Diploma in Management (Health Services) Course Number HS 601 Ma. Karenina G.

Pazcoguin ID Number 608966 24/7 STAT Ambulance Services

VISION STATEMENT: By 2020, 24/7 Stat Ambulance Services will be New Zealands leading provider of helicopter ambulance providers offering top class services to all of New Zealand. MISSION STATEMENT: Our mission is to provide the ultimate quality of immediate pre-hospital care and emergency and non emergency transport services via our helicopters with high regards to compassion, commitment and competence to the whole New Zealand population. OBJECTIVES: 1. To uphold high standards of competency among health team members without forgetting compassion and sensitivity to the needs, emotions and culture of the patients and their loved ones 2. To provide individually-tailored pre-hospital care regardless of but with utmost consideration for race, gender, age, social status and educational background 3. To promote integrity and respect for human dignity not only of patients but to all employees as well 4. To ensure that all patients and/or relatives are considered partners in care which means having a share in the decision-making and encourage participation in providing care 5. To be ready to deliver services to anyone, anywhere, 24hours a day, 7 days a week LEGAL ISSUES 1. A. Sole Trader As a sole trader the individual fully or solely owns the business. The business is usually small in size particularly in the sales generated and in the number of staff employed. Being a sole trader has a number of advantages. One of the advantages of it would be the ease in starting it up. You dont have to consult other people on how you will start the business, when to start or stop it, the changes that you would want your business to undergo and those kinds of critical decisions. It also has almost no legal formalities like contracts with other people. It is also not requirement for it to be registered. The secrets within the business do not have to go out since you are the only one involved in planning and strategizing. However it also has its disadvantages. Though the profit is not shared, liabilities are not shared as well. The business owner will carry all the loss of the business on his shoulder. Also, investing on the growth of the business is difficult. Doing this will require a huge amount of capital. Lastly, sole traders are hugely affected by larger organizations. Sole proprietorship hardly copes with the demand and supply of the market because they do not have enough money to buy more equipment, increase its productions, adopt new technology and develop new ideas. B. Partnership For a partnership to exist there must be a contract or an agreement between at least two people. Because of the presence of contracts or agreements, it must be lawful and abide by laws of the government and the Companies Act. There is also sharing of profits and losses. This means that even if the income generated must be split among partners, the loss does not have be a burden to only one person. So the liabilities are not as heavy as that of a sole trader. Shares also can be shared. However, the most important aspect of any partnership is faith and trust amongst partners. Without this, even the business is doing great, the business will definitely close. Like previously mentioned, it should be between people agreeing on certain guidelines. C. Limited Liability In limited liability, shareholders are not liable for debts of the company that they own shares in. They are a separate entity from the owners of the business. Unlike partnership, the company or the business may continue its existence irrespective of the existence of partners. This is called perpetual succession. Whether the owner of the business dies or the transfer of the shares to a new entity it will live on. It also operates on the basis of agreement and terms. With its complexities, it is definitely the most difficult to set-up because of legal and financial matters. Also, the owners liability for the businesss debts is limited to what was invested.

2.

With the kind of business I wish to set-up, I have decided to adopt a limited liability structure of a business. As an owner and a shareholder, I will not only protect myself during times of crisis but also I am protecting people who are investing in my company. Donations and investments will be the main source of finances that is why this type of structure is most appropriate for me. It will also have a pass-through taxation which means that it will not be taxed twice in the corporate level and shareholders level. It also has less paperwork and administrative work than corporations. It may be difficult to set-up, but because I know that sales talk is one of my strengths as a business owner, I would easily be able to persuade people to invest in my company. Also, because of the security of having protection for shareholders, people would feel safe and confident to buy shares of my company which means more money for me. Because limited liability is an internationally recognized structure, the limited liability company structure enjoys greater credibility and a more professional image in the marketplace than the sole trader option. Lastly, when it comes to control over operations, I still vote for limited liability. Often the largest shareholders are the managing directors. In larger companies, most shareholders have no say in its daily operations. However, all shareholders who hold voting shares in a company may participate in the election and removal of directors. This gives shareholders the collective right to elect the directors and have ultimate control of the company without necessarily being concerned with its day-to-day affairs. It may not be that beneficial to me as the owner at first, but in the long run it will do my business good if there would be heaps of investors and shareholders.

