Healthcare Break Even Analysis
Break Even Analysis
BREAKEVEN ANALYSIS
VARIABLE COSTS
Weekly Groceries
Dining Out
Gasoline and auto repairs
Total
FIXED COSTS
Rent or Mortgage
Phone
Repairs & Maintenance
Utilities
Car Payment
Insurance
Taxes (Real Estate, Etc.)
Other (Specify)
Miscellaneous Expenses
Total
$1,555
BREAKEVEN SALES LEVEL
Transition from ICD9 to ICD
The transition from ICD9 to ICD10 is definitely a complicated process that must be accomplished with a certain degree of reliability in order to ensure that there is a smooth roll out of ICD10. This process has to be successful by October of 2015, because the entire activities of Pacific Ocean Hospital are at stake if it is not. As manager of the HIM department, I play an important role within that transition.
First and foremost, I must be the voice to keep the process going on track. Even though there is a full year before the hospital has to be fully compliant with the transition, the pace of the work towards ICD10 cannot slow down. There is still so much to do, and we need room for adjustments in case there are any problems along the road. Thus, it is my duty as HIM manager to keep a strong pace. I can accomplish this by working with HIM and other hospital staff to set goals for process completion steps and then working with the staff to ensure that those goals are met on the designated due dates.
Additionally, it will be my job to spearhead communications between the departments to ensure a smooth transition. The complicated classification and coding procedures in ICD10 will require that hospital staff learn the differences between ICD9 and ICD 10. I must facilitate an open dialogue that allows departments to ask questions and seek answers about any new changes within the ICD10 systems to be put in place. The AHIMA has recently released a Leadership Model for HIM managers that can help clarify how I can work through certain situations and provide strong leadership for my team at the hospital. This requires that I understand ICD10 very thoroughly so that I can then be a source of knowledge for my staff who may be having issues understanding or digesting the new coding and classification material.
These products and services, then, offer clients/patients with alternatives that ultimately require them to change their lifestyle, including their subsistence to medical or health care. To counter this detrimental effects of substitute products and services that "promise" wellness and health of the body, the hospital must develop a "credibility campaign" in which both doctors and patients must become advocates for the hospital and medical/health care in general. Doctors will be
097 United States 0.109 0.093808 0.036112 0.068 Utah 0.1071 0.1401 0.035696 0.073 Vermont 0.1326 0.0988 0.040851 0.114 Virgin Islands NA NA NA Virginia 0.1048 0.0829 0.080009 0.092 Washington 0.1229 0.0669 0.027831 0.068 West Virginia 0.1293 0.0774 0.036499 0.055 Wisconsin 0.0954 0.0357 0.032367 0.097 Wyoming 0.1251 0.1453 0.053867 0.075 Notes All spending includes state and federal expenditures. Growth figures reflect increases in benefit payments and disproportionate share hospital payments; growth figures do not include administrative costs, accounting adjustments, or costs for the U.S. Territories. Definitions Federal Fiscal Year: Unless otherwise noted, years preceded by "FY" on statehealthfacts.org refer to the Federal Fiscal Year, which runs from October 1 through September 30. for example, FY 2009 refers to the period
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