| Course | MMHA 6999 Strategic Leadership Management |
|---|---|
| Week | Week 11 |
| Paper type | Executive presentation |
| Length | About 1,050 words across 9 slides with speaker notes |
| Format | Slide deck with speaker notes, APA 7 |
| School | Walden University |
| Program | Master of Healthcare Administration (MHA) |
| Updated | October 2026 |
Free sample paper for MMHA 6999 Week 11
Approve the Plan That Keeps Us Present Where Others Are Not
Student Name
Walden University
MMHA 6999: Strategic Leadership Management
Instructor Name
Month Day, Year
Slide 1: We Ask You to Approve the Three-Year Strategic Plan Today
Approve the plan, its six objectives and its failure thresholds
Approve the review date thirty-six months from today
Presenter: Chief Strategy Officer, Juniper Valley Health
Speaker notes: Good morning. I am going to start with what I am asking for, because everything else today supports it. I am asking you to approve our three-year strategic plan, with its six objectives, the thresholds that would tell us any of them is failing and a fixed date when this board will review the whole plan. That is the decision. The next ten minutes explain why.
Slide 2: Our Strength Is Being There
Only emergency care in two of our four counties
Eleven clinics on one record
Specialists by video in every hospital
Speaker notes: When we tested the strengths we like to claim, three survived. We are the only emergency care in two counties. Our clinics share one record, which our competitor cannot match. And our tele-specialist partnership puts experts in every one of our hospitals. All three are about being present where others are not. That is our position, and the plan builds on it.
Slide 3: What We Will Not Do
No second surgical robot
No county seat office building
No duplicate urgent care
Speaker notes: A strategy is as much about what we refuse as what we pursue. We are not funding a second robot, a county seat office building or another urgent care like the one we closed. Each would pull money away from our strengths to imitate a competitor. Turning these down is how we pay for everything else in the plan. Michael Porter put it plainly decades ago: strategy is choosing what not to do (Porter, 1996). I would add that in a rural system with sixty-two days of cash, it is also the only way to fund the things that matter. The surgeons who wanted the robot are disappointed, and I have told them so directly. I would rather disappoint them now with a clear reason than fund a program we cannot sustain and close it in two years.
Slide 4: The Hardest Choice Is Already Made
Births move from Alder Creek to the regional hospital in fifteen months
Prenatal care, emergency readiness, a navigator and lodging stay or start
Speaker notes: You approved consolidating births last quarter. I want to be honest that families in Alder Creek lose something real. Rural counties that lose birth units see more deliveries without maternity staff nearby and more preterm births (Kozhimannil et al., 2018). We did not make this decision because those risks are small. We made it because the alternative, a unit we could not staff safely after two retirements, carried larger risks of its own. That is why the plan protects four commitments, and why the first two, emergency readiness and the navigator, are protected first if money gets tight.
Slide 5: Six Objectives, Each Able to Fail
Safe births; local maternity care; emergency presence; clinic network; specialist reach; financial resilience
Every objective has a measure and a failure threshold
Speaker notes: Every objective in this plan has a number that could show it is failing. For example, if four or more Alder Creek-area babies are born outside a hospital in a year, that triggers a review within ninety days. I chose to write the plan this way because a plan that cannot fail cannot tell us anything. The balanced scorecard idea, measuring a few things across finance, patients, processes and learning, is not new (Kaplan & Norton, 1992). What is new for us is attaching a failure line to each measure. A target tells us what we are aiming at. A threshold tells us when to stop and think again, before a bad year becomes a bad three years.
Slide 6: Why Thresholds Matter
The urgent care lost money for eighteen months
No one had said in advance when we would stop
Speaker notes: We learned this the hard way. When we reviewed the county seat urgent care, the clearest lesson was that we had no exit rule. We kept it open because there was never a moment when anyone had agreed it had failed. These thresholds are that moment, set in advance. I want to be clear that crossing a threshold does not automatically end a program. It triggers a review within ninety days, with the facts in front of this board. That protects us from two errors: holding on too long, as we did with the urgent care, and abandoning something good because of one hard quarter.
Slide 7: It Is Funded
Stopped obstetric costs at Alder Creek exceed the new commitments by roughly $700,000 a year
Declined projects' capital moves to emergency readiness and clinic technology
Speaker notes: The plan fits inside budgets you have already approved. Savings from consolidation pay for the four commitments with room to spare after the first year. Capital from the projects we declined goes to emergency readiness and clinic technology, the things that make us present. If Medicaid payments fall, the resourcing plan already tells us what we protect first: emergency obstetric readiness and the nurse navigator. You will not have to decide that under pressure later, because you are deciding it now.