3.

Flying a helicopter ambulance would entail different regulations from the New Zealand government and different regulatory bodies. Policies that need to be considered would be a lot but the top three are the Health Practitioners Competence Assurance Act of 2003, Guidelines for Contracting with Non-Government Organizations for Services Sought by the Crown and the Aviation Industry Association Air Ambulance Operation Standards. Health Practitioners Competence Assurance Act of 2003 The HPCA Act was introduced by the government in 2003.The principle purpose of the Act is to protect the health and safety of members of the public by providing for mechanisms to ensure that health practitioners are competent and fit to practice their professions. The Act sets out the rules for the way practitioners are registered, the process for complaints and how professional competence is maintained and assessed. The Act includes ways to make sure health practitioners are competent and fit to practice their professions for the duration of their professional lives. Having one Act for the regulation of health professionals means there are consistent procedures and terminology across all those professions. Examples of other health practitioners currently covered by this Act include doctors, nurses, midwives, chiropractors, dentists, dental hygienists, psychotherapists, occupational therapists, physiotherapists, medical laboratory scientists and many others. In total of 21 Health professional groups are regulated under the Act. Guidelines Contracting with Non-Government Organizations for Services Sought by the Crown The Government provides funding to a large range of NGOs, for a wide range of public purposes, through a number of portfolios and Government agencies. Many of these funding relationships are with notfor-profit organisations (including community and voluntary sector organisations, iwi, hapu and other Maori organisations). The Government has expressed a clear wish for a good working relationship with the community and voluntary sector, and these guidelines are intended, among other things, to help support this relationship. All these funding arrangements involve an agreement of some kind. That agreement is usually a contract that can be legally enforced by either party (and hence the term contracting is used generally throughout these guidelines), but in some cases may involve a conditional grant. The agreement represents an exchange of undertakings by the parties to each provide something of value to the other, although in practice that benefit may be provided to a third party. The agreement should provide:

Clarity about the undertaking of each party to the other. Certainty about the performance of those undertakings by each party. Justification for the payment of public money and subsequent accountability for that money. A clear legal underpinning to the relationship.

Contracting, however, involves more than agreeing the terms of a contract. It is important that Government agencies see the contract as embedded in a contract management system or cycle that involves:

Planning Selecting a provider Negotiating the contract Managing the contract and monitoring Review and evaluation Starting over

It is also important that Government agencies recognise that the Governments relationship with an NGO normally extends beyond the requirements of the contracting process. Some Government agencies are now heavily dependent on NGOs for the provision of services, and NGOs can be important sources of innovation, information, and useful policy and operational advice. Where these relationships exist, the Government agency concerned needs to see contract management in terms of supporting the wider relationship with the NGO.

Aviation Industry Association Air Ambulance Operation Standards The goal of this Standard is to ensure that the quality of service provided by air ambulance/air rescue services in New Zealand promotes safety, consistency and is patient or recipient focused. The concept of safety and risk minimisation underpins the development of this document and builds upon the excellent safety record experienced in the sector to date. Air providers wishing to provide these services are expected to meet the Standards required within this document. These Standards have been peer reviewed and critiqued not only by the providers of air ambulance/air rescue services, but also key stakeholder organisations such as National Ambulance Sector Office and other health providers, search and rescue organisations and medical experts. To ensure ongoing provision of the quality of standards required and ongoing compliance with Civil Aviation Authority of New Zealand Rules, operators are required to demonstrate compliance to this Standard through certification. This ensures the Standards are maintained and that the operators. Expositions comprise a living document, which can be amended and enhanced to keep in line with ongoing developments in technology and techniques. The Standard contains the air sector-agreed Standards for pilots, crew, aircraft and essential equipment. The desired outcome of this Standard is the promotion of national consistency, best practice and quality, and risk management practices that ensure patient and crew safety remains paramount in all aspects of air ambulance and air rescue service provision. PHYSICAL RESOURCES a. Building

b.

