This is a written report for the determination on whether to recommend getting a new MRI service in the physician's network. This report will include a description of the role of financial analysis in a financial decision for a health care organization. This report will also include a detailed analysis of the key elements of a breakeven analysis. I will also give a recommendation on whether a new MRI service is a viable option financially for your health care organization.
When you give a financial report, it should include all the tools your organization will need for making a good financial decision. In general, when completing an analysis for a financial decision the management team needs to evaluate the possible new venture, start planning
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The first expense I will start with is the expense that is considered the overhead costs. There are no overhead costs because your company has a vacant building that will be perfect for housing the MRI machine. The next expense will be the purchase price of the MRI machine which is two million five hundred thousand dollars. The next expense to take into account is the annual maintenance costs of one hundred and twenty five thousand dollars. The annual maintenance costs needs to be multiplied by five years, which means the cost for the maintenance comes out to six hundred and twenty five thousand dollars. The next expense associated with the MRI machine is the site preparation, site and installation cost of five hundred thousand dollars. The next expense associated with having an MRI in your network is the labor costs. The annual labor cost including benefits for the one and half employees is seventy thousand dollars. The annual costs of the staff have to be multiplied by five years and that equals out to be three hundred and fifty thousand dollars. The final expense to include is the supply costs for five years of running an MRI machine. The supply cost per scan is forty dollars. The MRI machine will be running for fifty weeks annually with twenty seven scans being done every week. When configuring the amount of supplies used annually you need to multiple twenty seven …show more content…
When figuring out the costs for revenues you need to figure out how much the network will earn from all the scans done throughout the five year period. When configuring revenue associated with scans you need to look for total payments which are nineteen thousand and six hundred and ninety then multiple total payments by fifty weeks. This equals out to nine hundred and eighty four thousand and five hundred annually, then multiple the annual revenue by five years. The total scan revenue for five years comes out to four million and nine hundred and twenty two thousand and five hundred dollars. The next amount added to the revenues for the physician’s network is the amount the MRI machine can be salvaged for which are seven hundred and fifty thousand dollars. The next equation to configure is the total revenue costs. How you configure the total revenue costs is by adding the total scan revenues and the salvage costs, which equals out to five million and six hundred and seventy two thousand and five hundred dollars. The final equation is to figure out the net revenues of the MRI machine and that is to take the total revenues and subtract the total expenses for five years. The total revenue is five million and six hundred and seventy two thousand and five hundred and you then subtract the total expenses, which is
According to exhibit # 2, in order to break even annually, the clinic will have to cover the total operating expenses of $690,000. That means that the clinic will have to perform 986 scan per year, or approximately 4 scans per day to achieve this goal. Considering that the equipment in the clinic is capable of much more, this operation should have no problem in reaching and exceeding its goal daily if proper measures are put into place.
Question 1 for an average month in 2019, five years hence, assuming that volume is
Purchasing new MRI scanners for the hospital is a good idea for the hospital because although expensive for the first time purchase, the maintenance issues will be less. Any product reused or refurbished automatically requires more maintenance. The only time a refurbished item is very good in comparison to the average life span of a new one is if all of the mechanics have been completely replaced with brand new pieces and the body of the machine is the only thing refurbished but that would be very unlikely. Maintenance costs is what will be cut over time and in the end the hospital will be happy that they purchased new medical machinery. It ensures that the machine will do the job correctly the first time around and doctors have more accurate results for patients.
This charge is also another revenue stream for the hospital and contributes to the ROI of the equipment. GE, which is the manufacturer of the equipment, indicates that the equipment has a viable life span of up to 15 years, but the warranty only covers the first 6 years of use (Price, 2011). The above figures are a clear indication that the MRI equipment can provide the hospital with an adequate return on investment. These figures, the machine’s lifespan, and the growing demand for MRI scans serve to justify the purchase of the equipment. Other factors that enhance the returns from the equipment include:
When considering requests such as a new piece of equipment, staff training, and supplies for the unit, a manager must consider the overall budget, constraints, and variances. If equipment has a useful life of more than one year and exceeds the minimum cost level of the facility, the manager may request the cost originates from the capital budget of the facility (Yoder-Wise, 2012). Large equipment such as a patient lift, which costs $3000 per lift, would be beneficial to the staff and
Financial Management is an important aspect of how a business operates efficiently. The way that the finances are controlled can determine how successful the company is. The finances of a business allows for the growth of the company. The five practices of financial management: capital structure decision, investment appraisal techniques, dividend policy, working capital management and financial performance assessment are critical when assessing a company. The performance of a company plays a key role on how successful the company is on meeting goals. There are different strategies and tools that a company can implement and if they are used to effectively the company can meet their goals. If a company has good finances, a good
After twenty years the true allocation facility cost for the Dialysis Center should be zero, since the facility would be paid off and should have only minimal allocating facility costs such as opportunity costs and costs of using the center. If after the twenty years the building is not occupied it can be used from other medical centers or it could be rented out or sold. It is difficult to try to determine the opportunity costs for space occupied by all activities. The current system of facility allocation assigns equal opportunity cost across all activities and services and avoids the problem inherited in the new method.
Management should note that the level of activity was above what had been planned for the month. This led to an expected increase in profits of $1,100. However, the individual items on the report should not receive much management attention. The favorable variance for revenue and the unfavorable variances for expenses are entirely caused by the increase in activity.
We will also analyze the proforma(s): balance sheet, income statement, cash flow, ratios, and score board. In the income statement, we can see the predicted sales of our products and see if there are any adjustments needed. We also made sure that we are making a good net profit.
Under the current indirect cost allocation scheme (Exhibit 1) the Dialysis Center’s Revenues and Direct Costs are as follows: total revenue is $2,700,000, direct expenses are $2,100,000, the contribution margin is $600,000, and their percent of revenues is 22.2%. Their indirect costs are as follows: facilities cost is $300,000, general overhead is $270,000, and total overhead is $570,000. This leaves the Dialysis Center with $30,000 in net profit and 1.1% in percent of revenues. Additionally, square footage is allocated at $15.00 per square foot on an aggregated basis. Lastly, their general overhead costs are set at 10% of their total revenues.
There are factors to avoid when planning a budget that may involve equipment requests. A key factor to avoid is the purchase of equipment that will not be utilized to it’s full potential. The use of the costs and quantitative justification should help to highlight times that an equipment request is not cost effective. Often it occurs that a type of equipment bought is either easily lost or not used. This can then lead to the following scenario; equipment is lost, so replacement equipment is purchased which then
Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact
I have researched the company’s financial reports. There will be a financial analysis of the company comparing its present to past two years’ performance and to the performance of its major competitors.
The intention of this research paper is to further understand the financial statement of four distinct hospitals located in the San Diego, California County. An analysis of the financial report for Sharp HealthCare, Scripps Health, Tri-City HealthCare, and Palomar Health will be briefly discussed individually on each important financial outcome’s Such as: assets, liabilities, revenue, expenses, hospital debt, and investments. To analyze further, a break down between the hospitals assets, liabilities, and revenue will be compared in the paper.
The District is currently contemplating issuing $110 million in 2017 and the remaining $73.4 million of its authorization in 2020. The current market consensus forecast is for an increase in long-term interest rates by the end of 2017. While there is still much uncertainty as to the drivers of this increase, there certainly is increased risk of higher rates over the near-term as the President looks to implement his various policies, including another attempt at healthcare reform, tax reform, infrastructure spending and repeal of Dodd-Frank. This uncertainty provides an environment in which the District should consider financing its capital needs at the earliest possible opportunity.