University of Phoenix Stevens District Hospital Strategic Plan Presentation

Imagine the following: Now that you have completed your review of the Stevens District Hospital Strategic-Planning Scenario in previous weeks’ assignments, you have been asked to give a presentation to the hospital’s governing board. This board is comprised of the hospital’s president, 4 business leaders from the community, and 3 medical staff leaders. Assignment PreparationUse components from your previous weeks’ assignments for this assignment and update them with faculty feedback you received. Assignment DirectionsCreate a 12- to 16-slide presentation, including detailed speaker notes, for the hospital’s governing board in which you summarize your analysis and goals created. In your presentation:

Provide an overview of the market.

  • State the mission statement and vision statement for Stevens District Hospital.
  • Provide the SWOT analysis.

    Summarize the strategic goals created for Stevens District Hospital, including the rationale for the goals.

    Describe itemized resources that may be needed.

    Explain how the strategic plan provides focus and direction for Stevens District Hospital.Give

      1
    Stevens District Hospital
    Student’s Name: Akeshia Davis
    University of Phoenix
    Course: HCS499 Healthcare Strategy Capstone
    Professor: Amy Shoales
    Date: 06/13/2022
    2
    Stevens District Hospital mission and vision statement and rationale
    The mission statement I picked for Stevens District Hospital is “to improve health by
    providing high-quality care. A mission statement refers to a corporation’s business, its objectives,
    and the approach required to meet the set objectives (Lica, 2021). I settled on this decision because
    the mission statement abovementioned defined the hospital’s business, which is care. The mission
    statement also defined the hospital’s objectives by stating that which is based on improving health.
    The statement stated how Stevens District Hospital would meet its objectives by stating that it
    would work on providing high-quality care.
    Conversely, the vision statement I selected for Stevens District Hospital was “to provide
    the broadest range of service in the country.” A vision statement states a company’s desired future
    position (Lica, 2021). I settled on this vision statement because it is futuristic, where it
    demonstrates the company’s long-term goal. The statement clarifies the future desired position of
    Stevens District Hospital by stating that it aspires to provide the broadest range of services
    throughout the country. This statement is also appropriate because it is believable where it can
    enhance motivation amongst employees, and sound realistic to clients. With these mission and
    vision statements, the district hospital can combine them to offer a statement demonstrating the
    company’s values, goals, and purpose.
    Strength of mission and vision statement selected.
    The selected mission vision statement is concise, simple, and, most importantly, they are
    easy to remember. Another strength of Stevens District Hospital’s mission statement is that it is
    primarily centered on the core goal of offering high-quality care. The other strength of the mission
    statement is that it captures the primary principle of what the clinic will attain and how it will be
    attained (Wright, 2022).
    3
    The hospital’s mission statement is a single thought, which can be easily memorable and
    easy for anyone throughout the corporation to concentrate on them. The mission statement also
    emphasizes the values and policies Stevens District Hospital wants to hold dear. Also, the mission
    statement defines the primary competitive sphere in which the corporation operates. Lastly, the
    hospital’s selected mission statement motivates employees to achieve short and medium-term goals
    (Lica, 2021).
    There are various strengths to the selected vision statement, such as it is short and easily
    memorable. The vision statement also is specified to the company’s business describing an
    exceptional outcome the hospital can offer (Wright, 2022). Also, the vision statement used words
    that can be understood by everyone, both inside and outside the organization, without requiring
    interpretation (Wright, 2022). The vision statement also demonstrated ambition but not too much
    to make it seem unbelievable. Another strength of the vision statement is it states the desired
