Restarting Ambulatory Care and Elective Procedures: Analytics Guide Safe, Pra...Health Catalyst
As Health Catalyst continues to engage its health system partners in their COVID-19 journeys through virtual client huddles, topics are delving further into restarting ambulatory care and elective procedures. The May 21, 2020, forum explored how organizations are responding to the pandemic and planning for the next phases. Participants explored two vital topics in the COVID-19 era:
How virtual care analytics supports rapid change in ambulatory care delivery.
How analytic insights help drive a COVID-19 financial recovery plan.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
Join HRG Executive Director of CBO Services, Cassie Wise, as she discusses how to keep AR results stable when revenue is anything but stable. In this webinar, you will learn about the current state of Healthcare Accounts Receivable across America due to COVID-19 and understand different ways to calculate Accounts Receivable performance when there are large revenue fluctuations. You will walk away with steps to monitor your AR to ensure you are ahead of any potential cash and/or AR resolution disruptions.
The document analyzes the impact of Covid-19 on cafés and coffee shops in the UK based on surveys of owners. It finds that 8 in 10 owners are worried about future business viability due to lost revenue of over £50,000 for many. While most owners are satisfied with government support programs like furlough, they expect business operations won't return to normal for 10-24 months due to ongoing social distancing measures and changes in consumer behavior even after lockdown ends. The majority of owners temporarily closed all venues in response to the pandemic.
FAMILY MEDICINE CLINIC BUSINESS PLANStude.docxmglenn3
FAMILY MEDICINE CLINIC BUSINESS PLAN
Student’s name
Introduction
As part of its ongoing efforts to improve access to health care, General Medical Center is subsidizing the start-up and first year of operations of a new family medicine practice, Park Square Family Medicine.
As a advanced practice nurses (APN), I have invested a lot of time and money into education I have gone through dealing with the state laws and nurse practice acts, also gone through the principle of autonomy / collaborative approach of practice with physician
This is important because it fulfils the requirement of the APN professional business plan requirement and also to have an insight to what it takes to set up a clinic after licensure as an APN with practice privileges.
Mission/vision statement
Our vision is to bring quality and affordable healthcare. The clinic aspires to bring special healthcare services, health educational programs (primary preventive measures) as well as personal health and wellness programs.
Location of Business
The targeted location will be in Colorado because:
There is a wide range of people
Large Population
Easily accessible
The targeted location for the hospital set up will be in Colorado. This location is best since there is a wide range of people and the population as well is fair which implies that the hospital will have patients in regular basis which further ensure that the hospital will have a continuous flow of income. Before choosing the location, a thorough research was conducted, and further feasibility studies were conducted so as to be able to penetrate the available market and most importantly become the preferred choice.
4
SWOT Analysis
Strengths-
a well-qualified team of professionals in various positions of the hospital.
Clinic has a strong ethos of openness, sharing and commitment
weaknesses
Staff not clear of their role in the patient relationship
it is just starting out and therefore may not have sufficient required finance which will sustain the kind of the publicity
The strength of the hospital lies from the fact that they have a well-qualified team of professionals in various positions of the hospital. Therefore, they have the best arms in the whole of Colorado. Moreover, the hospital will be operating for twenty-four hours a day unlike other hospitals. Also, the clinic has a strong ethos of openness, sharing and commitment to increasing patient confidence Patients wanting to get involved Local charities willing to participate. The weaknesses limited is that it is just starting out and therefore may not have sufficient required finance which will sustain the kind of the publicity which is intended so that the business can be well known and also, Staff is not clear of their role in the patient relationship
5
Opportunities
Constant inflow of patients
Active volunteer committee willing to plan and organize events
Threat
Economic turndown
Patients confidentiality risk
.
C Difficile Prevention Case Studies HPP VIZIENTRichard Beaver
This document discusses an approach from Healthcare Performance Partners (HPP) to reduce Clostridium Difficile Infections (CDI) in hospitals using Lean principles. It notes that CDI results in an average of $12,093 in additional costs per infection and hospitals could save millions by reducing CDI rates. HPP's approach identifies key processes contributing to most infections, audits compliance in real-time, and tracks leading indicators hourly to drive over 90% compliance and reduce infections. One hospital saw a 50% reduction in CDI within the first 60 days using this approach.
