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8/28/2014
CALIFORNIA STATE UNIVERSITY, LONG BEACH
College of Health and Human Services
DEPARTMENT OF HEALTH CARE ADMINISTRATION
562-985-5694 (Office). 562-985-5886 (Fax)
Fall 2014
HCA 515
(Call # 10706, Section 02)
ADVANCED FINANCIAL MANAGEMENT IN HEALTH CARE
(3 Semester Hours)
Thursdays
4:00 – 6:45 p.m.
SPA 208
INSTRUCTOR
Thomas McCabe, J.D., MBA
Executive Faculty
Cell: 562-708-0955
Thomas.McCabe@csulb.edu
Office Hours
3:00 – 4:00 Thurs.
and by appointment
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CALIFORNIA STATE UNIVERSITY, LONG BEACH
COLLEGE OF HEALTH AND HUMAN SERVICES
Department of Health Care Administration
HCA 515 Advanced Financial Management in Health Care
Instructor: Thomas McCabe, J.D., MBA
E-mail: Thomas.McCabe@csulb.edu
Classroom: SPA 208
Office Hours: Thursdays 3:00 to 4:00,
and by appointment
Office Location: HHS1, Room 03
Phone: 562-708-0955
Class Number: 10706, Section 02
Class Meets: Thursdays 4:00 to 6:45 p.m.
Additional Contact Information
HCA Dept. Administrative Coordinator: Deby
McGill,dmcgill@csulb.edu
Tel: 562/985-5694. Fax: 562/985-5886
Catalog Description
Financial environment, payment systems, discounted cash flow analysis, risk, financial statements,
capital investments, and capital budgeting. Emphasis on decision-making using accounting and
finance theories, principles, concepts and techniques.
Learning Objectives
The Health Care Administration Department has adopted a competency-based curriculum, based
on the American College of Health Care Executives (ACHE) Competency Assessment Tool and
Healthcare Leadership Alliance (HLA) Competency Directory. This course is designed to develop
competencies in the Knowledge of Healthcare Environment (KHE) and Business Skills and
Knowledge (BSK). This course also enhances students’ writing and presentation skills that address
the domain, Communication and Relationship Management (CRM).
Learning Objective
Domain
Competency
Demonstrate analytical and decision-making
skills using accounting and finance theories,
principles, concepts and techniques most
important to health care administrators.
BSK
A. Problem solving
and decision making
D. Financial
management
Gain specific factual knowledge in health care
finance including concepts, terminology,
classifications, methods and trends
KHE BSK
Analyze health care payment systems,
financial statements, financial performance,
financing and capital investments, and apply to
a case study
KHE BSK
KHE-A. Healthcare
issues and trends
BSK-D. Financial
management
KHE-A. Healthcare
issues and trends
BSK-D. Financial
management
Activity (A1),
Assignment (A2) or
Assessment (A3)
A1-In class problems,
case discussions and
exercises; A2-Case
Study and homework;
A3- Case presentation,
exams
A1-Lecture and
discussion
A2-Homework
A3-Exams
A1-Lectures, case
discussions and inclass problems
A2-Assignments and
case study
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Learning Objective
Domain
Competency
Learn how to operate a financial calculator
BSK
D. Financial
management
Demonstrate writing and oral communication
skills
CRM
B. Communication
skills
Activity (A1),
Assignment (A2) or
Assessment (A3)
A3-Presentation,
exams
A1-Exercise with
financial calculator in
class
A2-Homework
A3-Exams
A2-Written case study
A3 Case presentation
Text(s) and other course materials
Gapenski, LC. & Pink, G. (2011). Understanding Health Care Financial Management. 6th Ed.
Chicago, IL. AUPHA-HAP. ISBN: 1-56793-362-8.
Gapenski, LC. (2010). Cases in Health Care Finance. 4ht Ed. AUPHA-HAP. (Excel Spreadsheet is
available for most cases-www.ache.org/books/FinanceCases4).
ISBN: 1-56793-342-0
Business calculator-BA Models such as Texas Instruments BA-IIPLUS (highly recommended)
or HP F1902A#ABA 10BII Business Calculator or HP 10BII+Financial Calculator.
Course Format
This course will consist of lectures, case discussions, assignments, and group projects such as
written case analysis and case presentation. These are explained below:
Lectures: To get the most out of this class, students should read the material assigned prior to each
class. Each textbook chapter has a Power Point presentation that will be available on Beachboard.
