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Rio Grande Medical Center: Case 3

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Case 3 Report

1. Background Rio Grande Medical Center is a full service not-for-profit acute care hospital with 325 beds. Most of the hospital’s facilities are devoted to inpatient care and emergency services, but a 100,000-square-foot section of the hospital is devoted to outpatient (OP) services. Of the 100,000-square-foot OP section, the OP Clinic uses 80%/80,000-square-feet, and the remaining 20%/20,000-square-feet are used by the Dialysis Center. Increased patient volume at the OP Clinic has created a need for 25% more space than it is currently assigned. Due to its large size and patients’ need to access other departments the decision has been made to move the Dialysis Center to another location, and allow the OP Clinic to utilize the now open space.
Gaining the Dialysis Center’s 20,000-square-feet now gives the OP Clinic their additional 25% of space needed for expansion. The Chief Financial Officer (CFO) created a Profit and Liability (P&L) Statement for the expansion, in which he utilized a new indirect cost allocation scheme. In his new indirect cost allocation scheme the CFO used actual facilities cost instead of aggregated facilities cost, which has historically been utilized by the Medical Center. Also noteworthy, is the fact that the directors’ annual bonuses are now going to be based upon full costs instead of only direct costs, which has also been historically utilized by the Medical Center. After viewing the CFO’s P&L Statement with the new indirect cost allocation scheme in place, the Director of the Dialysis Center raised several concerns, which will form the heart of our analysis: 1. Is it fair for the Dialysis Center to suffer from the move even if it had nothing to do with it? 2. Should the Dialysis Center be charged actual facilities cost for its new location? 3. The Dialysis Center books $800,000 in annual

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