Restarting Ambulatory Care and Elective Procedures: Analytics Guide Safe, Pra...Health Catalyst
As Health Catalyst continues to engage its health system partners in their COVID-19 journeys through virtual client huddles, topics are delving further into restarting ambulatory care and elective procedures. The May 21, 2020, forum explored how organizations are responding to the pandemic and planning for the next phases. Participants explored two vital topics in the COVID-19 era:
How virtual care analytics supports rapid change in ambulatory care delivery.
How analytic insights help drive a COVID-19 financial recovery plan.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
Join HRG Executive Director of CBO Services, Cassie Wise, as she discusses how to keep AR results stable when revenue is anything but stable. In this webinar, you will learn about the current state of Healthcare Accounts Receivable across America due to COVID-19 and understand different ways to calculate Accounts Receivable performance when there are large revenue fluctuations. You will walk away with steps to monitor your AR to ensure you are ahead of any potential cash and/or AR resolution disruptions.
The document analyzes the impact of Covid-19 on cafés and coffee shops in the UK based on surveys of owners. It finds that 8 in 10 owners are worried about future business viability due to lost revenue of over £50,000 for many. While most owners are satisfied with government support programs like furlough, they expect business operations won't return to normal for 10-24 months due to ongoing social distancing measures and changes in consumer behavior even after lockdown ends. The majority of owners temporarily closed all venues in response to the pandemic.
FAMILY MEDICINE CLINIC BUSINESS PLANStude.docxmglenn3
FAMILY MEDICINE CLINIC BUSINESS PLAN
Student’s name
Introduction
As part of its ongoing efforts to improve access to health care, General Medical Center is subsidizing the start-up and first year of operations of a new family medicine practice, Park Square Family Medicine.
As a advanced practice nurses (APN), I have invested a lot of time and money into education I have gone through dealing with the state laws and nurse practice acts, also gone through the principle of autonomy / collaborative approach of practice with physician
This is important because it fulfils the requirement of the APN professional business plan requirement and also to have an insight to what it takes to set up a clinic after licensure as an APN with practice privileges.
Mission/vision statement
Our vision is to bring quality and affordable healthcare. The clinic aspires to bring special healthcare services, health educational programs (primary preventive measures) as well as personal health and wellness programs.
Location of Business
The targeted location will be in Colorado because:
There is a wide range of people
Large Population
Easily accessible
The targeted location for the hospital set up will be in Colorado. This location is best since there is a wide range of people and the population as well is fair which implies that the hospital will have patients in regular basis which further ensure that the hospital will have a continuous flow of income. Before choosing the location, a thorough research was conducted, and further feasibility studies were conducted so as to be able to penetrate the available market and most importantly become the preferred choice.
4
SWOT Analysis
Strengths-
a well-qualified team of professionals in various positions of the hospital.
Clinic has a strong ethos of openness, sharing and commitment
weaknesses
Staff not clear of their role in the patient relationship
it is just starting out and therefore may not have sufficient required finance which will sustain the kind of the publicity
The strength of the hospital lies from the fact that they have a well-qualified team of professionals in various positions of the hospital. Therefore, they have the best arms in the whole of Colorado. Moreover, the hospital will be operating for twenty-four hours a day unlike other hospitals. Also, the clinic has a strong ethos of openness, sharing and commitment to increasing patient confidence Patients wanting to get involved Local charities willing to participate. The weaknesses limited is that it is just starting out and therefore may not have sufficient required finance which will sustain the kind of the publicity which is intended so that the business can be well known and also, Staff is not clear of their role in the patient relationship
5
Opportunities
Constant inflow of patients
Active volunteer committee willing to plan and organize events
Threat
Economic turndown
Patients confidentiality risk
.
C Difficile Prevention Case Studies HPP VIZIENTRichard Beaver
This document discusses an approach from Healthcare Performance Partners (HPP) to reduce Clostridium Difficile Infections (CDI) in hospitals using Lean principles. It notes that CDI results in an average of $12,093 in additional costs per infection and hospitals could save millions by reducing CDI rates. HPP's approach identifies key processes contributing to most infections, audits compliance in real-time, and tracks leading indicators hourly to drive over 90% compliance and reduce infections. One hospital saw a 50% reduction in CDI within the first 60 days using this approach.