Instructor will make a short presentation from PP slides, emphasizing certain sections of the
chapter as long as the time allows. Students are responsible for the rest of the chapter.
Case Summary and Discussions: In selected weeks, students will prepare a one page summary of
an assigned case, typed in single spaced, and will turn it in before the class discussion. Class
discussions will be in the form of group discussions first, and then by all class. The format for one
page summary is as follows:
I.
II.
III.
IV.
V.
VI.
Title, Student Name, Date and Course Title
General issue addressed in the case (2 pts.)
Specific problems identified (cite examples) (2 pts.)
Analytical tools used to solve the problem (Hint: how is the case related to the topic of
the week) (2 pts.)
Specific findings derived from the analysis (2 pts.)
Conclusion and Recommendations (2 pts.)
Assignments: There will be 4 assignments (4-5 problems each) for selected weeks and be collected
the following week. Students shouldn’t discuss these assignments with others and the
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written/typed answers must be the student’s own solutions to the problems and questions. A
financial calculator is needed for many of these assignments.
Written Case: This is a group project with maximum three students in each group. Group and case
assignments will be made in the first class. The written case analysis should be no more than 15
pages in length. A review of case facts should be limited to one page or less. The analysis should
be doubled-spaced and in 11-12 point type. The last day to submit the written case is Dec. 4.
(Earlier submissions are welcome). Each group will prepare ONLY ONE paper. The written case
evaluation sheet is provided on page 18 for your information. Students are urged to follow this
sheet in the preparation of written case.
Case Presentation: Each group will also present the analysis of same assigned case in class. Each
group should plan for a formal presentation with PowerPoint slides and handouts. These case
presentations should take no longer than 15 minutes including time for Q&A (please see
presentation evaluation sheet on page 17).
Exams: There will be a midterm and a final exam in this class. Both exams are given in class with
open books and notes. Short essay questions and problems will be utilized for both exams. The
final exam is not cumulative. Midterm exam is scheduled for Oct. 16.
Absences: Attendance and participation are expected for all classes. If a student is ill, please
inform the professor prior to the class and turn in the work as soon as possible. Students will
receive no credit for unexcused late work. Please note that case summary and discussion grade is
heavily influenced by your attendance.
Course Evaluation
Success in achieving the course objectives will be evaluated with the following instruments.
Students can accumulate up to 440 points from all course requirements.
Points
Weights
Midterm I
80 points
18.2%
Final
80 points
18.2%
Written Case Analysis
60 points
13.6%
Class Assignments
60 points
13.6 [4 x 15 points]
Case Presentation
60 points
13.6%
Case Summaries
50 points
11.4% (5 x 10 points)
Class Discussions
50 points
11.4 % (5 x 10 points)
TOTAL
440 points
~100%
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University Policy Statements
A. Statement of Accessibility:
http://www.csulb.edu/divisions/aa/academic_technology/itss/course_materials/accessibilit
y/
Accommodation
Students needing special consideration for class format and schedule due to religious observance or
military obligations must provide the instructor with written notice of those needs by the second
week of class.
Students who require additional time or other compensation for assignments must secure
verification/assistance from the CSULB Disabled Student Services (DSS) office located at 270
Brotman Hall. The telephone number is (562) 985-5401.
Accommodation is a process in which the student, DSS, and instructor each play an important role.
Students contact DSS so that their eligibility and need for accommodation can be determined. DSS
identifies how much time is required for each exam. The student is responsible for discussing
his/her need with the instructor and for making appropriate arrangements. Students who are
eligible to receive accommodation should present an Accommodation Cover Letter and a DSS
Student/Teacher Testing Agreement Form to the instructor as early in the semester as possible, but
no later than a week before the first test. (It takes one week to schedule taking an exam at the DSS
office.) The instructor welcomes the opportunity to implement the accommodations determined by
DSS. Please ask the instructor if you have any questions.