    position, which is to offer the broadest range of services in the country.
    Weaknesses of mission and vision statement not selected
    The initial mission statement is accurate; it is short, concise, and simple. However, the
    vision statement that follows is overly ambitious where the district hospital aspires to be the highest
    level of service throughout the country. A good vision statement should be believable
    (Wright, 2022). The third mission statement is long and imprecise. This impreciseness is a
    weakness where the statement is not easily memorable. Also, its accompanying vision statement
    has a weakness where it does not necessarily mention the desired position of the Stevens District
    Hospital.
    How the mission and vision statement drive strategic plan
    4
    The primary aim of a strategic plan is to sync an organization’s mission with its vision
    (AchieveIt, 2018). When an organization lacks a vision and a mission, its plans can be termed a
    vacuum where the mission signifies a plan’s starting point while the vision signifies the destination.
    Conversely, the strategic plan signifies the roadmap, which aids in navigating from one point to
    the other (AchieveIt, 2018). The Stevens District Hospitals is majorly centered on a mission and
    vision statement, which can offer a powerful approach for strategy improvement. With the mission
    and vision statement of the hospital being up to the task, it is almost definite that it will maximize
    the chances of the strategic plan’s success.
    With Stevens Hospital’s mission and vision statement, the organization can decide what
    they plan to achieve and ways they can offer the patients with standard care through broadened
    health care services (AchieveIt, 2018). Contemporary clients are discerning while raising
    expectations on the standard of care they anticipate getting from the hospitals. Moreover, clients
    might prefer the particular incorporation of progressive technology. Such expectations are what
    the Stevens District Hospital conveys in the mission and vision statement (AchieveIt, 2018). When
    clients are admitted to the facility, they already understand they will acquire high-quality care. The
    mission and vision statement drives the strategic plan by informing clients that they are suited for
    their unique needs.
    Additionally, the mission and vision statement might aid numerous workers in deciding if
    they will fit within the Stevens District Hospital workplace culture (AchieveIt, 2018). With the
    mission and vision statement, recruits are admitted while understanding what the organization
    represents before applying for the job or while at the interview (AchieveIt, 2018). The hospital’s
    mission and vision statement drive the strategic plan of the organization by igniting passion
    amongst workers.
    5
    The mission and vision statement drives the strategic plan where it facilitates engaging the
    appropriate individuals within the appropriate time and place and doing the right thing. Moreover,
    despite Stevens District Hospital abiding by the societal standard of care through its mission and
    vision statement, it also ensures they are ethical (AchieveIt, 2018). An ethically-based mission and
    vision statement drive the strategic plan where it informs the various workers of the organization
    what is expected of them, quality care.
    6
    References
    AchieveIt. (2018). The Link Between Mission, Vision, and Strategy. Strategic Planning &
    Business Strategy Execution Software. https://www.achieveit.com/wpcontent/uploads/2014/02/The-Link-Between-Mission-Vision-and-Strategy.pdf
    Lica, S. (2021, September 1). Healthcare mission, vision, & values statements: A guide. Berxi
    Professional Liability Insurance: Get More & Spend
    Less. https://www.berxi.com/resources/articles/healthcare-mission-vision-and-valuesstatements/
    Wright, T. (2022). How to write a good vision statement, step-by-step and with examples.
    Strategy Software for Planning & Execution | Cascade
    Strategy. https://www.cascade.app/blog/write-good-vision-statement
    HCS/499 v5
    SWOT Analysis
    Student’s Name: Akeshia Davis
    University of Phoenix
    Course: HCS499 Healthcare Strategy Capstone
    Professor: Amy Shoales
    Date: 06/20/2022
    Copyright 2022 by University of Phoenix. All rights reserved.
    SWOT Analysis Worksheet
    HCS/499 v5
    Page 2 of 5
    SWOT Analysis Worksheet
