Module 02 Written Assignment - Department Budget



Rasmussen College

Question Description

The CFO for your healthcare organization comes to you once again to ask for your assistance with budgeting. You are tasked with developing a budget for the open imaging center that is looking to forecast its next fiscal year to present to the board of directors.

For this assignment, in a 1-page Word or Excel document, develop a department budget for the open imaging center. You are able to use any figures that you would like and you may be as creative as you like, however, be sure that the calculations are accurate. At minimum, your budget must include the following points:

  • Number of procedures completed in a year.
  • A fixed cost for each procedure.
  • A variable cost for each procedure.
  • A fixed expense that the center would include in the expense budget.
  • The total annual expenses for the center which results from the above listed items.
  • Next develop an income budget for the open imaging center.
  • Finally, calculate an annual operating budget for the center which includes both expenses and income from above.

Module 02 - Budgeting and Forecasting

An organization's budget details its financial plan. Companies break down the plan into two budget types: an operating plan and a capital plan. The operating budget focuses on the day-to-day operations of the company and typically covers a one year period. Managers review the plan throughout the year to monitor any deviation from anticipated revenues and expenses, as any changes will affect the annual operating profit. Capital budgets focus an organization's internal investment strategy and tend to be long-term plans. However, the capital budget may be updated on an annual basis if needed.

Managers develop an operating budget by first budgeting expected operating revenue. The expenses are then considered and must cover costs such as labor, raw materials, utilities, and overhead. These expenses are monitored on a monthly basis.

Capital budgets are developed for two main reasons: expansion and replacement. Most companies have a minimum dollar amount assigned to capital items to be included on the budget. Depending on their costs, items such as copiers or printers could be considered capital budget items. An important tool in the capital budget is the cash flow reporting. Cash flow is reported using one of four methods:

  • Payback method - recognizes the cash flow necessary to recover the initial cash invested
  • Accounting rate of return - based on profitability
  • Net present value - also known as NPV, a discounted cash flow method based on cash flows over the life of the equipment or project
  • Internal rate of return - also known as IRR, another discounted cash flow method that takes incoming and outgoing cash, as well as profitability and the time value of money into account

Basic components of a budget are identified as follows:

  • A statement of the organization's goals, objectives, and priorities for the next year
  • A specified time period to which the budget applies
  • A method of reviewing budget plans and procedures
  • Budgeted financial statements: An estimated detailed breakdown of income and expenses for a particular time period (e.g. last year's budget and actuals)

Module 2 Assignment- Input From a Cookie

Posted on Apr 13, 2020 3:30:00 AM

Baking Cookies - An Operating Budget Example

The cost of a procedure is not the ?charge? of the procedure. For example, if I were making cookies, and I bought all the supplies for $26.00 ? these are my costs. The expenses for making the cookies would be daily rental supply (fixed expense) for the kitchen ($12) and hourly salary (3 hours at $15 per hour = $45). This makes the total expenses for the cookies ($26 + $12 + $45=$83)

The Income for the cookies: 20 dozen cookies at $15 per dozen = $300.

Operating expense for the cookies are as follows: $300 income less expenses $83 =$217