B. Cheating and Plagiarism (CSULB Catalog, AY 2010-2011, pp. 50-52)
Plagiarism Prevention Videos:
http://csulb.libguides.com/content.php?pid=321631&hs=a
“Plagiarism is defined as the act of using the ideas or work of another person or persons as if they
were one’s own, without giving credit to the source. Examples of plagiarism include, but are not
limited to, the following: the submission of a work, either in part or in whole, completed by
another; failure to give credit for ideas, statements, facts or conclusions with that rightfully belong
to another; in written work, failure to use quotation marks when quoting directly from another, or
close and lengthy paraphrasing of another’s writing or programming.”
“Cheating is defined as the act of obtaining or attempting to obtain or aiding another to obtain
academic credit for work by the use of any dishonest, deceptive or fraudulent means. Common
examples of cheating during an examination would include, but not be limited to the following:
copying, either in part or in wholes, from another test or examination; giving or receiving copies of
an exam without the permission of the instructor; using or displaying notes; “cheat sheets,” or other
information or devices inappropriate to the prescribed test conditions; allowing someone other than
the officially enrolled student to represent the same.”
“Faculty choices for confirmed plagiarism include:
1. Review- no action; and/or
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2. An oral reprimand with emphasis on counseling toward prevention of
further occurrences; and/or
3. A requirement that the work be repeated; and/or
4. Assignment of a score of zero (0) for the specific demonstration of
competence, resulting in the proportional reduction of final course
grade; and/or
5. Assignment of a failing final grade; and/or
6. Referral to the Office of Judicial Affairs for possible probation,
suspension, or expulsion.”
C.
Campus Behavior
“Civility Statement- Civility and mutual respect toward all members of the University
community are intrinsic to the establishment of excellence in teaching and learning. The
University espouses and practices zero tolerance for violence against any member of the
University community. A threat of violence is an expression of intention that implies
impending physical injury, abuse, or damage to an individual or his/her belongings. All
allegations of such incidents will be aggressively investigated. Allegations that are
sustained may result in disciplinary action up to and including dismissal from employment,
expulsion from the University, and/or civil and criminal prosecution.” (CSULB Catalog,
AY 2010-2011, p. 743).
Classroom Expectations- All students of the California State University system must
adhere to the Student Conduct Code as stated in Section 41301 of the Title 5 of the
California Code of Regulations as well as all campus rules, regulations, codes and policies.
Students as emerging professionals are expected to maintain courtesy, respect for
difference, and respect for the rights of others.
Unprofessional and Disruptive Behavior- It is important to foster a climate of civility in the
classroom where all are treated with dignity and respect. Therefore, students engaging in
disruptive or disrespectful behavior in class will be counseled about this behavior. If the disruptive
or disrespectful behavior continues, additional disciplinary actions may be taken.
D. Withdrawal Policy: See:
http://www.csulb.edu/divisions/aa/catalog/current/academic_regulations/withdrawal
_policy.html
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TOPIC OUTLINE
WEEK/DATE
CONTENT/ACTIVITY/READINGS
Aug 28
Introductions, Course Syllabus/Outline
Case and Group Assignments
Part I The Healthcare Environment
Introduction to healthcare financial management
Definition of health care finance
Goals of the course
The role of healthcare finance
The health services industry
Regulatory and legal issues
Alternative forms of business organization
Alternative forms of ownership
Taxes and financial decisions
Depreciation
Sept 4
Chapter 1
Third party payer system
Chapter 2
Insurance concept
Basic characteristics of insurance
Generic reimbursement methods
Third part payers
Medicare payment systems
Managed care payment systems
CASE STUDY 11 MAITLAND FAMILY PHYSICIANS
(Sept 11)
Sept 11
Part II Basic Financial Management Concepts
***BRING YOUR FINANCIAL CALCULATOR***
Time value analysis
Chapter 3
Future and present values