Helicopter hangar and helipad pans 16m x 16m, and is 6m high, this now enables them to run an efficient Air Ambulance service Staff lounge and board room with enough chairs and tables, a computer and projector for talks and discussions, kitchen and lounge for relaxation Simulation and training centers with the necessary equipments for new staff to learn the protocol and demonstrate skills that are needed to be part of the ambulance team.

Call center floor with at least 8 computers stations to start off, a command center and communicators for both the clients and the helicopter team and Machinery Helicopter : Standard single or twin engine ATO VFR equipped aircraft the operation of which is certificated under CAA rule 1x GPS system for navigation Inter crew communication system which will be connected to the base command station Stretcher to place the patient on Medical equipment securing system or rack.

c.

Power Supply (12v/240v) CAA approved as appropriate with leads & adapters for monitors, incubator, defibrillator and any other medical equipment. Overhead hooks for the Intravenous bottles Attendant seats (with one seat adjacent the patients head) Torch for each crew person so as to help especially during night time rescues Climate control & lighting in patient/attendant areas to aid in the process of making the patient stable and for easy citing of necessary equipments Restraints and fittings for all equipment carried to prevent falling or destruction especially in times of turbulence Medical Equipment and Supplies 1x Electrocardiograph for monitoring the heart and its activity 1x Pulse oximeter to know the blood oxygen concentration

EMPLOYING STAFF 1.

1x Blood pressure (Automatic NIBP) Invasive BP capability available 1x Temp monitor (electronic) 1x Defibrillator for patient revival Suction equipment of an appropriate standard. Bag/mask Resuscitator Oxygen with delivery equipment Suitably equipped medical kit including at least: IV Fluids & giving set IV Pressure bag Laryngoscope blades & suitable ET tubes Pleural drainage equipment. Cricothyroidotomy set. Medication & delivery equipment appropriate for the patient. AS REQUIRED: Transport ventilator with disconnect and high pressure alarm Syringe pump(s) Neonatal drugs and equipment Neonatal Incubator and oxygen Incubator monitoring equipment Stretcher Capnograph

Office Manager Task Analysis New Staff Selection Receive applications and record applicant details and qualifications on the Selection Matrix for first stage selection and recording purposes. Prepare applications for short listing Review the short listed applicants and apply weighting to each applicants Selection Matrix to determine the best candidate for the position. Select the number of applicants for interview stage and notify them to arrange interview times and dates to create an interview timetable. Conduct interviews, checking applicant statements against the Selection Matrix and confirming references and qualifications are valid and correct for further sorting of applicants. Contact the first choice applicant verbally offering the position. When an appointment is confirmed and accepted in writing, notify the unsuccessful applicants Job Description General Purpose

Responsible for the organization and coordination of office operations, procedures and resources to facilitate organizational effectiveness and efficiency Main Job Tasks and Responsibilities STAFF MANAGEMENT assign and monitor clerical, administrative and secretarial responsibilities and tasks among office staff coordinate office staff activities to ensure maximum efficiency evaluate and manage staff performance coach and discipline office staff manage internal staff relations RESOURCE AND SUPPLY MANAGEMENT allocation of resources to enable task performance Monitor and maintain office supplies inventory review and approve office supply acquisitions STAFF HIRING AND TRAINING recruit and select office staff organize orientation and training of new staff members FILING AND RECORD KEEPING MONITORING design and implement filing systems ensure filing systems are maintained and current establish procedures for record keeping monitor record keeping ensure security and confidentiality of data analyse and monitor internal processes prepare operational reports and schedules to ensure efficiency OFFICE POLICY DEVELOPMENT AND IMPLEMENTATION design and implement office policies and procedures ensure office policies and procedures are being adhered to implement procedural and policy changes to improve operational efficiency maintain a safe and secure working environment CUSTOMER SERVICE SUPPORT

handle customer inquiries and complaints

a business degree or equivalent a high school diploma with a number of years administrative and supervisory experience knowledge of accounting, data and administrative management practices and procedures knowledge of clerical practices and procedures knowledge of human resources management practices and procedures knowledge of business and management principles computer skills and knowledge of office software packages