Healthcare Financial Recovery: A Guide to the COVID-19 Add-On PaymentHealth Catalyst
With the COVID-19 pandemic ongoing, healthcare organizations continue to face catastrophic financial challenges. Drivers of the economic strain include the increased cost to care for patients with COVID-19, impact of canceled services, and additional costs—such as personal protective equipment (PPE) and the supplementary support some hospitals provide to their employees.
During the pandemic era, getting paid appropriately for services is more important for health systems than ever. Recognizing these challenges to healthcare financial recovery, the federal government provides programs to give organizations financial relief, including add-on payment for patients diagnosed with COVID-19. To qualify for assistance, health systems must understand these relief programs and comply with their requirements.
CLABSI Elimination Case Studies HPP VIZIENTRichard Beaver
Healthcare Performance Partners (HPP) introduces an approach to eliminate central line-associated bloodstream infections (CLABSI) that engages staff and leadership. The average estimated cost avoidance per CLABSI is $34,600 and there are often 19 additional days in the hospital per event. Hospitals can save millions eliminating CLABSI and regain over $100,000 in Value Based Purchasing dollars. After working with HPP using their "Gone in 60 Days" approach, a large teaching hospital achieved zero CLABSI rates for 4 months. A health system including a teaching hospital and community hospitals saw their CLABSI rate go to zero during deployment and over 90% improvement when sustaining the changes.
Healthcare Valuations in an Era of Reform and UncertaintyPYA, P.C.
PYA Principal Jim Lloyd's AICPA Health Care Industry Conference presentation explored reform and current environment highlights, healthcare transactions and affiliations, valuation considerations, and regulatory issues.
We are heading towards uncharted water when it comes to handling of a pandemic in Canada. This presentation looks at the key initiatives in place as part of measures to support Cdns.
Ahead of the marcus evans National Healthcare CFO Summit 2020, read here an interview with Tracey Goessel on why physicians are needed alongside hospital coders to cover the gaps in inpatient documentation
Healthcare Relief Funding: Five Steps to Maximize COVID-19 DollarsHealth Catalyst
While federal COVID-19 relief funding for health systems sounds good in theory, many organizations have found accessing and using these monies overwhelming and frustrating. Federal guidance has been inconsistent or incomplete, and continued changes to relief packages and policies challenge organizations to develop pragmatic financial recovery strategies. Financial leaders who are confronting more questions than answers need a simple framework to move confidently into recovery.
The following five expert financial- and healthcare-based guidelines will help organizations navigate and optimize COVID-19 relief funding:
Regularly review legislative and regulatory updates and agency activity.
Make the most of what’s available.
Use required reporting as a decision-making tool.
Prepare now for the inevitable audit.
Test compliance now to eliminate headaches (or litigation) later.
The document discusses the different stages of financing for life sciences companies, from pre-seed/seed rounds to later stage rounds like Series A, B, and C. It explains that early rounds like seed are for product development and determining the target market, while later rounds like Series A are when clinical trials begin. Series B is for phase 2/3 trials, and Series C is for completing phase 3 trials and FDA approval. The document also provides examples of companies in Xeraya Capital's portfolio that received financing at different stages.
1. Alice established Travel Wise in January 2014 but noticed errors in the income statement she prepared for the quarter ending March 31, 2015. She failed to recognize key accounting principles like revenue recognition, matching, and accrual basis of accounting.
2. The consulting accountant will identify the principles Alice missed, such as unearned revenue that was incorrectly included as income. Adjusting entries will be made to record expenses incurred during the period but not paid.
3. It is recommended that Alice attend an accounting refresher course to learn the principles of adjusting and closing entries. This will allow her to correctly prepare financial statements going forward.
Cardinal Health reported an 11% increase in revenue to $24 billion for the first quarter. Earnings per share declined 16% to $0.69 due to contract re-pricings and anti-diversion efforts. The healthcare supply chain services segment achieved double-digit revenue growth but profit declined 16% due to pricing issues. Clinical and medical products revenue grew 12% and profits grew 15% driven by continued strength in dispensing. Cardinal Health reiterated its full-year guidance range despite economic uncertainty.