Lump sums
Annuities
Solving for I and N
Investment returns
Amortization
ASSIGNMENT I DISTRIBUTED (Sept 18)
Sept 18
Financial risk and required return
Chapter 4
Financial risk basics
Stand-alone risk
Portfolio risk
Corporate risk
Market risk
CASE STUDY 13 SOUTHEASTERN SPECIALTY, INC
ASSIGNMENT I COLLECTED
Sept 25
Part III Capital Acquisition
Debt Financing
Long-term debt
(READ) Chapter 5
8
Short-term debt
Credit ratings
Interest rate components
The term structure of interest rates
Equity Financing
Preferred stock
Common stock
The Market for common stock
Regulation of securities markets
Equity in not-for-profit institutions
(READ) Chapter 6
Securities Valuation
(LECTURE) Chapter 7
The general valuation model
Debt valuation
Preferred and common stock valuation
Informational efficiency
ASSIGNMENT II DISTRIBUTED
Oct. 2
Oct. 16
Part IV Cost of Capital and Capital Structure
Cost of Capital
Capital asset pricing model
Discounted cash flow approach
Cost of fund capital
ASSIGNMENT II COLLECTED
Chapter 9
MIDTERM EXAM
Oct. 23
Part V Capital Allocation
The Basics of Capital Budgeting
Relevance to the health care
Cash flow estimation
Breakeven analysis
Profitability analysis
Internal rate of return
Net present value
ASSIGNMENT III DISTRIBUTED
Chapter 11
Oct. 30
Project Risk Analysis
Types of project risks
Sensitivity analysis
Scenario analysis
Monte Carlo simulation analysis
Decision tree analysis
CASE STUDY 19 PALMS HOSPITAL
ASSIGNMENT III COLLECTED
Chapter 12
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Nov. 6
Part VI Financial Analysis and Forecasting
Overview of financial statements
Financial and Operating Analysis
Chapter 13
Ratio Analysis
Du Pont Analysis
Percentage Change Analysis
Common Size Analysis
Operating Analysis
CASE STUDY 1 RIVERVIEW COMMUNITY HOSPITAL
(A)
Nov. 13
Financial Forecasting
Chapter 14
Strategic Planning
Operating plans
The financial plan
Forecasting
Sustainable growth
Cash budgeting
CASE STUDY 8 ALPINE VILLAGE CLINIC
ASSIGNMENT IV DISTRIBUTED
Nov. 20
Working Capital Management
Cash Management Techniques
Marketable securities management
Receivables management
Credit policy
Inventory management
ASSIGNMENT IV COLLECTED
Nov 27
THANKSGIVING HOLIDAY
Dec. 4
CASE PRESENTATIONS
WRITTEN CASE DUE
Dec. 11
FINAL EXAM [5:00 to 7:00 p.m.]
Chapter 15
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BIBLIOGRAPHY (HFMA Articles)
January 2010:
1) Brocato, L., Hirschl, N., & Padfield, S. (2010, January 01). How to staff for racs.
Healthcare Financial Management Association, 40-43.
2) Grube, M.E., Kaufman, K. (2010, January 01). Positioning you organization for
success in the new era. Healthcare Financial Management Association, 54-62.
3) D'Cruz, M.J., & Welter, T.L. (2010, January 01). Is your organization ready for
value-based payment?. Healthcare Financial Management Association, 64-72.
4) Woodson, W., & Jenkins, S. (2010, January 01). Payment reform: how should
your organization prepare?. Healthcare Financial Management Association, 7479.
5) DeVore, S.D. (2010, January 01). Results from the first 4 years of pay for
performance. Healthcare Financial Management Association, 88-92.
6) Asset efficiency-why it matters and how to measure it. (2010, January 01).
Healthcare Financial Management Association, 130-131.
February 2010:
1) Bigalke, J.T. (2010, February 01). Episode-based payment: bundling for better
results. Healthcare Financial Management Association, 36-39.
2) Glaser, J., Markell, P., & Stone, J. (2010, February 01). The strategic importance of
data. Healthcare Financial Management Association, 47-52.
3) Bradley, P., & Kaplan, J. (2010, February 01). Turning hospital data into dollars.
Healthcare Financial Management Association, 88-92.
4) Hospitals continue financial recovery. (2010, February 01). Healthcare Financial
Management Association, 104-105.
March 2010:
1) Cleverley, W.O., & Cleverley, J.O. (2010, March 01). Cost reduction: identifying
the opportunities. Healthcare Financial Management Association, 53-59.
2) Rauh, S.S., Wadsworth, E., & Weeks, W.B. (2010, March 01). The fixed-cost
dilemma: what counts when counting cost reduction efforts? Healthcare Financial
Management Association, 60-63.
3) Williams, J. (2010, March 01). Innovative approaches to cost containment.
Healthcare Financial Management Association, 72-78
4) Casolari, C., & Womack, S. (2010, March 01). Prioritizing capital projects when
cash is scarce. Healthcare Financial Management Association, 114-116.