Key Competencies

communication skills problem analysis and assessment judgment and problem solving

decision making planning and organizing work and time management attention to detail and high level of accuracy delegation of authority and responsibility information gathering and monitoring coaching skills initiative integrity stress tolerance adaptability teamwork and collaboration

Job Specifications Are you bored with a daily routine kind of job? Do you wish to be of help to other people while experiencing something new each day? Does office administration in a non-office environment tickle your fancy? You might be the person we are looking for! SEEKING FOR AN OFFICE MANAGER WITH SPUNK! Essential Experience of general office administration (answering the telephone, filing, photocopying, dealing with enquiries, supporting staff). Highly computer literate in all Microsoft office applications (e.g. Word, Outlook, Excel). Able to evaluate the Associations IT needs and articulate these to IT service providers. Experience of managing and maintain database systems and organising record keeping systems. Excellent oral and written communication skills and strong inter-personal skills. Experience of working with figures. Experience of managing external contracts/liaising with suppliers. Ability to write clear, concise minutes and reports. Experience of working within a small team and/or prioritising own workload. Willingness to contribute to the work of the Association as a whole. Interest in and commitment to the aims of the Cockburn Association. Desirable Experience of financial record keeping and working to a budget. Experience of customer service Experience of working with volunteers. Experience of emergency set-up contact center Personal Qualities Excellent time keeping, reliability and personal organisation skills. Flexible. Can adapt to changing work priorities at short notice, take on the ideas of others and adapt own way of working. Systematic. Enjoys administrative work and making systems work for others. A problem solver. Positive, service-oriented and helpful inter-personal communication. Good at multi-tasking - enjoys doing several different tasks at once. Experienced self-confident person. Unflappable. So if you got what it takes, APPLY NOW!

2.

Marketing Manager

Task Analysis

Developing a Pricing Strategy 1. Determine your desired profit margin. When you are starting up, profits will be slim if any. However, pricing should be set to provide a profit per item sold or service provided so that when volume builds the business as a whole will make money. 2. For pricing services, consider the value of your time as well as any materials involved. If you want to earn a certain amount per hour, calculate the number of hours required to provide the service and multiply by your desired amount. If your service includes, for example, printing, calculate the costs of the ink and paper as well as your time. 3. For pricing products, calculate the cost to produce those products as well as any time involved. Include costs such as raw materials, shipping, equipment and packaging. Calculate the cost for each product individually, then add your desired profit for each item, to get the total price. 4. Investigate what your market will bear. Find out what your competitors are charging. Determine whether you are able to price your services or products lower than your competitors and still earn a profit. 5. When you are starting a new business or trying to grow a business, an effective pricing strategy is to provide short-term lower prices to special groups or on special items. Offer pricing specials to introduce new products and services. As you grow, reward your long-time or frequent customers. Job Description General Purpose To develop, establish and maintain marketing strategies to meet organizational objectives. Effective management of the marketing, advertising and promotional activities of the organization Main Job Tasks and Responsibilities ADVERTISING AND PROMOTIONS manage and coordinate all marketing, advertising and promotional staff and activities monitor, review and report on all marketing activity and results liaison with media and advertising MARKET RESEARCH AND ANALYSIS conduct market research to determine market requirements for existing and future products analysis of customer research, current market conditions and competitor information MARKETING PLAN DEVELOPMENT AND IMPLEMENTATION develop and implement marketing plans and projects for new and existing products manage the productivity of the marketing plans and projects BUDGET AND FINANCE MONITORING determine and manage the marketing budget deliver marketing activity within agreed budget develop pricing strategy Education and Experience

business or marketing-related degree or equivalent professional qualification experience in all aspects of developing and maintaining marketing strategies technical marketing skills proven experience in customer and market research relevant product and industry knowledge experience with relevant software applications Key Competencies

excellent written and verbal communication skills

organization and planning problem analysis and problem-solving team-leadership formal presentation skills persuasiveness adaptability innovation judgment decision-making stress tolerance collaboration

Job Specifications MARKETING SUPERSTAR WANTED FOR A NEW EXCITING INSTITUTION! If you think you know the ins and outs of product promotion and advertising, READ ON.

