Health Financial Management

The study aims to identify the activities which relate to the formation of a new public healthcare setup to be formed in Blue Mountains, NSW, Australia. The report highlights the rationale for the health service which are critical to the business. The overall findings of the report have shown that the various types of necessity of such a service needs to be understood in form of creating a liaising among the domestic health agencies and LHD to compensate for the drawbacks of limited supplies of healthcare equipment.

Running head: HEALTH FINANCIAL MANAGEMENT
Health Financial Management
Name of the Student
Name of the University
Authors Note
Course ID

1HEALTH FINANCIAL MANAGEMENT
Executive Summary
The different sections of the study aims to identify the activities which relate to the formation
of a new public healthcare setup to be formed in Blue Mountains, NSW, Australia. The main
contribution to the value offered among the local health service and district to the facility
included in study is also stated in the study is also specified. The different aspects of the
report will show the reasons for improvement in the business. In this section of proposal the
report will highlight the rationale for the health service which are critical to the business. The
overall findings of the report have shown that the various types of necessity of such a service
needs to be understood in form of creating a liaising among the domestic health agencies and
LHD to compensate for the drawbacks of limited supplies of healthcare equipment. The
consideration of financial risk is identified with increasing cost of new technology. In
addition to this, the risk of the patient safety is associated to fulfilling the expired
prescriptions, inadequacy in retention of the record and tracking of missed appointments. The
overall financial plan depictions have evaluated annual cost for the healthcare facility is seen
as $30,12,479.60 and the profit amount is calculated as $ 324616320.4

2HEALTH FINANCIAL MANAGEMENT
Table of Contents
Introduction................................................................................................................................3
Background................................................................................................................................4
The Proposal...............................................................................................................................5
Aims.......................................................................................................................................5
Benefits..................................................................................................................................5
Efficiency Gains.................................................................................................................5
Potential Savings/increased costs.......................................................................................5
Expected benefits of the proposal......................................................................................5
Risks...........................................................................................................................................7
Process......................................................................................................................................10
Resources.................................................................................................................................10
Reporting of outcomes.............................................................................................................10
Financial Information...............................................................................................................10
Conclusion................................................................................................................................10
References................................................................................................................................11
Attachment 1............................................................................................................................12
Attachment 2............................................................................................................................13

3HEALTH FINANCIAL MANAGEMENT
Introduction
The important considerations of the report aims to state the proceedings of
establishing a new healthcare facility in Australia. The first section of the discussion will
outline the activities which are to be covered, contributing value to the local health district
and services which are to be brought along in the facility. The second aspect have provided
the background on present cost, contract and equipment which are needed to establish the
business at LDH level. This area of the report will highlight on the rationale by health service
is important at the first place. In the proposal section business case strategy will be
formulated in terms of the aims of the business, benefits and factors associated with the
benefit. The next important topic will cover the insurance rates, patient risk and financial risk
associated to the proposal. In the process plan the development of action processes for
showing the nomination of staff members and other activities to plan the life of the project
will be subsequently covered. The resource section will include a study on additional
resources which are relevant to the impact of the different types of identify factors.
Outline
The main objective of the formulation of health centre facility is aimed at providing
accessibility of specialised healthcare services to the old age patients. In addition to this, it
will also make significant amount of contributions pertaining to providing adequate number
of medical, paramedical and supportive staff for community health care Centre. The overall
plan of the business case will be also aimed at including different types of complimentary
facilities and medical services for improving overall functionality of delivering specialised
healthcare services. It will also ensure conducting of family welfare programme for CHC.
The efficiency gains will be identified in terms of timely supply of essential medicine into the
community health care centres and improved specialised medical support to the old age