5) National average costs by department for heart failure and shock. (2010, March
01). Healthcare Financial Management Association, 122-123.
April 2010:
1) Nugent, M.E. (2010, April 01). Payment change: 3 ways to set your course for
success. Healthcare Financial Management Association, 40-44.
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2) Gordon, D.C. (2010, April 01). Squeezing the funding you need from today's
capital sources. Healthcare Financial Management Association, 47-55.
3) Beith, C., & Vaughan, J. (2010, April 01). Capitalizing hidden values from hospital
assets. Healthcare Financial Management Association, 56-60.
4) Grauman, D.M., Harris, J.M., & Martin, C. (2010, April 01). Access to capital:
implications for hospitals consolidation. Healthcare Financial Management
Association, 62-70.
5) French, C.J., & Dodd, T.H. (2010, April 01). Are alternative investments the right
approach for your organization? Healthcare Financial Management Association,
72-77.
6) Zuckerman, A.M. (2010, April 01). What would you do? Primary care growth at
any cost? Healthcare Financial Management Association, 112-114.
May 2010:
1) Doody, D. (2010, May 01). Alternative strategies a better alternative. Healthcare
Financial Management Association, 42-45.
2) Johnson, T.K. (2010, May 01). Ambulatory care stands out under reform.
Healthcare Financial Management Association, 57-63.
3) Scott, M., & Stephen, R. (2010, May 01). Effective cost modeling for service line
planning. Healthcare Financial Management Association, 64-72.
4) Schuhmann, T.M. (2010, May 01). Can net income from non-patient-care activities
continue to save hospitals? Healthcare Financial Management Association, 74-84.
June 2010:
1) Henciak, B., Fontaine, C., Fields, K., & Parks, S. (2010, June 01). ‘Virtual’ central
business office: how umms improved revenue cycle performance. Healthcare
Financial Management Association, 34-38.
2) Gottlieb, J., Khawaja, A., Teitelbaum, K., & Channing, A. (2010, June 01).
Achieving operational efficiencies using a drg-based tracer approach. Healthcare
Financial Management Association, 69-79
3) McDowell, J. (2010, June 01). Achieving strategic cost advantages by focusing on
back-office efficiency. Healthcare Financial Management Association, 98-104.
July 2010:
1) Blake, J.W., & Jordahl, E.A. (2010, July 01). Managing risk through a global
capital strategy. Healthcare Financial Management Association, 36-39.
2) Daniels, G.L., & Tisdell, S. (2010, July 01). Your hospital's strategy for managing
total cost of risk. Healthcare Financial Management Association, 82-86.
3) Funding a hospitalist program: which approach will you take. (2010, July 01).
Healthcare Financial Management Association, 76-80.
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September 2010:
1) Boggs, S.L. (2010, September 01). Physician practice and hospital revenue cycle
drivers: what's the difference? Healthcare Financial Management Association, 4046.
2) Franklin, D., Ingram, C., & Levin, S. (2010, September 01). A closer look at selfpay segmentation. Healthcare Financial Management Association, 73-78.
3) Langford, A., Dye, L., Moresco, J., & Riefner, D.C. (2010, September 01).
Improving the revenue cycle by taking the patient's perspective. Healthcare
Financial Management Association, 80-88.
4) Nieman, J.M. (2010, September 01). Measuring the true return of your hospital's
revenue cycle. Healthcare Financial Management Association, 96-103.
November 2010:
1) Banks, K. (2010, November 01). Developing a revenue integrity improvement plan.
Healthcare Financial Management Association, 46-48.
2) Harris, J.M., Grauman, D.M., & Hemnani, R. (2010, November 01). Solving the
ACO conundrum. Healthcare Financial Management Association, 67-74.
3) Hutner, M. (2010, November 01). Recover costs of care with community partners.
Healthcare Financial Management Association, 106-112.
December 2010:
1) Valletta, R., & Huggins, B. (2010, December 01). Emerging accounting trends:
accounting for leases. Healthcare Financial Management Association, 36-39.
2) Tyson, P. (2010, December 01). Preparing for the new landscape of payment
reform. Healthcare Financial Management Association, 42-48.
3) Mobley, K., & Turcotte, C. (2010, December 01). Structuring competitive
physician compensation models. Healthcare Financial Management Association,
76-82.