    External Factors
    Internal Factors
    SWOT Analysis Table
    Strengths
    1. Good reputation
    2. Special expertise
    3. Wide range of market
    4. Wide range of services
    Weaknesses
    1. Marketing deficiencies
    2. Staff shortage especially medical
    staff
    3. Lack of essential diagnostic tests
    such as MRI
    4. Lack of newer technology
    Opportunities
    1. New market
    2. New technology
    3. Mix of public and private
    medical insurance systems
    4. New innovation service
    Threats
    1. Insurance plan changes
    2. Increased competition
    3. High cost of equipment and supplies
    4. Unforeseen emergencies.
    SWOT Analysis
    SWOT analysis is a technique used for assessing the four aspects of the business,
    including Strengths, Weaknesses, Opportunities, and Threats. It provides an opportunity for the
    company to analyze its best practices and some of the chances for change. It is also a successful
    strategy for future planning. It analyzes the internal and external factors in the organization, of
    which the company may have control over factors and lack control over others. There are
    numerous reasons for Steven District Hospital to conduct a SWOT analysis (Benzaghta et al.,
    Copyright 2022 by University of Phoenix. All rights reserved.
    SWOT Analysis Worksheet
    HCS/499 v5
    Page 3 of 5
    2018). The SWOT analysis will enable the hospital to challenge the risky assumptions and
    uncover the blind spots in the hospital’s performance. The hospital should use it carefully and
    collaboratively as it will provide new insights into the business’s current situation and help
    develop the right strategy for the business. In addition, the SWOT analysis will enable the
    business to understand the key issues affecting the business but does not provide solutions to the
    problems (Benzaghta et al., 2018).
    One of the major advantages of conducting a SWOT analysis is that process has little or
    no cost, as anyone can perform it. The analysis can be used to address complex problems within
    the hospital and provide ways to improve the business without incurring the cost of employing
    an external consultant. It further allows the hospital to understand the key issues affecting their
    business (Benzaghta et al., 2018). In addition, the SWOT analysis will enhance the
    understanding of the hospital, take advantage of the strengths, capitalize on the opportunities,
    address the weaknesses, and deter threats. Besides, the SWOT analysis helps the business
    develop the goals and strategies in achieving those goals (Namugenyi et al., 2019).
    A SWOT analysis has limitations, as this is the first stage in the planning of the business;
    complex issues will require in-depth research and analysis. It may be difficult to address
    uncertain or two-sided factors as both may be a strength and, at the same time, a weakness
    (Namugenyi et al., 2019). SWOT analysis may be limited as it does not provide solutions or
    offer alternate decisions; it does not prioritize issues and provides much information which may
    not be useful. Besides, the SWOT analysis is limited as it can generate many ideas that do not in
    choosing the best (Namugenyi et al., 2019).
    Some of the strengths of the Steven District hospital is that the hospital has a wide range
    of services and a wider market. This company has one hundred and seventy-two-bed care beds.
    Copyright 2022 by University of Phoenix. All rights reserved.
    SWOT Analysis Worksheet
    HCS/499 v5
    Page 4 of 5
    The city’s location is also convenient as the hospital is located in Jefferson City, which has
    around fifty thousand patients and over eight thousand regional markets. The hospital also offers
    various services, including emergency care, rehab, and medical and surgical units. Some of the
    weaknesses experienced by the hospital include staff shortage and lack of newer technologies.
    The hospital has continually experienced a shortage in medical staff, especially the primary care
    staff, oncology, and orthopedics which affects the normal functioning of the hospital. Some of
    their competitors have introduced e-visits, a newer technology that will enhance service delivery
    and cause a shift of patients to the competitor’s side. The hospital lacks some of these newer
    technologies that will promote patient satisfaction and service delivery.
    The opportunities presented at Steven District Hospital include a mix of public and
