RVCC_Final_Draft

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Letter of Transmittal:
Seattle University Consulting Group 2
Seattle, WA 98122
June 8, 2013
Jodilyn Owen
Kat Baron
Tara Mudaliar
Dear Jodilyn:
We appreciate you volunteering your time to allow us to develop a business plan for your startup
clinic. This has been a really great learning experience for all of us and we’re thankful for having
the opportunity to work with you, Tara, and Kat.
Over the past ten weeks we’ve been discussing and researching in order to develop a business
plan for RVCC that we believe will assist you in operating a successful clinic. The business plan
was created for our senior synthesis project at Seattle University’s Albers School of Business and
under the supervision of Professor Harriet Stephenson for the spring 2015 quarter. Based on your
request to create a plan for how to operate a successful and sustainable clinic, we have focused
on three primary areas that we believe are key in helping your clinic financially stable. This
business plan will allow you to operate a successful and sustainable clinic. We’re very grateful
for the opportunity to work with you and the other midwives this quarter and hope that you find
our recommendations helpful. Thank you.
Sincerely,
Chris Glacer, Ryan Lausin, Andreina Montes, and Tu Nguyen

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Table of Contents
SECTION 1: EXECUTIVESUMMARY ........................................................................................4-9
History and Background.................................................................................................................................................4
Business Description .......................................................................................................................................................4
Mission Statement.........................................................................................................................................................4-5
Value Proposition...............................................................................................................................................................5
Goals...........................................................................................................................................................................................5
Management Team.............................................................................................................................................................6
Legal Forms............................................................................................................................................................................6
Industry Analysis................................................................................................................................................................6
Target Market.......................................................................................................................................................................6
Competition............................................................................................................................................................................6
Internet.....................................................................................................................................................................................6
Operations..........................................................................................................................................................................6-7
Financials.................................................................................................................................................................................7
Human Resources...............................................................................................................................................................7
SWOT Analysis......................................................................................................................................................................8
Exit Strategy...........................................................................................................................................................................8
Recommendations.........................................................................................................................................................8-9
SECTION II: HISTORY AND BACKGROUND ..................................................................... 10-11
SECTION III: BUSINESS OVERVIEW ................................................................................. 12-14
Mission Statement...................................................................................................................................................12-13
BusinessDescription.....................................................................................................................................................13
Value Proposition............................................................................................................................................................13
Goals........................................................................................................................................................................................13
Management Team..................................................................................................................................................13-14
SECTION IV: MARKET INDUSTRY .................................................................................... 15-31
Industry Research...........................................................................................................................................................15
Global......................................................................................................................................................................................15
National..................................................................................................................................................................................15
Local.................................................................................................................................................................................15-16
Neighborhood Research.......................................................................................................................................16-17
Target Market....................................................................................................................................................................17
Competition.................................................................................................................................................................17-19
Competitive Grid......................................................................................................................................................20-21
Competitive Advantage................................................................................................................................................21
Entering the Market.......................................................................................................................................................21
PESTLE & SWOT Analysis....................................................................................................................................21-23

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Client Survey.......................................................................................................................................................................24
Marketing Strategy..................................................................................................................................................24-25
Social Media Outlets............................................................................................................................................24
Facebook......................................................................................................................................................13
Indiegogo Fundraising Campaign..............................................................................................12-13
Recommendation..................................................................................................................................................13
Press Release..............................................................................................................................................................26-31
The Seattle Times..................................................................................................................................................26
EthiopianCommunity in Seattle (ECS).....................................................................................................27
Salon Ethiopia.........................................................................................................................................................28
Northwest Vietnamese News.........................................................................................................................29
Filipino Community Seattle.............................................................................................................................30
Northwest Asian Weekly..................................................................................................................................31
Type chapter level (level 1) ...................................................................................................... 4
Type chapter level (level 2)..........................................................................................................................................5
Type chapter title (level 3) ...........................................................................................................................................6

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SWOT Analysis….….……….……….……….………......................................................8
Exit Strategy….….……….……….……….……….……….….........................................8
Recommendations….…….……….……….……….………....……….……….……....…8
....................................................................10
SECTION III: BUSINESS OVERVIEW..................................................................................12
Mission
Statement…………….…………………….…………………….………..........………..12
Business Description…………………….…………………….…………...……………13
Value
Proposition……………………….…………………….…………………………...........13
Goals.…………………….………………….…………………………………………...13
Management Team….………………….…………………….………………………….14
SECTION IV: MARKET INDUSTRY.....................................................................................15
Industry Research…………………….…………………….…………………………....15
Global…………………………………………………………………………...……….15

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National………….…………………………………………………………...………….15
Local………………………………………………………………………...…………...16
Neighborhood Research...………………….…………………….……….......................16
Target Market………………………………………………………………...………….17
Competition……………………………………………………………………..……….18
Competition Grid………………………………………………………………...………20
Competitive Advantage………………………………………………….........................22
Entering the Market………………………………………………………………….......22
PESTLE & SWOT………………………………………………………………..……...23
Client Survey…………..…………..…………..…………...............................................25
Marketing Strategy...…………..…………..…………..…………..…………….…........25
Social Media Outlets……….…………..…………..…………..…………….....…….....26
Press Releases………..…………..…………..…………..………....................................28
SECTION V: INTERNET STRATEGY...................................................................................34
SECTION VI: OPERATIONAL ANALYSIS..........................................................................36
Clinic & Office………………………………………………………………………..... 36
Hours of Operation…………………………………………………………………........36
SECTION VII: FINANCIAL ANALYSIS............................................................................... 38
Important Assumptions……………………………………………….....……………….38
Startup Fund Summary………………………………………………………………......39
Monthly Costs…………………………………………………………………………....39
How To Get Funding………………………………………………………………….....40
Financial Statement Projections……………………………………………………….....40
SECTION VIII: HUMAN RESOURCES..................................................................................42
SECTION IX: GROWTH/EXIT STRATEGY………………………………........................ 43
Growth……………………………………………………………………………….......43
Risk Evaluation…………………………………………………………………………..43
Exit Strategy……………………………………………………………………………...43
SECTION X: SWOT ANALYSIS..............................................................................................44
Strengths……………………………………………………………………………........44
Weaknesses……………………………………………………………………………....44
Opportunities…………………………………………………………………………......44
Threats…………………………………………………………………………………....44
SECTION XI: SUSTAINABILITY…...................................................................................... 45

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SECTION XII: RECOMMENDATIONS.................................................................................47
Marketing Recommendations……………………………………………………………47
Financial Recommendations……………………………………………………..……....47
Sustainability Recommendations…………………………………………………...……47
APPENDICES .............................................................................................................................48
SECTION I: EXECUTIVE SUMMARY
History & Background
Owners of the Rainier Valley Community Clinic (RVCC) have a passion for helping new and
expecting mothers have better access to health care. With the Rainier Valley location being the
most underrepresented neighborhood in the Seattle area, the owners have focused in this specific
area since many mothers lack access to good health care and are at more risk in developing
complications during and after pregnancy.
Business Description
Rainier Valley Community Clinic is sponsored by South Seattle Women's Health Foundation,
which is dedicated to creating spaces for high quality, individualized prenatal care starting at the
first trimester and ending at the third trimester, providing postpartum care and increasing
capacity within the community for jobs in the healthcare industry to local women, especially
those of color and immigrant women. We use global strategies that are proven to reduce costs
and improve quality of care. Our midwives partner with local physicians to bring a full spectrum
of care and options to every family that comes through our door. We take pride in providing
support for our community and neighbors that is not limited by cultural or economic barriers.
MissionStatement
South Seattle Women’s Health Foundation seeks to provide barrier-free, easy access, high
quality, individualized maternity care for all families regardless of ability to pay. Everyone is
welcomed and can expect an environment free of social, economic, or religious prejudice. The
Rainier Valley is a federally designated medically underserved area and our clinic offers
resources for high quality, individualized prenatal, and postpartum health care otherwise not
available to members of this community.
Guiding Principles:
Our Care is Accessible
● We welcome you to schedule an appointment or walk-in during hours of
operation
● We are available late and on weekends to serve working families
Our Care is Gentle and Kind
● We believe that kindness matters
● We will work with you in the context of your life's demands