CHAPTER 33: Case Study: Metropolis Health System

© LFor/Shutterstock


  1. The Hospital SystemMetropolis Health System (MHS) offers comprehensive healthcare services. It is a midsize taxing district hospital. Although MHS has the power to raise revenues through taxes, it has not done so for the past seven years.
  2. The AreaMHS is located in the town of Metropolis, which has a population of 50,000. The town has a small college and a modest number of environmentally clean industries.
  3. MHS ServicesMHS has taken significant steps to reduce hospital stays. It has developed a comprehensive array of services that are accessible, cost-effective, and responsive to the community’s needs. These services are wellness oriented in that they strive for prevention rather than treatment. As a result of these steps, inpatient visits have increased overall by only 1,000 per year since 2010 whereas outpatient/same-day surgery visits have had an increase of over 50,000 per year.A number of programmatic, service, and facility enhancements support this major transition in the community’s institutional health care. They are geared to provide the quality, convenience, affordability, and personal care that best suit the health needs of the people whom MHS serves.
    • Rehabilitation and Wellness Center—for outpatient physical therapy and return-to-work services, plus cardiac and pulmonary rehabilitation, to get people back to a normal way of living.
    • Home Health Services—bringing skilled care, therapy, and medical social services into the home; a comfortable and affordable alternative in longer-term care.
    • Same-Day Surgery (SDS)—eliminating the need for an overnight stay. Since 2010 same-day surgery procedures have doubled at MHS.
    • Skilled Nursing Facility—inpatient service to assist patients in returning more fully to an independent lifestyle.
    • Community Health and Wellness—community health outreach programs that provide educational seminars on a variety of health issues, a diabetes education center, support services for patients with cancer, health awareness events, and a women’s health resource center.
    • Occupational Health Services—helping to reduce workplace injury costs at over 100 area businesses through consultation on injury avoidance and work-specific rehabilitation services.
    • Recovery Services—offering mental health services, including substance abuse programs and support groups, along with individual and family counseling.
  4. MHS’s PlantThe central building for the hospital is in the center of a two-square-block area. A physicians’ office building is to the west. Two administrative offices, converted from former residences, are on one corner. The new ambulatory center, completed two years ago, has an L shape and sits on one corner of the western block. A laundry and maintenance building sits on the extreme back of the property. A four-story parking garage is located on the eastern back corner. An employee parking lot sits beside the laundry and maintenance building. Visitor parking lots fill the front eastern portion of the property. A helipad is on the extreme western edge of the property behind the physicians’ office building.
  5. MHS Board of TrusteesEight local community leaders who bring diverse skills to the board govern MHS. The trustees generously volunteer their time to plan the strategic direction of MHS, thus ensuring the system’s ability to provide quality comprehensive health care to the community.
  6. MHS ManagementA chief executive officer manages MHS. Seven senior vice presidents report to the CEO. MHS is organized into 23 major responsibility centers.
  7. MHS EmployeesAll 500 team members employed by MHS are integral to achieving the high standards for which the system strives. The quality improvement program, reviewed and reestablished in 2010, is aimed at meeting client needs sooner, better, and more cost-effectively. Participants in the program are from all areas of the system.
  8. MHS PhysiciansThe MHS medical staff is a key part of MHS’s ability to provide excellence in health care. Over 75 physicians cover more than 30 medical specialties. The high quality of their training and their commitment to the practice of medicine are great assets to the health of the community.The physicians are very much a part of MHS’s drive for continual improvement on the quality of healthcare services offered in the community. MHS brings in medical experts from around the country to provide training in new techniques, made possible by MHS’s technologic advancements. MHS also ensures that physicians are offered seminars, symposiums, and continuing education programs that permit them to remain current with changes in the medical field.The medical staff’s quality improvement program has begun a care path initiative to track effective means for diagnosis, treatment, and follow-up. This initiative will help avoid unnecessary or duplicate use of expensive medications or technologies.
  9. MHS FoundationMetropolis Health Foundation is presently being created to serve as the philanthropic arm of MHS. It will operate in a separate corporation governed by a board of 12 community leaders and supported by a 15-member special events board. The mission of the foundation will be to secure financial and nonfinancial support for realizing the MHS vision of providing comprehensive health care for the community.Funds donated by individuals, businesses, foundations, and organizations will be designated for a variety of purposes at MHS, including the operation of specific departments, community outreach programs, continuing education for employees, endowment, equipment, and capital improvements.
  10. MHS Volunteer AuxiliaryThere are 500 volunteers who provide over 60,000 hours of service to MHS each year. These men and women assist in virtually every part of the system’s operations. They also conduct community programs on behalf of MHS.The auxiliary funds its programs and makes financial contributions to MHS through money it raises on renting televisions and vending gifts and other items at the hospital. In the past, its donations to MHS have generally been designated for medical equipment purchases. The auxiliary has given $250,000 over the last five years.
  11. Planning the Future for MHSThe MHS has identified five areas of desired service and programmatic enhancement in its five-year strategic plan:
    1. Ambulatory Services
    2. Physical Medicine and Rehabilitative Services
    3. Cardiovascular Services
    4. Oncology Services
    5. Community Health Services
    MHS has set out to answer the most critical health needs that are specific to its community. Over the next five years, the MHS strategic plan will continue a tradition of quality, community-oriented health care to meet future demands.
  12. Financing the FutureMHS has established a corporate depreciation fund. The fund’s purpose is to ease the financial burden of replacing fixed assets. Presently, it has almost $2 million for needed equipment and renovations.


Financial Statements

Statistics and Organizational Structure

Figure 33–1 MHS Nursing Practice and Administration Organization Chart.

Courtesy of Resource Group, Ltd., Dallas, Texas.

Figure 33–2 MHS Executive-Level Organization Chart.

Courtesy of Resource Group, Ltd., Dallas, Texas.

Student has agreed that all tutoring, explanations, and answers provided by the tutor will be used to help in the learning process and in accordance with Studypool's honor code & terms of service.

This question has not been answered.

Create a free account to get help with this and any other question!

Similar Questions
Related Tags