4HEALTH FINANCIAL MANAGEMENT
patients. The overall project savings in this proposal is inferred in form of minimisation of
cost for providing specialised healthcare attention to the patients who are suffering from
disease such as diabetes, cardiovascular and low vision. The newly introduced service will
considerably improve grouping patients having similar chronic diseases and overall health
check-ups. It will also significantly improve the patient’s responsibility in monitoring daily
disease probability.
Background
The importance of this service needs to be understood in form of producing a liaising
among the internal health agencies and LHD for compensating the drawbacks of limited
supplies of healthcare equipment. The overall motive of carrying out the business proposition
is also seen with encouraging health care program and activities for boosting social and
physical environments in the community. This kind of service is although mainly focused on
oldest patients but it will also include a small number of programs aimed towards maternal
and child health services (Koch & Racine, 2016). In addition to this some of the other
programs for the business case will involve disability services, outreach services and
rehabilitation programs. In terms of delivering processes used to be seen that techniques such
as ultrasonography and x-ray are the main techniques (Gavurová et al., 2018). They embody
nature of equipment required for conducting the program are identified with Gastroscope, X-
Ray Film processor, ultrasonography machine and Colonoscope. Furthermore, there will be
also inclusion of several types of other utilities such as operating table, significant bump and
anaesthesia trolleys. The overall depiction of annual cost for the healthcare facility is seen as
$30,12,479.60 and the profit amount is calculated as $ 324616320.4

5HEALTH FINANCIAL MANAGEMENT
The Proposal
Aims
The proposed business case for the healthcare facility is aimed at developing a
financial and operational plan which will aim at different types of services offered to old age
patients suffering from various types of chronic diseases.
Benefits
Efficiency Gains
The efficiency gains from the process will include not only the best utilisation of the
available financial resources but also developing a long-term reputation in the society.
Moreover, it will look forward to provide healthcare services to all age patients at the
subsidised rates while partnering with LHDs and other private healthcare organisations
(White et al., 2016).
Potential Savings/increased costs
The important nature of considerations under the potential savings can be traced with
sourcing the equipment from only one supplier.
Expected benefits of the proposal
Factor Benefits
Patients The old age people will be the main party to be benefited from such a
healthcare facility. The different types of benefits associated to such
patients will include providing specialised healthcare facility through a state
health delivery system. The various programs will include management of
illness, medical rehabilitation, preventive and promotive care (Blumenthal
& Collins, 2014).
Facility The beneficial factors related to the facility needs to be understood with the

6HEALTH FINANCIAL MANAGEMENT
consideration of specialised equipment is mainly focusing for the old age
patients. In addition to this, the healthcare Centre will look forward in
partnering with LHDs which will provide additional infrastructural support
and fill the service (Hassan et al., 2018).
Clinicians The various types of benefits for the clinicians needs to be considered with
inclusion of specialised provision for expert advice and significantly
improving the overall consistency of healthcare. The incorporation of
highly innovative equipment for the old age people will also help the
clinicians in streamlining the overall workflow and tracking and agonising
the treatment method along with efficient information gathering.
Henceforth, the clinicians will be able to take advantage of improving the
overall consistency in terms of quality of healthcare services (Wakerman et
al., 2017).
Other The various aspects of the other benefits can be seen in terms of depth of
commitment from the targeted users. Moreover, there will be ample amount
of support associated to the emergency service requirement due to more
number of paramedic’s team who will be customised for providing health
care service to old age patients. The overall program will also ensure that
the program is conducted with the utmost quality and reliability and is able
to maintain the latest procedures for conducting a particular operation. The
healthcare Centre will also ensure that it is able to automate up-to-date
database of the medical records of each patient (Berwick & Hackbarth,
2014).

7HEALTH FINANCIAL MANAGEMENT
Risks
The risks identified for the business proposal are stated as follows:
Risk Issue Severity Impact Mitigation Plan Notes
Financial
risk
Moderate The various types of
financial risks need to be
considered with increasing
cost of new equipment and
technology which may lead
to increased debt burden on
the health care Centre (Issel
& Wells, 2017)
The healthcare
Centre should look
forward to
implement
advanced
alternative payment
model for the
purpose of tracking
the present rate of
equipment
For the
additional
program from
included as
medical shared
service
program and
ACO.
Patients High The risk associated to the
patient safety is considered
with fulfilling the expired
prescriptions, inadequacy in
retention of the record and
tracking of missed
appointments (Wang, Kung
& Byrd, 2018).
The meeting
procedure of such
risks should be
incorporated with
maintenance of
MIS with advanced
RDBMS and
including
appropriate
The risk
management
program will
not only be
beneficial for
the patients but
also ensure
long-term
growth