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● We believe that every mother has the right to a gentle and thoughtful experience
with her provider
● We believe that every baby has the right to a gentle birth
Our Care is Collaborative
● We value families as full partners in care and mothers as their own best experts
who know their children best.
● We work in partnership with parents as they make decisions about their care.
● We have midwives and doctors working together to provide you with
comprehensive care that fits your style and preference
● We offer culturally sensitive care and work hard to meet the needs of your family
● We offer births at your home, the Center for Birth on Lake Union, or Swedish
Medical Center
Our Care is Affordable
● We accept DSHS and will help you sign up if you are not already a member
● We offer sliding scale care starting with free care
● We accept private insurance
Our Care is Sustainable
● We believe in social responsibility and exercise it by enriching the communities
where we operate.
● We enrich families’ lives within the community by offering high-quality care at a
cost-efficient price.
● We work to reduce our environmental impact on the community by continually
assessing and exercising efficient waste-management practices
Our Care is Shaped to Meet Your Needs
● Early, often, and easy to access care is the hallmark of our clinic
● Understanding that work and life challenges can keep you from regular prenatal
care. Come when you can, you will be welcomed!
● Families are always welcome. Children of all ages are welcome to accompany
their parents to prenatal and postpartum care
Value Proposition
We provide excellent care for all expecting mothers in the Rainier Valley who need health care,
regardless of culture, creed, or ability to pay. In contrast to hospital based practices like Swedish,
who provide delivery birth services and 24/7 emergency care but who are not set up to provide
personalized prenatal and postpartum care taking into account other cultures and differences. In
contrast to Sea Mar, HealthPoint, and Neighborcare Health, we provide friendly customer
service and establish strong relationships with clients. In addition, RVCC is conveniently located
in a highly visible area which makes the clinic easy to find and also makes mode of
transportation for clients accessible and hassle-free since it offer plenty of parking and is located
near several bus-lines and the light rail link.
Goals

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Short term:
● Open clinic by mid-June 2015
● Apply for and receive more grants
● Seek out board of directors
● Recruit volunteers
● Create media release program
Long term:
● Improve lifespan of area
● Achieve financial sustainability
● Expand into birth center and
eventually maternity hospital
● Enlarge public footprint through
increased awareness
Management Team
● Founder/Midwife Clinic Director: Jodilyn Owen
● Founder/Midwife Clinic Director: Kat Barron
● Founder Clinic Manager: Tara Mudaliar
Legal Forms
RVCC is required to file a business license with the city of Seattle for approximately $90 (see
appendix).
Industry Analysis
Similar companies in this industry work to combat racial and class disparities by providing
perinatal health care aimed to improve birth outcomes of all infants regardless of race, economic
status, or religion. Since this is a nonprofit organization there are no distinct competitors
however there are similar companies with like missions. Local companies with similar missions
include Sea Mar Health Centers, HealthPoint, and Neighborcare. The percentage of midwife-
attended births is relatively small when compared to births attended by obstetricians. According
to data from the Centers for Disease Control and Prevention, the percentage of midwife births in
the U.S. has increased since 1989. In 2010, 7.8 percent of all births were attended by midwives
(a record high). In Washington State, midwife-attended births are showing long-term growth
since the early 90’s. According to the Washington State Department of Health, 5 percent of all
births (regardless of location) were attended by midwives in 1990. A little over a decade later in
2011, that percentage has risen to 11.5 percent.1
Target Market
● New and expecting mothers: RVCC accepts all mothers of all ages but have particularly
put much of their focus in serving mothers of color and/or immigrant mothers
● Working-class: Most clients are working class individuals who lack healthcare resources
in the area
● Low disposable income
1
http://www.bizjournals.com/seattle/print-edition/2013/02/01/health-care-of-the-future-
midwives.html?page=all

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Competition
● Sea Mar Community Health Centers: Sea Mar is a community-based organization that
is committed to offering comprehensive healthcare to people of all races, ethnicities, and
income levels. Sea Mar seeks to provide quality health, human & housing services to
diverse communities.
● HealthPoint: A community-based, community-supported, and community-governed
network of nonprofit health centers dedicated to providing high-quality care to everyone
regardless of any circumstances. With their innovative healthcare model, they have
redefined the boundaries of traditional health care by provided a vast array of healthcare
services in one single facility. Having been founded in 1971, Healthpoint currently
operates in 11 in the surrounding Seattle area.
● Neighborcare Health: The largest provider of primary medical, dental and behavioral
health care services in Seattle. Focusing on low-income and uninsured families and
individuals, seniors on fixed incomes, immigrants, and the homeless. 24 non-profit
medical, dental and school-based clinics provide care for about 50,000 patients every
year. No one is turned away due to inability to pay. With the help of partners and donors,
teams of medical, dental, and mental health professionals work in collaboration with each
patient to develop a personal health improvement plan.
● Swedish First Hill: Established in 1910 as a non-profit health-care provider, Swedish
takes seriously their responsibility in providing access to the services, expertise
and facilities needed by communities. This can be seen in the myriad of health care
services that are available to clients in locations in Seattle and the surrounding areas.
Internet
The Rainier Valley Community Clinic has an operating domain and website and also have a
Facebook page as their representation on social media:
http://www.rv-cc.org
https://www.facebook.com/RainierValleyCommunityClinic
Operations
Rainier Valley Community Clinic plans to operate Tuesday-Saturday from 8:00AM-12:00PM
and from 3:00PM-8:00PM. South Seattle Women’s Health Foundation however, operates on
sporadic and flexible hours as the midwives cater to the needs of pregnant mothers. The office is
usually opened during the day, unless an in-house call is requested and the employees need to
leave. Daily operations include accepting clients, conducting check-ups, prenatal care, and
recording clients’ progress.
Financial
South Seattle Women’s Health Foundation is currently operating under annual revenue of less
than $100,000. Subsidized leases and grant funding contribute to a portion of South Seattle

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Women’s Health Foundation; however clinic space is also leased out to other physicians and
various practices in order to bring additional revenue to the company.
Human Resources
Hire:
● 3 part-time midwives
● 2 part-time office receptionists
● 1 part-time cleaning person
● 1 full-time volunteer coordinator
SWOT Analysis
Strengths
- Commitment to providing quality
service to clients
- Employees dedicated to community
needs
- Early, often, and easy to access care
- Collaborative relationships among
providers
Weaknesses
- Lack of funding
- Management of volunteers
- Low level of public awareness
- Cultural barriers in area
Opportunities
- Adding new client services
- Large market share available
- Fundraising
- Medical professionals interested in
participating
Threats
- Limited financial resources
- Increasing competition
- Lack of midwives
Exit Strategy
● Pull out and resume private practices if the clinic isn’t financially sustainable
● Expanding to birthing center and maternity hospital if clinic is successful
● Relocation if lease/building negotiations go sour after first 12 months
Recommendations
Marketing recommendation:
● Monitor RVCCs brand continually
● Track organization’s and visitors’ activity using Google analytics (GA)
● Use social media to attract new customers, volunteers and sponsors and also to share
what the organization is doing
● Make e-mail newsletter sign up simple and easy as well as being consistent and timely
when sending them out
● Attend and participate in events supporting women and immigrant communities