Michael Pennisi, CEO of QSuper, one of Australia's largest pension funds, led a major transformation of the organization in response to a change in government policy. This required QSuper to shift from a closed fund serving only government employees to an open fund competing for private sector customers as well. Pennisi restructured operations to streamline processes and decentralized decision making. QSuper also embarked on a digital rebuild, launched new products, and improved customer service to enhance the member experience. The transformation required a shift in organizational culture to embrace more commercial approaches while retaining core values of trust and financial strength. Pennisi emphasized effective communication, transparency, and investing in employees to guide the large-scale changes successfully.
CFOs need to take quick actions to stabilize businesses during the COVID-19 downturn. This includes stress testing business plans under various scenarios and communicating with teams. Key actions for CFOs include cashflow management by reducing capital expenditures and reviewing costs in light of lower revenue projections. CFOs should also focus on improving capacity utilization, working capital cycles by reducing collection periods and inventory, and potentially liquidating underperforming assets. Financial reporting remains important for decision making despite pandemic uncertainties.
The State of Restaurants-2022-annual-report.pdfAdamBilliot2
If you are a restaurant owner or involved in the restaurant industry then these statistics may be of interest to you. Learn how the pandemic may have affected the restaurant industry and market. Restaurant owners will find this report quite interesting and may not reveal what you think.
- Cardinal Health reported strong second-quarter results for fiscal year 2007, with revenue increasing 13% to $21.8 billion and earnings per share increasing 17% to $0.77.
- All four of Cardinal Health's continuing business segments experienced solid revenue and earnings growth. The company also plans to broaden its specialty pharmaceutical offerings through the acquisition of SpecialtyScripts Pharmacy.
- For the fiscal year, Cardinal Health reiterated its guidance range of $3.25 to $3.40 for non-GAAP diluted earnings per share from continuing operations.
This document analyzes the franchise opportunity of opening a Wendy's restaurant in Barranquilla, Colombia. It finds that a Wendy's franchise represents a good investment option due to the low risks and rapid growth potential of franchising. Opening a Wendy's in Barranquilla takes advantage of the city's large population and strategic port infrastructure. The document provides details on the financial requirements, marketing strategy, menu, and competitive landscape for Wendy's to assess the viability of this franchise opportunity.
247 Medical Billing Services commands new heights of success.pdfDanny Johnsmith
By associating with 24/7 Medical Billing Services’, the South Carolina based medical billing company is in for all-round financial services assistance sustainable in longer term.
247 Medical Billing Services commands new heights of success.pptxDanny Johnsmith
By associating with 24/7 Medical Billing Services’, the South Carolina based medical billing company is in for all-round financial services assistance sustainable in longer term.
Successfully run the business and keep the revenue flow intact during COVID-19 pandemic
https://healthcarebillingblogs.wordpress.com/2020/06/03/covid-19-impact-on-the-revenue-cycle-for-physician-medical-billing/Successfully
cardinal health Q4 2007 Earnings Transcriptfinance2
This transcript summarizes Cardinal Health's Q4 2007 earnings conference call. The key points are:
1) Cardinal Health reported Q4 revenue of $22.3 billion, up 5% from the prior year, and operating earnings of $538 million, up 3%.
2) The Clinical and Medical Products sector emerged as a significant growth driver, with Q4 revenue up 15% and profits up 42%.
3) Healthcare Supply Chain Services delivered strong results for the year despite challenges in medical supply. Supply Chain Pharma had a strong year with revenue up 9% and profits up 14%.
4) Overall, fiscal 2007 was a good year for Cardinal Health with non-GAAP EPS growth of 20
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Healthcare Financial Recovery: A Guide to the COVID-19 Add-On PaymentHealth Catalyst
With the COVID-19 pandemic ongoing, healthcare organizations continue to face catastrophic financial challenges. Drivers of the economic strain include the increased cost to care for patients with COVID-19, impact of canceled services, and additional costs—such as personal protective equipment (PPE) and the supplementary support some hospitals provide to their employees.
During the pandemic era, getting paid appropriately for services is more important for health systems than ever. Recognizing these challenges to healthcare financial recovery, the federal government provides programs to give organizations financial relief, including add-on payment for patients diagnosed with COVID-19. To qualify for assistance, health systems must understand these relief programs and comply with their requirements.