January 2009:
1) Sykes, T.D., (2009, January 01). Recovering FICA tax paid on resident stipends:
time for a strategic review. Healthcare Financial Management Association, 46-49.
2) Glaser, J., (2009, January 01). Implementing electronic health records: 10 factors
for success. Healthcare Financial Management Association, 50-54.
3) Moore, K., Coddington, D., & Byrne, D. (2009, January 01). The long view: how
the financial downturn will change health care. Healthcare Financial Management
Association, 57-65.
4) Orszag, P.R. (2009, January 01). Beyond economics 101: insights into healthcare
reform from the cbo. Healthcare Financial Management Association, 70-75.
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5) Thompson, P., & Stanowski, A., (2009, January 01). Maximizing nursing
productivity: the benefits of improved collaboration between nursing and support
services. Healthcare Financial Management Association, 76-85.
6) Warye, K., & Granato, J., (2009, January 01). Target: zero hospital-acquired
infections. Healthcare Financial Management Association, 86-91.
7) Pascuzzi, T.A., & Quenzer, R. (2009, January 01). Getting care levels right from
beginning to end. Healthcare Financial Management Association, 92-95.
February 2009:
1) Mertz, K. (2009, February 01). 7 steps to a holistic preservice collection strategy.
Healthcare Financial Management Association, 30-33.
2) Roth, J.M., & Zimmerman, E. (2009, February 01). The coming storm: medicare
wage index overhaul signals changes for hospitals. Healthcare Financial
Management Association, 34-37.
3) Williams, J. (2009, February 01). Community benefit strategies for a changing
economy. Healthcare Financial Management Association, 43-48.
4) Hearle, K. (2009, February 01). Strategies for accurate community benefit
reporting. Healthcare Financial Management Association, 56-61
5) Speizman, R.A. (2009, February 01). Tax-exempt status for hospitals: where have
we been—and where are we going? Healthcare Financial Management
Association, 62-66
June 2009:
1) Bigalke, J.T. (2009, June 01). Filling the healthcare it gap by 2015. Healthcare
Financial Management Association, 38-40.
2) Moynihan, J., & Murphy, J. (2009, June 01). Linking technology with processes for
payment collection. Healthcare Financial Management Association, 42-45.
3) Studer, Q. (2009, June 01). Alignment, action, and accountability: getting results in
a down economy. Healthcare Financial Management Association, 53-60.
4) Nugent, M.E. (2009, June 01). Beyond the "pay me more" strategy. Healthcare
Financial Management Association, 62-70.
5) Benson, S., & L'Heureux, A. (2009, June 01). Lessons from RACs improvements
to ensure maximum payments. Healthcare Financial Management Association, 8088.
6) Kowalski, J.C. (2009, June 01). Needed: A strategic approach to supply chain
management. Healthcare Financial Management Association, 90-98.
7) Fuller, J., & Anderson, M. (2009, June 01). Common ground: Productivity
benchmarking for CFOs and CNOs. Healthcare Financial Management
Association, 100-108.
August 2009:
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1) Brooke, K. (2009, August 01). What is the recovery act's dedicated Medicaid
funding ultimately stimulating? Healthcare Financial Management Association,
32-34.
2) Bauer, J.C. (2009, August 01). Medical tourism: Wave of the future in a world of
hurt? Healthcare Financial Management Association, 36-42.
3) Andrews, H., & Wessels, G. (2009, August 01). Healthcare reformers are focusing
on value; Are you? Healthcare Financial Management Association, 45-52.
4) Schuhmann, T.M. (2009, August 01). How long can hospitals survive with negative
margins? Healthcare Financial Management Association, 54-60.
5) Olaniyan, O., Brown, I.L., & Williams, K. (2009, August 01). Managing medical
necessity and notification denials. Healthcare Financial Management Association,
62-67.
6) Just, B.H., & Proffitt, K. (2009, August 01). Do you know who's who in your
EHR? Healthcare Financial Management Association, 68-73.
7) McLarty, J., & McCartney, D. (2009, August 01). The nurse manager: The
neglected middle. Healthcare Financial Management Association, 74-80.
September 2009:
1) Your strategy for continuous supply savings. (2009, September 01). Healthcare
Financial Management Association, 1-8.
2) Kim, J.W. (2009, September 01). MMSEA section 111: Do you know if it applies
to your organization? Healthcare Financial Management Association, 44-46.
