| Course | HD570 Health Education Leadership and Management |
|---|---|
| Unit | Unit 10 |
| Paper type | Unit strategic plan |
| Length | About 870 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | MS in Health Education |
| Updated | October 2026 |
Free sample paper for HD570 Unit 10
Three Priorities and a Longer Stop List: A Unit 10 Unit Strategic Plan Charting Health Education at Ashcombe Health Plan, 2027 to 2029
[Student Name]
Purdue University Global
HD570: Health Education Leadership and Management
Unit 10 Unit Strategic Plan
[Instructor Name]
[Date]
Ashcombe Health Plan, its department, targets and owners are composite; the strategic planning, organizational power and postpartum care sources cited are real.
Where the Department Stands
The earlier units found a department four levels from the chief executive, with a seat on one of seven committees; a budget of $865,590 in which 17 percent of spending reviews other departments' notices; a staffing plan with enough hours overall but a shortfall of about 1,350 hours in Spanish; and a quality withhold of about $1.46 million riding on a postpartum measure the department helps move. Strategic planning for public and nonprofit organizations starts from clarifying mandates and mission, then assessing the environment and identifying the issues that matter most (Bryson, 2018). The plan follows that sequence in short form.
Mission
Health Education helps Ashcombe's members, in their own languages, take the steps that keep them and their families healthy, with a focus on the moments when those steps matter most: pregnancy, birth and early childhood. The weeks after birth are a period of high need that health systems often neglect (Tully et al., 2017).
Priority 1: Maternal Outreach That Moves the Measure
Goal: help the plan reach the state's postpartum target and keep it. Targets: Spanish-language outreach coverage of postpartum members at 95 percent by June 2027; postpartum visit rate at 73.5 percent by the 2028 measurement year; first outreach contact within ten days of delivery for 70 percent of members delivering at Corliss by December 2027. Owners: outreach lead for coverage; manager for the measure; manager and privacy officer for the Corliss notice. Check: quarterly review with the quality committee.
Priority 2: Language Access as a Service
Goal: turn notice review from invisible work into a defined service. Targets: a signed service agreement with the five departments that send notices by March 2027, setting turnaround times and a quarterly volume forecast; review costs charged to requesting departments' budgets from the 2028 budget onward; average turnaround of five business days by September 2027. Owners: manager for the agreement; materials specialist for turnaround. Check: monthly turnaround report to member services.
Priority 3: A Seat Where Decisions Are Made
Goal: connect the department to the plan's main uncertainties. Units that help an organization cope with what matters most to it gain influence (Hickson et al., 1971). Targets: a seat on the quality improvement committee by January 2027; a decision on moving the department under the chief quality officer by June 2027; budget requests submitted at least four weeks before the budget lock each year. Owner: manager. Check: annual review with the vice president.
Each priority names who will check it and when, because a target without an owner and a date is a hope, and the department's history shows that hopes are what get cut first.
Stop List
New work requires hours, and hours come from ending other work. The department will stop:
Health fairs, ending December 2026, freeing about 400 hours a year. Notice review outside the service agreement, from April 2027. Generic brochures not tied to a priority, from January 2027. Reporting attendance counts as the department's main result, from the 2027 annual report onward. The quarterly newsletter and open-enrollment classes, already ended under the Unit 4 reduction.
Resources
The plan assumes leadership funds the Unit 8 request, the second bilingual educator and the texting expansion. If it is not, Priority 1's coverage target moves to 70 percent and the department will report the gap each quarter.
Risks
Three risks could derail the plan. Leadership may decline the move under the chief quality officer, leaving the department with only a committee seat; the plan still proceeds, but Priority 3's second target would lapse. Departments may resist paying for notice review; the manager will propose a one-year pilot of the service agreement before charges begin. And the bilingual educator could leave before a second is hired; the department will keep a list of interpreter services ready and report the effect on coverage each month.
How Success Will Be Judged
At the end of 2029, the plan will be judged a success if the postpartum target has been met for two measurement years, the service agreement is in place with charges flowing, the department sits on the quality committee and staff hours spent on stopped activities are near zero. Each of these can be checked from records rather than opinion.
Staff
The plan was drafted with all nine staff in two half-day sessions. Changes in assignments, such as the move of class hours to outreach, were discussed individually before the plan was shared.
Year-by-Year Milestones
2027: quality committee seat; service agreement; Spanish coverage target; Corliss notice live. 2028: postpartum target met; notice review charged to requesting departments; reporting decision implemented. 2029: targets maintained; review of the next plan.
Review
The plan is reviewed each January by the manager and the vice president, with a written update to staff. Targets may be changed with a stated reason.
References
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Wiley.
Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E., & Pennings, J. M. (1971). A strategic contingencies' theory of intraorganizational power. Administrative Science Quarterly, 16(2), 216-229. https://doi.org/10.2307/2391831
Tully, K. P., Stuebe, A. M., & Verbiest, S. B. (2017). The fourth trimester: A critical transition period with unmet maternal health needs. American Journal of Obstetrics and Gynecology, 217(1), 37-41. https://doi.org/10.1016/j.ajog.2017.03.032
What the HD570 Unit 10 assignment asks for
Unit 10 usually asks for a strategic plan for a health education unit over several years. Prompts commonly ask for a situation summary, mission, priorities with goals and measurable targets, resources, risks and a review process. Build the situation summary from your earlier analyses. Limit priorities to three to five. Give each target an owner and a date. Include a stop list, since new work needs hours from somewhere. Connect resource assumptions to requests already made and say what changes if they are refused. Name risks and how success will be judged. Explain how staff were involved. Many sections expect ten to fifteen pages.
How this HD570 Unit 10 example is built
The plan opens with a summary drawn from earlier units: placement, budget, staffing and the withhold. A short mission follows. Three priorities each carry a goal, dated targets, owners and a review: maternal outreach, language access as a service and a seat on the quality committee. The highlighted sentence explains why every target has an owner and a date. A stop list ends health fairs, unscheduled notice review, generic brochures and attendance-only reporting. Resources, risks, how success will be judged at the end of 2029, staff involvement, yearly milestones and an annual review close the plan. Each priority carries a review date, so progress is checked on a schedule rather than when someone remembers.
Where the points sit in the HD570 Unit 10 rubric
Strategic plans are assessed on clarity of priorities, measurability of targets, realism about resources, coherence with earlier analyses and accountability. Priorities earn credit when there are few and each follows from the situation. Targets score well when they can be checked from records. Realism rewards a stop list and a fallback if resources are denied. Coherence means figures and findings from earlier units appear consistently. Accountability is shown through owners, dates and a review cycle. Instructors also value plans that explain how staff shaped them. Clear tables and APA citations complete the assessment. A section on how success will be judged at the end of the plan period, from records rather than opinion, often earns credit.
Common HD570 Unit 10 mistakes, and how to avoid them
The most frequent weakness is a plan with too many priorities and no stop list, which assumes capacity that does not exist. Another is targets without owners or dates. Some plans ignore earlier findings, so the strategy floats free of evidence. Others never say what happens if a key resource is refused. Writing the stop list before the list of new work often clarifies what the unit can actually take on. If your earlier units are complete, gather their findings and figures, and our team will help you turn them into a plan with owners and dates. Sharing a draft with staff before it goes to leadership usually improves both the plan and its reception.
Get an HD570 Unit 10 example written to your instructions
Every earlier HD570 piece you have, budget, staffing and proposal especially, belongs with the Unit 10 prompt and rubric. The free first custom sample, finished in 24-48h, sets one direction, ties each priority to something the organization answers for, dates a stop list, and gives every target an owner. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
More HD570 papers and MS in Health Education samples
- HD570 Unit 1: Discussion Board Post
- HD570 Unit 2: Organizational Placement Analysis
- HD570 Unit 3: Budget Construction
- HD570 Unit 4: Budget Reduction Memo
- HD570 Unit 5: Staffing Plan
- HD570 Unit 6: Seminar Reflection
- HD570 Unit 7: Supervision and Performance Case
- HD570 Unit 8: Resource Proposal
- HD570 Unit 9: Partnership Negotiation Plan
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HD570 Unit 10 questions, answered
How many priorities should a unit strategic plan include?
Usually three to five, and fewer is often stronger. Each priority consumes staff hours and management attention, so a long list tends to signal that nothing was chosen. Tie each one to an obligation or goal the parent organization already recognizes, and let the stop list absorb work that no longer fits the direction you set.
Why does the plan need a stop list?
Because new priorities need hours, and hours come from somewhere. A plan that adds work without ending any assumes staff capacity that rarely exists. Naming what stops, with dates and reasons, is also where the plan shows real management judgment. Expect objections, name who will raise them, and say what each objector loses.
Can the strategic plan reuse figures from earlier units?
It should, provided they are reconciled. Baselines, budgets and staffing numbers from earlier units give the plan credibility, but they must agree with one another. If the resource proposal assumed one hire and the plan assumes two, fix the mismatch or explain it. Graders often check exactly those links between documents.
Where can I find a free HD570 Unit 10 sample paper?
This page presents a complete Unit 10 strategic plan for a health plan's health education department over 2027 to 2029.
Why does a strategic plan need a stop list?
New priorities take staff hours, and those hours must come from ending other work. A stop list makes the trade-off explicit and keeps the plan realistic.