8HEALTH FINANCIAL MANAGEMENT
Risk Issue Severity Impact Mitigation Plan Notes
communication
technique with the
patients.
prospect and
future value.
The risk plan
needs to also
identify what
are the
possible reason
for causing
discontentment
among the
patients and
how is the
likelihood that
something will
happen to the
risk of the
patient.
Insurances Low The important consideration
of the insurance services is
seen to be risks which are
related to inadequacy of the
healthcare Centre in
transferring of the insurance
claims. This will lead to
The healthcare
Centre should look
forward in
establishing
ongoing risk
management
program and
There is
mitigation
program needs
to consider that
loss of funding
by the relevant
insurance

9HEALTH FINANCIAL MANAGEMENT
Risk Issue Severity Impact Mitigation Plan Notes
huge debt burden on the
patients and the healthcare
facility may lose such
clients (Rebmann et al.,
2017).
strategy and
identification of
programs for
managing and
mitigation of risks
(Joseph et al.,
2014)
provider can
have severe
detrimental
effect on the
future prospect
of the
healthcare
facility
Other-
Physicians
contractin
g
High The physician arrangement
is becoming increasingly
complex day by day and
being them into service is a
greater form of risk (Chinn
et al., 2017)
The healthcare
Centre need to
consider these
contracts to be
crucial to check
whether there is
any violation of
law as per Federal
register of
Australian
government
(Wagner et al.,
2014).
The healthcare
Centre needs
to ensure that
it is having a
robust system
in place for
tracking such
contracts

10HEALTH FINANCIAL MANAGEMENT
Process
Refer to attachment 1
Resources
The consideration of resources can be depicted with the additional investment
perspective and the political support of the Australian government. In case of future PPP
agreements that healthcare Centre has significant scope of reducing its dependence on long-
term debt borrowings and government must provide sufficient financing option to support
new healthcare facilities (Bergé et al., 2018).
Reporting of outcomes
The person appointed for monitoring of the outcomes seen with board of directors and
the review of the report will be done on an annual basis.
Financial Information
Refer to attachment 2
Conclusion
It can be seen that the main aim of business case is associated with providing
specialised healthcare services to the old age patients in Australia. Moreover, the efficiency
gains from the process will include not only the best utilisation of the available financial
resources but also developing a long-term reputation in the society. The financial risks can be
identified with increasing cost of new equipment and technology which are associated with
increased debt burden on the health care Centre.

11HEALTH FINANCIAL MANAGEMENT
References
Bergé, A., Wiest, L., Baudot, R., Giroud, B., & Vulliet, E. (2018). Occurrence of multi-class
surfactants in urban wastewater: contribution of a healthcare facility to the pollution
transported into the sewerage system. Environmental Science and Pollution
Research, 25(10), 9219-9229.
Berwick, D. M., & Hackbarth, A. D. (2014). Eliminating waste in US health
care. Jama, 307(14), 1513-1516.
Blumenthal, D., & Collins, S. R. (2014). Health care coverage under the Affordable Care Act
—a progress report.
Chinn, R., Wyatt, J., Wells, P., Fox, T., Daley, J., Willon, J., ... & Vasina, L. (2017, October).
A Multi-Pronged Approach to Control Healthcare Facility-Onset Clostridium difficile
Infection in a Tertiary Care Community Hospital. In Open forum infectious
diseases (Vol. 4, No. suppl_1, pp. S405-S405). US: Oxford University Press.
Gavurová, B., Balloni, A., Tarhaničová, M., & Kováč, V. (2018). Information and
Communication Technology in the Role of Information System of Healthcare Facility
in the Slovak Republic. Economies, 6(3), 47.
Hassan, A., Abdullahi, G. A., Ahmed, A. A., Sabiu, A., John, U., Ezekeil, G., & Ibrahim, Y.
A. (2018). Assessing prescriber’s awareness of essential medicine list, hospital drug
formulary and utilization of standard treatment guidelines in a tertiary healthcare
facility in North-Central Nigeria. Alexandria Journal of Medicine, 54(1), 81-84.
Issel, L. M., & Wells, R. (2017). Health program planning and evaluation. Jones & Bartlett
Learning.