    private medical insurance and a new market. The hospital has a wide range of new markets from
    the eighty-five thousand surrounding regions. With proper marketing, the hospital will get newer
    patients to their facility. The hospital has a mix of public and private medical insurance systems,
    which is an opportunity for them as they can get both patients from the two different insurances.
    This increases their market base. The threats that the company is facing are increased
    competition and unforeseen emergencies. In the previous year, the competitor hospital had a
    market-share distribution of forty-three percent, which is higher when compared to the Steven
    District Hospital at thirty-five percent. In the last five years, the competitor hospital was as low
    as thirty percent compared to Steven District Hospital, which was at forty-eight percent.
    Unforeseen emergencies can occur anytime, posing a risk to the hospital and can affect the
    running of the hospital. Therefore, the hospital needs to plan for any unforeseen crisis.
    Copyright 2022 by University of Phoenix. All rights reserved.
    SWOT Analysis Worksheet
    HCS/499 v5
    Page 5 of 5
    References
    Benzaghta, M. A., Elwalda, A., Mousa, M., Erkan, I., & Rahman, M. (2021). SWOT analysis
    applications: An integrative literature review. Journal of Global Business Insights, 6(1),
    55-73. https://doi.org/10.5038/2640-6489.6.1.1148
    Namugenyi, C., Nimmagadda, S. L., & Reiners, T. (2019). Design of a SWOT analysis model
    and its evaluation in diverse digital business ecosystem contexts. Procedia Computer
    Science, 159, 1145-1154. https://doi.org/10.1016/j.procs.2019.09.283
    Copyright 2022 by University of Phoenix. All rights reserved.
    1
    Financial Goal
    I.
    To grow Stevens District Hospital’s net revenues from services to patients by 10% within
    the next five years.
    II.
    The Stevens District Hospital’s mission is “To improve health by providing high-quality
    care, a comprehensive range of services, and exceptional service.”
    III.
    There are a few milestones necessary to progress in the attainment of the financial goal.
    Economic Goal
    I.
    To minimize the Stevens District Hospital’s operating cost by 5% within the next five
    years.
    II.
    The economic goal is well aligned with the hospital’s mission and vision statements.
    III.
    There are several milestones key to the attainment of the strategic economic goal.
    Legal or Regulatory Goal
    I.
    To reduce Stevens District Hospital’s annual medical malpractices claims by 5% within
    the next five years.
    II.
    The legal goal is aligned with the hospital’s mission and vision statements.
    III.
    One milestone that needs to be achieved in the pursuit of the goal is investigating factors
    that lead to medical malpractices.
    Risk- or Quality-Improvement Goal
    I.
    To improve Stevens District Hospital’s HCAHPS scores by 5% within the next five
    years.
    2
    II.
    The HCAHPS, or Hospital Consumer Assessment of Healthcare Providers and Systems,
    is a standardized survey used by hospitals to evaluate patients’ views regarding hospital
    care (Mercier et al., 2021).
    III.
    One milestone in the pursuit of the strategic goal will be the determination of all the key
    areas that patients evaluate in the HCAHPS survey.
    HCS/499 v5
    Stevens District Hospital Strategic-Planning Scenario
    Background
    Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not-for-profit facility. The hospital was originally a county-owned
    facility, and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government
    agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year.
    The hospital has an aggressive quality-management program and a low volume of medical malpractice claims. The hospital is in Jefferson City,
    which is a city of 50,000 people with 80,000 in the regional market. The hospital provides a general range of acute care services, including
    medical/surgical, rehab, and emergency care.
    Current Performance Analysis
    Current Mission and Vision Statements
    Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
    Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five-year vision is
    to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology,
    oncology, and women’s services. Currently, the hospital employs three family-practice physicians, one obstetrician, one medical oncologist, and