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Financial Recommendations:
● Build financial literacy
● Get financial expert advice
● Establish monthly meetings to review costs and expenses incurred and profits made
● Seek grants and donors looking to enrich the health care environment of the Rainier
Valley Community
● Utilize clinic space during off-hours in order to gain additional revenue
Sustainability Recommendations:
● Monitor, assess, respond to, and create internal and external changes
● Emphasis on strong management to ensure cost effectiveness and efficiency
● Have adequate clinic staff with the right knowledge and experience needed to deliver
services stated in RVCC mission statement
● Medical supplies to be bought directly from suppliers to insure prices are not inflated
through 3rd party suppliers

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SECTION II: HISTORY & BACKGROUND
Tara Mudaliar, a student midwife and co-founder of South Seattle Women’s Health Foundation,
was inspired to go into midwifery after hearing her mother’s birth stories. Her search for
culturally competent, accessible, meaningful support and care, and her desire to feel educated
and empowered through the process led her to pursue a career in midwifery so that she could
provide the platform for families to receive all that her own mom had not. After a search of
midwifery training programs, Tara decided to enroll into Bastyr’s Masters in Midwifery Program
to start making her career path a reality.
Being in the program in the right time, in the right place and with the right people, ultimately led
Tara to be a part of the South Seattle Women’s Health Foundation formation and now, the
formation of non-profit: Rainier Valley Community Clinic where midwifery-led collaborative
care will be practiced.
Jodilyn Owen, a Licensed Midwife and co-founder of South Seattle Women’s Health
Foundation, came into midwifery after a 14-year career as a doula. Working to support women in
a variety of birth settings for over one thousand births informed her of the importance of skilled,
competent care that is contextualized in kindness and cultural awareness. She became motivated
to move out of the supportive doula role and into the role of health care provider so that she
could provide a platform for the model of care that seemed so critical to the health of families.
Jodilyn went to midwifery school and thereafter opened a clinic in the South Seattle
neighborhood where she has lived for the past 23 years. Healthcare outcomes are particularly
poor in this diverse and low resource neighborhood. Jodilyn set out to increase service to women
who would otherwise not be able to access care for their pregnancy. She provided prenatal care
in shelters and late at night so that single mothers and working families could have regular care
on their terms. She facilitated the entry into the hospital for the birth and stayed with women
while they labored to support them in that environment. She was frustrated that often the good
relationships and care ended at the point of entering the hospital, and from this sprouted the idea
for a maternity center that would provide care for the entire perinatal year.
The Rainier Valley location is one of the most diverse and underserved neighborhoods in the
Seattle area. The owners have focused on this specific area since many mothers lack access to
good care and are at more risk for developing complications during and after pregnancy. Co-
founders, Jodilyn, Tara, and Kat share the same vision of making things right and making a real
difference to mothers, babies, and families by providing caring and memorable perinatal care and
birthing experiences. They are dedicated to helping new and expecting mothers have access to
barrier-free, shared-decision making, and evidenced-based care.
Having previously worked with Seattle University students on a business plan, the founders
found that consulting with such group helped successfully start their existing business. Now
with the vision of expanding their midwife services to the underserved Rainier Valley
neighborhood, they are committed to providing quality perinatal services to the surrounding
community.

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The strategic plan for the South Seattle Women’s Health Foundation work includes: clinics for
prenatal care, a build-out of a birth center, and then a maternity hospital. The unique quality that
makes the service in these settings work is the use of Midwifery-led care with easy access to
physicians for women who present with medical risks that need greater attention. All providers
are trained in the hallmark of midwifery—shared decision-making. Because of Jodilyn’s
extensive background working with so many different kinds of providers as a doula, she was able
to create a cross-discipline group who are all interested in seeing a different maternity system
rise up to serve the families in South Seattle and beyond. She is passionate about the intersection
of healthcare and social justice, and dedicated to turning this medically underserved
areas/populations into one that offers the highest quality of care with excellent experience and
outcomes for the families who live there.

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SECTION III: BUSINESS OVERVIEW
MissionStatement
South Seattle Women’s Health Foundation seeks to provide barrier-free, easy access, high
quality, individualized maternity care for all families regardless of ability to pay. Everyone is
welcome and can expect an environment free of social, economic, or religious prejudice. The
Rainier Valley is a federally designated medically underserved area and our clinic offers
resources for high quality, individualized prenatal, and postpartum health care otherwise not
available to members of this community.
Guiding Principles:
Our Care is Accessible
● We welcome you to schedule an appointment or walk-in during hours of
operation
● We are available late and on weekends to serve working families
Our Care is Gentle and Kind
● We believe that kindness matters
● We will work with you in the context of your life's demands
● We believe that every mother has the right to a gentle and thoughtful experience
with her provider
● We believe that every baby has the right to a gentle birth
Our Care is Collaborative
● We value families as full partners in care and mothers as their own best experts
who know their children best.
● We work in partnership with parents as they make decisions about their care.
● We have midwives and doctors working together to provide you with
comprehensive care that fits your style and preference
● We offer culturally sensitive care and work hard to meet the needs of your family
● We offer births at your home, the Center for Birth on Lake Union, or Swedish
Medical Center
Our Care is Affordable
● We accept DSHS and will help you sign up if you are not already a member
● We offer sliding scale care starting with free care
● We accept private insurance
Our Care is Sustainable
● We believe in social responsibility and exercise it by enriching the communities
where we operate.
● We enrich families’ lives within the community by offering high-quality care at a
cost-efficient price.
● We work to reduce our environmental impact on the community by continually
assessing and exercising efficient waste-management practices
Our Care is Shaped to Meet Your Needs
● Early, often, and easy to access care is the hallmark of our clinic

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● Understanding that work and life challenges can keep you from regular prenatal
care. Come when you can, you will be welcomed!
● Families are always welcome. Children of all ages are welcome to accompany
their parents to prenatal and postpartum care
Business Description
Rainier Valley Community Clinic is sponsored by South Seattle Women's Health Foundation,
which is dedicated to creating spaces for high quality, individualized prenatal care starting at the
first trimester and ending at the third trimester, providing postpartum care and increasing
capacity within the community for jobs in the healthcare industry to local women, especially
those of color and immigrant women. We use global strategies that are proven to reduce costs
and improve quality of care. Our midwives partner with local physicians to bring a full spectrum
of care and options to every family that comes through our door. We take pride in providing
support for our community and neighbors that is not limited by cultural or economic barriers.
Value Proposition
We provide excellent care for all expecting mothers in the Rainier Valley who need health care,
regardless of culture, creed, or ability to pay. In contrast to hospital based practices like Swedish,
who provide delivery birth services and 24/7 emergency care but who are not set up to provide
personalized prenatal and postpartum care taking into account other cultures and differences. In
contrast to Sea Mar, HealthPoint, and Neighborcare Health, we provide friendly customer
service and establish strong relationships with clients. In addition, RVCC is conveniently located
in a highly visible area which makes the clinic easy to find and also makes mode of
transportation for clients accessible and hassle-free since it offer plenty of parking and is located
near several bus-lines and the light rail link.
Goals
Short term:
● Open clinic by Summer 2015
● Apply for and receive grants
● Seek out board of directors
● Recruit volunteers
● Create media release program
Long term:
● Improve lifespan of area
● Achieve financial sustainability
● Expand into birth center and
eventually to a maternity hospital
● Enlarge public footprint through
increased awareness
Management Team
The management team of the Rainier Valley Community Clinic (RVCC) includes founders
Jodilyn Owen, Tara Mudaliar, and Kat Barron.
Jodilyn Owen, LM,CPM., has a true passion for providing services to new and growing families,
she is owner of the Essential Birth & Family Center. She holds a state and national certification
in midwifery and serves a clinic director. Having resided in the South Seattle area for 23 years,
Jodilyn has recognized the need for medical access for mothers and babies in the Rainier Valley
neighborhood.