CLABSI Elimination Case Studies HPP VIZIENTRichard Beaver
Healthcare Performance Partners (HPP) introduces an approach to eliminate central line-associated bloodstream infections (CLABSI) that engages staff and leadership. The average estimated cost avoidance per CLABSI is $34,600 and there are often 19 additional days in the hospital per event. Hospitals can save millions eliminating CLABSI and regain over $100,000 in Value Based Purchasing dollars. After working with HPP using their "Gone in 60 Days" approach, a large teaching hospital achieved zero CLABSI rates for 4 months. A health system including a teaching hospital and community hospitals saw their CLABSI rate go to zero during deployment and over 90% improvement when sustaining the changes.
Healthcare Valuations in an Era of Reform and UncertaintyPYA, P.C.
PYA Principal Jim Lloyd's AICPA Health Care Industry Conference presentation explored reform and current environment highlights, healthcare transactions and affiliations, valuation considerations, and regulatory issues.
We are heading towards uncharted water when it comes to handling of a pandemic in Canada. This presentation looks at the key initiatives in place as part of measures to support Cdns.
Ahead of the marcus evans National Healthcare CFO Summit 2020, read here an interview with Tracey Goessel on why physicians are needed alongside hospital coders to cover the gaps in inpatient documentation
Healthcare Relief Funding: Five Steps to Maximize COVID-19 DollarsHealth Catalyst
While federal COVID-19 relief funding for health systems sounds good in theory, many organizations have found accessing and using these monies overwhelming and frustrating. Federal guidance has been inconsistent or incomplete, and continued changes to relief packages and policies challenge organizations to develop pragmatic financial recovery strategies. Financial leaders who are confronting more questions than answers need a simple framework to move confidently into recovery.
The following five expert financial- and healthcare-based guidelines will help organizations navigate and optimize COVID-19 relief funding:
Regularly review legislative and regulatory updates and agency activity.
Make the most of what’s available.
Use required reporting as a decision-making tool.
Prepare now for the inevitable audit.
Test compliance now to eliminate headaches (or litigation) later.
The document discusses the different stages of financing for life sciences companies, from pre-seed/seed rounds to later stage rounds like Series A, B, and C. It explains that early rounds like seed are for product development and determining the target market, while later rounds like Series A are when clinical trials begin. Series B is for phase 2/3 trials, and Series C is for completing phase 3 trials and FDA approval. The document also provides examples of companies in Xeraya Capital's portfolio that received financing at different stages.
1. Alice established Travel Wise in January 2014 but noticed errors in the income statement she prepared for the quarter ending March 31, 2015. She failed to recognize key accounting principles like revenue recognition, matching, and accrual basis of accounting.
2. The consulting accountant will identify the principles Alice missed, such as unearned revenue that was incorrectly included as income. Adjusting entries will be made to record expenses incurred during the period but not paid.
3. It is recommended that Alice attend an accounting refresher course to learn the principles of adjusting and closing entries. This will allow her to correctly prepare financial statements going forward.
Cardinal Health reported an 11% increase in revenue to $24 billion for the first quarter. Earnings per share declined 16% to $0.69 due to contract re-pricings and anti-diversion efforts. The healthcare supply chain services segment achieved double-digit revenue growth but profit declined 16% due to pricing issues. Clinical and medical products revenue grew 12% and profits grew 15% driven by continued strength in dispensing. Cardinal Health reiterated its full-year guidance range despite economic uncertainty.
Michael Pennisi, CEO of QSuper, one of Australia's largest pension funds, led a major transformation of the organization in response to a change in government policy. This required QSuper to shift from a closed fund serving only government employees to an open fund competing for private sector customers as well. Pennisi restructured operations to streamline processes and decentralized decision making. QSuper also embarked on a digital rebuild, launched new products, and improved customer service to enhance the member experience. The transformation required a shift in organizational culture to embrace more commercial approaches while retaining core values of trust and financial strength. Pennisi emphasized effective communication, transparency, and investing in employees to guide the large-scale changes successfully.
CFOs need to take quick actions to stabilize businesses during the COVID-19 downturn. This includes stress testing business plans under various scenarios and communicating with teams. Key actions for CFOs include cashflow management by reducing capital expenditures and reviewing costs in light of lower revenue projections. CFOs should also focus on improving capacity utilization, working capital cycles by reducing collection periods and inventory, and potentially liquidating underperforming assets. Financial reporting remains important for decision making despite pandemic uncertainties.
