Canadian Surgical Technologies and Advanced Robotics Center (CSTAR) had were built with a effective year throughout which its new director had made certain that CSTAR s budget deficit was on the right track to become reduced by 50 percent. CSTAR still faced significant hurdles to becoming financially stable along with a leader in non-invasive surgery (MIS). The director wanted CSTAR to become financially self-sustainable within 2 yrs, and recognized goals to beat these hurdles: growth and development of a sustainable financing plan that will support its annual operating budget setting methods because of its four revenue streams and growth and development of a practical intend to support CSTAR's new educational facility. Furthermore, the MIS sector didn't have obvious leader to create clinical care standards or establish industry guidelines. The director wondered how CSTAR could position itself to satisfy that leadership role and generate funding through its business development activities. As director from the center, he needed to design these methods and style a financing intend to push CSTAR in to the black.
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