Essay on Case 6-Columbia Memorial Hospital

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.

* The current amount of patients treated for liver transplant volume totaled 120 patients annually, with a reimbursement rate of $140,000, providing the hospital with the ability to handle 30 more patients before the fixed costs would increase. 120 +30= 150. This means that the hospital can sufficiently handle a

4. Explain how the revenue from medical (pharmacy) supplies is currently handled for profit and loss reporting purposes. Is there a problem with the current system? Is there a better way of reporting this revenue? If so, what is it?

HISTORY OF PRESENT ILLNESS: Patient is a candidate for a total right hip revision. She has 2 units of directed packed red blood cells. It is not autologous. She does had Hepatitis B. She has arthrogryposis. She had a right total hip replacement many years ago by Dr. Dodd at the University of Miami. She has had multiple other surgical procedures as follows. A: She had bilateral foot surgery In the remote past. B: She had left hip surgery a year ago. C: She had right foot

Big Bend Medical Center is a full-service, not-for-profit, acute care hospital with 325 beds located in Big Bend, Texas. The bulk of the hospital’s facilities are devoted to inpatient care and emergency services. (Gapenski, pg. 27) The outpatient services section of the hospital is used by the Outpatient Clinic, as well as the Dialysis Center. The Outpatient Clinic, which makes up about 80 percent of the outpatient services section, has recently grown in volume and has created a need for 25 percent more space than it currently has. Moving the Dialysis Center to a new building was decide to allow expansion of the Outpatient Clinic. A change and focus on the allocation of costs has some department heads angry and claiming of

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

Total Patient Revenues at $31,231K were over budget by $1,009K or 3.3%. Inpatient Revenues at $6,448K were $116K over budget or 1.8%. Inpatient Admissions were under budget by (7.2%), Patient Days were under budget with a unfavorable variance of (13.6%), Deliveries were (15.6%) under budget and Routine Services revenue was under budget by (16.5%). Inpatient Ancillary Service revenue

My product is care to those in need. My customers will be people in need of medical attention but their condition is not so severe that they require emergency medical attention. Essentially, the goal of my product is to provide patients with the highest possible quality care at the most affordable price and scheduled around their busy lives. I have grouped all of my different treatment options down into five categories. First, are new patients. Since I will be a new business with no established cliental, all patients will first be new patients. I plan to charge each new patient $155 per visit with the cost of goods per patient being $15. Although I am charging each new patient $155, they themselves will not pay the

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

A bill can be a public problem, a special interest group need, or important idea that impacts the masses of people or a group of people. Bills can only be submitted by a member of congress (or of a state legislature). The written proposed bill goes in a box beside the clerk’s desk inside Congress chambers. This box is known as “hopper”. (Ridenour, N. 2016). The bill goes to the appropriate committee that has authority over that area. In the case of bill 6224, it is the House Committee on Energy and Commerce committee. If the bill is picked up by committee then the congress must go out and lobby for bill. Nurses can support the bill and even testify at bill hearings to the committee members in support of the bill. While in committee,

Even though MCL is still profitable, the ratios calculated (Appendix 1) indicate that the company is not very liquid, and is in risk of becoming insolvent.

Thank you for all the assistance you had provided me during my interview date. I really appreciated that you took so much time for showing us Brooklyn Hospital center.

Hospital: June’s gross revenue exceeded budget by $644,167 and FY 15 gross revenue exceeded budget by $7,109,238. Hospital departments with revenue favorable to the budget for June included Radiology at $412,293, Cardiology at $168k and Lab at $136,039. FY 15 Patient Free Care was $819,196 favorable to budget and Bad Debt was $182,356 favorable to budget

Using historical data as a guide, if there is no change in volume, the clinic is not projected to make a profit during the year 2010. When looking at the historical data provided for January and February 2010, the clinic is projected to have a net profit (loss) of $3,173 per month with a projected average of 1,350 visits per month (45 visits per day). The forecasted profit and loss statement for the clinic’s average month for all of 2010 with no change in utilization is presented in Exhibit 1. The following equations were utilized to reach an answer:

Profitability will be reached by month ? and revenues for year ? are projected to reach $?.