Knowledge of methods and principles to show, promote, and sell products or services. Knowledge of management and administration principles involved in resource allocation, strategic planning, human resources modeling and so on. Knowledge of communication, media production, and dissemination method and techniques. Strong effectual communicator and highly developed teamwork skills. Ability to direct and manage the efforts of teams diverse creative employees. Expert in social media and internet strategy with a proven record of accomplishment. Strong understanding of market and customer dynamics and requirements. Proven ability to supervise all promotional, marketing, and advertising activities. Ability to solve problems in a creative manner and demonstrate top integrity. Ability to maintain professional external and internal relationships that meet an organizations core values. Ability to establish and maintain solid working team relationships. Must possess technical marketing skills, formal presentation skills, and judgment and decision-making skills. Good written as well as verbal communication skills and the ability to interact with advertising agencies. Ability to analyze market trend. Should have the ability to effectively manage time and the knowledge and coordinate work functions with other departments of the organization. Must have good interpersonal, leadership, motivational and research qualities

If you are ready to take on the challenge, drop by the office with your CV and impress us by selling yourself to us. MARKETING PLAN Marketing Objectives 1. Build the name of 24/7 STAT Ambulance Services among referral sources like emergency departments of different DHBs in New Zealand by the year 2013 2. Become the number 1 choice among New Zealanders when emergency and non-emergency transport services are necessary with pre- hospital care as a priority. 3. Reach and maintain 95% of New Zealand as permanent clients by the year 2015 4. By the end of 2015, 24/7 STAT Ambulance Services should have achieved an annual growth rate of at least 10% Targeting Strategy Full market coverage will be my targeting strategy. This means the attempt to serve the entire market. This coverage can be achieved by means of either a mass market strategy in which a single

undifferentiated marketing mix is offered to the entire market or by a differentiated strategy in which a separate marketing mix is offered to each segment. 24/7 STAT Ambulance Services would have to cater to the whole population. The services that this company will offer can serve all ages, gender, race and social status because we will be rendering services at a very low cost without sacrificing quality. There is over 4 million people in New Zealand who would need to know about their options when it comes to health service delivery. People empowerment through health education is a must for everyone. Another thing is most of the places in New Zealand can be considered rural and so it takes a lot of time to travel to a public hospital. Travel time is very crucial when it comes to saving a life. Positioning Strategy I will be using a positioning strategy that emphasizes a unique distinctive benefit. I would have a tag line of, The only Air Ambulance Service that can perform surgeries on board. Our product offers on board surgeries that will help stabilize a patient until a tertiary institution is reached. We will be targeting all people in need of pre-hospital care especially those who are victims of motor vehicle accidents or those who met an accident in the rural areas and need to be transferred to the hospital immediately. It will be better than our competitors because it will be very cheap and more advanced when it comes to the technology and the staff that are onboard. This is what we need since we will be offering the stabilizing surgeries and even some that are already palliative and curative if possible while flying to the nearest hospital. That is why we know our services will be followed by other air ambulance services. Another is, The only ambulance service that is reimbursable from the ACC or your private insurance providers. I will be presenting this business plan to different health insurance providers and also to the ACC for them to be able to come up with a certain package so as to ensure that in times of accidents and emergency, they dont have to lose their money just for the ambulance services because they could reimburse it from whoever their health insurance providers are. Marketing Mix Place Location is not a primary issue. The centers and the offices do not need to be convenient for the people. We are the ones who will go to the site and assist them in any way necessary. Price 24/7 STAT Ambulance Services is a charitable organization that will benefit a lot of people. People will be able to see what we can do and what we can offer. In line with this, there will be a lot of investors and shareholders for this company. Not only that, we will have a lot of fund raisings and definitely, with the use of a little sales talk, I will be able to, in behalf of the company, raise funds from donations and people who will be able to see the benefits of having these services that I offer. It will be at a reasonable price. Another option would be for me to talk to various insurance companies to make it a part of the free services or the reimbursable services that patrons can avail of. ACC and the other private insurance can cover these services since it will be at a very low cost and it is not that often that one needs an air ambulance service. It will not only make sure that when that instance happens there will be someone to take care of it, but also it keeps money coming even if no one really needs the services because the insurance companies will make it part of the prepaid services. Product Our services would be air ambulance. With the use of patented innovations and technology, highly trained medical and aviation officers both onboard and on land but all for a very cheap price which, as mentioned earlier, would be reimbursable through the insurance providers, the company will not be hesitant to avail of the services that we are offering. It might not be a constant need from citizens but it will definitely be most helpful when the situation calls for it. Promotion A tri-media approach will be used to communicate to consumers that whichever way the services they want need to be tailored according to their need/s, 24/7 STAT Ambulance Services will do its best to grant their needs. The use of TV, print and the internet would be our instrument for information dissemination. It is not only us giving the information but also customers providing us with feedbacks and also the important details of the services that they would require.

