Target Market C. Major Selling Idea D. Creative Strategy Statement 1. Campaign Theme 2. Campaign Slogan 3. Appeal 4. Execution Technique E. Support Information and Requirements VI. Creative Work – Magazine Ads, TV Storyboard, Radio Ads, etc. VII. Media Plan – (See figure 10-2 in Belch) A. Select Broad Media Classes B. Select Media Within Classes C. Develop a Media Schedule VIII. Media Use Decisions Everyone must have one broadcast, one print and one other major category, as a minimum. A. Broadcast 1. Television a. Vehicle Selection (VS) b. Creative Work (CW) 2. Radio a. VS b. CW B. Print 1. Magazines a. VS b. CW 2. Newspapers a. VS b. CW C. Direct 1. Programs 2. CW D. Internet 1. Program 2. CW E. Sales Promotions 1. Programs 2. CW F. Personal Selling 1. Program 2. Presentation Outline G. Publicity & Public Relations 1. Program 2. CW H. Others, Promotional Products, Transit Advertising, Product Placement, Outdoor, Trade Shows, etc. 1. Programs 2. CW IX. Conclusions X. Ethical and Environment impact statement XI. Bibliography XII. Appendix According to a July 2002 report by the Health Resources an Services Administration, 30 states were estimated to have shortages of registered nurses in the year 2000. The shortage is projected to intensify with 44 states plus the District of Columbia expected to have RN shortages by the year 2020. (Cox) The solution lies in redefining recruitment and retention. Hospitals should develop techniques that can be sustained- building interest and image, developing scholarship programs, and cultivating a positive workplace culture and sense of community. These efforts are only successful with bridge building among all stakeholders, including CEOs, CFOs, nurse executive, nursing schools, and physicians. To encourage this collaboration HFMA brought together five experts to offer their perspectives on both problem and possible solutions. (Cox) Hospitals should tap into this trend with retention and recruiting efforts. Going to take time to tell the story about health care as a profession and the security of employment found in the healthcare profession. (People moving into the technology sector—people were moving to those career paths without realizing that technology might not continue its rapid growth. Heath care, on the other hand, has been around for many decades. Nursing shortage was brought about by an aging workforce,-- average age of a nurse falling between 40 and 49 years of age nationally, and by unresolved or unaddressed workplace issues. Nurses are leaving the bedside and hospital setting to work in other areas, such as pharmaceutical sales, outpatient health care altogether. Until something is done to make nursing more attractive to both men and women, we will continue to see a problem. Hospitals facing battle to reclaim the heart of nursing and maintain levels of care for their patients. Nurses say that hospitals must improve the environment of care. Doing so will no doubt require that models of care are redesigned to focus nurses on direct patient care and use other support staff to fulfill the duties that take nurses from the bedside. Staffing shortage affect the financial outlook of a healthcare organization. Can case the organ to look to traveling nurse as a solution to the shortage issue, and that can cost the organization up to three times more for that staffing resource. Staffing shortages can reduce the number of beds that are available, resulting in emergency- department overcrowding due to the unavailability of beds. Also, hospitals may choose to close beds to avoid the substantial financial impact of using contract staff. **staffing shortages can also be associated with low staff satisfaction, turnover, and low patient satisfaction, thus whether patients return to your organization. **Hospitals are learning that retention is as important== perhaps more important=-- than recruitment. The cost of turnover is tremendous in financial terms, and then there is the issue of the morale of remaining staff. ***it’s imperative that they hire the right person for the right job and ensure that the individual is a fit for the organization. Hospitals need to take time to review their mission and core values with the applicant during the interview process. The applicant needs to know what is important to the organization’s success. **hospitals also should make every attempt to avoid implementing compensation programs that are too costly over time to continue. Wages and benefits should be market competitive. Advocacy is also important. Hospital leaders should make sure that state legislators in their area are educated about how the community is being affected by workforce shortages and how the legislators can help. Providing on-site education is very important for recruitment, as well as retention. Hospitals should involve staff in decisions that affect their work environment, helping ensure the organization is meeting their needs. Today, nurses need the greater challenges of a career that provides personal satisfaction for the long term. Therefore, recruitment and retention go hand in hand. Hospitals and health systems are focusing their efforts on retention and employee satisfaction because they are recognizing that internal scorecards reflecting employee satisfaction are as important as measure of financial viability. Involving nurses in professional development and patient care issues is extremely important. Hospitals have developed shared governance models to bring nursing staff to the table in making decisions that will affect their daily lives, such as developing staffing models, redesigning patient care models, recruiting and interviewing nurse candidates, ad defining equipment needs. Nurse managers have been challenged to provide alternatives to traditional 8, 10, and 12-hour scheduling. Providing for associates to work full time at higher pay in lieu of benefits and integrating flexible scheduling are important ways to meet changing needs and expectations of associates. There has recently been, and will continue to be, a more proactive focus on nursing. Prioritization will be based on each region’s need. **President Bush has signed the nurse Reinvestment Act, which will provide for scholarships, a loan repayment program, public-service announcements to promote nursing as a career, and many other programs to support nursing. The right mentality is, “I want to be able to make some decisions.” One hospital chief nursing officer went directly to the nursing staff to solve the problem. Together, they came up with a protocol, assigning mandatory overtime only as a last resort. Nurses made extra efforts to avoid the mandatory overtime by first looking for volunteers and ten working through the protocol. As a result, mandatory overtime was reduced, and nurses gained some control over their scheduling. Today’s nursing workforce wants to have some choices and be able to make decisions. Keep the lines of communication open. Share financial data with staff; let them understand