12HEALTH FINANCIAL MANAGEMENT
Joseph, A., Quan, X., Keller, A. B., Taylor, E., Nanda, U., & Hua, Y. (2014). Building a
knowledge base for evidence-based healthcare facility design through a post-
occupancy evaluation toolkit. Intelligent Buildings International, 6(3), 155-169.
Koch, S.F. & Racine, J.S., (2016). Healthcare facility choice and user fee abolition:
regression discontinuity in a multinomial choice setting. Journal of the Royal
Statistical Society: Series A (Statistics in Society), 179(4), pp.927-950.
Rebmann, T., McPhee, K., Osborne, L., Gillen, D. P., & Haas, G. A. (2017). Best practices
for healthcare facility and regional stockpile maintenance and sustainment: a literature
review. Health security, 15(4), 409-417.
Wagner, E. H., Glasgow, R. E., Davis, C., Bonomi, A. E., Provost, L., McCulloch, D., ... &
Sixta, C. (2014). Quality improvement in chronic illness care: a collaborative
approach. The Joint Commission journal on quality improvement, 27(2), 63-80.
Wakerman, J., Humphreys, J., Wells, R., Kuipers, P., Entwistle, P., & Jones, J. (2017). A
systematic review of primary health care delivery models in rural and remote
Australia 1993-2006.
Wang, Y., Kung, L., & Byrd, T. A. (2018). Big data analytics: Understanding its capabilities
and potential benefits for healthcare organizations. Technological Forecasting and
Social Change, 126, 3-13.
White, K. M., Dudley-Brown, S., & Terhaar, M. F. (Eds.). (2016). Translation of evidence
into nursing and health care. Springer Publishing Company.
World Health Organization. (2017). The Partnership for Maternal, Newborn & Child Health
2016 annual report: coming of age in a time of transition.

13HEALTH FINANCIAL MANAGEMENT
Attachment 1
Sequential Activities/ Period Week 1 Week 2 Week 3 &4 Week 5 & 6 Week 7 Week 8 and 9 Week 10
Rreview of personnel
selection 
 


Teamsteps intervention
designing
Implementation plan
Formulation
Communication plan

Change team creation 
Defining of aims
Project Formulation 
Action Plan of the Process
Recommending tools and
resources required 
Identification of problem and
opportunity for improvement  