Because of this, our company would be having a contact center for any general inquiries, reporting of accidents and incidents, requesting for any kind of non-emergency transportation and of course, just a general feedback on how we are doing. This contact center is open 24 hours, 7 days a week answering calls non-stop so as not to delay services that are needed STAT. RESPECT FOR THE ENVIRONMENT OF NEW ZEALAND It is very much important to recycle and manage the waste products in our company. First and foremost, it is a medical company. This only means that there are biohazard waste products which may harm people, animals and the land if not disposed properly. Biohazard waste is medically used trash contaminated with blood or other infectious materials. Autoclaving of these items is the normally performed process. Sharps (needles, syringes or similar objects) from research projects are deposited in biohazard waste disposal boxes. Instructions on how to dispose biohazard wastes: 1. Accumulate the contaminated items. Use a 10 percent bleach solution to sterilize the waste product before disposal. Place the autoclaved items in the designated biohazard waste area. Needles and disposable scalpels fall into this category, as well as in the sharps category. 2. Put viral or bacterial infected biohazard waste products in a red trash bag or a sealed medical waste box. Set the biohazard bag in the pre-chosen area for pick up. This could include tissue, blood samples and bone fragments. 3. Place sharp items like broken lab glass, blades and other dangerous objects, into a sharps container. Place it into a prepared medical waste box. Label it and notify the janitor you have a biohazard waste box for them to pick up. 4. Add disposable padding to chemicals and pharmaceuticals used in the research and put it in the red plastic lined box. Before sealing the biohazard bag or box, label it with the contents, date, contact person and originating location information. 5. Discard the waste from research projects in red plastic-lined biohazard waste disposal boxes. Animal organs, body parts and cadavers must be disposed of in this manner, after the research is finished. 6. Check with risk management in your company to see how to handle liquids. Some regulations permit you to pour larger amounts of biohazard liquids while others forbid it. Second, we own and operate helicopters which may mean air and noise pollution to a lot of people. In line with this, we will be conducting monthly emission testing so as to see if unacceptable levels of pollutants are being released. If tests show this, the company will be more than willing to take necessary actions to resolve it. Lastly, recycling of the resources will be a top priority. It will not only protect the environment but also would save our company lots of money. Used paper can be made into scratch or temporary receptacle onboard. Water and energy must be used wisely and so it is very crucial to educate employees on the importance of the said resources. Computer equipments may be sold to junk shops or fund raising for the company as well. Lastly, harmful chemicals, as mentioned earlier, need to be disposed properly with the biohazard materials so as not to harm and cause pollution. FINANCIAL PLAN Capital costs Capital costs are costs incurred on the purchase of land, buildings, construction and equipment to be used in the production of goods or the rendering of services, in other words, the total cost needed to bring a project to a commercially operable status. However, capital costs are not limited to the initial construction of a factory or other business. For example, the purchase of a new machine that will increase production and last for years is a capital cost. Capital costs do not include labor costs except for the labor used for construction. Unlike operating costs, capital costs are one-time expenses, although payment may be spread out over many years in financial reports and tax returns. Capital costs are fixed and are therefore independent of the level of output. Operational costs For a commercial enterprise, operating costs fall into two broad categories: fixed costs, which are the same whether the operation is closed or running at 100% capacity variable costs, which may increase depending on whether more production is done, and how it is done Start-up budget In creating a start-up budget, you will need to consider the following things. There are certain questions that will be essential to know these factors.