the financial challenges. Focus as much on retention as on recruitment. It is important to keep your current staff engaged and satisfied by creating a positive work environment for your nurses. Use surveys to determine their needs, and be willing to respond with the changes they desire, such as self-governance models, sufficient support staff, adequate equipment, ongoing staff development, and other resources. Don’t ignore the needs of your nursing leadership team. –these are the people who will help maintain your nursing workforce. Be sure to offer them opportunities for education, professional development, and mentoring so they are well equipped to help you with the challenges of the future. Create an attractive environment to retain the nurses within the organization. **Hospitals might look at furthering efforts toward work flexibility, and they might look at eliminating mandatory overtime in healthcare, the needs of patients cause wide fluctuations in census and acuity causing sharp spikes in demand for nurses. Can you picture a nurse leaving to go home in the middle of a surgery? The pieces of the puzzle between nursing and finance must link because staff retention reduces turnover, which reduces labor costs associated with recruitment, orientation, and education. As all the dots connect, you should have happier associates and enhanced satisfaction among physicians and patients. Misallocation of RN staffing on one sift can mean short staffing on another, resulting in lower morale, diminished patient care, and erosion of nursing supply. Finance and nursing should collaborate to measure the use of nursing staff (RNs, LPNs, nursing assistants) on a daily, shift-by-shift basis. A simple spreadsheet of days, evenings, and nights collect minimal data and disclose how well the staffing model is being used, where utilization is not appropriate, and where nurse managers can focus. Calculating highly variable components such as overtime will ensure that there are no surprises at month’s end. Staffing grids, average wage rates, and budget targets should be combined to create a monitoring tool that provides useful, actionable information. Shift-to-shift knowledge about variances from the staffing model supports decision-making about vital nursing resources. The simple spreadsheet becomes a management tool that reflects variance in staffing hours, rates, overtime utilization, and skill mix. There needs to be good working relationship with nursing, and that starts with good communication. One solution to complicated CFO-nurse manager relations is to allow the nurses to have more authority and influence on interdepartmental relations, as seen with the relatively new role of nursing financial officer. This person interacts heavily with the financial staff and is responsible for monitoring the budget, nursing position control, the float pool, and nursing interns. Giving the nursing division the final work on the top three candidates of the nursing financial officer position ensures a positive working relationship between the departments, and it adds some accountability. (Cox) Industry experts say that by 2020, this country could have 800,000 fewer nurses than it needs. We’ve even begun to understand, as studies from the University of Pennsylvania and other places suggest that there is a direct connection between the ratios of nurses to patients and mortality rates. The fewer nurses, the higher the rate. Good new is that more students are interested in nursing. A 2002 Harris poll found that 62 percent of 18- to 24- year- olds have discussed a nursing career for themselves or a friend. Nursing school applications in man places have soared. Baccalaureate nursing school enrollments, according to the American Association of Colleges of Nursing, rose 8 percent last year. In February, Congress approved $20 million for nurse education programs that include scholarships and continuing- education grants for practicing nurses. **Geriatric training for nurses also needs to be expanded. More than half of all hospital patients are over 65, and their umbers are expected to rise during the next 20 years. The American Nurses Credentialing Center, raises nursing care standards, as well as improves the recruitment and retention of nurses. Nurses are an essential element of our health care system. Research consistently shows that nurses increase the cost effectiveness and quality of care and improve the efficacy of a wide range of interventions, from heart surgeries to depression treatments. Qualified people are answering our nation’s call for more nurses. Let’s do what we can not to lose them. (Fagin and Rieder) **Welcome Susan MacMillan, Senior Vice President, Chief Nursing Officer, comes form Cap Gemini Ernst and Young, where, for nine years, she served as a consultant understanding and developing best practice models of Nursing throughout the country. Our recruitment and retention initiatives are well underway and coincide with the launching of our nursing marketing campign “exceptional Care Extraordinary Nurses.” Care Delivery Model Launching nurse “quality council” that will include nurses from al units focusing on patient care issues such as skin care, falls, teaching, etc. Clinical subcommittee for physician-nurse issues (generated at the unit liaison meetings) will continue quarterly. Medical-Surgical areas are conducting team building sessions and role classification for nurses and technicians. Expectations to meet patient care needs and workloads are being redefined. Recruitment and Retention Implemented “new” approach to compensation with focus on our experienced nurses. New “marketing” campaign to attract nurses includes a logo, brochures, slide show and commercial. Focus on highlighting what Mercy has to offer and attracting experienced nurses. MHA (Maryland Hospital Association) nurse retention survey completed. Results and action plans will be shared with staff during April and May. Major areas for focus included compensation, use of agency staff and meeting role expectations. (The Morning Report) HR 4654 IH 107th CONGRESS 2d Session H. R. 4654 To amend the Public Health Service Act to provide programs to improve nurse retention, the nursing workplace, and the quality of care. IN THE HOUSE OF REPRESENTATIVES MAY 2, 2002 Mrs. MCCARTHY of New York (for herself and Mrs. BONO) introduced the following bill; which was referred to the Committee on Energy and Commerce A BILL To amend the Public Health Service Act to provide programs to improve nurse retention, the nursing workplace, and the quality of care. Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled, SECTION 1. SHORT TITLE. This Act may be cited as the `Nurse Retention and Quality of Care Act of 2002'. SEC. 2. FINDINGS. Congress finds the following: (1) The current nurse workforce is aging, and the average age of practicing registered nurses is 43.3 years, representing an increase of 5.9 years since 1983.
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