14HEALTH FINANCIAL MANAGEMENT
Attachment 2
(1) SALES FORECAST
Year 0 1 2 3 4 5
Projected Sales 18,35,000 20,18,500 22,20,350 24,42,385 26,86,624
(b) Cost of goods 11,34,000 11,10,175 12,21,193 13,43,312 14,77,643
(2) CASHFLOW FORECAST
Preop
Year 0 1 2 3 4 5
CASH INFLOWS
Cash from Sales 18,35,000 20,18,500 22,20,350 24,42,385 26,86,624
Directors loans 0 35,000 35,000 35,000 35,000 35,000
Capital Employed 0 85,000 85,000 85,000 85,000 85,000
Other cash inflows
TOTAL CASH INFLOW 0 19,55,000 21,38,500 23,40,350 25,62,385 28,06,624
CASH OUTFLOWS
Payments for materials 11,34,000 11,10,175 12,21,193 13,43,312 14,77,643
operating expenses ( ) 0
Premises (rent, rates) 0 21,000 21,000 21,000 21,000 21,000
Salaries 0 1,20,500 1,28,935 1,37,960 1,47,618 1,57,951
General expenses 0 1,800 1,908 2,022 2,144 2,272
Interest and bank charges payable 0 3,500 3,500 3,500 3,500 3,500
Lease payments 0 8,500 8,500 8,500 8,500 5000
Corporation Tax 1,43,514 2,03,795 2,26,179 2,50,849 2,78,029
Market survey costs 0 18,000 19,800 21,780 23,958 26,354
Other preliminary expenses 0 5,600 5,936 6,292 6,670 7,070
capital expenditure
Plant and other capital expenditure 0 14,000 14,280 14,566 14,857 15,154
financing repayments
Loan repayments 35,000 35,000 35,000 75,000
TOTAL CASH OUTFLOWS 0 14,70,414 15,52,829 16,97,993 18,57,407 20,68,973
Cash flow summary
NET CASHFLOW FOR PERIOD 0 4,84,586 5,85,671 6,42,357 7,04,978 7,37,650
OPENING CASH BALANCE 0 0 4,84,586 10,70,257 17,12,615 24,17,593
CLOSING CASH BALANCE 0 4,84,586 10,70,257 17,12,615 24,17,593 31,55,243
(3) DEPRECIATION SCHEDULE
Year 0 1 2 3 4 5
Fixed Assets
Equipments 18000 16,200 14,400 12,600 10,800 9,000
Ambulances 48000 38,400 30,720 24,576 19,661 15,729
Utensils 14000 11,200 8,960 7,168 5,734 4,588
Total book values (i.e. net fixed assets) 0 65,800 54,080 44,344 36,195 29,316
Annual Depreciation
Furniture-10% straight line 1,800 1,800 1,800 1,800 1,800
Vehicles - 20% reducing balance 9,600 7,680 6,144 4,915 3,932
Plant & machinery-20% reducing balance 2,800 2,240 1,792 1,434 1,147
total annual depreciation 14,200 11,720 9,736 8,149 6,879
(4) PROFIT AND LOSS FORECAST
Preop
Year 0 1 2 3 4 5
Revenue 0 18,35,000 20,18,500 22,20,350 24,42,385 26,86,624
Cost of sales 0 11,34,000 11,10,175 12,21,193 13,43,312 14,77,643
Gross profit 0 7,01,000 9,08,325 9,99,158 10,99,073 12,08,981
Gross Margin 15,00,134 15,42,979 16,92,598 18,57,070 20,37,889
Expenses/overheads
Premises (rent, rates) 21,000 21,000 21,000 21,000 21,000
Wages and salaries 1,20,500 1,28,935 1,37,960 1,47,618 1,57,951
General expenses 1,800 1,908 2,022 2,144 2,272
Accountant Fees 27,000 31,050 35,708 41,064 47,223
Payroll Tax 1,320 1,366 1,414 1,464 1,515
Utilities 23,000 24,150 25,358 26,625 27,957
Sales and Marketing 10,500 11,130 11,798 12,506 13,256
Postage & Telephone 1,200 1,224 1,248 1,273 1,299
Repairs and Maintainance 2,200 2,310 2,426 2,547 2,674
Preliminary expenses 5,600 5,936 6,292 6,670 7,070
Lease Payments 8,500 8,500 8,500 8,500 8,500
Total expenses/overheads 2,22,620 2,29,009 2,45,226 2,62,910 2,82,217
Profit before tax 4,78,380 6,79,316 7,53,932 8,36,164 9,26,764
Tax @ 30% 1,43,514 2,03,795 2,26,179 2,50,849 2,78,029
Before tax net margin 26% 34% 34% 34% 34%
Profit after tax 3,34,866 4,75,521 5,27,752 5,85,315 6,48,735
Transfer to reserves 4,78,380 6,79,316 7,53,932 8,36,164 9,26,764

15HEALTH FINANCIAL MANAGEMENT
Start-up Requirements
Start-up Expenses
Fixed Costs Particulars Amount ($)
Premises (RENT & RATES) $21,000
Salaries $1,20,500
Interest on loan 8% $3,500
Accountant Fees $27,000
Payroll Tax $1,320
Retainer contracts $23,000
Sales and Marketing $10,500
Postage & Telephone $1,200
Brouchers $2,200
Logo Designs $1,800
Market survey $18,000
Preliminary expenses $5,600
Lease payments $8,500
Total Fixed Costs $2,44,120
Average Monthly Costs
Rent $1,750
Lease payments $708
Interest on loan 3% $292
Postage & Telephone $100
Repairs and Maintainance $183
Salaries / Wages $10,042
Total Average Monthly Costs $13,075
x Number of Months: 12
Total Monthly Costs $1,56,900
Total Startup Expenses $4,01,020
Start-up Assets
Owner Funding
Owners Fund $85,000
Total Owner Funding $85,000
Loans
Bank Loan $35,000
Other
Total Loans $35,000
Total Start up Funds $1,20,000
Assets
Equipments $18,000
Ambulances $48,000
Utensils $14,000
Total Fixed Assets $80,000
Total Start-up Assets $2,00,000

