6/3/22, 10:38 PM Break-Even Analysis Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8007/220400/Scoring_Guides/u08a1_scoring_guide.html 1/2
Break-Even Analysis Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 15%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Prepare a strategic
assessment of a
sample break-even
analysis researched
with a health care
organization,
including
appropriate
calculations and use
regarding buying or
leasing new
equipment.
15%
Does not prepare
a strategic
assessment of a
sample break-
even analysis
researched with a
health care
organization.
Prepares a strategic
assessment of a
sample break-even
analysis researched
with a health care
organization but does
not include
appropriate
calculations and use.
Prepares a
strategic
assessment of a
sample break-
even analysis
researched with a
health care
organization,
including
appropriate
calculations and
use regarding
buying or leasing
new equipment.
Prepares a strategic
assessment of a sample
break-even analysis
researched with a health care
organization, including
appropriate calculations, use,
areas of knowledge gaps, and
additional information that
would be needed to gain a
more complete understanding.
Analyze financial
data in a break-even
analysis (including
fixed, variable, and
indirect costs, and
profit) to explain the
potential
implications for a
health care
institution.
15%
Does not analyze
financial data in a
break-even
analysis
(including fixed,
variable and
indirect costs,
and profit) to
explain the
potential
implications for a
health care
institution.
Analyzes financial
data in a break-even
analysis (including
fixed, variable and
indirect costs, and
profit) but the analysis
lacks some of the
components, or
inadequately explains
the potential
implications for a
health care institution.
Analyzes financial
data in a break-
even analysis
(including fixed,
variable and
indirect costs, and
profit) to explain
the potential
implications for a
health care
institution.
Analyzes financial data in a
break-even analysis (including
fixed, variable and indirect
costs, and profit) to explain the
potential implications for a
health care institution, and
identifies assumptions on
which the analysis is based.
Evaluate the
probable priorities
and expectations of
stakeholders of a
health care
institution
surrounding a
break-even analysis.
15%
Does not
evaluate the
probable priorities
and expectations
of stakeholders of
a health care
institution
surrounding a
break-even
analysis.
Outlines but does not
evaluate the probable
priorities and
expectations of
stakeholders of a
health care institution
surrounding a break-
even analysis.
Evaluates the
probable priorities
and expectations
of stakeholders of
a health care
institution
surrounding a
break-even
analysis.
Evaluates the probable
priorities and expectations of
stakeholders of a health care
institution surrounding a break-
even analysis, and considers
conflicting evidence or other
perspectives.
Discuss break-even
analysis insights in
relation to
organizational
impact, as well as
strategic next steps
to move forward
with a health care
implementation.
15%
Does not discuss
break-even
analysis insights
in relation to
organizational
impact, as well as
strategic next
steps to move
forward with a
health care
implementation.
Includes break-even
analysis that lacks
sufficient insights in
relation to
organizational impact,
as well as strategic
next steps to move
forward with a health
care implementation.
Discusses break
even analysis
insights in relation
to organizational
impact, as well as
strategic next
steps to move
forward with a
health care
implementation.
Discusses break-even analysis
insights in relation to
organizational impact, as well
as strategic next steps to
move forward with a health
care implementation,
impartially identifying criteria
for and against the
implementation.
6/3/22, 10:38 PM Break-Even Analysis Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8007/220400/Scoring_Guides/u08a1_scoring_guide.html 2/2
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Explain how a
sample break-even
analysis might be
used to make a
long-term financial
decision for a health
care setting.
15%
Does not explain
how a sample
break-even
analysis might be
used to make a
long-term
financial decision
for a health care
setting.
Partially explains how
a sample break-even
analysis might be
used to make a long-
term financial
decision for a health
care setting.
Explains how a
sample break-
even analysis
might be used to
make a long-term
financial decision
for a health care
setting.
Explains how a sample break-
even analysis might be used to
make a long-term financial
decision for a health care
setting, and discusses the
organizational triggers
identifying when to use an
analysis, its strengths and
weaknesses, and the weight it
carries when deciding to move
forward with an
implementation.
Assess the potential
financial impact of a
break-even analysis
as it relates to
organizational
strategy, patient
care, or community
health.
15%
Does not assess
the potential
financial impact
of a break-even
analysis as it
relates to
organizational
strategy, patient
care, or
community
health.
Assesses the
potential financial
impact of a break-
even analysis as it
relates to
organizational
strategy, patient care,
or community health
but the assessment is
incomplete.
Assesses the
potential financial
impact of a break-
even analysis as it
relates to
organizational
strategy, patient
care, or
community health.
Assesses the potential
financial impact of a break-
even analysis as it relates to
organizational strategy, patient
care, or community health,
presenting relevant evidence
for how the benefits will
outweigh the costs.
Demonstrate
professional
communication by
providing a logical,
substantive, and
relevant message,
while anchoring
recommendations in
evidence-based
practices.
10%
Does not
demonstrate
professional
communication
by providing a
logical,
substantive, and
relevant message
or by anchoring
recommendations
in evidence-
based practices.
Demonstrates
professional
communication by
providing a logical,
substantive, and
relevant message, or
by anchoring
recommendations in
evidence-based
practices, but not
both.
Demonstrates
professional
communication by
providing a logical,
substantive, and
relevant message,
while anchoring
recommendations
in evidence-based
practices.
Demonstrates professional,
fair, and balanced
communication by providing a
logical, substantive, and
relevant message, while
anchoring recommendations in
evidence-based practices from
contemporary, credible
leadership literature.