3) Powell, L., Hindman, A., & McMillan, B. (2009, September 01). Responsibilitybased A/R reporting: How one health system drove performance with analytics.
Healthcare Financial Management Association, 54-60.
4) FitzHenry, F., Martin, L., & Doran, J. (2009, September 01). No more lost clinic
charges: Using it for recovery and measurement. Healthcare Financial
Management Association, 62-70.
5) Drake, J., & Kane, C. (2009, September 01). Transforming revenue cycle processes
in an indigent care setting. Healthcare Financial Management Association, 72-80.
6) Adams, J.L., Smith, J.C., & Strand, B. (2009, September 01). Executing the double
win: Protect your cash flow during a patient accounting system install. Healthcare
Financial Management Association, 82-88.
7) Schmitt, J.P. (2009, September 01). 6 questions to ask when 'hunting' for
reimbursement. Healthcare Financial Management Association, 92-98.
8) Shutts, J. (2009, September 01). Measuring collections effort improves cash
performance. Healthcare Financial Management Association, 100-106.
9) Safian, S.C. (2009, September 01). EHR triggers: A force for improved care-and
revenue. Healthcare Financial Management Association, 108-114.
10) Ogilby, A.P., Santos, J.K., & Sullivan, J.G. (2009, September 01). Put the brakes
on accelerating variable rate debt before fiscal year-end. Healthcare Financial
Management Association, 116-122.
October 2009:
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1) Channing, A., & DeVore, S.D. (2009, October 01). The value of value-based
purchasing. Healthcare Financial Management Association, 40-42.
2) Johnson, J. (2009, October 01). Do you know the fair market value of quality?
Healthcare Financial Management Association, 53-60.
3) Boehler, R., Hardesty, D., Gonzales, E., & Kasnetz, K. (2009, October 01). The
business case for quality. Healthcare Financial Management Association, 62-66.
4) Wadsworth, T., Graves, B., Glass, S., Harrison, A.M., Proctor, A., & Donovan, C.
(2009, October 01). Using business intelligence to improve performance.
Healthcare Financial Management Association, 68-72.
5) Bigalke, J.T. (2009, October 01). The impact of comparative effectiveness on U.S.
healthcare providers. Healthcare Financial Management Association, 74-78
6) McCue, M.J., & Peterman, J.S. (2009, October 01). What is the hospital industry's
exposure from the ARS collapse? Healthcare Financial Management Association,
80-86.
7) Holmes, J.R., & Felsenthal, D. (2009, October 01). Depreciating and stating the
value of hospital buildings: What you need to know. Healthcare Financial
Management Association, 88-92.
November 2009:
1) Glaser, J., & Kirby, J. (2009, November 01). Evolution of the healthcare CIO.
Healthcare Financial Management Association, 38-41.3
2) Keough, C.L., & Webster, S.A. (2009, November 01). 340B program presents
opportunities-and challenges. Healthcare Financial Management Association, 4248.
3) Myers, C., & Lineen, J. (2009, November 01). Hospital consolidation outlook:
Surviving in a tough economy. Healthcare Financial Management Association, 5662.
4) Steinberg, S.H. (2009, November 01). Competitive strategies for independent
hospitals: Can you remain independent? Healthcare Financial Management
Association, 64-67.
5) Sturm Jr., A.C. (2009, November 01). 5 new ways to look at generating revenue.
Healthcare Financial Management Association, 68-74.
6) Weitzner, W.M. (2009, November 01). How to reevaluate your capital facility
project to reduce costs. Healthcare Financial Management Association, 76-80.
7) Wodinsky, H., Sharobeem, E., & Pancratz, B. (2009, November 01). How urgent
care centers can enhance volume and revenue. Healthcare Financial Management
Association, 82-90.
8) Schuhmann, T.M. (2009, November 01). Hospital capital spending: Shifting and
slowing even before the financial meltdown. Healthcare Financial Management
Association, 92-102.
December 2009:
1) Caudle, A. (2009, December 01). Finding gold in the supply chain. Healthcare
Financial Management Association, 38-41.
16
2) Moore, K.D., & Coddington, D.C. (2009, December 01). Multiple paths to
integrated health care. Healthcare Financial Management Association, 47-54.