    one non-invasive cardiologist.
    Previous Strategic Plan Review
    Goals and Progress Table
    Goals
    Progress Toward Meeting Goals
    Increase market share by recruiting three family practice
    physicians.
    During the past year, the hospital was able to recruit only one family-practice
    physician to increase primary care market. The limited number of state
    medical school graduates makes local recruitment difficult.
    Improve quality HCAHPS scores in all six criteria to a
    baseline of the 85th percentile.
    The hospital improved HCAHPS scores in four of six criteria. Lagging
    elements in HCAHPS scores are inpatient patient satisfaction and primarycare patient satisfaction.
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 2 of 9
    Market Forces Affecting the Hospital
    Volumes
    Volume Changes Last Year Versus This Year
    30000
    26292
    25000
    20930
    20000
    15000
    Last Year
    10000
    5000
    6365 7284
    4458 5147
    This Year
    405 472
    0
    Admission
    ER Visits
    Deliveries
    Surgeries
    Last Year
    4458
    20930
    405
    6365
    This Year
    5147
    26292
    472
    7284
    Patients
    The continued growth of chronic disease will require changes to the care-management model.
    Percent of Population by Age Table
    Age Ranges
    % Five Years Ago
    % Five Years From Now
    Under 18
    24%
    18%
    18–44
    46%
    32%
    45–65
    26%
    30%
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 3 of 9
    Age Ranges
    Over 65
    % Five Years Ago
    4%
    % Five Years From Now
    20%
    More than 53% of residents have at least some college education, with just over 29% having an associate’s, bachelor’s, or graduate degree. More
    than 90% of residents have at least a high school diploma. The average unemployment rate in the county is 9.9%:
    Market Share Distribution Percentage Comparison Table
    Hospital
    Market-Share Distribution % Five
    Years Ago
    Market-Share Distribution % Last
    Year
    Stevens District Hospital
    48%
    35%
    Competitor Hospital
    30%
    43%
    Out-of-County Hospitals
    22%
    22%
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 4 of 9
    Figure 1: Patient Origin by Zip Code
    93921,
    12%
    92106,
    16%
    96101,
    52%
    94963,
    20%
    Figure 1: In the Patient Origin by Zip Code pie chart, 96101 is Stevens District Hospital zip code and 94963 is major competitor hospital zip code. 52% are from
    96101, 20% are from 94963, 16% are from 92106, and 12% are from 93921.
    Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.
    Chronic Disease Predictions
    26%
    5 Years Ago
    22%
    5 Years Ahead
    15%
    12%
    12%
    5%
    5 Years Ago
    Obesity
    15%
    Diabetes
    5%
    Heart Disease
    12%
    5 Years Ahead
    26%
    12%
    22%
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 5 of 9
    Payment
    There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act (ACA) is leading to more people
    being covered; however, there are often high deductibles.
    The median household income for county residents is $59,548. On average, households in the county earn more than the state median household
    income of $44,446 and more than the national average of $53,650. The addition of a new automotive manufacturing plant to the local market next
    year is projected to add 1,500 production line jobs and 300 administrative jobs by year end. Median income for the production positions is
    estimated at $45,000 and will provide health, vision, and dental insurance benefits.
    Percentage of Population by Insurance
    Figure 2: Current Payer Mix
    Uninsured, 9%
    Other, 2%
    Medicaid, 35%
    Commercial,
    24%
    Medicare, 30%
    Figure 2: The Current Payer Mix pie chart shows that 35% are covered by Medicaid, 30% are covered by Medicare, 24% are covered by commercial insurance,
    9% are uninsured, and 2% are noted as “other.”
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 6 of 9
    Figure 3: Projected Payer Mix in 5 Years
    Uninsured, 4%
    Other, 2%
    Medicare, 38%
    Commercial,
    32%
    Medicaid, 24%
    Figure 3: The Projected Payer Mix in 5 Years pie chart shows that 38% are covered by Medicare, 24% are covered by Medicaid, 32% are covered by commercial
    insurance, 4% are uninsured, and 2% are noted as “other.”
    As part of your review of this data, consider the following factors:

    A portion of the population will become Medicare eligible.

    The addition of manufacturing positions that include benefits will increase commercial insurance coverage.

    Changes from the ACA will increase the number of patients in the market with insurance coverage.
    Employers
    There is expected growth in large employers with the addition of the automotive factory in the northwest sector of the county.
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 7 of 9
    Physicians
    The continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will require increased recruitment efforts.
    Competitors
    Hanover County Hospital, which is the other hospital in the county, has an updated facility that has drawn more market share to its facility.
    Competitor Analysis Table
    Competitor Name
    Hanover County
    Hospital
    Competitor Type
    Primary competitor
    Key Areas of Competition


    Facility upgrade
    Quality scores
    New Programs and Facilities



    Medical Center
    Located in County
    South of Stevens
    District Hospital
    Primary competitor
    Retail Pharmacy
    Instant Clinic
    Secondary competitor



    Physician clinics
    Financial stability
    Low acuity office visits



    Risk to Market Share
    Significant renovation of
    core hospital to update
    aesthetics
    Added new wide-bore
    MRI machine last year
    Reached the 95th
    percentile in five of six
    HCAHPS categories

    E-visits with specialists
    Low debt and high cash
    on hand

    Pharmacy added instant
    clinic in north part of
    county 6 months ago




    Drawing patients to newer
    facility
    Accommodating patients
    with a wider range of body
    weights
    Patient perception of
    higher quality and patient
    satisfaction
    Drawing patients out of
    primary and specialty care
    at Stevens District Hospital
    Ability to cash-flow
    projects
    Loss of patients from
    primary care physicians’
    practices
    Technology
    A competing hospital has added e-visits for physician practices, which is causing a shift of patients to the competitor hospital’s physician practices .
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 8 of 9
    Regulatory Changes
    Health care reform through the ACA has increased the number of patients with some form of insurance payment. These patients are now seeking
    care from a primary care physician in greater numbers. Stevens District Hospital struggles with accommodating patient scheduling requests to
    establish care with a primary care physician.
    Planning Components Explanation
    Planning Components Explanation Table
    Components
    Goal
    Objective
    Actions
    Definition
    Organization goals that cover broad
    strategic issues, such as quality,
    finances, and growth
    Broad action items that address
    organizational goals, such as
    increased market share, increased
    use of technology, and increased
    physician satisfaction
    Action item that meets an objective,
    such as implementing EMR,
    renovating physician lounge, and
    Examples


    Improve HCAHPS scores by
    5%.
    Improve operating margin by
    3%.
    Measurement


    Percentage increase in
    operating margin
    Percentage change in
    market share

    Increase market share in
    96103 zip code by 5%.

    Improve emergency
    department patient
    satisfaction survey by 5%.

    Percentage change in the
    emergency department (ED)
    satisfaction survey

    Grow urgent care visits by
    10%.

    Percentage change in
    urgent care visits

    Implement urgent care
    center in north zip code.

    Number of patient visits at
    new urgent care center
    Copyright 2022 by University of Phoenix. All rights reserved.
    Stevens District Hospital Strategic-Planning Scenario
    HCS/499 v5
    Page 9 of 9
    Components
    Definition
    Examples
    increasing marketing for specific
    products

    Purchase tablets for
    physicians for EMR
    rounding.
    Financial Summary
    Financial Summary Table
    Revenues and Expenses
    This Year (In $)
    Last Year (In $)
    n/a
    n/a
    Net revenues from services to patients
    343,737,280
    344,726,245
    Other operating revenues
    16,846,309
    20,311,534
    Total operating revenues
    360,583,589
    365,037,779
    Operating Expenses
    n/a
    n/a
    Salaries and benefits
    192,053,379
    182,853,245
    Supplies and other expenses
    130,173,477
    135,560,131
    Depreciation
    18,969,799
    20,644,157
    Interest
    2,695,623
    2,226,437
    Foundation
    628,184
    1,182,308
    Total operating expenses
    344,520,462
    342,466,278
    Income From Operations
    16,063,127
    22,571,501
    Operating Revenues
    Copyright 2022 by University of Phoenix. All rights reserved.
    Measurement

    Percentage increase of
    EMR use

    How to place an order?

    Take a few steps to place an order on our site:

    • Fill out the form and state the deadline.
    • Calculate the price of your order and pay for it with your credit card.
    • When the order is placed, we select a suitable writer to complete it based on your requirements.
    • Stay in contact with the writer and discuss vital details of research.
    • Download a preview of the research paper. Satisfied with the outcome? Press “Approve.”

    Feel secure when using our service

    It's important for every customer to feel safe. Thus, at HomeworkGiants, we take care of your security.

    Financial security You can safely pay for your order using secure payment systems.
    Personal security Any personal information about our customers is private. No other person can get access to it.
    Academic security To deliver no-plagiarism samples, we use a specially-designed software to check every finished paper.
    Web security This website is protected from illegal breaks. We constantly update our privacy management.

    Get assistance with placing your order. Clarify any questions about our services. Contact our support team. They are available 24\7.

    Still thinking about where to hire experienced authors and how to boost your grades? Place your order on our website and get help with any paper you need. We’ll meet your expectations.

    Order now Get a quote