This Is For Speccy The Prof To Complete A Handshakeall Calculaitons This is for Speccy-the-Prof. to complete a handshake. All calculations are needed. Chapter 9 questions 11 and 20 from Zelman, W., McCue, M., & Glick, N. (2009). Financial management of health care organizations . (3rd ed). San Francisco, CA: John Wiley & Sons, Inc.
Paper For Above instruction The following paper provides comprehensive calculations addressing the financial analyses required for the specified healthcare scenarios. The first part involves evaluating the feasibility of expanding staffing at Small Imaging Center, focusing on break-even analysis and profit considerations based on imaging service revenue and costs. The second part analyzes the Zack Millman Clinic's contract with high schools, calculating outcomes related to profit, break-even contracts, and pricing to achieve specified profit targets. Part 1: Small Imaging Center - Staffing and Revenue Analysis Question (a): Monthly Patient Volume to Cover Fixed and Variable Costs To determine the break-even point, we need to identify the total fixed costs and variable costs per mammography. Fixed costs include equipment costs and maintenance, while variable costs encompass technologist and aide costs and other variable expenses. Fixed costs: Equipment costs per month = $1,450.00 Equipment maintenance per month (per machine, 4 machines): 4 × $916.66 = $3,666.64 Total fixed costs: $1,450.00 + $3,666.64 = $5,116.64 Variable costs per mammography: Technologist = $15.60, aide = $3.10, other variable = $15.00 Total variable cost per mammogram: $15.60 + $3.10 + $15.00 = $33.70 Reimbursement per screen: $66.05 Calculation: Break-even patient volume = Total fixed costs / (Reimbursement - Variable cost) = $5,116.64 / ($66.05 - $33.70) = $5,116.64 / $32.35 ≈ 158.21