3) Harris, J.M., Simmons III, H.J., & Kierstead, R. (2009, December 01). Doing the
math on physician employment. Healthcare Financial Management Association,
56-62.
4) Breslin, P.T., & Henchey, K.R. (2009, December 01). The integration payoff: 3
examples. Healthcare Financial Management Association, 64-68.
5) Zismer, D.K., & Proeschel, S. (2009, December 01). Understanding the quality of
earnings for integrated health systems. Healthcare Financial Management
Association, 88-92.
17
Case Presentation Evaluation Form
This presentation should be high quality, appropriate for a graduate study, and suitable for the board of a
local health care organization. It may be done alone, or with classmates in which case students will receive
the same grade. Work-in-progress may be reviewed by the instructor for preliminary feedback. The
presentation should be 25-30 minutes long, although additional time may be scheduled in advance. The
Presentation should educate the audience and at least:
a.
b.
c.
d.
e.
f.
g.
Clearly state and explain the underlying case issue (s) and problem (s) to be resolved
Describe relevant health, economic, finance, and historical background of the case and the
importance of the case to the organization
Describe specific problems identified in the case
Describe analytical tools and methods used in the case
Explain the results of the solution and relate them to the original problems and issues
Suggest what you think will be implemented
Conclusion/discussion of the presentation with a brief summary of findings, caveats, limitations, etc
Name:
Criteria
Topic:
Points
Date:
Comments/Suggestions
Introduction
[0 – 5 points]
Focus
[0 – 3]
Organization
[0 – 5]
Content (a- g above)
[0 – 20]
Original thinking
[0 – 5]
Use of time
[0 – 2]
Delivery
[0 – 10]
Computer-made visuals
[0 –5]
Discussion/Conclusion
[0 – 5]
…………………………………………………………………………………………………………………
Total [0 –60]
18
Written Case Evaluation Form
This paper should be high quality, appropriate for a graduate study, and suitable for the board of a local
health care organization. It may be done alone, or with classmates in which case students will receive the
same grade. Work-in-progress may be reviewed by the instructor for preliminary feedback. The paper should
be written in APA style and could be no more than 15 pages long (one paper for each group). The content of
the paper should educate the audience and at least:
a. Clearly state and explain the underlying case issue (s) and problem (s) to be resolved
b. Describe relevant health, economic, finance, and historical background of the case and the
importance of the case to the organization
c. Describe specific problems identified in the case
d. Describe analytical tools and methods used in the case
e. Explain the results of the solution and relate them to the original problems and issues
f. Suggest what you think will be implemented
g. Conclusion/discussion of the presentation with a brief summary of findings, caveats,
limitations, etc.
Name:
Criteria
Points
Topic:
Comments/Suggestions
Date:
Introduction
[0 – 5 points]
Organization
[0 – 5]
Content (a- g above)
[0 – 20]
Original thinking
[0 – 5]
Writing, grammar, punctuation
[0 – 10]
Tables, graphs
[0 –5]
Discussion
[0 – 5]
Use of references
[0 – 2]
Timing
[0 – 3]
…………………………………………………………………………………………………………………
Total [0 –60]
19
TEAM MEMBERS RATING FORM (Optional)
Your name:
Date:
Team project:
The ratings you provide on this form will be used to determine individual grades for your
fellow team members. If you feel that someone has contributed less than, or more than, a
fair share, then you can reflect those feelings on this evaluation form. As you consider each
team member’s contribution, you should think about such things as:
1. Attending team meetings
2. Defining and clarifying tasks
3. Researching and gathering need information
4. Analysis and problem solving
5. Working well with others
6. Ensuring that final products are done well
7. Giving time, effort, and energy,
8. Offering useful ideas
9. Helping to lead the team
10. Other contributions to the team and project
Rate each team member, excluding yourself, in terms of above criteria. List the names of the
team members other than yourself, in the spaces below. Then, assign a number of points to
each person to reflect your rating for each person’s contribution to the team project. These
ratings must total 100. Someone who contributed more to the team would receive a higher
number of points than someone who contributed less. Remember, the points must total 100.
The instructor will use this information to assign an individual grade to each team member.
Group Member Names
Points Assigned
Total points=100
Comments (Use other side if necessary)
Are there problems in the group such that the instructor should intervene? If so, for what
purpose? (Use the other side if necessary).