The State of Restaurants-2022-annual-report.pdfAdamBilliot2
If you are a restaurant owner or involved in the restaurant industry then these statistics may be of interest to you. Learn how the pandemic may have affected the restaurant industry and market. Restaurant owners will find this report quite interesting and may not reveal what you think.
- Cardinal Health reported strong second-quarter results for fiscal year 2007, with revenue increasing 13% to $21.8 billion and earnings per share increasing 17% to $0.77.
- All four of Cardinal Health's continuing business segments experienced solid revenue and earnings growth. The company also plans to broaden its specialty pharmaceutical offerings through the acquisition of SpecialtyScripts Pharmacy.
- For the fiscal year, Cardinal Health reiterated its guidance range of $3.25 to $3.40 for non-GAAP diluted earnings per share from continuing operations.
This document analyzes the franchise opportunity of opening a Wendy's restaurant in Barranquilla, Colombia. It finds that a Wendy's franchise represents a good investment option due to the low risks and rapid growth potential of franchising. Opening a Wendy's in Barranquilla takes advantage of the city's large population and strategic port infrastructure. The document provides details on the financial requirements, marketing strategy, menu, and competitive landscape for Wendy's to assess the viability of this franchise opportunity.
247 Medical Billing Services commands new heights of success.pdfDanny Johnsmith
By associating with 24/7 Medical Billing Services’, the South Carolina based medical billing company is in for all-round financial services assistance sustainable in longer term.
247 Medical Billing Services commands new heights of success.pptxDanny Johnsmith
By associating with 24/7 Medical Billing Services’, the South Carolina based medical billing company is in for all-round financial services assistance sustainable in longer term.
Successfully run the business and keep the revenue flow intact during COVID-19 pandemic
https://healthcarebillingblogs.wordpress.com/2020/06/03/covid-19-impact-on-the-revenue-cycle-for-physician-medical-billing/Successfully
cardinal health Q4 2007 Earnings Transcriptfinance2
This transcript summarizes Cardinal Health's Q4 2007 earnings conference call. The key points are:
1) Cardinal Health reported Q4 revenue of $22.3 billion, up 5% from the prior year, and operating earnings of $538 million, up 3%.
2) The Clinical and Medical Products sector emerged as a significant growth driver, with Q4 revenue up 15% and profits up 42%.
3) Healthcare Supply Chain Services delivered strong results for the year despite challenges in medical supply. Supply Chain Pharma had a strong year with revenue up 9% and profits up 14%.
4) Overall, fiscal 2007 was a good year for Cardinal Health with non-GAAP EPS growth of 20
Similar to Davenport university hcmg 750 week 7 assignment help (20)
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
Davenport university hcmg 750 week 7 assignment help
1. Davenport-University HCMG 750 Week-7
Assignment Help
Get help Davenport-University for HCMG 750 Week-7AssignmentHelp.We provide assignment,
homework, discussions and case studies help for all subject Davenport-University for Session 2015-
2016
HCMG750 Week 7 Power point Final Assessment
Content
Top of Form
Bottomof Form
FINALASSESSMENT
Afterinvestigatingthe differentformsof businessorganization,CandyJohnsondecidestooperate her
businessasa corporation,All ThingsRespiratoryandshe beginsthe processof gettingherbusiness
running.
While ata trade show,CandyisintroducedtoGerry Rich,operationsmanagerof “BayouClinic,”a
national medical facility.Aftermuchdiscussion,GerryasksCandytoconsiderbeingBayouClinic’smajor
supplierof respiratoryequipment.He providesCandywiththe mostrecentcopyof the financial
statementsof BayouClinic.He expectsthatCandywill needtosupplyBayouClinic’swarehouse with
approximately$500,000 worth of respiratorysuppliesandservicesaweek.CandyistosendBayouClinic
a monthlyinvoice,andshe will be paidapproximately30days fromthe date the invoice isreceivedin
BayouClinic’sMichiganoffice.
Candyis thrilledwiththe offer.However,she hasrecentlyreadinthe newspaperthatBayouClinichasa
reputationforpayinglate,notat all,or claimingtheyneverreceivedthe inventoryorservices.Others
are notjumpingat the opportunitytobe on the payroll forBayouClinic,especiallyanew start-up.