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Kat Barron, LM, CPM., brings her skills and enjoyment of prenatal education to the community
clinic. Kat currently holds a state and national certification in midwifery and is a clinic director
at RVCC.
Tara Mudaliar, SM., a 3rd year student midwife, will be joining RVCC as a clinic manager and
midwife. Tara brings loving care to the families and children lover her.

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Section IV: MARKET INDUSTRY AND COMPETITION
Industry Research
Industry Description
Midwifery is a sector of the healthcare industry that specializes in maternal care. More
specifically, midwives focus on the care of the mother during the entire maternity process, which
ranges from tending to the mother’s physical and mental health to educating about the process to
providing hands-on assistance during labor and delivery. Midwives are capable of providing
their services at home and in hospitals, allowing for completely individualized care.
Global
Globally, the industry is growing as more countries emerge and efforts are focused on improving
the global quality of life. Africa, South America, and Central America are all in particular need
of increased midwifery care as they suffer from high infant mortality rates. Many midwives are
certified in providing many of the same services as nurses. The World Health Organization
(WHO) is focusing on increasing the numbers of nurses and midwives and their effectiveness on
a global level.2
National
The industry of midwifery in the United States is complicated because many states do not allow
midwives. There are also three different certifications that are credentialed by the U.S.: Certified
Midwives (CM), Certified Professional Midwives (CPM), and Certified Nurse Midwives
(CNM). CM’s and CNM’s are certified by the American College of Nurse-Midwives. The North
American Registry of Midwives certifies CPM’s. The industry is growing as attitudes about
midwives have shifted. Most midwife-assisted births in the past were to non-white mothers, but
the demographics evened out around 2009. Midwives are no longer being viewed as professions
filled with hippies whose services are desired only by alternative cultures, but as a respected
profession that provides a desirable service to the mainstream. The recent healthcare bill has also
increased the number of midwife-assisted deliveries by reimbursing midwives through Medicare
at 100% of the cost instead of the former 65%.3
Local
Washington’s rate of midwife-assisted birth is well over the national average, sitting at 11.5%
compared to 7.8%, respectively.4 Washington has had long-standing laws recognizing Licensed
Midwives as well as Certified Nurse Midwives and allow for both to be covered by malpractice
2
http://www.who.int/hrh/nursing_midwifery/gag_sixth_report.pdf
3
4

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insurance. Mothers are constantly seeking for more homelike atmosphere for births and there has
been growth in the number of birthing centers across the state. Local universities have noticed
increases in applications for midwife programs and the growing demand for midwives prompted
University of Washington to refrain from cutting its midwife program in 2011, recognizing that
is a growing and in demand field.
Hospitals have increasingly adopted midwife programs in recent years. For example, Swedish
Ballard has increased from 3 midwives since the program’s inception in 2006 to 7 in 2013. The
number of midwife deliveries also increased from 138 to 413 in that span.
Neighborhood Research
The Rainier Valley is one of the most diverse neighborhoods in Seattle with 31% of residents
being white, 22% being black, and 35% being Asian in 2010:
36.4% of the residents in Rainier Valley are born outside of the US, which is much higher than
Seattle’s rate of 19.2%. This creates some cultural issues. Primary care physicians find it difficult
to communicate since many residents do not speak English. They also are unfamiliar with a lot
of the cultures as there are a lot of different cultures represented like Ethiopian, Somali, and
Vietnamese.
While the median income of Rainier Valley is higher than that of Seattle’s average and they also
enjoy rent that is lower than Seattle’s average, the Valley’s percentage of population below the
poverty line is significantly higher than Seattle’s (17.4% compared to 14.8%). The Rainier

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Valley is also a federally designated medically underserved area, thus compounding the need for
health care for those that might not be able to afford it.
As a whole, the area is uneducated with 40% reporting that they do not even have a high school
education, which is over 5 times the Seattle rate of 7%. As a whole, Rainier is below the average
in every other area of education in comparison to Seattle, which doesn’t help with the economic
forecast. However, 26% of the population is enrolled in a K-12 compared to Seattle’s 10.5%
which shows that a large portion of its residents are young and can help to increase their
education statistics in the coming years.
Target Market
Rainier Valley Community Clinic has identified the target market as follows:
● New and expecting mothers: RVCC accepts all mothers of all ages but have particularly
put much of their focus in serving mothers of color and/or immigrant mothers
● Working-class: Most clients are working class individuals who lack healthcare resources
in the area
● Low disposable income
Competition
Sea Mar Community Health Centers HealthPoint

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Neighborcare Health Swedish First Hill
● Sea Mar Community Health Centers: Sea Mar is a community-based organization that
is committed to offering comprehensive healthcare to people of all races, ethnicities, and
income levels. Sea Mar seeks to provide quality health, human & housing services to
diverse communities.
● HealthPoint: A community-based, community-supported, and community-governed
network of nonprofit health centers dedicated to providing high-quality care to everyone
regardless of any circumstances. With their innovative healthcare model, they have
redefined the boundaries of traditional health care by provided a vast array of healthcare
services in one single facility. Having been founded in 1971, HealthPoint currently
operates in 11 in the surrounding Seattle area.
● Neighborcare Health: The largest provider of primary medical, dental and behavioral
health care services in Seattle. Focusing on low-income and uninsured families and
individuals, seniors on fixed incomes, immigrants, and the homeless. 24 non-profit
medical, dental and school-based clinics provide care for about 50,000 patients every
year. No one is turned away due to inability to pay. With the help of partners and donors,
teams of medical, dental and mental health professionals work in collaboration with each
patient to develop a personal health improvement plan.
● Swedish First Hill: Established in 1910 as a non-profit health-care provider, Swedish
takes seriously their responsibility in providing access to the services, expertise
and facilities needed by communities. This can be seen in the myriad of health care
services that are available to clients in locations in Seattle and the surrounding areas.

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Above is a map of the competitors’ distance (shown in miles below) in regards to RVCC’s
location. Competitor locations are all referenced by different color markers (color key shown
below):
● RVCC (white)
● DSHS (blue) 463 feet
● Sea Mar Health Centers (lavender) 3.9 miles
● Healthpoint (green) 7.5 miles
● Neighborcare Health (red) 1.7 miles
● Swedish First Hill (yellow) 4.6 miles

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Competitive Grid
Point of
Comparison
Rainier Valley
Community
Clinic
Sea Mar
Community
Health Centers
HealthPoint Neighborcare
Health
Swedish First
Hill
Year started 2015 1978 1971 1975 1910
Location next to DSHS
building, high
traffic, high
visibility
high traffic, high
visibility
low traffic,
moderate visibility
low traffic, moderate
visibility
high traffic, high
visibility
Services
provided
prenatal
midwifery services
pediatrics
comprehensive
postpartum care
access to
specialists
birthing options
prenatal
--------------------------
pediatrics
postpartum care
--------------------------
--------------------------
prenatal
--------------------------
pediatrics
postpartum care
access to
specialists
--------------------------
prenatal
midwifery services
pediatrics
postpartum care
---------------------------
-------------------------
-------------------------
-------------------------
pediatrics
-------------------------
-------------------------
-------------------------
Hours of
operations
M/W/Th/Sat
8:00AM-12:00PM
3:00PM-8:00PM
Monday-Saturday
8:00AM-5:00PM
Monday-Thursday
8:00AM-7:00PM
Wednesday-
Friday
8:00AM-5:00PM
Monday-Thursday
7:45AM-7:30PM
Friday
7:45AM-5:00PM
Saturday
8:30AM-4:45PM
Monday-Sunday
7:00AM-9:00PM
24/7 ER
Ease of
transportation
located next to
light rail and bus-
lines, parking lot
available
located next to bus-
lines, parking lot
available
parking lot and on-
street parking
available
parking lot and on-
street parking
available
located next to
bus-lines, metered
parking garage
and on-street
parking
Travel time
(via public
transportation
for Rainier
Valley
residents)
11 min via route 8
18 min via route
7/9
55 min via transfer
routes 36 to 60
48 min via transfer
routes 50 to 60
1hr 8 min via
transfer routes 7/9
to 60
33 min via transfer
routes 7/9 to 106
50 min via route
106/107
59 min via transfer
routes 8 to 107
35 min via transfer
18 min via route 7/9
17 min via route 50
35 min via route 9
49 min via link to
route ¾
47 min via route
36
57 min via transfer
routes 8 to 3