16HEALTH FINANCIAL MANAGEMENT
Assets FY-1 FY-2 FY-3 FY-4 FY-5
Current Assets
Cash $11,550 $45,000 $49,870 $50,398 $56,904
Accounts receivable $18,35,000 $20,18,500 $22,20,350 $24,42,385 $26,86,624
Total current assets $18,46,550 $20,63,500 $22,70,220 $24,92,783 $27,43,528
Fixed (Long-Term) Assets
Ambulances $48,000 $14,400 $12,600 $10,800 $9,000
Equipments $18,000 $30,720 $24,576 $19,661 $15,729
Utensils $14,000 $8,960 $7,168 $5,734 $4,588
(Less accumulated depreciation) $14,200 $11,720 $9,736 $8,149 $6,879
Total fixed assets $65,800 $42,360 $34,608 $28,046 $22,437
Total Assets $19,12,350 $21,05,860 $23,04,828 $25,20,829 $27,65,965
Liabilities and Owner's Equity
Current Liabilities
Accounts payable $35,000 $25,000 $27,000 $25,000 $27,000
Accrued Rent $21,000 $21,000 $21,000 $21,000 $21,000
Bank Charges Payable $3,000 $3,000 $3,000 $3,000 $3,000
Short-term loans $10,000 $10,000 $10,000 $10,000 $10,000
Income taxes payable $1,43,514 $2,03,795 $2,26,179 $2,50,849 $2,78,029
Deferred income Tax $13,19,036 $15,28,722 $17,34,166 $19,57,719 $22,83,212
Accrued salaries and wages $1,20,500 $1,28,935 $1,37,960 $1,47,618 $1,57,951
General Expenses $1,800 $1,908 $2,022 $2,144 $2,272
Lease Payment $8,500 $8,500 $8,500 $8,500 $8,500
Current portion of long-term debt $50,000 $45,000 $40,000 $35,000 $30,000
Total current liabilities $17,12,350 $19,75,860 $22,09,828 $24,60,829 $28,20,965
Long-Term Liabilities
Long-term debt $2,00,000 $1,65,000 $1,30,000 $95,000 $20,000
Less: Loan Repayment $35,000 $35,000 $35,000 $75,000
Total long-term liabilities $2,00,000 $1,30,000 $95,000 $60,000 -$55,000
Total Liabilities $19,12,350 $21,05,860 $23,04,828 $25,20,829 $27,65,965
Owner's Equity
Owner's investment $85,000 $85,000 $85,000 $85,000 $85,000
Net Profits $3,34,866 $4,75,521 $5,27,752 $5,85,315 $6,48,735
Reserve and Surplus $4,78,380 $6,79,316 $7,53,932 $8,36,164 $9,26,764
Total owner's equity $8,98,246 $12,39,837 $13,66,684 $15,06,478 $16,60,498
Total Liabilities and Owner's Equity $28,10,596 $33,45,697 $36,71,512 $40,27,308 $44,26,463
{42}
Common Financial Ratios Year 1 Year 2 Year 3 Year 4 Year 5
Debt Ratio (Total Liabilities / Total Assets) 1.00 1.00 1.00 1.00 1.00
Current Ratio (Current Assets / Current Liabilities) 1.08 1.04 1.03 1.01 0.97
Working Capital (Current Assets - Current Liabilities) 1,34,200 87,640 60,392 31,954 (77,437)
Assets-to-Equity Ratio (Total Assets / Owner's Equity) 2.13 1.70 1.69 1.67 1.67
Debt-to-Equity Ratio (Total Liabilities / Owner's Equity) 2.13 1.70 1.69 1.67 1.67
Balance Sheet