How much can be sold in year one? How much will sales grow in the following years? How will the products and/or services you are selling be priced? How much will it cost to produce your product? How much inventory will you need? What will your operating expenses be? How many employees will you need? How much will you pay them? How much will you pay yourself? What benefits will you offer? What will your payroll and unemployment taxes be? What will the income tax rate be? Will your business be an S corporation or a C corporation? What will your facilities needs be? How much will it cost you in rent or debt service for these facilities? What equipment will be needed to start the business? How much will it cost? Will there be additional equipment needs in subsequent years? What payment terms will you offer customers if you will sell on credit? What payment terms will your suppliers give you? How much will you need to borrow? What will the collateral be? What will the interest rate be? If you will be able to answer these questions then there will be no problem to know the factors that are important in establishing a start-up budget. Capital Budget A capital budget includes planned outlays for long-lived assets that are expected to generate income or support business operations over a number of years. These usually exceed cost minimums as dictated by accounting and/or tax rules, and include, but are not limited to:

Land Buildings Machinery Office Equipment Furniture & Fixtures Vehicles Investments in Other Companies

Forecasting a cash flow If a business does not forecast cash flows it runs the risk of having no money in the bank. Without money it cannot pay anyone. Not the staff or the landlord, nor the utilitiy companies or the tax authorities. In the same way that a car cannot run without fuel, a business cannot run without cash. Small business owners are specialists in their field, such as electricians, plumbers, writers or retailers. Many do not find it easy to work with money and spend too little time on cash flow planning. It is often left to chance whether there will be enough in the bank at the end of the month. That might not be too much of a problem for a sole trader working from home. But it becomes a major risk for a small business renting premises or employing staff. These are the businesses that need to have good cash flow forecasting processes in place if they are to survive in a downturn. Revenue Statement and Balance Sheet Balance sheet is a financial statement that summarizes a company's assets, liabilities and shareholders' equity at a specific point in time. These three balance sheet segments give investors an idea as to what the company owns and owes, as well as the amount invested by the shareholders.

The balance sheet must follow this formula: Assets = Liabilities + Shareholders equities Revenue Statement is a statement or list of the entire amount of income before any deductions are made. This is different from income statement because income statement is a document generated monthly and/or annually that reports the earnings of a company by stating all relevant income and all expenses that have been incurred to generate that income. It is also referred to as a profit and loss statement. The income statement is a simple and straightforward report on a business' cash-generating ability. It's a scorecard on the financial performance of your business that reflects when sales are made and expenses are incurred. It draws information from the various financial models such as revenue, expenses, capital (in the form of depreciation) and cost of goods. CULTURAL FACTORS The Treaty of Waitangi can be summarized in 3 words: protection, partnership and participation. These can be reflected in my company through the following. Protection is very much important as this talk about health promotion and preventive strategies. Through proper health education to everyone we can be able to prevent accidents and different situations that may endanger the life and health of the people. On the other hand, partnership is when clients share in the decisions made regarding the health provided. It is very important for the clients to have a representative when critical decisions are to be made. This can be the patient himself or any member of the whanau that can make critical decisions in behalf of the client. Lastly, participation means the involvement of the client and/or the family in providing care. Giving these rights to the whanau means valuing their culture as well. It is also necessary to ask them if they need a Maori care provider. This means that the company would also need to hire Maori workers for the Maori clients to feel more comfortable because care will be provided by someone whom they can relate to. Another cultural factor is no bias regarding the demographics of a person. Regardless of gender, age, race, sexuality, social status or educational background, any one should be served as others will be provided care as well. No preferences or priorities will be given unless the situation calls for it. Between a life threatening situation and non-emergency transfer, of course the life or death situation will be prioritized.