“Ruger Clinic” Rosalind Carter Ellis Dr. Merle Point HSA 525: Health Financial Management-Assignment # 2 January 28, 2012 Introduction: The Housekeeping Service department of Ruger Clinic, a multispecialty practice in Toledo, Ohio, had $100,000 in direct costs in 2007. These costs must be allocated to Ruger’s three revenue-producing patient services departments using the direct method. Two cost drivers are under consideration: patient services revenue and hours of housekeeping services used
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targets fixed in the budgets should be definite, realistic and attainable. This feeling should come from the various executives who have been assigned the responsibility of various budget centers; * Well defined organization: In order to ensure maximum benefits from budgetary system, well defined budget centers should be created within the organization so that the responsibility of each executive in the organization may be clearly laid down; * Well defined policy: The budgets are prepared to establish
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charged with controlling costs and generate revenue C. Have no revenue budget and no obligation to earn revenue D. Costs that do not vary as service volume varies E. Fixed over some range of service volume, but rise to a new level for a higher range of service volume F. Costs that cannot be tied directly to the patient’s stay in the bed G. Exist as budgets on paper only H. The places where costs occur and have budgets I. Costs that change as volume changes
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Problem 9-40 (60 minutes) 1. Sales budget for 20x0: | | | | | Units | Price | Total | Light coils | 60,000 | $120 | $ 7,200,000 | Heavy coils | 40,000 | 170 | 6,800,000 | Projected sales | | | $14,000,000 | 2. | Production budget (in units) for 20x0: | | | Light Coils | Heavy Coils | Projected sales | 60,000
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1. There are a few areas of concern with the Budget that Competition Bike, Inc. has displayed within their budget for year 9. The most prominent area of concern in is in the Revenue section of the budget. In the budget for year 9, Competition has included units sold to be 3510. This is a lofty prediction given that year 8 had seen such a big decline in that number. In year 8, Competition sold 3400 units, but the previous year had sold around 4000 units, a 15 % decline. The company is hoping
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short, or long-term strategic financial plans and budgets covering the year plan activities. The Sixty-sixth World Health Assembly (2013) outlines the budget making step-by-step process of World Health Organization, which begins with approval of the period’s work, approval of the budget plan for work, and allocation of the approved budget to the key categories in its plan. The fourth step of the budgetary process involves resolving the budget through a comparison of the expected income and contributions
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A budget is a financial plan of the resources needed to carry out tasks and meet financial goals. A master budget is part of an overall organization plan for the next year, made up of three components: (1) organizational goals, (2) the strategic long-range profit plan, and (3) the master budget (tactical short-range profit plan). Long-range plans are achieved in year-by-year steps. The guidance is more specific for the coming year than it is for more distant years. The plan for the coming year is called
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for additional funding to start its operations. We have constructed a complete master budgeting system for the company, starting from sales budget to projected balance sheet. We have found that the company will need $85,000 for smooth functioning including expansion of production facility. Based on the above mentioned figures and an analysis of the master budget, we suggest that the company should go for 50% ownership stake and receive $75,000 from Mr. Cohen. By the tenth month i.e. May 1990, however
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master budget has been criticized for the following reasons: it does not recognize the interdependencies among departments, it is static, and it is results, rather than process, oriented. These criticisms are especially apparent when companies are in a competitive, dynamic environment. When the environment changes slowly, if at all, the master budget would do a good job of both planning and control. 2. A static budget is one that is not adjusted for changes in activity. Using a static budget for
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planning and control system. Vershire’s planning system Strengths: When formulating the sales budget, divisional managers are required to predict market conditions and capital expenditures. The frocasting is done at the corporate level and is then sent to the divisional managers for fine-tuning. Corporate controllers visit each plant for half a day prior to the final submission of the budget. Weakness The initial sales forecast uses assumptions which are entirely derived from corporate
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