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routes 7 to 107
Service fee(s) sliding fee scale,
medicaid,
medicare,
sliding fee scale,
medicaid, medicare
medicaid,
medicare, private
insurance, qualified
health plans,
discount program
Sliding fee scale,
medicaid, most
types of insurance
medicaid,
medicare, most
types of private
insurances,
discount program
Client wait-
time low wait-time high wait-time high wait-time high wait-time moderate wait-time
Competitive Advantage
Rainier Valley Community Clinic has a competitive advantage on location as it’s located next to
DSHS - Department of Human Service. Low income, minority, and immigrant families who seek
information from DSHS will get referred to Rainier Valley Clinic for maternity care. In addition,
while patients have to wait for long time to see doctors at hospital, it takes less time for clients to
see doctors at Rainier Valley Community Clinic. Regardless of the ability to pay, Rainier Valley
Community Clinic is also able to look for and refer their client's to affordable and appropriate
type of insurance.
Entering The Market
South Seattle Women’s Health Foundation has already confirmed a location for the Rainier
Valley Community Clinic and temporary lease agreements have been signed. Renovations to the
building are currently being undertaken to transform the space from a former convenience store
into a healthcare clinic. The Rainier Valley Community Clinic website is up and running in order
to promote the business and attract clients. New and previous clients will be accepted
immediately after the projected opening date of June 2015.
PESTLE & SWOT Analysis
Political
Seattle is still combating the segregated housing conditions that have been an ongoing political
battle since its early development. During Seattle’s first decades, neighborhood bylaws called
housing covenants fueled restrictions on conveyance to nonwhites (rent, lease, sale, etc.). These
covenants were incredibly common and shaped most of Seattle’s racially segregated
neighborhoods our clinic aims to serve. Many of our clients are working class minorities or
immigrant families with little access to the resources that wealthier families have. Although the
US Supreme Court outlawed racial-segregated housing ordinances in 1917, 9 years later they
also ruled that while minorities have a constitutional right to own property, sellers are not
obligated to sell or convey ownership. This ruling helped create the US Federal Housing
Administration that essentially provided a model form of housing covenants, further restricting
minorities from home ownership in certain areas. These restrictive housing covenants continued
until the Civil Rights Act of 1968 that made such practices illegal; however, residents of the

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minority and immigrant community are still feeling the effects of these politically oppressive
actions.
Economic
Due to the economic downturn, many low-income women who don’t have insurance are unable
to afford the high cost of medical care of hospital-based practices. This is an opportunity for
Rainier Valley Community Clinic to get more clients as we are focused on serving those who are
economically disadvantaged. The economic downturn might provide us with clients, but it also
reduces the amount of donations that are received. Median household income is higher in Rainier
Valley than Seattle, but this is skewed as there are more families below the poverty line. Rainier
Valley’s rent is lower than that of Seattle, but the prices are rising across the metro area.5 The
price of utilities also impact on the expense of Rainier Valley Clinic Community. The expense
for electric in Winter will be higher than in Summer. It is also important to secure more grant
funding as this will be less affected by the economy.
Sociological
Because Rainier Valley is one of the most diverse regions in the entire United States, there are
significant sociological challenges that come with that distinction. Physicians are not well
equipped to deal with the variety of cultures and languages that they face on a daily basis in this
area. The Rainier Valley Community Clinic will differentiate itself by being sensitive to other
cultures and their expectations as well as being familiar with the languages that will be
encountered in the area. Of the utmost importance is creating pamphlets in multiple languages
and getting into the cultural centers that populate the area so that the people most in need of our
care are reached. Hospital staff is often frustrated with the difficulty in communication and do
not provide adequate care because of this barrier; the Rainier Valley Community Clinic will not
let that be a barrier and will provide individualized care regardless of culture and language. The
Clinic will also use a sliding-scale payment method based on financial need so that everyone is
served regardless of socioeconomic status.
Technological
Technology will play an important part in assisting staff with daily tasks and spreading
community awareness towards the opening of Rainier Valley Community Clinic. Due to the
variety of different languages spoken within the community, it’s imperative the clinic develops a
heavier online presence in order to convey information to potential clients. This information
should be clear and concise for easy translation rather than just creative and elaborate for
aesthetic value. Developing a heavier online presence can also gain more support donors and
attract potential partners.
Legal
5
http://www.city-data.com/neighborhood/Rainier-Valley-Seattle-WA.html

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Factors:
● Safety & labor standards
● Contracts over rights of staff/patients/direct payments
● Consumer protection
● Office/warehouse property lease
● Securing subsidized lease
Impact:
● Carry out proper research before implementing laws and regulations
Environmental
Factors:
● Ease of access to transportation for target market
● Waste management
● Sustainable measures
Impact:
● Carryout proper awareness regarding sustainable practices
● Identify ecological opportunities to market
SWOT Analysis
Strengths
- Commitment to providing quality
service to clients
- Employees dedicated to community
needs
- Early, often, and easy to access care
- Collaborative relationships among
providers
Weaknesses
- Lack of funding
- Management of volunteers
- Low level of public awareness
- Cultural barriers in area
Opportunities
- Adding new client services
- Increasing market share
- Fundraising
- Medical professionals interested in
participating
Threats
- Limited financial resources
- Increasing competition
- Lack of midwives

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Client Survey
1 2 3 4 5
Ability to be seen
Hours Clinic is Open
Time in Waiting Room
Comfortable Atmosphere
Staff Took Enough Time
Attentive/Listened to Client
Friendly and Helpfulness
Knowledgeable/Answered Questions
Ability to Understand Cultural Needs/Effective Communication
Marketing Strategy
The decisions companies make in the field of marketing play a large role in company sales
because marketing is the art of persuading the public or a target audience to buy a certain brand.
Marketing is not simply the advertising techniques used by a company, but also how the
company presents itself to the public, how the company decides to sell itself, and what the
company focuses their funds and efforts into.
Social Media Outlets:
The primary sources of social media that Rainier Valley Community Clinic will incorporate in
their marketing strategy include Facebook, Instagram, a video campaign, and the clinic’s
website.
Facebook
A lot of businesses use Facebook as a marketing tool to increase public awareness and
communicate with customers. It’s the most popular social media tool worldwide. It’s cost-
effective and easy to manage. RVCC has a Facebook page and it’s frequently updated with clinic
and maternity news and information. One current downside to the Facebook page however is that
it doesn’t get a lot of traffic. When the clinic starts to operate, RVCC’s Facebook moderator
should upload photos regarding the clinic’s activities. In addition, volunteers and customers who
use social media on a daily basis should be encouraged to share, like, and check-in to RVCC to
spread awareness of the clinic. RVCC’s Facebook moderators should share a link of the clinic’s
homepage to the homepages of other local non-profits who work directly with immigrant and
minority communities to spread awareness. In addition, the moderators should consider opening

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a private group page for RVCC clients in order to familiarize with them on a more personal level
as well to be able to hear their experiences with Rainier Valley Community Clinic.
Indiegogo Fundraising Campaign
Indiegogo is democratizing the way ideas get funded and realized across the globe. It provides
free tools to help campaigns, large and mainstream, or small and personal boost awareness and
funds to get there. RVCC will be utilizing Indiegogo to create a video campaign. Indiegogo is
free fundraising service and will help RVCC to maximize contributions to ensure the clinic in
fulfilling its campaign. Rainier Valley Community Clinic is in the works of creating a video
campaign that will enable them to go forth with one of their proposed marketing strategies. The
content of the video should highlight the role the clinic plays for mothers and babies and how
RVCC will contribute to the Rainier Valley community. The purpose of the video campaign is to
increase public awareness and attract more clients and providers. By showing the image of
Rainier Valley Community Clinic through the video, it shows that it’s the right company to get
sponsored and the trustful place where mothers and families could get help and be dependent on.
Recommendation
In order to build a reputation in the neighbor, RVCC should monitor brand continually by
following and accomplishing their mission statement. In addition, they should track their
organization and visitors’ activity using Google analytics (GA) It shows them how many
customers using their service and it will help them to improve their operation in future. Also,
they should use social media to attract new customers, volunteers and sponsors and also to share
what the organization is doing. They should make e-mail newsletter sign up simple and easy as
well as being consistent and timely when sending them out. Finally, they should attend and
participate in events supporting women and immigrant communities. For example, they could get
involved with Vietnamese Friendship Association, Tet in Seattle Organization, and Ethiopian
Community in Seattle.