Instructions
2. Candy has several questions.Answerthe followingquestionsforCandy.
1. What type of informationdoeseachfinancial statementprovide?
2. What financial statementswouldCandyneedinordertoevaluate whetherBayouClinicwill
have enoughcashto meetitscurrent liabilities?Explainwhattolookfor.
3. What financial statementswouldCandyneedinordertoevaluate whetherBayouClinicwill be
able to survive overalongperiodof time?Explainwhattolookfor.
4. What financial statementwouldCandyneed inordertoevaluate BayouClinic’sprofitability?
Explainwhattolookfor.
5. Where can Candyfindout whetherBayouClinichasoutstandingdebt?How canCandy
determine whetherBayouClinicwouldbe able tomeetitsinterestanddebtpaymentsonanydebtsit
has?
6. How couldCandydetermine whetherBayouClinicpaysadividend?
7. In decidingwhethertogoaheadwiththisopportunity,are there otherareasof concernthat
Candyshouldbe aware of?
50 Points
1. Prepare a PowerPoint(PPT) presentationto presenttoCandyand the classexplainingyouroutcomes
fromabove.The presentationshouldbe recordedanduploadedforinstructorandstudentreview.ONLY
the PPT shouldbe sharedwiththe entire classandnotthe writtenpaper.The writtenpaperandthe PPT
shouldbe uploadedinthe appropriate writtenassignmentfolderaswithpreviouswrittenassignments.
2. Please keepthe presentationbrief,3-5minutesinlength.
http://www.justquestionanswer.com/viewanswer_detail/HCMG-750-Week-7-Powerpoint-Final-
Assessment-Content-Top-41369
HCMG750 Week 7 Discussion1
DQ1
3. Finda recentarticle onEHRs or ICD-10 implementationandbrieflydescribethe article tothe class.
The article mustbe attachedto yoursubmissionforpointsandmustbe writtenduring2012-2015. Don’t
forgetto define EHRsorICD-10in yourresponses
http://www.justquestionanswer.com/viewanswer_detail/HCMG-750-Week-7-Discussion-1-DQ1-Find-a-
recent-article-o-41380
HCMG750 WEEK 7 DISCUSSION
WEEK 7 DQ1 Finda recentarticle onEHRs or ICD-10 implementationandbrieflydescribe the article to
the class.The article mustbe attachedto your submissionforpointsandmustbe writtenduring2012-
2015. Don’tforgetto define EHRsorICD-10in yourresponses.
http://www.justquestionanswer.com/viewanswer_detail/HCMG-750-WEEK-7-DISCUSSION-WEEK-7-
DQ1-Find-a-recent-arti-51442
HCMG750 Week 7 Final Assessment
Week7 Powerpoint - Final AssessmentContentTopof FormBottomof FormFINALASSESSMENT After
investigatingthe differentformsof businessorganization,CandyJohnsondecidestooperate her
businessasa corporation,All ThingsRespiratoryandshe beginsthe processof gettingherbusiness
running.While ata trade show,Candyis introducedtoGerryRich,operationsmanagerof “Bayou
Clinic,”anational medical facility.Aftermuchdiscussion,GerryasksCandyto considerbeingBayou
Clinic’smajorsupplierof respiratoryequipment.
He providesCandywiththe mostrecentcopyof the financial statementsof BayouClinic.He expects
that Candywill needtosupplyBayouClinic’s warehouse withapproximately$500,000 worthof
respiratorysuppliesandservicesaweek.CandyistosendBayouClinica monthlyinvoice,andshe will be
paidapproximately30 daysfromthe date the invoice isreceivedinBayouClinic’sMichiganoffice.Candy
4. isthrilledwiththe offer.However,she hasrecentlyreadinthe newspaperthatBayouClinichasa
reputationforpayinglate,notat all,or claimingtheyneverreceivedthe inventoryorservices.
Othersare not jumpingatthe opportunitytobe on the payroll forBayouClinic,especiallyanew start-
up.InstructionsCandyhasseveral questions.Answerthe followingquestionsforCandy.Whattype of
informationdoeseachfinancial statementprovide?WhatfinancialstatementswouldCandyneedin
orderto evaluate whetherBayouClinicwillhave enoughcashtomeetitscurrentliabilities?Explain
whatto lookfor. What financial statementswouldCandyneedinordertoevaluate whetherBayouClinic
will be able tosurvive overalongperiodof time?