17HEALTH FINANCIAL MANAGEMENT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Doctors 45000 48150 51520.5 55126.9 58985.8
Nurses 11000 11770 12593.9 13475.5 14418.8
Occupational
therapists and
physiotherapists
15000 16050 17173.5 18375.6 19661.9
Paramedics 25000 26750 28622.5 30626.1 32769.9
Pharmacists 13500 14445 15456.15 16538.1 17695.7
Volunteers 11000 11770 12593.9 13475.5 14418.8
TOTAL
PEOPLE
7 14 20 20 25
Total Payroll 1,20,500 1,28,935 1,37,960 1,47,618 1,57,951
PERSONNEL PLAN
Expenses Income
Category Item/Costs Formula Calculation Explanatory Notes Category Product/Service Formula Calculation Explanatory Notes
Staffing
Doctors
number of staff x hourly rate x hours x days of work x 52 3,58,176.00$
The pay of the Dotors is depicted to
be $ 164 per hour Income Income from Patients
Number of product/services x number of patients x days of
operation x weeks of operation x cost per service 30,41,28,000.00$
The income from service
for patients is seen as $ 22
per unit
Nurses
number of staff x hourly rate x hours x days of work x 52 1,65,984.00$
The pay of the Nurses is depicted to
be $ 76 per hour Income from Ambulance Services
Number of product/services x number of patients x days of
operation x weeks of operation x cost per service 2,35,00,800.00$
The income from service
for patients is seen as $
3per unit
Occupational therapists and
physiotherapists number of staff x hourly rate x hours x days of work x 52 2,00,928.00$
The pay of the occupational
therapists and physiotherapists is
seen to be $92
Paramedics
number of staff x hourly rate x hours x days of work x 52 2,94,840.00$
The pay of the Paramedics is seen to
be $135
Pharmacists
number of staff x hourly rate x hours x days of work x 52 2,57,712.00$
The pay of the Pharmacists is seen to
be $118
Volunteers
number of staff x hourly rate x hours x days of work x 52 2,09,664.00$
The pay of the Volunteers is seen to
be $96
Oncosts total cost of staff above x 15% 2,23,095.60$ TOTAL INCOME Insert total amount here -> 32,76,28,800.00$
TOTAL STAFFING Insert total amount here -> 17,10,399.60$
Consumables
Tabletop for X-Ray Film
processor
(number of item x frequency of use x number of patients x
days of operation (per week) x weeks of operation) x cost
per item 1,76,904.00$
The pay of the X-Ray Film processor
tabletop is seen to be $81 Break Even Calculation
3 probes for Ultrasound
(number of item x frequency of use x number of patients x
days of operation (per week) x weeks of operation) x cost
per item 3,18,864.00$
The pay of the Ultrasound (3 probes)
is seen to be $ 146 TOTAL INCOME 32,76,28,800.00$
Gastroscope (With halogen
light source)
(number of item x frequency of use x number of patients x
days of operation (per week) x weeks of operation) x cost
per item 1,57,248.00$
The pay of the Gastroscope is seen to
be $72 minus TOTAL COSTS PER YEAR 30,12,479.60$
Colonoscope (With halogen
light source)
(number of item x frequency of use x number of patients x
days of operation (per week) x weeks of operation) x cost
per item 4,91,400.00$
The pay of the Colonoscope is seen to
be $ 225 Profit / Loss 324616320.4
TOTAL CONSUMABLES Insert total amount here -> 11,44,416.00$
Utilities Operating Table (Trauma/Multifunction, electric/hydraulic driven
(Cost of utility per week)x 52 weeks - Note: You may also
use quarterly calculations in this section 10,140.00$
The pay of the Operating Table is
seen to be $ 195 If the Profit/Loss row is NEGATIVE, your service is LOSING MONEY. Increase your income.
Anesthesia trolley (Cost of utility per week) x 52 weeks 6,500.00$
The pay of the Anesthesia trolley is
seen to be $ 125
Syringe pump (Cost of utility per week)x 52 weeks 10,192.00$
The pay of the Anesthesia trolley is
seen to be $ 196
TOTAL UTILITIES Insert total amount here -> 26,832.00$
Administration Machinery and Equipments Cost of administration item per week x weeks of operation 46,540.00$
The pay of the Machinery and
Equipments is seen to be $ 895
Property Cost of administration item per week x weeks of operation 45,500.00$
The pay of the Property is seen to be
$ 875
Rent Cost of administration item per week x weeks of operation 24,700.00$
The pay of the Rent is seen to be $
475
Building Rent Cost of building rent per week x 52 46,800.00$
The pay of the Building Rent is seen
to be $ 900
TOTAL UTILITIES Insert total amount here -> 1,63,540.00$
Depreciation Depreciation Total value of equipment x 20% 32,708.00$
TOTAL DEPRECIATION Insert total amount here -> 1,30,832.00$
TOTAL COSTS PER YEAR Total of each of the five section totals 30,12,479.60$