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Press Release
JoNel Aleccia, Health Reporter
The Seattle Times
P.O. Box 70
Seattle, WA 98111
jaleccia@seattletimes.com
Rainier Valley Community Clinic
Founder and owner of South Seattle Women’s Health Foundation, Jodilyn Owen and partners are
planning to open the Rainier Valley Community Clinic (RVCC) in hopes to increase the
community’s access to prenatal and maternal health care. The RVCC will provide barrier-free,
easy access, high quality maternal care that is tailored to each family's needs. Mothers can expect
to receive quality care during any stage of their pregnancy and even after the child’s birth. All
mothers are welcome to RVCC and should expect high quality care free of social, economic, or
racial prejudice. Families living 40% or more below the poverty line are welcome to use our
sliding scale payment system. By using a sliding scale system and Medicaid, mothers can receive
the same quality of care regardless of their ability to pay.
RVCC and the partners of South Seattle Women’s Health Foundation recognizes that the Rainier
Valley is a federally designated medically underserved area, and that the
need for healthcare resources and education are dire. Families that can’t afford prenatal care are
often shamed when they seek help from hospitals since doctors have no prior records to
reference. As a result, many mothers are mistreated or are led to believe they are at fault for
pregnancy complications. This creates a further distrust for the health care system within the
family and lessens the likelihood they will return if faced with other health concerns.
RVCC hopes to combat these types of issues by offering easier access to healthcare among
economically underrepresented families in a federal medically underserved area. Projected
opening date is set at July 2015 and will be located on Martin Luther King, Jr Way and Graham
St. Families can expect quality care during any stage of the pregnancy including before, during,
and after the child is delivered. The location is also conveniently located near easily accessible
bus routes and is also connected to a DSHS office, which many of our clients already frequent;
making the clinic location ideal for families with limited access to transportation.
Contact:
Jodilyn Owen - jodilynmidwife@gmail.com
Kat Barron - katbarron330@gmail.com
Tara Mudaliar - tara.mudaliar@bastyr.edu

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Ethiopian Community in Seattle (ECS)
8323 Rainier Ave South
Seattle, Washington 98118
info@ecseattle.org
Contact:

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Salon Ethiopia
PO BOX 53433
Bellevue, WA 98015
425-440-9315
Contact@SalonEthiopia.com
Contact:

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Northwest Vietnamese News
6951 Martin Luther King Jr. Way Suite 205 Seattle, WA 98118
(206) 722-6984
contact@nvnorthwest.com
Contact:

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Filipino Community Seattle
5740 Martin Luther King Jr. Way South Seattle WA 98118
(206) 722-9372
contact: https://filipinocommseattle.wordpress.com/contact/
family and lessens the likelihood they will return if faced with other health concerns. RVCC
hopes to combat these types of issues by offering easier access to healthcare among
Contact:

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Northwest Asian Weekly
P.O. Box 3468 Seattle, WA 98114
206-223-5559
info@nwasianweekly.com
making the clinic location ideal for families with little access to transportation.
Contact:

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SECTION V: INTERNET STRATEGY
Website: The current RVCC website was drafted using HTML5 code and the service Wix. The
site is fully functional and has the registered domain name: www.RV-CC.org. The site contains
the following pages:
Home Page: The introductory page that customers will see first. Shortcuts to pages direct
viewers to important information about RVCC and how to receive care. Links also include
shortcuts to social networking sites such as Facebook.
Welcome: Page outlining the mission statement and guiding principles of RVCC. A shortcut
directing the viewer to the online appointment scheduling appears at the end of the guiding
principles.
About: Page displaying the value proposition and the founding midwives. Founding midwives
have brief introduction and biography in addition to their certifications (LM, CPM, SM, etc.).
RVCC contact information and Google GPS coordinates are also clearly displayed on the About
page, accompanied by an easy-to-use submission form for any questions the viewer might have.
Schedule Now: Disclaimer stating that Schedule Now page is currently under construction as
RVCC works to renovate the new location and implement the online scheduling system. In the
meantime, multiple links are provided that direct viewers to the contact info of the midwives and
their providers.
Volunteer: Disclaimer stating intention of fundraising and need for volunteers/board members.
RVCC is in the process of setting up an IndieGoGo fund, which will be linked here upon
completion. Accompanying links direct viewers to submission forms for volunteer and board
positions. Qualifications and requirements for both positions are also listed above the submission
forms.

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SECTION VI: OPERATIONAL ANALYSIS
Clinic and Office
Currently, RVCC has secured a 12-month lease for 2500 sq. ft. commercial space at 6061 MLK
Jr Way S Seattle, WA 98118. Formerly a 711 convenience store, this commercial space is going
to need a complete renovation that includes thorough cleaning and removal of all shelves,
cupboards, and soft drink equipment. After the initial 12-month lease RVCC will then transfer to
a month-to-month agreement. Currently, lease negotiations are set at a subsidized price of
$1400/mo. for the first 12 months. It is uncertain if the subsidized price will remain after the 12-
month agreement. If the landowners decide not to renew the subsidized lease agreement or sell
the land, RVCC may have to consider moving or negotiating another price. In order to reduce
furnishing costs, donated office equipment and furniture will be used to furnish the clinic’s
essential decor/infrastructure.
Legality
Since midwifery is still a relatively unregulated field, the only things required to open/operate a
facility such as RVCC is liability insurance and HIPAA compliancy. Computers can be easily
made HIPAA compliant as the primary concern here is patient privacy and accuracy. Liability
insurance is also relatively cheap ($75/month) and would not be outside of the budget of RVCC.
Background checks will be conducted on volunteers in order to ensure organizational integrity.
Hours of Operation
The Rainier Valley Community Clinic will be offering its services to accommodate the timely
needs of families. The clinic will operate every other day offering two split shifts:
● Monday: 8:00AM-12:00PM and 3:00PM-8:00PM
● Wednesday: 8:00AM-12:00PM and 3:00PM-8:00PM
● Thursday: 8:00AM-12:00PM and 3:00PM-8:00PM
● Saturday: 8:00AM-12:00PM and 3:00PM-8:00PM
Volunteer Training
The paid operational staff of RVCC will include an office manager and the midwives; however
health care volunteers will do a large portion of the work. The founders and partners of RVCC
believe that working with local women to help them attain certificates in the perinatal industry is
paramount to their mission’s success. Through community engagement and education, RVCC
has already gathered a pool of reliable volunteers eager to work upon the clinic’s opening. These
volunteers are screened by management to ensure they have experience with prenatal care, and to
also insure they share the same passion of community enrichment. RVCC specifically seeks
volunteers with a passion for working with local women and that are knowledgeable in the
following: doula, childbirth educator, lactation consultant, acupuncture, massage, midwifery,
obstetrics, and neonatology.

