Palm Hospital Notes Essay

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.

6. How does the current reimbursement level of $140,000 per case affect a decision to use or not use marginal cost pricing? Does the amount of excess capacity affect the decision? Why?

Anesthesiologists give patients anesthetics in a variety of ways, such as “orally, intravenously, by gas or direct injection to render patients insensible to pain Anesthesiologists typically maintain the same daily schedule a surgeon follows, participating in both scheduled and unscheduled operations. Anesthesiologists are responsible for determining the proper anesthetic and dosage level for each patient. They monitor the patients progress prior to, during, and after surgery.”(“Anesthesiologist” 31)

3. How many operations could the hospital perform per day before running out of bed capacity? How well would the new resources be utilized relative to the current operations? Why?

The Palms Hospital is considering an expansion project that would utilize land previously purchased. By expanding into ambulatory surgical services, the hospital has the opportunity to increase revenues and capture market share in this area. Investigation in the NPV of the project and a scenario analysis reveal that the project would be profitable.

Revenues and Direct Costs are as follows: $16,000,000 in total revenues, $9,833,155 in direct expenses, $6,166,845 in contribution margin, and 38.5% in percent of revenues. Their indirect costs are as follows: $1,200,000 in facilities costs, $1,600,000 in general overhead, and $2,800,000 in total overhead. This leaves the OP

The Riverview Children’s Hospital is eight months behind schedule with the implementation of a new computerized financial system. Management wants the system to be in place by the end-of-year audit [April], which is only six weeks away. However, management estimates that there is only a fifty percent chance that the system will function correctly if its implementation is rushed. While this makes a case for delaying the implementation, it also pushes the schedule into another fiscal year, bringing a large set of expenses over with it. The board wants to avoid this. A decision must be made that weighs the pros and cons of pursuing implementation before the audit versus the delay of the implementation until after the

On the other hand, clinical labor costs account for the majority of the clinic’s expenses; during the high season they run up to $150,000 a month, however it drops to $120,000 a month during the remainder of the year. The clinic must pay for other monthly expenses, such as fixed general and administrative expenses including clerical labor ($30,000/month), lease obligations ($12,000/month) and miscellaneous expenses ($10,000/month) as well as maintain a minimum cash balance of $50,000 at First Bank because of compensating balance requirements on its term loan. This amount, but no more, is expected to be on hand on January 1, 2010.

At St. Jude Research Hospital their mission is to find cures and means of prevention for life threatening pediatric illnesses. Thanks to Danny Thomas’s vision, no child is denied treatment based on religion, race, or a family's ability to pay. St. Jude has achieved a survival rate of ninety-four percent, since the hospital was opened in 1962. It was also the first organization to develop a cure for sickle cell disease, that require a bone marrow transplant and now has one of the largest pediatric sickle cell programs in the country.

However, when looking at the Organization, I saw UT South-Western Medical Centre at Dallas. Perfect! That’s exactly where my friend works & she had sent an email during the day while at work.

There is a essential use and limitations of financial ratio analysis, One must keep in mind the following issues when using financial ratios: One of the most important reasons for using financial ratio analysis is comparability and for this, a reference point is required. Usually, financial ratios are compared to historical ratios of the business itself, competitor’s financial ratios or the overall ratios of the industry in question. Performance may be adjudged as against organizational goals or forecasts. A number of ratios must be analyzed together to get a true and reliable picture of the financial performance of the business. Relying on each ratio

Before Helping Hands Day can be fully operational the building must be remodeled. The building must be expanded to provide more open space on the first floor for clients. A full kitchen with all new appliances will be added to the building. We offer a nice open facility allowing mobility for clients. The main area of the building is for recreational purposes containing tables, chairs, and couches for clients to sit and relax as they watch television or play games. There is a dining room for meals, snacks, and special events. There are many bathrooms throughout the facility and a couple of rooms for medical examinations. The biggest area lets clients move freely to walk around and obtain some form of physical activity. The second story of the building contains the kitchen and administrative offices as well as storage space. We project after all the work is completed our start-up costs will be $1,205,500. After the start-up costs, operation costs are $102,580, which includes all expenditures and all personnel costs are $643,005, yearly. This will bring Helping Hands Day total cost to $745,585 for the first year, excluding the start-up costs. Helping Hands will provide its services for a flat rate of $80 a day per client. We expect on average about 40 clients per day. The revenue from $80 per 40 clients will equal a yearly total of $832,000. The total expected revenue for Helping Hands Day for the first year would be $86.415. Zelman W., Elston J., and Weissert W. (1991) reported that standard adult day care centers yearly revenue was approximately

This means they will not have to write them off over years. (No application to structures.)

A second component of the budget (and current contract) is Master’s level case management. The program calls for treatment plan creation at the beginning of service, estimated at 168 events (14 clients per month), reviews and revisions approximately every six (6) months while in the program, and a final review at discharge and the creation of a discharge summary showing progress against the client’s clinical goals (185 X 2 = 370). Therefore, we expect approximately 538 billable case management events during the year with duration of ½ hour each (2 units of service) at the current rate of $19.07 per unit for a total case management budget of $20,519.32. This is roughly $6,000 more than the contract award for the 2016 - 17 period, due to the more vigorous clinical standards expected.

In order for the Downtown Health Clinic to maintain there financial strength in the hospital market I think there are a few alternatives which will give them a clear competitive advantage. • Adding a gynecological physician is must add alternative. With 70 percent of their client base being female and one half inquiring about gynecological services their contribution margin will increase thus exceeding last years revenues. Adding a physician, while it does increase variable cost, is another option that needs to be strongly taken into consideration. It will allow the DHC to stay boost from 9 to 12 hour days, allowing the DHC to add revenues by $129,720 just by simply providing grounds for an additional 65 employer physical exams per month. In addition it will also cut down on wait times, due to having 2 physicians with