Patton Fuller Community Hospital: Financial Analysis and Budget Breakdown

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

1. Using the historical data as a guide, construct a pro forma (forecasted) profit and loss statement

Sinclair memorial hospital has the following background information: 305 bed acute care facility, 6,300 in patient visits, 17,000 emergency patients yearly, 13,600 clinic visits and 8,500 outpatient visits. Services offered by the facility include: community health care, primary care, home health care, and cancer care. Before entering the HIM department there is a code of dressing that is expected. For the IT department, a casual wear is recommended but the most important part is the identification badge which has to visible all the time. The identification badge shows one is an employee in a particular department and also allows the accessibility of restricted areas within the organization. The facility has to be accessible to the public but The HIM department is expected to be secure in order to keep other employees and unauthorized persons from accessing and accessibility can achieved through authorization and permission are coded in the badge Recording is procedural, for example when a patient is brought by an ambulance, the nurse starts electronic recording through documentation and the health care information is kept throughout the period the patient is being taken care of by other health providers

In week’s three individual dissection of Patton-Fuller Community Hospital Networking Department, I will discuss three topics that will help with a better understanding of the Hospital’s Networking Department. During the first topic, a complete analysis will be completed on the network systems in use. While covering the second topic, discussion on what standards may be missing from the Hospital’s current network. During last topic, I will identify the Hospital’s wireless technology in currently in use and how it may enhance the hospitals network.

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

Provide detailed descriptions and show all calculations used to arrive at solutions for the following questions:

Budgets should not be a managers task only. The whole organization should be involved in the budgeting process.

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

We operate a small privately owned clinic so our extra budget requirements are less than that of some larger facilities. To change the current procedure and protocol for assessing risk, we have created a budget to learn more about how we can help prevent and handle our geriatric populations fall risks and train the community as well as our staff. We have established a budget for continuing education for our nurse practitioner, who in turn will relay that training to our medical assistants and staff in our clinic. We have also created additional tools, and patient information forms and brochures, that will require additional funds to produce.

This paper will show the ratio computations to Patton-Fuller Community Hospital. From these computations, taken from the Unaudited and Audited Reports from 2009 and 2008, Team E will address significant changes, if any occurred, and address what Patton-Fuller Community Hospital plans are within the next year to five years regarding any changes. In closing this paper will address the reasons that our team agrees or disagrees with the CEO’s report presented to the Board.

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)

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

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

This income statement tells how much money a company has brought in (its revenues) how much it has spent (its expenses) and the difference between the two (its profit). The income statement show’s a company’s revenues and expenses over a specific time frame. This statement

The Massachusetts General Hospital is a healthcare hospital located in the West End neighborhood of Boston, Massachusetts and is proclaimed to be one of the leading healthcare providers in the nation, with it having the prestige of being the original and largest teaching hospital of Harvard Medical School and a biomedical research facility and the largest healthcare provider in Massachusetts. When first observing the website, one of the main things that is stated on the first page and is clearly stated in big bold letters is the proclamation of the achievement that the hospital holds. It is stated that the Massachusetts General Hospital has been named among the top hospitals in America and it has been ranked among the top three of hospitals