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SECTION VII: FINANCIAL ANALYSIS
There are many different ways to measure financial performance. Line items, such as operating
income, operating income or cash flow generated from operations can be used to decipher
financial performance, as well as the total sales.
Important Assumptions
Economy:
Economy has been gradually recovering from recession in 2008. Consumer spending is likely to
grow along with the growth of economy. High-income consumers are likely to stretch their
spending while low-income consumers are likely to withdraw from spending. On the other hand,
business capital spending will improve and companies will likely increase their expenses.
Business Growth:
Midwifery has become a popular option for delivering babies nationwide and Washington.
Washington shows a long-term growth of midwifery program. According to the Washington
State Department of Health, percent of all births delivered by midwives rose from 5% to 11.5%
between 1990 and 2011. With a growing change in consumer attitudes, we anticipate that
midwifery has become increasingly mainstream in the coming years
Monthly Variance in Client Visits:
The clinic will start up with four business days a week. The working hours will likely expand
along with the growth of customers. Clients will have recurring visits at either the clinic or home.
The clinic expects to serve 50 customers per month (5-9 monthly visits each).
Pricing:
The cost of medical care has been rising significantly in United States. Many low-income
customers are unable to afford the high price of hospital-based practices. Rainier Valley
Community Clinic accepts all patients regardless of their ability to pay and insurance status.
Scenario:
The South Seattle Women’s Health Foundation will be establishing a nonprofit clinic in the
Rainier Valley to provide midwifery services to families who desperately need them. The area is
medically underserved and life expectancy is well below average. This clinic will provide
individual attention to those in the area and seek to overcome the cultural barrier that standard
physicians have been unable to overcome. By providing education and assisting mothers with
pre- and post-natal care, the Rainier Valley Community Clinic will drastically improve the long-
term health of the area.

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Startup Fund Summary
RVCC start-up costs will include all of the operating costs associated with running the clinic in
addition to renovation, rent, insurance, and billing. Volunteers will conduct much of the work, so
labor costs will be relatively inexpensive for RVCC. However, the location was formerly a 711
convenience store, so there will likely be many renovation costs associated with opening RVCC.
Mentioned below are some of the associated costs with the aforementioned expenses.
Monthly Costs
Rent/operating Costs:
● Lease ($1400/mo.) approximately 2500 sq. ft.
● Internet/phone ($100/mo.) high broadband data cap/multiple lines
● Utilities ($400/mo.) electricity, water, etc.
● Office infrastructure/HIPAA compliant computer systems (estimate needed)
Miscellaneous Expenses:
● Liability insurance ($75/mo.)
● Billing processes (6.5% of revenue deducted from Medicaid clients)+ monthly minimum
dues (what is the monthly fee?)
● Electronic payment processing (estimate needed)
● Initial supply of office supplies (estimate needed)
One-time Fixed Costs
Renovation Costs:
● Labor expenses associated with construction/renovation
(estimate needed)
● Material expenses associated with renovation (estimate needed)
● Office furniture/equipment costs (estimate needed)
● Licensing & permit fees (estimate needed)
RVCC can keep labor expenses low by calling upon the large volunteer force already willing to
help renovate the location; but material expenses will still be of concern. Using donated office
furniture can also help to reduce the furnishing costs.
Marketing:
● Posters/ads/fliers/pamphlets
● Signage
● RVCC presence at health fairs & multicultural events.

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How To Get Funding
Jodilyn and South Seattle Women’s Health Foundation currently has $10,000 saved towards the
opening of the RVCC. Additionally, an IndieGoGo fund will also be created in order to
simultaneously promote and fund the opening/operation of the RVCC. The goal is to reach
$5,000 through donations from partners of South Seattle Women’s Health Foundation in addition
to the crowd sourced funds from IndieGoGo. By utilizing these two sources, South Seattle
Women’s Health Foundation can generate up to $_15,000______ in start up funds, which means
more funding is likely going to be needed. Seeking grants and donations will only provide for so
much, and partnering with another investor will reduce RVCC’s marginal profit margin.
Financial Statement Projection
Revenue
Based on our estimation, RVCC will make revenue on the first year with a total amount of
$176,418 if the clinic operates on the projected four-day workweek. This revenue could increase
if RVCC decides to rent the clinic to urgent care providers and private physicians, however this
will require much more licensing and oversight as they do not exclusively deal with midwifery.
Since our niche market of midwifery is largely underrepresented in the medical community,
there are less regulations and oversight costs associated with facilities that exclusively deal with
midwifery. Under Section 1301 of the Affordable Care Act, plans offered through the health
insurance marketplaces (including Medicaid) must cover essential health benefits (EHB). Section
1302 defines the specific EHB categories, maternity and newborn care being one of them. This
ACA definition in combination with state regulations allows RVCC to accept clients who are
Medicaid recipients since all health insurance marketplaces are required to cover EHB. On
average, clients who are Medicaid recipients will generate RVCC approximately $95 in revenue
for home visits/births and $80 for office visits.
Expenses
Apart from the recurring costs like rent, insurance, and utilities, there are a variety of expenses in
running a clinic. There will be large start-up capital costs associated with acquiring the necessary
equipment to run the basic functions of the clinic. Acquiring all of the medical instruments
needed and keeping them up to standards will be a costly endeavor. However, steps will be made
to make sure that most of these are one-time expenses. The clinic will make use of an autoclave
to sterilize equipment that can be reused. Recurring office expenses will be low because of the
usage of a computer system. A few full-time staff will initially run the clinic with assistance
from volunteers with more full-time staff added as the clinic continues to operate and become
more sustainable. In addition, the clinic needs an effective marketing budget. This includes the
expense for purchasing all advertising all advertising and media (internet, newspaper, postage),
producing artwork and printing communications (newsletters, brochures, web sites) and
producing special events (campaigns).

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Income Statement
An annual income statement provides financial information on how a company generates
revenues and expenses through certain operating and non-operating activities. Also it provides
the company’s net operating income for the completed fiscal year, which shows whether the
company made a net profit or suffered a net loss. Specifically important to investors, being able
to view the operating revenues and expenses shows us the total amount being generated in
relation to the products they sell.
Cash-Flow Statement
A cash flow statement is derived from the income statement and the balance sheet. For this
matter, it is a crucial part of any organization’s financial reports because it shows the amounts of
cash and cash equivalents entering and leaving the organization. It works as a means to
understand how the organization’s operations are running, where its money is coming from and
how it is being spent. It also works as a means to understand financing and investing.
Balance Sheet
Balance sheets help determine the financial strengths and weaknesses of a business. It is
composed of three main components: assets, liabilities, and equity. The balance sheet tells you
what a company owns and what it owes at certain periods of time. An analysis of the balance
sheet is critical because it communicates the financial position of a company to its owners and
investors.
Break-Even Point
The Break-Even Point is when a company’s revenues meet up with its expenses so that profit is
equal to zero. Break-Even includes all costs like overhead, start-up expenses, etc. and all
revenues. Breaking even is the absolute minimum to strive for as anything below it would mean
the company is losing money.

