Palms Hospital Analysis Essay

The following short case will give you a good idea of how risks surface in business and project planning and what companies do about it. Consider that you are the Risk Manager as you look at this case, as it will be a good exercise for the time when you will be that Risk Manager!

Meadow Hills Hospital is a two hundred bed hospital with a large Medical Staff that serves a population of three hundred thousand. It is one of four similar hospitals in the region. They do not currently have an EHR, but they’re financial systems are well developed. They have a good amount of money in reserve to spend on any solution they feel is needed.

2. Uncertainty/sensitivity analysis: The effects of uncertainty are considered in the profitability analyses. Examples include calculating or discussing the impact of various potential revenue levels on product line profit margins, and applying the probabilities of successfully negotiating postal outlet and lottery booth contracts.

Pate Memorial Hospital is a 600-bed, independent, not-for-profit, self-supporting hospitals. PHC, an ambulatory health care facility, was opened by PMH. Sherri Worth, a new assistant administrator of Pate Memorial Hospital in charge of the PHC, was told that a firm plan establishes a clinic five blocks north of PHC. It is a big competitor for PHC. On the other hand, financial problems, Short service hours, long waiting time and lacking of gynecological services are all be the problem faced by Worth. Therefore, Sherri was requested to analyze the PHC’s performance and take Medcenter, a possible competitor, into consideration which either did or not opens a clinic in north.

Define the term “incremental cash flow.” Since the project will be financed in part by debt, should the cash flow statement include interest expense? Explain.

1.1. Review principles of estimating project cash flows. Suggested reading: Ch. 9 “Capital Budgeting and Cash Flow Analysis” in “Contemporary Financial Management”, 11th ed. by Moyer, McGuigan, and Kretlow.

Hardy Hospital Case Study Answers PDF is simple as well as easy. Mostly you have to spend

1. Using the historical data as a guide (Exhibit 6.1), construct a pro forma (forecasted) profit and loss statement for the clinic's average month for all of 2010 assuming the status quo. With no change in volume (utilization), is the clinic projected to make a profit?

West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John

Furthermore, a sensitivity analysis of factors such as the cost of raw materials, selling price per unit and capacity utilization demonstrates that a small change in any one of these variables could have a major impact on the project’s bottom line. In Appendix B, I examine a scenario in which the selling price per unit decreases by 1% and the cost of raw materials per unit increases by 1% at the outset of the project. In this scenario, the resulting NPV changes from a positive $5.4 million to a loss of $666,000, and the IRR falls below the discount rate to 9.15%. This, to me, reveals that the potential upside of this project is not large enough to account for discrepancies due to imprecise projections, flawed assumptions, or unforeseen risks.

The Johns Hopkins Hospital, located in Baltimore, MD, is one of the greatest institutions in modern medicine. Established in 1889 from the donation of philanthropist Johns Hopkins, the hospital and university serve millions of patients annually for emergency, inpatient, and outpatient visits. Patient care is the focus of Johns Hopkins vision. The hospital uses quality care and innovation to enhance patient care. It is the hospital’s goal to have great precision, safety, comfort, coordination, and improved workflow to achieve an outstanding customer experience. An added feature to the customer experience are the design elements that can be found flowing throughout their newest facilities which helps foster healing and stress free environments. From the dramatic art collections that fill the walls and windows of patients rooms, to its 20-year reign as U.S. News and World Report’s “Best Hospital”, Johns Hopkins has made its mark on society. At some point, however, every great dynasty loses its ranks. Unfortunately, Johns Hopkins is no different. With the creation of a federally-mandated patient satisfaction survey for Medicare and Medicaid reimbursement, the stakes for high ratings is of fiscal importance. In an effort to increase its patient satisfaction ratings, the hospital created performance measurements to highlight strengths and areas of improvement with patient outcomes. The implementation of this new initiative, the Patient Toolbox, considers the fundamental reasons

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.

Evaluating the risks, calculating the probability of success, and factoring in the projected profit from sales will provide a clearer NPV to be compared with other projects in the

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

Shouldice Hospital is currently utilizing its beds quite well. Under the Shouldice method, they are operating with 90 beds, admitting 30 patients per day, and not accepting any new patients on Saturdays. Each patient admitted generally stays in the hospital for 3 days and is discharged on the fourth morning. By examining Exhibit 4.7, it is apparent that the hospital’s capacity utilization is roughly 71.43%. On Mondays and Fridays, 60 of the 90 beds are utilized (66%). Tuesdays through Thursdays, all 90 beds are being used (100%), while 30 of the beds are being used on Saturdays and Sundays (33%). If they were using all 90 beds, 7 days a week,