Explainwhattolookfor. What financial statementwouldCandyneedinordertoevaluate BayouClinic’s
profitability?Explainwhattolookfor.Where can CandyfindoutwhetherBayouClinichasoutstanding
debt?Howcan Candydetermine whetherBayouClinicwouldbe able tomeetitsinterestanddebt
paymentsonany debtsithas?How couldCandydetermine whetherBayouClinicpaysadividend?In
decidingwhethertogoaheadwiththisopportunity,are there otherareasof concernthat Candy should
be aware of?50 Points1. Prepare a PowerPoint(PPT) presentationtopresenttoCandyandthe class
explainingyouroutcomesfromabove.
The presentationshouldbe recordedanduploadedforinstructorandstudentreview.ONLYthe PPT
shouldbe sharedwiththe entire classandnotthe writtenpaper.The writtenpaperandthe PPTshould
be uploadedinthe appropriate writtenassignmentfolderaswithpreviouswrittenassignments.2.
Please keepthe presentationbrief,3-5minutesinlength.
http://www.justquestionanswer.com/viewanswer_detail/HCMG-750-Week-7-Final-Assessment-Week-
7-Powerpoint-Fina-53306
HCMG750 Week 7 Final Assessment
Week7 Powerpoint - Final AssessmentContentTopof FormBottomof FormFINALASSESSMENT After
investigatingthe differentformsof businessorganization,CandyJohnsondecidestooperate her
businessasa corporation,All ThingsRespiratoryandshe beginsthe processof gettingherbusiness
running.While ata trade show,Candyis introducedtoGerryRich,operationsmanagerof “Bayou
Clinic,”anational medical facility.Aftermuchdiscussion,GerryasksCandyto considerbeingBayou
Clinic’smajorsupplierof respiratoryequipment.He providesCandywiththe mostrecentcopyof the
financial statementsof BayouClinic.
5. He expectsthatCandywill needtosupplyBayouClinic’swarehouse withapproximately$500,000 worth
of respiratorysuppliesandservicesaweek.CandyistosendBayouClinica monthlyinvoice,andshe will
be paidapproximately30daysfrom the date the invoice isreceivedinBayouClinic’sMichiganoffice.
Candyis thrilledwiththe offer.However,she hasrecently readinthe newspaperthatBayouClinichasa
reputationforpayinglate,notat all,or claimingtheyneverreceivedthe inventoryorservices.
Othersare notjumpingatthe opportunitytobe onthe payroll forBayouClinic,especiallyanew start-
up.InstructionsCandyhasseveral questions.Answerthe followingquestionsforCandy.Whattype of
informationdoeseachfinancial statementprovide?WhatfinancialstatementswouldCandyneedin
orderto evaluate whetherBayouClinicwillhave enoughcashto meetitscurrentliabilities?Explain
whatto lookfor. What financial statementswouldCandyneedinordertoevaluate whetherBayouClinic
will be able tosurvive overalongperiodof time?
Explainwhattolookfor. What financial statementwouldCandyneedinordertoevaluate BayouClinic’s
profitability?Explainwhattolookfor.Where can CandyfindoutwhetherBayouClinichasoutstanding
debt?Howcan Candydetermine whetherBayouClinicwouldbe able tomeetitsinterestanddebt
paymentsonany debtsithas?How couldCandydetermine whetherBayouClinicpaysadividend?In
decidingwhethertogoaheadwiththisopportunity,are there otherareasof concernthat Candy should
be aware of?50 Points1. Prepare a PowerPoint(PPT) presentationtopresenttoCandyandthe class
explainingyouroutcomesfromabove.
The presentationshouldbe recordedanduploadedforinstructorandstudentreview.ONLYthe PPT
shouldbe sharedwiththe entire classandnotthe writtenpaper.The writtenpaperandthe PPTshould
be uploadedinthe appropriate writtenassignmentfolderaswithpreviouswrittenassignments.2.
Please keepthe presentationbrief,3-5minutesinlength.
http://www.justquestionanswer.com/viewanswer_detail/HCMG-750-Week-7-Final-Assessment-Week-
7-Powerpoint-Fina-53307