You are a newly hired operations manager within Simi Regional Hospital. Prior to your arrival, based on customer feedback, the executive leadership team has developed an interest in the purchase, installation, and employment of a new radiology service line.
Using a planning process to define a new radiology service line, a decision is being requested, but leadership feels they do not have a complete answer to proceed. Bear in mind that a decision matrix gave the new radiology service line a high priority.
Administrators want to evaluate its financial feasibility, but, as the newest member of the team, they first want to hear your input. Estimated fixed costs are $1 million, and the estimated net reimbursement level is $1,500 per procedure. Physicians and other providers’ salaries on a direct basis are $340 per procedure, and total operating expenses will add another $160 per procedure.
Calculate the breakeven point for this potential new service line. If Simi Regional discovered a way to reduce the total initial investment to $600,000, causing the average pricing level to fall to $1,200 and the other assumptions to stay the same, how many procedures would be required to break even?
Assuming that the hospital conservatively estimates that it can deliver 1,000 procedures in the first year, which option should be chosen? Using the breakeven analysis, and your own research on the proposal, provide a written recommendation to the executive leadership team and the Board of Directors the benefit (or lack thereof) of proceeding with the purchase and further developing the service line for Simi Regional Hospital.
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