Explain relevant economic and environmental data that support your proposal and analysis.


You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document to better understand the performance levels that relate to each grading criterion:

. Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) level that you believe will provide ethical and culturally equitable improvements to the quality of care.

. Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.

. Explain relevant economic and environmental data that support your proposal and analysis.

. Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.

. Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.

Additional Requirements

. Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.

. APA formatting: Resources and citations are formatted according to current APA style.

. Resources: Cite a minimum of 3–5 authoritative and scholarly resources. Be sure to include specific economic data and support as part of your cited resources. Resources must be current and a maximum of 5 years old.



In this assessment, you will propose an economic initiative that presents an

opportunity for improved care quality.


level health care practitioners are charged with the responsibility of

constantly scanning the external environment for shifts in supply of and demand

for services. Concurrently, leaders must examine strategic fit with their

organization’s directi

onal strategy and determine if adjustments need to be made

for current service offerings, updates in equipment, changes in staffing models,

and a variety of other decisions. Each decision that is proposed must be evaluated

in terms of the health care setti

ng as a system, alignment with the mission and

strategy, available internal resources, potential contract and payer source

implications, and the short

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