Financial Statements For The Master Investment Pool

Research and development – totaled $98,280.00 in year 7, and in years 7 to 8 decreased -16.3% or $15,996.00. This is weakness in sales and performance, but a smart decision because of the cut in R&D saved -16.3% or $15,996.00 that would have been looked at as profit. They were able to use the previous year’s investment on R&D.

The early results: Revenues from Abbott hospital ran about 15-20 percent below projected levels. Revenues from surgery/patient care days declined 62 percent. Employee morale was down and the many regional doctors were beginning to send patients in another direction for hospital care.

I currently work at the Hunter Holmes McGuire Veterans Administration Medical Center. “The Hunter Holmes McGuire VA Medical Center, located in Richmond, Virginia, is a 399-bed facility offering primary, secondary, and tertiary health care in medicine, surgery, neurology, rehabilitation medicine, intermediate care, acute and sustaining spinal cord injury, home care, and palliative care” (Hunter Holmes McGuire VA, 2015). At this facility it is very important that they prepare and manage a budget, so that they can strategize for the future, creating goals and plans. It also creates accountability, since they are spending tax payer’s money.

Gross Revenue – Gross revenue continued to make positive strides in March with gross revenue $327k in excess of budget. Gross revenue for the Hospital was $302k over budget for the month, with the largest over budget variances in Radiology ($329k), Lab ($111k) and Cardiology at ($70k). The largest under budget variances were in Med Surge ($112k) and Oncology ($85k). The Medical Group’s gross revenue was essentially on budget, with notable over budget variances in NLH Orthopedics ($82k)

A strong operating and capital budget should align with the strategic goals of Creekside Community Hospital, as well as ensure operational efficiencies and financial longevity. Planning capital purchases continually and for future years will allow Creekside to be competitive, which is a crucial factor in capital budgeting (Gapenski & Reiter, 2016). Vianueva (2011) suggests an inadequate capital budget process leads to a key problem area for hospitals. Cost allocation is a vital component of the capital budget process. Costs must be allocated to the appropriate departments or areas where they are incurred, as well as where revenues are generated. With Creekside Community Hospital exhibiting higher inpatient costs than outpatient costs, the hospital leadership should ensure accuracy so that managers have the information necessary to make sound, financial decisions currently and in the future related to staff support, equipment and supply purchase to name a few.

APPROVAL OF MINUTES: Supervisor Blettner made a motion to approve the Minutes of the Regular Board of Supervisors Meeting of Thursday, August 6, 2015, seconded by Supervisor Staaf. Motion carried.

When I joined Exceptional Healthcare, we were operating at a loss. Operations were being financed with loans. The Board member briefed me on the situation and requested I identify the problem. First, I reviewed all the company expenses, and there was no expense to reduce, so I had to analyze the company’s revenue. I started by categorizing all patient visits by the payer (insurance companies) and by CPT codes (Type of visit/ procedure performed) to determine the reimbursement rates. Using my healthcare finance experience, I compared our reimbursement rates with other clinics in similar market/ business and noticed that ours were $500 to $800 lower. Then I audited the patient charts from the clinic to the billing company and discovered several

Per our conversation this Monday, I pulled all January enrollments and there are 14 households that were screened and/or enrolled into coordinated assessment in January, but because they were entered into HMIS in February, the January Report (which has already been submitted to LAHSA) is missing all 14 households. I am not sure what you want me to do about that. Should I email Martha Macias?

|Review the Minutes of the Board of Directors Meetings and prepare a working paper of the matters |36 |

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 key milestones resolved at the last Status Conference are as follows: fact discovery will end on April 30, 2018. More importantly, Class Plaintiffs must serve their expert reports and Motion for Class Certification by August 31, 2018. The Defendants’ expert reports will be served by

The budget put before the Council consisted of $45 million in revenues and $43.8 in operating expenditures, which left a health surplus of $877,100. The surplus, although less than the $1 million estimated at the midyear budget review was nevertheless viewed favorably by the council which adopted the budget.

The board reviewed and approved minutes for June 23rd revised minutes (visit GLE website for recent minutes and financials at www.glepoa.com - Documents - 2015 Minutes and Financials).

April year-to-date recurring NOI was $192.2 Million (M), favorable to budget by $26.6M, and favorable to FY15 year-to-date by $22.8M

Lastly, the revenue budget is the final component of the operating budget which projects the income the organization will receive for providing care. Although nurse managers/leaders may not be involved in developing the revenue budget, having knowledge about it is essential for great decision-making.