Slide 8: The Review Date Is in the Document
Board reviews every measure twice a year
Full review at thirty-six months: renew, revise or replace
Speaker notes: Finally, the plan sets its own review date, and the secretary will put it on the calendar today. At that meeting, you will have to renew, revise or replace the plan. It cannot simply drift. Between now and then, the strategy committee will see every measure twice a year, in the same format, so trends are visible. If the plan is working, you will know. If it is not, you will know that too, early enough to act.
Slide 9: The Decision
Approve the plan, the thresholds and the review date
Speaker notes: So I return to where I started. I ask you to approve the plan, its thresholds and its review date. I am glad to take questions. I expect you will ask about Alder Creek, and I would welcome that, because the families there deserve to know this board has looked hard at what the plan asks of them.
References
Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71-79.
Kozhimannil, K. B., Hung, P., Henning-Smith, C., Casey, M. M., & Prasad, S. (2018). Association between loss of hospital-based obstetric services and birth outcomes in rural counties in the United States. JAMA, 319(12), 1239-1247. https://doi.org/10.1001/jama.2018.1830
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
MMHA 6999 Week 11 instructions, in plain terms
Executive presentations ask you to persuade decision makers in a short time. Lead with the decision you need, before any background. Limit every slide to a single point and let its title announce that point. Write speaker notes as you would actually speak them, in full sentences and a natural voice, not as bullet lists. Use evidence sparingly, in the notes, where a board member might ask for support. Acknowledge costs and hard choices openly. Include the lesson of any past failure that shaped the plan. Return to the ask at the end and invite questions, including the difficult ones, so the board sees that the presenter is not afraid of them.
How this MMHA 6999 Week 11 example is built
The deck has nine slides. Slide 1 states the ask. Slide 2 names three access strengths. Slide 3 lists declined projects, with notes citing Porter. Slide 4 addresses the obstetric consolidation honestly, with notes citing Kozhimannil and colleagues. Slide 5 presents six objectives able to fail, with notes citing Kaplan and Norton. Slide 6 recalls the closed walk-in clinic and the missing exit rule. Slide 7 shows funding and the protection order. Slide 8 fixes the review date. Slide 9 repeats the ask and invites questions about the affected families. Each speaker note runs a full paragraph, written for the ear, and the evidence appears where a trustee might ask for it.
Where the marks sit in the MMHA 6999 Week 11 rubric
Executive presentations are graded on structure, clarity and delivery. Opening with the ask earns the foundation. One idea per slide, with titles that state the idea, earns significant credit. Speaker notes written as natural speech, rather than bullets, show readiness to present. Evidence used where a board would want it demonstrates judgment. Acknowledging costs and past failures builds credibility. A closing that returns to the ask completes the structure. Slides should be uncluttered. References for evidence cited in the notes should be listed in APA style. Instructors also check whether the deck can be presented in about ten minutes and whether its numbers match the plan it presents.
Common MMHA 6999 Week 11 mistakes, and how to avoid them
Board presentations often start with background and reach the ask on the last slide. Put the ask first. Give each slide a title that says its point. Keep the words on screen sparse and let the notes carry the reasoning, written the way you would say it. Address the hard part openly; boards respect it. Mention a past mistake if it shaped the plan. End where you began. Practice aloud with a timer. If you need to present a strategy to a board, our writers can help you build a deck and notes that make the decision clear in ten minutes. Time each slide and cut any that runs past a minute.
Get a MMHA 6999 Week 11 example written to your instructions
Send the presentation prompt, the plan it compresses and the rubric the classroom uses, and a finished MMHA 6999 Week 11 deck returns inside 24-48 hours, the first one is free, speaker notes written as speech, backup slides included. The health system in the deck is imaginary, and the running time matches what an executive team would sit through.
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MMHA 6999 Week 11 questions, answered
Where can I find a free MMHA 6999 Week 11 sample paper?
The nine-slide executive presentation, speaker notes included, can be read here.
How does the MMHA 6999 Week 11 presentation open?
With the ask: approve the three-year plan, its failure thresholds and its review date.
How are the speaker notes written?
As full sentences in a speaking voice, the way the presenter would actually deliver them.
Which hard topic does the deck address openly?
The consolidation of births and what families at the small hospital lose.
How does the deck end?
It repeats the ask and invites questions, especially about the affected families.