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SECTION VIII: HUMAN RESOURCES
The Rainier Valley Community Clinic plans on hiring four people, which doesn’t include co-
founders Jodilyn, Kat, and Tara. For its first year of operations RVCC plans to operate its
business mainly through the help of volunteers--ranging widely from midwives to providers to
accountants to even interpreters. Put on a salary basis will be 2 part-time receptionists who will
be making minimum wage, $11.00 an hour. Each will be working no more twenty hours per
week. The clinic will also employ 1 full-time maintenance cleaner who will be paid minimum
wage, $11.00 an hour. The maintenance will work no more than 40 hours per week. The clinic is
currently seeking a part-time volunteer coordinator who is willing to offer their services at no
charge for the first year. The co-founders themselves, will be part-time midwives and their
salaries will be determined by how many office visits they attend to. The executive director for
the time being will be co-founder Jodilyn while the clinic manager will be Tara.
Future employees the clinic seeks to employ on a salary basis are ones who are a good fit with
the model of care of the clinic plans to operate from. In addition, the clinic will also be looking
for employees who are culturally competent and possess excellent communication skills both
orally and in writing because of the target market and location where the clinic is located. Lastly,
any midwives or medical providers interested to join RVCC team, will be required to have their
state licenses and any other state and/or local prerequisites needed.
Because of Rainier Valley Community Clinic’s commitment to the community, they are hoping
to hire residents from the Rainier Valley neighborhood to help sustain and improve their
organization’s bottom-line contributions within the community. Going forth with this vision, will
undoubtedly give residents an opportunity to economically improve their lives and also increase
their standard of living.

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SECTION IX: GROWTH/EXIT STRATEGY
Growth
RVCC aims to create a reputation within the community of providing mother’s with barrier-free,
easy access, affordable health care. Currently operating on a subsidized 12-month lease, RVCC
will have to operate their facility with the possibility of relocation in mind. The owners of the
property are uncertain whether they are going to continue to rent the commercial space or sell the
land to a new owner. If ownership changes, RVCC might not be able to operate at the subsidized
lease price, or even at all if the new owners choose. If the client projection is accurate and RVCC
gains the revenue projected, relocating to a newer facility after 12-months would not be
unreasonable; however it would remove the geographical advantage of being connected to the
DSHS.
Risk Evaluation
RVCC has little risk associated with it’s opening since a large majority of the labor and materials
used during renovation were volunteered or donated. Even if competition arose, the effort would
be welcomed as there is a dire need for affordable health care within the Rainier Valley.
Exit Strategy
After 12 months, the clinic will look at its financial position and evaluate if they can still
maintain operations. Also, the future of the building is uncertain since it was only leased for 12
months. This leaves with three options:
1. Termination of Clinic
If the clinic is deemed to not be financially sustainable, then the owners will have to close
it. The owners will then return to working at their own practices like before.
2. Relocation of Clinic
Because of the nature of the building and its lease, relocation is something that will have
to be planned for. Finding another space at a comparable rate will be difficult, but first
year cash flows can help to offset relocation costs. Fortunately, not a lot was invested into
the current building and most of the startup costs are related to equipment that can easily
be moved.
3. Expansion
If all goes well with the clinic and it is financially sustainable, then the ultimate plan is to
continue expanding. The clinic will continue to operate in its current form, but the owners
will seek to also open a birthing center and maternity hospital in the future.

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SECTION X: SWOT ANALYSIS
Strengths
RVCC will have early, often, and easy-to-access care for mothers and babies that is provided by
midwives that are dedicated to community needs. Staff is committed to providing quality service
to clients and keep collaborative relationships among other healthcare providers. RVCC is also
located next to the DSHS where a large portion of our target market frequents. The managers of
RVCC are also extremely familiar with the area. Jodilyn also has her own practice in the area,
demonstrating that the services a midwife provides are in demand.
Weaknesses
RVCC has several weaknesses: lack of funding is one of the most prevalent issues facing RVCC.
Although most of the materials and labor used in the renovation were donated, dedicated and
reliable operational staff will likely be harder to find. Currently, RVCC has a low level of public
awareness as well as they have not even opened. Cultural barriers also cause distrust in the
healthcare system, making it even harder for an outreach from RVCC.
Opportunities
RVCC has a unique opportunity to not just enrich the community they operate in, but to also
generate revenue while doing so. Educators in prenatal care and practicing midwives are in
shortage not just locally, but globally. This need for practicing midwives has allowed RVCC’s
mission to garnish attention from reputable medical professionals, who can also collectively
assist with fundraising efforts.
Threats
The obvious threat facing RVCC is limited financial resources with an increasing need for
capital. Start-up costs have been kept relatively low with the use of volunteer labor and donated
materials; however once the clinic is operational, reliance on volunteer labor can prove to be
risky if volunteers are not held accountable for their scheduled shifts. The increase in
competition is also a threat to the stability of RVCC. Neighborhood community clinics can
detract potential clients from visiting RVCC before they know how much the clinic can save
them. Also, the lack of practicing midwives associated with the clinic is a cause for concern as
their labor will be stretched pretty thin.

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SECTION XI: SUSTAINABILITY
Rainier Valley Community Clinic is a service-based organization whose mission is to improve
the quality of life within the neighborhood. Sustainability efforts will reflect this mission by
taking the necessary measures to reduce waste and reduce energy usage.
Opening the Rainier Valley Community Clinic allows mothers’ access to resources not otherwise
available to them outside of hospitals, which are often already running at full capacity. The EPA
states that since Hospitals have operations running 24/7, their environmental footprint is often
very large in the communities they operate in. According to the EPA, Hospitals can generate
approximately 7,000 tons per day of waste, including infectious waste, hazardous waste, and
solid waste. Hospitals further impact the environment consuming large amounts of energy in
buildings and car fleets, and generating significant greenhouse gas emissions. In addition to
greenhouse emissions, hospitals also consume large amounts of water for domestic use and
heating/cooling as well as for landscaping.
Rainier Valley Community Clinic will reduce the need for hospitals by providing access to
resources for mothers otherwise entirely reliant on the hospital’s care. In addition to providing an
alternative service to the hospital, Rainier Valley Community Clinic will exercise its own
sustainability efforts through a number of conservation measures and practices:
● Donated and pre owned office furniture will be used to furnish the new location.
● Equipment leasing on specialized equipment that is pricey
● Low wattage / LEED Certified bulbs will be used throughout clinic
● Paper and storage boxes made from recyclable materials, also to be recycled when used
● When acceptable, medical equipment is sterilized thoroughly and reused
● Online faxing and electronic medical record charts reduce paper usage
● Clinic provides access to clothing, toys, and books through donation program providing
hundreds of families with much needed items.
Reducing the energy costs of the clinic will also help reduce the overall costs of the clinic and
improve financial sustainability. Like most nonprofits, the Rainier Valley Community Clinic will
have to rely on donations, donations that will likely total out to be thousands of dollars.
However, the Clinic will continuously keep costs low and will surely attract a constant, steady
stream of clients. Billing clients through Medicaid ensures that there will always be revenue
from the visits. The focus on having an environmentally sustainable practice will help reduce a
lot of the overhead costs in most healthcare practices. Making sure that lights are LEED
approved and using a paperless system will drastically reduce costs associated with electricity

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and printing and disposing. The application of the midwifery model of care will also focus on
creating and maintaining relationships, thus creating a strong, consistent client base that will
want to come back to clinic.

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SECTION XII: RECOMMENDATIONS
Recommendations
Marketing recommendation:
● Monitor RVCC’s brand continually
● Track organization’s and visitors’ activity using Google analytics (GA)
● Use social media to attract new customers, volunteers and sponsors and also to share
what the organization is doing
● Make e-mail newsletter sign up simple and easy as well as being consistent and timely
when sending them out
● Attend and participate in events supporting women and immigrant communities
Financial Recommendations:
● Build financial literacy by attending classes and seminars
● Secure 2 or more board members who are experts in financial matters
● Establish monthly meetings with board and management to review costs and expenses
incurred and profits made
● Seek federal grants from the government and grants through companies and organizations
(Lowe’s construction grant)
● Utilize clinic space during off-hours in order to gain additional revenue, services include
pediatric care and urgent care
Sustainability Recommendations:
● Monitor, assess, respond to, and create internal and external changes
● Emphasis on strong management to ensure cost effectiveness and efficiency
● Have adequate clinic staff with the right knowledge and experience needed to deliver
services stated in RVCC’s mission statement
● Medical supplies to be bought directly from suppliers to insure prices are not inflated
through 3rd party suppliers

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